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MagicQuadrantforx86ServerVirtualizationInfrastructureGartnerRASCoreResearchNoteG00200526,ThomasJ.
Bittman,PhilipDawson,GeorgeJ.
Weiss,26May2010,RA406042011Servervirtualizationforx86architectureserversisoneofthehottesttrendsinITtoday,andwillremainsoforseveralyears.
Competitionismaturing,andthemarkethasanumberofviablechoices.
WHATYOUNEEDTOKNOWThisdocumentwasrevisedon27May2010.
Formoreinformation,seetheCorrectionspageongartner.
com.
Virtualizationofx86architectureservershasbeenanextremelydynamicmarket(andamajortrend)sinceVMwareintroduceditsserverproductsin2001.
Forseveralyears,competitionwasverylimited.
However,since2006(withthefirstcommercialversionsofXen)and2008(withthereleaseofMicrosoft'sHyper-V),veryviablealternativechoiceshaveemerged.
Initiallyusedjustforcostreduction,servervirtualizationisnowalsobeingusedtospeedupoperationalprocessesandserverdeployment,createdisasterrecoverysolutionswheretheydidn'texistbefore,andimproveserveravailability.
x86architectureservervirtualizationisnowconsideredamainstreamtrend(roughly25%ofthemarketispenetrated),andthestrategicpathfromservervirtualizationtocloudcomputingisbecomingmoreapparenttoenterprises.
MAGICQUADRANTMarketOverviewThex86servervirtualizationinfrastructuremarketisafoundationfortwoextremelyimportantmarkettrends:infrastructuremodernizationandcloudcomputing.
Forinfrastructuremodernization,virtualizationisbeingusedtoimproveresourceutilization,improvethespeedofresourcedeliveryandencapsulateworkloadimagesinawaythatenablesautomation.
Theeffectofvirtualizationisalsotofurtherabstracttheimplementationdetailsfromusers,helpingITorganizationsalongthepathtobecomingserviceproviderstotheirbusinesscustomers(ratherthanbeingequipmenthosters).
Virtualizationisenablingafundamentalchangeinhowenterprisesmanage,deployanddeliverIT.
Virtualizationisalsoafoundationforcloud-computingprovidersthatareprovidinginfrastructureasaservice.
ProviderssuchasAmazon,GoGrid,GoDaddy.
comandTerremarkWorldwideareusingvirtualmachinesorcontainersasthefoundationoftheircloud-computingservices.
Finally,virtualizationwillalsobeusedtomigrateworkloadstoandfromenterprisesandexternalserviceproviders.
2x86servervirtualizationinfrastructureprovidesthefoundationfornewmanagementandautomationtools,newsecurityarchitectures,andnewprocesses.
Althoughthetechnologiesinthex86servervirtualizationinfrastructuremarketaresimplyenablers,thesetechnologieswillbeusedbyvendorstodrivecustomerstohigher-levelmanagementandautomationtechnologies.
Choicesmadeatthelowerlayersmatter.
Themarkethasrecentlybecomeverycompetitive.
WhileVMware,asthemarketpioneer,hasthelion'sshareofthemarkettoday,themarketwillgrow,intermsofvolume,five-foldduringthenextthreeyears.
AcquisitionsandnewinvestmentshavebroughtlargesoftwarevendorslikeMicrosoftandOracletothismarket.
Alargepercentageofcompanies(mostlysmallandmidsize)havenotyetstartedtovirtualize,andtheyhavechoicesthatdidn'texistnineyearsago.
Duringthenextseveralyears,thismarketwillbeshapedbyfurtheracquisitions;significantinvestmentsintocomplementarymanagement,automationandapplicationdevelopmentmarkets;andexpansionofthecloud-computingtrend.
Whilecustomervaluewillcontinuetoshifttoadd-ontoolsandtechnologiesforthisvirtualizationinfrastructuremarket,thelow-levelvirtualizationplatformwillremainthefoundationforthosetools,thuswillremainimportant.
ThismarketwaspioneeredbyVMware(forenterprises),andbySWsoft(nowParallels)andopen-sourceXen(forserviceproviders).
Keyinitialproductintroductionsandacquisitionsinthehistoryofthex86servervirtualizationinfrastructuremarketinclude:2001VMwareESXServerSWsoft(nowParallels)Virtuozzo2003Xen(opensource)MicrosoftacquiresConnectixVMtechnology2004MicrosoftVirtualServer2005EMCacquiresVMwareSWsoftacquiresParallels2005Solaris10(includesContainers)NovellSuseLinuxEnterprise10(withXen)2010Gartner,Inc.
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Figure1.
MagicQuadrantforx86ServerVirtualizationInfrastructureSource:Gartner(May2010)challengersleadersnicheplayersvisionariescompletenessofvisionabilitytoexecuteAsofMay2010VMwareCitrixMicrosoftOracleVMOracleSolarisContainersParallelsRedHatNovellabilitytoexecute32006XenSourceXenServerVirtualIron2007KVM(opensource–ledbyQumranet)OracleVMRedHatEnterpriseLinux5.
0(includesXen)KVMincludedinLinuxkernelCitrixacquiresXenSourceVMwarepartialinitialpublicoffering(IPO)2008MicrosoftHyper-VRedHatacquiresQumranet2009RedHatEnterpriseVirtualization(RHEV)OracleacquiresSunandVirtualIronMarketDefinition/DescriptionThex86servervirtualizationinfrastructuremarketisdefinedbyorganizationsthatarelookingforsolutionstovirtualizetheirapplicationsfromtheirx86serverhardwareoroperatingsystems,reducinghardwareandassociatedwaste,andincreasingflexibilityindeliveringservercapacitythatapplicationsneed.
