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

Vendor Name : Pegasystems
Exam Code : PEGACLSA_6.2V2
Exam Name : Certified Lead System Architect (CLSA) 62V2
Questions and Answers : 149 Q & A
Updated On : January 18, 2019
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PEGACLSA_6.2V2 exam Dumps Source : Certified Lead System Architect (CLSA) 62V2

Test Code : PEGACLSA_6.2V2
Test Name : Certified Lead System Architect (CLSA) 62V2
Vendor Name : Pegasystems
Q&A : 149 Real Questions

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Pegasystems Pegasystems Certified Lead System

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

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

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

Pegasystems partners with MuleSoft to bring Pega applications with third-party data Bangalore: Pegasystems, a world utility company empowering client engagement 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 equipment 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 be 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 engagement with its whole 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 speed 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 artificial intelligence. Powered via the Pega consumer choice Hub, Pega options permit purchasers to at all times count on customers’ changing needs and provide personalised recommendations right through their event. with the aid of attractive shoppers with the right message at the appropriate time on the right channel, organizations can increase 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 care consequences and reduce charges.

“whereas many carriers talk about how synthetic intelligence will alternate the manner corporations have interaction with consumers, they first want access to disparate statistics locked in distinct systems,” noted Don Schuerman, CTO and VP - Product marketing, Pegasystems. “with the aid of partnering with MuleSoft, we will additional destroy down these silos and greater rapidly give our shoppers with actionable insights from our 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 - business building, MuleSoft. “by means of cutting back time spent on complex integration projects, businesses can focus on providing the surest client experience.”

LANIT Awarded Gold partner reputation by means of Pegasystems | Real Questions and Pass4sure dumps

MOSCOW and reading, uk--(Marketwire - may also 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 business 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 couple 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 answer in line with Pega BPM, enabling modelling and automation of business processes in distinctive industries. The company also reached the enough saturation for Gold companion popularity in line with volume of sold licenses and also 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 have all of a sudden proven that they should have Gold associate accreditation," says Benoit Chailloux, managing director, companions & Alliances, Pegasystems. "LANIT has already demonstrated that they will greatly boost the work we are able to do in bringing the numerous advantages of the Pega solution to our valued clientele within the vicinity and were key to the success that we're already seeing. we are eager for a protracted and affluent relationship."

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

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

About "LANIT - BPM"

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

A key focal point of the business is the introduction of built-in IT structures that provide clever administration of enterprise approaches and, due to this fact, enhance the efficiency of businesses in numerous industries. "LANIT - BPM" performs audit of client's business tactics and whole 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 partner 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 new enterprise, and enhance productivity. Our 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 right now adapt to changing enterprise circumstances in order to outperform the competition. For more assistance, please 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 Dumps and Real Questions

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

Test Code : PEGACLSA_6.2V2
Test Name : Certified Lead System Architect (CLSA) 62V2
Vendor Name : Pegasystems
Q&A : 149 Real Questions

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Certified Lead System Architect (CLSA) 62V2

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OSAT Consolidation Continues | real 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 New York Stock Exchange. ASE Industrial Holding serves as the parent company for ASE and SPIL. But the merger is almost certain 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 shy of $9.8 billion. While that may seem like a lot of money, compared with many segments in the technology world it’s a tight 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 have pressed into chip packaging and testing services for several years now. There are also internal assembly and testing operations at some of the bigger semiconductor vendors, such as Intel, Samsung Electronics, and Texas Instruments, that take away certain business opportunities.

“There are a bunch of pressures in the OSAT business 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 big customer, and integrated device manufacturers are also 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 price pressure. Because the OSATs want to keep up the volume; their pricing is a much tougher environment. If you look at those two trends, you see people probably want to get bigger, they want to be operating in China, they want to be more competitive. The cycle in R&D is to get back that high-end business, and there are a number of things pushing in those directions. If you look at the OSAT business last year, there was growth, but nothing spectacular. Then, you look at the assembly equipment demand, which was spectacularly hot, which means a lot of equipment 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 be involved in integration initiatives in the near future, according to Puhakka. “The bigger question is, what will Amkor do? What will JCET do? The big players may want to buy from China. That’s not out of the question, but there would be some regulatory hurdles, I would imagine, to do that.”

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

“It is a market not to be ignored,” he says. “It just that you have the Chinese regulations, the requirement of joint ventures and technology transfers. It makes people very uneasy to do something like that. Those kinds of actions have limited how much business transfers to China. If you’re operating in China, you have ongoing IP protection issues. You’re constantly making decisions about what IP are you moving to China, what are you not. By default, people are basically saying, whatever you move 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 work in the assembly, package and test world, which serves the semiconductor companies.

“It was certainly no surprise that ASE and SPIL came together, because of the increasingly challenging OSAT business environment and the major consolidation we’re seeing in our customer base,” says Hal Lasky, senior vice president of sales and marketing for JCET Group, who also serves as executive vice president and chief sales officer for STATS ChipPAC. “It’s kind of inevitable that we would see this at the OSAT level. Clearly, we’re a part of that as well, as we are now a part of the JCET Group. What does it mean for the competition? As a company, we embrace this change, and we see many opportunities arising due to this merger. There are many semiconductor companies, our customers, who see a combined market share of ASE and SPIL within their own TAM. I call it unhealthy, or maybe a little too high. We’ve had many chances to compete for market share where, without this merger, we 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 bad thing for this very competitive OSAT industry.”

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

“In the OSAT space, while I do expect us to follow the trend, we won’t see quite the pace. There is still a chance to see continued OSAT consolidation, but maybe not at the pace of our customer set. And the issue with OSATs is that the long tail of our industry—where the small players are not always of interest for M&A for the larger OSAT because the return you get versus the alternative of just competing for the business—when you look at that and the ROI and the deal around that, it doesn’t come 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 level in the larger OSATs to drive M&A with smaller ones.”

So rather than accelerating consolidation, consolidation among OSATs actually could slow 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 our customer space, and they are staking out their portion of the application space. Within the overall application space, there is a very good fit for those products. They’re investing in the back end, and they’re doing it in a way that makes sense to their business. And it lets them optimize their overall business model. I see 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 we need to adapt to that.”

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

“There’s no question that the answer to that is yes,” Lasky says. “I believe very strongly that there’s plenty of opportunity. As we adapt to that shift in TAM, it’s mostly TSMC when you look at it, the bottom line is I believe very strongly in the spirit of co-opetition, because we continue to work very closely with the foundries to take care of and support our customers. Key to how we adapt as an OSAT industry really is finding where our strengths and our capabilities in the OSAT industry can take advantage of new growth areas, to take TAM back versus losing it to the foundries.”

The system-in-package module space is one area 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 level to create a packaging-level solution, suddenly you need the abilities of OSATs, where in the past you might have 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 all things that we play well in. We’re starting to see our 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 go for that. Even in wafer-level, where the foundries have the very strong solutions for some of these processors, we have our own fan-out wafer-level and wafer-level CSP solutions that don’t make sense in the foundry space. The OSAT can do a better job.”

Ron Huemoeller, corporate vice president of Amkor and head of corporate R&D, likewise sees big 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 all 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 important to note that developing and manufacturing new package platforms is expensive, and it requires a high degree of engineering expertise. It also requires perpetual funding in R&D to maintain competitiveness. Adding new blocks of capacity is very expensive – continually challenging ROI.”

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

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

So does that mean 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 all aspects of the assembly and test business. There are niche areas they will play in, but there will always be a need for them to work with OSATs for other applications and if volumes exceed certain thresholds.”

