From: Subject: Magic Quadrant for Enterprise Network Firewalls, 1H06 Date: Wed, 20 Dec 2006 23:27:46 +0100 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0000_01C7248E.7468F520" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.3028 This is a multi-part message in MIME format. ------=_NextPart_000_0000_01C7248E.7468F520 Content-Type: text/html; charset="utf-8" Content-Transfer-Encoding: quoted-printable Content-Location: http://mediaproducts.gartner.com/reprints/juniper/article3/article3.html =EF=BB=BF Magic Quadrant for Enterprise Network Firewalls, = 1H06

3D"Gartner

Magic = Quadrant for=20 Enterprise Network Firewalls, 1H06
5=20 June 2006
Greg Young   John Pescatore = ;  

Source:  Gartner
Note=20 Number:  G00141050

The=20 network firewall market for enterprises is a mature yet evolving market, = responding to the continued need for increased integration with other = security=20 and network elements, and interoperating as part of the larger security=20 ecosphere.

What You Need to = Know 

There are many viable firewall providers, but the leading vendors = provide a=20 path to more inspection and blocking capabilities at higher speeds and = at lower=20 price points. Product selection decisions should be driven by=20 organization-specific requirements in areas such as the relative = importance of=20 firewall capabilities, ease and speed of deployment, acquisition cost, = the IT=20 organization's support capabilities, and integration with existing = security and=20 network infrastructure.

Magic Quadrant 


Figure 1.
Magic = Quadrant for=20 Enterprise Network Firewalls, 1H06

3D"Figure

Source: Gartner (June 2006)

Market Overview 

Network Firewall Market Continues = to=20 Evolve 

The enterprise firewall market is driven primarily by the requirement = to=20 provide network policy enforcement and intrusion prevention at trust = boundaries.=20 Network firewalls are often the first line of defense and primary = implementers=20 of a positive security model policy of "deny all except that which is = expressly=20 allowed." They are the enforcement points for creating the demilitarized = zone=20 (DMZ) for external connections. The network perimeter has become more = complex=20 but has far from disappeared.

Trends in both threats and enterprise technology are forcing = firewalls to=20 evolve. As threats have become more complex and moved higher in the = network=20 stack, firewalls have had to move beyond just providing stateful = protocol=20 analysis =E2=80=94 similar to how protocol attacks forced firewalls to = move beyond the=20 early packet filtering routes. DMZs are becoming increasingly complex, = driving=20 firewalls to have increasingly rich management and configuration = solutions.=20 Trends such as server consolidation have also driven firewalls to = support=20 virtual firewall capabilities =E2=80=94 the ability to carve one = physical firewall into=20 multiple logical firewalls.

Commoditization has not occurred with enterprise firewalls, because=20 selections in this market continue to favor best-of-breed security and=20 management features rather than =E2=80=9Cgood enough=E2=80=9D security. = Product improvements=20 have continued and narrowed the field of vendors. There is still room = for=20 challengers to move into the market, but only with breakthrough price=20 performance points. Many small and midsize business (SMB)-class firewall = vendors=20 have not successfully transitioned their products to the enterprise = market and=20 are refocusing on the high-growth low end.

Acronym Soup: NGFW, DPI, IPS, = UTM, MFA?=20  

Moore's Law is finally beginning to apply to security, in general, = and=20 network security, in particular. If firewalls provide only stateful = protocol=20 inspection and enforcement, pricing will drop =E2=80=94 network security = silicon=20 providers, such as Mistletoe Technologies, which provides low-cost,=20 high-performance stateful firewall silicon, will ensure that. To = maintain=20 pricing, firewalls must block more attacks.

Deep packet inspection (DPI) is the examination of connection = contents as=20 opposed to just port, state and addressing information. The network = intrusion=20 prevention system (IPS) is one product that uses DPI. But IPS is not a = firewall=20 =E2=80=94 IPS is a negative security model (blocks only known bad). The = next-generation=20 firewall (NGFW) is the close integration of enterprise stateful firewall = and=20 IPS. This is not merely "sheet metal integration," whereby the two = products=20 coexist within a single appliance, but it is the close interoperation of = the=20 two. True NGFW will be especially evident in the virtualized firewall, = in which=20 the product intelligently handles the connections between firewall and = IPS=20 rather than merely passing the traffic back and forth with redundant = DPI. The=20 NGFW is not to be confused with network IPS, which includes a commodity = or=20 nonenterprise firewall. In the near term, the NGFW will include = firewall, IPS,=20 gateway antivirus filtering and possibly URL filtering. Integration of = these=20 capabilities will succeed only where latency and throughput of the basic = firewall functions are not degraded, making performance a key criterion. = Safeguards that will not be generally included in the NGFW platform are = those=20 that are specific to individual users or that require policy decisions = to be=20 made that are not the purview of the network group.

These exclusionary criteria highlight that the NGFW is distinct from = products=20 intended for the SMB =E2=80=94 variously called unified threat = management (UTM),=20 security multifunction appliances (MFAs) or multifunction security = gateways.=20 With up to 10 point solutions within a single appliance, these products, = many of=20 them original equipment manufacturer (OEM) or open source, are primarily = intended to reduce the cost of deployment by reducing the number of = boxes. They=20 typically do not satisfy the enterprise requirement for best-of-breed. = However,=20 these products are ideal for SMBs or enterprises that have security = needs=20 similar to SMBs =E2=80=94 for example, a retail enterprise with many = locations, where=20 there is limited local IT staff in each location (see "Network Security=20 Platforms Evolving Into Single-Appliance Solutions").