Solutionsforthismarketleverage:HypervisorstocreatevirtualmachinesSharedoperatingsystemvirtualizationtechnologies(alsocalled"containers")Servervirtualizationadministrativemanagement(baseframeworks)Servervirtualizationembeddedmanagement(livemigration,basicautomationofadministrativemanagementfunctions)Notincludedarehigher-levelmanagementfunctions,suchasoperationalautomationtoolsthatrecognizeandincludevirtualization,applicationperformancetoolsthatleverageandmonitorvirtualization,disasterrecoverytoolsthatleveragevirtualization,etc.
InclusionandExclusionCriteriaVendorsthatwereeligibleforinclusioninthisMagicQuadrantmetthefollowingcriteria:Theymustprovidex86server-basedsolutionstovirtualizeapplicationsfromoperatingsystems,oroperatingsystemsfromx86serverhardware,using:HypervisorsContainertechnologyTheymustprovidebasicadministrativetoolsforthosesolutions:Administrativemanagementframeworks/suitesforhypervisors/containersEmbeddedvirtualizationmanagementtechnology(e.
g.
,livemigration)Theymusthaveatleast100differentorganizationsusingtheirgenerallyavailableproductsasof1February2010.
Open-SourceCommunities(e.
g.
,XenandKVMhypervisors)VersusVendor-EmbeddedOpen-SourceSoftwareBusinessModelsThex86servervirtualizationinfrastructureMagicQuadrantincludesonlycommercialvendor-basedofferings,andnotindividualpositionsandevaluationsforopen-sourcesoftware(OSS)projects,suchasKVMandXen.
TheomissionofXenandKVMasOSSprojectswasadeliberatedecision.
Theopen-sourceprojectswouldbepenalizedinthisMagicQuadrantasaconsequenceofbeingcommunity-sponsoreddevelopment,comparedwiththespecificfinancialandmarketinggoalsofvendorsusingthesameunderlyingtechnology.
WewrestledwiththeprosandconsofarticulatingsuchdrawbackswhenITorganizationsevaluatethemeritsofcommunity-supportedversusvendor-supportedvirtualizationprojects.
Inevitably,companiesdrivingstrategicvirtualizationprojectswithinanenterpriseorgovernmentagencyneedtobeawareofsuchdifferences,butaMagicQuadrantisoftenagraphictoolofhighinfluenceindecisionmakinginwhichthedetailedanalysisunderlyingthegraphicisglossedoverornotreadatall.
Therefore,weanticipatedthatwhenMagicQuadrantpositionswereestablishedforOracle,NovellandCitrixforXen,andRedHatforKVM,theirhigherscoresinmarketingunderstanding,marketingstrategyandsalesstrategy,comparedwiththeopen-sourceversionsofXenandKVM,wouldcreatecontradictionsandconfusionforthosemakinghastyjudgmentsaboutthesehypervisors.
Open-sourcecommunitiesareprimarilyfoundedanddrivenbydevelopingcodebasestoprovidespecificsoftwareservices.
ThemotivationusuallycentersonagapintheOSSsolutionsstacksoralackofcompetitiveequivalencetoproprietarysolutions.
InthecaseofXenandKVM,botharosetofillamarketgapforanopen-sourceversionofahypervisorforLinuxandotherOSSenvironments.
Open-sourcecommunitiesthriveonattracting4interestamongdeveloperswhodesiretobepartofateamledby"brilliant"codedevelopersandmaintainers.
Linuxhasbeenanexcellentexample,butXenandKVMhavebecomeadditionalworthyexamplesaswell.
Often,however,thebetterdevelopersseekmonetaryrewards(unlesstheyareemployedandsupportedbyavendor).
Financialcompensationusuallyoccurswhentheopen-sourceprojectbecomesthecornerstoneofavendor'sstrategybyanacquisitioninwhichsalariesandmanagementpositionsaretherewardsandcontinuingmotivationforvendor-ledenhancementsofOSSprojects(e.
g.
,KVMbyRedHat;XenbyCitrix;MySQLbySunand,laterOracle;andtheacquisitionofJBossbyRedHat).
TheresultsoftheseacquisitionsbecomeinfluencingfactorsinGartner'sMagicQuadrantanalysis.
Forexample,theleadershipoftheXenopen-sourcecommunitywasacquiredbyCitrix,whilethecoredevelopmentteamofKVM,originallyformedbyanIsraelicompanycalledQumranet,wasacquiredbyRedHat.
Xen(www.
xen.
org)andKVM(www.
linux-kvm.
org)continuetoexistasindependentopen-sourceprojects.
Theywelcomedeveloperstoenhancethecodebaseandcontributetoadditionalimplementations(e.
g.
,XenCloud,XenOrchestra,Security,paravirtualization,etc.
),althoughtheoriginalhypervisorprojectandmanyofitsdeveloperswereacquiredbyavendor,andthecorehypervisorcodehasreachedstabilityforthepurposeintended.
Meanwhile,thevendorsexpandfromthecorecodetodevelop,expandandintegratefeatures(e.
g.
,virtualmachinelifecyclecreation,optimization,capacityplanning,mobility,diagnostics,monitoring,storagemanagement,highavailability,portal,etc.
).
Thex86servervirtualizationinfrastructureMagicQuadrantisaimedatthehigherlevelofdifferentiatingthevirtualizationmarketoninnovation,marketing,financialresults,strategicunderstandingandvisionbythevendorswithvirtualizationsolutionsforx86serverplatforms.
DoesthisprecludeusersfromselectingandmanagingtheirownvirtualizationdestinationsbydownloadingtheOSScodeandbuildingcustomizedsolutionsNotatall.
Externalserviceproviders,startupsandentrepreneurswhohavethenecessaryin-houseskillscanuseopensourcetodevelop,test,configure,buildandmaintaintheirownenvironments.