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

“We have significantly expanded our operations through both organic growth and acquisitions in recent years,” ASE says. “For example, we acquired the controlling interest of Universal Scientific in 2010 to expand our product offering scope to electronic manufacturing services; we also entered into a joint venture agreement with TDK Corporation in May 2015 to further expand our business in embedded substrates; in June 2016, we entered into the Joint Share Exchange Agreement with SPIL to take advantage of the synergy effect of business combination between SPIL and us; furthermore, we entered into a joint venture agreement with Qualcomm Incorporated in February 2018 to expand our SiP business. We expect that we will continue to expand our operations in the future. The purpose of our expansion is mainly to provide total solutions to existing customers or to attract new customers and broaden our product range for a variety of end-use applications. However, rapid expansion may place a strain on our managerial, technical, financial, operational and other resources. As a result of our expansion, we have implemented and will continue to implement additional operational and financial controls and hire and train additional personnel. Any failure to manage our 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 subject to a number of factors, including, among other things, obtaining all necessary antitrust or other regulatory approvals in Taiwan, the United States, the PRC and other jurisdictions where we do business. We received a no-objection letter in respect of the Share Exchange from the TFTC on November 16, 2016. On May 15, 2017, we received a letter from the FTC confirming that the non-public investigation on the Share Exchange has been closed. On November 24, 2017, we 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 be satisfied, we may re-evaluate our interest in SPIL and may consider, among other legally permissible alternatives, to dispose our SPIL shares at a loss, which may significantly affect our financial position. Notwithstanding the above, even if we are successful in consummating the SPIL Acquisition, we will be subject to regulatory restrictions requiring us to maintain separate operation of SPIL for a period of time, and we may face challenges in successfully integrating SPIL into our existing organization or in realizing anticipated benefits and cost synergies afterwards. Each of these risks could have a material adverse effect on our business and operations, including our relationship with customers, suppliers, employees and other constituencies, or otherwise adversely affect our financial condition and results of operations.”

The 20-F says, “The packaging and testing business is capital-intensive. We will need capital to fund the expansion of our facilities as well as fund our research and development activities in order to remain competitive. We believe that our existing cash, marketable securities, expected cash flow from operations and existing credit lines under our loan facilities will be sufficient to meet our capital expenditures, working capital, cash obligations under our 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 we are unable to obtain funding in a timely manner or on acceptable terms, our results of operations and financial conditions may be materially and adversely affected.”

ASE has a co-opetition relationship with TSMC. The two companies have 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 have one larger competitor to deal with in the near future, those companies look 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 new opportunities around the edges for companies with the expertise and investment dollars to continue eking out a healthy 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 rival 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 show up.

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

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

Jonathan C. Chadwick - Chief Financial 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 General Manager of End-User Computing Business Unit

William D. Fathers - Senior Vice President and General Manager of Hybrid Cloud Services Business 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 subject to risks and uncertainties. Actual results may differ 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 also include certain non-GAAP financial 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, good morning, good afternoon and good evening. I'm Paul Ziots, and it's my pleasure to welcome you all to the 2013 Financial 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 right into the day.

First, we're scheduled to run from 11 to 3:30. We have a short intermission from 1:30 to 1:45. There's no scheduled lunch break, but as you see there's food outside right outside the door, so grab food at your convenience.

Now a word about seating. We are strictly required to have everybody seated. So anybody in the room, please be sure you're in a seat right now. We're in full compliance with the Fire Marshal Code. Let's, please, keep it that way.

Now lastly, Q&A is important to all of you, so I wanted to give you a quick heads-up on what to look forward to during the day. From 1:10 to -- excuse me, 1:10 to 1:30, we'll have a Q&A with executives from our Software-Defined Datacenter, BU, our Hybrid Cloud and our End-User Computing businesses as well; from 2 to 2:15, Q&A with a very large VMware customer; and from 2:45 until approximately 3:15, Q&A with our CEO, CFO and our President.

With that, it's now my great pleasure to introduce to you Jonathan Chadwick, VMware's Chief Financial Officer, to start the presentations.

Jonathan C. Chadwick

Thank you. Clicker, don't run 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 pleasure to be here, not just because this is my first official Analyst Day for VMware, but also because it gives us the opportunity to join this in conjunction with, as Paul said, the world's industry-leading virtualization event and the cloud computing event of the industry. So I think we have a unique opportunity to combine listening to us and the financial context of today, but also talk about this opportunity that's just incredible ahead, talking to our customers and our partners, and I just encourage you, as I know many of you do already, to network as much as possible.

If you think about where VMware has come over the last decade plus, we've been about bringing disruptive innovation to the marketplace. And people don't ask today what compute virtualization is all about. They ask 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 opportunity for the next decade. We're just getting started. The opportunity ahead of us is huge. We believe we've got the correct vision and very sound strategies for how to execute against that vision, and we believe we got opportunities to delivering growth today and continuing into tomorrow.

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

If you think back to March when we held our strategic forum meeting in New York, we showed this market opportunity chart. This market opportunity is extremely large. I think we're poised for a decade of significant opportunity and significant growth. This is just talking about 2016. And this is just taking about our estimates of the market as we see it today. We're talking about the next wave of innovation. Each one of our 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 we go forward.

So with that, let me talk about how we're going to use the next 4 hours with you and give you a sense about what's coming up. So Pat will join 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 join us on stage and lead us through a conversation on our go-to-market strategy. The go-to-market aspect of our business is as important as the product aspect, how are we bringing this opportunity and taking the opportunity to the market, both with direct sales and with our very, very large customer and partner base. And then each of our General 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 opportunity ahead. And then we'll have a Q&A for about 20, 25 minutes with Bill, Sanjay and Raghu before we're honored to have Steve Hilton from Credit Suisse join us. Steve is an industry-leading CIO amongst other things and we're very honored to have him join us and lead us in a conversation with Carl when we hear about the journey he's on and the opportunities that he sees ahead as we think about the industry transformation we're really just getting started with. I'll come back, last but not least, with a financial framework, recapping what I talked about in many way since March, but also talking about a few more details about how we should think about this, how you should think about this opportunity from a financial perspective, again, for the next 2 to 4 years. And then Pat and Carl will join me on stage around 3:00 for about half an hour of Q&A as we spend the time answering as many of your questions as possible. And then I'd encourage you -- as many of you as possible to join 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 pleasure to introduce our leader and CEO, Pat Gelsinger, to kick us off. Thank you very much.

Patrick P. Gelsinger

Well, thank you, Jonathan, and great pleasure to be with many familiar faces here. Slightly smaller audience than the last one. Great. Come on, it's a joke, right? There's over 10,000 people in that room 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 -- we didn't realize there were that many V geeks on the planet, did you, right? Yes, this is a great show.

So I do want to briefly just go through that. I know a number of you there sort of try to fly through some of these comments pretty quickly, and then talk about a few specific things that I think are unique to the financial 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 run IT. And the first, the mainframe era, thousands of users and apps, right? The glass rooms of IT and that gave way to the client server era, right, where we 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 be delivered against that as IT as a Service, right? This rapid, agile environment against it.

And as our customers are looking at this mobile cloud world, virtualization is a key and powerful tool to go build it, but they also need to reduce costs in their current client server environment. And in that, essentially, we 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 we see the role of VMware as uniquely sitting as one of and maybe the only technology that allows you to help build tomorrow, while also liberating resources from today. And that, to us, is the passion that we have because we get to help our customers, our partners and our ecosystems on both sides of this issue, saving costs today, building the infrastructure for tomorrow.

Jonathan showed this picture, and we continue to see that there is a huge market opportunity for us as we go forward. The Software-Defined Datacenter, the largest of the components thereof, right, compute representing the smallest piece, right? But as we 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, we made the announcement vCloud Hybrid Service is $14 billion market in Hybrid Cloud, and you'll hear us constantly come 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 opportunity as we've laid out from here to 2016. We gave you that framework back in March and nothing's changed, even though we continue to analyze, refine and look carefully at that model.

The 3 imperatives that we laid out, the first one is extending virtualization to all of IT, right? Every piece of the data center needs to be virtualized. We 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, our networking platform. That entire layer, right, of management in the data center needs to be redone, right, and this is one of the areas that we see some of the greatest leverage for operational efficiency is the automation and new tools and analytics associated with, right, running a data center of tomorrow. And then finally, that the Hybrid Cloud becomes the standard, right, this expected way of being able to take advantage of public cloud resources.

So we announced a number of things this morning, a brief reprise of the things that we discussed today, right. First, right, the continuing cadence of our core product line with vSphere 5.5. The simple term I'd use is 2x, right? We doubled the number of VMs, doubled the number of cores, doubled the number of sockets, right? All of these 2xs as our customers continue, right, particularly to virtualize more large environments. Intel roadmap continues to give us more cores and enabling that continuing increase, right, in many aspects of the VMware use cases against it. And against that 2x, we're likely to take applications like mission critical, right? We'll see 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 fit finish and improvements for that. We announced NSX, the combination of our organic networking, VCNS, with Nicira into a single platform. And we announced the general beta of vSAN, our key technology for the software-defined storage layer.

