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市場調查報告書

全球雲端運算:基礎設施平台服務 2015-2020年

Global Cloud Computing: Infrastructure, Platforms, and Services 2015 - 2020

出版商 Mind Commerce 商品編碼 298203
出版日期 內容資訊 英文 148 Pages
商品交期: 最快1-2個工作天內
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全球雲端運算:基礎設施平台服務 2015-2020年 Global Cloud Computing: Infrastructure, Platforms, and Services 2015 - 2020
出版日期: 2015年02月26日 內容資訊: 英文 148 Pages
簡介

本報告針對IaaS、PaaS以及解決方案類型分類(公共、私有)的PaaS提供全球與地區雲端服務市場調查,並彙整來自客戶和雲端服務供應商(CSP)雙方觀點對於特定課題與機會的分析、一般雲端服務市場以及醫療、能源、保險、娛樂、金融服務部門市場的機會評價、可穿戴技術等促進雲端服務成長的新因素評價、給CSP與客戶的建議等,由下列摘要形式闡述。

第1章 簡介

第2章 概要

  • 企業IT系統的導入
  • 雲端運算的定義
  • 「按需求付費」模式
  • 雲端運算 vs. 虛擬化
  • 雲端基礎
  • 雲端運算服務種類
    • 網路應用
    • 軟體即服務 (SAAS)
    • 平台即服務 (PAAS)
    • 基礎架構即服務 (IAAS)
    • 通訊即服務 (CAAS)
    • 裸機即服務 (MAAS)
    • 一切即服務 (XAAS)

第3章 硬體與軟體

  • 硬體重要性的增加
  • 配置儲存需求的減少:伺服器與交換器
  • 成為必需品的雲端硬體
  • 低電力處理器與便宜的雲端
  • 快速相互連接
  • 軟體與硬體分離式的增加
  • PAAS的增加
  • JAVASCRIPT/HTML5型應用的人氣擴大
  • 更強大的ID管理系統
  • 因應軟體與應體系統的記憶體技術
  • 模組軟體使用的增加
  • 頂尖IAAS廠商
  • 頂尖軟體廠商
  • 資料中心供應商
  • 雲端服務供應商
  • 網路營運商
  • 用戶端和混合雲端的替代平台
  • 通訊上的雲端基礎設施與服務

第4章 未來的雲端運算應用

  • 穿戴式技術的雲端活用
  • 政府部門接受度擴大
  • 媒體和娛樂的雲端運算
  • 醫療雲端運算
  • 通訊雲端運算
  • 保險雲端運算
  • 公用事業和能源部門整體雲端運算
  • 醫藥品雲端運算
  • 金融服務雲端運算

第5章 給企業的建議

  • 雲端運算不是一個選項時
  • 從策略觀點看雲端運算技術
  • 資料中心位置與服務內容間的平衡
  • 企業必須具有嚴格安全性和法規遵循的層級
  • 現實成本估算的開發
  • CSP背景確認的實施
  • 在「安全性」中加入執行性
  • 監督選項的理解
  • 第三方供應商的可行性
  • 出口策略的制定
  • 以逐步方式評價所有的技術應用
  • 契約詳細內容檢視

第6章 給雲端服務供應商的建議

  • 與客戶一起工作
  • 瞭解客戶
  • 開發針對非技術支持者的行銷計畫
  • 強調嚴格安全方法
  • 決定最佳價格
  • 重組行銷團隊
  • 提供整合支援
  • 銷售話術指南
  • SME(中小企業)教育

第7章 全球雲端運算市場預測

  • 全球雲端運算市場
  • 市場金額:種類別
  • 市場金額:地區別
  • 市場金額:雲端類型別 (公共、私有)

第8章 雲端導入的阻礙與課題

  • 企業不願變化
  • 安全性責任的具體化
  • 安全性的擔憂是真實的
  • 網路攻擊
  • 不明確的協議
  • 複雜性成為阻礙因素
  • 雲端相容性的欠缺
  • 抗拒監督的服務供應商
  • 第三方供應商的生存力
  • 接受度課題
  • 沒有不花成本的系統和資料移動
  • 公共雲端的整合機能欠缺導致功能性的降低

圖表一覽

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目錄

Cloud is an enabler of business process change as it facilitates enterprise to realize key benefits including expenditure reduction (CapEx and OpEx), service development and delivery efficiencies, and greater flexibility to meet evolving business needs. Cloud technologies and solutions are also becoming more important to telecommunications service providers as they begin to implement virtualization of network functions.

