leveraging the enhanced mq process to improve ar ......this presentation, including any supporting...

CONFIDENTIAL AND PROPRIETARYThis presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Leveraging the Enhanced MQ

Process to Improve AR

Effectiveness

Claire Dessaux, MVP, Gartner Research

Nancy Erskine, GVP & Ombudsman

1 CONFIDENTIAL AND PROPRIETARY I © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

How many MQs do you support every year?

None

1

Between 2 and 10

More than 10

Polling Question 1 of 13Poll Type: Multiple Choice (choose one)


Ombudsman

Observations

PerspectiveVendors and Analysts

MAGIC QUADRANT

Key perspective differences between

Vendors and Analysts and why they’re

Important to know


Key Perspective

Differences: Vendors and Analysts


Current Product Strategy

Quarterly Performance

Tomorrow

Future End-User Needs

Tomorrow’s Technology

Today

Key Perspective





Improved Dot Position

Focus on Primary Competitors



Relevant Strengths

Notable Cautions

Tomorrow

Comparative

Today

Competitive

Key Perspective





Improved Dot Position

Focus on Primary Competitors

Market Positioning

Marketing Gold



Relevant Strengths

Notable Cautions

“What Do We Need?”

“Who Fits the Bill?”

Tomorrow

Comparative

Decision Support

Today

Competitive

Marketing

Key Perspective



In their analysis analysts focus exclusively on what vendors can offer today.

True

False

Polling Question 2 of 13Poll Type: True/False


Market share is always considered heavily in an MQ.

True

False



Leaders are not always the best choice for end-users.

True

False



Enhanced Publication CalendarRefreshed the 10th of Every Month

Publication Calendar


Column Best Practice

Market • Understand the overall landscape of markets that Gartner covers

• Anticipate the document(s) where you may be evaluated

• Use Gartner’s market coverage to better understand your competitors

• Provide feedback on markets you think Gartner should cover based on the

needs of your customers/prospects

Lead Author & Co-

Authors

• Get to know the analysts in the market(s) you play in

• Brief lead authors and co-authors on a regular basis (i.e. not just during MQ

season)

Next Expected Publish

Month

Expected Research

Kick-off Month

• Create an annual calendar with the document(s) where you expect to be

evaluated

• Prioritize and focus your efforts based on company strategy and internal

capacity

• Create a set-back schedule

• Give heads-up to your internal stakeholders – including development

executives and customer reference teams

Project Contact • Engage with project managers as often as needed

• Consider project managers as key point of contacts through the process

• Provide feedback on what works/does not work

How to Use the Publication CalendarPublication Calendar


1. Market definition with highlights of market evolution from the previous year and rationale

2. Inclusion criteria with vendor acknowledgment requested

3. Evaluation criteria with sub-criteria and highlights of weight changes from the previous year and rationale

4. End-to-end schedule with vendor acknowledgement requested

5. Cut-off date for data collection

Enhanced Welcome PacketFive Key Elements

Welcome Packet


Clear table of content

Your ToDo’s

Welcome Packet


• Invest the time to carefully read the market definition

• Understand what the analysts are looking for

• Ask questions as needed

• Improve the quality of your responses to the vendor questionnaire

• Better target your customer references

Market Definition

Presented from a buyer/end-user perspective

Details on the evolution of the market and associated rationale

Welcome Packet


• Understand the inclusion

criteria

• Respond to the

communication stating your

ability to qualify - or not - to

the best of your

understanding

• Do not move forward

unless you know for sure

that you qualify for inclusion

• Get clarification on what the

dot(s) will represent if you

have multiple offerings in

the same market

Inclusion CriteriaWelcome Packet


• Understand the evaluation criteria and sub-criteria

• Examine weight changes and anticipate their implications for your position

• Focus your responses to the vendor questionnaire based on the criteria/sub-criteria

• Structure your vendor briefing around the criteria/sub-criteria

Evaluation Criteria Criteria and sub-criteria

Weights for this year + year before with rationale for change

Welcome Packet


• Flag right away any potential conflicts with major events, product releases, etc.

• Create your own set-back schedule

• Notify all your internal stakeholders (development executives, customer references, etc.)

End-to-End ScheduleWelcome Packet


Use the cut-off date as you respond to the vendor questionnaire to better target your responses. Same for the vendor briefing.

Cut-off DateWelcome Packet


Welcome Packet

Elements

Key to Understanding the Analyst

Process and Perspectives

Important Things to Keep in Mind

during the MQ Process

Market Definition Explains how and why the analysts’

view of the market differs from your

view of it

These are written for end users and

they focus on the future

Evaluation Criteria

and Weights

Describes the comparative evaluation in

the context of the market definition and

the weighted importance the analysts

have given it

Think less about market share or

current revenues; think about how

your offerings differentiate you from

the competition

Vendor & Analyst Perspectives

Know the Context. Ask project managers if you are not clear.


If I have questions on the Welcome Packet who should I contact?

Lead author

Peter Sondergaard

Project manager

Gene Hall

Your account manager



Do I get to choose the MQ(s) where my company/products/services are evaluated?

Yes

No



Can I get my account manager to request an extension to the vendor survey?

Yes

No



When shall I ask clarification questions about the evaluation criteria?