We also announced Hybrid Cloud, the general availability of the vCloud Hybrid Service today, as Bill will go into a little bit more in the course of our discussion today, great response from the early access program. And customers like Harley and Apollo that we had, right, feature in the stage today. Also, our first franchise partner, and Bill will explore this a little bit more. But to me, right, we've sort of given little 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 like asset-like and partner-friendly. And this is the first embodiment of what we really mean when we say that because we're able to take, right, and go to a major service provider like Savvis, forge a partnership where they are taking advantage of our core software stack innovations and operations that we're going to do and combine that with their assets, their network, their infrastructure, their service relationships to their partners. And that win-win relationship, both of us go faster into delivering this hybrid environment.

And in End-User Computing, the key announcement of today was Desktop as a Service. And as you think about Desktop as a Service, to me it really sort of combines, right, some of the legs of our strategy together. Because for it, it allows us to start building, right, the layer, these 3 pillars of our strategy and start demonstrating how we're going to work together across those different pillars in the strategy. And so Desktop as a Service, right, it accelerates our End-User Computing offerings, but it does so by building on our 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, reliable SLA environment of vCloud Hybrid Service.

We also announced today DR as a Service. We take that footprint of SRM, SRM probably the most successful adjacency in VMware's history, and we gave it this nice elegant target in the cloud. So again, we're tying together both technically and business go-to-market and customer value, right, of 2 legs of the strategy, right? We also announced vSAN today, right, and Virtual SAN, one of the things that -- one of the use 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 our End-User Computing position with key technologies coming out of our SDDC position. And when you take those together, right, fundamentally, what you're going to see from VMware as we go forward against these 3 strategies is we will get more and more technical leverage across the 3, product leverage across the 3 and go-to-market leverage across the 3. And you'll see us tie these together in closer and more powerful ways for our customers as we go forward. And this is why we think, in many cases, right, there will be, right, an acceleration of business value, customer value, services that we're going to be able to deliver to the marketplace. And ultimately, differentiation and competition -- advanced -- competitive advantage over any of the alternative players in the industry. And this leverage, we 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 whole story began with compute virtualization. It's where we began the story and the Software-Defined Datacenter has been very successful. As you heard me say from stage this morning, we're not done until 100% of apps are virtualized, right? We're not -- 90% is not a good answer, 80% is a lousy answer, 70% is dreadful, right? We're just going to keep driving for more and more. But clearly, the Software-Defined Datacenter is a much bigger picture than that. And as you think 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 look 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 have a full enterprise suite of technologies. And we sort of dive into any one of these and whether it's something like DRS or SRM or security features or virtual firewalls or new load balance for services, wow, there's a lot of stuff inside of that suite. And we continue to pick up the pace on our innovations as our customers are anxious to take advantage 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 like Columbia taking advantage of everything, right, that we do, Apollo Group, the consolidation ratios they're seeing and the benefits of both public and private, very, very powerful use cases and this breadth and depth to meet the full 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 go execute against that framework. And we've said very clearly that VMware is embracing those OpenStack APIs. We're adding support for them to our products. And if you look at this list here, what we -- what I announced this morning is that the orchestration layer, right, the next release of vCloud Automation Center will be adding support for managing workloads into OpenStack environments. So we're embracing it. It's just going to be another target cloud, right, that we can drop workloads and manage it in, right? Our 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 we have many customers and you'll hear from like 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 run in their management environment that they highly customized and built into their operations that they're doing for PayPal, right? Clearly, networking, it's part 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 put them in dash lines here since we haven't formally announced this yet, but you can guess what we'll do with our storage technologies, right? We'll add support for the storage layers because we'll have best-of-breed storage technologies. And what are we going to do? We're going to support just another set of APIs to extend our market opportunity and to those customers who would choose to build OpenStack, largely service providers, Internet providers, just another set of customers for us to deliver our best-of-breed technologies into.

But I'd also point out that the stack on the left is a whole 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 support 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 we clearly said, these are the 3 things that we're going to get done and these are big, audacious, aggressive goals. And we're going to align everything that we do, right, against these 3 areas. And that clarity of focus, as Carl and others refer to, is understood throughout the company. We also formed Pivotal, and with the formation of Pivotal, the movement of those assets, right, has clearly allowed us to be more focused on our priorities, but also participate uniquely in this Big Data space. Also driven excellence and execution. Today's conference, the numerous product announcements that we've announced, right, the enablement, right, against our core priority areas, we're performing as a company and the Q2 earnings numbers were clear evidence thereof.

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

We also have world-class talent, and you'll hear from Bill Fathers, you saw him on stage this morning. We've added key new talent, Kevan and Dinesh [ph]. Where's Dinesh [ph]? Over here, right, recently joined the finance department. You'll hear from Sanjay a little bit later and today leading our EUC business. And this morning, we announced Tony Scott as our new CIO. Tony, what don't you stand up and wave? They're going to get the chance to see lots of Sanjay, right? So Tony, this morning, we announced as our new CIO coming from Microsoft, Disney and GM and a few places before that so a world-class CIO. And if you look at that, we just have a great leadership team. And with Jonathan and Carl and the others, Raghu and the others on our leadership team, we're just delighted for the quality of our leadership team. And I know some of you have questioned that and some of that is just the natural transition of leadership. But I'll tell you, this is a great leadership team and I am honored, right, to be able to be part of such a great team of leaders.

And fundamentally, we see ourselves positioned to win. The Software-Defined Datacenter, right, it is the right strategy. We finished our customer meeting about Software-Defined Datacenter and the question isn't if or why, it's when. How do I get started? When can we get started? How do we move forward? Hybrid Cloud, right? Early access program. As I like to joke, right, the national anthem is still playing in many of these cloud discussions, and this whole idea of a true hybrid seamless experience any app, any place, no changes, very powerful. And End-User Computing, right, combining of the infrastructure and delivering all the way to these emerging devices. Again, uniquely positioned, strong vision, great resonance with customers. We see ourselves as positioned to win.

We'd also say that we also have a unique business model, and the federation gives us great opportunity, right, to both be independent but yet strategically aligned and leveraged. And you heard much about what we're doing this morning but GoPivotal, as an example, they have been the point of the arrow with the GE relationship. VMware has advanced our position with GE as a direct result of GoPivotal's engagement 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 we were able to advance our position with them as a result of that relationship. BCE, one of their largest customers, Visa, and we were able to advance 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 we move forward to accelerate the VMware position in the industry.

So the takeaways I would like you to have as I end my time and I'll be back for Q&A a little bit later, one is, this is a huge market opportunity, right? It is large, it is growing. We're uniquely positioned to go take advantage of this opportunity. We are executing well. The leadership team that we're forming, the strategy and alignment and priority against that, we are picking up the pace as we execute across all aspects of the business. And finally, our momentum with customers, right? And I -- just I -- that room, I mean, it's just overwhelming, right? Standing room only, 15,000-ish people in the room, 22,000 people here at the conference, an overwhelming amount of interest in what we are doing. And our partnership and relationship with customers is clear evidence, right, that what we're doing, the vision that we laid out is being powerfully embraced by some of the largest and most important customers in the world but also by some of the most geographically dispersed customers, large 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, we hope you'll just get a little bit of the taste of the enthusiasm that we have, right, at VMworld, and thank you for joining us.

Carl M. Eschenbach

Thank you, Pat, and good morning, everyone. It's great to see everyone again here this year. And I'm very excited to announce, you all asked me last year at this event when are we going to have a CFO, and I'm very pleased to announce 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, experience and passion to VMware and he couldn't be a bigger part of our team than he is today. So Jonathan, thank you. And Paul, thanks for guys have done over the last year.

So what I'd like to do today is take a little bit of time and talk to you about how VMware is accelerating our customers on this journey to IT as a Service. And when we think about IT as a Service, it really can only be delivered through the use of software, and powerful software that reduces the friction between the consumers and producers of IT, and that establishes a new level of trust and collaboration between the 2 can only be achieved through the use, quite honestly, of powerful software that is being delivered as a service. And I'd like to spend some time just talking to you about how we're thinking about how to take these technologies, products, services and goods to market and get them into the hands to our customers to allow them to achieve the goal of IT as a Service.

And let me start by taking a quick look back at something both Jonathan and Pat showed up here earlier, and that is the market opportunity we have at VMware. And when you look 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 opportunity for us to go out and once again radically transform an industry through the use of virtualization software.

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

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

Our value proposition to our 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 say practically what that means.

