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PEGACLSA_6.2V2 Certified Lead System Architect (CLSA) 62V2

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PEGACLSA_6.2V2 exam Dumps Source : Certified Lead System Architect (CLSA) 62V2

Test Code : PEGACLSA_6.2V2
Test title : Certified Lead System Architect (CLSA) 62V2
Vendor title : Pegasystems
: 149 existent Questions

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Pegasystems' (PEGA) CEO Alan Trefler on Q2 2017 effects - earnings title Transcript | existent Questions and Pass4sure dumps

No result found, are attempting current keyword!They suggested “Pega changed into the simplest choice when it comes to a person who unifies every single those channels, inbound, outbound, the entire different things you need to consume to check with customers when they're linked -- ...

Pegasystems partners with MuleSoft to deliver Pega purposes with third-party facts | existent Questions and Pass4sure dumps

Pegasystems partners with MuleSoft to bring Pega applications with third-party data Bangalore: Pegasystems, a world utility company empowering client assignation nowadays introduced the provision of the MuleSoft licensed API specification. This permits Pega shoppers to straight away integrate Pega functions with virtually any third-birthday celebration software, equipment, and paraphernalia via MuleSoft’s Anypoint Platform. moreover, Pega has now joined the MuleSoft know-how accomplice program.

To give first-rate client provider, companies need to breathe capable of tap into customer data trapped in numerous siloed programs and functions scattered across the commercial enterprise. With this partnership and API specification, it's now sooner and simpler for Pega users to connect this disparate facts with Pega’s suite of customer Relationship administration (CRM) applications and the Pega Platform.

This pre-developed connectivity allows Pega consumers to extra instantly carry fulfilling consumer engagements via Pega’s market-main functions. through modeling the API with the RESTful API Modeling Language (RAML), MuleSoft gives Pega users a single, authoritative factor of assignation with its total ecosystem of builders and partners.

The MuleSoft certified API specification for Pega will assist velocity integration in a number of trade scenarios, such as:●Healthcare providers getting access to patient fitness information to provide greater proactive care;

●economic services companies tapping into legacy systems to hasten client onboarding, manipulate risk and compliance, and notice fraud;

●Telecommunications organizations gaining a greater finished view of the client across channels to provide greater service and proactively realize client concerns;

●assurance businesses retrieving consumer data to underwrite policies and manipulate claims.

Pega’s conclusion-to-conclusion suite of CRM applications for advertising and marketing, income, and service combines its market-leading company suggestions engine with sophisticated and actual-time simulated intelligence. Powered via the Pega consumer choice Hub, Pega options permit purchasers to at every single times count on customers’ changing needs and provide personalised recommendations birthright through their event. with the aid of attractive shoppers with the birthright message at the confiscate time on the birthright channel, organizations can extend client delight while improving customer lifetime cost.

Pega valued clientele can now entry the MuleSoft licensed API specification at no cost via traveling the Pega alternate on-line marketplace. in addition, MuleSoft consumers can learn greater about connecting Pega functions to their latest software systems by using traveling MuleSoft’s Anypoint trade.

MuleSoft’s Anypoint Platform helps Pega Healthcare purposes connect this statistics together to enhance supervision consequences and reduce charges.

“whereas many carriers talk about how synthetic intelligence will alternate the manner corporations hold interaction with consumers, they first want access to disparate statistics locked in distinct systems,” notable Don Schuerman, CTO and VP - Product marketing, Pegasystems. “with the aid of partnering with MuleSoft, they will additional Destroy down these silos and greater rapidly give their shoppers with actionable insights from their AI-powered solutions to improve the manner they engage with their consumers.”

“This partnership with Pegasystems will assist one of the vital world’s main enterprises without delay liberate invaluable suggestions, enabling them to create an utility community both on-premises and in the cloud,” spoke of Brian Miller, VP - commerce building, MuleSoft. “by means of cutting back time spent on involved integration projects, businesses can focus on providing the surest client experience.”

LANIT Awarded Gold colleague reputation by means of Pegasystems | existent Questions and Pass4sure dumps

MOSCOW and reading, uk--(Marketwire - may moreover 31, 2012) - LANIT these days introduced that its subsidiary "LANIT - BPM" has been signed as a Gold accomplice for Pegasystems Inc. (NASDAQ: PEGA), the chief in commerce system administration (BPM) and software for client centricity. This appointment to Gold accomplice status is in cognizance of the success of "LANIT - BPM" in the formation of Russia's largest crew of licensed device architects of Pegasystems BPM.

"LANIT - BPM" specialises in circulate-through enterprise manner automation and is the handiest accredited Pega companion in Russia. in line with Pega utility, "LANIT - BPM" is driving a pair of fundamental tasks implementing BPM options for monetary organisations in Russia.

The partnership become launched in early 2011. After three hundred and sixty five days of working together in the Russian market "LANIT - BPM" has proven massive outcomes in the introduction of an industrial product respond in line with Pega BPM, enabling modelling and automation of commerce processes in distinctive industries. The company moreover reached the enough saturation for Gold companion popularity in line with volume of sold licenses and moreover its announcement of plans to raise income and boost industry-particular solutions for the latest 12 months. additionally, "LANIT - BPM" has fashioned an outstanding group of highly expert specialists and because of the quick construction of enterprise in Russia, the group of knowledgeable analysts and BPM-licensed architects is still transforming into.

"We view 'LANIT - BPM' as a strategic companion for us in Russia and they hold every single of a sudden proven that they should hold Gold associate accreditation," says Benoit Chailloux, managing director, companions & Alliances, Pegasystems. "LANIT has already demonstrated that they will greatly boost the toil they are able to carry out in bringing the numerous advantages of the Pega solution to their valued clientele within the vicinity and were key to the success that we're already seeing. they are avid for a protracted and affluent relationship."

About LANIT commerce LANIT -- "Laboratory of current assistance applied sciences" -- the main Russian and CIS multidisciplinary community of IT organizations, which celebrated its 20th anniversary in 2009. community companies give a complete latitude of IT functions, whose quantity is frequently expanding as a result of evolution of advanced and most customary technologies and options.

today LANIT is Russia's largest gadget integrator and a number one colleague for greater than 200 essential manufacturers of hardware and application options within the province of high technologies. A solid and extremely skilled team of more than 4,000 americans in complete works in LANIT enterprises. Many personnel participants hold superior levels. greater than 1,000 are licensed authorities via the realm's main companies of excessive-tech gadget and

About "LANIT - BPM"

The commerce "LANIT - BPM" became centered in early 2011 as a piece of a gaggle of companies LANIT.

A key focal point of the commerce is the introduction of built-in IT structures that provide astute administration of enterprise approaches and, due to this fact, enhance the efficiency of businesses in numerous industries. "LANIT - BPM" performs audit of client's commerce tactics and total range of their automation, industrial implements BPM-options (company process management), and offering integration with existing systems, working towards and aid. "LANIT - BPM" is a certified colleague of Pegasystems, a global leader among suppliers of BPM / CRM / BRM-choice-making, in Russia.

About Pegasystems Pegasystems, the chief in company manner administration and application for consumer centricity, helps agencies boost customer loyalty, generate current enterprise, and enhance productivity. Their patented construct for alternate® expertise speeds the birth of essential enterprise solutions by means of without delay taking pictures enterprise goals and eliminating manual programming. Pegasystems bendy on-premise and cloud-based mostly options enable customers to birthright now adjust to changing enterprise circumstances in order to outperform the competition. For more assistance, tickle consult with us at

All emblems are the property of their respective owners.

The information contained in this press release isn't a dedication, promise, or prison responsibility to bring any cloth, code or functionality. The building, release and timing of any points or functionality described is still at the sole discretion of Pegasystems. Pegasystems chiefly disclaims any liability with recognize to this assistance.

PEGACLSA_6.2V2 Certified Lead System Architect (CLSA) 62V2

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PEGACLSA_6.2V2 exam Dumps Source : Certified Lead System Architect (CLSA) 62V2

Test Code : PEGACLSA_6.2V2
Test title : Certified Lead System Architect (CLSA) 62V2
Vendor title : Pegasystems
: 149 existent Questions

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No result found, try current keyword!Rackspace Hosting, Inc. (NYSE:RAX) Q1 2016 Earnings call May 9, 2016 4:30 PM ET Executives Winston Len - Vice President of Finance Taylor Rhodes - President ... CTP is the only consulting colleague cert...

OSAT Consolidation Continues | existent questions and Pass4sure dumps

Advanced Semiconductor Engineering (ASE) and Siliconware Precision Industries Ltd. (SPIL) are beginning the process of uniting the two companies, which are among the largest outsourced semiconductor assembly and testing contractors in the world.

For now, the companies will continue to operate separately, while their shares are traded under the ASX symbol on the current York Stock Exchange. ASE Industrial Holding serves as the parent company for ASE and SPIL. But the merger is almost unavoidable to change the competitive landscape in the assembly, packaging and test markets.

All of these areas are tough markets. ASE posted net income of $670 million on 2017 revenue that was just slightly diffident of $9.8 billion. While that may seem fancy a lot of money, compared with many segments in the technology world it’s a taut operating margin.

The ASE/SPIL deal is being very closely watched by Amkor Technology, JCET Group, and smaller contractors. OSATs are not just competing among themselves anymore. Increasingly, they are facing competition from TSMC, UMC and other foundries, which hold pressed into chip packaging and testing services for several years now. There are moreover internal assembly and testing operations at some of the bigger semiconductor vendors, such as Intel, Samsung Electronics, and Texas Instruments, that buy away unavoidable commerce opportunities.

“There are a bunch of pressures in the OSAT commerce that will shape the industry in coming years,” says Risto Puhakka, president of VLSI Research. TSMC is competing in the high-end packaging business, with Apple as its immense customer, and integrated device manufacturers are moreover competing in that field, he notes. (TSMC’s largest customer, not identified in its most recent 20-F filing, accounted for 22% of the foundry’s 2017 net revenue.)

There is more competition on the horizon, too. “The other pressure point that the OSATs feel is China,” says Puhakka. “There’s a substantial amount of packaging coming up in China, with the much lower cost, whether it’s through subsidies or something else. There is definitely pressure at the low end. It comes in the form of expense pressure. Because the OSATs want to advocate up the volume; their pricing is a much tougher environment. If you ogle at those two trends, you contemplate people probably want to derive bigger, they want to breathe operating in China, they want to breathe more competitive. The cycle in R&D is to derive back that high-end business, and there are a number of things pushing in those directions. If you ogle at the OSAT commerce final year, there was growth, but nothing spectacular. Then, you ogle at the assembly paraphernalia demand, which was spectacularly hot, which means a lot of paraphernalia went to others—other than the traditional OSATs. It went mainly to China, to IDMs, to TSMC, Samsung.”

China’s OSAT industry is mostly made up of smaller firms, aside from Jiangsu Changjiang Electronics Technology (JCET), which owns STATS ChipPAC and other companies. JCET acquired STATS ChipPAC in 2015.

ASE and SPIL will breathe involved in integration initiatives in the near future, according to Puhakka. “The bigger question is, what will Amkor do? What will JCET do? The immense players may want to buy from China. That’s not out of the question, but there would breathe some regulatory hurdles, I would imagine, to carry out that.”

The great OSATs today hold geographically diverse operations throughout Asia. But China represents the largest growth opportunity.

“It is a market not to breathe ignored,” he says. “It just that you hold the Chinese regulations, the requirement of joint ventures and technology transfers. It makes people very uneasy to carry out something fancy that. Those kinds of actions hold limited how much commerce transfers to China. If you’re operating in China, you hold ongoing IP protection issues. You’re constantly making decisions about what IP are you affecting to China, what are you not. By default, people are basically saying, whatever you spin to China, it becomes Chinese knowledge.”

Fig. 1: Pressures mount for OSATs. Source: CLSA

Bigger dealsJust as more limited opportunities and growing R&D investments fostered some mega-deals in the semiconductor business, similar forces are at toil in the assembly, package and test world, which serves the semiconductor companies.

“It was certainly no flabbergast that ASE and SPIL came together, because of the increasingly challenging OSAT commerce environment and the major consolidation we’re seeing in their customer base,” says Hal Lasky, senior vice president of sales and marketing for JCET Group, who moreover serves as executive vice president and chief sales officer for STATS ChipPAC. “It’s kindly of inevitable that they would contemplate this at the OSAT level. Clearly, we’re a piece of that as well, as they are now a piece of the JCET Group. What does it suggest for the competition? As a company, they embrace this change, and they contemplate many opportunities arising due to this merger. There are many semiconductor companies, their customers, who contemplate a combined market share of ASE and SPIL within their own TAM. I call it unhealthy, or maybe a limited too high. We’ve had many chances to compete for market share where, without this merger, they wouldn’t have. I absolutely believe this merger enhances the competitive nature of the OSAT space. Maybe it gives us a higher bar to shoot at, which is not necessarily a dismal thing for this very competitive OSAT industry.”

Lasky anticipates there will breathe more consolidation ahead, for the OSAT segment in particular, and the semiconductor industry in general.

“In the OSAT space, while I carry out anticipate us to result the trend, they won’t contemplate quite the pace. There is still a haphazard to contemplate continued OSAT consolidation, but maybe not at the pace of their customer set. And the issue with OSATs is that the long tail of their industry—where the petite players are not always of interest for M&A for the larger OSAT because the return you derive versus the alternative of just competing for the business—when you ogle at that and the ROI and the deal around that, it doesn’t arrive out in favor of acquisition. Also, in the OSAT space, the technology gap between top-tier OSATs and the smaller OSATs continues to grow. That has an impact on the interest plane in the larger OSATs to drive M&A with smaller ones.”

So rather than accelerating consolidation, consolidation among OSATs actually could behind down, he says. At the same time, TSMC will continue to compete with OSAT contractors in IC packaging services. “Their solutions in the wafer-level space—InFO and CoWoS—those are outstanding packaging solutions. They are targeted at key segments in their customer space, and they are staking out their portion of the application space. Within the overall application space, there is a very pleasurable felicitous for those products. They’re investing in the back end, and they’re doing it in a route that makes sense to their business. And it lets them optimize their overall commerce model. I contemplate them continuing with that and continuing to stake out that position. While that’s certainly a challenge to the OSAT space, it’s not really a killer. But they need to adjust to that.”

Peaceful coexistence?So can foundries and OSATS live and toil together?

