This document summarizes key findings from a white paper analyzing a survey of cloud computing executives. It finds:
1) There is consensus around defining cloud computing as involving on-demand provisioning of infrastructure, platforms and software as a service. Benefits include reduced costs and faster innovation.
2) Data security, governance and compliance are top concerns but surmountable with private cloud architectures and clear contracts.
3) Both large and small companies will shape the industry through investments, innovation and potential acquisitions.
4) Rapid adoption of cloud services, especially software as a service, is expected as companies seek costs savings during economic difficulties.
Case Study - HPs Own Data Centre TransformationHPDutchWorld
HP underwent a large-scale data center transformation project to consolidate over 85 global data centers into six new next-generation data centers located in three zones across the US. This consolidation aimed to standardize HP's technology environment, retire legacy applications, build state-of-the-art infrastructure, automate monitoring and control, improve business continuity, and significantly reduce IT costs. The new data centers employ technologies like Dynamic Smart Cooling and are designed for high availability, disaster recovery, and rapid service delivery.
The document summarizes a telebriefing on the future of outsourcing in 2010. A guest panelist from NelsonHall discussed key topics:
- BPO has played an important role in helping companies cut costs during the recession by focusing on labor arbitrage and process improvements.
- To be successful, outsourcing contracts in 2010 will need to provide greater cost certainty and rapid payback of savings. Risk will also need to shift more to suppliers.
- Both clients and suppliers will need to work as active partners to realize business value from outsourcing relationships through continuous improvement and supporting broader business objectives. Technology tools can help but people management is ultimately more important.
Amr Research 0906 The Fast-Payback SAP Projects for Saving Money in 2009Faycal Chraibi
This document summarizes the key findings of a survey conducted for SAP clients on fast-payback projects that can reduce business expenses using existing SAP investments. The survey found that purchasing, supply chain, inventory management, and order fulfillment projects had the highest potential for cost savings. Sample projects showed order fulfillment and purchasing projects achieved the fastest payback times. Most companies measure benefits after project completion but are evenly split between other measurement approaches.
Expertise in retail,
Assistant: Expertise in retail, Expertise in manufacturing,
manufacturing,
development and management
development and management
Served in senior management
Served in senior management consumer products, technology
consumer products, technology roles for public and private
roles for public and private
and manufacturing
and manufacturing and real estate industries
and real estate industries companies in retail,
companies in retail,
Led numerous turnarounds,
Led numerous turnarounds, Led numerous operational
operational
manufacturing, technology,
manufacturing, technology,
The document provides an earnings presentation for Xerox's first quarter 2009 results. Key points include:
- Revenue was down 18% due to challenging economic conditions negatively impacting hardware and supplies sales.
- EPS was $0.05, in line with previous guidance.
- Cost reductions helped drive a $120 million decline in selling, administrative and general expenses.
- The company maintained a strong balance sheet and cash flow.
1) TIM Brasil presented its 4Q09 results, showing signs of a turnaround from difficulties in previous years. 2) Key metrics like subscriber base, traffic, ARPU and revenues all improved quarter-over-quarter. 3) The subscriber base grew to 41.1 million, ARPU reached R$27, and service revenues increased 5.4% compared to last quarter.
Masco reported its second quarter 2012 earnings. Sales increased 3% excluding currency effects, driven by new construction activity in North America. Plumbing Products sales grew 2% in North America excluding currency, but margins declined due to international sales mix and currency impacts. Decorative Architectural Products sales increased due to successful new product introductions. Installation Services and Cabinets showed profit improvements but face ongoing challenges. Masco remains focused on strategic initiatives to strengthen its businesses and balance sheet.
Case Study - HPs Own Data Centre TransformationHPDutchWorld
HP underwent a large-scale data center transformation project to consolidate over 85 global data centers into six new next-generation data centers located in three zones across the US. This consolidation aimed to standardize HP's technology environment, retire legacy applications, build state-of-the-art infrastructure, automate monitoring and control, improve business continuity, and significantly reduce IT costs. The new data centers employ technologies like Dynamic Smart Cooling and are designed for high availability, disaster recovery, and rapid service delivery.
The document summarizes a telebriefing on the future of outsourcing in 2010. A guest panelist from NelsonHall discussed key topics:
- BPO has played an important role in helping companies cut costs during the recession by focusing on labor arbitrage and process improvements.
- To be successful, outsourcing contracts in 2010 will need to provide greater cost certainty and rapid payback of savings. Risk will also need to shift more to suppliers.
- Both clients and suppliers will need to work as active partners to realize business value from outsourcing relationships through continuous improvement and supporting broader business objectives. Technology tools can help but people management is ultimately more important.
Amr Research 0906 The Fast-Payback SAP Projects for Saving Money in 2009Faycal Chraibi
This document summarizes the key findings of a survey conducted for SAP clients on fast-payback projects that can reduce business expenses using existing SAP investments. The survey found that purchasing, supply chain, inventory management, and order fulfillment projects had the highest potential for cost savings. Sample projects showed order fulfillment and purchasing projects achieved the fastest payback times. Most companies measure benefits after project completion but are evenly split between other measurement approaches.
Expertise in retail,
Assistant: Expertise in retail, Expertise in manufacturing,
manufacturing,
development and management
development and management
Served in senior management
Served in senior management consumer products, technology
consumer products, technology roles for public and private
roles for public and private
and manufacturing
and manufacturing and real estate industries
and real estate industries companies in retail,
companies in retail,
Led numerous turnarounds,
Led numerous turnarounds, Led numerous operational
operational
manufacturing, technology,
manufacturing, technology,
The document provides an earnings presentation for Xerox's first quarter 2009 results. Key points include:
- Revenue was down 18% due to challenging economic conditions negatively impacting hardware and supplies sales.
- EPS was $0.05, in line with previous guidance.
- Cost reductions helped drive a $120 million decline in selling, administrative and general expenses.
- The company maintained a strong balance sheet and cash flow.
1) TIM Brasil presented its 4Q09 results, showing signs of a turnaround from difficulties in previous years. 2) Key metrics like subscriber base, traffic, ARPU and revenues all improved quarter-over-quarter. 3) The subscriber base grew to 41.1 million, ARPU reached R$27, and service revenues increased 5.4% compared to last quarter.
Masco reported its second quarter 2012 earnings. Sales increased 3% excluding currency effects, driven by new construction activity in North America. Plumbing Products sales grew 2% in North America excluding currency, but margins declined due to international sales mix and currency impacts. Decorative Architectural Products sales increased due to successful new product introductions. Installation Services and Cabinets showed profit improvements but face ongoing challenges. Masco remains focused on strategic initiatives to strengthen its businesses and balance sheet.
