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BPaaS:クラウドサービス分野で成功するための最適な業界ポジション

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

発行 IDC 商品コード 345577
出版日 ページ情報 英文 37 Pages
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BPaaS:クラウドサービス分野で成功するための最適な業界ポジション BPaaS: Finding the Optimal Industry Position to Ensure Success in a World of Cloud Services
出版日: 2015年11月19日 ページ情報: 英文 37 Pages
概要

ITサービス分野では、従来の提供モデルから、クラウドサービス (PaaS、IaaS、SaaS) と呼ばれる高度に自動化されたITサービスへと根本的な変化を遂げています。BPO分野でも同様の変化に直面しています。

当レポートでは、BPaaS (Business Process as a Service) と呼ばれる新興分野について調査分析し、エコシステムの位置付け、価値提案、主なビジネスモデル要件、BPaaSの革新的なオプションなど、体系的な情報を提供しています。

IDCの見解

調査概要

  • エグゼクティブサマリー

概況

  • 過去から現在まで
  • ビジネスプロセスをクラウドサービス/SaaSに関連付ける:BPO vs. BPaaS
  • BPOプロバイダーのビジネスモデル転換の促進要因
  • BPaaSのバイヤー導入パターン
  • エンタープライズ情報ベースのニーズ:ビジネスプロセスの分析ソース
  • クラウドサービスに関するバイヤーの認識とビジネスモデルの期待
  • クラウドサービスのソーシングモデルの進化

将来の見通し

  • クラウドサービスの価値
  • 仮想プロバイダーのエコシステムと全体像
  • BPaaSの最終状態の検証
  • 自動化の必要性と生産性の影響
  • オーナーシップと責任感
  • 統合管理と分析:ビジネス価値を最適化

主な提言

参考資料

  • 関連調査
  • 要約
目次
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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