Theymayevencontributeenhancementsandbugfixesbacktothecommunityaspartofadesiretomaintaintheviabilityofthecommunity.
TheLinuxcommunityhasdemonstratedthisapproach,wherecommunity-supportedLinuxprojects,suchasCentOS(http://centos.
org)andScientificLinux(www.
scientificlinux.
org)continuetothrive.
Meanwhile,thefree-standingOSSprojectsenableserverhardwareplatformandsoftwarevendors(e.
g.
,managementtools)tointegratetheproject'sbasecodewiththeirplatforms(e.
g.
,CitrixXenServer,OracleVMonXen,NovellPlateSpinproductssuchasOrchestrate,etc.
).
IfwehaddecidedtoevaluateXenandKVMasOSSMagicQuadrantpositions,theywouldhavehadlowerevaluationscoresforthemarketing-orientedcriteria,becausetheirmodelsaretechnicallydrivenversusthevendor-drivenbusinessdrivers.
Vendorsareevaluatedontheirmanagementecosystems,financialresources,salesandmarketingexpertise,andintegrationservices.
OSSprojectsdonothavebusinessmodelsorfinancialresources,otherthanvoluntarycontributionsandsupportinthecommunityandamongvendors.
Usershavethechoiceofselectingeithervendor-specificimplementationsofvirtualizationorOSS-community-supportedprojects,includingthetypesofvirtualization(operatingsystemhostedversushypervisors)inclusiveofmonitoringandmanagementtools,orabuild-your-ownapproach,withself-maintenanceorsupportofexternalserviceproviders.
Theself-maintenanceandintegrationapproachavoidssubscriptionsupportlicensesandvendordependencies,butwilladdtointernalsupportcostsifskillsareminimalorinfrastructuresarepoorlyimplementedandresultinhigher-than-averagestartupcostsandproductionandmaintenancedowntimes.
AddedNovendorswereaddedtothisMagicQuadrant.
DroppedNovendorsweredroppedfromthisMagicQuadrant.
EvaluationCriteriaAbilitytoExecuteWeevaluatedtechnologyprovidersonthequalityandefficacyoftheprocesses,systems,methodsorproceduresthatenableITproviderperformancetobecompetitive,efficientandeffective,andtopositivelyimpactrevenue,retentionandreputation.
Ultimately,technologyprovidersarejudgedontheirabilityandsuccessincapitalizingontheirvision.
Table1.
AbilitytoExecuteEvaluationCriteriaSource:Gartner(May2010)WeightinghighhighhighlowhighstandardlowEvaluationCriteriaEvaluationCriteriaProduct/ServiceOverallViability(BusinessUnit,Financial,Strategy,Organization)SalesExecution/PricingMarketResponsivenessandTrackRecordMarketingExecutionCustomerExperienceOperation5Abilitytoexecuteinservervirtualizationisnotsimplyaboutproductfeatures,butalsoverymuchaboutmaintainingaconstantlychangingbusinessmodelinaverydynamictrend.
Goodproductscouldfail,andpoorproductscouldbeverysuccessful,basedoneffectivevendorexecution.
Product/Service:Coregoodsandservicesofferedbythetechnologyproviderthatcompetein/servethedefinedmarket.
Thisincludescurrentproduct/servicecapabilities,quality,featuresets,skills,etc.
,whetherofferednativelyorthroughOEMagreements/partnerships.
Keyfactorsthatareevaluatedinclude:rangeofoperatingsystemsandapplicationssupported;scalabilityandefficiency;elasticity;maturity;embeddedresourcemanagement;managementfeaturestoreduceadministrativeburden;abilitytoadministertheholistic,virtualizedecosystem;administrativescalability;andintegrationwiththird-partyenterprisemanagementproviders.
OverallViability(BusinessUnit,Financial,Strategy,Organization):Anassessmentoftheoverallorganization'sfinancialhealth,thefinancialandpracticalsuccessofthebusinessunit,andthelikelihoodoftheindividualbusinessunittocontinuetoinvestintheproduct,continueofferingtheproductandadvancethestateoftheartwithintheorganization'sportfolioofproducts.
SalesExecution/Pricing:Thetechnologyprovider'scapabilitiesinallpresalesactivities,andthestructurethatsupportsthem.
Thisincludesdealmanagement,pricingandnegotiation,presalessupport,andtheoveralleffectivenessofthesaleschannel.
MarketResponsivenessandTrackRecord:Theabilitytorespond,changedirection,beflexibleandachievecompetitivesuccessasopportunitiesdevelop,competitorsact,customerneedsevolveandmarketdynamicschange.
Thiscriterionalsoconsiderstheprovider'shistoryofresponsiveness.
MarketingExecution:Theclarity,quality,creativityandefficacyofprogramsdesignedtodelivertheorganization'smessagetoinfluencethemarket,promotethebrandandbusiness,increaseawarenessoftheproducts,andestablishapositiveidentificationwiththeproduct/brandandorganizationinthemindsofbuyers.
Thismindsharecanbedrivenbyacombinationofpublicity,promotional,thoughtleadership,word-of-mouthandsalesactivities.
CustomerExperience:Relationships,productsandservices/programsthatenableclientstobesuccessfulwiththeproductsevaluated.
Specifically,thisincludesthewayscustomersreceivetechnicalsupportoraccountsupport.
Thiscanalsoincludeancillarytools,customersupportprograms(andthequalitythereof),availabilityofusergroups,service-levelagreements,etc.
Operations:Theabilityoftheorganizationtomeetitsgoalsandcommitments.
Factorsincludethequalityoftheorganizationalstructure,suchasskills,experiences,programs,systemsandothervehiclesthatenabletheorganizationtooperateeffectivelyandefficientlyonanongoingbasis(seeTable1).
