how Gartner rates the leading vendors and their packaged products in thatmarket. Draw on this research to evaluate vendors based on a customizedset of objective criteria. Gartner advises organizations against simplyselecting vendors in the Leaders quadrant. All selections are buyer-specific,and vendors from the Challengers, Niche Players or Visionaries quadrantscould be better matches for your requirements.
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Figure 1. Magic Quadrant for Data Quality Tools
Source: Gartner (June 2009)
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Organizations of all sizes and in all industries are recognizing theimportance of high-quality data and the critical role of data quality ininformation governance and stewardship, driven by broader enterpriseinformation management initiatives. As a result, their interest in the role of tools and technology for data quality improvement continues to grow.Fueled by a market of purpose-built, packaged tools for addressing variousdimensions of the data quality discipline, data quality functionality is readilyavailable from a variety of providers, both large and small. Data qualityfunctionality is also being recognized as a fundamental component of offerings in many related software markets, such as data integration tools,MDM solutions and BI platforms. As a result, an increasing number of partnerships between MDM solution vendors and data quality tools vendorsare occurring, as the desire for stronger matching, standardization andcleansing functionality for MDM grows. In addition, there is an increase inthe usage of data quality tools to support custom-developed MDMarchitectures in many organizations.The vendors in this market offer a broad range of data quality functionality,ranging from data quality analysis, profiling and monitoring, to datacleansing operations such as parsing, standardization and matching,through to data enrichment. Much convergence and integration of technology has occurred, and today vendors offer more functionality withina smaller number of discrete products — most vendors have consolidatedthe bulk of their core data quality functionality into a single data quality
business unit, and the likelihood of the individualbusiness unit to continue investing in theproduct, to continue offering the product and toadvance the state of the art within theorganization's portfolio of products.
The vendor’scapabilities in all pre-sales activities and thestructure that supports them. This includes dealmanagement, pricing and negotiation, pre-salessupport and the overall effectiveness of thesales channel.
Market Responsiveness and Track Record:
Ability to respond, change direction, be flexibleand achieve competitive success asopportunities develop, competitors act,customer needs evolve and market dynamicschange. This criterion also considers thevendor's history of responsiveness.
The clarity, quality,creativity and efficacy of programs designed todeliver the organization's message to influencethe market, promote the brand and business,increase awareness of the products, andestablish a positive identification with theproduct/brand and organization in the minds of buyers. This "mind share" can be driven by acombination of publicity, promotional, thoughtleadership, word-of-mouth and sales activities.
Relationships, productsand services/programs that enable clients to besuccessful with the products evaluated.Specifically, this includes the ways customersreceive technical support or account support.This can also include ancillary tools, customersupport programs (and the quality thereof),availability of user groups, service-levelagreements, etc.
The ability of the organization tomeet its goals and commitments. Factors includethe quality of the organizational structureincluding skills, experiences, programs, systemsand other vehicles that enable the organizationto operate effectively and efficiently on anongoing basis.
Completeness of VisionMarket Understanding:
Ability of the vendorto understand buyers' wants and needs and totranslate those into products and services.Vendors that show the highest degree of visionlisten and understand buyers' wants and needs,and can shape or enhance those with theiradded vision.
A clear, differentiated setof messages consistently communicatedthroughout the organization and externalizedthrough the Web site, advertising, customerprograms and positioning statements.
The strategy for selling productthat uses the appropriate network of direct andindirect sales, marketing, service andcommunication affiliates that extend the scopeand depth of market reach, skills, expertise,technologies, services and the customer base.
Offering (Product) Strategy:
The vendor'sapproach to product development and deliverythat emphasizes differentiation, functionality,methodology and feature set as they map tocurrent and future requirements.
The soundness and logic of the vendor's underlying business proposition.
The vendor'sstrategy to direct resources, skills and offeringsto meet the specific needs of individual marketsegments, including verticals.
Direct, related, complementary andsynergistic layouts of resources, expertise orcapital for investment, consolidation, defensiveor pre-emptive purposes.
The vendor's strategyto direct resources, skills and offerings to meetthe specific needs of geographies outside the"home" or native geography, either directly orthrough partners, channels and subsidiaries asappropriate for that geography and market.