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

We're also targeting this to be a platform that clients can build "born in cloud" and next-generation applications that need to get access to content that already resides on their virtualized infrastructure on premise. And I'm going to give you a couple of very practical client examples, so all these words can come and seem more like reality.

The secondary is around networking and basically being to extend their existing local area network over into our public cloud, and all of those security policies all 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 work with all 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 our common management framework, you can take advantage 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 place that you can call. And the vision we deliver to our clients is so that they have a public cloud that allows them to develop any application and they can put it either in vCloud Hybrid Service or on-premise and they don't have to make any compromises.

So I mentioned there that we're obviously targeting our existing client base and the substantial $40 million VM footprint we've established around the world with over 500,000 clients. And again, I'll talk a little bit about how we're already beginning to see our clients take advantage of this service offering. But when we think about the addressable markets and specifically the addressable market for vCloud Hybrid Services, we see 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 do we win? I want to orientate you on to this slide. So I'm going to talk about our strategy with 2 main reference points. On the left-hand side there, I'm talking about the kind of workloads that we're targeting. And on the right-hand side, I'm talking about the kind of buyers that we're targeting in various phases. And I'll talk you through what our 3-phase strategy looks like in the context of both of those things.

So let me start with workloads. On the left-hand side, when we look at the kind of workloads that clients move off-premise, we think about them in a few ways. We think about whether the application type they're moving is a traditional application. By that, we mean perhaps it's a SQL database or an Oracle Database, or a very conventional ERP, Enterprise Resource Planning, tool like 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 development life cycle?

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

And now let's look on the right-hand side, the kind of buyers. And perhaps we're oversimplifying, but we think about our 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 we see application developers living 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 last 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 have disintermediated IT in some cases, they just go ahead and buy what they need as quickly as they need it.

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

The second phase, you'll see us take that value proposition and continue to pile on with more features and services, but really expand it geographically. And we'll talk a little bit about our various business models for how we see ourselves expanding it geographically.

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

Now I should just pause and point out that in no way is this necessarily sequential. Obviously, we're moving quickly. And I'd probably say where we are today is, obviously, we're well establishing in Phase 1 of the strategy. We're already starting to plan and prepare for Phase 2 in terms of geographic scale-out. And, frankly, you also saw us announce 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 large overlap in the phasing of the strategy here.

So let's talk of our business model. We have really 3 ways in which we're bringing the vCloud Hybrid Service to our clients. And critical to this is to allow clients to have the choice to either buy this as a public cloud service offering directly from VMware through channel partners or they could buy this as part of an offering that our service providers are taking advantage of our technology to deliver the vCloud Hybrid Service to their end customers. So let me talk you through that.

So we'll talk about this as being Model 1. So just -- I'd say we're announcing the general availability of this model today. This is where VMware own and operate the platform and obviously sell and go -- we own the sales and go-to-market function for delivering vCloud service into our clients. We're taking full advantage of our third-party datacenters, which we see as an excellent way of maintaining flexibility. Obviously, we're discovering here just how the physical location and how important physical location is to many of our clients as they're delivering a vCloud Hybrid Service.

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

But we also announced this morning a third model, which is part of our strategy for extending our footprint and helping us gain market reach very quickly. And this is a model where we see service providers taking advantage of the vCloud Hybrid Suite -- Service platform, so a very prescribed package of hardware and software that they will then use to form their basis of delivering cloud services into their client base as well. And it's likely that as we use this model to deploy perhaps into geographies where having a physical presence and a brand is extremely important, perhaps on reasons of data solvency. Also in terms of compliance. You may well see us have this kind of relationships with service providers that have 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, be it network application oriented or managed hosting or co-location. You'll see them wrap other services around our underlying vCloud Hybrid Service platform. So it's a sort of logical extension of where we've been. But really at the end of the day, it's going to be something that gives our clients a full breadth of choice of the options of how they buy vCloud service from us.

Just in terms of how we think about at a very high level, how we think about this in terms of capital efficiency. Obviously, in the first model, what we're not doing is doing speculative builds of large 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, we are aggressive and major users of all aspects of our software-defined datacenter, so the underlying cloud platform is as virtualized as we can humanly get it. And we already think that that's sort of providing us with capital efficiency savings very early on at 10% to 15%. But frankly, as we scale, I'd expect that performance and the savings we're deriving from embracing our own dog food is going to accelerate rapidly.

In the franchise partner model, we're -- likely the service providers will be making their own investments in their platform to deploy it in their own datacenters. You can clearly see that VMware's use of our own capital is probably further reduced. And I'd just mentioned that we 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 example of how this model is going to work.

And obviously, in the third and final case, where we're providing our service providers with software, clearly that's little to no capital deployed for vCloud Hybrid Service and for VMware. But I think it's very important that we -- clearly this is a -- it's a broad front upon which to attack the market, but we think it's important that from Day 1, you establish the right relationship with the ecosystem to be clear that while we do have a direct go-to-market model, we're absolutely about empowering a broad community of service providers that already rely upon our technology. And this frankly is resonating well with our service providers already.

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

And let me just give you a couple of examples of how clients have used the platform so it becomes a bit real. So Harley-Davidson Dealer Systems wanted to deploy a new 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 have 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 old SQL database. But it critically needs to get 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 have running. They experimented with a number of other public clouds to run this mobile app in various other clouds but just could not get it to integrate because trying to circumnavigate the various layers of security you've wrapped around a very important client data -- really, really complicated.

They basically came to us and said, "Look, this is what we want to achieve. Can we deploy this app and not have 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 see them expanding that geographically. So hopefully, this brings it -- just real 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 example was in the Apollo Group and specifically the University of Phoenix. So online education for adults. Huge, huge volumes at certain times of the month or year, where various training courses occur or testing occurs, they see colossal spikes in traffic. So they've become big users, I mean big, big users of some of the other consumer-oriented public clouds. And they took stock and said, "Okay, we have about 5 or 6 public clouds that we're now taking advantage of. This has kind of proliferated around the world. How about we think about whether a hybrid model may make 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 use vCloud Hybrid Service to be the public cloud that they're going to use seamlessly to take 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 do that? The way you end up is, basically if you're proliferating the use of multiple public clouds, it starts to become very inefficient. And secondly, it's about the way you allocate resource.

So in our model, we allocate resource to our clients on a sort of guaranteed basis. We say, you have 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 get 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 think you're going to need to give you a safety buffer. And pretty soon, the economics start to become pretty unattractive. So a very interesting use case.

We've seen a number of other sort of more conventional classic cloud deployments, as you'd expect 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 have a couple of locations but want to establish a disaster recovery site and see vCloud Hybrid Service as an obvious site for doing that. Incredible adoption across various industries in our Early Access Program. So we were delighted to see such a broad spectrum of clients already looking to see how they can use this as a logical extension of how they do business with VMware today.

So hopefully those are sort of very good practical examples of how this gets used. In the last few minutes here, let's just recap on where we are today. So having had a successful Beta 1 and 2, a successful Early Access Program, we are announcing the general availability in the United States of the service today, expanding our physical footprint into our datacenter here in Silicon Valley, our 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 our technology, they're going to deploy vCloud Hybrid Services as part of their offering into additional and they're starting with New 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 new markets by leveraging the relationships we have with service providers.

In terms of value-added services, disaster recovery as a service, which is a logical extension if you're an SRM, or a Site Recovery Manager, client. And if you just think about that, you deployed Site Recovery Manager and now you have the ability to use that same tool to create vCloud Hybrid Service as a destination point for disaster recovery.

Our Cloud Foundry, very much oriented towards developers, who are already using the Cloud Foundry environment to development applications. And of course, Desktop as a Service will be 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 use vCloud Hybrid Service quickly to either expand the number of seats you have, get into a new region or perhaps for testing new version of it, then again it's just an obvious way of extending it seamlessly. So you can see 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 our channel partners to help them, not only create the value-added services that will help clients move workload on to the platform, but also, obviously, very much take -- the great thing we have is, I guess, great reach into the enterprise market, credibility and trust to be the kind of entity they would want to buy public cloud services from in the first place. But then we're also going to be 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 see us focus on that capability as well.