Assisting the move into purpose-built hardware are vendors such as = Mistletoe,=20 which makes stream processing chips specifically designed for network = security=20 vendors.

IPS Vendors Will Make Moves Into=20 Market 

Gartner expects an attempt by some leading stand-alone IPS vendors = that do=20 not have enterprise firewall offerings to enter the market. We forecast = most=20 will fail as they underestimate the development effort and try to use a=20 commodity firewall merely added to their IPS appliances, rather than = developing=20 integrated, high-performance network inspection and enforcement engines. = To=20 date, none of these vendors are replacing enterprise firewalls, and the = NGFW=20 advantage currently remains with the incumbent firewall vendors.

Market = Definition/Description 

The enterprise network firewall market represented by this Magic = Quadrant is=20 composed of purpose-built appliances for securing corporate networks. = Products=20 must be able to support single firewall deployments and large = deployments and=20 high throughput. These products are accompanied by management and = reporting=20 products.

As the firewall market continues to evolve, other security functions, = such as=20 network IPS and malicious software prevention, will also be provided = within an=20 NGFW. The NGFW market will eventually subsume the stand-alone network = IPS=20 appliance market (see "Magic Quadrant for Network Intrusion Prevention = System=20 Appliances, 2H05"), at the enterprise edge. This will not be immediate, = however,=20 as:

  • Enterprise firewall vendors have been slow to imbue the IPS within = their=20 NGFW products with the same capabilities as the stand-alone firewall=20 appliances they offer.=20
  • The firewall refresh cycle for the enterprise is between three and = five=20 years, meaning many enterprises will not look at NGFWs to replace = existing=20 firewalls until as late as 2009.=20
  • The dynamics and cyclical evolution of the IT security market are = that new=20 network security technologies are often provided first through = separate=20 appliances before being included within other offerings.

Although many firewalls may be accompanied by IPS, close integration = is not=20 present in many of these products. Most NGFWs are immature in IPS = capability=20 compared with their stand-alone IPS appliance counterparts; however, = this gap=20 will quickly close.

Proxy-based firewalls are in the minority compared with stateful = firewalls,=20 but they are popular with some government and national security = customers.=20 However, most firewalls today use both techniques, so the market battle = between=20 proxy and stateful has been over for several years, and Gartner does not = believe=20 there is any measurable security difference today.

The network firewall market is a mature yet evolving market. As a = security=20 product market, it can be quickly disrupted with a change in threat, or = the=20 consolidation of otherwise point products that are acceptable to the = enterprise=20 in the combined platform. Gartner believes vendors must continue to add = more=20 blocking capability as part of the base product, to increase the = effectiveness=20 and efficiency of firewalls.

Inclusion and Exclusion=20 Criteria 

Inclusion Criteria 

Network firewall companies that meet the market definition and = description=20 were considered for the report under the following conditions:

  • Gartner analysts have a generally favorable opinion about the = company's=20 ability to effectively compete in the enterprise market.=20
  • Gartner clients generate inquiries about the company.=20
  • The company regularly appears on shortlists for final selection.=20
  • The company demonstrates competitive presence in enterprises and = sales to=20 Gartner analysts.=20
  • Gartner analysts consider that aspects of the company's product = execution=20 and vision are important enough to merit inclusion.=20
  • The company has achieved enterprise firewall product sales within = a=20 customer segment that is visible.=20
  • Gartner has talked with customers who have purchased the product, = either=20 through discussions as Gartner clients or via references from the = vendor.=20

Exclusion Criteria 

Network firewall companies that were not included in the report may = have been=20 excluded for one or more of the following conditions:

  • Companies did not provide sufficient information for assessment = and did=20 not otherwise meet the inclusion criteria.=20
  • Companies with minimal or negligible apparent market share among = Gartner=20 clients, or companies with no shipping products=20
  • Companies were not the original manufacturer of the firewall = product =E2=80=94=20 That includes hardware OEMs, resellers that repackage products that = would=20 qualify from their original manufacturers, as well as carriers and = ISPs that=20 provide managed services.=20
  • Products sold as firewalls but without the capabilities, = scalability and=20 ability to directly compete with the larger firewall product/function = view.=20 Products suited for SMBs, such as MFAs or small office/home office = (SOHO)=20 products, are not targeted at the market this Magic Quadrant covers = and=20 therefore are excluded.=20
  • Primarily network IPS with a non-enterprise-class firewall (that = is, not=20 NGFW)=20
  • Personal firewalls (see "Magic Quadrant for Personal Firewalls, = 1H05"),=20 host-based firewalls, host-based IPS and Web application firewalls, = all of=20 which are distinct markets=20
  • Stand-alone network IPS appliances are a distinct market and are = covered=20 in "Magic Quadrant for Network Intrusion Prevention System Appliances, = 2H05."=20

Added 

Astaro

BorderWare Technologies

phion Information Technologies

NETASQ

Dropped 

CyberGuard was merged with Secure Computing.

All Web application firewall vendors were dropped.

