市場調査レポート

世界のクラウドコンピューティング:インフラ・プラットフォーム・サービス 2015-2020年

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

発行 Mind Commerce 商品コード 298203
出版日 ページ情報 英文 148 Pages
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世界のクラウドコンピューティング:インフラ・プラットフォーム・サービス 2015-2020年 Global Cloud Computing: Infrastructure, Platforms, and Services 2015 - 2020
出版日: 2015年02月26日 ページ情報: 英文 148 Pages
概要

当レポートでは、世界および地域のクラウドサービス市場について、IaaS、PaaSおよびソリューションタイプ別 (パブリック・プライベート) のPaaSを含めて調査しており、顧客・クラウドサービスプロバイダー (CSP) 双方の観点から見た特定の課題と機会の分析、一般的なクラウドサービス市場、および医療・エネルギー・保険・エンターテインメント・金融サービス部門における市場機会の評価、ウェアラブル技術を含めたクラウドサービスの新しい成長促進因子の評価、およびCSPとその顧客への提言などをまとめ、お届けいたします。

第1章 イントロダクション

第2章 概要

  • エンタープライズITシステムの導入
  • クラウドコンピューティングの定義
  • 「ペイアズユーゴー」モデル
  • クラウドコンピューティング vs. 仮想化
  • クラウド基盤
  • クラウドコンピューティングサービスのレベル
    • ウェブアプリケーション
    • ソフトウェア・アズ・ア・サービス (SAAS)
    • プラットフォーム・アズ・ア・サービス (PAAS)
    • インフラ・アズ・ア・サービス (IAAS)
    • コミュニケーション・アズ・ア・サービス (CAAS)
    • メタル・アズ・ア・サービス (MAAS)
    • エニシング・アズ・ア・サービス (XAAS)

第3章 ハードウェア・ソフトウェア

  • ハードウェア重要性の増加
  • プロビジョニングストレージのニーズの低下:サーバーとスイッチ
  • 必需品となるクラウドハードウェア
  • 低電力プロセッサーおよび安いクラウド
  • 速い相互接続
  • ソフトウェア・ハードウェアの分離の増加
  • PAASの増加
  • JAVASCRIPT/HTML5 ベースのアプリケーションの人気の拡大
  • より強力なID管理システム
  • ソフトウェア・ハードウェアシステム向けメモリソリューション
  • モジュラーソフトウェア利用の増加
  • 上位IAASベンダー
  • 上位ソフトウェアベンダー
  • データセンタープロバイダー
  • クラウドサービスプロバイダー
  • ネットワークオペレーター
  • オンプレミス・ハイブリッドクラウド向けの代替プラットフォーム
  • 通信におけるクラウドインフラおよびサービス

第4章 将来のクラウドコンピューティングアプリケーション

  • ウェアラブル技術向けのクラウド活用
  • 政府部門における受容の拡大
  • メディア・エンターテインメント向けクラウドコンピューティング
  • 医療向けクラウドコンピューティング
  • 通信向けクラウドコンピューティング
  • 保険向けクラウドコンピューティング
  • ユーティリティ・エネルギー部門全体向けクラウドコンピューティング
  • 医薬品向けクラウドコンピューティング
  • 金融サービス向けクラウドコンピューティング

第5章 エンタープライズへの提言

  • クラウドコンピューティングが選択肢にならない時
  • 戦略的観点から見たクラウドコンピューティングのアプローチ
  • データセンターのロケーションとサービスポートフォリオの間のトレードオフ
  • エンタープライズは厳しいセキュリティ・コンプライアンスレベルを持たなければならない
  • 現実的なコスト見積りの開発
  • CSPバックグラウンドチェックの実施
  • 「セキュリティ」という用語に実行性を加える
  • 監査オプションの理解
  • サードパーティープロバイダーの実行可能性
  • 出口戦略を練る
  • 全てのアプローチをステップバイステップのアプローチで評価する
  • 契約の詳細なレビュー

第6章 クラウドサービスプロバイダーへの提言

  • 顧客と並んで働く
  • 顧客を理解する
  • 非技術支持者ス向けのマーケティングプランを開発する
  • ストレスがセキュリティ手法に重くのしかかる
  • 最適価格の決定
  • セールスチームの再構築
  • 統合によるサポートの提供
  • セールストークのガイドライン
  • SME(中小企業)の教育

第7章 世界のクラウドコンピューティング市場予測

  • 世界のクラウドコンピューティング市場
  • 市場額:セグメント別
  • 市場額:地域別
  • 市場額:クラウドタイプ別 (パブリック・プライベート)

第8章 クラウド導入の障壁と課題

  • 変化を嫌がるエンタープライズ
  • データセキュリティ責任の外部化
  • セキュリティの懸念は現実
  • サイバー攻撃
  • 不明確な合意
  • 複雑性が妨げに
  • クラウド相互運用性の欠如
  • 監査に抵抗するサービスプロバイダー
  • サードパーティープロバイダーの実行可能性
  • 受け入れの課題
  • コスト無しにはシステム・データを動かせない
  • パブリッククラウドにおける統合機能の欠如は機能低下をもたらす

図表リスト

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目次

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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