So in the last minute here before the shepherd's crook takes me off. Let's think about what we're going to be 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 we are today with a very successful Early Access Program. You'll see us add more and more seamless hybrid experiences. So really by the middle of next year, we'll expect all of our clients to just logically regard vCloud Hybrid Service as an obvious extra resource pool that they can use for deploying resources or for adding new applications. And so you'll see us piling more and more hybrid-type services. And obviously, the rich ecosystem of software companies we hope will also start to adapt 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 -- we talked about Model 1 -- and franchise relationships type of partnerships -- we talked about Model 2. You'll see us expand this service offering from North America starting in Europe in Q1 of next year and in APJ probably around Q2. And I think we're actually moving just slightly ahead of plan in terms of European expansion, so we may yet have an opportunity to bring forward our expansion into United Kingdom earlier than Q1 of next year.

And in terms of client experience, it's all about delivering an utterly frictionless purchasing experience. So you'll see us focus on that great deal. Having made the initial deployment decision to move on to vCloud Hybrid Service, we want clients to be able to move workloads or add workloads or make adjustments to workloads in seconds rather than it having to be something that's a manual process. And, frankly, this is sort of underspoken of our aspect of cloud services. The ability to deliver that utterly frictionless experience becomes the absolute basis upon which you need to build the rest of your service offering. If you can't do that, frankly, it's given as availability. You have to be both available and have the availability at the position extremely quickly to be a credible offering that's able to grow at the compound annual growth rate that we talked about earlier.

And of course, finally, around existing and new applications to make sure that we work closely with a lot of the existing ISPs that have already technically certified on our platform, but also start to work with some of the providers of next-gen type application services. And you'll start to see us add on, develop our oriented services on to the platform as we expand into Phase 3 of our 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 see the market we're targeting. You can see how clients are starting to the platform and, at a very high level, you understood our 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 pleasure to be here and see many familiar faces. I am on Day 6 of my VMware journey. So if you have deep product technical questions, you can ask me that on Day 60. But it's a pleasure to be here.

I just wanted to speak a little 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 join here. But one, I saw a company that was tremendously innovative. I was actually at Veritas when EMC beat Veritas to buying VMware. I remember that time, and since the spin-out, since then, have admired the innovation that VMware has had. And I think a good testament to that is the recognition from Forbes as the #3 ranked company. Last year, in 2012, VMware was not even listed. To go from not being on the Top 100 to being #3 is a huge accomplishment.

And it's not just innovation in product. I think 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 strong team. The camaraderie in the team here that Pat had set up was just fantastic, including the new additions.

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

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

But if you think about what's happening in the end user area, all of this is being transformed significantly by some big 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 opportunity exists a huge new way of looking at this that the traditional legacy players probably are trapped of not being able to do with them. And that opens up a whole new way of the way in which virtual desktops, the way in which mobile is going to be viewed and the way social computing is going to be viewed.

And if you think about the nature of how many of the CIO conversations today are moving out of the realm of traditional ways in which you dialogue with them to some of these new strategic topics, whether it's mobile, whether it's social, whether it's cloud computing, whether it's Big Data, I sense a big opportunity here. And I believe there's clearly an opportunity 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 opportunity for a multibillion-dollar business in this, perhaps even a business that's the size of VMware today. And that's why I'm here.

As you think about aspects of this, Pat emphasized that everything we're doing in key aspects of these new businesses triangulate and fit 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 think 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 be 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 couple of things that we 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 like mobile and then emphasizing new things like security. And when you get some advantages like we have in vSAN, you get the advantages of the investments we're making in the Hybrid Cloud, we also get to take advantage of the innovations in both storage and where cloud computing is going. So I see a big opportunity now here in End-User Computing to be able to take 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 think about this from the context of a customer. And if a customer could answer why buy, why VMware, why now, from the lens of that customer, I think you've motivated them to understand why this is important.

Now let me start at the bottom because how cool is it when you work for a company, where your wife or your brother could say, "Could get 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 use 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 good case studies that I think will motivate why what we're doing is different here. You'd probably can't get 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 whole less complexity as to worrying about whether they'd deploy security software, PCI compliance, all 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 be saving lives. When you think about John Hopkins, one of the best medical universities, and 10,000 plus clinicians. If you could provide them a way by which their clinical documentation, medical records and things of that kind could be 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 do with John Hopkin.

And it's actually led us into some opportunities where we think in the health care space, we could do more with Epic. And Epic, as you know, is a leader in the EMR space, and Carl hinted the verticalization. We think that where a lot of these desktop technologies can enhance themselves is actually optimizing for some of the verticals, and I'll come back to that in a second.

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

If you look 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 also who are watching from the outside in, some of the reasons why we've been successful, you take Amdocs. This is actually a Mirage customer [indiscernible] was the acquisition. 10,000 plus seats. In this type of use case, where you can actually reduce the pain on the help desk, it's a huge opportunity for optimization.

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

Now to do that, we had to make some very, very big decisions. And we had to go through what I would call a realignment process earlier this year. This is a chart that I showed last year at the Financial 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 last few years. But when you go back to the $50 billion and the 3 key priorities and strategies that we needed to focus on, a number of these either fit into the strategy or they didn't. So what we have to do, we had to realign the business. We had to realign the people. We had to realign the resources to make sure we were in alignment to go 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 ability to centrally manage your Windows environment on laptops, on PCs or any device moved into our End-User Computing strategy.

At the same time, over the last 5 years, we had to stop and pause and think about all of the acquisitions we made, and whether or not they fit into 1 of these 3 key strategies and priorities of the company. And the ones that did not, over the last year, you've seen us do divestitures of. Shekar and our business development team has done an amazing job at divesting a number of business into hands of people we trusted, so that they can continue to service these customers that are already VMware customers. So we put a lot of these out there in the market into the other hands. We divested them, part of the realignment effort.

At the same time, we took a number of our, what we used to call, Layer 2 assets, the Spring Framework. We 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 we put them into pivotal to build the go pivotal business, which I look 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 business 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, we say 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 our efforts across all 3 of them. And let me take you through just a couple of things we're doing in that double-down effort.

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

At the same time, you heard Pat articulate both here and on main stage our effort to get 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 be delivered through a hybrid model. It's the only way you can do it efficiently and effectively. And it has to be done with someone like VMware, who can seamlessly extend that data center into the public cloud. With the launch of the vCloud Hybrid Service, you heard Pat say, the early access program was oversubscribed. We saw strong customer demand. And at the same time, once again, we doubled down our go-to-market efforts and we've hired and built out a specialized sales force to go after this opportunity.

And lastly, the Software-Defined Datacenter, where we virtualize all of IT, not just infrastructure, but it's infrastructure, it's applications and end users. And we, here, once again see a massive opportunity, not just, again, to virtualize the infrastructure, but how do we move from a world of management to automation. And because we are growing as fast as we are in the management space and we're the #1 vendor in cloud management today, we've decided to once again double down our efforts, build out a specialized sales and technical force to take advantage of the massive market opportunity we have around cloud management going forward. These 3 key areas of investment could not have taken place unless we went through that realignment process earlier this year.

At the same time, we had to also, as you know, put assets into pivotal. We did that. We took about 400-plus people. Some great people are now at pivotal and were still part of that. And pivotal is a platform that will run very, very well on top of vSphere, as well as our public cloud with vCloud Hybrid Services. And that is an opportunity for us to expand the workloads that run on top of our platform. Because today, a lot of what pivotal does in the Big Data space or with Hadoop actually run on physical servers. We now have the opportunity to put that on top of the VMware platform. Again, it couldn't be done unless we specifically were to focus on this realignment effort.

We also continue to invest in emerging markets. We see a significant opportunity 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 show all 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 think all of you remember from our earnings call last quarter, we had a phenomenal quarter, specifically in APJ, where we grew the business significantly year-over-year and quarter-over-quarter. Again, these are investments that we would not be able to make as a company unless we actually did that realignment effort earlier this year.

And because there's this build-out around the world and these continued investments in the emerging markets, when you look at VMware's share of business that we get 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 last decade, we think this is pretty amazing. So more than 50% of our business in about a 10-year time frame actually come from outside the U.S., and that is because of those investments we continue to make in emerging markets. And as I said, you could see that in our results in Q2.

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

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

And in APJ, we just had an amazing quarter. And when you compare and contrast what we did in APJ last quarter, because of the strengths specifically that we saw out of Australia, I think it was quite impressive when you compare it to the rest 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 our customers adoption of the Software-Defined Datacenter and IT as a Service. So if we take a quick step back and look at how people have historically adopted virtualization, they've really gone through a 3-phase approach. They've taken, they've implemented virtualization, as all of you know, to drive out massive CapEx savings. And we used to call that infrastructure focus and CapEx savings. But as people got more and more comfortable, whether they started to move into what we call business production, where they started to actually get the benefit of both CapEx and OpEx. And then ultimately, more and more of our customers, as I'll show you in a couple of slides, are actually adopting this technology to truly deliver IT as a Service.