Advanced Crypto Service Provider – kryptografia jako usługaSmart Coders
Zapewnienie bezpieczeństwa danych to konieczny standard w wielu środowiskach IT. W czasie gdy informacje coraz częściej są przetrzymywane w „chmurze” zapewnienie bezpieczeństwa stanowi coraz bardziej poważne wyzwanie.
IBM Advanced Crypto Service Provider (ACSP) jest rozwiązaniem, które pozwala udostępnić zasoby koprocesora kryptograficznego firmy IBM poza system, w którym został zainstalowany.
Takie rozwiązanie pozwala na korzystanie z silnej kryptografii sprzętowej jako usługi („cryptography as a service”) w środowiskach rozproszonych o niższym stopniu bezpieczeństwa.
ACSP to „network hardware security module (NetHSM)”, który pozwala na korzystanie zarówno z funkcji IBM Common Cryptographic Architecture (CCA) jak i standardu PKCS#11.
Więcej na https://ibm.box.com/v/acsp-vault-ibm-forum-2015
Nagranie z tej sesji znajduje się pod adresem https://vimeo.com/smartcoders/acsp-vault-ibm-forum-2015
WSO2: Bringing Cloud Computing and SOA TogetherWSO2
Paul Fremantle, CTO and Co-founder of WSO2, explores the cloud computing space, helping architects and developers categorize cloud systems into a clear framework. In particular, he explores how SOA and Cloud fits together. Paul demonstrates how important SOA and Enterprise Architecture are to the Cloud.
Cloud Computing and Eclipse technology - how does it fit together?Markus Knauer
Today, many companies, such as Amazon, Google, Microsoft, and others claim to provide the one and only cloud solution, but their offerings are different, aren’t they? Or do they have more in common than we think? Our talk starts with an introduction to cloud technology as it exists today by comparing the different products from the cloud providers. Next we will outline how technology from the Eclipse Runtime projects can contribute to a combined ’Cloud Stack’ and discuss currently available and possible future scenarios.
Cloud Portability and Interoperability Architecture Model and Best Practices ...Thomas Lee
The document summarizes the key topics discussed at a meeting on cloud computing interoperability standards. It covered background on portability and interoperability concepts, a distributed computing reference model that applications can map to, recommendations for current practices and standards development, and conclusions. Recommendations included adopting loose coupling and service-oriented design principles, using standard interfaces and formats like OVF, and developing standards around application-platform and service management interfaces. The conclusions were that understanding interoperability issues can help adoption strategies and that portability/interoperability will become critical to cloud vendor competitiveness as the technology matures.
The document discusses cloud computing, including that it allows multiple users to access data through a single server without separate licenses. It describes cloud infrastructure models like full virtualization and para-virtualization. The pros of cloud computing are applications can be accessed without installation, unlimited data storage, and access from anywhere, while cons include internet outages, site access issues, and lack of secrecy. Cloud service models like SaaS, PaaS, and IaaS are also outlined.
Cloud storage or computing & its workingpiyush mishra
The document discusses cloud storage, which involves storing files on remote servers that can be accessed from the internet. Some key benefits of cloud storage mentioned include being able to access documents from anywhere, easily sharing files, keeping files safe and secured, and getting storage space for free or low cost. Factors to consider with cloud storage services include available storage space, budget, performance, technical support, data protection, and security. Popular cloud storage services discussed are iCloud, Dropbox, Google Drive, Amazon Cloud Drive, and Windows Live SkyDrive.
ACS Seminar: Components & perceptions of SerVal in B2B cloud computingRoland Padilla
This file was presented to the IT practitioners of the Australian Computer Society, particularly the cloud computing SIG (Special Interest Group). The research project determined five components of service value in a B2B context of cloud computing: service quality, service equity, confidence benefits, perceived sacrifices & cloud service governance. Finally, the perceptions of cloud customers based on these components were then measured and established its significance through PLS-SEM (Partial least squares structural equation modelling).
Cloud computing provides on-demand access to shared configurable computing resources like servers, storage, databases, networking, software, analytics and more via the internet with minimal management effort. It has 5 essential characteristics, 3 service models (SaaS, PaaS, IaaS), and 4 deployment models (private, public, hybrid, community). Security is a major concern in cloud computing due to issues like data ownership, multi-tenancy, loss of physical control and proprietary implementations. A typical use case of provisioning a virtual machine involves a user request, provisioning by cloud management, and access to the ready VM.
The document provides an overview of cloud computing, including its definition, history, advantages, disadvantages and components. Cloud computing is defined as internet-based computing where shared resources, software and information are provided on demand. The history of cloud computing is traced from the 1990s to present day. Key advantages include flexibility, low costs, scalability and device diversity. Disadvantages include dependency on providers, security risks and needing a constant internet connection. The document also outlines the architecture, types (public, private, hybrid clouds) and components of cloud computing.
Cloud computing provides IT resources and services over the Internet. There are three main service models - Software as a Service (SaaS), Platform as a Service (PaaS), and Infrastructure as a Service (IaaS). SaaS provides applications to users while the provider manages the infrastructure. PaaS provides platforms for developers to create applications without worrying about infrastructure. IaaS provides basic computing and storage infrastructure for users to deploy and run software.
Cloud Computing and the Next-Generation of Enterprise Architecture - Cloud Co...Stuart Charlton
Stuart Charlton's presentation at the 2008 Sys-Con Cloud Computing Expo in San Jose, CA
Revised for the 2009 Sys-Con Cloud Computing Expo in New York City
Cloud computing involves delivering computing services over the Internet. Instead of running programs locally, users access software and storage that resides on remote servers in the "cloud." The concept originated in the 1950s but Amazon launched the first major public cloud in 2006. Cloud computing has three main components - clients that access the cloud, distributed servers that host applications and data, and data centers that house these servers. There are different types of clients, deployment models for clouds, service models, and cloud computing enables scalability, reliability, and efficiency for applications accessed over the Internet like email, social media, and search engines.
The document provides recommendations for finding savings in IT budgets, including establishing a baseline operational budget, identifying internal costs of services, bringing finance teams into cost discussions, and conducting open book financial reporting. It then lists specific areas where savings can be found, such as reducing people costs through hiring freezes and salary cuts; finding savings in hardware/software agreements, telecom expenses, mobile services, outsourcing, call centers, data centers, and other areas; and starting an official IT savings project. Industry surveys on planned cost reductions are also summarized.
This document discusses implementing a data warehouse for an insurance company called Axiom Care. It outlines the problems with the company's current inability to provide strategic information to decision makers. The proposed solution is to create a data warehouse with schemas representing policy creation and claims processing data. It provides a work breakdown structure and job schedule for the project. Risks are also identified such as unrealistic timelines, budget issues, and technical challenges around data quality and scalability.
