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E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
E20 a supply and market analysis  by G. Cattaneo and D. Bradshaw IDC
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E20 a supply and market analysis by G. Cattaneo and D. Bradshaw IDC

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Presentation given at the "Enterprise 2.0 in Europe" workshop where the results of the interim report of the “Enterprise 2.0 study were presented and discussed with experts …

Presentation given at the "Enterprise 2.0 in Europe" workshop where the results of the interim report of the “Enterprise 2.0 study were presented and discussed with experts
Brussels, 14th of September 2010

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  • Our working product definition consisted of three strands were:Tools for identifying people with expertise, knowledge or interest in a particular area and linking to themTools for finding, labeling and sharing useful content/information (authoring)Tools for Wiki/collaboration/authoring and project workWe also included products that were afull suite of offerings including the three capabilities above with cross-links and a shared knowledge-base.
  • We have shown public sector because we had it as a by-product of the overall forecasting process.
  • Note that this is slightly different from the chart in the report, as I realized that there are a lot of other consulting services that vendors can sell – such as strategic consulting.
  • Transcript

    1. E20: a Supply and Market Analysis <br />Gabriella Cattaneo and David Bradshaw IDC<br />Bruxelles, September 14, 2010<br />
    2. Agenda<br /><ul><li>A working definition of Enterprise 2.0, identifying the products, technologies and markets related to it;
    3. Sizing up and forecasting the E20 Market value for the EU, US, Asia;
    4. Description of main players, their offerings and their opinions about this market perspectives;
    5. Analysis of market dynamics by business sector, company size and key success factors.</li></ul>2<br />
    6. But What is sold as Enterprise 2.0?<br />Dedicated tools:<br /><ul><li>People : ToolsIdentifying people with expertise, knowledge or interest in a particular area and linking to them;
    7. Content: Tools supporting the Finding, labeling and sharing useful content/information</li></ul>Collaboration: Wiki/collaboration/authoring and (shared in real-time) project work tools<br />Integrated suites offering all the above functionalities<br />“Embedded” E20 systems :<br />Extensions of collaboration, knowledge management, document management and similar tools with E20 functionalities (ex.salesforce.com Chatter application)<br />3<br />
    8. 4<br />The EU Market for Enterprise 2.0 <br />97 €M<br />159 €M<br />559 €M<br />Today, 0.13% of EU SW Market<br />Market size includes software license, maintenance and subscription fees for licensed on-premise software, SaaS/cloud services and open-source.<br />Source: IDC 2010<br />Source:/Notes:<br />
    9. Worldwide E20 Market sizes*, €m<br />5<br />2,271 €M<br />595 €M<br />357 €M<br />*Market size includes software license, maintenance and subscription fees for licensed on-premise software, SaaS/cloud services and open-source.<br />Source: IDC 2010<br />
    10. EU market sectors sizes*, €m<br />6<br />209.6 €M<br />114.8 €M<br />114.9 €M<br />68.9 €M<br />50.9 €M<br />Source: IDC 2010<br />
    11. Potential Services Markets Associated withE2.0 in the EU (2009)<br />7<br />97 €M<br />134 €M<br />179 €M<br />Source: IDC 2010<br />
    12. Key characteristics of the Enterprise 2.0 market in the EU27 <br /><ul><li>Small but rapidly growing (CAGR is 49% for E2.0 vs. 4% of average SW market)
    13. Served by a mix of local and international players (mainly US)
    14. A pioneering market
    15. Vendors believe that most EU organizations do not yet perceive Enterprise 2.0 as relevant to the mainstream of the business.
    16. A market in transition
    17. From a market for a set of tools for teams working together to a vital means of generating business value and competitive edge.</li></ul>8<br />
    18. World players:<br /><ul><li>IBM/Lotus (US)
    19. Salesforce.com (US)
    20. Atlassian (Australia)
    21. SocialText (US) </li></ul>Vendors interviewed<br />9<br />EU players:<br /><ul><li>Huddle (UK)
    22. Coremedia (Germany)
    23. blueKiwi (France)
    24. xWiki (France)</li></ul>APAC players:<br /><ul><li>Global Kalp (Australia)
    25. Tata Consulting Services (India)
    26. Weaver (China)</li></li></ul><li>Key similarities between vendors<br /><ul><li>Over half the vendor interviewed provide a full suite that integrates the three strands of E2.0 (people, content and collaboration) and nearly all vendors provide capabilities in two or more areas.
    27. The trajectory of almost all vendors is toward a full suite that covers all three areas, while maintaining strength in the "core" area that is at the heart of the vendor's differentiation from other players in the market.
    28. Almost all vendors that were willing to disclose their growth numbers reported strong growth, and some reported 100% or more
    29. Some of those unwilling or unable to go "on record" over their growth performance also said that growth was strong</li></ul>10<br />
    30. Key differences<br /><ul><li>Dedicated US vendors tend to be much larger than vendors from other regions with the exception of Atlassian (which has a substantial presence in California
    31. European vendors were more likely to build multi-language capabilities into their products from the start
    32. European vendors were generally smaller (APAC vendors did not disclose their sizes; Tata Consulting Services is clearly a very large organization, though this does not tell use the size of its E2.0 product group). </li></ul>11<br />
    33. Today, a market for Large enteprises<br />12<br /><ul><li>Adoption of E2.0 is highest amongst large and sometimes very large organizations. The uptake of E2.0 software as a tool for change management programs will be a big driver
    34. There is some adoption of E2.0 in smaller organizations which appears to be predominantly tactical and partial</li></li></ul><li>The EU market vs the US market: why does it lag behind?<br /><ul><li>The US is the home of the software industry
    35. Most of the major E2.0 software vendors are US-based, or companies with a strong presence there
    36. Their early reference customers (typically other software companies) are often familiar to the buyers.
    37. The software industry “eats its own dog-food”
    38. Software vendors outside the US will typically try to enter the US market as soon as they are able
    39. According to vendors, US buyers typically move faster than European buyers.
    40. US buyers often decide to go straight to a full roll-out
    41. This seems linked to a homogenous business environment
    42. Similar European buyers typically do pilot roll-outs with a small number of users, then move step-by-step in roll-out programs.
    43. An attempt to build consensus amongst business units/users?
    44. US customers are also more open to using cloud-based services, which increases roll-out velocity
    45. Though EU customers are catching up, there is still a significant gap</li></ul>13<br />
    46. Key Success Factors for EU-based vendors <br /><ul><li>Build localized software and services
    47. Focus on Customer service and identify and articulate customer benefits
    48. Address business needs rather than technology needs
    49. Provide proof of effectiveness
    50. Invest in security and availability features
    51. Be aware or privacy concerns
    52. Support Change Management Features
    53. Eat your own “dog-.food” </li></ul>14<br />

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