Global Cloud Computing: Infrastructure, Platforms, and Services 2015 - 2020 evaluates the global and regional markets for Cloud Services including IaaS, PaaS, and PaaS by solution type (Private and Public). The report provides analysis of specific challenges and opportunities from both the customer and the Cloud Services Provider (CSP) perspective. It evaluates the general Cloud service market as well as specific market opportunities within the Healthcare, Energy, Insurance, Entertainment, and Financial Services sectors. The report also evaluates the emerging growth drivers for Cloud services including Wearable Technologies. It also includes specific recommendations for CSPs and their customers.

All purchases of Mind Commerce reports includes time with an expert analyst who will help you link key findings in the report to the business issues you're addressing. This needs to be used within three months of purchasing the report.

Target Audience:

  • Telecom service providers
  • API management companies
  • SDN and virtualization vendors
  • Telecom managed service providers
  • Wireless/mobile infrastructure providers
  • Cloud infrastructure and service providers
  • SMB and enterprise companies of all types

Report Benefits:

  • Identify future Cloud applications
  • Identify opportunities for wearable tech
  • Understand potential pitfalls for outsourcing
  • Identify top infrastructure and software vendors
  • Learn from sector-specific Cloud services analysis
  • Identify barriers and challenges to Cloud adoption
  • Understand the impact of Inter-Cloud Interoperability
  • Identify critical aspects to deal with Cloud service vendors
  • Understand the future of H/W and S/W relationship and value
  • Understand business issues relative to hardware and software
  • Learn important points to negotiate Service Level Agreements (SLA)
  • Recommendations for enterprise companies as well as Cloud Service Providers
  • Forecasts for Cloud infrastructure, platform, and services by value, market share, and growth
  • Forecasts by Service (SaaS, IaaS, and PaaS), Cloud Type (Public and Private), and Region 2015 - 2020

Table of Contents

1 Introduction

  • 1.1 Executive Summary
  • 1.2 Topics Covered
  • 1.3 Key Findings
  • 1.4 Target Audience
  • 1.5 Companies Mentioned

2 Overview

  • 2.1 Enterprise IT Systems Development
  • 2.2 Definition of Cloud Computing
  • 2.3 "Pay as you Go" Model
  • 2.4 Cloud Computing versus Virtualization
  • 2.5 Cloud Foundations
  • 2.6 Levels of Cloud Computing Services
    • 2.6.1 Web Applications
    • 2.6.2 Software as a Service (SAAS)
    • 2.6.3 Platform as a Service (PAAS)
    • 2.6.4 Infrastructure as a Service (IAAS)
      • 2.6.4.1 Public cloud
      • 2.6.4.2 Private cloud
      • 2.6.4.3 Hybrid cloud
    • 2.6.5 Communication as a Service (CAAS)
    • 2.6.6 Metal as a Service (MAAS)
    • 2.6.7 Anything as a Service (XAAS)

3 Hardware and Software

  • 3.1 Increasing Importance of Hardware
  • 3.2 Reduced Need for Provisioning Storage: A Server and a Switch
  • 3.3 Cloud Hardware will become a Commodity
  • 3.4 Low-power Processors and Cheaper Clouds
  • 3.5 Faster Interconnects
  • 3.6 Increasing Separation of Software and Hardware
  • 3.7 Rise of PAAS
  • 3.8 Increasing Popularity of JavaScript/HTML5 based Apps
  • 3.9 Stronger Identity Management systems
  • 3.10 Memory Solutions for Software and Hardware Systems
  • 3.11 Increasing use of Modular Software
  • 3.12 Top IAAS Vendors
  • 3.13 Top Software Vendors
  • 3.14 Data Center Providers
    • 3.14.1 Cloud Based Data Centers
      • 3.14.1.1 Google, Council Bluffs, Iowa
      • 3.14.1.2 Microsoft, Dublin, Republic of Ireland
      • 3.14.1.3 Switch Super NAP, Las Vegas, Nevada
      • 3.14.1.4 Range International Information Hub, Langfang China
  • 3.15 Cloud Service Providers
    • 3.15.1 Amazon
    • 3.15.2 Verizon
    • 3.15.3 IBM
    • 3.15.4 SalesForce.com
    • 3.15.5 CSC
    • 3.15.6 CENTURYLINK
    • 3.15.7 SAVVIS
    • 3.15.8 JOYENT
    • 3.15.9 MICROSOFT
    • 3.15.10 RACKSPACE
    • 3.15.11 FUJITSU
    • 3.15.12 HP
  • 3.16 Network Operators
    • 3.16.1 China Mobile Limited
    • 3.16.2 Vodafone Group
    • 3.16.3 Telenor Group
    • 3.16.4 America Movil
  • 3.17 Alternative Platforms for On-Premise and Hybrid Clouds
  • 3.18 Cloud Infrastructure and Services in Telecommunications
    • 3.18.1 Cloud RAN
    • 3.18.2 Mobile Consumer Cloud Services
      • 3.18.2.1 Consumer Mobility and the Cloud: Statistics and Forecasts
      • 3.18.2.2 Commercial Considerations
        • 3.18.2.2.1 What Consumers will Store in and Access from the Cloud
        • 3.18.2.2.2 What Devices Consumers will use to Access the Cloud
        • 3.18.2.2.3 Where and How Consumers will Access the Cloud
        • 3.18.2.2.4 What Companies do Consumers Identify with Cloud Services