Flevy.com - Finance and Valuation BasicsDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/finance-valuation-basics-106
Description:
This document explains the basics of financial analysis. It explains financial statements, financial ratios/comparables, and capital markets. This training presentation has been adopted from the ones used at global consulting firms.
Expense Reduction Analysts is a global consulting firm that specializes in reducing non-core operating expenses for companies. They have a network of over 700 consultants worldwide who have completed over 14,000 cost reduction projects, averaging savings of 20% of expenses. ERA analyzes a company's expense categories like utilities, shipping, and supplies to negotiate lower rates and implement process improvements without disruption to operations or budgets. They present their process, success metrics, and client testimonials to Jim Massengale, the Director at ERA Georgia, as they offer their expense reduction services.
The document provides a summary of an automotive conference presentation by Bob Rossiter, Chairman and CEO of Lear Corporation. It discusses Lear's business and financial update, product strategy overview, and outlook. Specifically, it summarizes that Lear is implementing a global restructuring plan while working with customers on pricing. It is evaluating strategic options for its interior products business, including potential partnerships. Despite challenges, Lear remains committed to maintaining a strong financial position while focusing growth on its seating and electrical/electronics systems.
Data Domain, Inc. Reports Fourth Quarter Financial Resultsearningsreport
1) Data Domain reported financial results for the fourth quarter of 2008 with revenue increasing 14% over Q3 2008 and 90% over Q4 2007. Revenue for 2008 increased 122% over 2007.
2) Net income for Q4 2008 was $13.9 million positively impacted by a $13.2 million tax benefit, without this benefit net income would have been $749,000.
3) For Q1 2009, Data Domain estimates revenue between $79-84 million and GAAP net income per share between $(0.01)-$0.01 and non-GAAP between $0.04-$0.07.
BlackLine and The Hackett Group hosted an event in May 2016 to highlight the importance of using modern technology to make workflow for finance and accounting professionals.
This document discusses Best Buy's services business as a key driver for growth. It notes that services represent a $50 billion market opportunity in the US. Best Buy plans to expand its Geek Squad and home theater installation services by adding more agents, mobile technicians, and service centers. The goal is to optimize service capabilities and serve more customers across a range of service offerings and business sizes. Complexity in the services business is increasing over time.
CHAPTER 26 Bim Consultants Inc.
JOHN R.S. FRASER
Senior Vice President, Internal Audit, and former Chief Risk Officer, Hydro One Networks Inc.
Bim Consultants Inc. is a medium-sized consulting firm. It is a corporation with 30 partners who own most of the shares. It has 10 offices across Canada with 3,000 staff, and has been in business for 30 years. Senior staff also own shares and participate in an annual bonus scheme. Salaries are generally on the low side, but bonuses in good years can be quite high. The balance sheet is sound (see
Exhibit 26.1
).
Bim Consultants Inc.
Summary Balance Sheet
As of December 31, 2014
2014
2013
Year ended December 31 (Canadian dollars in millions)
$
$
Current Assets
Cash and Short-Term Investments
12
7
Accounts Receivable
175
168
187
175
Current Liabilities
Accounts Payable
34
27
Short-Term Loans
100
110
134
137
Working Capital
53
38
Fixed Assets
Leasehold Improvements
196
178
Furniture and Equipment
100
94
Less Accumulated Depreciation & Amortization
(153)
(128)
143
144
Net Assets
196
181
Share Capital
Common Shares
100
100
Retained Earnings
96
81
196
181
Exhibit 26.1
Bim Consultants Balance Sheet
The company has always prided itself on its customer focus. “Customers are number one” has been the mantra from the chairman, Mr. Smooth, for many years. Recently, however, revenue has been stagnant, and the younger partners are getting restless, wondering if the older partners have lost their edge and whether changes are needed to return to the glory days of large bonuses.
At a recent strategic planning meeting of the major partners, the decision was made to continue focusing on customers as number one, but also to explore how to increase revenue from within the existing clientele and to explore what additional services could be provided to enrich the client experience (and revenues). It was agreed that the strength of the firm was in its blue-chip client base and that this high-quality reputation was worth preserving. Some discussions were also held around the idea of selling a minority share of the company at a large multiple, if such a deal was identified. Bim Consultants' profit and loss and retained earnings are provided in
Exhibit 26.2
.
Bim Consultants Inc.
Summary Profit and Loss and Retained Earnings
For the Year Ended December 31, 2014
2014
2013
Year ended December 31 (Canadian dollars in millions)
$
$
Revenue
300
290
Expenses
Salaries
220
207
Other
20
18
Net Profit before Income Tax
60
65
Income Tax Provision
27
29
Net Income after Tax
33
36
Retained Earnings—Beginning of Year
81
65
114
101
Dividends
18
20
Retained Earnings—End of Year
96
81
Exhibit 26.2
Bim Consultants Profit and Loss and Retained Earnings
Earlier this week, the chairman received a call from the president of the Canadian subsidiary of a U.S.–owned competitor, Bravado International, saying that Bravado was pulling out of Canada and w.
Advanced Crypto Service Provider – kryptografia jako usługaSmart Coders
Zapewnienie bezpieczeństwa danych to konieczny standard w wielu środowiskach IT. W czasie gdy informacje coraz częściej są przetrzymywane w „chmurze” zapewnienie bezpieczeństwa stanowi coraz bardziej poważne wyzwanie.
IBM Advanced Crypto Service Provider (ACSP) jest rozwiązaniem, które pozwala udostępnić zasoby koprocesora kryptograficznego firmy IBM poza system, w którym został zainstalowany.
Takie rozwiązanie pozwala na korzystanie z silnej kryptografii sprzętowej jako usługi („cryptography as a service”) w środowiskach rozproszonych o niższym stopniu bezpieczeństwa.
ACSP to „network hardware security module (NetHSM)”, który pozwala na korzystanie zarówno z funkcji IBM Common Cryptographic Architecture (CCA) jak i standardu PKCS#11.
Więcej na https://ibm.box.com/v/acsp-vault-ibm-forum-2015
Nagranie z tej sesji znajduje się pod adresem https://vimeo.com/smartcoders/acsp-vault-ibm-forum-2015
WSO2: Bringing Cloud Computing and SOA TogetherWSO2
Paul Fremantle, CTO and Co-founder of WSO2, explores the cloud computing space, helping architects and developers categorize cloud systems into a clear framework. In particular, he explores how SOA and Cloud fits together. Paul demonstrates how important SOA and Enterprise Architecture are to the Cloud.
Cloud Computing and Eclipse technology - how does it fit together?Markus Knauer
Today, many companies, such as Amazon, Google, Microsoft, and others claim to provide the one and only cloud solution, but their offerings are different, aren’t they? Or do they have more in common than we think? Our talk starts with an introduction to cloud technology as it exists today by comparing the different products from the cloud providers. Next we will outline how technology from the Eclipse Runtime projects can contribute to a combined ’Cloud Stack’ and discuss currently available and possible future scenarios.
