Neil Pollock and Neil Williams
- Published in print:
- 2016
- Published Online:
- March 2016
- ISBN:
- 9780198704928
- eISBN:
- 9780191774027
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198704928.003.0011
- Subject:
- Business and Management, Information Technology, Strategy
Gartner has outpaced its global competitors (Forrester and IDC) and a handful of smaller players like Ovum, Yankee Group. The industry is highly polarized between larger firms who attract adopter ...
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Gartner has outpaced its global competitors (Forrester and IDC) and a handful of smaller players like Ovum, Yankee Group. The industry is highly polarized between larger firms who attract adopter subscriptions on the basis of their independence and breadth of expertise and hundreds of smaller boutique analyst outfits that may seek to advise vendors on marketing their products. This complex ecosystem, in which smaller and larger players play different kinds of role, is also changing. Social media technologies have reduced barriers to entry, leading to a dramatic increase in ‘new entrants’. This includes so-called ‘open source’ or ‘2.0 research firms’ that employ different business models or research practices that, in some respects, have begun to compete with the incumbents. The chapter also discusses the growth of new forms of expertise - ‘analyst relations’ specialists who help IT vendors respond more systematically to the challenge of industry analyst firms.Less
Gartner has outpaced its global competitors (Forrester and IDC) and a handful of smaller players like Ovum, Yankee Group. The industry is highly polarized between larger firms who attract adopter subscriptions on the basis of their independence and breadth of expertise and hundreds of smaller boutique analyst outfits that may seek to advise vendors on marketing their products. This complex ecosystem, in which smaller and larger players play different kinds of role, is also changing. Social media technologies have reduced barriers to entry, leading to a dramatic increase in ‘new entrants’. This includes so-called ‘open source’ or ‘2.0 research firms’ that employ different business models or research practices that, in some respects, have begun to compete with the incumbents. The chapter also discusses the growth of new forms of expertise - ‘analyst relations’ specialists who help IT vendors respond more systematically to the challenge of industry analyst firms.
