市場調査レポート

米国のアウトソーシング/マネージドサービス市場:長期的な市場機会を形成する主要な財務・ビジネス要因、従来型 vs. クラウドベース

Key Financial and Business Factors That Will Shape Long-Term Future Market Opportunities for U.S. Outsourced-Managed Services: Traditional Versus Cloud Based

発行 IDC 商品コード 304306
出版日 ページ情報 英文 47 Pages
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米国のアウトソーシング/マネージドサービス市場:長期的な市場機会を形成する主要な財務・ビジネス要因、従来型 vs. クラウドベース Key Financial and Business Factors That Will Shape Long-Term Future Market Opportunities for U.S. Outsourced-Managed Services: Traditional Versus Cloud Based
出版日: 2014年05月19日 ページ情報: 英文 47 Pages

当商品の販売は、2016年07月01日を持ちまして終了しました。

概要

当レポートでは、米国のアウトソーシング/マネージドサービス市場について調査分析し、既存の「従来型」アウトソーシング/マネージドサービス市場規模に影響を与える主要な財務・ビジネス要因と、サービス消費・提供に関するクラウドベースモデルを最終的に利用する産業に焦点を当てて、幅広い要因と潜在的な影響について検証するほか、バイヤー側の要因、サービスプロバイダー側の要因、戦略的な要因などについて、体系的な情報を提供しています。

IDCの見解

調査概要

  • 調査手法
  • 用語の利用
  • エグゼクティブサマリー

概況

  • 米国のアウトソーシング/マネージドサービス市場の規模を促進する主要な要因(クラウドベース提供へシフト)
  • 米国のアウトソーシング/マネージドサービス市場に影響を与えるバイヤーの要因
  • サービスプロバイダーとアウトソーシング委託者

将来の展望

  • 戦略的要因

主な提言

  • 市場機会の拡大
  • 成熟したクラウドビジネスモデル・エコシステムへ

参考資料

  • 関連調査
  • 要約

図表

目次
Product Code: 248374

This IDC study provides an analysis of a set of key business and financial factors that will impact the future market size of the existing U.S. "traditional" (more labor centric) outsourcing-managed services market and industry that IDC believes will ultimately be using a cloud-based model of service consumption and delivery. This analysis looks at a broad range of factors and the potential financial impacts on outsourcing from both the buyer side and the service provider-outsourcer side. On the buyer side, this study includes business factors such as the "tipping point" at which time customers will have to outsource their "private" clouds, an expected change from federated to centralized procurement and governance of all outsourced services, the rate of substitution of traditional outsourcing with cloud-based services, acceleration in early renewals of outsourced-managed services engagements, and the increased need for more stringent SLA-driven requirements. On the provider side, this study assesses the impact of such factors as utilization rates of infrastructure, applications, and labor; the move to a "maintenance free" (throwaway) model of technologies; the use of automation and standardization; and a shift to wholesaler suppliers of technologies. This study also discusses strategic factors that will impact the magnitude and pace of change in market opportunities including areas such as identifying key drivers of the tipping point, creating a centralized management and procurement organization, building a blueprint of the cloud provider business model and ecosystem, pursuing the last mile, mapping the sequence of buyer adoption of cloud services, and defining the competitive landscape. Finally, this study provides essential guide to service providers and outsourcers in how to navigate the shift from traditional outsourcing models to cloud-based delivery and consumption.

"Just consider that over the past decade, the size of the worldwide music industry today is now less than half what it was prior to delivering music in the cloud and is just beginning to show some growth according to IFPI (International Federation of the Phonographic Industry)," said David Tapper, VP of Outsourcing and Offshore Services at IDC. "The question for the traditional outsourced-managed services market (e.g., more labor centric), which is being replaced in the U.S. market by a cloud-based services model, is whether or not we will see a similar pattern unfold in the IT and BPO services market or if, even with what IDC believes will likely be significant cannibalization of the existing market, net-new revenue from the combination of greenfield opportunities, value-added services, and the need to outsource internally managed private cloud environments will not just make up the difference due to expected cannibalization but also expand the total outsourcing-managed services market in the future. Providers using these traditional models of delivery need to mitigate this risk by expanding into new markets (e.g., SMB, developing markets) and developing a blueprint and road map of moving to a mature cloud business model and ecosystem."

Table of Contents

IDC Opinion

In This Study

  • Survey Methodology
    • Respondents and Interviews
    • Data Weighting and Calculations
    • Respondent Profile
  • Use of Key Terms
  • Executive Summary
    • Impact of Shift from Traditional Outsourced-Managed Services to Cloud Services
    • Driving Market Opportunities
    • Enabling Shift to Cloud-Based Service Provider Business Model and Ecosystem