Evaluation = Criteria 

Ability to Execute 

The Ability to Execute criteria included:

  • Product service and customer satisfaction in deployments =E2=80=94 = Execution=20 considers factors related to getting products sold, installed, = supported and=20 in user's hands. Strong execution means that a company has = demonstrated to=20 Gartner analysts that it is successfully and continuously deployed in=20 enterprises, and that the company ultimately wins a large percentage = in=20 competition with other vendors. Companies that execute strongly = generate=20 pervasive awareness and loyalty among Gartner clients, and generate a = steady=20 stream of inquiries to Gartner analysts. Execution is not primarily = about=20 company size or market share, although those factors can impact a = company's=20 ability to execute. Sales is a factor; however, winning in competitive = environments through innovation and quality of product is foremost = over=20 revenue.=20
  • Overall business viability, including overall financial health, = prospects=20 for continuing operations, company history and demonstrated commitment = in the=20 firewall and security market =E2=80=94 Growth of the customer base and = revenue derived=20 from sales are also considered. All vendors were required to disclose=20 comparable market data, such as firewall revenue, competitive wins = versus key=20 competitors (which is compared with Gartner data on such competitions = held by=20 our customers), and devices in deployment. Firewalls shipped is not a = key=20 measure of execution. Instead, we consider use of these firewalls to = protect=20 the key business systems of Gartner enterprise clients.=20
  • Market execution =E2=80=94 Competitive visibility is a key factor, = including which=20 vendors are most commonly considered the top ones for competitive = solutions=20 (generally during the request for proposal [RFP] and selection = process), and=20 also, which are considered top threats by each other. In addition to = buyer and=20 analyst feedback, this ranking considers which vendors consider each = other to=20 be direct competitive threats. Leaders drive the market toward new = features=20 that are co-packaged within the firewall, with innovative pricing and = support=20 offerings. NGFW capability is heavily weighted, as is enterprise-class = capabilities, such as multidevice management, virtualization, = adaptability of=20 configuration, and support for enterprise = environments. Unacceptable=20 device failure rates, vulnerabilities, poor performance and the = inability of a=20 product to survive to the end of a typical firewall life span are = assessed=20 accordingly. Significant weighting is given to delivering new = platforms for=20 scalable performance to maintain investment, as well as to the range = of models=20 that support various deployment architectures.=20
  • Sales execution/pricing =E2=80=94 This criterion includes pricing, = deal size,=20 installed base and use by enterprises, carriers and managed security = service=20 providers (MSSPs). It also includes the strength of sales and = distribution=20 operations in the vendors. Pre-sales and post-sales support are=20 evaluated. Pricing was compared in terms of a typical enterprise-class = deployment, including the cost of all hardware, support, maintenance = and=20 installation. Low pricing will not guarantee high execution or client=20 interest. Buyers want good results more than they want bargains. Cost = of=20 ownership during a typical firewall life cycle (three to five years) = was=20 assessed, as was the pricing model for conducting a refresh while = staying with=20 the same product, and replacing a competing product without = intolerable costs=20 or interruptions.=20
  • Customer experience and operations, including management = experience and=20 track record, and depth of staff experience specifically in the = security=20 marketplace =E2=80=94 The greatest factor in this category is customer = satisfaction=20 throughout the sales and product life cycle. Also important are low = latency,=20 throughput of IPS capability, and how the firewall fared under attack=20 conditions.
Table 1.
Ability to = Execute=20 Evaluation Criteria
Evaluation = Criteria Weighting
Product/Service standard
Overall Viability = (Business Unit,=20 Financial, Strategy, Organization) standard
Sales = Execution/Pricing standard
Market Responsiveness and = Track=20 Record standard
Marketing Execution standard
Customer Experience standard
Operations standard

Source: Gartner (June 2006)

Completeness of = Vision 

The Completeness of Vision criteria included:

  • Market understanding and strategy =E2=80=94 This criterion = includes providing a=20 track record of delivering on innovation that precedes customer demand = rather=20 than an =E2=80=9Cus too=E2=80=9D road map, and overall understanding = and commitment to the=20 security market, and more specifically, the network security=20 market. Gartner makes this assessment subjectively by several = means,=20 including interaction with vendors in briefings and feedback from = Gartner=20 customers on information they receive concerning road = maps. Incumbent=20 vendor market performance is reviewed year by year against specific=20 recommendations that have been made to each vendor and against future = trends=20 identified in Gartner research. Vendors cannot merely state an = aggressive=20 future goal: They must put a plan in place, show that they are = following their=20 plan, and modify their plan as they forecast the market directions = will=20 change.=20
  • Sales strategy includes pre-product support and post-product = support,=20 value for pricing, and providing clear explanations and = recommendations for=20 detection events. Building loyalty through credibility with full-time=20 enterprise firewall staff demonstrates the ability to assess the next=20 generation of requirements.=20
  • Offering strategy, with emphasis on product road map, current = features,=20 NGFW integration, virtualization and performance =E2=80=94 Credible = independent=20 third-party certifications, such as the Common Criteria, are=20 included. Integrating with other security components is also = weighted, as=20 well as product integration into other IT systems.=20
  • Business model includes the process and success rate for = developing new=20 features and innovation, and R&D spending.=20
  • Innovation includes R&D and quality differentiators, such as:
    • Performance=20
    • Virtualization=20
    • Integration with other security products=20
    • Management interface and clarity of reporting =E2=80=94 The more = a product=20 mirrors the workflow of the enterprise operation scenario, the = better the=20 vision.

