To transform, Service Providers must bridge the “new normal” gap with an innovation engine Service Provider Enterprise Customer Innovation Engine Deliver enterprise customers the agility needed to move into and Evaluation Criteria within the cloud Customer Experience ENTERPRISE DEMAND Migrate customers Agility Cost FOR INNOVATION VPDC IaaS PaaS SaaS infrastructure and link to Quality Capability providers cloud Security Risk Catalog Provide insight into IT Orchestration constraints and business Service demands Providers Insight must fill Secure and Manage - the this growing transaction link between the enterprise and the providerfor gap customers Establish, monitor contracts and Optimize SLA’s; optimize the customer ENTERPRISE CAPACITY FOR experience INNOVATION Extensible Value Deliver value-added services, exploiting new technologies and the cloud8
La Strategia Oceano Blu Confini definiti e accettati da tutti Un nuovo perimetro Regole del gioco competitivo note Creazione di nuova domanda Costante tentativo di superare le Aggirare la concorrenza senza performance rivali sugli stessi fattori combatterla L’unico fattore determinante diventa il Non è necessario allontanarsi prezzo troppo dai confini di settore Concorrenza all’ultimo sangue
Il Framework delle quattro azioniLa nuova Curva del Valore (Value Streams) RIDURRE Quali fattori andrebbero ridotti al di sotto dello standard di settore ? ELIMINARE CREARE Tra i fattori che Nuova Tra i fattori mai offerti dal l’industria da per Curva del settore quali dovrebbero scontato, quali Valore essere creati ? andrebbero eliminati ? AUMENTARE Quali fattori andrebbero aumentati al di sopra dello standard di settore ?
“CA Market Dynamics”CA Business Planning Services to Collapse Service Provider Time to Revenue - Stages consistent with CA competitive advantage – helps service providers build their margin by getting to market fast Business Modeling to (Cloud) Service Market Launch and maximize profit and Portfolio Planning Sales Enablement accelerate breakeven • A compelling • Pricing and • Acceleration of lead differentiated set of packaging of generation cloud services planned services • Rapid spin-up of • Phased service • Initial customer marketing and sales launch to take adoption and staff market share service growth 11
Components of CA Market Dynamics Launch Strategy Service Portoflio Expense & Goals Planning Modeling • Local market • Service offers, • Hardware demand launch sequence planning • Competitive • Pricing & • Implementation analysis packaging & staffing Sales & Channel Co-branded Awareness & Demand Development Marketing Assets Generation • Sales enablement • Content library • Webinar Content, training & for rebranding best practices playbooks • Collateral & • Marketing • Business value multi-media development justification funds12
Suggested Service Offers, and Real World Pricing (US)Share of 2010 marketand 5 year growth rate¹ ‒ $15/user/month – messagingSaaS ‒ $40/user/month – messaging + email 20% MESSAGING REVENUE EMAIL ‒ $3165/month email up to 1000 users 47 ‒ $5000/month email up to 5000 users % ‒ $7150/month email up to 10000 users VIRTUAL PRIVATE DATA CENTER Launch virtual ‒ $2800/month – 32 Core 48 Gb server/storage,PaaS memory 1Tb live & backup storage, 39% ‒ $4800/month – 64 core, 128 Gb, 2Tb/2Tb PaaS, and VPDC ‒ $7500/month – 192 core, 192 Gb, 4Tb/4Tb now to take advantage of 10 PLATFORM AAS current market % ‒ $199/month – 1 node, 1.5 CPU core, 2304 MB RAM, 90 GB storage demand ‒ $634/.month – 2 nodes, 5 CPU cores, 7680 MB RAM, 300 GB storageIaaS ‒ $1984/month – 4 nodes, 16 CPU cores, 24576 MB RAM, 960 GB 30% storage 43 % VIRTUAL PRIVATE ‒ $30-90/month – Linux Follow with SaaS SERVER (IaaS) ‒ $40-100/month - Windows after experience and knowledge of local market LAUNCH demand grow ¹ Source: Total 2010 Public Cloud Market: $22.2B. IDC Worldwide & Regional Public IT Cloud Services 2010-2014 Forecast, June 2010 How Service Providers are Leveraging CA Technologies to Make Money in the Cloud