“There’s no question that the respond to that is yes,” Lasky says. “I believe very strongly that there’s plenty of opportunity. As they adjust to that shift in TAM, it’s mostly TSMC when you ogle at it, the bottom line is I believe very strongly in the spirit of co-opetition, because they continue to toil very closely with the foundries to buy supervision of and advocate their customers. Key to how they adjust as an OSAT industry really is finding where their strengths and their capabilities in the OSAT industry can buy edge of current growth areas, to buy TAM back versus losing it to the foundries.”

The system-in-package module space is one locality where OSATs can really shine, Lasky asserts.

“When these higher-level solutions involve multiple die, multiple devices, and you need to integrate at the packaging plane to create a packaging-level solution, suddenly you need the abilities of OSATs, where in the past you might hold done that as an EMS board-level solution,” he says. “There’s miniaturization, there are shielding concerns, there are a lot of different intricate process-level concerns, and it’s required at a very high yield. And those are every single things that they play well in. We’re starting to contemplate their TAM actually grow in that space in the OSAT world. There is no one packaging solution that’s going to wallpaper the entire application space. You need to find your strengths, find where your capabilities can let you grab share, and then proceed for that. Even in wafer-level, where the foundries hold the very stalwart solutions for some of these processors, they hold their own fan-out wafer-level and wafer-level CSP solutions that don’t execute sense in the foundry space. The OSAT can carry out a better job.”

Ron Huemoeller, corporate vice president of Amkor and head of corporate R&D, likewise sees immense changes and challenges in the OSAT industry.

“It’s a changing competitive environment and the OSAT market continues to narrow at the top, with only two OSATs remaining dominant in every single phases of technology, ASE and Amkor, following the merger of SPIL and ASE. With fewer choices, more dependence on the premier OSATs is inevitable. It is considerable to note that developing and manufacturing current package platforms is expensive, and it requires a high degree of engineering expertise. It moreover requires perpetual funding in R&D to maintain competitiveness. Adding current blocks of capacity is very expensive – continually challenging ROI.”

Whether that will lead to more consolidation, and how quickly, remains to breathe seen.

“The OSAT commerce requires scale,” says Prasad Dhond, Amkor’s vice president and universal manager of automotive. “There will continue to breathe some plane of consolidation as players try to combine their resources to compete. This might now breathe more applicable to the smaller (Tier 2 and Tier 3) players, though. Foundries are making a push into unavoidable segments of high-end packaging. They view this as an occasion to cross-sell additional services and moreover to execute their commerce stickier. However, from a fundamental commerce model standpoint, packaging margins are lower than what foundries are used to. It is not clear if foundries will breathe willing to execute massive CapEx investments in packaging when they could breathe using the capital for something else.”

So does that suggest everyone will co-exist in their own space?

“One of the key aspects of foundry success in entering into the OSAT market segment is the bundling of their silicon with advanced packaging technology,” Huemoeller observes. “They secure the silicon sale by attaching it to the package technology. Foundries and OSATs are key components of the ecosystem. The foundries won’t engage in every single aspects of the assembly and test business. There are niche areas they will play in, but there will always breathe a need for them to toil with OSATs for other applications and if volumes exceed unavoidable thresholds.”

Behind the ASE-SPIL dealIn its 20-F filing with the Securities and Exchange Commission for 2017, ASE provided an in-depth ogle at market pressures and developments in this space.

“We hold significantly expanded their operations through both organic growth and acquisitions in recent years,” ASE says. “For example, they acquired the controlling interest of Universal Scientific in 2010 to expand their product offering scope to electronic manufacturing services; they moreover entered into a joint venture agreement with TDK Corporation in May 2015 to further expand their commerce in embedded substrates; in June 2016, they entered into the Joint share Exchange Agreement with SPIL to buy edge of the synergy effect of commerce combination between SPIL and us; furthermore, they entered into a joint venture agreement with Qualcomm Incorporated in February 2018 to expand their SiP business. They anticipate that they will continue to expand their operations in the future. The purpose of their expansion is mainly to provide total solutions to existing customers or to attract current customers and broaden their product range for a variety of end-use applications. However, rapid expansion may station a strain on their managerial, technical, financial, operational and other resources. As a result of their expansion, they hold implemented and will continue to implement additional operational and fiscal controls and hire and train additional personnel. Any failure to manage their growth effectively could lead to inefficiencies and redundancies and result in reduced growth prospects and profitability.”

It adds, “The successful consummation of the SPIL Acquisition is topic to a number of factors, including, among other things, obtaining every single necessary antitrust or other regulatory approvals in Taiwan, the United States, the PRC and other jurisdictions where they carry out business. They received a no-objection letter in respect of the share Exchange from the TFTC on November 16, 2016. On May 15, 2017, they received a letter from the FTC confirming that the non-public investigation on the share Exchange has been closed. On November 24, 2017, they received approval from the Ministry of Commerce of the People’s Republic of China (MOFCOM) for the share Exchange under the condition that ASE and SPIL maintain independent operations, among other conditions, for 24 months. In the event these conditions cannot breathe satisfied, they may re-evaluate their interest in SPIL and may consider, among other legally permissible alternatives, to dispose their SPIL shares at a loss, which may significantly touch their fiscal position. Notwithstanding the above, even if they are successful in consummating the SPIL Acquisition, they will breathe topic to regulatory restrictions requiring us to maintain divorce operation of SPIL for a term of time, and they may visage challenges in successfully integrating SPIL into their existing organization or in realizing anticipated benefits and cost synergies afterwards. Each of these risks could hold a material adverse effect on their commerce and operations, including their relationship with customers, suppliers, employees and other constituencies, or otherwise adversely touch their fiscal condition and results of operations.”

The 20-F says, “The packaging and testing commerce is capital-intensive. They will need capital to fund the expansion of their facilities as well as fund their research and evolution activities in order to remain competitive. They believe that their existing cash, marketable securities, expected cash tide from operations and existing credit lines under their loan facilities will breathe adequate to meet their capital expenditures, working capital, cash obligations under their existing debt and lease arrangements, and other requirements for at least the next twelve months. However, future capacity expansions or market or other developments may cause us to require additional funds…If they are unable to obtain funding in a timely manner or on acceptable terms, their results of operations and fiscal conditions may breathe materially and adversely affected.”

ASE has a co-opetition relationship with TSMC. The two companies hold had a “strategic alliance” since 1997. ASE serves as the foundry’s non-exclusive, preferred provider of packaging and testing services for microchips fabricated by TSMC.

ConclusionWhile OSATs will hold one larger competitor to deal with in the near future, those companies ogle forward to the fray. TSMC’s muscling in on the high-end packaging business, especially when it comes to Apple’s custom application processors for the iPhone and the iPad, is a competitive challenge.

Yet OSATs retain expertise in the areas of SiP modules, molded interconnect substrates, substrate-like printed circuit boards, semiconductor embedded in substrate, and other emerging technologies. And while competition continues to ratchet up, there are always current opportunities around the edges for companies with the expertise and investment dollars to continue eking out a sound living.

Related StoriesMIS Packaging Takes OffMolded interconnect substrate emerges as packaging choice for analog, power ICs and cryptocurrency chips.Toward High-End Fan-OutsDenser interconnects, stacked die could compete 2.5D approaches.What Next For OSATsASE’s COO opens up on the future of fan-out, growth prospects, and where the next opportunities will display up.

VMware's CEO Hosts 2013 fiscal Analyst Day (Transcript) | existent questions and Pass4sure dumps

VMware, Inc. (VMW) 2013 fiscal Analyst Day August 26, 2013 2:00 PM ET

Jonathan C. Chadwick - Chief fiscal Officer and Executive Vice President

Patrick P. Gelsinger - Chief Executive Officer, Director and Member of Mergers & Acquisitions Committee

Carl M. Eschenbach - President and Chief Operating Officer

Sanjay J. Poonen - Former Executive Vice President and universal Manager of End-User Computing commerce Unit

William D. Fathers - Senior Vice President and universal Manager of Hybrid Cloud Services commerce Unit

Rangarajan Raghuram - Executive Vice President of Cloud Infrastructure and Management

John S. DiFucci - JP Morgan Chase & Co, Research Division

Keith F. Bachman - BMO Capital Markets U.S.

Jayson Noland - Robert W. Baird & Co. Incorporated, Research Division

Louis R. Miscioscia - CLSA Limited, Research Division

Gregg S. Moskowitz - Cowen and Company, LLC, Research Division

This event includes forward-looking statements that are topic to risks and uncertainties. Actual results may vary materially as a result of various risk factors, including those described in the 10-Ks, 10-Qs and 8-Ks VMware files with the SEC. This presentation will moreover include unavoidable non-GAAP fiscal measures. Reconciliations to GAAP are available on VMware's Investor Relations web page at

Good morning, everyone, and to those of you on the Web, pleasurable morning, pleasurable afternoon and pleasurable evening. I'm Paul Ziots, and it's my joy to welcome you every single to the 2013 fiscal Analyst Day being held in conjunction with the 10th anniversary of VMworld, the leading virtualization and cloud computing event. I'll cover a few housekeeping items and then we'll jump birthright into the day.

First, we're scheduled to shun from 11 to 3:30. They hold a short intermission from 1:30 to 1:45. There's no scheduled lunch break, but as you contemplate there's food outside birthright outside the door, so grab food at your convenience.

Now a word about seating. They are strictly required to hold everybody seated. So anybody in the room, tickle breathe sure you're in a seat birthright now. We're in complete compliance with the Fire Marshal Code. Let's, please, advocate it that way.

Now lastly, mp;A is considerable to every single of you, so I wanted to give you a quick heads-up on what to ogle forward to during the day. From 1:10 to -- excuse me, 1:10 to 1:30, we'll hold a mp;A with executives from their Software-Defined Datacenter, BU, their Hybrid Cloud and their End-User Computing businesses as well; from 2 to 2:15, mp;A with a very great VMware customer; and from 2:45 until approximately 3:15, mp;A with their CEO, CFO and their President.

With that, it's now my Great joy to interpolate to you Jonathan Chadwick, VMware's Chief fiscal Officer, to start the presentations.

Jonathan C. Chadwick

Thank you. Clicker, don't shun away with that. Morning, everyone, and afternoon, wherever you are, to you around the world, if you're watching or listening verbally. It's my Great joy to breathe here, not just because this is my first official Analyst Day for VMware, but moreover because it gives us the occasion to unite this in conjunction with, as Paul said, the world's industry-leading virtualization event and the cloud computing event of the industry. So I reckon they hold a unique occasion to combine listening to us and the fiscal context of today, but moreover talk about this occasion that's just incredible ahead, talking to their customers and their partners, and I just cheer you, as I know many of you carry out already, to network as much as possible.

If you reckon about where VMware has arrive over the final decade plus, we've been about bringing disruptive innovation to the marketplace. And people don't demand today what compute virtualization is every single about. They demand about how much more there is to go. And if you listen to the keynote today, and you'll hear again from Pat in just a second, we're taking a direct parallel from what we've done with ESX in the first introduction there and the occasion for the next decade. We're just getting started. The occasion ahead of us is huge. They believe we've got the amend vision and very sound strategies for how to execute against that vision, and they believe they got opportunities to delivering growth today and continuing into tomorrow.

I want to buy one thing off the table, first of all, before they derive started getting into too much detail. Nothing has changed since my outlook I provided to you on July 23 at the conclude of Q2. We're reaffirming Q2 -- Q3 '13 and fiscal year -- complete fiscal year for FY '13 fiscal guidance. So nothing has changed in the outlook I provided since July 13 -- July 23, excuse me.

If you reckon back to March when they held their strategic forum meeting in current York, they showed this market occasion chart. This market occasion is extremely large. I reckon we're poised for a decade of significant occasion and significant growth. This is just talking about 2016. And this is just taking about their estimates of the market as they contemplate it today. We're talking about the next wave of innovation. Each one of their leaders has focused their teams and their organizations on how we're going to capture these market segments. And each one of them will talk about how this market is going to unfold, their visions and their strategy for this as they proceed forward.

So with that, let me talk about how we're going to consume the next 4 hours with you and give you a sense about what's coming up. So Pat will unite me on stage in just a second here to review his vision and strategy for VMware and how he's leading us on that journey for the next decade. Carl will then unite us on stage and lead us through a conversation on their go-to-market strategy. The go-to-market aspect of their commerce is as considerable as the product aspect, how are they bringing this occasion and taking the occasion to the market, both with direct sales and with their very, very great customer and colleague base. And then each of their universal Managers in the areas of Hybrid Cloud, End-User Computing and Software-Defined Datacenter will lead us through their visions and their strategies about how they're aligning their businesses to seize the occasion ahead. And then we'll hold a mp;A for about 20, 25 minutes with Bill, Sanjay and Raghu before we're honored to hold Steve Hilton from Credit Suisse unite us. Steve is an industry-leading CIO amongst other things and we're very honored to hold him unite us and lead us in a conversation with Carl when they hear about the journey he's on and the opportunities that he sees ahead as they reckon about the industry transformation we're really just getting started with. I'll arrive back, final but not least, with a fiscal framework, recapping what I talked about in many route since March, but moreover talking about a few more details about how they should reckon about this, how you should reckon about this occasion from a fiscal perspective, again, for the next 2 to 4 years. And then Pat and Carl will unite me on stage around 3:00 for about half an hour of mp;A as they expend the time answering as many of your questions as possible. And then I'd cheer you -- as many of you as possible to unite us at the W Hotel for a reception, and I'm looking forward to seeing as many of you there as possible.

So with that, it's my Great joy to interpolate their leader and CEO, Pat Gelsinger, to kick us off. Thank you very much.

Patrick P. Gelsinger

Well, thank you, Jonathan, and Great joy to breathe with many confidential faces here. Slightly smaller audience than the final one. Great. arrive on, it's a joke, right? There's over 10,000 people in that play and over -- how many in the overflow, Carl? 3,000 or 4,000 in the overflow. I mean, what an overwhelming audience, right? I mean, just incredible, right? Just -- they didn't realize there were that many V geeks on the planet, did you, right? Yes, this is a Great show.

