OWI Home Theater System 2H06 User Manual

Magic Quadrant for Global Enterprise Note-  
book PCs, 2H06  
Gartner RAS Core Research Note G00142670, Mikako Kitagawa, Brian Gammage, 17 October 2006 R2124 06302007  
nlike the general notebook market, in which  
Our quantitative assessments are based on  
Uprice is often the main purchase criterion, the externally available financial and market data as well  
global enterprise market also requires consistent  
hardware configurations, appropriate life cycle  
services, global support and fast turnaround on  
warranty repairs.  
as information submitted to Gartner by vendors in  
response to a questionnaire.  
MAGIC QUADRANT  
Market Overview  
WHAT YOU NEED TO KNOW  
Commoditization and saturation are major notebook  
market trends in most regions. In a commoditized  
market, price becomes the major purchase criterion,  
while market saturation increases the pressure for  
vendors to lower prices. But while these forces apply  
to the general market for notebooks, they are less  
visible in the global enterprise segment. For large-  
enterprise customers, price is not usually the primary  
purchase criterion. Instead, their purchase decisions  
consider various criteria, including each vendor's  
ability to provide appropriate levels of services and  
support globally. Working with vendors that can meet  
these requirements helps reduce the total cost of  
ownership for notebooks.  
This Magic Quadrant is designed to assist global  
enterprise customers with users spread across  
multiple regions in selecting notebook suppliers. Our  
analysis combines evaluations of the notebook  
vendor attributes that matter most to large-enterprise  
customers: product portfolio, geographical coverage,  
financial health, and service and support capabilities.  
Each vendor's position in the Magic Quadrant  
accurately reflects our analysis of the factors  
considered. However, we encourage notebook  
buyers not to use these results as the sole criteria for  
selecting a vendor. Instead, customers should  
assess their own organization's priorities and  
consider these when performing due diligence as  
part of their vendor evaluation process. It is not  
uncommon for customers with unique requirements  
to find that a lesser-known vendor is best-suited to  
meet their needs.  
Gartner regards global presence as a significant  
criterion for evaluating potential notebook suppliers.  
The leaders in this Magic Quadrant are all  
international vendors that can provide consistent  
products and services across multiple regions. While  
smaller vendors can also play effectively in this  
market, a lack of global capabilities for delivery  
and/or support would put them into a Niche Players  
or Challengers position. Such smaller vendors are  
typically specialized in certain vertical markets.  
The Magic Quadrant for global enterprise notebook  
PCs is updated each year to reflect changes in  
market dynamics. For the 2006 update, we have  
added two new evaluation processes to our  
quantitative assessment of vendors:  
• Qualitative analysis of each vendor's capabilities  
and processes, based on interviews with the  
vendor and a range of submitted case studies  
Market Definition/Description  
The global enterprise notebook market is defined as  
follows:  
• Subjective evaluations of vendors against a range  
of criteria, based on feedback from Gartner clients  
to each of our user-facing client computing  
analysts  
• The products in this market are notebook PCs, in  
various form factors and configurations. Mobile  
thin-client terminals and PDAs are not included in  
this Magic Quadrant.  
• The main customers in this market fall into three  
private-sector segments:  
 