Products that are not intuitive in deployment or operations, are = difficult to=20 configure, or have limited reporting, are scored accordingly.

  • Vertical, industry and geographic strategy includes the ability = and=20 commitment to service geographies and vertical markets, such as = international=20 deployments, MSSPs, carriers or governments.
Table 2. =
Completeness of Vision=20 Evaluation Criteria
Evaluation=20 Criteria Weighting
Market = Understanding standard
Marketing = Strategy standard
Sales = Strategy standard
Offering = (Product)=20 Strategy standard
Business = Model standard
Vertical/Industry=20 Strategy standard
Innovation standard
Geographic = Strategy low

Source: Gartner (June 2006)

Leaders 

The Leaders quadrant contains a mix of large and midsize vendors, = with the=20 common element of making products that are built for enterprise = requirements.=20 These requirements include: a wide range of models; support for=20 high-availability options, such as Active-Active and failover in = asymmetric=20 routing; virtual local-area networks (VLANs); and a management and = reporting=20 capability that is designed for complex and high-volume environments, = such as=20 multitier administration and rules-based minimization. NGFW capability = is an=20 important element as enterprises move away from having dedicated IPS = appliances=20 at the perimeter and remote locations. Vendors in this quadrant lead the = market=20 in new safeguarding features, providing expert capability rather than = treating=20 the firewall as a commodity. Common characteristics also include = handling the=20 highest throughput with minimal performance loss and options for = hardware=20 acceleration.

Challengers 

The Challengers quadrant contains vendors that have achieved a sound = customer=20 base, but they are not leading with features. Many challengers are slow = to work=20 toward NGFW or have other security products that are successful in the=20 enterprise, and they are counting on the relationship, rather than the = product,=20 to win deals. Challenger products are often well-priced, and because of = their=20 strength in execution, the companies can offer economic security product = bundles=20 that others cannot. Many challengers hold themselves back from becoming = leaders=20 because they are obligated to place security or firewall products as a = lower=20 priority in their overall product set.

Visionaries 

Visionary vendors are those with the right designs and features for = the=20 enterprise, but they lack the sales base, strategy or financial means to = compete=20 with the leaders and challengers. Most visionary products have good NGFW = capability but lack the performance capability and support network. = Savings and=20 high-touch support can be had for organizations willing to update = products more=20 frequently and are willing to switch vendors if required. Where = firewalling is a=20 competitive element for an enterprise, visionary vendors are good = shortlist=20 candidates.

Niche Players 

Most vendors in the Niche Players quadrant are UTM/MFA makers = attempting to=20 break into the enterprise market. Many niche companies are making larger = SMB=20 products, with the mistaken hope that this will satisfy enterprises = =E2=80=94 the=20 largest family sedan will never be great at towing a tractor trailer.=20 Enterprises that have the firewall needs of an SMB (for example, some = Type C=20 enterprises) may consider niche products, although the other models from = leaders=20 and challengers will likely be more suited. If geographic support is a = critical=20 factor, niche products can be shortlisted.

Vendor Comments 

Astaro 

German firewall maker Astaro has been shipping products based on = open-source=20 components since 2000. The Astaro UTM/MFA solution is well-suited to the = midsize=20 market, and Novell's reselling of Astaro's product will further help = penetration=20 there. Gartner believes that Astaro's current strategy of trying to move = up the=20 UTM/MFA market to the enterprise firewall market by focusing primarily = on low=20 price points will not be successful, and it will need to develop an=20 enterprise-specific product to become a challenger or visionary in the=20 larger-enterprise market.

Differentiators/strengths: The management interface and level = of=20 support are popular with Astaro customers.

Appropriate use cases: Midsize enterprises, whose firewall=20 requirements will grow with Astaro, should consider Astaro.

Challenges: Financial viability is a question. Astaro will not = provide=20 any financial information, and as a private company, this is not visible = to=20 customers.

Inappropriate use cases: Astaro's solution is inappropriate = for larger=20 enterprises.

BorderWare = Technologies 

BorderWare Technologies started in the firewall market in 1994. After = a=20 series of events, including the purchase by Secure Computing and the = subsequent=20 repurchase of the company, the re-emerged company is now primarily = focused on=20 and known for its e-mail and Session Initiation Protocol (SIP) firewall = security=20 (products not covered in this Magic Quadrant). The BorderWare network = firewall=20 has not kept pace with market changes and is not an enterprise-class = product;=20 however, because it markets the BorderWare Firewall Server and SteelGate = Firewall and VPN products to the firewall enterprise market, it is = included in=20 this report.

Differentiators/strengths: BorderWare has a geographic = Canadian=20 presence and complementary products for securing SIP and e-mail.

Appropriate use cases: Its products are appropriate for = existing=20 BorderWare customers, whose needs have not changed, or for SMBs that use = other=20 BorderWare products.

Challenges: The company is primarily focused on the SIP and = e-mail=20 products rather than the network firewall line.

Inappropriate use cases: The BorderWare network firewalls are = not=20 appropriate for enterprise deployments.

