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市場調查報告書

次世代型外包:雲端型服務全球保證成功的投資條件變化

Transitioning to Next-Generation Outsourcing: Changing Investment Requirements for Ensuring Success in a World of Cloud-Based Services

出版商 IDC 商品編碼 351635
出版日期 內容資訊 英文 33 Pages
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次世代型外包:雲端型服務全球保證成功的投資條件變化 Transitioning to Next-Generation Outsourcing: Changing Investment Requirements for Ensuring Success in a World of Cloud-Based Services
出版日期: 2016年02月05日 內容資訊: 英文 33 Pages
簡介

使用IT服務外包型 (外包) 的管理服務供應商目前正受到傳統型 - 勞動節約型 - 商業模式次世代型外包模式 - 雲端型服務提供使用形態的轉變壓力。為了在這種狀況下進行有效投資、必須將雲端服務專家今後採取的最終形態明確化、預測移動方向設置架構、設定業績評價指標、思考最佳市場滲透策略、掌握今後的風險與持久性、描繪出核心的投資藍圖 = 誰會往哪裡去、該與誰合作。

本報告針對傳統型外包型管理服務 (勞工集中型) 、移動向次世代型外包服務 (雲端型) 、投資所產生的各種問題進行分析、透過近年對業界相關人士的調查與雲端服務市場調查的結果為基礎、提供今後業界構造變化 (最終形態) 、外包/代管、雲端服務供應商生態 (商業環境)、市場策略移動的必要性、傳統型服務與雲端服務收支比較、今後市場成功必要的投資項目等調查、考察。

IDC的看法

調查概要

  • 摘要整理
    • 雲端服務專業供應商與生態最終形態、構造定義
    • 為了計算變化的速度而產生架構:階段性變化與革命變化
    • 重要的事業、業績指標設定
    • 整體風險與風險容許度的掌握:供應商與買方、政府
    • 重要投資藍圖設定:擁有方式 vs 合作方式

概況

  • 活動 (行動) 主導型的世界
    • Volkswagen、Chipotle範例:情報增加
  • 企業方面生態見解:整體編配
  • 雲端供應商生態與商業模式:建設最終形態
    • 雲端服務供應商的商業模式:提供零售價格公共服務的汽車產業
  • 特殊活動
  • 市場普及率與風險概要
    • 市場普及的投資模式:市場 vs 企業
    • 風險
      • 經濟因素:規範、標準化
      • 市場因素:訴訟與報酬
  • 財務對比:傳統型服務/雲端服務商業模式
    • 雲端服務 vs 傳統型IT服務:比較指標
      • 生產性、ROI指標
        • 生產性:員工單人收益額
        • ROI (投資收益率):顧客單人收益額
      • 業績指標
        • 服務費用 (COS)、毛利率、銷售及行政開支 (SG&A)
      • 替代率:傳統型服務與雲端服務

未來展望

  • 投資
    • 販售、行銷
      • 直接、間接管道
        • 經銷管道
        • 線上商業服務
    • 資產:擁有方式與「製造方式」
      • 資產的擁有/製造方式:左右選擇的主因
      • 服務運送的價值鏈:服務品質與資產的連動
        • 擴張性:容量
        • 反應性
        • 一貫性、連接性:數位服務的供應鏈一體化
        • 柔軟性:彈性
        • 速度:DevOps
        • 可用性、持續性:延長性
        • 可動性:地方化
  • 難題與架構
    • 難題:從零件到車體
    • 架構

IDC建議

參考資料

  • 相關調查
  • 概要
目錄
Product Code: US40977515

This IDC study provides an overview of IDC's view of key building blocks that providers of traditional outsourced-managed services (e.g., labor oriented) need to invest in as they transition to the next-generation outsourced business model referred to as cloud services. Using a combination of recent feedback from buyer studies, service provider financials including the Securities and Exchange Commission (SEC), and ongoing research on the topic of cloud services, this study provides a set of detailed assessments on the future end-state structure and ecosystem of a provider of outsourced-managed cloud services, the need for a shift in market penetration strategies, the breadth of risks across providers and buyers that are shaping the structure of the provider, and a financial contrast between traditional and cloud services business models. Finally, this study offers an executive summary and essential guidance on critical investments that providers need to make to ensure success, including defining the end-state structure of a "pure-play" cloud service provider and ecosystem, creating a framework to determine the pace of transition, establishing and monitoring critical business and performance metrics, defining an optimal market penetration strategy, understanding total risks and risk tolerance from service provider to buyer to government, and creating a road map of critical investments that delineate roles and responsibilities between what to own and where to partner.

"Providers of outsourced-managed services using traditional IT services approaches (e.g., labor oriented) are under increasing pressure to transition their business model to the next-generation outsourcing model involving cloud-based service delivery and consumption," says David Tapper, VP of Outsourcing, Managed, and Offshore Services at IDC. "Success for players competing in the world of traditional outsourced-managed services and needing to transition to a cloud-based outsourced-managed services business will require them to define the end-state structure of a pure-play cloud service provider and ecosystem, develop a framework to determine the pace of transition, establish and monitor critical business and performance metrics, define the optimal market penetration strategy, understand total risks and risk tolerance from service provider to buyer to government, and create a road map of critical investments that delineate roles and responsibilities between what to own and operate, and where to partner."

IDC Opinion

In This Study

  • Executive Summary
    • Define the End-State Structure of a Pure-Play Cloud Service Provider and Ecosystem
    • Create a Framework to Determine Pace of Change: Evolutionary Versus Revolutionary
    • Establish Critical Business and Performance Metrics
    • Define an Optimal Market Penetration Strategy
    • Understand Total Risks and Risk Tolerance: From Provider to Buyer to Government
    • Create a Road Map of Critical Investments: Owning Versus Partnering

Situation Overview

  • An Event-Driven World
    • Case of Volkswagen and Chipotle: Information Proliferation
  • Enterprise Ecosystem View: Holistic Orchestration
  • Cloud Provider Ecosystem and Business Model: Building to the End State
    • Business Model of a Cloud Service Provider: The Auto Industry at Retailer Prices Delivered as a Utility Service
  • Move to Specialization
  • Market Penetration and Risk Profile
    • Market Penetration Investment Model: Market Versus Firm
    • Risks
      • The Economic Factor: Regulation and Standardization
      • The Market Factor: Litigation and Remuneration
  • Financial Contrast: Traditional Versus Cloud Services Business Models
    • Cloud Services Versus Traditional IT Services: Comparative Metrics
      • Productivity and ROI Metrics
        • Productivity: Revenue per Employee
        • ROI: Revenue per Client
      • Performance Measures
        • COS, Gross Margins, and SG&A
      • Substitution Rates: Traditional for Cloud Services

Future Outlook

  • Investments
    • Sales and Marketing
      • Direct and Indirect Channels
        • Franchise Channels
        • Online Business Services
    • Assets: Owning Versus "Manufacturing"
      • Factors Shaping Ownership Versus Manufacturing of Assets
      • Value Chain of Service Delivery: Linking Quality of Service to Assets
        • Scalability: Capacity
        • Responsiveness
        • Consistency and Accessibility: Integrated Digital Services Supply Chain
        • Flexibility: Agnostic
        • Speed: DevOps
        • Availability and Continuity: Redundancy
        • Portability: Localization
  • The Puzzle and the Framework
    • The Puzzle: From Parts to Cars
    • The Framework

Essential Guidance

Learn More

  • Related Research
  • Synopsis
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