V-Index: Measuring Virtualization Technology's Reach
Getting data on virtualization technology usage can be hard to come by, but here's some good news: A quarterly industry survey of 500 enterprises called the V-Index has just been launched.
Commissioned by Veeam , a virtual infrastructure management company, the V-Index will track three key parameters: virtualization rate, consolidation ratio and primary hypervisor use, in businesses based in the United States, the United Kingdom, France and Germany. (Surprisingly, there's no attempt to shed any light on the use of private of hybrid cloud technology. It's a shame, but then you can't have everything.) The first set of data is out now, and some of it makes very interesting reading, indeed.
The virtualization penetration rate -- the proportion of the servers in all the enterprises that are virtual servers -- is 39.4 percent. That's not a huge surprise, as it's roughly in line with recent estimated published by VMware and Gartner. But here's something unexpected: While the English speakers -- the United States and United Kingdom -- are at 37.2 percent and 35.7 percent, respectively, it's noticeable that French and German enterprises have significantly higher penetration rates of 45.5 percent and 45.1 percent, respectively.
Moving on to the consolidation ratio -- the number of virtual machines in an enterprise divided by the number of physical hosts -- the average is 6.3. Physical hosts generally support about 6 guests, in other words. But what's illuminating is the figure that the surveyors got when they asked the enterprises concerned what they thought their consolidation rates were. The estimates are consistently higher than the actual figures, with an average perceived consolidation ratio of 9:8. That means companies believe they are getting consolidation ratios more than 50 percent higher than the ratios they are actually achieving. The worst offenders are the French, which have the lowest actual consolidation ratio (5.8 percent), while perceiving that they have the highest (11.3 percent). But before we laugh too much at our poor, deluded cheese-chomping friends, U.S.-based enterprises are almost as bad, achieving 6.0 percent but believing they have achieved 11.2 percent.
"One reason for this over-estimation may be that companies want to believe they are getting a better consolidation ratio than they are because then they can convince themselves that they are getting a better return on investment," said Ratmir Timashev, Veeam's president and CEO. "Another reason may be that they don't have good management tools to keep track of the virtual machines that they are actually using.
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"One reason for this over-estimation may be that companies want to believe they are getting a better consolidation ratio than they are because then they can convince themselves that they are getting a better return on investment," said Ratmir Timashev,
Section 1: The Need for Marketing Measurement Section 2: Basic Marketing Return Measurement Principles Section 3: Specific Pharmaceutical Industry Challenges that Affect the Measurement of Marketing Section 4: Metrics Progression: From Activity
Sure, Microsoft has paid handsome dividends to its shareholders in that time, but the fact remains that an investment in Apple would have generated a far superior return to investors. Microsoft, which in the late 1990s famously came to Apple's rescue

Non interest expense, excluding $.4 million of acquisition related costs, was higher due to expenses associated with newer branches, technology initiatives and other net costs. "Our top line revenue growth, stemming from new and expanded lending
Zillow's first-day return was behind Qihoo's 134 percent and LinkedIn's 109 percent, according to investment adviser Renaissance Capital of Greenwich, Conn. There have also been a recent crop of high-profile IPO filings that have heightened interest in
The ROI Series: Calculating the ROI of a Technology Investment ...
And they may not be as expensive as you think when you consider their return on investment (ROI). In this four-part series, we’ll explain what ROI is, help you understand indirect ROI, and provide guidelines for predicting and measuring the ROI of a technology investment.
Part 4: Measuring ROI
If you’ve been following this series, you’ve already learned what ROI is and how you can use it to make sure your technology implementations are profitable. But the process doesn’t stop there: it’s important, once you’ve implemented a new technology solution, to track its benefits.
There are many direct and indirect benefits of implementing new technology, as we’ve described — but in most cases, companies don’t know what they are.
In many cases, what you measure is clear. Consider a service company that implements customer service software designed to help phone representatives more quickly resolve customer issues. To determine ROI, the company simply measures the number of calls per employee before and after implementing the software.
In other cases, companies don’t measure what we call the relevant “value drivers.” Some companies don’t know what to measure; others know what to measure but don’t know how to do it. The end result: only 17 percent of CFOs measure ROI for outsourcing projects, according to Hewitt Associates.
As an example of how this could happen, consider a manufacturing company that implements software designed to reduce errors in a product line, thereby improving quality. While the company may be tracking the increase in quality (in the form of fewer returned goods, for example), it may not be considering other value drivers. How about waste? We can assume that quality has improved, fewer products have been scrapped — but the company doesn’t have a business process in place that can track costs incurred from waste.
How do you identify value drivers? Follow the workflow. IT will always impact your business processes in some way. For example, it might eliminate, create, or change a business process. So to identify value drivers, look at the results you hope to achieve from these business process changes.
As an example, consider the service company we referenced previously. As a result of its new customer service software, the company might reduce its customer service employees from five to four. This change in business process shows that one value driver is the reduction in labor costs due to increased efficiency, resulting in a direct ROI. Another value driver might be improved customer service, resulting in an indirect ROI.
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