4 Future Cloud Computing Applications

  • 4.1 Leveraging Cloud for Wearable Technology
    • 4.1.1 Wearable Technology is Poised for Significant Growth
    • 4.1.2 Cloud-based Services Provide a Platform for Growth
    • 4.1.3 Examples of Cloud-services Leveraged by Wearable technology
    • 4.1.4 Bottlenecks to Growth of Wearable Technology
  • 4.2 Increasing Acceptance in the Government Sector
    • 4.2.1 US Government's Consolidation of Datacenters to Cut Costs
      • 4.2.1.1 DOI's Movement to a Cloud Computing Environment
      • 4.2.1.2 The US Army's Datacenter Consolidation
      • 4.2.1.3 CIA's Private Cloud
    • 4.2.2 CSPs Building Capacity to Service Government Agencies
    • 4.2.3 Leverage Cloud for Citizen Services
    • 4.2.4 Leverage Cloud to Support Local Enterprises
  • 4.3 Cloud Computing for Media and Entertainment
    • 4.3.1 The Case of Netflix
    • 4.3.2 A Tool to Increase Subscription Revenues
    • 4.3.3 Cloud Services to Develop Stronger Links with Fans
    • 4.3.4 Cloud Services to Increase Revenue Generation Capacity
    • 4.3.5 Cloud Services to Reduce Datacenter Footprint
    • 4.3.6 Cloud Services for Controlling Digital Supply Chain
  • 4.4 Cloud Computing for Healthcare
    • 4.4.1 US Healthcare Regulations Mandate Cloud Adoption
    • 4.4.2 Heavy penalties for loss of PHI
    • 4.4.3 Healthcare's Wait and Watch Approach
    • 4.4.4 Cloud-based Solutions for Healthcare
    • 4.4.5 Adoption of Desktop Virtualization in Healthcare
    • 4.4.6 Cloud for Regional Wellness Services
    • 4.4.7 Cloud for Penetrating Rural Markets
  • 4.5 Cloud Computing for Telecoms
    • 4.5.1 The Cloud Expands the Telecoms Service Provider Product Portfolio
    • 4.5.2 SME are an Attractive Pocket for Telecom
      • 4.5.2.1 SME app market so far ignored by telecoms
      • 4.5.2.2 Bundled apps for SMEs
    • 4.5.3 Comcast Develops a Cloud Marketplace for SMEs
    • 4.5.4 Cloud-based Home Security and Home Monitoring systems
    • 4.5.5 More Cloud Opportunities
      • 4.5.5.1 AT&T PAAS
      • 4.5.5.2 AT&T teamed with IBM on cloud services
  • 4.6 Cloud Computing for Insurance
    • 4.6.1 Cloud-based Technology Provide Platforms to Increase Market Share
    • 4.6.2 Cloud-based Technology Expands Product Portfolio
  • 4.7 Cloud Computing for Utilities and Overall Energy Sector
    • 4.7.1 Smart Metering in Europe
    • 4.7.2 Cloud-based Smart Metering Projects
    • 4.7.3 Cloud and Data
    • 4.7.4 Cloud and Collaboration
    • 4.7.5 Cloud and Production Operations
    • 4.7.6 Cloud and Customer Engagement
  • 4.8 Cloud Computing for Pharmaceuticals
    • 4.8.1 Cloud-based Services are under-utilized by Pharma Companies
    • 4.8.2 Leverage Cloud Computing to Reduce Costs and Save Time
    • 4.8.3 Cloud-based Digital Market Platform
    • 4.8.4 Cloud-based On-demand Analytical Platforms
      • 4.8.4.1 GenomicsCloud
      • 4.8.4.2 DNAnexus
      • 4.8.4.3 CycleCloud for Life Sciences
    • 4.8.5 Shifting Non-core Operations to the Cloud
  • 4.9 Cloud Computing for Financial Services
    • 4.9.1 Small Banks find it Easier to Shift to the Cloud
    • 4.9.2 Cloud-based Payments Processing
    • 4.9.3 Cloud-based Document Management
    • 4.9.4 Bank of America's Pilot Test with the Cloud
    • 4.9.5 Cloud-based Mobile Banking
    • 4.9.6 Regulatory Barriers Restrict Wide Adoption of Cloud-based Analytics
    • 4.9.7 Cloud-based Monte Carlo Simulations
    • 4.9.8 Private Clouds