Situation Overview

  • Key Factors Driving Size of U.S. Outsourced-Managed Services Market with Shift to Cloud-Based Delivery
    • Key Market Segments Impacting Future Potential of U.S. Outsourced-Managed Services with Shift to Cloud-Based Delivery
    • Traditional Versus Cloud Services Market Models
  • Buyer Factors Influencing Future of U.S. Outsourced-Managed Services Markets
    • Organizational Structure and Investment Strategies
      • Tipping Points and Current Internal Level of Usage of Key Cloud-Like Capabilities
      • Decentralized Procurement
      • Application Rationalization, Consolidation, and Standardization
    • Current Penetration and Substitution Rates of Traditional Outsourcing Markets
      • Outsourcing Usage Rates
      • U.S. Share of Firms by Company Size: Potential Untapped Market
      • Substitution Rate of Traditional Outsourcing with Cloud Services
      • "Embedded" High-Value Professional Services: Prebuilt
    • Financial Expectations of Outsourcing: Savings Expectations and Reinvestment Strategy
      • Expected Savings
      • Reinvestment Strategies of Savings
    • Contracting Strategies
      • Early Renewal Rates
      • Changing Contract Lengths
    • Supplier Structure
      • Optimal Number of Providers
      • Shifting Providers: From Traditional to Cloud Based
    • Deal Structure
      • Current Procurement Process for Traditional Outsourced Services
      • SaaS Bundling Preferences
    • SLA-Driven Automation
      • Speed of Application Provisioning
      • Availability Expectations
      • Maximum Time to Self-Provision a Service
      • Maximum Number of Steps to Self-Provision a Service
    • Bring Your Own Device
  • Service Providers and Outsourcers
    • Utilization Rates
    • Maintenance-Free Services
    • High-Value Services
    • Automation and Standardization
    • Wholesale Technology Suppliers

Future Outlook

  • Strategic Factors Impacting Magnitude and Pace of Change
    • Identifying Key Drivers of the Tipping Point
      • Degree of Modernization of Internal Private Cloud Environment
    • Creating a Centralized Management and Procurement Organization
    • Building a Blueprint of the Cloud Provider Business Model and Ecosystem
    • Pursuing the Last Mile: The SMB
      • "Franchise" Channels
      • Online Business Services
    • Mapping the Sequence of Buyer Adoption of Cloud Services
    • Defining the Competitive Landscape: Player Positioning and Alignment with Business Model of Cloud Service Provider

Essential Guidance

  • Expanding Market Opportunities
  • Developing a Blueprint and Road Map of Moving to a Mature Cloud Business Model and Ecosystem

Learn More

  • Related Research
  • Synopsis

List of Tables

  • Table: Number of Distinct Applications Within an Enterprise (% of Respondents)

List of Figures

  • Figure: IDC U.S. Outsourced and Managed Services Survey Respondents by Company Size
  • Figure: Overview of Factors Impacting Existing U.S. Outsourced-Managed Services Markets
  • Figure: Overview of Market Potential with Shift to Cloud-Based Outsourced-Managed Services
  • Figure: A Mathematical Framework in Assessing the Long-Term Future Market Size of U.S. Outsourced-Managed Services Markets
  • Figure: Overview of Traditional and Cloud Services: Bundling, Alignment, and Evolution
  • Figure: U.S. Enterprise Transformation to "Private" Cloud, 2014-2018
  • Figure: U.S. Current IT Environment Usage of Key Cloud-Enabling Capabilities
  • Figure: U.S. Current Degree of Centralized Management and Cloud Procurement
  • Figure: U.S. Outsourcing Services Usage Rates, 2013
  • Figure: U.S. Firms Share by Company Size
  • Figure: U.S. Substitution Effect of Traditional Outsourcing with Cloud Services
  • Figure: U.S. Customer Adoption of Prebuilt Versus Transformed Outsourced Private Cloud Service
  • Figure: U.S. Expected Savings on Infrastructure Outsourcing by Company Size
  • Figure: U.S. Reinvestment Strategy of Savings by Company Size
  • Figure: U.S. Primary and Early Renewal Strategies, 2010 and 2012
  • Figure: Americas Average Length of Outsourcing Deals, 2004-2013
  • Figure: U.S. Average Contract Length Preferences for Cloud Services
  • Figure: U.S. Optimal Number of Service Providers-Outsourcers Worldwide by Company Size
  • Figure: U.S. Shifting Providers: From Traditional Outsourcers to Pure-Play Cloud Providers, 2012 and 2017
  • Figure: U.S. Customer Deal Structure Preferences
  • Figure: U.S. Bundling Preferences for SaaS
  • Figure: Cumulative U.S. Timeline of Provisioning Time, 2013: Traditional Outsourcing Versus Cloud-Based Services
  • Figure: Cumulative U.S. Maximum Allowable Downtime for Public Cloud Services by Cloud Service Type
  • Figure: Cumulative U.S. Maximum Time to Self-Configure by Company Size
  • Figure: U.S. Maximum Number of Steps to Self-Configure by Company Size
  • Figure: Enterprise Cloud Risk Matrix
  • Figure: Optimal Buyer Governance and Procurement Models: Small to Large Firms
  • Figure: Service Providers and Outsourcers: The "Auto Factory Model" of Service Delivery
  • Figure: Thinking Out of the Box to the "Last Mile": The Franchise Cloud Channel
  • Figure: Online Business Services as Channel to SMBs and Developing Markets
  • Figure: Heat Mapping of Buyer Adoption Patterns
  • Figure: Convergence Means Competition: Competitive Landscape for Outsourced-Managed Services
  • Figure: Provider Business and Market Model Maturity Alignment
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