CompletenessofVisionWeevaluatedtechnologyprovidersontheirabilitytoconvincinglyarticulatelogicalstatementsaboutcurrentandfuturemarketdirection,innovation,customerneeds,andcompetitiveforces,andhowwelltheymaptotheGartnerposition.
Ultimately,technologyprovidersareratedontheirunderstandingofhowmarketforcescanbeexploitedtocreateopportunityfortheproviders.
Intheservervirtualizationmarket,vendorunderstandingandarticulationofthestrategicpathforvirtualization(expandingintothefoundationforthefutureofinfrastructurearchitectureandoperations,andextendingtowardcloudcomputing)isparticularlyimportantanddifferentiating.
MarketUnderstanding:Theabilityofthetechnologyprovidertounderstandbuyers'needs,andtotranslatethoseneedsintoproductsandservices.
Vendorsthatshowthehighestdegreeofvisionlistentoandunderstandbuyers'wantsandneeds,andcanshapeorenhancethosewantswiththeiraddedvision.
MarketingStrategy:Aclear,differentiatedsetofmessagesconsistentlycommunicatedthroughouttheorganizationandexternalizedthroughthewebsite,advertising,customerprogramsandpositioningstatements.
EvaluationCriteriaMarketUnderstandingMarketingStrategySalesStrategyOffering(Product)StrategyBusinessModelVertical/IndustryStrategyInnovationGeographicStrategyWeightinghighhighstandardstandardstandardstandardstandardlowTable2.
CompletenessofVisionEvaluationCriteriaSource:Gartner(May2010)6SalesStrategy:Thestrategyforsellingproductsthatusestheappropriatenetworkofdirectandindirectsales,marketing,service,andcommunicationaffiliatesthatextendthescopeanddepthofmarketreach,skills,expertise,technologies,servicesandthecustomerbase.
Offering(Product)Strategy:Atechnologyprovider'sapproachtoproductdevelopmentanddeliverythatemphasizesdifferentiation,functionality,methodologyandfeatureset,astheymaptocurrentandfuturerequirements.
BusinessModel:Thesoundnessandlogicofatechnologyprovider'sunderlyingstrategicbusinessproposition.
Vertical/IndustryStrategy:Thetechnologyprovider'sstrategytodirectresources,skillsandofferingstomeetthespecificneedsofindividualmarketsegments,includingverticals.
Innovation:Direct,related,complementaryandsynergisticlayoutsofresources,expertiseorcapitalforinvestment,consolidation,defensiveorpre-emptivepurposes.
GeographicStrategy:Thetechnologyprovider'sstrategytodirectresources,skillsandofferingstomeetthespecificneedsofgeographiesoutsidethe"home"ornativegeography,eitherdirectlyorthroughpartners,channelsandsubsidiaries,asappropriateforthegeographyandmarket(seeTable2).
LeadersVMwarestandsaloneasaleaderinthisMagicQuadrant.
Whilechallengersareemerging,VMwarehasatremendousheadstartinthismarket.
Itisclearlyaheadinunderstandingthemarket,andisaheadinproductstrategy,businessmodel,technologyinnovation,productcapabilitiesandsalesexecution.
Thevendor'schallengeistomaintainitsmomentuminallthoseareas,whichwillbedifficultinthefaceofseveralstrongcompetitorsthatareinvestingheavilyandwillputpressureonVMware'sbusinessmodel.
ChallengersMicrosoftistheonlycompetitorintheChallengersquadrant.
Microsoftisstilllearningaboutthismarketanditsneeds,andwillneedtocontinuetoimproveitsproductstrategyandtechnologyinnovationtobecomealeader.
Inthisrapidlygrowingmarket,improvingitsproductofferingandsalesexecution(especiallyinlargeaccounts)willremainimportant.
VisionariesCitrixsitsaloneintheVisionariesquadrant.
Itcombinesadeepunderstandingofthemarket,solidinnovationandgoodproductstrategywithchallengesinsalesexecution,marketingexecutionandquestionsaboutthelong-termviabilityofitsXenServeroffering(versus,forexample,apotentialforincreasedfocusonmanagingHyper-V).
ThesignsforCitrixarepositive,however,asactivationsoffreeXenServerincrease.
GartnerconsidersitsproductfunctionalitysecondonlytoVMware.
ThequestioniswhetherCitrixcanmaintainandmonetizethatmomentuminthefaceofVMwareinlargeenterprises,Microsoftinsmallerenterprises,andRedHatfromanopen-sourceperspective.
NichePlayersThereareseveraltypesofnicheplayersinthismarket.
RedHatandOracleVMarerelativelynewtothismarket.
ParallelsandOracleSolarisContainersaren'tnew,butarechallengedtoexpandtheirmarketsharesandmarketingagainststrongcompetitors.
Novellhasanoffering,butismorestrategicallyfocusedonheterogeneousvirtualizationmanagementtoolsandits"GuestOS"position.
Thereisroomfornicheplayersinthislargeandgrowingmarket,buttheyneedtodifferentiatethemselvesenoughandfillaspecificmarketneedtobesuccessful.
VendorStrengthsandCautionsCitrixAfteritsacquisitionofXenSource,Citrixbecameavisionaryvirtualizationvendorstuckbetweenadominantmarketleader(VMware,inenterpriseaccounts)andanup-and-comingMicrosoft(everywhereelse).
Citrixhasthevision,andhasasolidproductoffering.
ThechallengeforCitrixhasbeentofindasizeablemarketniche(eitherunderservedorcomplementarytoMicrosoft).
Marketingexecutionhasalsobeenanissue.
Citrixhasbeenmoresuccessfulwithitscurrentcustomers.
ItsboldmovetomakeXenServer(includingXenCenterandXenMotion)freehasresultedinalargeupswingofproductactivations.