exploited to create opportunity for the provider. Our  
evaluation of a vendor's completeness of vision is  
based on the following criteria:  
Evaluation Criteria  
Ability to Execute  
This axis evaluates notebook vendors on the quality  
and efficiency of the processes, systems, methods or • Market understanding, which includes  
procedures that enable their performance to be  
competitive, efficient and effective, and to positively  
impact revenue, retention and reputation. Ultimately,  
global enterprise notebook providers are judged on  
their ability and success in capitalizing on their  
vision. Our evaluation of a vendor's ability to execute  
is based on the following criteria:  
mechanisms for customer feedback  
• Marketing strategy, which includes the vendor’s  
ability to provide various professional services  
• Sales strategy, which includes the vendor’s ability  
to work with customers through its sales force and  
sales tools  
• Product strategy, which includes the vendor's  
strength of R&D, capability in product design and  
its ability to offer image stability  
• Product, which includes the breadth and  
availability of the vendor's product portfolio  
• Overall viability, which includes product quality  
and consistency as well as the vendor's financial  
strength  
• Vertical/industry strategy, which includes the  
vendor's ability to provide vertical-specific product  
and service  
• Sales execution, which includes the availability of  
specialized sales teams  
• Innovation, which includes the vendor's ability to  
have investment resources, expertise or capital for  
consolidation, defensive or pre-emptive purposes  
• Market execution, which includes the vendor’s  
market share in the global enterprise market  
• Geographic strategy, which includes the vendor's  
ability to provide products and services globally  
• Customer experience, which includes the vendor’s  
ability to provide support and services  
• Operations  
Leaders  
Notebook PC vendors in the Leaders quadrant  
register the highest scores on Ability to Execute and  
Completeness of Vision. These vendors have wider  
geographic coverage, comprehensive sales  
organization, financial stability, comprehensive  
customer support, broader product portfolio, longer  
product availability, and larger market presence.  
Completeness of Vision  
This axis evaluates notebook vendors on their ability  
to convincingly articulate logical statements about  
current and future market direction, innovation,  
customer needs, and competitive forces and how  
well they map to the Gartner position. Ultimately,  
global enterprise notebook providers are rated on  
their understanding of how market forces can be  
Table 1. Ability to Execute Evaluation Criteria  
Table 2. Completeness of Vision Evaluation Criteria  
Evaluation Criteria  
Weighting  
high  
Evaluation Criteria  
Market Understanding  
Marketing Strategy  
Sales Strategy  
Weighting  
high  
Product/Service  
Overall Viability (Business Unit,  
Financial, Strategy, Organization)  
Sales Execution/Pricing  
Market Responsiveness  
and Track Record  
high  
standard  
standard  
high  
high  
Offering (Product) Strategy  
Business Model  
standard  
no rating  
standard  
high  
Vertical/Industry Strategy  
Innovation  
Marketing Execution  
Customer Experience  
Operations  
standard  
high  
Geographic Strategy  
standard  
standard  
Source: Gartner  
Source: Gartner  
3
 
Dell  
Challengers  
Dell’s scores for Ability to Execute are the highest  
among all notebook vendors. Dell has an excellent  
supply chain for notebook products and strong  
marketing execution capabilities. Dell achieved the  
highest overall viability score and remains the leader  
in service and support for the largest global  
enterprises. However, for smaller enterprises that do  
not achieve “global account status” with Dell, the  
level of service is often less. For such customers,  
service and support may be inconsistent across  
different regions, ranging from excellent in some  
mature markets to barely adequate in others.  
Challengers have high scores in Ability to Execute,  
but their Completeness of Vision scores are not as  
high as the leaders. Challengers often have a good  
market presence and financial stability, but they may  
have less geographic coverage or they lack an  
innovative view of the products.  
Visionaries  
Visionaries have high scores in Completeness of  
Vision; however, their Ability to Execute scores are  
not as high as vendors in the Leaders quadrant.  
Their market presence may be less than the leaders,  
and their financial stability may not be as solid. Also,  
their sales organization and customer support  
mechanism my not be as comprehensive as the  
leaders.  
Recommendation: Global enterprises and large  
organizations (irrespective of location) should  
consider Dell as a prospective supplier for all  
business notebook requirements. Midsize  
organizations, especially those operating in multiple  
geographic locations, should expect Dell’s level of  
service and support to be less consistent.  
Niche Players  
Vendors in the Niche Players quadrant do not have  
high scores in both axes. They have a low market  
presence, and market coverage is limited.  
Meanwhile, they may specialize in particular areas in  
a vertical-market segment or have product portfolios  
in which leaders may not have much focus.  
Fujitsu/Fujitsu Siemens  
Fujitsu and Fujitsu Siemens offer a common range of  
global PC products, although they are two separate  
entities. Thus, this Magic Quadrant evaluates these  
two companies as a single aggregate vendor.  
Vendor Comments  
Acer  
Fujitsu/Fujitsu Siemens is positioned in the Leaders  
quadrant although its position is close to the border  
of the visionaries quadrant. Fujitsu/Fujitsu Siemens  
offers a range of quality enterprise notebooks. Its  
ability to understand customer needs matches that of  
leading competitors. Customer feedback  
mechanisms and appropriate service offerings are  
integrated into its operation. A challenge for  
Fujitsu/Fujitsu Siemens is its inconsistent global  
presence, which results in inconsistent levels of  
services between regions. In particular, its  
capabilities in North America lag those in other  
regions, particularly Europe, the Middle East and  
Africa (EMEA).  
Acer is in the Challengers quadrant, but on the  
border of the Niche Players quadrant. Acer has  
global product offerings, with a highly efficient supply  
chain and a strong market presence across many  
regions. However, its core business targets  
transactional customers (small business and retail),  
and its business model is not focused on the higher-  
volume requirements of large-enterprise customers.  
Global service and support capabilities, as well as  
account management, are far below those offered by  
the market leaders. Acer’s lack of investment in  
these enterprise capabilities limits our evaluation of  
its ability to execute and completeness of vision as a  
potential enterprise notebook supplier.  
Recommendation: Fujitsu/Fujitsu Siemens should be  
considered for global notebook PC contracts only by  
organizations for which the majority of users are not  
U.S.-based. Organizations with high numbers of  
U.S.-based users should consider it as a potential  
supplier only if they have some other compelling  
Recommendation: Acer is recommended as a  
potential supplier for global enterprise notebook  
requirements only if standardization and global  
account management are not required.  
4
 