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

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

So we started to change our selling motion and we changed our pricing and packaging along with it. So that now, as you look at our sales motion, what we sell, day 1, is a true solution. We sell vSOM, which many of you know and ask 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 our customers highly scalable virtualization software and now software and an automation tools to allow them to operate in this new world. And our vCloud suite continues to power along.

For the fourth consecutive quarter, it beat our expectations. And it's being sold in conjunction with the ELA, exactly as we would have expected.

As our 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 get access to this hybrid cloud. They want to leverage that same infrastructure to transform their desktops in what we call end-user computing. So what they ultimately do is they enter into an Enterprise License Agreement with VMware.

And as you know, last quarter, we had a very healthy quarter. We had 37% of our bookings come through ELAs. And many people say, "Is that good? Is that bad? What's it mean for VMware? What's it mean for the customers?" Quite frankly, we think it's exciting and it provides significant benefit for both our customers and for VMware.

If you look at it through the eyes of our customers, it gives them the ability to have, what I call, frictionless deployment. Every time they want to adopt more virtualization, they did not need to go and get another purchase order. They do not have to go and justify another way to get access to more VMware because they have a framework to get access, an easy access to all of our technology. It also allows them to get predictable pricing. They know exactly how much it's going to cost per compute, per storage, per network component.

And lastly, I think most importantly, they start to align our long-term strategic vision to VMware. In this notion of the Software-Defined Datacenter that we brought to VMworld in 2012, it's becoming a reality. Our customers believe or they wouldn't be 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 like the word ELA because it seems very license centric. It's an enterprise license centric [ph]. I think of it as an EA, an enterprise agreement. Because the majority of our enterprise agreements include services components to help them drive the deployment of all of the assets they get 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 base we have out there today and moving from this interactive model of a point product sale through a strategic relationship, and allows us to very quickly expand our footprint, not only in our accounts, but also globally because they have global access, that they're multinational company, to all of this technology.

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

And lastly, we enjoy and we want and we'll continue to build on the services engagements we have with our customers because we absolutely know, and as you'll hear up here later on today with me when I spend some time with Steve Hilton, one of the challenges is not just technology adoption, but how do you transform your IT organization into people process side of the business. This is why we think there's business benefit by doing enterprise agreements for both our customers and VMware.

Now along the way, what we think is going to happen here is we're going to see our customers continue to move on this journey to IT as a Service. These numbers here are out of our most recent customer survey that we've done, and the results just came in, in the last couple of months. And this percentage here is where our 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 our customers believe they are delivering IT as a Service. And what's most compelling about this isn't necessarily what percent of our customers are at, what different phase. But it's a fact, as they further drive this notion of the Software-Defined Datacenter, they get 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, moving from a system administrator of supporting 100 virtual machines in Phase 1 to 300 in Phase 3. These are the benefits that people will get through Software-Defined Datacenter, the automation of the Software-Defined Datacenter, the efficiencies, and ultimately, deliver IT as a Service.

And one example of this is a customer we're working with. It's a large financial 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 do I move to this world of a new greenfield data center and take 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 center over here that I have to protect, and I have to keep the lights on. And to make that bridge or to jump from the legacy to this new world is extremely hard.

So we've worked with them to say, can they get enough capital to go and stand up a band new greenfield data center and leverage everything that Pat spoke about today. And that you'll hear further from the presenters up here.

And what we found is if we could build a new greenfield data center, the savings were absolutely remarkable. As you see here, we would save more than 54% over what they do today on the OpEx side of running IT, and their capital requirements will go down by 74%. That's the power of the Software-Defined Datacenter. The reason for this, for example, on the capital side, Raghu will get up here and talk about network virtualization and how all Layer 2 through 7 services are now done in software.. All the appliances that people have bought in the past are no longer needed.

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

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

And just recently, this group called the Temkin Group did an NPS study. This was specific to North America. And once again, we were proud to say that we came out on top with a Net Promoter Score of 47%. Again, making sure that we 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 we spend so much time thinking about this. We're also pretty proud of the fact, and Pat had it on a slide during his keynote earlier today, we've -- recently, I guess, it was last week, we 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 our first year of eligibility, we came in third, ahead of companies like Google and Apple. That's the type of company we aspire to be in the future.

So now let's very quickly talk about, if this is the market opportunity and this is how we sell, how do we get access to our customers? Well, it starts with a customer view. It starts with a customer-centric strategy across the company. And if you think about most technology companies, they think about the technology they have to offer, and then they figure out what are the routes to market so I can get 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 business challenges are, you start to think about, okay, what is a technology that is going to solve those challenges? And in VMware's case, what are the partners we're going to leverage to get access to those customers? And then we have to start to think about, okay, are our partners capable of delivering the technology customers want? And the only way to make this all come together is that VMware thinks about all 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 all together to build out a go-to-market strategy.

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

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

When you go down market, reps may have 1 to 10. When you even go further down, they may have 20 to 50. When you go all the way down market, we're just going to leverage our channel.

And as most of you know, VMware does about 85% of our business through the channel, so the channel is always involved in everything we do, as I'll show you in the next slide.

Now at times, they start to think about verticalization, and is there a selling motion or a solution that we can repeat as we sell into the market or a specific market, like the financial services, like the federal government, like education, like state and local. So at times, we actually build verticals to go 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, our partners are always involved.

For the last decade, we said we're going to be a partner-led and -driven selling organization, and we are that today. 85-plus percent of our business still, at this point, goes to our partners, and I don't see that changing at all as we go forward. The partner 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 we have at the show this week.

Now as we go out and we make acquisitions or as we continue to drive innovation internally and bring more and more solutions to other factory, we need to start think about how do we take them to market. And this is just a high-level framework of how we think about we're going to sell a new solution or a company that we're acquiring. If it's an emerging product, we really need to think about, is it ready to be sold with our core? Is it purely adjacent to something like vSphere or the Software-Defined Datacenter? Or is it an emerging market that we actually need to build a specialized sales force to actually sell this solution in the market? And that's our strategy. At times, we'll build a diversified sales force and a specialized sales force to go offer the opportunity. At other times, we'll take the solution, we'll put it right into the core sales force and have those thousands of people right off the bat start to sell it.

And sometimes, we actually do both. As I mentioned earlier, if you look at this framework, technologies like View or technologies like NSX, we've decided to build specialized sales forces to take it to market. At the same time, we expect that our core will be capable to sell this as well.

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

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

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

And in fact, if you look at this, if I break this down, 70% of servers in data centers today have been sold through the channel, approximately 85% of all networking security services and goods have been sold through the channel. And lastly, if you look at storage, even storage, the high-end complex storage solutions are actually sold through the channel. So the channel has already, if you will, primed the pump and sold to the customers all of the hardware that we're going to go out and virtualize. And people say, "Well, how do you move to a sales organization that can sell or a channel that can sell software solutions?" Well, it's actually, we don't think all that difficult, there are some challenges.

But if you look at it first through the server view, and we already know that today server virtualization has been delivered to the market through a channel. We've proven that in the last decade. We're going to now go and we're going to repeat that for network virtualization, as well as storage virtualization. This is our strategy to enable our channel. At the same time, it's good to sell the technology, but can you sell the management solutions around it? Can you do automation? Can you do provisioning? Can you do remediation of that infrastructure? Which we think we can do but we can't do it alone, which provides our partners to have an opportunity to go in and sell management services as well.

Our customers need help on this journey to the Software-Defined Datacenter, both technologically, as well as on the people process side. And when you stop and look at the market opportunity for professional services that our partner community has, it's almost as big as the TAM I showed you earlier for VMware. This is why the partners are very much engaged with VMware and see 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 critical for our success. We think of enablement once, then twice. We think of enablement, as we build enablement materials to help radically transform our sales force to sell Software-Defined Datacenter, the hybrid Cloud and End-User Computing services, but we built that once knowing that it's going to be delivered twice, both to our existing sales force and our channel because we see them one and the same. And we have been very aggressive and adopted many new technologies to bring enablement to the market.