So I carry out want to briefly just proceed through that. I know a number of you there sort of try to soar through some of these comments pretty quickly, and then talk about a few specific things that I reckon are unique to the fiscal analyst audience. But I started the keynote by talking about these waves, right, as they've gone through the IT industry and their implications on the infrastructure required to shun IT. And the first, the mainframe era, thousands of users and apps, right? The glass rooms of IT and that gave route to the client server era, right, where they ended up building, right, very specific infrastructure, deliver on very specific application domains, ERPs, CRM, et cetera. And today, we're on the cusp of the transition to the mobile cloud era and -- right? This mobile Cloud Era is one we're talking about literally every person in the planet becoming a user, right? We're seeing, right, the age of software, this application, right, and the burgeoning set of applications and self-service environments, and fundamentally, the IT operations that need to breathe delivered against that as IT as a Service, right? This rapid, agile environment against it.

And as their customers are looking at this mobile cloud world, virtualization is a key and powerful appliance to proceed build it, but they moreover need to reduce costs in their current client server environment. And in that, essentially, they need to drive out cost from this client server environment, the legacy environment, these silos, this museum of IT to enable the investments in IT of tomorrow or into these cloud and mobile infrastructure. And they contemplate the role of VMware as uniquely sitting as one of and maybe the only technology that allows you to attend build tomorrow, while moreover liberating resources from today. And that, to us, is the fire that they hold because they derive to attend their customers, their partners and their ecosystems on both sides of this issue, saving costs today, building the infrastructure for tomorrow.

Jonathan showed this picture, and they continue to contemplate that there is a huge market occasion for us as they proceed forward. The Software-Defined Datacenter, the largest of the components thereof, right, compute representing the smallest piece, right? But as they open up to network and security, to management and automation, storage and availability, right, and accelerating growth rate potential and a much larger market opportunity. The Hybrid Cloud today, they made the announcement vCloud Hybrid Service is $14 billion market in Hybrid Cloud, and you'll hear us constantly arrive back to the phrase of hybrid, the seamless connection of those 2 worlds together. And then End-User Computing, right, again, leading to liberate resources from the secular decline in the PC industry to, right, this mobile environment of the future, both saving cost for today's client infrastructure, as well as building, right, the environment for tomorrow. So that's the $50 billion market occasion as we've laid out from here to 2016. They gave you that framework back in March and nothing's changed, even though they continue to analyze, refine and ogle carefully at that model.

The 3 imperatives that they laid out, the first one is extending virtualization to every single of IT, right? Every piece of the data heart needs to breathe virtualized. They need to bring that same software-driven, right, flexibility and agility to networking, to security services, to data services and storage facilities, to, right, the availability services and deliver inside of the environments of management and automation, right? And then next up, right, as we've laid out, is the announcement of NSX, their networking platform. That entire layer, right, of management in the data heart needs to breathe redone, right, and this is one of the areas that they contemplate some of the greatest leverage for operational efficiency is the automation and current tools and analytics associated with, right, running a data heart of tomorrow. And then finally, that the Hybrid Cloud becomes the standard, right, this expected route of being able to buy edge of public cloud resources.

So they announced a number of things this morning, a brief reprise of the things that they discussed today, right. First, right, the continuing cadence of their core product line with vSphere 5.5. The simple term I'd consume is 2x, right? They doubled the number of VMs, doubled the number of cores, doubled the number of sockets, right? every single of these 2xs as their customers continue, right, particularly to virtualize more great environments. Intel roadmap continues to give us more cores and enabling that continuing increase, right, in many aspects of the VMware consume cases against it. And against that 2x, we're likely to buy applications fancy mission critical, right? We'll contemplate up to a 2x performance improvement, right, as a result of those continuing enhancements in the core virtualization layer.

We announced vCloud suite 5.5, a lot of felicitous finish and improvements for that. They announced NSX, the combination of their organic networking, VCNS, with Nicira into a single platform. And they announced the universal beta of vSAN, their key technology for the software-defined storage layer.

We moreover announced Hybrid Cloud, the universal availability of the vCloud Hybrid Service today, as Bill will proceed into a limited bit more in the course of their discussion today, Great response from the early access program. And customers fancy Harley and Apollo that they had, right, feature in the stage today. Also, their first franchise partner, and Bill will explore this a limited bit more. But to me, right, we've sort of given limited hints of this direction to you as we've talked about the Hybrid Cloud strategy for us in the past. We've sort of used terms fancy asset-like and partner-friendly. And this is the first embodiment of what they really suggest when they command that because we're able to take, right, and proceed to a major service provider fancy Savvis, forge a partnership where they are taking edge of their core software stack innovations and operations that we're going to carry out and combine that with their assets, their network, their infrastructure, their service relationships to their partners. And that win-win relationship, both of us proceed faster into delivering this hybrid environment.

And in End-User Computing, the key announcement of today was Desktop as a Service. And as you reckon about Desktop as a Service, to me it really sort of combines, right, some of the legs of their strategy together. Because for it, it allows us to start building, right, the layer, these 3 pillars of their strategy and start demonstrating how we're going to toil together across those different pillars in the strategy. And so Desktop as a Service, right, it accelerates their End-User Computing offerings, but it does so by building on their vCloud Hybrid Service. So every time I, right, sell a vCloud Hybrid Service, I advanced the Desktop as a Service opportunity. Every time I sell a Desktop as a Service user, right, what are they running on, right? They're building on a secure, trustworthy SLA environment of vCloud Hybrid Service.

We moreover announced today DR as a Service. They buy that footprint of SRM, SRM probably the most successful adjacency in VMware's history, and they gave it this nice elegant target in the cloud. So again, we're tying together both technically and commerce go-to-market and customer value, right, of 2 legs of the strategy, right? They moreover announced vSAN today, right, and Virtual SAN, one of the things that -- one of the consume cases that you heard me comment on the stage is VDI. And VDI needs very performant, low-cost storage infrastructure because the storage component of End-User Computing for VDI is the largest barrier to the cost model, right, of VDI being broadly deployed and Sanjay will cover this a bit more in his conversations.

So we're leveraging their End-User Computing position with key technologies coming out of their SDDC position. And when you buy those together, right, fundamentally, what you're going to contemplate from VMware as they proceed forward against these 3 strategies is they will derive more and more technical leverage across the 3, product leverage across the 3 and go-to-market leverage across the 3. And you'll contemplate us tie these together in closer and more powerful ways for their customers as they proceed forward. And this is why they think, in many cases, right, there will be, right, an acceleration of commerce value, customer value, services that we're going to breathe able to deliver to the marketplace. And ultimately, differentiation and competition -- advanced -- competitive edge over any of the alternative players in the industry. And this leverage, they think, is a very powerful, right, capability that we're just getting started on and I wanted to specifically highlight some of those unique cross-strategies that are starting to materialize today.

Now this total myth began with compute virtualization. It's where they began the myth and the Software-Defined Datacenter has been very successful. As you heard me command from stage this morning, we're not done until 100% of apps are virtualized, right? We're not -- 90% is not a pleasurable answer, 80% is a lousy answer, 70% is dreadful, right? We're just going to advocate driving for more and more. But clearly, the Software-Defined Datacenter is a much bigger picture than that. And as you reckon about this broad set of things that we've laid out, this picture has become a very broad set of capabilities for the datacenter overall, touching on management, security, orchestration, user interface, self-service portals, right, a very, very broad set of capabilities. And when you ogle at those, it's like, wow, the VMware technology stack. There's a lot to it, right, and we've continued to build out the set of unique products, services and capabilities to hold a complete enterprise suite of technologies. And they sort of dive into any one of these and whether it's something fancy DRS or SRM or security features or virtual firewalls or current load poise for services, wow, there's a lot of stuff inside of that suite. And they continue to pick up the pace on their innovations as their customers are anxious to buy edge of the individual capabilities. Some of the customer examples on stage, right, could you imagine 3 better customers, right, than GE, Citi and eBay, right, for NSX, right? As you listen to some of the customers fancy Columbia taking edge of everything, right, that they do, Apollo Group, the consolidation ratios they're seeing and the benefits of both public and private, very, very powerful consume cases and this breadth and depth to meet the complete range of enterprise customers.

Now one of the things I touched on as well on stage is trying to clarify this position of OpenStack. And for OpenStack, what is OpenStack? It's a framework for building cloud. It's a set of open APIs, and against that, you can choose different technologies, right, to proceed execute against that framework. And we've said very clearly that VMware is embracing those OpenStack APIs. We're adding advocate for them to their products. And if you ogle at this list here, what they -- what I announced this morning is that the orchestration layer, right, the next release of vCloud Automation heart will breathe adding advocate for managing workloads into OpenStack environments. So we're embracing it. It's just going to breathe another target cloud, right, that they can drop workloads and manage it in, right? Their portal and interfaces, we're adding support, right, through vCache (sic) [VFCache] for that as well. We've added support, right, and the grizzly release for vSphere and they hold many customers and you'll hear from fancy PayPal here at the conference this week who's using vSphere, right, against their own version of their Nova controller that they've built, right, and there was some discussion on that early in the year. And they're saying, I want the world's best hypervisor to shun in their management environment that they highly customized and built into their operations that they're doing for PayPal, right? Clearly, networking, it's piece of the rationale for Nicira, right, was their leadership in Quantum, which has now become called Neutron, right, the latest versions of the networking APIs. And I effect them in dash lines here since they haven't formally announced this yet, but you can guess what we'll carry out with their storage technologies, right? We'll add advocate for the storage layers because we'll hold best-of-breed storage technologies. And what are they going to do? We're going to advocate just another set of APIs to extend their market occasion and to those customers who would choose to build OpenStack, largely service providers, Internet providers, just another set of customers for us to deliver their best-of-breed technologies into.

But I'd moreover point out that the stack on the left is a total lot richer and more robust for enterprise customers, highly integrated and complete, compared to the stack on the right, right? And this is why we're really saying, this is mature, it's early, and we're going to advocate it just as another set of interfaces and another set of customer interest might drive us to.

It's been -- VMworld is a Great marker for me personally since exactly a year ago, I took the baton from Paul. I stood on stage and pontificated about things I don't know yet or didn't understand at the time. And now a year later, right, we've gotten a lot done, right, as a leadership team. First, just clarity of focus. And they clearly said, these are the 3 things that we're going to derive done and these are big, audacious, aggressive goals. And we're going to align everything that they do, right, against these 3 areas. And that clarity of focus, as Carl and others mention to, is understood throughout the company. They moreover formed Pivotal, and with the formation of Pivotal, the movement of those assets, right, has clearly allowed us to breathe more focused on their priorities, but moreover participate uniquely in this immense Data space. moreover driven excellence and execution. Today's conference, the numerous product announcements that we've announced, right, the enablement, right, against their core priority areas, we're performing as a company and the Q2 earnings numbers were clear evidence thereof.

We moreover reaccelerated growth of VMware, and for this, we're proud, right? They said they were going to, you were skeptical. Q2 proved that, right? We've reaccelerated the growth of the company and we're quite arrogant of the results that they brought forward.

We moreover hold world-class talent, and you'll hear from Bill Fathers, you saw him on stage this morning. We've added key current talent, Kevan and Dinesh [ph]. Where's Dinesh [ph]? Over here, right, recently joined the finance department. You'll hear from Sanjay a limited bit later and today leading their EUC business. And this morning, they announced Tony Scott as their current CIO. Tony, what don't you stand up and wave? They're going to derive the haphazard to contemplate lots of Sanjay, right? So Tony, this morning, they announced as their current CIO coming from Microsoft, Disney and GM and a few places before that so a world-class CIO. And if you ogle at that, they just hold a Great leadership team. And with Jonathan and Carl and the others, Raghu and the others on their leadership team, we're just delighted for the trait of their leadership team. And I know some of you hold questioned that and some of that is just the natural transition of leadership. But I'll explain you, this is a Great leadership team and I am honored, right, to breathe able to breathe piece of such a Great team of leaders.

And fundamentally, they contemplate ourselves positioned to win. The Software-Defined Datacenter, right, it is the birthright strategy. They finished their customer meeting about Software-Defined Datacenter and the question isn't if or why, it's when. How carry out I derive started? When can they derive started? How carry out they spin forward? Hybrid Cloud, right? Early access program. As I fancy to joke, right, the national anthem is still playing in many of these cloud discussions, and this total plan of a just hybrid seamless sustain any app, any place, no changes, very powerful. And End-User Computing, right, combining of the infrastructure and delivering every single the route to these emerging devices. Again, uniquely positioned, stalwart vision, Great resonance with customers. They contemplate ourselves as positioned to win.

We'd moreover command that they moreover hold a unique commerce model, and the federation gives us Great opportunity, right, to both breathe independent but yet strategically aligned and leveraged. And you heard much about what we're doing this morning but GoPivotal, as an example, they hold been the point of the arrow with the GE relationship. VMware has advanced their position with GE as a direct result of GoPivotal's assignation with GE. We're getting leverage from that.

EMC. You saw Citigroup on stage this morning. Citigroup, one of EMC's largest customers and that they were able to foster their position with them as a result of that relationship. BCE, one of their largest customers, Visa, and they were able to foster the VMware position with Visa as a result of BCE's position with them. Strategically aligned, uniquely independent and able to operate effectively in this way, leveraging the power of that federation, right, as they spin forward to accelerate the VMware position in the industry.

So the takeaways I would fancy you to hold as I conclude my time and I'll breathe back for mp;A a limited bit later, one is, this is a huge market opportunity, right? It is large, it is growing. We're uniquely positioned to proceed buy edge of this opportunity. They are executing well. The leadership team that we're forming, the strategy and alignment and priority against that, they are picking up the pace as they execute across every single aspects of the business. And finally, their momentum with customers, right? And I -- just I -- that room, I mean, it's just overwhelming, right? Standing play only, 15,000-ish people in the room, 22,000 people here at the conference, an overwhelming amount of interest in what they are doing. And their partnership and relationship with customers is clear evidence, right, that what we're doing, the vision that they laid out is being powerfully embraced by some of the largest and most considerable customers in the world but moreover by some of the most geographically dispersed customers, great and small, right, across them. And in the course of Carl's presentation updating you on customers and Sanjay and Bill Fathers and Raghu, right, to Jonathan's presentation, they hope you'll just derive a limited bit of the tang of the enthusiasm that they have, right, at VMworld, and thank you for joining us.

Carl M. Eschenbach

Thank you, Pat, and pleasurable morning, everyone. It's Great to contemplate everyone again here this year. And I'm very excited to announce, you every single asked me final year at this event when are they going to hold a CFO, and I'm very pleased to declar we've had Jonathan for almost a year and he's been a welcome addition to the team, a world-class CFO, and he's brought a tremendous amount of industry knowledge, sustain and fire to VMware and he couldn't breathe a bigger piece of their team than he is today. So Jonathan, thank you. And Paul, thanks for guys hold done over the final year.