reasons to do so (such as a broader portfolio  
purchase with leveraged discounts). For pen-tablet-  
based vertical solutions, Fujitsu/Fujitsu Siemens  
should be considered as a supplier, regardless of  
customer location.  
Lenovo  
Lenovo has the highest score for Completeness of  
Vision; however, its Ability to Execute score is below  
that of its leading competitors. Lenovo’s high score  
for Completeness of Vision is because of its product  
design/development capabilities and the level of  
meaningful innovation it delivers with its enterprise  
notebook products. Lenovo’s ThinkPad brand,  
together with its ThinkVantage technology, is well-  
regarded for IT deployments. Lenovo’s main  
weakness is its high dependency on IBM for direct  
sales, although the use of IBM's global services  
organization means customers usually have access  
to high-quality services. With IBM as its primary  
distribution channel to global customers, Lenovo now  
has less-direct access to and feedback from all but  
its largest enterprise customers.  
Gateway  
Gateway is in the Niche Players quadrant. Since  
acquiring eMachines, Gateway has expanded its  
operation to Western Europe, Latin America and  
Japan; however, it remains primarily focused on  
retail and has shown no signs of building the  
capabilities needed to be a global enterprise  
notebook supplier. Gateway’s enterprise product  
portfolio is good, and its direct sales capabilities  
within the U.S. are adequate, although limited. The  
lack of a strong track record with large-enterprise  
customers is a barrier to Gateway strengthening its  
position with this customer group.  
Recommendation: Consider Lenovo as a  
prospective supplier for all business notebook  
requirements. Organizations should also investigate  
the potential advantages and licensing costs of  
extending use of ThinkVantage utilities to their PC  
installed base. Customers that had originally  
purchased notebooks from IBM should monitor  
performance against associated service  
Recommendation: Gateway is not recommended for  
new global notebook PC contracts, but it should be  
considered as a prospective supplier for small-to-  
midsize quantities in the U.S. market. Outside North  
America, customers should expect limited supply  
capability.  
commitments to ensure service levels and qualities  
continue to be maintained by Lenovo.  
HP  
HP has well-balanced scores for Ability to Execute  
and Completeness of Vision. HP achieves one of the MPC  
highest scores for its service and support  
MPC is positioned in the Niche Players quadrant.  
capabilities. HP maintains excellent account  
management for its largest global enterprise  
customers, but the complexity of contracts when  
channel partners are used can create confusion for  
MPC offers good products, and its support capability  
is well-regarded by customers. It has well-organized  
mechanisms for customer feedback and is “high  
touch” for its limited customer base. However, MPC’s  
some customers. While coordination challenges may focus is the United States only, and the company  
still exist for smaller-enterprise customers, the  
patchy account management seen through 2004 has  
disappeared, showing that the underlying  
organizational issues are resolved. HP has a broad  
product offering with a variety of form factors and is  
regarded as best in class for its ongoing efforts to  
understand user needs and customer satisfaction.  
plans no global expansion.  
Recommendation: MPC should not be considered for  
global notebook contracts or for high-volume  
deployments over short intervals. MPC’s capabilities  
and customer approach mean it should be considered  
as a prospective supplier for U.S.-only, midvolume  
notebook contracts, or as a second source.  
Recommendation: HP should be considered a  
prospective supplier for global enterprise customers  
regardless of size of the business. Customers with  
multilocational requirements that involve use of third  
parties should expect detailed contracts.  
Toshiba  
Toshiba is positioned in the Visionaries quadrant.  
Toshiba’s engineering gives it excellent product  
design and development capabilities, which boosts  
its Completeness of Vision score. However, Toshiba’s  
5
 