However,thevendorhasnotyetbeenabletomonetizethatwithproductmaintenanceagreementsoritsadd-onEssentialsmanagementoffering.
CitrixisalsotryingtofindacomfortablecomplementaryrolewithMicrosoft'sHyper-V,addingextendedmanagementtoolstoMicrosoft'soffering(whichmightreduceitsrelianceonitsownoffering,XenServer).
ThechallengehereisthatMicrosofthasyettodefineaservervirtualizationmarketspacethatitwillleavetoCitrix.
GiventhecompetitionwithVMware,Microsoftfeelsitneedstoexpandbroadly.
CitrixexecutiveshavealsomadepublicstatementsthattheXenhypervisorisnotnecessarilystrategictoit;instead,itsfutureisaboutvirtualizationmanagement,whichcouldbeontopofXenorHyper-V.
IfCitrixcansuccessfullybuildastrongmanagementsuiteandbusinessmodel,thisstrategycertainlycouldmakesense.
However,itsfuture,inmanyways,isdependentonitspartnerMicrosoftleavingroominthemarketforit.
StrengthsVisionforusingvirtualizationtoenablecloudcomputingProductoffering–capabilitiesandinnovationRelationshipwithMicrosoft(versusbeinganoutrightcompetitor)7LeaderinofferingaproductbasedonOSS,andpotentialtoleveragestronginstalledbaseofXeninserviceprovidersandOSS-centricverticals(likegovernment)AbilitytoleverageXenAppinstalledbaseforXenServersalesCautionsBusinessmodel–convertingfreeproductactivationsintorevenueformaintenanceandmanagementtoolsMarketingexecutionandreachLong-termviabilityofaXen-basedvirtualizationstrategyOSS-basedcompetition(especiallyfromRedHatwithKVM)AvoidingmarketconflictinitspartnershipwithMicrosoftMicrosoftMicrosoft'svirtualizationstoryiscomingtogether.
Forfouryears,Microsoft'sanswertoVMwarewasVirtualServer2005.
Hyper-Visamuchstrongercompetitiveoffering,andwithlivemigrationinHyper-VR2(introducedinlate2009),Microsoftcompetesverywellinmidsizeorganizationsthatarejustnowbeginningtovirtualize.
Microsoft'sbiggestchallengeisovercomingVMware'sdeepmarketpenetrationinallbutsmallerenterprisesthathavebeenslowtovirtualize.
Inmanyways,Microsofthasbeenleftwiththelatetechnologyadopters.
AlthoughMicrosoft'sstrategyisbeginningtoincludetheconceptofprivatecloudcomputing(similartoVMware'sstrategy),Microsoft'scustomerbaseislesslikelytodeployprivateclouds(smallercompaniesthatwouldseelessvalueinprivatecloudcomputing,andslowertechnologyadoptersthatmightbelesswillingtomakedramaticchanges).
MicrosoftmustfindawaytoattractexistingVMwarecustomers–noteasyaslongasVMwareexecuteswell.
MicrosoftwillalsobehugelythreatenedifVMwarecontinuestoexpanditsarchitecturalinfluenceininfrastructure.
Microsoft'sbiggesttrumpcardisthatitdoesnotneedvirtualizationtobeastand-alonebusiness,soitwillbeabletomaintainapriceadvantageonVMware.
StrengthsAdministrativeenvironmentthatisfamiliartoWindowsadministratorsMidsizeenterpriseinstalledbaseofWindowsStrengthofsolution(andprice)formidsizeenterprisesComplementarystrengthinapplicationarchitecturethatcanbeleveragedtoexpandvirtualizationshareCompanyfinancialstrengthCautionsLimitedinnovationandreactivestrategyinarapidlyevolvingmarketUphillbattlebreakingintoaverystrongVMwareinstalledbase,especiallyinlargeenterprisesMicrosoft'sevolvingstrategyandroadmapwithrespecttovirtualization'stiewithcloudcomputingSinglepointoffailure/planneddowntimeinparentoperatingsystem(canbemitigatedusingServerCore)NovellNovell'sstrategicfocusinvirtualizationliesinheterogeneousmanagementsoftwareandits"PerfectGuestOS"strategy–beyondthescopeofthisMagicQuadrant.
ItspositionasanicheplayerrepresentsNovell'sstrategicinvestmentchoice.
NovelloriginallybaseditsstrategicvirtualizationdirectionontheXenhypervisor(since2003)combinedwithSuseEnterpriseLinuxplatforms(wellbeforetheadventofKVMin2007).
Xenwasdriven,andcontinuestobedriven,byastrongOSScommunityandvendorsupport.
WithKVM'smaturityanditsacceptancebytheLinuxkernelcommunity,KVMisgaininginterest.
ThedifficultyforNovellisnotinsupportingKVM(whichithasannounced),butinRedHat'sinitiativeofacquiringallthekeydevelopersandmaintainersofKVM,anditsclaimsofcertifyingRHELapplicationsonKVMasabyproductofLinux.
Duringthepast24months,however,Novellhaschangeditsvirtualizationstrategyfromafocusonvirtualizationinfrastructuretowhatitcharacterizesasbeingthe"perfectLinuxguest"onallthemajorhypervisors.
IthasformedallianceswithMicrosoftandCitrixtosupportSuseasaLinuxguestoperatingsystemoneachoftheirhypervisors,andwebelieveitwillpursueothersimilaragreements.
TheprimarydifferentiationinNovell's"PerfectGuestOS"strategywillbeindeliveringSuseLinuxandmanagementtoolsabovethehypervisorlayerasamultivendorheterogeneousmarketopportunity.
Novell'sacquisitionofPlateSpinenablesittocreatevaluearoundSuseguestsupportandmanagement,independentofthehypervisor.
