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クラウド・イネーブラーのモデル:通信キャリア側の見解

The Cloud Enabler Model: The Carrier Perspective

発行 Heavy Reading 商品コード 321382
出版日 ページ情報 英文 15 Pages
納期: 即日から翌営業日
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クラウド・イネーブラーのモデル:通信キャリア側の見解 The Cloud Enabler Model: The Carrier Perspective
出版日: 2014年12月19日 ページ情報: 英文 15 Pages
概要

「クラウド」(オンデマンド式仮想シェアードサービス)は今日では世界のコンピューティング・通信産業の中核的存在に成長しました。しかし、市場の大半は通信キャリア以外のWeb 2.0企業−−特に、AmazonやGoogleといったごく少数の巨大企業−−が独占しており、通信キャリアのシェアは非常に低くなっています。他方、クラウド市場は複雑性・多様性が非常に高く、特殊サービスに特化した企業も多数存在します。そのため、通信キャリア側では、クラウドサービスと通信ネットワークを同時に提供して、各種のクラウドサービスを「実現化する」存在−−イネーブラー(enabler)−−として自社を位置づけようとしています。キャリア各社では独自のクラウドサービスも提供しますが、専業企業との競合の上では限界もあるため、他方でクラウドサービス・プロバイダーとの接続性を強化し、法人顧客に(性能・セキュリティ面で)高品質サービスを提供する「マルチ・クラウド・サービス」を展開しようとしています。このような通信キャリア側の対応を受けて、クラウド市場の多様化・専業化・「民主化」が進むものと期待されています。

当レポートでは、米国の通信キャリアのクラウド接続サービスへの対応状況や、今後の各社の「クラウド・イネーブラー(実現化)」モデルについて分析し、市場の背景事情や、各社が採用している戦略、上位10社の今後の開発・事業展開計画といった情報を盛り込んでお届けいたします。

第1章 イントロダクション:通信キャリアとクラウド

第2章 市場の発展:傾向と課題

  • ネットワークの役割
  • 「クラウド・イネーブラー」のモデル
  • "プライベート・クラウド"アクセスのブーム
  • 通信キャリアの「マルチ・クラウド」への対応
  • サードパーティーの役割の多様性

第3章 通信キャリアの現状分析

  • AT&T
  • CenturyLink
  • Comcast Business
  • Equinix
  • Level 3
  • Verizon
  • Windstream
  • XO Communications
  • Zayo Group

第4章 結論

目次
Product Code: Vol. 10, No. 4

The "cloud" of on-demand virtualized shared service is increasingly central to computing and communications worldwide. Pure-play cloud players are generally those in both overlapping environments that are growing fastest. Though a significant number of carriers offer some cloud services on their own, the large majority of the cloud market is held by non-carrier, Web 2.0 market participants, and not even the most successful carriers appear to approach double-digit cloud service market shares. The cloud environment is strongly dominated by large non-carrier entities - Amazon, Microsoft and Google - which collectively account for the good majority of the cloud market, reportedly followed by players like VMWare and IBM.

The cloud is an increasingly pivotal and fast-growing presence in computing and communications worldwide. Carriers participate in a major way both as cloud service providers and network providers "enabling" others. The cloud is an extremely diverse and complex web of environments, with a large number of specialized providers and services. At the same time it is dominated by a handful of huge Web 2.0 players.

While providing cloud services themselves, carriers increasingly recognize the limits of their abilities to compete comprehensively as cloud providers and the centrality of their network service capabilities to success of their cloud strategies. Whether providing some of their own cloud services or not, carriers are accordingly increasingly providing cloud enablement services that help business customers use superior (for performance and security) private network access across a growing range of cloud providers (the multi-cloud), and these are typically becoming the driving element in carrier cloud strategies. The multi-cloud is becoming the norm as early adopter end users already typically use several different cloud services from a range of providers.

Over the next few years, there will be a much greater number of direct connections between carriers and cloud service providers. Most carriers of significant size will be connecting directly both to most major cloud providers and a large selection of niche vertical providers in such domains as healthcare, retail and beyond. Carrier wholesaling of cloud services will also grow significantly in a range of forms.

As the sector matures further, increased specialization is inevitable, with some players more clearly claiming advantages for some use cases versus others. On the one hand, current market shares are highly stratified and the market dominated by a few players, notably Amazon and Microsoft. Yet the ease with which new services are launched continues to support market diversification and specialization, and in the longer-term, its increasing "democratization."

‘The Cloud Enabler Model: The Carrier Perspective’ reviews how U.S.-based carriers are addressing cloud connectivity and the cloud enabler model. It discusses the market context and strategies carriers are employing, and contains profiles exploring how carriers are implementing those strategies and planning for further development into the future, derived from recent interviews with 10 U.S.-based service providers.

Report Highlights

  • Cloud enablement or connectivitystrategies to reach the "multi-cloud" are increasingly becoming dominant elements in overall carrier cloud strategies
  • Private access to cloud is rapidly spreading among enterprise customers due to latency and security concerns with public, Internet-based cloud access
  • The multi-cloud is rapidly becomingthe market norm for business/organizational customers,with early adopters often using 5 to 10 different clouds
  • Partnerships between cloud providers and carriers will increase radically over the next few years, involving the market's large dominant cloud providers and its many niche vertical participants
  • Direct carrier wholesaling of cloud services will also become more widespread in the coming years

Companies profiled in this report include: AT&T Inc. (NYSE: T); CenturyLink Inc. (NYSE: CTL); Comcast Business, a subsidiary of Comcast Corp. (Nasdaq: CMCSA); Equinix (Nasdaq: EQIX); Level 3 Communications (NYSE: LVLT); Verizon Communications Inc. (NYSE: VZ); Windstream Communications (Nasdaq: WIN); XO Communications, owned by XO Holdings Inc.; and the Zayo Group.

Other companies mentioned in this report include: Amazon Web Services (AWS); Google Inc. (Nasdaq: GOOG); and Microsoft Corp. (Nasdaq: MSFT).

Table of Contents

I. Introduction: Carriers & the Cloud

II. Market Development: Trends & Issues

  • The Role ofthe Network
  • The "Cloud Enabler" Model
  • The Boom in "Private Cloud" Access
  • Carriers Embrace "Multi-Cloud"
  • The Multiplicity of Third-Party Roles

III. Carrier Status Reports

  • AT&T
  • CenturyLink
  • Comcast Business
  • Equinix
  • Level 3
  • Verizon
  • Windstream
  • XO Communications
  • Zayo Group

IV. Conclusion

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