Check Point Software=20 Technologies 

Check Point Software Technologies is one of the well-established = leaders in=20 the firewall market, but it gave up the high ground in vision as = faster-moving=20 competitors were first to introduce new capabilities. Check Point's = VPN-1=20 firewall products are the software component of the firewall, with OEM = partners=20 providing the appliance platforms. Nokia is the largest of these OEM = partners,=20 with Crossbeam Systems emerging successfully in higher-end deployments. = Nortel=20 offers a switched firewall platform version of VPN-1, which has been a = well-kept=20 secret. Check Point firewall products do well in enterprise firewall = selections,=20 getting points for the ability to manage large numbers of devices, = mature=20 management interface, and handling complex DMZ deployments. The Check = Point=20 certification program has preserved incumbent deployments, because those = with=20 the certification will favor VPN-1 during product selections. In May, = Check=20 Point conducted a product line consolidation, simplifying the firewall = product=20 line into six primary offerings.

Smart Defense for Check Point firewalls is available through a = subscription=20 service for signature updates, providing network IPS capability = integrated in=20 the enterprise firewall. This NGFW capability is a competitive feature = with=20 Juniper Networks, iPolicy Networks and Cisco Systems. All NGFW products, = however, are early in their evolution, and Check Point has a strong = start.=20 Having called off the acquisition of Sourcefire, Check Point needs to = reset its=20 product road map, especially in regard to NGFW capability.

SecurePlatform (SPLAT) is a pre-hardened operating system that can be = loaded=20 onto off-the-shelf servers. SPLAT is useful for the SMB, or where many = small=20 firewalls will be used as opposed to a single large virtualized = firewall. The=20 increased management burden and limited flexibility, however, must be = considered=20 versus a single larger appliance (see "Vendor Rating: Check Point = Software=20 Technologies").

Differentiators/strengths: Full-featured firewalls designed = for=20 enterprises with a variety of platform choices

Appropriate use cases: It's appropriate for most enterprise = firewall=20 deployments

Challenges: The Check Point road map post-Sourcefire is a = question=20 mark.

Inappropriate use cases: It's inappropriate in selections in = which=20 price is heavily weighted

Cisco Systems 

During the past 24 months, there have been significant changes in = Cisco's=20 security product offerings coinciding with an internal reorganization to = consolidate all security activities within a single group. Cisco within = the past=20 year introduced the Cisco Adaptive Security Appliance (ASA) as the lead = firewall=20 product. The current ASA models do not service the throughput and = connection=20 requirements for the largest deployments. As Cisco is replacing the VPN = 3000=20 product with ASA, it is possible that the ASA will replace the PIX = appliance.=20 The Firewall Services Module (FWSM) blade for the 6000 class Cisco = switches also=20 runs PIX code. The FWSM is not an edge-of-network solution, but it is an = option=20 for higher throughput internal deployments. The Cisco IPS 5.0 software = is=20 supported on the ASA. This consolidation is moving toward becoming an = NGFW, as=20 integration between the two products is increased. An IPS blade for 6000 = switches exists; however, because the FWSM is on a separate blade, IPS = and=20 firewall traffic processing is handled distinctly.

Differentiators/strengths: Cisco has extensive presence and = "mind=20 share" in the network buying center. There are many choices and = placements for=20 PIX and ASA products. The combination of FWSM, PIX and ASA give = flexibility in=20 deployments.

Appropriate use cases: The focus of Cisco security products = has been=20 to meet the majority of requirements for the majority of customers. = Enterprises=20 that have a significant investment in other Cisco security and = infrastructure=20 products should consider including Cisco on the selection shortlist.

Challenges: Cisco customers expect that Cisco security = products will=20 interoperate with all Cisco security and infrastructure products; this = is a=20 burden not faced by competitors. Interoperability will have to take = priority=20 over some innovation. Security is not Cisco's only line of business.

Inappropriate use cases: This category includes networks that = do not=20 have a significant amount of Cisco infrastructure components, or where = Cisco's=20 security management capabilities are deemed insufficient.

Fortinet 

Fortinet is becoming the replacement for NetScreen as the challenger = to the=20 established enterprise firewall market. Although other companies, such = as=20 SonicWALL and WatchGuard, have made attempts to expand upward from the = midsize=20 market, Fortinet is gaining some ground. In its last fiscal year, = Fortinet=20 exceeded $100 million in revenue, making it a sizable privately held = company.=20 Fortinet capitalizes on the code in the smaller platforms, but it made = the right=20 step in making a new chassis built for the enterprise. The 5000 series = line is a=20 blade-based appliance. Instead of each blade being a separate = application, each=20 has a firewall, IPS, antivirus and VPN. This is a different approach = from=20 competitors, for whom each blade is a single application (for example, = Cisco's=20 FWSM). This is attractive for MSSPs or carriers, in cases in which = customer=20 growth is proportional across all services, but not in cases in which = all=20 services are required in growth. Notwithstanding, Fortinet presents a = challenge=20 to established players on price.

The majority of Fortinet business has been in Asia/Pacific, but it is = growing=20 its business in North America, Europe and horizontally into the = enterprise.=20 Fortinet does, however, have some ways to go to close the product = maturity gap=20 with the enterprise market leaders. Fortinet experienced a setback and = was=20 forced to redesign its gateway antivirus code when sued by Trend Micro = for=20 patent infringement. Fortinet is considering expansion into a wider = range of=20 security products, but it will have to do so carefully to balance = between=20 meeting customer demands and defocused effort.

