Competitive LAYERS in Security Information And Event

Management (SIEM) Market (2015)

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ResearchFox Consulting is an Indian market research

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Table

of Contents
1. Introduction
1.1. Synopsis
2. Layer Analysis
2.1. Assessment Criteria
2.2. Layers
3. ResearchFox LAYERS
3.1. Assessment of Vendors
4. Company Profiling
4.1. HP
4.2. EMC
4.3. IBM
4.4. Splunk
4.5. Mcafee
4.7. Tripwire
4.8. Tibco Software
4.9. Logrhythm
4.10. NetIQ
4.11. Dell SecureWorks
4.12. Accelops
4.13. Solarwinds
4.14. Tenable Network Security
4.15. Tango/04
4.16. AlienVault
4.17. GFI Software
4.18. BlackStratus

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Introduction

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1. Introduction
1.1. Synopsis
Brief
"ResearchFox Layers" offers a pictorial summary and comprehensive analyses of the market trends and
vendors within. Understanding our research methodologies will help you use these reports to evaluate
markets, select the right vendors and manage relationships with them.

Key Takeaways
ResearchFox Layers are based on an in-depth analysis, backed by extremely structured methodologies
that have stood the test of time
Informed explanation of "ResearchFox Layers" is decisive. Only then will you get the most from
ResearchFox's analysis in light of your unique business and technology needs

Recommendation
Read this document to study how "ResearchFox Layers" can help you evaluate markets and their
technology and service providers, and thereby advance your assessment and investment decisions
Study this document in conjunction with "ResearchFox Layers" to give context to the analysis.
Refer "ResearchFox Layers" to short list possible vendors/suppliers in a particular market, but don't be
decisive on the basis of this alone. Consider scheduling an analyst session with the ResearchFox's analyst
who authored the "ResearchFox Layers" to gain more facts and insights.
Refer "ResearchFox Layers" to understand the market metrics, competitive structure and to review its key
vendors.

Market Identification and Selection

ResearchFox identifies and selects a market for rigorous analysis based on the impact of upcoming trends
and users' necessity to comprehend varying market dynamics. ResearchFox analysts' insights help clients
with planning, investment decision making and the ongoing support from vendor relationships.

Vendor Selection
"ResearchFox Layers" - the intention is not to provide analysis of every vendor, but to give a focused
analysis on selected vendors. Inclusion criteria cover several parameters depending upon the nature of the
market
Market share
Revenue
Number of clients
Types of products or services
Target market and other defining characteristics
Each member needs to receive 5-30 surveys (depending upon the maturity of the market) from their
customers and channel partners.
Each had to deliver minimum required capabilities in the respective technology.

Research Methodology
Research activities include, but are not limited to
ResearchFox Analyst team sends a detailed questionnaire to the vendor for assessment*
ResearchFox Analyst team conducts a comprehensive analysis of vendor rating, which later gets
validated with in-depth vendor briefings, interviews of reference customers and partners identified by the
vendors, and further interaction with industry/subject matter experts
Necessary changes get accommodated depending upon the feedbacks from various sources, however, it
is ResearchFox, which gives the final vendor ratings as per its analysis.
* Sufficient time is allocated for the vendor to provide responses to the questionnaire

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Layer Analysis

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2. Layer Analysis
2.1. Assessment Criteria
"ResearchFox Layers" use standard parameters in two categories: STRATEGY and COMPETENCE

Strategy
Various vendors are rated on their strategies to exploit market forces to create value for customers and
opportunity for themselves. The "Strategy" ratings and observations in this report are based on a number of
sources: ResearchFox analysts' opinions; customers' perceptions of each vendor's strengths and challenges,
an online survey of vendors' customers conducted in July 2014, a questionnaire completed by the vendors
about their Healthcare analytics strategy and operations; vendors' in depth interviews inquiring how each
vendor delivers specific features that make up the 12 critical competence.
Strategy
Direct, related, complementary and synergistic layouts of resources, expertise or

Innovation

capital for investment, consolidation, defensive or pre-emptive purposes. This

parameter evaluates a vendor on whether it is setting standards for innovations that
others try to match.
The ability of the vendor to understand buyers' wants and needs, and to translate

Market Need Fulfillment

those into products and services. Vendors that show the highest degree of strategy
listen to and understand buyers' wants and needs, and can shape or enhance those
with their strategy.
This would be an exhaustive list of criteria and would vary based on the technology
considered. A vendor would be evaluated on its approach to product development

Product and Service Strategy

and delivery, its emphasize on differentiation and functionality that map to current
and future requirements. A vendor would be evaluated on its understanding about
the buyers' needs and wants. This parameter would also evaluate a vendor on how
well can the vendor meets the needs of various industries.
A vendor is evaluated on its right combination of direct and indirect resources to
extend its market reach, including an innovative partner strategy, differentiating and
attractive licensing/ buying models, or sales models. The vendor's approach towards

Sales and Reach Strategy

utilizing direct resources, skills and offerings to meet the specific needs of
geographies outside the native geography, either directly or through partners,
channels and subsidiaries as appropriate for that geography and market, will also be
assessed.
A Vendor would be evaluated on clear, differentiated set of messages consistently

Marketing Strategy

communicated throughout the organization and externalized through the website,

advertising, customer programs and positioning statements to increase its awareness
and demand. A vendor would be evaluated on initiatives on promoting its product.