So what I'd fancy to carry out today is buy a limited bit of time and talk to you about how VMware is accelerating their customers on this journey to IT as a Service. And when they reckon about IT as a Service, it really can only breathe delivered through the consume of software, and powerful software that reduces the friction between the consumers and producers of IT, and that establishes a current plane of faith and collaboration between the 2 can only breathe achieved through the use, quite honestly, of powerful software that is being delivered as a service. And I'd fancy to expend some time just talking to you about how we're thinking about how to buy these technologies, products, services and goods to market and derive them into the hands to their customers to allow them to achieve the goal of IT as a Service.

And let me start by taking a quick ogle back at something both Jonathan and Pat showed up here earlier, and that is the market occasion they hold at VMware. And when you ogle at this across these 3 different key priorities that Pat has laid out for us, it's a massive market opportunity. A $50 billion market occasion for us to proceed out and once again radically transform an industry through the consume of virtualization software.

So quite a lot of ground to cover in 20 minutes.

So let's start with the core value proposition to their clients, many of whom the overarching commerce call of embracing the public cloud is to achieve greater agility. Practically, they want to derive more done, they want to carry out it with less, and they want to derive there quicker.

Our value proposition to their clients is around providing a seamless extension of their existing IT environment into the public cloud. And this resonates extremely well with clients. Let me just command practically what that means.

We reckon about this at 4 different ways. One is the existing applications they've already -- they're running very happily and are fully certified to shun on their existing VMware infrastructure. They can now spin or create current versions of that same application without facing the dilemma of whether the application will work, whether they hold to rewrite it, test it and reconfigure it. They know because of the Great control point they hold in the infrastructure at the hypervisor layer. You can pick the application up, spin it, and it's going to toil first time. Very powerful.

We're moreover targeting this to breathe a platform that clients can build "born in cloud" and next-generation applications that need to derive access to content that already resides on their virtualized infrastructure on premise. And I'm going to give you a pair of very practical client examples, so every single these words can arrive and seem more fancy reality.

The secondary is around networking and basically being to extend their existing local locality network over into their public cloud, and every single of those security policies every single remain intact. So from a security perspective, this is great. This means you haven't got to recreate the arc. You can just extend your existing networking and firewalls into the cloud Hybrid Service, and it's going to toil with every single the same security protections. And this means if you've achieved compliance on your platform for a regulatory, governmental or industry standard, as you extend it into vCloud Hybrid Service, you're guaranteed to preserve that compliance, which is, again, very valuable.

And their common management framework, you can buy edge of the same tools you're using on-premise to manage this public cloud service off-premise. And for many clients, just practically having one organization you can call. If you've got -- if an issue should occur and you're not sure if it's off-prem on your public cloud or on-prem, My VMware 1-800 or myVMware is the single station that you can call. And the vision they deliver to their clients is so that they hold a public cloud that allows them to develop any application and they can effect it either in vCloud Hybrid Service or on-premise and they don't hold to execute any compromises.

So I mentioned there that we're obviously targeting their existing client basis and the substantial $40 million VM footprint we've established around the world with over 500,000 clients. And again, I'll talk a limited bit about how we're already beginning to contemplate their clients buy edge of this service offering. But when they reckon about the addressable markets and specifically the addressable market for vCloud Hybrid Services, they contemplate the total addressable market in 2016 at around $14 billion with this 30% compound annual growth rate.

So let's talk about the strategy. How carry out they win? I want to orientate you on to this slide. So I'm going to talk about their strategy with 2 main reference points. On the left-hand side there, I'm talking about the kindly of workloads that we're targeting. And on the right-hand side, I'm talking about the kindly of buyers that we're targeting in various phases. And I'll talk you through what their 3-phase strategy looks fancy in the context of both of those things.

So let me start with workloads. On the left-hand side, when they ogle at the kindly of workloads that clients spin off-premise, they reckon about them in a few ways. They reckon about whether the application sort they're affecting is a traditional application. By that, they suggest perhaps it's a SQL database or an Oracle Database, or a very conventional ERP, Enterprise Resource Planning, appliance fancy SAP, Oracle Financials, JD Edwards. And again, the other dimension is, is it a workload that's in production or is it something that's somewhere in the test and evolution life cycle?

And on the right-hand side, they reckon about workloads in terms of being a potential "born in the cloud" or next-gen sort applications. And characteristically, they mind to obviously scale out much quicker and perhaps station less reliance on the fundamental performance of the infrastructure. And in this category, a lot of immense Data applications, analytical tools, very often based on unstructured databases, and quite a lot of net current growth in enterprises goes into this right-hand side in terms of workloads.

And now let's ogle on the right-hand side, the kindly of buyers. And perhaps we're oversimplifying, but they reckon about their clients in terms of the buyers and the economic buyers we're targeting either within the technical domain or in the line of business. And they contemplate application developers animated on both sides, but we're obviously quite focused on the application -- we'll talk about application developers that live within the line of business. And as I'm sure many of you know, over the final few years, the decision-making around buying public cloud services has started to shift rather towards the right-hand side of this chart as the line of businesses hold disintermediated IT in some cases, they just proceed ahead and buy what they need as quickly as they need it.

So in the first side of their strategy, you'll contemplate us very much targeting their traditional core buyer and traditional applications and workloads and really establishing this fundamental basis of differentiation, this hybrid model, uniquely placed to breathe able to, with such a Great installed base, present a seamless extension of what they're doing. And you'll contemplate us piling on with more and more hybrid services that reinforce this notion of ultimately, you're going to hold some stuff on-premise, some stuff in the public cloud. And the more seamless you can execute that, that's a Great value proposition.

The second phase, you'll contemplate us buy that value proposition and continue to pile on with more features and services, but really expand it geographically. And we'll talk a limited bit about their various commerce models for how they contemplate ourselves expanding it geographically.

And the third phase, we'll contemplate us spin into becoming more attractive for targeting next-generation scale-out sort applications and really starting to zero in on the line-of-business buyer as well.

Now I should just respite and point out that in no route is this necessarily sequential. Obviously, we're affecting quickly. And I'd probably command where they are today is, obviously, we're well establishing in side 1 of the strategy. We're already starting to intention and prepare for side 2 in terms of geographic scale-out. And, frankly, you moreover saw us declar earlier today, Cloud Foundry as a service, which is clearly an indication that we're already embarking upon making this platform an attractive destination for next-gen applications. So there's sort of a fairly great overlap in the phasing of the strategy here.

So let's talk of their commerce model. They hold really 3 ways in which we're bringing the vCloud Hybrid Service to their clients. And faultfinding to this is to allow clients to hold the choice to either buy this as a public cloud service offering directly from VMware through channel partners or they could buy this as piece of an offering that their service providers are taking edge of their technology to deliver the vCloud Hybrid Service to their conclude customers. So let me talk you through that.

So we'll talk about this as being Model 1. So just -- I'd command we're announcing the universal availability of this model today. This is where VMware own and operate the platform and obviously sell and proceed -- they own the sales and go-to-market function for delivering vCloud service into their clients. We're taking complete edge of their third-party datacenters, which they contemplate as an excellent route of maintaining flexibility. Obviously, we're discovering here just how the physical location and how considerable physical location is to many of their clients as they're delivering a vCloud Hybrid Service.

The second model we've had around for sometime. So this is their VSPP program that they referred to, I think, in a number of earnings calls, very successful. This is where they empower service providers. They provide them with the software, often based around vCloud Director, and a piece of their orchestration, automation and virtualization suite. And in turn, their service provider partners consume this to deliver a cloud service to their conclude clients. And this has been extremely successful for us over the final 3 or 4 years. Their clients leverage their software and consume that to deliver service to their conclude clients. And now this model is already ripen in over 70 countries.

But they moreover announced this morning a third model, which is piece of their strategy for extending their footprint and helping us gain market reach very quickly. And this is a model where they contemplate service providers taking edge of the vCloud Hybrid Suite -- Service platform, so a very prescribed package of hardware and software that they will then consume to form their basis of delivering cloud services into their client basis as well. And it's likely that as they consume this model to deploy perhaps into geographies where having a physical presence and a brand is extremely important, perhaps on reasons of data solvency. moreover in terms of compliance. You may well contemplate us hold this kindly of relationships with service providers that hold achieved very high levels of compliance, perhaps with government or other industry standards. But the other value, of course, for service providers is that they can wrap around this platform the myriad of other services, breathe it network application oriented or managed hosting or co-location. You'll contemplate them wrap other services around their underlying vCloud Hybrid Service platform. So it's a sort of rational extension of where we've been. But really at the conclude of the day, it's going to breathe something that gives their clients a complete breadth of choice of the options of how they buy vCloud service from us.

Just in terms of how they reckon about at a very high level, how they reckon about this in terms of capital efficiency. Obviously, in the first model, what we're not doing is doing speculative builds of great datacenters. We're really thinking and focusing on success-based capital, obviously, investing in the underlying hardware and infrastructure to deliver the platform services. And as you'd expect, they are aggressive and major users of every single aspects of their software-defined datacenter, so the underlying cloud platform is as virtualized as they can humanly derive it. And they already reckon that that's sort of providing us with capital efficiency savings very early on at 10% to 15%. But frankly, as they scale, I'd anticipate that performance and the savings we're deriving from embracing their own dog food is going to accelerate rapidly.

In the franchise colleague model, we're -- likely the service providers will breathe making their own investments in their platform to deploy it in their own datacenters. You can clearly contemplate that VMware's consume of their own capital is probably further reduced. And I'd just mentioned that they announced this morning the first of those franchise-type relationships with Savvis, a very well-established global player that is deciding to embrace vCloud Hybrid Service as their preferred enterprise cloud platform, and we'll jointly invest and partly invest in deploying this infrastructure in a number of their datacenters as a first sample of how this model is going to work.

And obviously, in the third and final case, where we're providing their service providers with software, clearly that's limited to no capital deployed for vCloud Hybrid Service and for VMware. But I reckon it's very considerable that they -- clearly this is a -- it's a broad front upon which to assault the market, but they reckon it's considerable that from Day 1, you establish the birthright relationship with the ecosystem to breathe clear that while they carry out hold a direct go-to-market model, we're absolutely about empowering a broad community of service providers that already depend upon their technology. And this frankly is resonating well with their service providers already.

Let me just talk a limited bit about the Early Access Program. They started this in June. It's gone well. It was oversubscribed. And the main litmus test is that we're going to breathe -- we've launched and we're generally available today, bang on schedule.

And let me just give you a pair of examples of how clients hold used the platform so it becomes a bit real. So Harley-Davidson Dealer Systems wanted to deploy a current application for their 500-plus dealers around the country. So it's a sort of tablet-based applications, point-of-sale, and it allows the salesperson to basically hold quick reference to inventory and perhaps the profile of the client that they're talking to and their purchasing history. Now it is an app that's mobile. It's obviously based on an fragile SQL database. But it critically needs to derive access to content that resides in their inventory and client databases that reside in their datacenter, inside their firewalls on the existing highly virtualized databases they already hold running. They experimented with a number of other public clouds to shun this mobile app in various other clouds but just could not derive it to integrate because trying to circumnavigate the various layers of security you've wrapped around a very considerable client data -- really, really complicated.

They basically came to us and said, "Look, this is what they want to achieve. Can they deploy this app and not hold to fret [ph] around with the networking?" And it worked. So it just worked instantly. So they were obviously delighted. They are very aggressive a rolling this application out, and we'll contemplate them expanding that geographically. So hopefully, this brings it -- just existent examples of how for a client that saves them months and goodness knows how much in the complexity of rewriting the app.

The second Great sample was in the Apollo Group and specifically the University of Phoenix. So online education for adults. Huge, huge volumes at unavoidable times of the month or year, where various training courses occur or testing occurs, they contemplate colossal spikes in traffic. So they've become immense users, I suggest big, immense users of some of the other consumer-oriented public clouds. And they took stock and said, "Okay, they hold about 5 or 6 public clouds that we're now taking edge of. This has kindly of proliferated around the world. How about they reckon about whether a hybrid model may execute more sense?" So they ran some analyses and concluded that the best solution for them was to really host their steady-state workload on VMware technology on-premise and consume vCloud Hybrid Service to breathe the public cloud that they're going to consume seamlessly to buy and accommodate seasonal bursts.

Now this is where it gets interesting. They achieved a consolidation ratio in excess of 15:1, 15:1. And you sort of well, how would you carry out that? The route you conclude up is, basically if you're proliferating the consume of multiple public clouds, it starts to become very inefficient. And secondly, it's about the route you designate resource.

So in their model, they designate resource to their clients on a sort of guaranteed basis. They say, you hold an absolute guarantee on this amount of capacity, and within that you can hopefully create as many or as few VMs as want to do. But the one thing that's guaranteed is your capacity. Whereas in the other consumer-oriented public clouds, you'd derive a VM. And frankly the performance of that VM is highly, highly variable. So you can't bank on it. So you automatically self-provision a lot more than you reckon you're going to need to give you a safety buffer. And pretty soon, the economics start to become pretty unattractive. So a very piquant consume case.

We've seen a number of other sort of more conventional classic cloud deployments, as you'd anticipate to see. A lot of clients who are already well established on the East Coast just now need another datacenter on the West Coast or they're already hold a pair of locations but want to establish a catastrophe recovery site and contemplate vCloud Hybrid Service as an obvious site for doing that. Incredible adoption across various industries in their Early Access Program. So they were delighted to contemplate such a broad spectrum of clients already looking to contemplate how they can consume this as a rational extension of how they carry out commerce with VMware today.

So hopefully those are sort of very pleasurable practical examples of how this gets used. In the final few minutes here, let's just recap on where they are today. So having had a successful Beta 1 and 2, a successful Early Access Program, they are announcing the universal availability in the United States of the service today, expanding their physical footprint into their datacenter here in Silicon Valley, their datacenter in Sterling, Virginia, and there in September, and then in October a fourth location in Dallas.

And in addition to that, the relationship with Savvis, where they're now investing with their technology, they're going to deploy vCloud Hybrid Services as piece of their offering into additional and they're starting with current Jersey and Chicago. But it's a Great model there that shows you how you're going to extend the reach of the offering into current markets by leveraging the relationships they hold with service providers.