Differentiators/strengths: Fortinet supports a broad model = line. The=20 greatest competitive factor for FortiGate firewalls is price.

Appropriate use cases: Fortinet's products are appropriate for = most=20 enterprise deployments.

Challenges: Fortinet will be challenged in pushing the SMB UTM = model=20 into larger enterprise appliances.

Inappropriate use cases: Clients looking for a =E2=80=9Chigh = touch=E2=80=9D customer=20 experience in training and support should not consider Fortinet.

iPolicy Networks 

iPolicy was an early adopter of the NGFW goal. Gartner expects = iPolicy to=20 introduce vulnerability assessment and continue to push into new = appliances to=20 increase throughput and avoid potential latency. The iPolicy firewall = was=20 designed to perform deep inspection and support the most-virtualized=20 environments. Although iPolicy does not have the customer base of = traditional=20 firewall leaders, it is primarily targeting the carrier and ISP market, = where=20 the requirements are for supporting multiple customers and clean pipes. = Most of=20 iPolicy customers are in North America, with some in Asia/Pacific. = iPolicy has a=20 branch office product that has most of the features of the larger = models.

Differentiators/strengths: NFGW's focus is on carriers and = larger=20 enterprises. The iPolicy firewall is designed for handling many = connections in a=20 policy-based manner =E2=80=94 a requirement for carriers or enterprises = with a single=20 large communications point. Profile management and optimized deep = inspection are=20 useful in complex deployments.

Appropriate use cases: iPolicy's products are appropriate for = the=20 largest enterprises, carriers, ISPs and MSSPs.

Challenges: The iPolicy software-based platform = requires=20 improved hardware performance acceleration for it to remain competitive. = iPolicy=20 has the majority of its business with a few large customers. = Displacement in a=20 few key accounts could be a considerable financial challenge.

Inappropriate use cases: It is inappropriate for multitier = firewall=20 deployments =E2=80=94 that is, where many firewalls of varying sizes = will be needed.=20 iPolicy products are not appropriate for deployments in Europe at this = time.

Juniper Networks 

Juniper Networks' firewall products still retain much of the = innovative=20 security "DNA" of NetScreen, although the acquisition did cost some of = the=20 market lead that NetScreen held. Juniper security products face the same = challenge as Cisco's, in that they must work with the infrastructure = products=20 that the self-same company produces. Juniper has put emphasis on = expanding the=20 branch office firewall products, and Gartner has observed that this more = complete product line has led to increasing wins in the enterprise = firewall=20 selections. As an infrastructure company, Juniper understands the = network=20 operations' aspects of security, and this is reflected in the firewall = products.=20 The majority of firewall selections by Gartner enterprise customers = include=20 Juniper.

Differentiators/strengths: Juniper has a maturing NGFW = offering, and=20 the overall model range extends to largest and smallest connections with = good=20 performance.

Appropriate use cases: Most enterprises can consider Juniper=20 firewalls. Enterprises with Juniper network infrastructure should favor = Juniper=20 firewalls.

Challenges: Unlike NetScreen, security is not Juniper's = primary line=20 of business. The pace of innovation has noticeably slowed in the = firewall area=20 since Juniper acquired NetScreen.

Inappropriate use cases: Alternative solutions are more = appropriate=20 when lowest possible price is the most-weighted criterion.

NETASQ 

French firewall maker NETASQ has been making firewalls since 1998. = With most=20 of its business in Europe, NETASQ has grown a solid local customer base = and=20 invested in features before stepping into new markets. NETASQ is growing = business in Asia/Pacific. NETASQ is starting to develop features seen in = larger-enterprise firewalls.

Differentiators/strengths: NETASQ has European support and = offers=20 clientless SSL VPNs.

Appropriate use cases: European organizations should consider=20 NETASQ.

Challenges: As a small company, it may not meet the needs of = larger=20 enterprises or compete with market leaders.

Inappropriate use cases: Large enterprises and North American=20 organizations should consider other options.

phion Information = Technologies 

Austrian firewall company phion Information Technologies is a = relatively new=20 entrant to the firewall market, shipping products since 2002. phion is=20 attempting to move up into the enterprise firewall area with its = NetFence=20 firewall. The IPS capability in the firewall is very basic and is not = yet in the=20 NGFW class. phion has a good future road map and is a company to = watch.

Differentiators/strengths: The company has local European = support and=20 central management capability.

Appropriate use cases: European large and midsize companies = should=20 consider phion.

Challenges: At this time, phion faces the challenges inherent = to any=20 startup: geography.

Inappropriate use cases: Enterprises not willing to buy from a = nonestablished player shouldn't consider phion.

Secure Computing 

Secure Computing has a long history in this market, shipping = firewalls since=20 1995. The most significant event for the company was the merger with = CyberGuard=20 last year. Both companies had a similar architecture and an almost = identical=20 customer funnel. Furthermore, most of their efforts were spent on direct = competition with each other, resulting in lost market share to other=20 competitors. The combined company is still working through the effects = of a=20 merger, but Gartner expects a more competitive product set to result. = Although=20 Secure Computing products have not always led in features, the company = has a=20 well-deserved reputation for quality assurance and has never had to = issue a=20 patch to correct a product vulnerability.