Cloud Portability and Interoperability Architecture Model and Best Practices ...Thomas Lee
The document summarizes the key topics discussed at a meeting on cloud computing interoperability standards. It covered background on portability and interoperability concepts, a distributed computing reference model that applications can map to, recommendations for current practices and standards development, and conclusions. Recommendations included adopting loose coupling and service-oriented design principles, using standard interfaces and formats like OVF, and developing standards around application-platform and service management interfaces. The conclusions were that understanding interoperability issues can help adoption strategies and that portability/interoperability will become critical to cloud vendor competitiveness as the technology matures.
The document discusses cloud computing, including that it allows multiple users to access data through a single server without separate licenses. It describes cloud infrastructure models like full virtualization and para-virtualization. The pros of cloud computing are applications can be accessed without installation, unlimited data storage, and access from anywhere, while cons include internet outages, site access issues, and lack of secrecy. Cloud service models like SaaS, PaaS, and IaaS are also outlined.
Cloud storage or computing & its workingpiyush mishra
The document discusses cloud storage, which involves storing files on remote servers that can be accessed from the internet. Some key benefits of cloud storage mentioned include being able to access documents from anywhere, easily sharing files, keeping files safe and secured, and getting storage space for free or low cost. Factors to consider with cloud storage services include available storage space, budget, performance, technical support, data protection, and security. Popular cloud storage services discussed are iCloud, Dropbox, Google Drive, Amazon Cloud Drive, and Windows Live SkyDrive.
ACS Seminar: Components & perceptions of SerVal in B2B cloud computingRoland Padilla
This file was presented to the IT practitioners of the Australian Computer Society, particularly the cloud computing SIG (Special Interest Group). The research project determined five components of service value in a B2B context of cloud computing: service quality, service equity, confidence benefits, perceived sacrifices & cloud service governance. Finally, the perceptions of cloud customers based on these components were then measured and established its significance through PLS-SEM (Partial least squares structural equation modelling).
Cloud computing provides on-demand access to shared configurable computing resources like servers, storage, databases, networking, software, analytics and more via the internet with minimal management effort. It has 5 essential characteristics, 3 service models (SaaS, PaaS, IaaS), and 4 deployment models (private, public, hybrid, community). Security is a major concern in cloud computing due to issues like data ownership, multi-tenancy, loss of physical control and proprietary implementations. A typical use case of provisioning a virtual machine involves a user request, provisioning by cloud management, and access to the ready VM.
The document provides an overview of cloud computing, including its definition, history, advantages, disadvantages and components. Cloud computing is defined as internet-based computing where shared resources, software and information are provided on demand. The history of cloud computing is traced from the 1990s to present day. Key advantages include flexibility, low costs, scalability and device diversity. Disadvantages include dependency on providers, security risks and needing a constant internet connection. The document also outlines the architecture, types (public, private, hybrid clouds) and components of cloud computing.
Cloud computing provides IT resources and services over the Internet. There are three main service models - Software as a Service (SaaS), Platform as a Service (PaaS), and Infrastructure as a Service (IaaS). SaaS provides applications to users while the provider manages the infrastructure. PaaS provides platforms for developers to create applications without worrying about infrastructure. IaaS provides basic computing and storage infrastructure for users to deploy and run software.
Cloud Computing and the Next-Generation of Enterprise Architecture - Cloud Co...Stuart Charlton
Stuart Charlton's presentation at the 2008 Sys-Con Cloud Computing Expo in San Jose, CA
Revised for the 2009 Sys-Con Cloud Computing Expo in New York City
Cloud computing involves delivering computing services over the Internet. Instead of running programs locally, users access software and storage that resides on remote servers in the "cloud." The concept originated in the 1950s but Amazon launched the first major public cloud in 2006. Cloud computing has three main components - clients that access the cloud, distributed servers that host applications and data, and data centers that house these servers. There are different types of clients, deployment models for clouds, service models, and cloud computing enables scalability, reliability, and efficiency for applications accessed over the Internet like email, social media, and search engines.
The document provides recommendations for finding savings in IT budgets, including establishing a baseline operational budget, identifying internal costs of services, bringing finance teams into cost discussions, and conducting open book financial reporting. It then lists specific areas where savings can be found, such as reducing people costs through hiring freezes and salary cuts; finding savings in hardware/software agreements, telecom expenses, mobile services, outsourcing, call centers, data centers, and other areas; and starting an official IT savings project. Industry surveys on planned cost reductions are also summarized.
This document discusses implementing a data warehouse for an insurance company called Axiom Care. It outlines the problems with the company's current inability to provide strategic information to decision makers. The proposed solution is to create a data warehouse with schemas representing policy creation and claims processing data. It provides a work breakdown structure and job schedule for the project. Risks are also identified such as unrealistic timelines, budget issues, and technical challenges around data quality and scalability.
Flevy.com - Finance and Valuation BasicsDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/finance-valuation-basics-106
Description:
This document explains the basics of financial analysis. It explains financial statements, financial ratios/comparables, and capital markets. This training presentation has been adopted from the ones used at global consulting firms.
Expense Reduction Analysts is a global consulting firm that specializes in reducing non-core operating expenses for companies. They have a network of over 700 consultants worldwide who have completed over 14,000 cost reduction projects, averaging savings of 20% of expenses. ERA analyzes a company's expense categories like utilities, shipping, and supplies to negotiate lower rates and implement process improvements without disruption to operations or budgets. They present their process, success metrics, and client testimonials to Jim Massengale, the Director at ERA Georgia, as they offer their expense reduction services.
The document provides a summary of an automotive conference presentation by Bob Rossiter, Chairman and CEO of Lear Corporation. It discusses Lear's business and financial update, product strategy overview, and outlook. Specifically, it summarizes that Lear is implementing a global restructuring plan while working with customers on pricing. It is evaluating strategic options for its interior products business, including potential partnerships. Despite challenges, Lear remains committed to maintaining a strong financial position while focusing growth on its seating and electrical/electronics systems.
Data Domain, Inc. Reports Fourth Quarter Financial Resultsearningsreport
1) Data Domain reported financial results for the fourth quarter of 2008 with revenue increasing 14% over Q3 2008 and 90% over Q4 2007. Revenue for 2008 increased 122% over 2007.
2) Net income for Q4 2008 was $13.9 million positively impacted by a $13.2 million tax benefit, without this benefit net income would have been $749,000.
3) For Q1 2009, Data Domain estimates revenue between $79-84 million and GAAP net income per share between $(0.01)-$0.01 and non-GAAP between $0.04-$0.07.
BlackLine and The Hackett Group hosted an event in May 2016 to highlight the importance of using modern technology to make workflow for finance and accounting professionals.
