KuppingerCole’s Buyer’s Compass for Unified Endpoint Management (UEM) is positioned as a structured starting point for vendor selection, helping organizations align products and services to prioritized use cases rather than evaluating features in isolation. It guides readers to identify primary use cases, weight functional and non-functional criteria accordingly, request and score vendor information, ask targeted questions, and then narrow to a shortlist for deeper RFIs and proofs of concept—while ensuring technical and organizational prerequisites are met.
The document frames endpoint management as a converging market: classic Windows-centric client management and mobile device management (formerly EMM) are increasingly unified, with leading providers aiming to manage desktops (Windows, macOS, Linux, ChromeOS) alongside mobile (Android, iOS) and expanding endpoint categories. UEM scope now commonly includes configured work environments, OS and application management, inventory, content management, security controls, and separation of personal versus business data. Patch management, once often standalone, is typically embedded in UEM, and endpoint security capabilities may overlap with EDR products, making existing security investments relevant to feature weighting.
Four primary use cases anchor evaluation: PC management, mobile device management, unmanaged/BYOD scenarios requiring containment and policy boundaries, and nontraditional devices (printers, IoT, wearables, VR/AR headsets). Fifteen functional criteria (from device management and containment to automation, intelligence, compliance, and integrations) are mapped in a weighting matrix across these use cases. Ten non-functional criteria emphasize deployment models (on-prem, SaaS, hybrid, containers), time-to-value, vendor viability, support, roadmap, and pricing. Finally, prerequisites highlight architectural fit (microservices/Kubernetes vs monolith vs SaaS), cloud/on-prem interoperability, skills, governance, SLAs, data policies, and training—underscoring that organizational maturity can be as decisive as technology.
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