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

So in wrapping up, this is what I would say: We are aligned more than ever. We're aligned to go out and take advantage of the $50 billion market opportunity that Pat and Jonathan laid out earlier. And we couldn't be here without that realignment effort that we went through as a company. I must say, we're all proud of how quickly we got through that and how well we've been able to maintain our 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 think 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 we will continue to focus on customer adoption and make sure that VMware is not only committed to our customer, but the customers' existing investments they have in our infrastructure.

And lastly, we will continue to focus on enabling both our sales force and our partners to be able to help our customers once again, just like we have in the last decade, to go and radically transform IT through the use of simplified, powerful virtualization software.

Thanks for your time.

William D. Fathers

Thank you very much. Thank you, Carl. Great. My name is Bill Fathers. I'm the General Manager, Senior Vice President for our new vCloud Hybrid Services business unit.

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

So that we could cover everything from physical to virtual to mobile. If you look 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, also watching from the outside in, some of the reasons why we've been successful, you take Amdocs, this is actually a Mirage customer, Wanova was the acquisition, 10,000-plus seats. In this type of use case, where you can actually reduce the pain on the help desk, it's a huge opportunity for optimization, where you can show cost, savings, and you actually are able to get the full -- 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 think about geographically expanding, is the fact that in India, in China, and many of the new places where you're doing things, you want to have an efficient way by which these engineers can get their diagrams or a variety of the things that go on in car manufacturing. Again, a perfect use case for a distributed workforce, geographically distributed, and one way you can manage this at a level of scale, in this case 4,000, 5,000 of them, much, much more easily with the solution as we provide. And then you take one of the larger -- largest deployments we've seen, NTT, the Jaguar one was actually a competitive win against our competitor in the space, the NTT was actually a rip-out, where we actually replaced the competitor here, and this one's going to be probably in the tens of thousands when we're done. Part of what we found was, in this space, there hasn't been a lot of attention given to the simplification of things like management consoles and so on. And as solutions from some of our competitors have been deployed, customers just found a whole bunch of pain associated with that type of deployment.

Here's a good example of one where we will deploy with the experience that the end -- the customer felt was easier to use, more scalable to tens of thousands. And to the extent that we can deploy this now across the world in a very, very fast fashion, we're finding that our customers themselves are able to move much, much faster and certainly, to lower cost. And as you know, in IT, it's all about being able to lower your cost and then free up those dollars to do innovation. The perfect world is where if you're spending 90% of your money in the CIO budget, on keeping the lights on, you have very little time or money for innovation. And we could help people take 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 do innovation, and that's really what a lot of what the technology here helps us do.

So as we think about investments in where we want to be able to grow this, here are the 5 areas that we are prioritizing. They're clearly horizontal use cases: the branch office; the local; the remote offices; the ones that I talked about for example in that Hertz use case; but there are also many vertical use cases in industries like healthcare. I talk about the use 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 spend a lot of money on laptops.

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

Desktop as a Service is a huge opportunity. Our competitors have not innovated in this area. This is an opportunity for us to not just do a Desktop as a Service in the context of a cloud offering from our service providers, and you'll see us partnering with service providers to do that, but also in the context of our Hybrid Cloud. So this is a place where we can amplify one of the offerings that Bill provides in the Hybrid Cloud. As we think about the innovations in storage, whether it's with vSAN or where the future of Flash-based storage is headed, we think all of that will also further reduce the cost of a typically -- typical VDI deployment. And at the end of the day, we want to be the solution that can be managed at large levels of scale. If we think there's an opportunity to both replace, as well as innovate, in many of these new areas where you can deploy to tens of thousands, potentially hundreds of thousands and collectively, millions of seats, we believe we can do this in a much cheaper, faster and an easier-to-use fashion.

Here's one example of that cost equation, when contrasted with one of our competitors. And we think, again, because of the complexity of many of the different ways in which acquisitions that have been done by Citrix, the user cost is just a factor different. You'll see in this study that was done by an independent third-party, at least 1/2 the cost from the standpoint of our for-user cost, and the other aspects of it is just the ease of use and the general scalability. We probably haven't done enough of a job at telling you some of the stories of some of our largest deployments. You're going to see us doing it a lot more, so that through the years of -- so that through the voice of our 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 our competitors. We think we're gaining a tremendous amount of share in this part of the market.

Desktop as a Service, we will have an offering by Q4 of this year, both, as I mentioned, through service providers and other players, but also in our Hybrid Cloud. And I think this is going to be tremendously exciting. This is the intersection of where VDI meets the cloud, and there's all kinds of opportunities as to where we believe we can take this. This is also going to ease the deployment in a much faster fashion as all cloud computing does. And it's another place where you will see VMware be an innovator. We've been an innovator in a number of different areas, but the intersection of VDI and cloud is one more area where we believe we'll be able to show thought leadership and also product leadership.

As you expand to some of the other areas like mobile, we believe the mobile movement is just getting started. It's a huge opportunity in front of us, billions of devices, and expect much more from us. We announced Workspace this year. This is going to be certainly an area of my own passion and focus. And I expect, as we expand in this area, it's not just going to be 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 opportunity for both the management and the security of those things, so to speak, Internet of Things. So as we think about where this is headed, our focus will be not just in IT, but the end users. And I think many of the same constructs that you've seen us do, like for example, policy and management, will be ones that we extend there. In doing this, we're taking a very careful view of looking at all of the device-operating systems, from iOS to Android to Windows, all 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 way the mobile movement will work in the market will be not just on our own, but through many of these important channels.

So overall, very, very excited to be 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 be happy about that, and with that, let me introduce the godfather of the software-defined data center, Raghu.

Rangarajan Raghuram

Thanks. All right, good to see you all again. Hope you enjoyed the keynotes today. And don't miss the keynote tomorrow, you will see Carl Eschenbach at its finest. I will talk about the software-defined data center, specifically covering 2 aspects. First, at this venue last year, we talked about our vision for the software-defined data center. We talked a little bit about what we have seen in the marketplace since then. And then specifically, we talked about the new developments, some -- most of it was announced today. I'll try to give you a little 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 expect out of their infrastructure, right? Velocity and agility has become paramount top of mind for most of our forward-thinking customers. The reason is, as businesses shift towards engaging with customers, in a variety of different media and different devices, it is the systems of engagement that customers are building that are replacing or becoming more important than the old systems of record that IP used to be managing. The systems of record where the ERP systems and so on and so forth, systems of engagement are these mobile social systems that customers are building in order to get 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 our customers, is driving the need for continuous development and continuous deployment. That in turn called for a whole 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 type than what IT has been dealing with.

Even while doing all of these, all of the infrastructure has not gone away. For most of our large 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 come for a lot of them.

And then last but not the least, shadow IT is a very real phenomenon, a line of business bypassing IT altogether, and buying their compute resources from public cloud providers. And all of this leads to a new set of requirements, a set of requirements where customers are expecting IT to be 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 our thinking around the software-defined data center. This is the vision that we introduced last year. To recap, we think the way 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 our customers in compute, but the minute that application gets deployed into a real data center today in production, it gets slowed down because storage and network are done the old-fashioned way, the way physical infrastructure works.

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

For this VMworld, we have announced products and every one of these are advanced products in every one of these domains. There is a new generation of vSphere, vSphere 5.5. The big news of the show is, of course, NSX, the network virtualization platform. And Virtual SAN enters public beta.

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

The way we go to market with these is we simplify these into suites. vCloud Suite was introduced at the last VMworld, and had been very successful for us over the last 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 have a better-managed virtualization environment. This is a little bit of an eye chart but just so that you have this for your records, these are the product components for vCloud Suite, as well as the vSphere with Operations Management. Consistent with our packaging strategy, it comes with a small, medium, large size, meant for different selling motions and different classes of customers.

Over the last year, we have had 2 types of successes with customers. Customers that have adopted any particular component in a big way, as well as customers that have adopted the whole suite. So these are examples of customers that have chosen 1 or more of these individual components. And here are a couple of examples of customers, both at in the Enterprise scale, as well as the mid-market that we would like to call out. For example, Symantec, which has been a long-term vSphere user, they have been deploying the full elements of our vCloud stack. And they have deployed over 200,000 VMs. This is the global support team at Symantec that supports the end users. And so they use this private cloud infrastructure to recreate customer trouble 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 level that they're able to deliver to users that is the strategic benefit 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 be particularly attractive because it enables customers, like those that are shown here, Greektown or Cornerstone, to get more out of their virtual environment. Very often, when customers deploy the Operations Management component, they get an additional 20% to 35% CapEx savings because they're able to use the capacity more efficiently after looking at the insights from -- delivered by vCenter Ops. As you noticed, this is also enabling us to displace Hyper-V in these accounts, too.

