The document outlines Nutanix's strategies for modernizing data centers and expanding their market reach through partnerships and the shift to a subscription model. It highlights a SWOT analysis detailing the company's strengths and opportunities, alongside potential threats from competitors and market dynamics. Recommendations include pursuing OEM partnerships for increased revenue or considering acquisition by larger tech firms to enhance R&D and market position.

1. Presenter Name
Date
We help our customers modernize their datacenters
and run applications at any scale, on-prem and in the
cloud.
1. Ritesh 2. Arindam 3. Lalatendu

2. 2
Background

3. 3
Corporate Level Strategies
Continually innovate and maintain technology leadership.
Invest to acquire new end customers
Continue to drive follow-on sales to existing end customers.
Deepen engagement with current channel and OEM partners and
establish additional routes to market to enhance sales leverage
Invest in rapid growth while remaining focused on our overall financial
health.

4. 4
Focused Strategy
1. Continued AcceleratedShift to SubscriptionRecurring Revenue Model
2. Expanding Customer Base

5. 5
Market Penetration Strategy
Technology Alliances:work closely with our technology
partners through co-marketing and lead-generationactivities
global sales force who directly interact with key IT decision
makers.
engage our end customers through our OEM partners, which
license our software and package it with their hardware, and
sell through their direct sales forces and channel partners.

6. 6
Unrelated Diversification Strategy
Uber of cloud providers: A disseminated accountabilityand auditing
platform which is utilized to ensure client's information and furthermore
screen the real use of information in the cloud.
DesignConsultancy Program for Partners: As Nutanixhas a great eye for
design proven by in terms of dataand design, Nutanix makes things
much simpler than anyone in the industry. It can provide design service
to its partners and earn dividend on it.

7. 7
Product Development

8. 8
Evaluation of Current Corporate Level Strategies
SWOT (Strengths, Weaknesses, Opportunities, Threats)
STRENGTHS (INTERNAL, POSITIVEFACTORS) WEAKNESSES (INTERNAL, NEGATIVEFACTORS)
Nutanixhasprovenuser acceptancewith rapidgrowth, highNPSand
highrepeat sales.
Nutanixflexibilitythataccommodatesbroadrangeofcustomer
preferences for Hypervisor,server platformsanddeploymentmodels.
Benefit from a rapidlygrowingandsupportiveuserand partner
community.
Highlyvaluedone-clickHCI software upgradesdoesnot extend to
upgradesoffirmware on some-thirdpartyplatformson whichEnterprise
CloudOS isdeployed.
Some businesscritical applications,mostnotablythosebasedonRed Hat
Enterprise Linux(RHEL), are not certifiedby the operatingsystem or
applicationvendorforAHV, forcingcustomersto maintaintheir current
hypervisor
OPPORTUNITIES(EXTERNAL, POSITIVEFACTORS) THREATS (EXTERNAL, NEGATIVEFACTORS)
The market developmentwill lead to dilutionofcompetitor’sadvantage
andenable Nutanix,Inc.to increase its competitivenesscompareto the
other competitors.
The new technologyprovidesanopportunitytoNutanix,Inc.to practices
differentiatedpricingstrategyin the new market. It will enablethe firm
to maintainitsloyal customers with great service andlure new
customers throughother valueoriented propositions
AdoptionofNutanixAHV trailsthe leadinghypervisorvendors,and
some customersthat have made a significantinvestmentinVMware
andMicrosoftELAs andtraininghavedifficultyjustifyingtheswitching
costs ofmovingto AHV
Growingstrengthsof local distributorsalsopresents a threat in some
markets as the competitionis payinghighermarginsto the local
distributors.

9. 9
Mckinsey Matrix

10. 10
Strategy canvas
0
1
2
3
4
5
6
Product features/capability System Scalability Simple Design/Customer
Experience
Broader Distribution
Chart Title
Vmware Nutanix Dell EMC

11. 11
Share Price Comparison Chart
Nutanix
VMware
Nutanix

12. 12
Revenue and Earnings

13. 13
Nutanix OEM partners

14. 14
VMware Flagship Product

15. 15
Recommendations
Plan A:
Go ahead with OEM partnership with HP
and IBM
Take advantageof the client base of HP
and IBM
Increase marketing budget and generate
leads
Take VMware head-on and strive for
market duopoly
Timeline:- 3 years, Metrics: - at least 50 %
increase in revenue base
Plan B:
Get acquired/merged with any big
company like Google, Cisco who wants to
foray into cloud space, with cumulative
impact of heightened hybrid technology
and coupled with experience sales
personnel.
Get a good valuation and utilize their
disposable cash on R&D for next
generation products.

16. 16
Probable Acquisition Valuation
Cumulative impact of heightened hybrid technology and coupled with
experience sales personnel could lead to an improvement in sales for the
combined cloud sales.
Nutanix Current Intrinsic Value: $6 bn
Synergy Premium: 20% of Total ($4 bn with Google Cloud(14 bn$ + 6bn$))
Total Premium: $10bn

17. Thank You