Novell'sdifferentiationismagnifiedbyitspartnershipwithMicrosoftforcross-operatingsystem(LinuxandWindows)guesthostingandvirtualmachinemobilityandinteroperability.
DuetothelaggingmaturityoftheLinuxvirtualizationmarket8(comparedwithWindows/VMware),mostLinuxITshopshavenothadmuchexposuretoautomationtools,norhavetheyinstalledandimplementedlargeLinuxvirtualizationprojects.
Citrixhasbeenthekeydrivingforce.
Thisleavesawide-openmarketopportunityforNovell,RedHat,OracleandCitrix,inconjunctionwiththeincumbentVMware,toboostmarketshareamongLinuxdeploymentsinITshops.
Novellhaschosennottocompetedirectly,butwillneedstrongexecution,especiallyinco-marketingwithitspartners,tofulfillonitsexpandingvision,inwhichuserdecisionsaremadeabovethehypervisorlayer,anditwillwantoptionstorunLinuxonheterogeneousvirtualizationplatforms.
StrengthsXenopen-sourcecommunitysuccessMicrosoftinteroperabilitypartnershipChoiceofXenandKVMoptionsCautionsRelativelyslowmarketacceptanceStewardshipofKVMandXenbycompetitorsWeakleverageofSuseEnterpriseLinuxstrengthsLaggingindependentsoftwarevendorecosystementhusiasmLaggingmindshareandpoormarketinginthedatacenterOracleSolarisContainersPriortotheOracleacquisition,SunhadbuiltarespectablebaserunningSolarisContainerspredominantlyonSPARC,butamuchsmallerinstalledbaserunningonSolarisx86.
OracleSolarisContainersoffersalightweightsolutionthatsacrificesportabilityandapplicationcoverageforprice,easeofuseandmultiversionSolarissupport.
AspartoftheOracleportfolio,OracleSolarisContainersofferssharedoperatingsystemvirtualizationcapabilitiesfortacticalx86deployments.
TheroleofOracleSolarisContainersinOracle'sexpandingvirtualizationportfolioisnotasclearastheroleandfutureofOracleVM;however,nowthattheacquisitionofSuniscomplete,GartnerexpectsOracletoevolveitsvirtualizationstrategyandmarketingofitsvirtualizationportfolioovertime.
Regardless,OracleSolarisContainersprovidesdifferentiatedbenefitsforx86Solarisusers–highervirtualizationdensity,andreducedoperationalcostsduetofeweroperatingsysteminstances–somethingthathypervisor-basedsolutionscannotdo.
Inthissense,OracleSolarisContainersandOracleVMcanbecomplementarysolutions,targetedatdifferentapplicationrequirements.
StrengthsLightweightimplementationEasytomanageReducedadministrativeandoperatingsystemsoftwarecosts,comparedwithhypervisor-basedsolutionsSupportsmultipleSolarisversionsCautionsLimitedadoptiononx86architectureserversDifficulttoleveragelargeinstalledbaseofapplicationsrunningonSPARC-basedSolarisSolaris-onlysupportPortabilityandrobustnesslimitationsSinglepointoffailure/planneddowntimeinhostoperatingsystemOracleVMOracleVMisOracle'simplementationoftheXenhypervisorthatalsoleveragesintellectualpropertyacquiredfromSunandVirtualIron.
Whiletheseacquiredproductshadcommonality,Oracleisstillmonthsawayfromfullyintegratingthemintoacoherentandintegratedsolution(butsignificantprogressisexpectedthroughlate2010andearly2011).
OracleisconvergingontheOracleVMManagertomanageallofitsvirtualizationportfolio.
ThisincludesOracleVM(anx86architectureproduct,basedonXen,whichiscoveredhere),OracleVMServerforSPARC(basedonSunLDOMStechnology),OracleSolarisContainers,softwareappliancesusingOracleVM,storageandotherrelatedvirtualizedinfrastructure.
ThismanagementunificationisanimportantdirectionandfoundationforOraclevirtualizationproductsasitbuildsanintegratedapproachtosellingvirtualizeddatabasemanagementsystemandapplicationserverhardware,softwaresolutions,attachedstorage,andOracle-basedmanagementsolutions.
Amongcompetitivex86-hypervisor-basedsolutions,OraclehaschosentocertifyitssoftwaresolelyonOracleVM.
MostofthecustomerreferencesthatGartnerinvestigatedstatedthatcertificationwastheirprimaryreasonforchoosingOracleVM.
Inaddition,OraclefavorsOracleVMforsoftwarelicensingandpricing,forexample,withprocessorpinning(allowingthespecificationofalimitednumberofprocessorsbeingusedbyaVM,whichcanreducesoftwarecosts).
Ingeneral,OracleVMisasolid,butstillevolving,solutionforOracle-centricarchitectures,andOracleVMwillbecomeavaluablecomponentofanintegratedOracle-managedarchitectureasmoremanagementfeaturesareadded.
9StrengthsOracleVMisbecomingapartofabroaderandintegratedmanagedvirtualizationportfolioforOracle-centricarchitecturesPreferentiallicensingandcertificationofOraclesoftwareusingOracleVMOracle'soverallsoftwareinstalledbaseandfinancialstrengthCautionsLimited(butevolving)understandingofthevirtualizationmarketandmarketrequirementsFragmentedproductandmanagementstrategyuntilacquisitionsarefullyabsorbedLimitedfunctionalityincurrentproductofferingParallelsParallelsVirtuozzoContainersisasharedoperatingsystemvirtualizationsolutionavailableforLinuxorWindowsoperatingsystems.
Itallowsmultipleapplicationstoruninlightweight,separatecontainersofferingprocessoraffinityandmemoryprotectionandisolation.