execution for global customers lags that of leading  
competitors. Toshiba has invested heavily in CRM  
Recommendation: Toshiba should be considered as  
a potential global supplier of notebook PCs,  
systems and has good customer support and service especially if product quality and innovation is a high  
capabilities, but it is yet to fully exploit these. The  
result continues to be inconsistent sales execution  
and customer support.  
buying priority. However, customers requiring high  
levels of service and support with their notebooks  
can experience inconsistent execution, especially if  
operating in multiple locations.  
6
 
Evaluation Criteria Definitions  
Ability to Execute  
Product/Service: Core goods and services offered by the vendor that compete in/serve the defined market. This  
includes current product/service capabilities, quality, feature sets, skills, etc., whether offered natively or through OEM  
agreements/partnerships as defined in the market definition and detailed in the subcriteria.  
Overall Viability (Business Unit, Financial, Strategy, Organization): Viability includes an assessment of the overall  
organization’s financial health, the financial and practical success of the business unit, and the likelihood of the individ-  
ual business unit to continue investing in the product, to continue offering the product and to advance the state of the  
art within the organization’s portfolio of products.  
Sales Execution/Pricing: The vendor’s capabilities in all pre-sales activities and the structure that supports them.  
This includes deal management, pricing and negotiation, pre-sales support and the overall effectiveness of the sales  
channel.  
Market Responsiveness and Track Record: Ability to respond, change direction, be flexible and achieve competitive  
success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criteri-  
on also considers the vendor’s history of responsiveness.  
Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the organization’s mes-  
sage in order to influence the market, promote the brand and business, increase awareness of the products, and estab-  
lish a positive identification with the product/brand and organization in the minds of buyers. This “mind share” can be driv-  
en by a combination of publicity, promotional, thought leadership, word-of-mouth and sales activities.  
Customer Experience: Relationships, products and services/programs that enable clients to be successful with the  
products evaluated. Specifically, this includes the ways customers receive technical support or account support. This  
can also include ancillary tools, customer support programs (and the quality thereof), availability of user groups, serv-  
ice-level agreements, etc.  
Operations: The ability of the organization to meet its goals and commitments. Factors include the quality of the orga-  
nizational structure including skills, experiences, programs, systems and other vehicles that enable the organization to  
operate effectively and efficiently on an ongoing basis.  
Completeness of Vision  
Market Understanding: Ability of the vendor to understand buyers’ wants and needs and to translate those into prod-  
ucts and services. Vendors that show the highest degree of vision listen and understand buyers’ wants and needs,  
and can shape or enhance those with their added vision.  
Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout the organization  
and externalized through the Web site, advertising, customer programs and positioning statements.  
Sales Strategy: The strategy for selling product that uses the appropriate network of direct and indirect sales, market-  
ing, service and communication affiliates that extend the scope and depth of market reach, skills, expertise, technolo-  
gies, services and the customer base.  
Offering (Product) Strategy: The vendor’s approach to product development and delivery that emphasizes differenti-  
ation, functionality, methodology and feature set as they map to current and future requirements.  
Business Model: The soundness and logic of the vendor’s underlying business proposition.  
Vertical/Industry Strategy: The vendor’s strategy to direct resources, skills and offerings to meet the specific needs  
of individual market segments, including verticals.  
Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment,  
consolidation, defensive or pre-emptive purposes.  
Geographic Strategy: The vendor’s strategy to direct resources, skills and offerings to meet the specific needs of  
geographies outside the “home” or native geography, either directly or through partners, channels and subsidiaries as  
appropriate for that geography and market.  
7
 

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