At the very beginning of the process

Two-days before the survey deadline

During external review

During an audit/escalation



Use the forward-looking views of the market definition and the details behind the evaluation criteria to focus your responses

Keep your responses succinct and factual – include links for more details

Highlight your differentiators

Ask clarifications questions on the survey as needed beforesending your responses back

Structure the vendor briefing around the evaluation criteria and sub-criteria

See the MQ vendor briefing as an extension to regular briefings – not a replacement for ongoing updates

Vendor Survey & Vendor BriefingVendor Survey

Vendor Briefing


Welcome Packet

Elements







view of it



Evaluation Criteria

and Weights




have given it




the competition

Vendor Survey Gives you a more focused view into

end-user needs either already

expressed or anticipated by end users

Look for key areas of importance

based on questions asked




Understand Gartner’s expectations on customer reference profiles (use cases, job titles, geography/industry background, etc.)

Submit customer references in line with Gartner’s expected profiles

Focus customer references on what makes your solution unique

Avoid submitting the same references year over year (but there could be exceptions)

Refer only customers who are in production

Customer ReferencesCustomer References


Welcome Packet

Elements







view of it



Evaluation Criteria

and Weights




have given it




the competition

Vendor Survey Gives you a more focused view into

end-user needs either already

expressed or anticipated by end users

Look for key areas of importance

based on questions asked

Customer

References

Gives analysts a view into your best

customers – sometimes quite different

from inquiries and other sources

Sometimes references share

information with the analysts that they

might not admit to you in the interest

of preserving your relationship




Your customer references are only going to say positive things about you.

Yes

No



I can simply re-submit last year’s references.

Yes

No



Vendor V offers Product P in this market. Product P is sold in three editions respectively tailored to large, medium, and small enterprises. Version 5.0 is the latest version released in March 2015 and was the foundation of this analysis. Version 5.0 adds mobile support along with a multi-byte interface tailored to the Asian market. Vendor V defined this space thirty years ago but has faced increasing pressure from competitors since then. A new CEO and a complete restructure in 2010 gave the company the boost it needed to redefine itself with a more innovative strategy extensively based on acquisitions with over 20 vendors acquired over the past four years.

Strengths

Vendor V is one of a few vendors with the product breadth, technical means, experience and motivation to realize the vision of a solution as a versatile framework for contextualizing information, applications and business processes, and then making them available proactively and pervasively.

Vendor V is strong in supporting a wide range of vertical industries with considerable depth.

Cautions

Unforeseen costs and complexity at some large organizations have kept Product P from gaining the positive track record that would fuel vibrant growth in the market.

Despite the attraction of an integrated suite, Vendor V lacks “out-the-box” integration across the modules.

Limited marketing investments outside of North America will prevent Vendor V to be successful in other parts of the world.

Vendor V has embraced fewer standards than its competitors.

External Review


Focus your feedback on factual errors and confusing areas

Voice concerns if the “strengths” and “cautions” bullets do not help understand the relative position of your dot(s)

Ignore typos and grammar errors should you find any (and you should not find many anymore)

Best PracticesExternal Review


Overall ProcessEscalation & Audit

Ombudsman review

Ombudsman AuditTeam Manager AuditExternal Review & Analyst Review

Vendor fact-check and

clarification of write-up

Analyst review and approval

Vendor challenge to

analysts’ conclusions

Vendor challenge to overall research

and process


• Provide strong fact-based evidence

• Avoid bringing new facts you had saved just in case

Team Manager Review

Within 2-days of the completion of External Review, the vendor may submit unresolved claims and supporting fact-based evidence in writing to the analysts’ Team Manager (TM)

The TM or vendor may schedule a call to discuss the issues in greater detail

The TM will consider the vendor claims and will make a determination within 5-days of receiving them

If the TM agrees that changes should be made, the analysts and vendor will be apprised of that decision and the changes implemented

If the TM disagrees that changes should be made, the vendor will be apprised of that decision--marking the end of TM review

Vendor should confirm that TM review is complete

Escalation & Audit


• Understand the role and focus of the Ombudsman

• Set the right expectations internally with your stakeholders

Ombudsman Audit

Within 2-days of the completion of TM Review, the vendor may submit unresolved claims and supporting fact-based evidence in writing to the Ombudsman

The Ombudsman investigation includes

Review of vendor claims and evidence—share findings with vendor and analysts

Confirm that research has been created in line with Research Methodologies, that all relevant facts were considered and that evaluations were performed consistently—The Ombudsman does not challenge analyst opinion

If the Ombudsman determines mistakes were made, it will request that appropriate steps are taken to rectify the issue

The Ombudsman’s final determination marks the end of the Escalation and Audit process

Escalation & Audit


MQ Claims Input Form (CIF)Escalation & Audit

Standardize vendor claims by relevant type

Create transparency as the audit progresses

Focus interactions and responses

Ensure that the audit stays on track on both sides


If I believe my product has not been evaluated fairly, my next step after External Review is the Ombudsman.

Yes

No



The audit is the time for me to bring up new information that I was saving just in case.

Yes

No



The Ombudsman considers complaints around methodology, fairness among vendors, and research process – but not opinions.

Yes

No



1. Understand the context of the analysis and the analysts’ perspectives

2. Leverage the Welcome Packet to be more targeted in the information you provide to analysts

3. Ask clarifications questions if things are not clear. Do not assume anything.

4. Leverage the project managers as often as needed throughout the process

5. Create your own set-back schedule

6. Prioritize your efforts based on company strategy and available capacity

7. Flag schedule concerns early in the process

8. Brief and feed analysts information on an on-going basis

9. Focus on facts and differentiators

10. Structure your briefing and the information you provide around the evaluation criteria

Top Ten Recommendations

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