Comparedwithhypervisor-basedsolutions,ParallelsVirtuozzoContainerscanreduceoperatingsystemsoftwareandadministrationcosts.
Parallelsalsoofferssomeportabilityandworkloadmigrationcapabilities.
Parallelshasbeenmostsuccessfulwithserviceproviders,especiallyformanaginghigh-densityLinuxdeployments.
IthashadlesssuccesswithitsWindows-basedofferingintheenterpriseITmarket.
Whileinnovative,ParallelsVirtuozzoContainersalsoextendscoreoperatingsystemkernelcode,whichincreasesthepotentialforpatchconflictsornewsecurityissues.
However,toParallels'credit,referenceshavenotreportedencounteringtheseissues.
Parallels'recentBaremetalServerproduct,whichisahybridhypervisorandcontainer-basedsolution,isnotcoveredinthisMagicQuadrant,asitisnewandadditionalreferencesneedtobeattained.
StrengthsUniqueandinnovativemultioperatingsystem,container-basedsolution,includinglivemigrationandincreasedisolationReducedadministrativeandoperatingsystemsoftwarecostscomparedwithhypervisor-basedsolutionsInstalledbaseofserviceproviderswithhigh-density,homogeneousworkloadneeds(especiallyWebservers)CautionsSmallmarketshareofenterprisecustomersExtendsoperatingsystemkernelcode,causingthepotentialforsoftwareerrorsorconflictsSinglepointoffailure/planneddowntimeinhostoperatingsystemRedHatRedHathasenjoyedenormoussuccessintheLinuxdistributionbusiness.
WiththelargeLinuxinstalledbase,manyenterprisesareprimemarketopportunitiesforRedHattoassertleadershipinvirtualization.
However,despitethelaunchoftheopen-sourceXenhypervisorin2003,ithastakenRedHatsevenyearstoofferanunambiguousandcoherentvirtualizationsolution,nowcalledRHEV(RedHatEnterpriseVirtualization).
RedHathashadplentyofopportunitytounderstandanddevelopitsownvirtualizationstrategy,butit'sgettinglatetoassertitselfasamarket-drivingforce,withroughly25%penetrationratesandhighgrowthinVMware.
Aslateas2009,RedHathadstillnotsettledonitsstrategichypervisorchoice,eventuallyacquiringQumranetanditsKVMdevelopers.
Priortothat,ithadalsonotsettledonanadministrativetoolsstrategy,atonetimesuggestingaportfolioofOSSprojectsandamanagementinterface(libvirt).
Duringthisperiod,CitrixacquiredthekeyXenhypervisordevelopersanddeliveredXenServer,effectivelypressuringRedHat.
Inaddition,allmajorservervendorsalignedthemselvesbehindXentoprepareforanexpectedrampupintheLinuxmarket.
Theexpectedmarketsurgehasnotmaterialized,and,today,RedHatfindsitselfinadefensiveposturevis-a-visthesuccessofVMwareandtheemergenceofMicrosoftandCitrix.
BecauseRHEVtoolsareintheirfirstversions,RedHatisfacedwithwagingamarketingcampaignonthebasisoftotalcostofownership,comparedtoVMware.
Moreover,itsmanagementconsoleisbasedonWindows,notLinux.
RedHatwilllikelydevelopaconsolebasedonLinux,butthismayfurtherdelayusersmakingastrategicRedHatdecision.
Gartner'sclientcontactsrevealsomecautiousinterestinRedHatvirtualization,adeparturefromtheenthusiasmvestedinRHEL.
KVMhasbeengainingmoreattentionfromOEMssuchasIBM(andevenNovell),andsomelargeenterpriseshavebeenpilotingKVM.
BecauseRedHat'sRHELiswidelydeployedandKVMisakernel-loadablemodule,itshouldnotbetoodifficultforRedHattoextenditsoperatingsystemsubscriptionswithhypervisorintegrationandsupport.
By2012,RedHatmustshowrapiduptakeinupsellingitsaccountstoactivateKVMwithRHEVmanagementfeaturesonorclosetoparitywithCitrix,MicrosoftandOracle.
Atthisstage,usersareinpilotsandareambivalentaboutitscapabilities,andRedHat'slong-termplanstobecomeastrategicvirtualizationplayer.
10StrengthsStrongandloyalRHELcustomerbaseopportunity(largelyunvirtualized)IntegratedhypervisorwithLinuxkernel(e.
g.
,leveragingmaturescheduling)EaseofaccessandinstallabilityAcquisitionofthecoreKVMOSSdevelopmentcommunityCautionsUpdates/certificationsdependentonLinuxkernelupgradesLimitedecosystemoftoolvendorsandapplicationsLaggingmarketingvision,responseanduserexperienceLimitedproductionuseofdynamicmobilityVMwareVMwareistheclearmarketleader.
Whileitpioneeredthex86servervirtualizationmarket(basedonastrongbusinesscaseforconsolidationcostsavings),therewasverylittlecompetitivepressureforthefirstfewyears.
Nowthatopen-source-basedalternativesarematuring,MicrosofthasputitsfullweightbehindvirtualizationandOraclehasenteredthevirtualmachinemarket,VMware'sstrategyforsuccessmustcontinuetoevolve.
Asthepenetrationofvirtualizationexpands,andwithfewerserversovertimetoconsolidate,therationaleforinvestinginVMwarewillneedtoshifttoimprovedoperationalandbusinessbenefits.
VMware'schallengeistoprotectandgrowitsinstalledbaseandtechnologyleadershipasitexpandsintocomplementarymarketsthatleveragevirtualization,suchascloudcomputing.
Thevendor'sbusinessmodelwillcontinuallyneedtochangeasmarketconditionschange(forexample,VMware'sofferingstargetingthemidsizemarkethadarelativelyhighpricepointuntilrecently,whenMicrosoftenteredthemarket,combinedwithlesseffectivemarketreachintothemidsizeopportunity).