This document discusses Best Buy's services business as a key driver for growth. It notes that services represent a $50 billion market opportunity in the US. Best Buy plans to expand its Geek Squad and home theater installation services by adding more agents, mobile technicians, and service centers. The goal is to optimize service capabilities and serve more customers across a range of service offerings and business sizes. Complexity in the services business is increasing over time.
CHAPTER 26 Bim Consultants Inc.
JOHN R.S. FRASER
Senior Vice President, Internal Audit, and former Chief Risk Officer, Hydro One Networks Inc.
Bim Consultants Inc. is a medium-sized consulting firm. It is a corporation with 30 partners who own most of the shares. It has 10 offices across Canada with 3,000 staff, and has been in business for 30 years. Senior staff also own shares and participate in an annual bonus scheme. Salaries are generally on the low side, but bonuses in good years can be quite high. The balance sheet is sound (see
Exhibit 26.1
).
Bim Consultants Inc.
Summary Balance Sheet
As of December 31, 2014
2014
2013
Year ended December 31 (Canadian dollars in millions)
$
$
Current Assets
Cash and Short-Term Investments
12
7
Accounts Receivable
175
168
187
175
Current Liabilities
Accounts Payable
34
27
Short-Term Loans
100
110
134
137
Working Capital
53
38
Fixed Assets
Leasehold Improvements
196
178
Furniture and Equipment
100
94
Less Accumulated Depreciation & Amortization
(153)
(128)
143
144
Net Assets
196
181
Share Capital
Common Shares
100
100
Retained Earnings
96
81
196
181
Exhibit 26.1
Bim Consultants Balance Sheet
The company has always prided itself on its customer focus. “Customers are number one” has been the mantra from the chairman, Mr. Smooth, for many years. Recently, however, revenue has been stagnant, and the younger partners are getting restless, wondering if the older partners have lost their edge and whether changes are needed to return to the glory days of large bonuses.
At a recent strategic planning meeting of the major partners, the decision was made to continue focusing on customers as number one, but also to explore how to increase revenue from within the existing clientele and to explore what additional services could be provided to enrich the client experience (and revenues). It was agreed that the strength of the firm was in its blue-chip client base and that this high-quality reputation was worth preserving. Some discussions were also held around the idea of selling a minority share of the company at a large multiple, if such a deal was identified. Bim Consultants' profit and loss and retained earnings are provided in
Exhibit 26.2
.
Bim Consultants Inc.
Summary Profit and Loss and Retained Earnings
For the Year Ended December 31, 2014
2014
2013
Year ended December 31 (Canadian dollars in millions)
$
$
Revenue
300
290
Expenses
Salaries
220
207
Other
20
18
Net Profit before Income Tax
60
65
Income Tax Provision
27
29
Net Income after Tax
33
36
Retained Earnings—Beginning of Year
81
65
114
101
Dividends
18
20
Retained Earnings—End of Year
96
81
Exhibit 26.2
Bim Consultants Profit and Loss and Retained Earnings
Earlier this week, the chairman received a call from the president of the Canadian subsidiary of a U.S.–owned competitor, Bravado International, saying that Bravado was pulling out of Canada and w.
Business Plan Example Of Sample Business Planrkouzami
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CHAPTER 26
Bim Consultants Inc.
JOHN R.S. FRASER
Senior Vice President, Internal Audit, and former Chief Risk Officer, Hydro One Networks Inc.
Bim Consultants Inc. is a medium-sized consulting firm. It is a corporation with 30 partners who own most of the shares. It has 10 offices across Canada with 3,000 staff, and has been in business for 30 years. Senior staff also own shares and participate in an annual bonus scheme. Salaries are generally on the low side, but bonuses in good years can be quite high. The balance sheet is sound (see Exhibit 26.1).
Bim Consultants Inc.
Summary Balance Sheet
As of December 31, 2014
2014
2013
Year ended December 31 (Canadian dollars in millions)
$
$
Current Assets
Cash and Short-Term Investments
12
7
Accounts Receivable
175
168
187
175
Current Liabilities
Accounts Payable
34
27
Short-Term Loans
100
110
134
137
Working Capital
53
38
Fixed Assets
Leasehold Improvements
196
178
Furniture and Equipment
100
94
Less Accumulated Depreciation & Amortization
(153)
(128)
143
144
Net Assets
196
181
Share Capital
Common Shares
100
100
Retained Earnings
96
81
196
181
Exhibit 26.1 Bim Consultants Balance Sheet
The company has always prided itself on its customer focus. “Customers are number one” has been the mantra from the chairman, Mr. Smooth, for many years. Recently, however, revenue has been stagnant, and the younger partners are getting restless, wondering if the older partners have lost their edge and whether changes are needed to return to the glory days of large bonuses.
At a recent strategic planning meeting of the major partners, the decision was made to continue focusing on customers as number one, but also to explore how to increase revenue from within the existing clientele and to explore what additional services could be provided to enrich the client experience (and revenues). It was agreed that the strength of the firm was in its blue-chip client base and that this high-quality reputation was worth preserving. Some discussions were also held around the idea of selling a minority share of the company at a large multiple, if such a deal was identified. Bim Consultants' profit and loss and retained earnings are provided in Exhibit 26.2.
Bim Consultants Inc.
Summary Profit and Loss and Retained Earnings
For the Year Ended December 31, 2014
2014
2013
Year ended December 31 (Canadian dollars in millions)
$
$
Revenue
300
290
Expenses
Salaries
220
207
Other
20
18
Net Profit before Income Tax
60
65
Income Tax Provision
27
29
Net Income after Tax
33
36
Retained Earnings—Beginning of Year
81
65
114
101
Dividends
18
20
Retained Earnings—End of Year
96
81
Exhibit 26.2 Bim Consultants Profit and Loss and Retained Earnings
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1. Actionable Data for Emerging Markets
White Paper: An analysis of the Laurel Group Survey of
Cloud Computing Executives, January 2009
www.techaisle.com
2. Table of Contents
• Background and Sources
• Areas of Consensus
– Definition and Benefits
– Data Security, Governance and Compliance
– Vendor Roles and Industry Consolidation
– Rapid Market Growth and Adoption
– Summary
• Appendix
– Survey Analysis
– Representative Quotes
– Techaisle Information Services Overview
3. Background and Sources
Background: When the first Laurel Group Survey came out in October of 2008, we saw it as an
important document to understand the collective opinions of Thought Leaders in the market. As the
second in the series was being produced we offered to support it with some background research and
do a more in-depth analysis on what the Industry leaders were saying, resulting in this document which
combines what we heard from the Laurel Survey and provides additional information.