In terms of value-added services, catastrophe recovery as a service, which is a rational extension if you're an SRM, or a Site Recovery Manager, client. And if you just reckon about that, you deployed Site Recovery Manager and now you hold the aptitude to consume that same appliance to create vCloud Hybrid Service as a destination point for catastrophe recovery.

Our Cloud Foundry, very much oriented towards developers, who are already using the Cloud Foundry environment to evolution applications. And of course, Desktop as a Service will breathe what I suspect will a long list of existing VMware applications that will now deliver as a service based on the vCloud Hybrid Service platform. And again, bringing back the differentiation, if you've got an existing desktop infrastructure already running on-premise but you need to consume vCloud Hybrid Service quickly to either expand the number of seats you have, derive into a current region or perhaps for testing current version of it, then again it's just an obvious route of extending it seamlessly. So you can contemplate where we're going with the hybrid value proposition and just pouring on more capabilities on top of that. And as Carl mentioned, very, very much investing in their channel partners to attend them, not only create the value-added services that will attend clients spin workload on to the platform, but also, obviously, very much buy -- the Great thing they hold is, I guess, Great reach into the enterprise market, credibility and faith to breathe the kindly of entity they would want to buy public cloud services from in the first place. But then we're moreover going to breathe introducing increasingly frictionless models so they, having made the initial purchase, they can add more and more in seconds, not necessarily days. So you'll contemplate us focus on that capability as well.

So in the final minute here before the shepherd's crook takes me off. Let's reckon about what we're going to breathe focused on over the next sort of 14 to 18 months. As you can see, we're attacking the market in a pretty broad front. I'm very pleased with where they are today with a very successful Early Access Program. You'll contemplate us add more and more seamless hybrid experiences. So really by the middle of next year, we'll anticipate every single of their clients to just logically admiration vCloud Hybrid Service as an obvious extra resource pool that they can consume for deploying resources or for adding current applications. And so you'll contemplate us piling more and more hybrid-type services. And obviously, the wealthy ecosystem of software companies they hope will moreover start to adjust their own product technically and commercially so that it can live in this hybrid model as well.

In terms of market reach, so a combination of direct model -- they talked about Model 1 -- and franchise relationships sort of partnerships -- they talked about Model 2. You'll contemplate us expand this service offering from North America starting in Europe in Q1 of next year and in APJ probably around Q2. And I reckon we're actually affecting just slightly ahead of intention in terms of European expansion, so they may yet hold an occasion to bring forward their expansion into United Kingdom earlier than Q1 of next year.

And in terms of client experience, it's every single about delivering an utterly frictionless purchasing experience. So you'll contemplate us focus on that Great deal. Having made the initial deployment conclusion to spin on to vCloud Hybrid Service, they want clients to breathe able to spin workloads or add workloads or execute adjustments to workloads in seconds rather than it having to breathe something that's a manual process. And, frankly, this is sort of underspoken of their aspect of cloud services. The aptitude to deliver that utterly frictionless sustain becomes the absolute basis upon which you need to build the comfort of your service offering. If you can't carry out that, frankly, it's given as availability. You hold to breathe both available and hold the availability at the position extremely quickly to breathe a credible offering that's able to grow at the compound annual growth rate that they talked about earlier.

And of course, finally, around existing and current applications to execute sure that they toil closely with a lot of the existing ISPs that hold already technically certified on their platform, but moreover start to toil with some of the providers of next-gen sort application services. And you'll start to contemplate us add on, develop their oriented services on to the platform as they expand into side 3 of their rollout.

Great. Well, I'm out of time. And hopefully, in 20 minutes, you've got a better understanding of the value proposition to clients, you can contemplate the market we're targeting. You can contemplate how clients are starting to the platform and, at a very high level, you understood their 3-phase strategy. Thank you very much.

Patrick P. Gelsinger

Sanjay Poonen. Just try to stick [indiscernible]. Thanks.

Sanjay J. Poonen

Thanks, Pat. It's a joy to breathe here and contemplate many confidential faces. I am on Day 6 of my VMware journey. So if you hold profound product technical questions, you can demand me that on Day 60. But it's a joy to breathe here.

I just wanted to discourse a limited bit personally from the heart as to why I joined VMware from SAP. Many of you covered SAP. And I talked to a few of you as I was considering this decision, and thank you for your encouragements to unite here. But one, I saw a company that was tremendously innovative. I was actually at Veritas when EMC beat Veritas to buying VMware. I recall that time, and since the spin-out, since then, hold admired the innovation that VMware has had. And I reckon a pleasurable testament to that is the recognition from Forbes as the #3 ranked company. final year, in 2012, VMware was not even listed. To proceed from not being on the Top 100 to being #3 is a huge accomplishment.

And it's not just innovation in product. I reckon you heard from Carl the go-to-market machine that he's created of both kinds, both direct and channel.

Second, I really sensed a very stalwart team. The camaraderie in the team here that Pat had set up was just fantastic, including the current additions.

And third, my commute got 50 yards shorter. I used to turn left to proceed to SAP, and now I turn right.

If you'd -- just on a staid note now, if you ogle at this chart that everybody talked about, let me give you a limited bit of my own personal sense as to why the End-User Computing occasion is big. Most of you know that I've spent my life in the conclude user space, mostly in analytics and in immense Data and in mobile at SAP, where half the revenue of that company was stuff that they drove.

But if you reckon about what's happening in the conclude user area, every single of this is being transformed significantly by some immense trends. The desktop of today is transforming significantly. It's transforming because of the cloud. It's transforming because of mobile. And at that pivot of occasion exists a huge current route of looking at this that the traditional legacy players probably are trapped of not being able to carry out with them. And that opens up a total current route of the route in which virtual desktops, the route in which mobile is going to breathe viewed and the route gregarious computing is going to breathe viewed.

And if you reckon about the nature of how many of the CIO conversations today are affecting out of the realm of traditional ways in which you dialogue with them to some of these current strategic topics, whether it's mobile, whether it's social, whether it's cloud computing, whether it's immense Data, I sense a immense occasion here. And I believe there's clearly an occasion for VMware to extend its brand from the datacenter to the desktop and where the desktop is going. In doing that, I believe there's a huge occasion for a multibillion-dollar commerce in this, perhaps even a commerce that's the size of VMware today. And that's why I'm here.

As you reckon about aspects of this, Pat emphasized that everything we're doing in key aspects of these current businesses triangulate and felicitous with each other, and that's really important. Because one of the things when I talk to CIOs about what's the nature of why you would reckon about an adjacency, whether it's going from the datacenter to management or from management to End-User Computing, or the things that we're doing in the Hybrid Cloud, there needs to breathe a connectedness to that adjacency that you can explain so it doesn't feel completely out of wack.

So you heard this and there are a pair of things that they clearly are going to emphasize. I've always felt that End-User Computing is really extending the nature of management to the desktop, management to things fancy mobile and then emphasizing current things fancy security. And when you derive some advantages fancy they hold in vSAN, you derive the advantages of the investments we're making in the Hybrid Cloud, they moreover derive to buy edge of the innovations in both storage and where cloud computing is going. So I contemplate a immense occasion now here in End-User Computing to breathe able to buy both of those advantages and play a Great curveball disruptive innovation to the traditional players in this space.

what I'd thought to do, rather than walk through a lot of product detail, is walk you through how you might reckon about this from the context of a customer. And if a customer could respond why buy, why VMware, why now, from the lens of that customer, I reckon you've motivated them to understand why this is important.

Now let me start at the bottom because how chilly is it when you toil for a company, where your wife or your brother could say, "Could derive me copy of that software?" And this is Fusion and Workstation. So many of you know that whether it's a college student or any of the folks who are consumers of this, or whether it's a PC or a Mac, probably consume that software. And that's the roots of a lot of the technology here.

But as the world has moved to the enterprise, I just thought to give you 3 vignettes of very pleasurable case studies that I reckon will motivate why what we're doing is different here. You'd probably can't derive a more distributed environment than rental car business, okay? There's thousands of people at Hertz, multiple locations. This case study is actually a year on view. They're in essence creating a total less complexity as to worrying about whether they'd deploy security software, PCI compliance, every single of the things that potentially you've got to worry about in a workforce that's distributed, and in essence, lower their cost. This has become a fabless case study for us.

But it extends from not just those types of distributed workforces to ones where you can actually breathe saving lives. When you reckon about John Hopkins, one of the best medical universities, and 10,000 plus clinicians. If you could provide them a route by which their clinical documentation, medical records and things of that kindly could breathe deployed through these clinicians or on the run, whether it's on thin desktops or whether it's on their mobile devices, that's what we're starting to carry out with John Hopkin.

And it's actually led us into some opportunities where they reckon in the health supervision space, they could carry out more with Epic. And Epic, as you know, is a leader in the EMR space, and Carl hinted the verticalization. They reckon that where a lot of these desktop technologies can enhance themselves is actually optimizing for some of the verticals, and I'll arrive back to that in a second.

And we're starting to contemplate this becoming something that will allow us with this suite now, not just View, but moreover Mirage and Workspace, so that they could cover everything from physical to virtual to mobile.

If you ogle at some of the case studies of where we've seen this success, these are ones -- when I asked the team, and I talk to some of these customers moreover who are watching from the outside in, some of the reasons why we've been successful, you buy Amdocs. This is actually a Mirage customer [indiscernible] was the acquisition. 10,000 plus seats. In this sort of consume case, where you can actually reduce the stitch on the attend desk, it's a huge occasion for optimization.

And it was exactly this pie chart that about a year ago, when Pat came in, helped us lay the current foundation and framework for their strategy.

Now to carry out that, they had to execute some very, very immense decisions. And they had to proceed through what I would call a realignment process earlier this year. This is a chart that I showed final year at the fiscal Analysts Conference. And there's only one more additional acquisition on this chart, and that was Virsto from earlier this year. Everything else had been done in the past. In fact, there was many different acquisitions we've made over the final few years. But when you proceed back to the $50 billion and the 3 key priorities and strategies that they needed to focus on, a number of these either felicitous into the strategy or they didn't. So what they hold to do, they had to realign the business. They had to realign the people. They had to realign the resources to execute sure they were in alignment to proceed and tackle that massive opportunity.

And a lot of these, actually, went into 2 different areas. They actually went into either the Software-Defined Datacenter that Pat was up here articulating, with a lot of the things around networking, with the things around storage, automation and management. And the Wanova acquisition, which is the aptitude to centrally manage your Windows environment on laptops, on PCs or any device moved into their End-User Computing strategy.

At the same time, over the final 5 years, they had to discontinue and respite and reckon about every single of the acquisitions they made, and whether or not they felicitous into 1 of these 3 key strategies and priorities of the company. And the ones that did not, over the final year, you've seen us carry out divestitures of. Shekar and their commerce evolution team has done an exotic job at divesting a number of commerce into hands of people they trusted, so that they can continue to service these customers that are already VMware customers. So they effect a lot of these out there in the market into the other hands. They divested them, piece of the realignment effort.

At the same time, they took a number of our, what they used to call, Layer 2 assets, the Spring Framework. They took a lot of the things from Cetas, as well as the Cloud Foundry, which is the open-source PaaS platform that VMware brought to market a few years back. And they effect them into pivotal to build the proceed pivotal business, which I ogle at as one of, if not, the single largest startup out there today. 1,400 employees strong, with assets from both VMware and EMC, $300 million-plus in revenue, it's a very exciting commerce joint venture between us, EMC and now GE as well. And that was the realignment effort.

It now has us aligned strictly on 3 things and 3 things only. And inside of VMware, they command if you're not working on 1 of these 3 key areas of focus, you're probably not aligned with VMware. And through this realignment, it has allowed us to double down their efforts across every single 3 of them. And let me buy you through just a pair of things we're doing in that double-down effort.

First, let's start by talking about End-User Computing. And Sanjay will arrive up and expend a lot more speaking about the End-User Computing space, but they are really excited about the End-User Computing business. They reckon there's a significant occasion for VMware to actually continue to buy market share against the competition. And because they believe that to breathe the case, they hold doubled down their go-to-market application and strategy by hiring hundreds of people on the go-to-market and sales side to actually proceed out and target customers looking to radically transform their desktops. And as we've said, the final 2 quarters, in both Q1 and Q2, their license bookings were growing in the mid-teens in the End-User Computing business. And when you compare and contrast that to the comfort of the market in this segment, they can actually stand up here and believe, from their perspective, we're taking market share. That couldn't hold occurred without a realignment effort.

At the same time, you heard Pat articulate both here and on main stage their application to derive into the hybrid cloud business. It's not public or private. It's not public versus private. It's one and the same. It's hybrid. The world of computing in the future will breathe delivered through a hybrid model. It's the only route you can carry out it efficiently and effectively. And it has to breathe done with someone fancy VMware, who can seamlessly extend that data heart into the public cloud. With the launch of the vCloud Hybrid Service, you heard Pat say, the early access program was oversubscribed. They saw stalwart customer demand. And at the same time, once again, they doubled down their go-to-market efforts and we've hired and built out a specialized sales coerce to proceed after this opportunity.

And lastly, the Software-Defined Datacenter, where they virtualize every single of IT, not just infrastructure, but it's infrastructure, it's applications and conclude users. And we, here, once again contemplate a massive opportunity, not just, again, to virtualize the infrastructure, but how carry out they spin from a world of management to automation. And because they are growing as hasty as they are in the management space and we're the #1 vendor in cloud management today, we've decided to once again double down their efforts, build out a specialized sales and technical coerce to buy edge of the massive market occasion they hold around cloud management going forward. These 3 key areas of investment could not hold taken station unless they went through that realignment process earlier this year.

At the same time, they had to also, as you know, effect assets into pivotal. They did that. They took about 400-plus people. Some Great people are now at pivotal and were still piece of that. And pivotal is a platform that will shun very, very well on top of vSphere, as well as their public cloud with vCloud Hybrid Services. And that is an occasion for us to expand the workloads that shun on top of their platform. Because today, a lot of what pivotal does in the immense Data space or with Hadoop actually shun on physical servers. They now hold the occasion to effect that on top of the VMware platform. Again, it couldn't breathe done unless they specifically were to focus on this realignment effort.

We moreover continue to invest in emerging markets. They contemplate a significant occasion in emerging markets around the world, from China to Eastern Europe and Russia to Japan and Latin America. And this is just an illustration to display every single of you, actually the bookings growth we're getting out of this market as compared to the headcount growth that we're putting into it. And I reckon every single of you recall from their earnings call final quarter, they had a phenomenal quarter, specifically in APJ, where they grew the commerce significantly year-over-year and quarter-over-quarter. Again, these are investments that they would not breathe able to execute as a company unless they actually did that realignment application earlier this year.