Ascompetitiveofferingsmature,VMwarewillbechallengedtomaintainavaluedifferentiationthatcontinuestojustifyitsrelativelyhighprice.
StrengthsFar-reachingvirtualizationstrategythatincludesenablingcloudcomputing,newapplicationarchitecturesandbroadermanagementTechnologyleadershipandinnovationHighcustomersatisfactionLargeinstalledbase(especiallyintheGlobal2000),andrapidgrowthofserviceprovidersplanningtouseVMware(vCloudinitiative)CautionsMaintaininggrowthasitrapidlyevolvesthebusinessmodelWeakerexecutiontodayfornewcustomersinthemidsizeenterprisemarketDependenceonexpansionintonewandchallengingcomplementarymarkets(forexample,ITandserviceautomation,applicationarchitecture)PotentialstrategyandacquisitionimpactscausedbyEMC'smajorityownershipandpotentiallyconflictinggoalsWereviewandadjustourinclusioncriteriaforMagicQuadrantsandMarketScopesasmarketschange.
Asaresultoftheseadjustments,themixofvendorsinanyMagicQuadrantorMarketScopemaychangeovertime.
AvendorappearinginaMagicQuadrantorMarketScopeoneyearandnotthenextdoesnotnecessarilyindicatethatwehavechangedouropinionofthatvendor.
Thismaybeareflectionofachangeinthemarketand,therefore,changedevaluationcriteria,orachangeoffocusbyavendor.
11EvaluationCriteriaDefinitionsAbilitytoExecuteProduct/Service:Coregoodsandservicesofferedbythevendorthatcompetein/servethedefinedmarket.
Thisincludescurrentproduct/servicecapabilities,quality,featuresetsandskills,whetherofferednativelyorthroughOEMagreements/partnershipsasdefinedinthemarketdefinitionanddetailedinthesubcriteria.
OverallViability(BusinessUnit,Financial,Strategy,Organization):Viabilityincludesanassessmentoftheoverallorganization'sfinancialhealth,thefinancialandpracticalsuccessofthebusinessunit,andthelikelihoodthattheindividualbusinessunitwillcontinueinvestingintheproduct,willcontinueofferingtheproductandwilladvancethestateoftheartwithintheorganization'sportfolioofproducts.
SalesExecution/Pricing:Thevendor'scapabilitiesinallpresalesactivitiesandthestructurethatsupportsthem.
Thisincludesdealmanagement,pricingandnegotiation,presalessupport,andtheoveralleffectivenessofthesaleschannel.
MarketResponsivenessandTrackRecord:Abilitytorespond,changedirection,beflexibleandachievecompetitivesuccessasopportunitiesdevelop,competitorsact,customerneedsevolveandmarketdynamicschange.
Thiscriterionalsoconsidersthevendor'shistoryofresponsiveness.
MarketingExecution:Theclarity,quality,creativityandefficacyofprogramsdesignedtodelivertheorganization'smessagetoinfluencethemarket,promotethebrandandbusiness,increaseawarenessoftheproducts,andestablishapositiveidentificationwiththeproduct/brandandorganizationinthemindsofbuyers.
This"mindshare"canbedrivenbyacombinationofpublicity,promotionalinitiatives,thoughtleadership,word-of-mouthandsalesactivities.
CustomerExperience:Relationships,productsandservices/programsthatenableclientstobesuccessfulwiththeproductsevaluated.
Specifically,thisincludesthewayscustomersreceivetechnicalsupportoraccountsupport.
Thiscanalsoincludeancillarytools,customersupportprograms(andthequalitythereof),availabilityofusergroups,service-levelagreementsandsoon.
Operations:Theabilityoftheorganizationtomeetitsgoalsandcommitments.
Factorsincludethequalityoftheorganizationalstructure,includingskills,experiences,programs,systemsandothervehiclesthatenabletheorganizationtooperateeffectivelyandefficientlyonanongoingbasis.
CompletenessofVisionMarketUnderstanding:Abilityofthevendortounderstandbuyers'wantsandneedsandtotranslatethoseintoproductsandservices.
Vendorsthatshowthehighestdegreeofvisionlistentoandunderstandbuyers'wantsandneeds,andcanshapeorenhancethosewiththeiraddedvision.
MarketingStrategy:Aclear,differentiatedsetofmessagesconsistentlycommunicatedthroughouttheorganizationandexternalizedthroughtheWebsite,advertising,customerprogramsandpositioningstatements.
SalesStrategy:Thestrategyforsellingproductsthatusestheappropriatenetworkofdirectandindirectsales,marketing,serviceandcommunicationaffiliatesthatextendthescopeanddepthofmarketreach,skills,expertise,technologies,services,andthecustomerbase.
Offering(Product)Strategy:Thevendor'sapproachtoproductdevelopmentanddeliverythatemphasizesdifferentiation,functionality,methodologyandfeaturesetsastheymaptocurrentandfuturerequirements.
BusinessModel:Thesoundnessandlogicofthevendor'sunderlyingbusinessproposition.
Vertical/IndustryStrategy:Thevendor'sstrategytodirectresources,skillsandofferingstomeetthespecificneedsofindividualmarketsegments,includingverticalmarkets.
Innovation:Direct,related,complementaryandsynergisticlayoutsofresources,expertiseorcapitalforinvestment,consolidation,defensiveorpre-emptivepurposes.
GeographicStrategy:Thevendor'sstrategytodirectresources,skillsandofferingstomeetthespecificneedsofgeographiesoutsidethe"home"ornativegeography,eitherdirectlyorthroughpartners,channelsandsubsidiariesasappropriateforthatgeographyandmarket.