5 Recommendations for Enterprise

  • 5.1 When Cloud Computing is Not an Option
    • 5.1.1 Risk of External Dependencies
      • 5.1.1.1 Data protection tools
    • 5.1.2 Scalability Comes at a Cost
  • 5.2 Approach Cloud Computing from a Strategic Perspective
    • 5.2.1 What Enterprise Must Consider when Developing a Cloud Strategy
  • 5.3 Trade-off between Location of Datacenter and Service Portfolio
  • 5.4 Enterprises Must Have Strict Security and Compliance Levels
  • 5.5 Develop a Realistic Cost Estimate
    • 5.5.1 Allocate for Hidden costs
  • 5.6 Conduct CSP Background Checks
  • 5.7 Add Substance to the Term "Security"
    • 5.7.1 Data Security Measures
    • 5.7.2 Physical and Personnel Protections and Restrictions
    • 5.7.3 Geographic Location of Datacenter
  • 5.8 Understand Audit Options
    • 5.8.1 Existing Service Standards are Non-comprehensive
    • 5.8.2 Add "Right to Audit" Clause in the Contract
  • 5.9 Viability of Third-party Providers
  • 5.10 Formulate an Exit Strategy
    • 5.10.1 Prepare for Enterprise's Exit
    • 5.10.2 Prepare for CSP's Exit
  • 5.11 Evaluate all Applications in a Step-by-Step Approach
  • 5.12 Review the Contract in Detail
    • 5.12.1 Prepare a Service Checklist
      • 5.12.1.1 Plan for protecting your data:
      • 5.12.1.2 Incident response:
      • 5.12.1.3 Data lifecycle management:
      • 5.12.1.4 Vulnerability management:

6 Recommendations for Cloud Service Providers

  • 6.1 Work Side-by-Side with the Customer
  • 6.2 Understand your Customer
  • 6.3 Develop Marketing Plan for a Non-technical Audience
  • 6.4 Stress Heavily on Security Measures
    • 6.4.1 Customer's Perception of Security is Central to Aligning Needs with Capabilities
    • 6.4.2 Match SMEs Security Requirements
    • 6.4.3 Security Requirements vary from Customer-to-Customer
    • 6.4.4 SMEs Resist Installing Firewalls to Minimize Costs
    • 6.4.5 Demonstrate Security Measures
  • 6.5 Determine the Optimal Price
    • 6.5.1 Adjust Pricing strategy as required
    • 6.5.2 Understand Customer's Existing IT Costs
  • 6.6 Reorient Sales Team
  • 6.7 Provide Support with Integration
  • 6.8 Guidelines for Making a Sales Pitch
  • 6.9 Educating SMEs

7 Global Cloud Computing Market Forecasts 2015 - 2020

  • 7.1 Global Cloud Computing Market Value 2015 - 2020
  • 7.2 Market Value by Segment 2015 - 2020
    • 7.2.1 Segment Market Share 2015 - 2020
    • 7.2.2 Segment Growth Rate 2015 - 2020
    • 7.2.3 SAAS Market Value and Growth Rate 2015 - 2020
    • 7.2.4 IAAS Market Value and Growth Rate 2015 - 2020
    • 7.2.5 PAAS Market Value and Growth Rate 2015 - 2020
  • 7.3 Market Value by Region 2015 - 2020
    • 7.3.1 Region Market Share 2015 - 2020
    • 7.3.2 Region Growth Rate 2015 - 2020
    • 7.3.3 North America Market Value and Growth Rate 2015 - 2020
    • 7.3.4 Western Europe Market Value and Growth Rate 2015 - 2020
    • 7.3.5 Eastern Europe Market Value and Growth Rate 2015 - 2020
    • 7.3.6 Middle East and Africa Market Value and Growth Rate 2015 - 2020
    • 7.3.7 Asia Pacific Market Value and Growth Rate 2015 - 2020
    • 7.3.8 Rest-of-World Market Value and Growth Rate 2015 - 2020
  • 7.4 Market Value by Cloud Type (Public and Private) 2015 - 2020
    • 7.4.1 Market Share by Cloud Type 2015 - 2020
    • 7.4.2 Growth Rates by Cloud Type 2015 - 2020
    • 7.4.3 Public Cloud Market Value and Growth Rate 2015 - 2020
    • 7.4.4 Private Cloud Market Value and Growth Rate 2015 - 2020