Differentiators/strengths: Secure Computing offers = high-assurance=20 products for the government market, extensive product certifications and = customized hardened operating systems.

Appropriate use cases: Secure Computing firewalls are = best-suited to=20 enterprise, government or national security deployments.

Challenges: Secure Computing faces these challenges: = maintaining=20 market share during completion of merger activities and maintaining = future=20 performance, including the addition of NGFW features without hardware=20 acceleration.

Inappropriate use cases: Its products shouldn't be used in = widely=20 geographically dispersed deployments.

SonicWALL 

SonicWALL firewall offerings are successful in the SMB UTM/MFA = market, with=20 hundreds of thousands of devices deployed. SonicWALL has had limited = success to=20 date in its measured attempts to move upward into the enterprise = firewall space.=20 SonicWALL has a very strong presence in the SMB market; however, a large = enterprise product model that can effectively compete with Check Point = and=20 Juniper is required.

Differentiators/strengths: SonicWALL uses a common interface = across=20 all platforms, and products are competitive in price. SonicWALL is known = for=20 being very supportive of its channel partners.

Appropriate use cases: Type C enterprises and enterprises with = no=20 large single central IT presence but with many branch offices should = consider=20 SonicWALL's product.

Challenges: Some midsize companies are faced with having to = switch=20 vendors when the upper model in range does not meet requirements.

Inappropriate use cases: Larger-enterprise deployments, or = deployments=20 in the midsize enterprise that could experience considerable = connectivity or=20 user growth should consider other options.

Stonesoft 

Finnish firewall company Stonesoft has been focused on the European=20 enterprise market, with the company slowly moving into other markets. = The=20 company's StoneGate firewalls come in nine models, ranging from = enterprise and=20 branch office, and including a version for IBM zSeries mainframes. = Stonesoft was=20 an early innovator with its addition of a deep inspection offering; = however,=20 this feature needs improvement before it can be considered an NGFW. = Stonesoft=20 appliances are Intel-based, so the company will need more hardware = acceleration=20 in the future.

Differentiators/strengths: Stonesoft has wisely kept focused = on its=20 core competence of firewalls, and this focus has allowed it to continue = to=20 improve and mature the products. Customers like the clear management = interface=20 and support for clustering and high availability.

Appropriate use cases: European enterprises, IBM zSeries = deployments=20 and enterprises looking for an alternative to established players should = consider Stonesoft's products.

Challenges: Despite being in business for 16 years, Stonesoft = is not a=20 large company, so it will be = challenged to=20 compete with larger competitors.

Inappropriate use cases: Its product shouldn't be used in=20 geographically dispersed deployments.

Symantec 

The Symantec Gateway Security (SGS) series are UTM/MFA products = incorporating=20 firewall, antivirus, IPS, anti-spyware, anti-spam, content filtering, = IPsec=20 virtual private networks (VPNs) and Secure Sockets Layer (SSL) VPNs. = Symantec=20 has strong and popular offerings for midsize-organization deployments; = however,=20 Symantec firewall products are rarely seen in enterprise firewall = shortlists.=20 Symantec is included in this Magic Quadrant, because it markets its = midsize=20 offerings as enterprise solutions. Gartner believes Symantec needs to = develop=20 enterprise-class products or focus exclusively on the SMB.

Differentiators/strengths: Symantec has done well integrating = security=20 products across its offerings into the same management infrastructure. = The SGS=20 Advanced Manager Appliance provides a dedicated platform for managing = large or=20 complex deployments of SGS gateways.

Appropriate use cases: This category includes midsize = organizations=20 and those enterprises that have a heavy investment in Symantec products = but have=20 nonenterprise firewall requirements.

Challenges: Symantec does not have a substantial focus on the=20 enterprise network security area. Its firewall offerings are primarily = suited=20 for the midsize enterprises. Symantec needs to make a firewall = acquisition or=20 offer a new product line to gain a greater share of the enterprise = market.

Inappropriate use cases: Symantec's products are inappropriate = for=20 large enterprises.

WatchGuard = Technologies 

WatchGuard Technologies has been shipping firewall products for nine = years.=20 As with its direct competitors =E2=80=94 Fortinet and SonicWALL = =E2=80=94 WatchGuard presents a=20 large range of models for the SMB firewall market and is attempting to = move into=20 the larger horizontal market. Based in Seattle, WatchGuard has achieved = a=20 well-balanced geographic mix of revenue, with increased sales in Europe = and=20 Asia/Pacific supplementing the U.S. operations. The WatchGuard = management=20 interface has been significantly improved and is very popular with SMB = firewall=20 administrators. WatchGuard enterprise market share will remain low until = products that are competitive with Check Point, Juniper and Cisco are=20 delivered.

Differentiators/strengths: WatchGuard System Manager = provides a=20 clear and intuitive view for multiple devices and uses drag and drop for = enabling new policies.

Appropriate use cases: Type C enterprises and enterprises with = no=20 large single central IT presence but with many branch offices would find = WatchGuard's products appropriate.