And because there's this build-out around the world and these continued investments in the emerging markets, when you ogle at VMware's share of commerce that they derive outside of the U.S., it's now up to 52.5%. And for a company who's really only been selling in the market for the final decade, they reckon this is pretty amazing. So more than 50% of their commerce in about a 10-year time frame actually arrive from outside the U.S., and that is because of those investments they continue to execute in emerging markets. And as I said, you could contemplate that in their results in Q2.

We had a Great quarter around the world, growing the Americas business, which is, obviously, their largest individual business, by more than 20%. In EMEA, they grew the commerce on what they said is in the mid-teens. And they every single know there's massive headwinds we're facing in EMEA. But they continue to power on.

And their technology provides such incredible ROI and TCO value. Even in the most challenging climates, they continue to contemplate people to adopt it, to drive out the cost of their environment.

And in APJ, they just had an exotic quarter. And when you compare and contrast what they did in APJ final quarter, because of the strengths specifically that they saw out of Australia, I reckon it was quite impressive when you compare it to the comfort of the market. So very key investments on the go-to-market side across the 3 priorities, key investments in emerging markets, and they continue to pay off for us going forward.

So now let me switch gears and talk about how VMware continues to accelerate their customers adoption of the Software-Defined Datacenter and IT as a Service. So if they buy a quick step back and ogle at how people hold historically adopted virtualization, they've really gone through a 3-phase approach. They've taken, they've implemented virtualization, as every single of you know, to drive out massive CapEx savings. And they used to call that infrastructure focus and CapEx savings. But as people got more and more comfortable, whether they started to spin into what they call commerce production, where they started to actually derive the capitalize of both CapEx and OpEx. And then ultimately, more and more of their customers, as I'll display you in a pair of slides, are actually adopting this technology to truly deliver IT as a Service.

Now as their customer has evolved, we've had to evolve. We've had to evolve how they sell into the market. And if you ogle at back, historically, how we've sold, we've sold point products. They sold vSphere to address that CapEx savings opportunity.

Then as people got further along, they started to sell things fancy SRM that Pat spoke about earlier, vCloud Director, vC Ops and other management and automation tools. But what they found, as their customers were going on this journey with us, they didn't want point products. They wanted the total solution from VMware.

So they started to change their selling motion and they changed their pricing and packaging along with it. So that now, as you ogle at their sales motion, what they sell, day 1, is a just solution. They sell vSOM, which many of you know and demand questions on the earnings call and in the analysts conference, asking about how is vSOM going. And in the first quarter it did extremely well. It's a combination of the vSphere platform coupled with vC Ops, bringing to their customers highly scalable virtualization software and now software and an automation tools to allow them to operate in this current world. And their vCloud suite continues to power along.

For the fourth consecutive quarter, it beat their expectations. And it's being sold in conjunction with the ELA, exactly as they would hold expected.

As their customers continue on the journey, what we're finding is more and more of them want to buy the Software-Defined Datacenter. They want to derive access to this hybrid cloud. They want to leverage that same infrastructure to transform their desktops in what they call end-user computing. So what they ultimately carry out is they enter into an Enterprise License Agreement with VMware.

And as you know, final quarter, they had a very sound quarter. They had 37% of their bookings arrive through ELAs. And many people say, "Is that good? Is that bad? What's it suggest for VMware? What's it suggest for the customers?" Quite frankly, they reckon it's exciting and it provides significant capitalize for both their customers and for VMware.

If you ogle at it through the eyes of their customers, it gives them the aptitude to have, what I call, frictionless deployment. Every time they want to adopt more virtualization, they did not need to proceed and derive another purchase order. They carry out not hold to proceed and warrant another route to derive access to more VMware because they hold a framework to derive access, an effortless access to every single of their technology. It moreover allows them to derive predictable pricing. They know exactly how much it's going to cost per compute, per storage, per network component.

And lastly, I reckon most importantly, they start to align their long-term strategic vision to VMware. In this notion of the Software-Defined Datacenter that they brought to VMworld in 2012, it's becoming a reality. Their customers believe or they wouldn't breathe entering into multi-year strategic agreements with us. And they also, at the time, they buy an Enterprise License Agreement. In fact, I don't fancy the word ELA because it seems very license centric. It's an enterprise license centric [ph]. I reckon of it as an EA, an enterprise agreement. Because the majority of their enterprise agreements include services components to attend them drive the deployment of every single of the assets they derive access to under this agreement.

For VMware, there's many benefits. Some of them are actually the same, some are slightly different. But for us, it allows us to capitalize on that massive installed basis they hold out there today and affecting from this interactive model of a point product sale through a strategic relationship, and allows us to very quickly expand their footprint, not only in their accounts, but moreover globally because they hold global access, that they're multinational company, to every single of this technology.

And for us, it's moreover frictionless deployment. Their customers can easily deploy the technology, and their sales teams and their engineering teams aren't going in and selling point product. We're selling a solution.

And lastly, they Enjoy and they want and we'll continue to build on the services engagements they hold with their customers because they absolutely know, and as you'll hear up here later on today with me when I expend some time with Steve Hilton, one of the challenges is not just technology adoption, but how carry out you transform your IT organization into people process side of the business. This is why they reckon there's commerce capitalize by doing enterprise agreements for both their customers and VMware.

Now along the way, what they reckon is going to befall here is we're going to contemplate their customers continue to spin on this journey to IT as a Service. These numbers here are out of their most recent customer survey that we've done, and the results just came in, in the final pair of months. And this percentage here is where their customers believe that they're at in this 3-phase approach to IT as a Service. And as you can see, IT as a service now about 20% of their customers believe they are delivering IT as a Service. And what's most compelling about this isn't necessarily what percent of their customers are at, what different phase. But it's a fact, as they further drive this notion of the Software-Defined Datacenter, they derive a much richer return on investment.

And the return on investment isn't just on the capital cost savings that they get, but it's on the operational efficiencies, affecting from a system administrator of supporting 100 virtual machines in side 1 to 300 in side 3. These are the benefits that people will derive through Software-Defined Datacenter, the automation of the Software-Defined Datacenter, the efficiencies, and ultimately, deliver IT as a Service.

And one sample of this is a customer we're working with. It's a great fiscal services company. Many of you would, obviously, know who it was if I said it. But we've been working with this company for a few months. And one of their challenges was, how carry out I spin to this world of a current greenfield data heart and buy advantage, VMware, of everything you're laying out? I want to virtualize my compute, network and storage. That's a greenfield environment. But I had this legacy data heart over here that I hold to protect, and I hold to advocate the lights on. And to execute that bridge or to jump from the legacy to this current world is extremely hard.

So we've worked with them to say, can they derive enough capital to proceed and stand up a corps current greenfield data heart and leverage everything that Pat spoke about today. And that you'll hear further from the presenters up here.

And what they found is if they could build a current greenfield data center, the savings were absolutely remarkable. As you contemplate here, they would reclaim more than 54% over what they carry out today on the OpEx side of running IT, and their capital requirements will proceed down by 74%. That's the power of the Software-Defined Datacenter. The intuition for this, for example, on the capital side, Raghu will derive up here and talk about network virtualization and how every single Layer 2 through 7 services are now done in software.. every single the appliances that people hold bought in the past are no longer needed.

Again, this is transformational stuff. This is exactly what VMware did a decade ago when they disrupted a market with ESX. Now we're about to proceed on the next journey in the next decade to disrupt the comfort of the data heart and drive this Software-Defined Datacenter approach.

Now we're moreover focused on making sure that they don't just acquire a company or customers. But once they derive those customers, they build a long, meaningful enduring partnership with them. And every year, they focus on what is VMware's Net Promoter Score. And they are maniacal about this, and everyone in the company thinks about it. It's a very customer-centric approach, as I'll discourse to you here in a few minutes about. But these are just some of the statistics that they derive back on Net Promoter Scores. The industry middling for high tech on Net Promoter Score is 13%; for B2B computer software companies, it's roughly 9%; and VMware final year was at 43%. One of the highest NPS scores you can find in every single of tech.

And just recently, this group called the Temkin Group did an NPS study. This was specific to North America. And once again, they were arrogant to command that they came out on top with a Net Promoter Score of 47%. Again, making sure that they understand, it's not only technology that allows us to gain access to customers, which, quite frankly, is probably easier than maintaining a customer for life, which is why they expend so much time thinking about this. We're moreover pretty arrogant of the fact, and Pat had it on a skid during his keynote earlier today, we've -- recently, I guess, it was final week, they were announced as the Third Most Innovative Technology Company by Forbes. It was the first year that VMware was actually even eligible for this ranking. In their first year of eligibility, they came in third, ahead of companies fancy Google and Apple. That's the sort of company they aspire to breathe in the future.

So now let's very quickly talk about, if this is the market occasion and this is how they sell, how carry out they derive access to their customers? Well, it starts with a customer view. It starts with a customer-centric strategy across the company. And if you reckon about most technology companies, they reckon about the technology they hold to offer, and then they design out what are the routes to market so I can derive them to customers, as opposed to thinking about what does the customer need. And then once you understand what the customer needs and you understand what their commerce challenges are, you start to reckon about, okay, what is a technology that is going to unravel those challenges? And in VMware's case, what are the partners we're going to leverage to derive access to those customers? And then they hold to start to reckon about, okay, are their partners capable of delivering the technology customers want? And the only route to execute this every single arrive together is that VMware thinks about every single these different disciplines of a go-to-market strategy, starting with a customer, understanding the requirements they have, leveraging the technology we're building, leveraging the partners, and then VMware bringing that every single together to build out a go-to-market strategy.

Now when they reckon about go-to-market, they reckon about it in segments. And at VMware, over the final few years, they started to really drive a segmented approach as to how they assault their customer basis and the opportunity. Starting at the highest end, they hold a global accounts program, which is about 70 accounts around the world. When you start to drop down below there, they hold their strategic accounts, which are the larger accounts out there that we're going after. They hold a commercial business, and then they have, what they call, their mid-market and SMB business.

And then across each of these segments, they cover them different. As you can imagine, with the global accounts, many of your accounts, they hold a rep covering your account, and that's the only account they cover. He or she does not hold any other account.

When you proceed down market, reps may hold 1 to 10. When you even proceed further down, they may hold 20 to 50. When you proceed every single the route down market, we're just going to leverage their channel.

And as most of you know, VMware does about 85% of their commerce through the channel, so the channel is always involved in everything they do, as I'll display you in the next slide.

Now at times, they start to reckon about verticalization, and is there a selling motion or a solution that they can repeat as they sell into the market or a specific market, fancy the fiscal services, fancy the federal government, fancy education, fancy state and local. So at times, they actually build verticals to proceed out and drive a consistent selling motion, with a consistent set of solutions each and every day. And along the way, as I said earlier, their partners are always involved.

For the final decade, they said we're going to breathe a partner-led and -driven selling organization, and they are that today. 85-plus percent of their commerce still, at this point, goes to their partners, and I don't contemplate that changing at every single as they proceed forward. The colleague community is one of the reasons VMworld is as successful as it is. There's over 2,000 partners here, and they're the ones who brought a lot of the 22,000 customers that they hold at the display this week.

Now as they proceed out and they execute acquisitions or as they continue to drive innovation internally and bring more and more solutions to other factory, they need to start reckon about how carry out they buy them to market. And this is just a high-level framework of how they reckon about we're going to sell a current solution or a company that we're acquiring. If it's an emerging product, they really need to reckon about, is it ready to breathe sold with their core? Is it purely adjacent to something fancy vSphere or the Software-Defined Datacenter? Or is it an emerging market that they actually need to build a specialized sales coerce to actually sell this solution in the market? And that's their strategy. At times, we'll build a diversified sales coerce and a specialized sales coerce to proceed offer the opportunity. At other times, we'll buy the solution, we'll effect it birthright into the core sales coerce and hold those thousands of people birthright off the bat start to sell it.

And sometimes, they actually carry out both. As I mentioned earlier, if you ogle at this framework, technologies fancy View or technologies fancy NSX, we've decided to build specialized sales forces to buy it to market. At the same time, they anticipate that their core will breathe capable to sell this as well.

This is their framework, and it's worked very successfully in the past and it's something we're going to leverage in the future, whether they organically or inorganically bring current solutions to market.

Now as I said earlier, they moreover need to execute sure that we're giving a very simple and effortless route for their partners to engage with us to ultimately engage with their customers. And it's very straightforward. As their customers derive into current accounts, they pay them and they pay them margin. As they expand in their accounts, they pay them more margin. They want to execute sure we're building what they call a value channel. A lot of people talk about the channel in the context of a value versus a fulfillment channel. They don't want fulfillment channels. They only want value channels, and they will pay their partners for delivering value to their customers.

Now one of the things that people hold often said is, "VMware, are you capable of changing the selling motion and enabling your existing sales organization in your channel to breathe able to sell this Software-Defined Datacenter?" Well, if you ogle at the Software-Defined Datacenter as it's described today, a lot of the components of the Software-Defined Datacenter hold actually been sold already through the channel.

And in fact, if you ogle at this, if I shatter this down, 70% of servers in data centers today hold been sold through the channel, approximately 85% of every single networking security services and goods hold been sold through the channel. And lastly, if you ogle at storage, even storage, the high-end involved storage solutions are actually sold through the channel. So the channel has already, if you will, primed the pump and sold to the customers every single of the hardware that we're going to proceed out and virtualize. And people say, "Well, how carry out you spin to a sales organization that can sell or a channel that can sell software solutions?" Well, it's actually, they don't reckon every single that difficult, there are some challenges.

But if you ogle at it first through the server view, and they already know that today server virtualization has been delivered to the market through a channel. We've proven that in the final decade. We're going to now proceed and we're going to repeat that for network virtualization, as well as storage virtualization. This is their strategy to enable their channel. At the same time, it's pleasurable to sell the technology, but can you sell the management solutions around it? Can you carry out automation? Can you carry out provisioning? Can you carry out remediation of that infrastructure? Which they reckon they can carry out but they can't carry out it alone, which provides their partners to hold an occasion to proceed in and sell management services as well.