Sources
Sample = 1,250
#1 Sample = 15
Countries = 5
Qualitative x 3
US Market N=375,
Questions, 10/2008
10/2008
#2 Sample = 15
Qualitative x 5
US Enterprise Spending
Questions, 1/2009
Laurel Group
Surveys
Sample = 10,275
Sample = 6,389
Countries = 6
Countries = 9
US Market N=1737,
US Market N=765,
8/2008
1/2009
US SB Economic Impact US SMB Managed
Services
4. Four Areas of Consensus Emerged
We had a good consensus from the group on several important industry trends.
This is not really surprising because all of the respondents are supply-side
experts who are all pulling, albeit from slightly different perspectives, in the
same general direction.
5. Definition and Benefits
Survey Analysis
Consensus seems to be evolving, at least among the suppliers, that Cloud Computing comprises the
following characteristics:
“Cloud Computing is a multi-tier architecture with the “standard IT stack” components re-arranged into
three basic categories of Core Infrastructure (mostly hardware and network), followed by Platform,
which includes foundational SW and tools to build and run applications in a standard environment, and
SaaS, which is the end-user facing SW as a Service application layer that is most commonly understood
and recognized by the end-user community. Also inherent is the ability to dynamically provision these
services, and scale them in a very elastic manner, while charging only for the services that are
actually used by the customer.”
The economic benefits of Cloud Computing were covered very well in the first Laurel Survey, and there
seems to be a more concise definition emerging here as well, which involves more cash flow (which can be
re-directed to differentiated activities rather than commodity infrastructure), more focus on core activities,
faster time to value, and others.
6. Why the benefits are important now…
US SMB Change in IT Budget
•Of 765 SMBs surveyed in the US market, 72% of the
respondents cited a negative impact on their business and
a further 12% were not yet sure of the impact. In this
uncertain environment, a natural result of belt-tightening
included a serious look at all expenses, including IT
budgets. The research shows the following in terms of
budget impacts:
m44% of SMB respondents reported decreasing
their IT budgets
nOf those, 38% have decreased their budget by
20% or greater, with almost 20% slashing budgets
by greater than 50%
5The average drop in IT budget for those who
reported a decrease as 20.8%.
: As a result of the
tremendous pressure on
SMBs, as much as 22%
are scaling back
operations or even exiting
the market, and 11%
already started laying off
their employees.
Source: Techaisle Global SB Economic Impact Study, 1/2009, US Market N=765
7. Small Business IT Budget Priorities
IT Budget Areas Impacted due to Investment when Economy Current Investment for SBs with
GEO Economic Downturn Improves Budget Increase
D Upgrading LOB SW Upgrading business productivity SW Purchasing new servers/upgrading
Ð Purchasing new Purchasing new servers Investing in Managed Services
US Upgrading networking equipment Upgrading networking equipment
Desktops/upgrading
n Investigating Unified Upgrading existing servers Upgrading LOB SW
N=765
Communications
%Upgrading Networking equipment
ü Upgrading LOB SW Upgrading networking equipment Upgrading networking equipment
Germany ü Upgrading Networking equipment Upgrading existing servers Investigating netbooks
N=715 k Purchasing new Servers Purchasing new servers Purchasing new desktops/upgrading
e Investigating Netbooks/Nettops Purchasing netbooks/nettops Purchasing servers/upgrading
ü Purchasing new notebooks Purchasing new servers Investigating Unified
UK o Upgrading Networking equipment Purchasing new desktops Communcations
k Purchasing new Servers
N=702 Investing in Unified Communications Upgrading Security SW
e Investigating Unified Upgrading networking equipment Purchasing new servers/upgrading
Communications Upgrading networking equipment
Source: Techaisle Global SB Economic Impact Study, 1/2009
•The slowdown is global and has impacted current spending in both mature and emerging market economies, but
while this represents a major slowdown for the status quo, we believe it will actually increase the penetration
of Cloud Computing, led by SaaS applications as companies forego CAPEX investments and seek the benefits of
usage-based OPEX spending.
•It can be reasonably argued that all of the areas listed for investment when the economy improves - or for current
investment among those who are investing – will benefit Cloud Computing adoption, again led by SaaS and
potentially leveraging PaaS and IaaS and the model becomes more familiar and mature.
8. Cloud Benefits: Small and Medium Business
Key Reasons for US SMBs Adopting Managed Services
• The key benefits were well articulated in the
Thought Leaders survey and typically involve
Short Term Long Term
financial benefits, especially the freeing up of
• •
Keep Costs Under Focus on Core Business: cash flow through elimination of Capital
Control: Using a service Allows SBs to focus on Expenses and the need for additional staff to
provider’s lowers cost business issues while
manage IT assets.
structure due to greater external experts assume IT
• Our research shows that many of the factors that
economy of scale related operational issues
drive SMBs towards Managed Services are very
similar to those benefits they will seek when
• •
Lack of IT Staff: Reduce Risks: Since
choosing a SaaS or PaaS offer; they include:
Combined with lowering providers make IT
stress for internal staff, investments on behalf of – Cost Control
using managed services is their many clients, SBs
– Reduced Complexity
a viable alternative to tend to be on cutting edge
building the staff strength without investing on untried – Focus on the Core Business
capabilities from scratch technology
– Reduced Operational Pressures
• The combined benefits are increased agility and
lower business risk, which translate into a more
• Better Response Time & • Competitive Pressures:
competitive posture and less stress for the
Proactive Management: Allows SBs to redirect their
SMB owner.
External management resources to tasks that have
allows for proactive “break- greater customer-service
fix” and, in case of true return thereby remaining
break-fix events, external competitive in the market
staff with relevant expertise place
are able to provide quicker
solutions
Source: Techaisle Global Managed Services Study, 8/2008, N=10,275, US Market N=1,737
9. Cloud Benefits: Enterprise Customers
•While we are still early in the
User
Enterprise IT Enterprise LOB adoption phase for most Large
Group/Layer/
Enterprise accounts, we
Managers Managers
Key Benefits believe the benefits – or at
least the promises – are
Ability to access scalable, practically
infinite computing resources without different depending on the role
capital budget, and reduce the need to
Infrastructure within the organization:
manage individual HW assets, SW
Layer Access to world class computing •Enterprise IT will benefit
licenses, maintenance, upgrades, and
and collaborative environments
especially at the Infrastructure
other labor intensive practices.
on OPEX budgets, with isolated
and Platform layers - through
risk, reduced bureaucracy and
Reduced SW management cost and
lower costs in CAPEX and
increased speed.
complexity, reduced need for deep
staffing requirements, and a
specialization in complex technology
fundamentally less complex
areas such as middleware and
Platform Layer
set of operational
integration. Standardized development
and deployment environment. management tasks.