So that's a quick overview of some of the successes from last year. Now let's talk about where we are going looking forward, starting with the announcements that we made today with compute, right? So this is a chart that we have religiously shown you every year that we've had this, right? The top chart is the percent virtualized in the marketplace. This comes from our annual survey that we do of our customer base. The industry analysts do their own survey, and they're all in this ballpark, and the net-net is, the industry is about -- sorry, our customer base 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 business critical applications, customers that they say they have virtualized their business critical applications. Some of those applications are listed there, right?

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

So with vSphere 5.5, our focus is to create a single platform for the Enterprise that can serve not only their traditional applications but also 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 new applications. So the Big Data extensions that we had announced earlier in the summer are now part of vSphere 5.5. This enables Hadoop workloads to be easily deployed and utilized in a general-purpose vSphere infrastructure.

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

And we continue to work with the chip manufacturers to support 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, business critical applications continues to be a focus for us. This is what customers are deploying, right? I was talking to one of our 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 moving stuff off of old Solaris or other risk platforms onto vSphere or on x86. Right? So this is all net new opportunity for vSphere Enterprise Plus because that's what customers deploy.

One of the key breakthroughs that we have done with vSphere 5.5 is we have 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 big bag that all of you know very well. And this attests to the delivery of performance that we have 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 financial analyst conference that we did, and you saw this chart earlier today, right? When people ask us why are we in the virtual networking business? This is where our story starts. We've been in the virtual networking business for a long, long time, right? As more and more applications get virtualized, go back to that 57% virtualized number that I showed you a few slides ago, the way all these applications connect to the network is through a virtual edge switch, right? So the edge of the network is living inside the hypervisor, all 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 interesting observation here, that was a surprise to us until we did the survey, is the percentage of virtualization app virtual switch, right? A big reason why we introduced CLIs and why we did third-party virtual switches in ESX, was so that network administrators that are familiar with how network switches work could manage network switches from their favorite vendor. What we are finding is there is an equally strong 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 rise the second reason why we are doing network virtualization, okay? Server virtualization was usually successful for 2 reasons: People have brought it into their corporate data centers for the CapEx benefit. The reason people have stuck with it is because it's transformed the operational model for compute. We 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, move it around, do whatever you want to do with this. This level of flexibility does not exist today in the network. This is why customers have told us that they have taken as much as 45 days and 50 days to deploy an application because the network is still physical and all the configuration of load balancers and switches and access control lists and VPNs and VLANs and whatnot, all of it is happening in a manual basis today, right? They're all capacity-constrained. Each time you deploy an application, you have 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, we 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 center is called east-west traffic. That traffic, according to network companies, is now 70% of all network traffic, as opposed to the north-south traffic, which is the traffic going to the end-user device.

And you can see why that is the case, because each time you do 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 business logic server and then to some database, perhaps through some middleware, to some mainframe, et cetera, et cetera. All of that is what we call east-west traffic. Right? As you put more applications into the data center, all of those applications generate traffic that has to be swift, that has to be routed, et cetera, et cetera. And what we 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 see some numbers. That shows the throughput speed, right? We are able to do this at line rate, so imagine 10 GB network backbones in the rack, we are able to do this at line rate. So performances -- this is not a type, we are talking about real data center traffic at very high speeds being handled by software. The reason we are able to do this is a distributed architecture, okay? Unlike our previous attempts at providing, for example, firewalling, we do not use a virtual machine to do that. The technology for this is built-in as an extension of the hypervisor, right? So we are able to provide this sort of functionality at line rate speeds, number one. Number two, because we are the first stop point on the network, next to the application, these services can be set up in response to what an application needs and when the application moves, the services of these policies can be moved to wherever the application is moved, right? So the mobility of policy enforcement becomes automatic. It's tremendous, and best of all, the way you scale these network services is no longer a distinct competency from how you say it's scaled to compute. When your application needs more horsepower, the way you scale to compute is most likely to scale out application, you put more compute nodes. When the application needs more network services, the way you scale the network services is again the same thing, you put the network, you put 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 do to provision the compute APIs to provision the application. It's a seamless extension of what to do 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 come back to this for storage as well. This is the scale-out power of doing networking this way, right? A single host, you get the line rate speed that I talked about. vSphere clusters are often clusters of 32 nodes, so you can get up to 1 terabyte of throughput on a cluster of 32 nodes. A single virtual center domain can go up to 1,000 holes, so you multiply 30 gigabits by 1,000 to get the throughput of your network services in a large vSphere form, right?

The last but not the least, that is a common API called the NSX API, that many partners that can be 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 way in a cloud management system agnostic manner. And the beauty of the underlying the server technology that we acquired last year is that it's inherently multi-hypervisor, it's hypervisor-agnostic. So we'll work on vSphere, we'll work on KVM, Zen, we have got a Hyper-V roadmap, et cetera, et cetera. And we've been working with a set of switch partners to make sure that this can be extended to the physical domain. So if you have a database living on a physical server connected to a switch, they can all be part of the same logical network that's managed by NSX. So at this conference, you'll see sessions from many of the networking vendors, whether they're Layer 2, Layer 3 vendors, or Layer 4 to 7 services like Palo Alto networks, et cetera, et cetera. If you have time, I would encourage you to go catch up on one of these sessions.

So that's storage -- sorry, that's networking. Let me quickly talk about storage. Same concept, how do you make 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 make data services very application-centric as opposed to infrastructure-centric. We 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 our effort to make underlying storage, external storage more application-centric. And you will see tech previews with our partners. The vSphere Flash is our attempt to exploit the Flash layers that are present in more and more server systems. And then, Virsto is our acquisition that we 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 familiar with the storage space know that there is no single storage solution that fits all use cases and workloads and deployment scenarios. Virtual SAN is a hypervisor attached persistence layer that uses the local flash and the local disk that is present in every modern-day server and clusters these to look like a virtual storage array. Initially, the use cases that we are targeting are virtual desktop, like Sanjay talked about, huge need for low cost storage there, Tier 2 or Tier 3 workloads like your file server and SharePoint, and so on and so forth. And of course, as a DR target, where you may be willing to live with the local disk performance.

Because we are using a distributed architecture, everything that I told you about networking, replace the word with networking and -- we'll substitute the word networking with storage. All those benefits you'll get, again, because of the distributor architecture. The way 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 like 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, see how linearly it scales. In this chart, it's up to 4,500 nodes, so in desktops, and we have 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 we perform with respect to Tier 2, Tier 3 workloads, read/write performance. You can see in terms of IOPS, we are very compatible to midrange storage arrays while using local storage economics, right? So we think we are creating a new price 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 last 3 years. And as Pat talked about, the keynote today, cloud management is a rapidly growing category and we are seen as the leading vendor in cloud management. The reason 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 show it to you using some virtualization technology. Whereas, the mobile cloud area requires something fundamentally different, here, you're talking about thousands of devices, thousands of virtual machines, and the complex connection of applications to servers, to storage, to network. So the amount of data that you've got to analyze makes this a Big Data problem. This is why enterprise systems management vendors are not able to transition smoothly to the cloud era, right? And our product, because we started from new, we have taken Big Data techniques, applied them to data center 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 think about the cloud problem, it breaks categories by definition. So there is no longer -- you can do capacity management separate from performance management, separate from some of the storage management performed, separate from network management, they're all interrelated, right? So you need to take a whole new approach and one that's based on policy-based automation, as well as applying these analytics approaches.

So we've got this -- just a little 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 fashion to any cloud, right? Cloud operations, which is about managing the applications on the infrastructure, and having the software autism and take 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 be able to use financial metrics, as well as their seller metrics to determine where to deploy the application, and that requires a new discipline management that we call, cloud business management.

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

Let me skip past this, in the interest of time, we've already seen some pretty big successes with our management products and this has contributed to the increasing velocity of our management business. And Dow Jones, significant, significant reduction in provisioning time for applications. Boeing, significant increase 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 center vendor, right? A data center solution provider that's providing a very disruptive approach for how customers build and operate their next-generation data centers.

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

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

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