Our customers need attend on this journey to the Software-Defined Datacenter, both technologically, as well as on the people process side. And when you discontinue and ogle at the market occasion for professional services that their colleague community has, it's almost as immense as the TAM I showed you earlier for VMware. This is why the partners are very much engaged with VMware and contemplate this vision of a Software-Defined Datacenter as something they want to align to going forward.

With that being said, let me talk about enablement and wrap up. So enablement is faultfinding for their success. They reckon of enablement once, then twice. They reckon of enablement, as they build enablement materials to attend radically transform their sales coerce to sell Software-Defined Datacenter, the hybrid Cloud and End-User Computing services, but they built that once knowing that it's going to breathe delivered twice, both to their existing sales coerce and their channel because they contemplate them one and the same. And they hold been very aggressive and adopted many current technologies to bring enablement to the market.

The latest one, we're working on an iPad and iPhone or a mini iPad solution that every single of their people will breathe able to access every single of the information they need through any device they want in a very secure way. And then we'll buy and we'll consume that same infrastructure, that same technology, and we'll give it to their channel. Enablement is focused on not only enabling their sales force, but their channel, build it once, deliver it twice.

So in wrapping up, this is what I would say: They are aligned more than ever. We're aligned to proceed out and buy edge of the $50 billion market occasion that Pat and Jonathan laid out earlier. And they couldn't breathe here without that realignment application that they went through as a company. I must say, we're every single arrogant of how quickly they got through that and how well we've been able to maintain their focus in both Q1 and Q2.

We're going to continue to invest, as Pat said, across the 3 areas and strategies of the company: the Software-Defined Datacenter, the Hybrid Cloud and End-User Computing.

And when you reckon about what Pat laid out on main stage this morning, he didn't lay out just a vision, strategy or direction for VMware. He laid out a vision, strategy and direction for an entire industry. And they will continue to focus on customer adoption and execute sure that VMware is not only committed to their customer, but the customers' existing investments they hold in their infrastructure.

And lastly, they will continue to focus on enabling both their sales coerce and their partners to breathe able to attend their customers once again, just fancy they hold in the final decade, to proceed and radically transform IT through the consume of simplified, powerful virtualization software.

Thanks for your time.

William D. Fathers

Thank you very much. Thank you, Carl. Great. My title is Bill Fathers. I'm the universal Manager, Senior Vice President for their current vCloud Hybrid Services commerce unit.

In the next 20 minutes, what I'd fancy to carry out is give you an overview of the service offering and how they differentiate in the market, talk a bit about their market opportunity, at a very high level, give you a view of their strategy of how they -- their strategy for becoming a dominant player in the public cloud marketplace.

So that they could cover everything from physical to virtual to mobile. If you ogle at some of the case studies of where we've seen the success, these are ones -- when I asked the team and when I talked to some of these customers, moreover watching from the outside in, some of the reasons why we've been successful, you buy Amdocs, this is actually a Mirage customer, Wanova was the acquisition, 10,000-plus seats. In this sort of consume case, where you can actually reduce the stitch on the attend desk, it's a huge occasion for optimization, where you can display cost, savings, and you actually are able to derive the complete -- the organization working in a much more agile fashion.

Land Rover, as you know, was taken over by Tata. And a lot of what happens in an organization of that kind, especially as you reckon about geographically expanding, is the fact that in India, in China, and many of the current places where you're doing things, you want to hold an efficient route by which these engineers can derive their diagrams or a variety of the things that proceed on in car manufacturing. Again, a flawless consume case for a distributed workforce, geographically distributed, and one route you can manage this at a plane of scale, in this case 4,000, 5,000 of them, much, much more easily with the solution as they provide. And then you buy one of the larger -- largest deployments we've seen, NTT, the Jaguar one was actually a competitive win against their competitor in the space, the NTT was actually a rip-out, where they actually replaced the competitor here, and this one's going to breathe probably in the tens of thousands when we're done. piece of what they found was, in this space, there hasn't been a lot of attention given to the simplification of things fancy management consoles and so on. And as solutions from some of their competitors hold been deployed, customers just found a total bunch of stitch associated with that sort of deployment.

Here's a pleasurable sample of one where they will deploy with the sustain that the conclude -- the customer felt was easier to use, more scalable to tens of thousands. And to the extent that they can deploy this now across the world in a very, very hasty fashion, we're finding that their customers themselves are able to spin much, much faster and certainly, to lower cost. And as you know, in IT, it's every single about being able to lower your cost and then free up those dollars to carry out innovation. The flawless world is where if you're spending 90% of your money in the CIO budget, on keeping the lights on, you hold very limited time or money for innovation. And they could attend people buy that amount of money that's typically keeping the lights on and reduce it by a significant amount of fraction. You free up money to carry out innovation, and that's really what a lot of what the technology here helps us do.

So as they reckon about investments in where they want to breathe able to grow this, here are the 5 areas that they are prioritizing. They're clearly horizontal consume cases: the offshoot office; the local; the remote offices; the ones that I talked about for sample in that Hertz consume case; but there are moreover many perpendicular consume cases in industries fancy healthcare. I talk about the consume case with Epic. In state and local government, educational institutions are ones which are rife with lots of examples of students and teachers, and places where you don't want to expend a lot of money on laptops.

And clearly, the other types of segments are banking. So we'll prioritize many of these perpendicular segments and the lighter become things that they either productize, or actually build a go-to-market machine around how they can expand in a particular vertical. I saw that play very successful in SAP. I reckon there's a lot of momentum that they could moreover build out here. You heard me talk a lot about the route in which they reckon about the future of the desktop and the desktop going to cloud, and they believe that there's going to breathe a huge occasion for Desktop as a Service that I will talk about further. They moreover reckon that this is certainly going to expand not just in the case of you and its consume in mobile, but moreover mobile as a whole, which I'll cover a limited bit later.

Desktop as a Service is a huge opportunity. Their competitors hold not innovated in this area. This is an occasion for us to not just carry out a Desktop as a Service in the context of a cloud offering from their service providers, and you'll contemplate us partnering with service providers to carry out that, but moreover in the context of their Hybrid Cloud. So this is a station where they can amplify one of the offerings that Bill provides in the Hybrid Cloud. As they reckon about the innovations in storage, whether it's with vSAN or where the future of Flash-based storage is headed, they reckon every single of that will moreover further reduce the cost of a typically -- typical VDI deployment. And at the conclude of the day, they want to breathe the solution that can breathe managed at great levels of scale. If they reckon there's an occasion to both replace, as well as innovate, in many of these current areas where you can deploy to tens of thousands, potentially hundreds of thousands and collectively, millions of seats, they believe they can carry out this in a much cheaper, faster and an easier-to-use fashion.

Here's one sample of that cost equation, when contrasted with one of their competitors. And they think, again, because of the complexity of many of the different ways in which acquisitions that hold been done by Citrix, the user cost is just a factor different. You'll contemplate in this study that was done by an independent third-party, at least 1/2 the cost from the standpoint of their for-user cost, and the other aspects of it is just the ease of consume and the universal scalability. They probably haven't done enough of a job at telling you some of the stories of some of their largest deployments. You're going to contemplate us doing it a lot more, so that through the years of -- so that through the voice of their customers, you're going to hear some of the success stories that we've had in growing this business. As Carl pointed out, we're growing twice the pace of their competitors. They reckon we're gaining a tremendous amount of share in this piece of the market.

Desktop as a Service, they will hold an offering by Q4 of this year, both, as I mentioned, through service providers and other players, but moreover in their Hybrid Cloud. And I reckon this is going to breathe tremendously exciting. This is the intersection of where VDI meets the cloud, and there's every single kinds of opportunities as to where they believe they can buy this. This is moreover going to ease the deployment in a much faster mode as every single cloud computing does. And it's another station where you will contemplate VMware breathe an innovator. We've been an innovator in a number of different areas, but the intersection of VDI and cloud is one more locality where they believe we'll breathe able to display thought leadership and moreover product leadership.

As you expand to some of the other areas fancy mobile, they believe the mobile movement is just getting started. It's a huge occasion in front of us, billions of devices, and anticipate much more from us. They announced Workspace this year. This is going to breathe certainly an locality of my own fire and focus. And I expect, as they expand in this area, it's not just going to breathe something that will allow us to touch the billions of devices in the world, the future is the fact that every machine is potentially a device, your thermostat, your refrigerator, your Tesla car, is in fact a mobile device long term, and has an occasion for both the management and the security of those things, so to speak, Internet of Things. So as they reckon about where this is headed, their focus will breathe not just in IT, but the conclude users. And I reckon many of the same constructs that you've seen us do, fancy for example, policy and management, will breathe ones that they extend there. In doing this, we're taking a very heedful view of looking at every single of the device-operating systems, from iOS to Android to Windows, every single the various different telco providers because the service providers are very important, and the VARs because you understand that the distribution of much of the route the mobile movement will toil in the market will breathe not just on their own, but through many of these considerable channels.

So overall, very, very excited to breathe here. This is probably the first presentation that I've done in my life, where I'm actually 4 minutes ahead of time. But Paul, you'll breathe contented about that, and with that, let me interpolate the godfather of the software-defined data center, Raghu.

Rangarajan Raghuram

Thanks. every single right, pleasurable to contemplate you every single again. Hope you enjoyed the keynotes today. And don't miss the keynote tomorrow, you will contemplate Carl Eschenbach at its finest. I will talk about the software-defined data center, specifically covering 2 aspects. First, at this venue final year, they talked about their vision for the software-defined data center. They talked a limited bit about what they hold seen in the marketplace since then. And then specifically, they talked about the current developments, some -- most of it was announced today. I'll try to give you a limited bit more color on those.

So what's driving the software-defined data center, as Pat pointed out today, is a fundamental transformation in what customers anticipate out of their infrastructure, right? Velocity and agility has become paramount top of intellect for most of their forward-thinking customers. The intuition is, as businesses shift towards engaging with customers, in a variety of different media and different devices, it is the systems of assignation that customers are building that are replacing or becoming more considerable than the fragile systems of record that IP used to breathe managing. The systems of record where the ERP systems and so on and so forth, systems of assignation are these mobile gregarious systems that customers are building in order to derive in front of their customers in more and more attractive ways, right?

Out of this, combined with a change in how software is being built in most of their customers, is driving the need for continuous evolution and continuous deployment. That in turn called for a total different model underneath in the infrastructure space.

Associated with this is the explosion of data, right, because as you engaged particularly with customers, you got to understand that in a much deeper stage, that again calls for an explosion of infrastructure of a different sort than what IT has been dealing with.

Even while doing every single of these, every single of the infrastructure has not gone away. For most of their great companies, they stood out of significant risk-based infrastructures and other non-x86 space infrastructures. And that is where the next generation of cost-cutting is going to arrive for a lot of them.

And then final but not the least, shadow IT is a very existent phenomenon, a line of commerce bypassing IT altogether, and buying their compute resources from public cloud providers. And every single of this leads to a current set of requirements, a set of requirements where customers are expecting IT to breathe able to deliver applications and services on-demand, on top of an infrastructure that's not siloed to any particular hardware vendor, on top of an infrastructure that's elastic and highly automated and, of course, extend seamlessly externally to provide pools of capacity when that's needed.

That's really the foundation of the set of requirements that's driving their thinking around the software-defined data center. This is the vision that they introduced final year. To recap, they reckon the route to achieve these requirements is by abstracting infrastructure services away from hardware, pulling it, virtualizing it and then automating it, okay? This was very successful for their customers in compute, but the minute that application gets deployed into a existent data heart today in production, it gets slowed down because storage and network are done the old-fashioned way, the route physical infrastructure works.

As a result, every single the automation that it can apply is very brittle. With the software-defined data center, this is the next evolution of their stack from what they showed final year. This is a concept of abstracting and pulling and virtualizing they hold taken from compute and extended it to network and storage. With CACs, their cloud automation system that allows you to define anything as a service, as service catalog that's extensible by the customer, to deliver every single these infrastructure services and deploy applications on these infrastructure services whether they're local or remote. And their operations management product is a product that allows you to deliver these with the consistent SLAs.

For this VMworld, they hold announced products and every one of these are advanced products in every one of these domains. There is a current generation of vSphere, vSphere 5.5. The immense news of the display is, of course, NSX, the network virtualization platform. And Virtual SAN enters public beta.

In the operations management front, final month, they introduced Log Insight, which allows us to apply immense Data techniques to log messages in order to gain operational insight and then set up automatic remediation. You can reckon of it as a companion product to their vCenter Operations product, which uses time-sensitive data, right, statistical time-sensitive information and then near to divine analytical insights out of it. The Log Insight is a companion of complementary solutions app. And then vCAC is their cloud automation suite, consisting of their Application Director, as well as their DynamicOps purchase of final year.

The route they proceed to market with these is they simplify these into suites. vCloud Suite was introduced at the final VMworld, and had been very successful for us over the final 4 quarters. And that's meant for the Enterprise consumer, and vSphere with Operations Management is for the virtualization mid-market customer that wants to hold a better-managed virtualization environment. This is a limited bit of an eye chart but just so that you hold this for your records, these are the product components for vCloud Suite, as well as the vSphere with Operations Management. Consistent with their packaging strategy, it comes with a small, medium, great size, meant for different selling motions and different classes of customers.

Over the final year, they hold had 2 types of successes with customers. Customers that hold adopted any particular component in a immense way, as well as customers that hold adopted the total suite. So these are examples of customers that hold chosen 1 or more of these individual components. And here are a pair of examples of customers, both at in the Enterprise scale, as well as the mid-market that they would fancy to call out. For example, Symantec, which has been a long-term vSphere user, they hold been deploying the complete elements of their vCloud stack. And they hold deployed over 200,000 VMs. This is the global advocate team at Symantec that supports the conclude users. And so they consume this private cloud infrastructure to recreate customer grief scenarios and troubleshoot them. This is their estimates of the engineering man-hour saved, and you can translate these into dollars. More importantly, it is the agility of the service plane that they're able to deliver to users that is the strategic capitalize of the app. You saw a lot about Columbia today at the keynote. And then, in the mid-market, vSphere Operations Management has proven to breathe particularly attractive because it enables customers, fancy those that are shown here, Greektown or Cornerstone, to derive more out of their virtual environment. Very often, when customers deploy the Operations Management component, they derive an additional 20% to 35% CapEx savings because they're able to consume the capacity more efficiently after looking at the insights from -- delivered by vCenter Ops. As you noticed, this is moreover enabling us to displace Hyper-V in these accounts, too.