•LOB managers will benefit
from less internal bureaucracy,
Reduced client , server hardware and Access to applications and
SW license/management cost and business process automation increased speed and
complexity, reduced cost in training that have failed to take root in a
Application Layer flexibility and less of an all-or-
and deployment. license-based Client/Server
nothing approach to
environment.
departmental automation.
More flexibility, agility and
Significant simplification for
less bureaucracy, OPEX-based
Key Promise management of the IT function with
access to higher levels of
lower costs, staff and risks.
Service.
Source: Techaisle Analysis
10. Security and Governance
Survey Analysis
There was general agreement that to reduce risk, a clear separation between mission critical systems and/or
sensitive data was recommended, with a thoughtful, prioritized approach to migrating these to the (public)
cloud, if at all. There were different approaches to achieving this common goal, ranging from private cloud
architecture for all core systems, to a separation based on internal/public facing applications, or growing
adoption in a controlled manner from existing hosted hardware/platform systems. For most, Private Cloud
architecture was the short to medium term answer for handling most security concerns.
Also interesting was that while essentially all responded that the Service Provider should be responsible for
security, it is equally important for the customer to understand the risks and limitations of the architecture
and truly investigate implications of SLAs in order to make informed decisions regarding the risks and trade-offs.
Several respondents mentioned the fact that the whole ecosystem by its’ nature, is very interdependent, making
agreements between suppliers a very important part of the equation as well.
Not surprisingly, none of the respondents felt these barriers would be too difficult to overcome and that as
the industry and technologies mature, there would be increasing and steady adoption across a growing base
of customers.
11. Industry Roles and Consolidation
Survey Analysis
As with previous waves in the IT industry, both large and small players will help shape the industry by contributing
mutually beneficial ingredients. Most respondents felt the industry needs the large players to make the big
infrastructure investments that their size and scale allow, drive a foundation on which to build and to bring
the most demanding and important customers into the market. The small companies on the other hand will be
innovating from a technology standpoint, exploring new frontiers and filling vertical and technical gaps and
becoming acquisition targets for larger players who will look to round out technology portfolios, product lines,
customer bases and talent pools. In the meantime, as with all markets, competition and natural selection will play
their parts in the process of determining the winners and losers.
Most also agreed that it is very early and there is room for large and small players to benefit, especially the
small, because the barriers to entry are very low, and the need for innovation and agility is high. We believe there are
also interesting market dynamics at work that help keep a healthy tension in the market that benefits end users. The
small companies are laser-focused on delivering low cost services and moving the model to low-or-no-touch
where possible. The dilemma is that while SMBs are willing to accept this in exchange for rock-bottom pricing,
Enterprise customers tend to be more demanding, especially LOB end users. The large suppliers need to
figure out the appropriate balance of how to service customers relative to their brand promise, while keeping costs
and prices in line with the market. In addition to the substantial operational and service delivery challenges, there are
fundamental differences in Sales, Marketing and Customer Service that any large vendor making the transition
to the Cloud will have to understand if they want to be successful.
12. Rapid Growth and Adoption
Survey Analysis
There was general consensus that Cloud Computing is here to stay and that it will become the dominant
area of focus for the industry moving forward. While this may seem a little self serving, it is important to note
that the history of the IT industry is largely one of vendor push rather than customer pull. This has occurred
in successive waves of industry giants and de-facto alliances vying for dominance and changing the
overall structure of the industry - from vertical to horizontal integration and proprietary to standard components
- repeatedly with new applications of technology.
Preliminary results from our latest survey shows a high rate of adoption of SaaS, and a willingness to
investigate Cloud Services more readily than before, as most companies are squeezed from all angles on costs.
Combined with data from previous surveys, all signs point to rapid adoption of SaaS not only among SMBs,
but increasingly by Enterprise accounts who will use SaaS as the Cloud Computing wedge into the
Enterprise. The following slides include responses to some Cloud-related questions from our latest Economic
Impact Survey as well as data from our SB Managed Services Study, which covers areas that are enabled by
Cloud characteristics with many of the same benefits for user organizations, making it an interesting proxy in
some ways to the SaaS market. And unlike most other IT segments, both MSPs and SaaS are likely to show
rapid growth in a down economy.
13. SB Cloud Computing Consideration
Are you familiar with or using emerging
Will you consider these types of
technologies such as SW as a Service, Storage
• Based on our research, we believe
services in your next budget cycle?
as a Service and other subscription-based IT
that the penetration of SaaS
Services?
currently varies between 30% and
60% depending on application,
industry and company size and
that will move rapidly to the 70%
level in 2009 for certain
applications.
In your next budget cycle, please select the emerging technology areas
• When questioned on which
you will consider adding to the IT budget (select all that apply):
services they were most likely to
consider, the chart at left shows
the responses:
• Collaborative Software and
Remote Managed Services
(HW) were high on the list for
consideration.
• Storage as a Service was the
least popular, followed by
Remote Services for SW and
NW Operations.
Source: Techaisle Global SB Economic Impact Study, 1/2009, N=765
14. Managed Services Characteristics 1
Current Usage Characteristics Sub-segment Characteristics
Many of the marketing,
sales, delivery and
customer satisfaction
issues are similar for
Managed Services,
especially Remote
Services, as they are for
Cloud Services at all three
layers and especially for
SaaS.
The transition from
product-oriented to service
oriented has implications
for all customer facing
process in the vendor’s
organization, especially
marketing.
As a result, our upcoming
2009 SaaS Market
Review will include similar
in-depth analysis with a
focus on sizing and
segmentation.
Market Opportunity by Segment Target Marketing Approach
Source: Techaisle Global Managed Services Study, 8/2008, N=10,275, US Market N=1,737
15. Managed Services Characteristics 2
Use of Formal Agreements Details of Agreements
Revenue Distribution by Segment
Penetration by Service and Customer Segment
Source: Techaisle Global Managed Services Study, 8/2008, N=10,275, US Market N=1,737
16. Rapid Growth and Adoption
Survey Analysis & Techaisle Summary
In addition to the historical context discussed earlier and the much-needed benefits for user organizations, there
are other factors that point to Cloud Computing continuing to pick up momentum as the catalyst for the
industry, several of which were very evident in the Internet boom of the late 90’s, these include:
Enabling technologies are in place and widespread; virtualization, SOA, bandwidth and standardization of
low cost storage and computing resources all play an important enabling role,
Customers have spent hundreds of billions on single-purpose infrastructure and applications that can
be optimized for huge advantage using Cloud technologies,
There is capital in the market for this expansion from three key sources; large companies are making huge
investments in infrastructure and trying to understand the implications of the model, Start-ups have access to
capital for solutions that address Cloud Computing challenges, and Customers will spend their budgets on
optimization of infrastructure,
As evidence by the responses in the Laurel Group Survey, there is a broad mix of highly committed
companies who are driving the industry at a rapid pace in the direction of Cloud Computing addressing all of
the layers of the “Cloud Stack”.