8 Barriers and Challenges to Cloud Adoption

  • 8.1 Enterprises Reluctance to Change
  • 8.2 Responsibility of Data Security Externalized
    • 8.2.1 Loss of Control
    • 8.2.2 Privacy
  • 8.3 Security Concerns are Real
  • 8.4 Cyberattacks
    • 8.4.1 SMEs Operate with Severe Budget Restrictions
    • 8.4.2 Prolific use of Internet Increases Threats of Cyber-attacks
  • 8.5 Unclear Agreements
    • 8.5.1 SLAs do not Guarantee Downtime Requirements will be Met
    • 8.5.2 Secondary CSPs negotiate contracts on a contract to contract basis
    • 8.5.3 Enterprises are Entitled to Credit for downtime "On-Request"
    • 8.5.4 Varying Timeframes for Calculating Uptime
    • 8.5.5 Different Cloud Services have Different SLAs
  • 8.6 Complexity is a Deterrent
    • 8.6.1 Inherent Complexity in the Cloud computing Environment
    • 8.6.2 Integrating Enterprise Processes around the Cloud is a Complex Task
    • 8.6.3 Integration is a Big Issue with SAAS Deployment
      • 8.6.3.1 API management is a necessary task
      • 8.6.3.2 What is the best way to integrate data
  • 8.7 Lack of Cloud Interoperability
    • 8.7.1 Denial of Switching CSPs and Clouds
    • 8.7.2 CSPs Opt-out of Cloud Interoperability
    • 8.7.3 Challenges Faced when Moving Applications between Clouds
  • 8.8 Service Provider Resistance to Audits
    • 8.8.1 Industry Best Practices are Still Developing
    • 8.8.2 Resistance to Audit Signals Caution
      • 8.8.2.1 Internal quality controls of large enterprises make audits essential
      • 8.8.2.2 Audits inspire confidence among reluctant SMEs
  • 8.9 Viability of Third-party Providers
  • 8.10 Acceptance Issues
  • 8.11 No Move of Systems and Data is without Cost
  • 8.12 Lack of Integration Features in the Public Cloud results in Reduced Functionality

Figures

  • Figure 1: Cloud Computing
  • Figure 2: Cloud Computing Services
  • Figure 3: Datacenter
  • Figure 4: Top Cloud Service Providers
  • Figure 5: Virtualization of the Mobile Network
  • Figure 6: Cloud Radio Access Network (C-RAN)
  • Figure 7: How People User their Mobile Phone
  • Figure 8: Personal Content on Home Computer and Mobile Device
  • Figure 9: Wearable Technology Devices
  • Figure 10: Global Cloud Computing Market Value and Growth Rate 2015 - 2020
  • Figure 11: Market Value by segment 2015 - 2020
  • Figure 12: Market Share by Segment 2015 - 2020
  • Figure 13: Segment Growth Rate 2015 - 2020
  • Figure 14: SAAS Market Value and Growth Rate 2015 - 2020
  • Figure 15: IAAS market Value and Growth Rate 2015 - 2020
  • Figure 16: PAAS Market Value and Growth Rate 2015 - 2020
  • Figure 17: Market Value by Region 2015 - 2020
  • Figure 18: Market Share by Region 2015 - 2020
  • Figure 19: Region Growth Rate 2015 - 2020
  • Figure 20: North America Market Value and Growth Rate 2015 - 2020
  • Figure 21: Western Europe Market Value and Growth Rate 2015 - 2020
  • Figure 22: Eastern Europe Market Value and Growth Rate 2015 - 2020
  • Figure 23: Middle East and Africa Market Value and Growth Rate 2015 - 2020
  • Figure 24: Asia Pacific Market Value and Growth Rate 2015 - 2020
  • Figure 25: Rest of the World Value and Growth Rate 2015 - 2020
  • Figure 26: Market Value by Cloud Type (Public vs. Private) 2015 - 2020
  • Figure 27: Market Share by Cloud Type (Public vs. Private) 2015 - 2020
  • Figure 28: Growth Rates by Cloud Type (Public vs. Private) 2015 - 2020
  • Figure 29: Public Cloud Market Value and Growth Rate 2015 - 2020
  • Figure 30: Private Cloud Market Value and Growth Rate 2015 - 2020
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