Challenges: Many midsize companies are faced with having to = switch=20 vendors when the upper model in range does not meet requirements. Many = features=20 that enterprises demand are not yet delivered on the road map.

Inappropriate use cases: Larger-enterprise deployments, or = deployments=20 in the SMB market that could experience considerable connectivity or = user=20 growth, should consider other options.

Note 1
Evaluation Criteria=20 Definitions

Ability to Execute 

Product/Service: Core goods and services offered by the vendor = that=20 compete in/serve the defined market. This includes current = product/service=20 capabilities, quality, feature sets, skills, etc., whether offered = natively or=20 through OEM agreements/partnerships as defined in the market definition = and=20 detailed in the subcriteria.

Overall Viability (Business Unit, Financial, Strategy, = Organization):=20 Viability includes an assessment of the overall organization's = financial=20 health, the financial and practical success of the business unit, and = the=20 likelihood of the individual business unit to continue investing in the = product,=20 to continue offering the product and to advance the state of the art = within the=20 organization's portfolio of products.

Sales Execution/Pricing: The vendor=E2=80=99s capabilities in = all pre-sales=20 activities and the structure that supports them. This includes deal = management,=20 pricing and negotiation, pre-sales support and the overall effectiveness = of the=20 sales channel.

Market Responsiveness and Track Record: Ability to respond, = change=20 direction, be flexible and achieve competitive success as opportunities = develop,=20 competitors act, customer needs evolve and market dynamics change. This=20 criterion also considers the vendor's history of responsiveness.

Marketing Execution: The clarity, quality, creativity and = efficacy of=20 programs designed to deliver the organization's message in order to = influence=20 the market, promote the brand and business, increase awareness of the = products,=20 and establish a positive identification with the product/brand and = organization=20 in the minds of buyers. This "mind share" can be driven by a combination = of=20 publicity, promotional, thought leadership, word-of-mouth and sales=20 activities.

Customer Experience: Relationships, products and = services/programs=20 that enable clients to be successful with the products evaluated. = Specifically,=20 this includes the ways customers receive technical support or account = support.=20 This can also include ancillary tools, customer support programs (and = the=20 quality thereof), availability of user groups, service-level agreements, = etc.

Operations: The ability of the organization to meet its goals = and=20 commitments. Factors include the quality of the organizational structure = including skills, experiences, programs, systems and other vehicles that = enable=20 the organization to operate effectively and efficiently on an ongoing = basis.

Completeness of = Vision 

Market Understanding: Ability of the vendor to understand = buyers'=20 wants and needs and to translate those into products and services. = Vendors that=20 show the highest degree of vision listen and understand buyers' wants = and needs,=20 and can shape or enhance those with their added vision.

Marketing Strategy: A clear, differentiated set of messages=20 consistently communicated throughout the organization and externalized = through=20 the Web site, advertising, customer programs and positioning = statements.

Sales Strategy: The strategy for selling product that uses the = appropriate network of direct and indirect sales, marketing, service and = communication affiliates that extend the scope and depth of market = reach,=20 skills, expertise, technologies, services and the customer base.

Offering (Product) Strategy: The vendor's approach to product=20 development and delivery that emphasizes differentiation, functionality, = methodology and feature set as they map to current and future = requirements.

Business Model: The soundness and logic of the vendor's = underlying=20 business proposition.

Vertical/Industry Strategy: The vendor's strategy to direct = resources,=20 skills and offerings to meet the specific needs of individual market = segments,=20 including verticals.

Innovation: Direct, related, complementary and synergistic = layouts of=20 resources, expertise or capital for investment, consolidation, defensive = or=20 pre-emptive purposes.

Geographic Strategy: The vendor's strategy to direct = resources, skills=20 and offerings to meet the specific needs of geographies outside the = "home" or=20 native geography, either directly or through partners, channels and = subsidiaries=20 as appropriate for that geography and market.

  

The Magic Quadrant is copyrighted 5 June=20 2006 by Gartner, Inc. and is reused with permission. The Magic = Quadrant=20 is a graphical representation of a marketplace at and for a specific = time=20 period. It depicts Gartner=E2=80=99s analysis of how certain vendors = measure against=20 criteria for that marketplace, as defined by Gartner. Gartner does not = endorse=20 any vendor, product or service depicted in the Magic Quadrant, and does = not=20 advise technology users to select only those vendors placed in the = =E2=80=9CLeaders=E2=80=9D=20 quadrant. The Magic Quadrant is intended solely as a research tool, and = is not=20 meant to be a specific guide to action. Gartner disclaims all = warranties,=20 express or implied, with respect to this research, including any = warranties of=20 merchantability or fitness for a particular purpose.

=C2=A9 2006 Gartner, Inc. and/or its Affiliates. All = Rights Reserved.=20 Reproduction and distribution of this publication in any form without = prior=20 written permission is forbidden. The information contained herein has = been=20 obtained from sources believed to be reliable. Gartner disclaims all = warranties=20 as to the accuracy, completeness or adequacy of such information. = Although=20 Gartner's research may discuss legal issues related to the information=20 technology business, Gartner does not provide legal advice or services = and its=20 research should not be construed or used as such. Gartner shall have no=20 liability for errors, omissions or inadequacies in the information = contained=20 herein or for interpretations thereof. The opinions expressed herein are = subject=20 to change without notice.

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