Business Paradigm

The soundness and logic of the vendor's underlying business proposition. This
evaluates "how business works".
Source: ResearchFox

Competence
Vendors are judged on their ability and success in making their vision a market reality. In addition to the
ResearchFox analysts' opinions, the "Strategy" ratings and observations in this report are based on a
number of sources: customers' perceptions of each vendor's strengths and challenges, an online survey of
vendors' customers conducted in July 2014, a questionnaire completed by the vendors about their
Healthcare analytics strategy and operations; vendors' in depth interviews inquiring how each vendor
delivers specific features that make up the 12 critical competence
The category includes the following parameters:
Competence
A vendor is evaluated on the ability to influence and attract money, manpower and
partnership. A Vendor is also evaluated on its team's ability to identify growth
opportunities. Ability to respond, change direction, be flexible and achieve

Leadership

competitive success as opportunities develop, competitors act, customer needs

evolve and market dynamics change. This criterion also considers the vendor's history
of responsiveness. Ability to advance the state of the art within the organization's
portfolio of product.
How competitive and successful are the goods and services offered by the vendor in
this market, and up to what extent are they used?.

Product/Service Competence

This includes current product/service capabilities, quality, feature sets, skills and so
on, whether offered natively or through OEM agreements/partnerships as defined in
the market definition and detailed in the sub criteria.
The vendor's capabilities in all presales activities and the structure that supports

Sales and Reach Competence

them. This includes deal management, pricing and negotiation, presales support, and
the overall effectiveness of the sales channel.
The clarity, quality, creativity and efficacy of programs designed to deliver the
organization's message to influence the market, promote the brand and business,

Marketing Competence

increase awareness of the products, and establish a positive identification with the
product/brand and organization in the minds of buyers. This "mind share" can be
driven by a combination of publicity, promotional initiatives, thought leadership,
word of mouth and sales activities.
Relationships, products and services/program s that enable clients to be successful
with the products evaluated. Specifically, this includes the ways customers receive

Customer Experience

technical support or account support. This can also include ancillary tools, customer
support programs (and the quality thereof), availability of user groups, service-level
agreements and so on.
The ability of the organization to meet its goals and commitments. Factors include the

Operations

quality of the organizational structure, including skills, experiences, programs,

systems and other vehicles that enable the organization to operate effectively and
efficiently on an ongoing basis.
Source: ResearchFox

Market Size
Market size is defined as the potential buyers and/or sellers of a particular product or service. It is the
measurement of the total volume of the a given market usually identified by the potential sales volume of
the respective product/service.

2.2. Layers
Front Runners
Front Runners have offerings that are mature enough to match the market needs. Essential capabilities are
demonstrated to sustain as requirements evolve with the changing market dynamics. Front runners possess
large, delighted customer segment base as per its relative market size. With huge investment in their
technology (Research and Development), they become Front Runners in terms of innovation. With the
maximum awareness level and usage level, they enjoy high visibility within the market. Because of its size
and financial strength, Front Runners cater to a wide market audience by backing broad market demands.
Front Runners manage to overcome economic challenges because of wide customer base. Even so, they
may not be really successful in each and every end-user segment.

Contenders
Contenders are well placed to prosper in the market. Yet, they may be constrained to particular use cases,
technical environments or application domains. Their approach may be hindered by a lack of well-defined
strategy across the numerous products in their portfolios, or they may lack the right approach towards
marketing, sales and channels, geographies, industry-specific content and awareness building. Contenders
can become Front Runners if their strategy and competency develops. The larger firms may swing between
the Contenders and Front Runners Layer as their product/service cycles are affected due to changing
market requirements.

Challenges
Challengers have a robust and unique strategy for delivering their products/services. They offer in-depth
functionality in the areas they address. Yet, they may have cavities related to broader functionality
requirements. Challengers are thought-leaders and innovators but they may not be scalable, or there may
be apprehensions about their capability to provide consistent performance. Challengers frequently
introduce new product, services or business models, however, they may perhaps need to shape financial
strength, service and support, and sales and distribution channels. "Challengers" success depends on
whether the end-users are buying their products and service.

Dark Horses
Most of the time, Dark Horses come with a specialty in a particular segment. Since they focus on particular
functionality or a particular location, they may have limited ability to outperform other vendors in the
particular market. It may also happen because these firms are relatively new to the market. Dark Horses
have a ceiling to the implementation and support competencies in spite of them possessing a broad
functionality. Their approach to position themselves needs to be strongly established. Dark Horses may be
the best option in the lot for your requirement. However, risk comes attached with them, as per their
financial viability. As a whole, Dark Horses, if structurally funded, may grow very quickly in the market to
become Challengers.

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ResearchFox LAYERS

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3. ResearchFox LAYERS
3.1. Assessment of Vendors

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