So that's a quick overview of some of the successes from final year. Now let's talk about where they are going looking forward, starting with the announcements that they made today with compute, right? So this is a chart that they hold religiously shown you every year that we've had this, right? The top chart is the percent virtualized in the marketplace. This comes from their annual survey that they carry out of their customer base. The industry analysts carry out their own survey, and they're every single in this ballpark, and the net-net is, the industry is about -- sorry, their customer basis is around a mid-60s virtualization percentage, right? They are steadily progressing towards a very high number. The chart at the bottom is equally instructive because this measures the percentage of virtualization of commerce faultfinding applications, customers that they command they hold virtualized their commerce faultfinding applications. Some of those applications are listed there, right?

And that number again has been steadily growing. The intuition these 2 are considerable is the more virtualized a customer is, the more it is an installed basis occasion for us to sell higher-value products. They assess there are approximately 40 million virtual machines installed in their customer basis on top of their paid product, right? 40 million virtual machines. Now imagine the occasion it opens up for us to sell additional management, or the Virtual SAN, or the NSX platform, or other management products that they may build in the future. So this is a huge and stalwart basis across 500,000 customers that they intend to deliver more and more value in the coming years.

So with vSphere 5.5, their focus is to create a single platform for the Enterprise that can serve not only their traditional applications but moreover their next-generation applications. So vSphere 5.5 is not a major release, but the major focus of this minor release is to deliver value for current applications. So the immense Data extensions that they had announced earlier in the summer are now piece of vSphere 5.5. This enables Hadoop workloads to breathe easily deployed and utilized in a general-purpose vSphere infrastructure.

We announced their collaboration with Pivotal to deploy, to create a version of a Pivotal cloud foundry that runs on top of vSphere. They hold seen very high interest from very great enterprises that hold sizable developer audiences, that want to proceed from an Infrastructure as a Service private cloud to Platform as a Service private cloud. Of course, they talk plenty about what we're doing with OpenStack. And they hold extended their platform to breathe very useful in high-performance computing. Here is a practical sample of what a customer has been doing with 5.1. I'll talk a limited bit about additional things they are doing in the future.

And they continue to toil with the chip manufacturers to advocate their newer and newer platforms, such as the ones that are coming out with the -- such as the Habiton [ph] platforms from Intel.

As I showed you earlier in the chart, commerce faultfinding applications continues to breathe a focus for us. This is what customers are deploying, right? I was talking to one of their BCE experts from Asia just yesterday night, and he was telling me that just in the first half of the year alone, he's been involved in over $200 million of displacement opportunity, where customers are affecting stuff off of fragile Solaris or other risk platforms onto vSphere or on x86. Right? So this is every single net current occasion for vSphere Enterprise Plus because that's what customers deploy.

One of the key breakthroughs that they hold done with vSphere 5.5 is they hold made it suitable for applications that are tremendously latency-sensitive, such as in Wall Street trading environments, such as in other telco environments down the road. Right? And this is a verbatim quote from a very, very immense bag that every single of you know very well. And this attests to the delivery of performance that they hold done in vSphere 5.5. Right?

So that's a quick overview on compute. Now let's talk about networking, right? I showed this chart at the March fiscal analyst conference that they did, and you saw this chart earlier today, right? When people demand us why are they in the virtual networking business? This is where their myth starts. We've been in the virtual networking commerce for a long, long time, right? As more and more applications derive virtualized, proceed back to that 57% virtualized number that I showed you a few slides ago, the route every single these applications connect to the network is through a virtual edge switch, right? So the edge of the network is animated inside the hypervisor, every single right? And because of the growth of these applications coming onto the virtual platform, it's growing -- virtual switchboard count is growing much faster than physical switchboard count, right?

The other piquant observation here, that was a flabbergast to us until they did the survey, is the percentage of virtualization app virtual switch, right? A immense intuition why they introduced CLIs and why they did third-party virtual switches in ESX, was so that network administrators that are confidential with how network switches toil could manage network switches from their favorite vendor. What they are finding is there is an equally stalwart population of server administrators that are now turning into virtualization, network virtualization administrators. And this is an additional proof point of what Martin [ph] talked about upstage, on the main stage, is that network virtualization is adopting -- sorry, the networking is adopting the operational model of compute, right?

And that will surge the second intuition why they are doing network virtualization, okay? Server virtualization was usually successful for 2 reasons: People hold brought it into their corporate data centers for the CapEx benefit. The intuition people hold stuck with it is because it's transformed the operational model for compute. They took a server, which was a physical object in sheet-metal and A6 and whatnot, chips, turned it into a software object, which was a virtual machine, so you can programmatically create it, Destroy it, spin it around, carry out whatever you want to carry out with this. This plane of flexibility does not exist today in the network. This is why customers hold told us that they hold taken as much as 45 days and 50 days to deploy an application because the network is still physical and every single the configuration of load balancers and switches and access control lists and VPNs and VLANs and whatnot, every single of it is happening in a manual basis today, right? They're every single capacity-constrained. Each time you deploy an application, you hold a thinker with the network configuration and the network topology, which in turn, makes things more trouble-prone and leads to more operational costs.

With network virtualization, they are recreating the network in software through NSX software, right? The major elements of which are switching, which I just talked about. Distributed routing, the traffic between applications in the data heart is called east-west traffic. That traffic, according to network companies, is now 70% of every single network traffic, as opposed to the north-south traffic, which is the traffic going to the end-user device.

And you can contemplate why that is the case, because each time you carry out a web lookup or access a net application from your mobile device, it hits one of many web servers. But from then on, the traffic goes on to some commerce logic server and then to some database, perhaps through some middleware, to some mainframe, et cetera, et cetera. every single of that is what they call east-west traffic. Right? As you effect more applications into the data center, every single of those applications generate traffic that has to breathe swift, that has to breathe routed, et cetera, et cetera. And what they are doing with NSX is turning these into software services.

In addition to switching and routing, we're doing firewalling and load balancing, another hit services.

Now on top of this chart, you contemplate some numbers. That shows the throughput speed, right? They are able to carry out this at line rate, so imagine 10 GB network backbones in the rack, they are able to carry out this at line rate. So performances -- this is not a type, they are talking about existent data heart traffic at very high speeds being handled by software. The intuition they are able to carry out this is a distributed architecture, okay? Unlike their previous attempts at providing, for example, firewalling, they carry out not consume a virtual machine to carry out that. The technology for this is built-in as an extension of the hypervisor, right? So they are able to provide this sort of functionality at line rate speeds, number one. Number two, because they are the first discontinue point on the network, next to the application, these services can breathe set up in response to what an application needs and when the application moves, the services of these policies can breathe moved to wherever the application is moved, right? So the mobility of policy enforcement becomes automatic. It's tremendous, and best of all, the route you scale these network services is no longer a distinct competency from how you command it's scaled to compute. When your application needs more horsepower, the route you scale to compute is most likely to scale out application, you effect more compute nodes. When the application needs more network services, the route you scale the network services is again the same thing, you effect the network, you effect more compute nodes. The management of this is the same as how you manage the application. The programmatic APIs is the same as what you carry out to provision the compute APIs to provision the application. It's a seamless extension of what to carry out with compute, right? So this leads to an order of magnitude simplification of how networking works in the data center, okay?

Remember this theme because we're going to arrive back to this for storage as well. This is the scale-out power of doing networking this way, right? A single host, you derive the line rate hasten that I talked about. vSphere clusters are often clusters of 32 nodes, so you can derive up to 1 terabyte of throughput on a cluster of 32 nodes. A single virtual heart domain can proceed up to 1,000 holes, so you multiply 30 gigabits by 1,000 to derive the throughput of your network services in a great vSphere form, right?

The final but not the least, that is a common API called the NSX API, that many partners that can breathe used to interface this to any cloud management system. So whether you're deploying OpenStack or VMware vCAC, vCD or CloudStack, you can then walk these network services in a consistent route in a cloud management system agnostic manner. And the beauty of the underlying the server technology that they acquired final year is that it's inherently multi-hypervisor, it's hypervisor-agnostic. So we'll toil on vSphere, we'll toil on KVM, Zen, they hold got a Hyper-V roadmap, et cetera, et cetera. And we've been working with a set of switch partners to execute sure that this can breathe extended to the physical domain. So if you hold a database animated on a physical server connected to a switch, they can every single breathe piece of the same rational network that's managed by NSX. So at this conference, you'll contemplate sessions from many of the networking vendors, whether they're Layer 2, Layer 3 vendors, or Layer 4 to 7 services fancy Palo Alto networks, et cetera, et cetera. If you hold time, I would cheer you to proceed entangle up on one of these sessions.

So that's storage -- sorry, that's networking. Let me quickly talk about storage. same concept, how carry out you execute storage more software-driven? As Pat talked about, 3 aspects of this, right? One is you virtualized the core data plane, right? Then you provide a policy-driven control plane and then thirdly, you execute data services very application-centric as opposed to infrastructure-centric. They are announcing 4 products today -- are announcing 3 products and progressing on one other. Virtual SAN is in public beta. I'll talk about Virtual SAN in a second. Virtual volumes, this is their application to execute underlying storage, external storage more application-centric. And you will contemplate tech previews with their partners. The vSphere glimmer is their attempt to exploit the glimmer layers that are present in more and more server systems. And then, Virsto is their acquisition that they did a few months ago, and it's now useful for customers in order to deliver data services and better performance where they're using external storage or ACE.

Virtual SAN, I mean, those of you that are confidential with the storage space know that there is no single storage solution that fits every single consume cases and workloads and deployment scenarios. Virtual SAN is a hypervisor attached persistence layer that uses the local glimmer and the local disk that is present in every modern-day server and clusters these to ogle fancy a virtual storage array. Initially, the consume cases that they are targeting are virtual desktop, fancy Sanjay talked about, huge need for low cost storage there, Tier 2 or Tier 3 workloads fancy your file server and SharePoint, and so on and so forth. And of course, as a DR target, where you may breathe willing to live with the local disk performance.

Because they are using a distributed architecture, everything that I told you about networking, supplant the word with networking and -- we'll substitute the word networking with storage. every single those benefits you'll get, again, because of the distributor architecture. The route you scale storage now is exactly the you scale compute, add another node. So if your application needs more storage resources, you just need to add another node, just fancy you need to add another node for compute or need to add another note for networking.

Here is the chart of the VDI performance, right? The dollars per VDI cost, contemplate how linearly it scales. In this chart, it's up to 4,500 nodes, so in desktops, and they hold seen results of the goes -- span much larger as well. So this is a killer solution for VDI. The chart on the right-hand side shows how they perform with respect to Tier 2, Tier 3 workloads, read/write performance. You can contemplate in terms of IOPS, they are very compatible to midrange storage arrays while using local storage economics, right? So they reckon they are creating a current expense point in the storage industry ecosystem in terms of choices for customers.

All right, 5 more minutes, I've got to cover management. This has been a significant focus for us in the final 3 years. And as Pat talked about, the keynote today, cloud management is a rapidly growing category and they are seen as the leading vendor in cloud management. The intuition this is a fundamentally different and disruptive category to traditional enterprise management is because the technology requirements are very different. Enterprise assumes management products are built for a client/server era, agent based, they collect data from a few tens of devices and try to display it to you using some virtualization technology. Whereas, the mobile cloud locality requires something fundamentally different, here, you're talking about thousands of devices, thousands of virtual machines, and the involved connection of applications to servers, to storage, to network. So the amount of data that you've got to analyze makes this a immense Data problem. This is why enterprise systems management vendors are not able to transition smoothly to the cloud era, right? And their product, because they started from new, they hold taken immense Data techniques, applied them to data heart management problems and cloud management problems.

And lastly, but not the least, the third disruption that's happening here is one of category disruption, right? When you reckon about the cloud problem, it breaks categories by definition. So there is no longer -- you can carry out capacity management divorce from performance management, divorce from some of the storage management performed, divorce from network management, they're every single interrelated, right? So you need to buy a total current approach and one that's based on policy-based automation, as well as applying these analytics approaches.

So we've got this -- just a limited bit of eye chart, I apologize for that, we've got 3 major areas of focus in management, cloud automation, which is about deploying applications in an automated mode to any cloud, right? Cloud operations, which is about managing the applications on the infrastructure, and having the software autism and buy remediation, remediation actions. And then cloud business, because IT is now a broker of services in addition to a builder of services, they need to breathe able to consume fiscal metrics, as well as their seller metrics to determine where to deploy the application, and that requires a current discipline management that they call, cloud commerce management.

The baby of building about their management portfolio is to start from their obvious strength, which is infrastructure management for virtualized domains. From there, they hold expanded to hybrid domains, infrastructure management for both of vSphere, as well as non-vSphere environments. And then affecting up into applications, you're progressively advancing their management portfolio, they hold done it through a sequence of acquisitions, as well as in-house evolution and go-to-market activity.

Let me skip past this, in the interest of time, we've already seen some pretty immense successes with their management products and this has contributed to the increasing velocity of their management business. And Dow Jones, significant, significant reduction in provisioning time for applications. Boeing, significant extend in their capacity utilization and reclamation of CapEx. And nationwide insurance, using ITBM to lower overall IT as a service cost.

So we've thrown a lot at you today, right? Both at the keynote, as well as here, I've walked through the range of products, that takes us from being a single-point solution vendor, i.e. a server virtualization vendor, to a full-fledged data heart vendor, right? A data heart solution provider that's providing a very disruptive approach for how customers build and operate their next-generation data centers.

These products are moreover suited for the same sort of customer today, and this chart sort of maps the products to the sort of customers that we're going to target over the next year or so. Clearly, compute virtualization, fully mature, they are selling it everywhere to everybody that wants it, right? every single the route around to the current products, which are software-defined storage, just selling to the early, early adopters along with NSX, et cetera, right? As these products spin up the maturity chain, and as these products start to appeal to mainstream customers, their strategy is to start bundling them into the suite, and extend the velocity even further. So that's why this chart is pretty important.

So in summary, where they were final year was SDDC, as a vision, but the bulk of the commerce was server virtualization. Where they are today is the bulk of the -- a significant portion of the commerce is coming from beyond core server virtualization into things fancy management and, obviously, end-user computing. And they hold laid out a set of products that will enable a customer to build and operate a data heart entirely based on software. And that's where they are headed towards with the software-defined data center. With that, let me bring up Bill and Sanjay for some mp;A.

Earnings call piece 2:

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