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BPaaS: Finding the Optimal Industry Position to Ensure Success in a World of Cloud Services

出版商 IDC 商品編碼 345577
出版日期 內容資訊 英文 37 Pages
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BPaaS:為了在雲端服務領域成功的最適合的產業地位 BPaaS: Finding the Optimal Industry Position to Ensure Success in a World of Cloud Services
出版日期: 2015年11月19日 內容資訊: 英文 37 Pages



在IT服務領域,從傳統的提供模式,根本性改成為為稱作雲端服務 (PaaS、IaaS、SaaS) 高自動化的IT服務。BPO領域也面臨著同樣的變化。

本報告提供被稱為BPaaS (Business Process as a Service) 的新興領域調查分析、生態系統的地位、價值主張、主要的經營模式必要條件、BPaaS的創新的選擇等系統性資訊。



  • 摘要整理


  • 從過去到現在
  • 關連商務流程與雲端服務/SaaS:BPO vs. BPaaS
  • BPO供應商的經營模式轉換的推動因素
  • BPaaS的買主引進模式
  • 企業資訊為基礎的需求:商務流程分析來源
  • 雲端服務相關買主的認識與經營模式的期待
  • 雲端服務的採購模式的演進


  • 雲端服務的價值
  • 虛擬供應商的生態系統和整體情況
  • BPaaS的最後狀態的檢驗
  • 自動化的必要性和生產率的影響
  • 所有權和責任感
  • 最佳化整合管理與分析:商務價值



  • 相關調查
  • 摘要
Product Code: US40545815

This IDC study begins by introducing BPaaS as part of the history of "platform based" BPO of which BPaaS is the most current incarnation of a "shared" services business processes that dates back decades. One of the forerunners of this model is ADP, which leased its first computer, an IBM 1401, in 1961. Since then, there have been many providers of outsourced "shared" services for business processes. In 2007, IDC did a study on the current phenomenon of platform-based BPO services that included a look at current service providers and outsourcers that managed a shared services environment to deliver business process services (see Worldwide Vertical-Specific BPO Services 2006 Vendor Profiles: The New World of Vertical-Specific BPO - Who Is Equipped to Succeed in a "Platform" World?).

Today, the BPO industry is facing a shift to a new model referred to as BPaaS. While the fundamentals of BPaaS is similar to traditional BPO in managing a business process (e.g., F&A, HR, and industry-specific) on behalf of a client, there are fundamental differences that traditional providers of business process services and new players will be required to implement.This study then provides an overview of IDC's view of the emerging space referred to as business process as a service (BPaaS). Using a combination of recent feedback from buyer studies and ongoing research on the topic of cloud services, business process outsourcing (BPO), and platform-based services, this study highlights key factors that service providers competing in the BPO market need to consider in shifting to BPaaS - a very disruptive business model. These factors include linking business process to cloud services/SaaS, identifying key drivers that will shape BPO provider transformation, defining buyer adoption patterns of BPaaS, and understanding information requirements as well as buyer perceptions and business model expectations of cloud services. Finally, this study offers an executive summary and essential guidance on critical investments that providers need to make to ensure success."While the world of IT services is undergoing a fundamental change from the traditional delivery models centered on a more labor-based approach to a much more highly automated set of IT services referred to as cloud services (e.g., PaaS, IaaS, and SaaS), the world of BPO is facing a similar shift though in a more interesting way," says David Tapper, VP of Outsourcing, Managed and Offshore Services at IDC. "Success for players looking to compete in the BPaaS market will require that they establish an ecosystem structure and industry position, develop a blueprint of a cloud business model and road map of transformation, consider new disruptive BPaaS business model options for new markets (e.g., franchise and crowdsourcing), build horizontal first, then vertical, and design a BPaaS business model in relation to the community of cloud/Web-based service providers."

IDC Opinion

In This Study

  • Executive Summary
    • Ecosystem Positioning
    • Value Proposition
    • Key Business Model Requirements
    • Disruptive BPaaS Options as a Means to New Markets

Situation Overview

  • From Past to Present
  • Linking Business Process to Cloud Services/SaaS: BPO Versus BPaaS
  • Drivers of BPO Provider Business Model Transformation
    • Volume, Velocity, and Variability
    • Information and Analytics
  • Buyer Adoption Patterns of BPaaS
    • Acceleration in Shift to BPaaS
    • Need for Hybrid BPO
  • Enterprise Information-Based Needs: The Source of Analytics for Business Process
    • Time to Market
    • Information Resource Requirements
    • Value Chain of Information
  • Buyer Perceptions and Business Model Expectations of Cloud Services: Technology Service Delivery Requirements
    • Drivers and Inhibitors for Cloud
      • Drivers
      • Inhibitors
    • Value Perception of "Cloud Service"
    • Cloud Services Deal Engagement Attributes
    • Cloud Service Provider Business Model Criteria
    • Cloud Service Life-Cycle Requirements
  • Cloud Service Sourcing Model Evolution
    • Shifting Provider Types
    • Need for "Broker" Capabilities: From IT to Business Process

Future Outlook

  • Value of Cloud Services
  • Ecosystem of Virtual Providers and Connecting the Dots: Intersecting Cloud Services Business Models
  • End-State View of BPaaS
  • Need for Automation and the Productivity Impact
  • Aligning Ownership with Responsibility
    • Vertically Integrated Providers Versus Specialized Providers: Pros and Cons
  • Integrated Management and Analytics: Optimizing Business Value
    • "Broker" or Multiprovider Management Capabilities
    • Information and Analytics

Essential Guidance

Learn More

  • Related Research
  • Synopsis
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