Emerging Cloud-based Business Models


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Frost & Sullivan presentation on Emerging Cloud-based Business Models: Shift from Information Technology to Innovation Technology

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Emerging Cloud-based Business Models

  1. 1. Emerging Cloud-based Business Models Shift from Information Technology to Innovation Technology Mayank Kapoor Industry Manager – Data Centre and Cloud Computing Frost & Sullivan Asia Pacific Twitter:@cloud_analyst 21 November 2013
  2. 2. The Journey of Change From Information Technology to Innovation Technology Increasing pace of innovation New Trends – Appification, Cloud and Social Media Shift in IT’s functioning 2
  3. 3. Innovation Technology has driven business model changes 1. Shift from products to a services play 2. Co-creation (R&D) through greater collaboration 3. Greater intelligence built-in – from SmartTV to Smart Cities 3
  4. 4. Examples of new business models in 2020 Car Sharing Pay By Electrons (EV) Pay as You Fly Power By the Hour (UAV) BOOT Apps Store AUTOMOTIVE Pay as You Drive AEROSPACE Integrated Services Innovation technology – The underlying theme! 4
  5. 5. Business model transformation case study - Netflix • Formerly a DVD rental firm • Needed to change its business model • Offers video on demand • 25% of US Internet traffic • Approximately 27 million subscribers • Business is built on the public cloud • Specifically, it is built on Amazon Web Services • Not an SMB. Revenues of over $3.6 billion in 2012 DVD Rental Business Cloud Transformation Video on Demand 5
  6. 6. Some key changes driven by Innovation Technology Before After • Inflexible model. Slow to scale number of users. Need to order new DVDs • Scalability. Netflix can increase and decrease the number of users instantly. • Cumbersome provisioning. Need physical documents. • Instant provisioning. New users can sign up instantly. • Slow provision of new content. Cloud Transformation • Instant provision of new content. • Much of IT infrastructure is a capital expense and much support is required • IT infrastructure operated by 3rd party and is an operational expense. • Comparatively difficult to move into new businesses. • Ease of entering other related businesses such as audio or other content. 6
  7. 7. Airline industry disruption case study – Jetstar • LCC subsidiary of Qantas. • Growth constrained by limited assets at airports, sometimes physical space. • Increasing passenger throughput is key to LCCs. • Jetstar is targeting 100% self service check-in. • Shortens queues and increases customer satisfaction. • Jetstar operates with only 5 FT IT staff. • IT department manages suppliers and provides services to the business. • Not an SMB. Revenues of A$3 billion in FY2012. Other LCCs doing something similar. Full service carriers starting to follow. Traditional Check-In Cloud Transformation Self Service 7
  8. 8. Some key changes driven by innovation technology Before After • Scalability. Self service has increased check-in passenger throughput by 75% in asset constrained airports. • Growth constrained by restricted assets at airports. • Time consuming check-in procedure. • Need for fewer and fewer IT staff. • Need for more IT support. • More difficult to include value added services such as better seating. • Jetstar has always had an outsourced model but still needs to ‘sell’ importance of IT. Cloud Transformation • Rapid/instant provisioning of new services. • IT staff become managers of processes and providers of services. • Saves costs while improving customer experience. 8
  9. 9. Follow Frost & Sullivan on Facebook, LinkedIn, SlideShare, and Twitter http://www.facebook.com/FrostandSullivan http://www.linkedin.com/companies/4506 http://www.slideshare.net/FrostandSullivan http://twitter.com/frost_sullivan 9
  10. 10. For Additional Information Donna Jeremiah Corporate Communications Asia Pacific +61 (0) 8247 8927 djeremiah@frost.com Carrie Low Corporate Communications Asia Pacific +603 6204 5910 carrie.low@frost.com Melissa Tan Corporate Communications Asia Pacific +65 6890 0926 melissa.tan@frost.com 10