17. Actionable Data for Emerging Markets
Survey Question Observations
www.techaisle.com
18. Survey Analysis Q1 to Q3
Question One: What is the meaning of quot;Cloud
Servicesquot; from your perch, and what are the most
important benefits emerging from Cloud Services that will
transform the economics of IT?
Question Two: How will concerns around
data governance, availability and security
impact the adoption of quot;Cloud Servicesquot;?
Question Three: How are quot;Cloud Servicesquot; testing traditional thinking
around quot;control of dataquot; and quot;guarantees of safetyquot;; to include ownership,
access and rights that supersede failure of the provider? Ultimately, who
should be accountable; vendor or service provider?
19. Q1 – Cloud Computing Definition
Survey Summary Representative Quotes
Starting with the definition of Cloud Computing,
“I generally define “cloud services” as virtual
consensus seems to be evolving, at least among the
development, application, computational and storage
thought leaders interviewed: services available over the Internet that can be
automatically and instantaneously provisioned and
Cloud Computing is a multi-tier architecture with the released as application requirements dictate.”
– Bruce Cleveland, Partner, Interwest Partners
“standard IT stack” components re-arranged into
three basic categories of basic infrastructure
(mostly hardware and network), followed by
“It supports a paradigm which has more
Platform, which includes foundational SW and tools
communication, more data, more connections, more
to build applications in a standard environment, and
media, more insight, more people and more things
SaaS, which is the end-user facing SW as a Service than server software can ever have. “ – David
that is most commonly understood and recognized by Bernstein, VP/GM, Office of the CTO, Cloud
the end-user community; the application layer. Also Computing Project, Cisco
important is the ability to dynamically provision
these services, and scale them in a very elastic ““Cloud Services” relate to a broad range of
manner, while charging only for the services that computing services delivered simplified way,
are actually used by the customer. providing massive scalability and differentiated
quality of service to foster rapid innovation and
decision making.“ - Alan Ganek, CTO Software
Group, IBM
20. Q1 – Cloud Computing Benefits
Survey Observations Representative Quotes
In the first Laurel Thought piece, the benefits of Cloud
Computing tended to be very focused on the economic “Enabling businesses to host new applications in
advantages of CAPEX vs. OPEX, which are probably realtime, scaling as they need, and paying for only
what they consume. The net result is a lowering of
most important from a financial perspective. In this
both CAPEX and OPEX for the business, while
version, we saw a lot more references to business
affording them increased agility.”
benefits, including speed, agility, focus, flexibility,
– Brian Stevens, CTO Redhat
innovation and others that are particularly important
in the current economic environment. More for Less,
the economist’s dream. “The economies enabled by cloud services are
fantastically compelling. As much a 95% of a
typical “dedicated” infrastructure sits unused. This
means that a 20X improvement can be had in the
While there is no doubt that there is a lot of
cost/value computing equation. “
hype around the benefits of cloud
– John Keagy, CEO GoGrid /Servepath, LLC
computing, in this case, you can believe the
hype. Why? Because the technology
delivers what every IT department needs -- “Typically these “cloud services” are sold in an on-
increased capacity and capabilities, without demand model which provides the chief benefit for
investing in new infrastructure, personnel, or the economics of IT: not cost, but flexibility and
software. therefore the incentive to innovate without long-
- Ken Comée, CEO, Cast Iron Systems term contracts increase risk.”
– David Young, CEO Joyent
21. Q2 – Data Security and Governance
Survey Observations Representative Quotes
There was a little less consensus on this question than the
previous one; however most participants agreed that it is very “From object level access control to firewalls,
using these tools enables customers to build
important for the end customer to have a clear understanding
applications that can meet various certifications
of what the limitations of their chosen options are. Almost all
important in a given industry. For example, TC3
agreed that sensitive data should be at the back of the line
Health is a company that has used AWS to build a
in terms of putting it into the cloud, especially the Public
HIPPA compliant application.”
Cloud. Other opinions came from the position and perspective
- Werner Vogel, CTO Amazon
of the provider, among them :
“We’ve seen a dramatic shift to organizations
Compartmentalizing mission critical/sensitive data within building private clouds. While the big broad vision
a private cloud, not only for data but other security-related of cloud computing is for everything to be
delivered via utility-like services, the fact is
concerns which are also discussed in Question Three.
enterprises have real constraints around things
like privacy and security.”
The market is still immature and needs Enterprise-class
– Kevin Haar, CEO Appistry
answers to this problem, which will come based on competition
and maturity. “Governance, availability, and security combine to
determine whether a service should be in the
This is a new paradigm that involves a radical new way of cloud or not. Requirements differ for each
looking at the architecture, which will create many organization and for each type of data, and will
opportunities based on a new programming model. impact adoption until the requisite technologies
and solutions are mature enough to push into the
cloud.“
Technical issues have largely been addressed and it is
- Ken Comée, CEO, Cast Iron Systems
more an issue of choosing the appropriate solution components
that will provide an adequate level of security.
22. Q3 – Control and Data Safety
Survey Observations Representative Quotes
There was a good level of agreement on this question at the fundamental
level: The Service Provider should be ultimately responsible BUT it is “It is always a vendor’s responsibility
also the customer’s duty to really understand what level of risk they to make sure data remains under
can afford to take and what their vendor partners are truly providing control and stays safe from those who
in the form of detailed SLAs. After general agreement on those points should have no access to it. In that
respondents began to diverge on approach. Most revolved around a sense, the Cloud’s existence does not
change much for customers, vendors
hybrid solution approach that varied based on the vendor perspective,
and service providers.“
including:
- Serguei Beloussou, CEO Parallels
•As in Q2, Relying on Private Clouds for all mission critical applications
and data until the market has matured to a point that mitigates the risk
better than today’s capabilities. “These issues will continue to be
solved over time, by both vendors and
•Categorizing applications based on sensitivity and see if there are
service providers. Our best advice is
some whole categories that can be migrated immediately with low risk in
to ensure that, in addition to having
order to begin an internal training process and realize economic benefits
the proper legal pieces in place,
while the technology matures.
customers seek solutions that are
•Using specific subsystems (i.e. storefront) that can benefit from
open and provide mechanisms to
dynamic elasticity as a proving ground and internal training opportunity.
preserve their freedom to avoid lock-
in.” – Michael Crandell, CEO
•Starting with a relatively mature base of hosted hardware and RightScale
platform bundle and build your way out appropriately.
•Acting as the trusted advisor to help the customer understand the
risks and trade-offs and help them to mitigate them appropriately.
23. Survey Analysis Q4 & Q5
Question Four: What are the SME benefits that would work
well in a departmental setting? What are the key adoption
barriers?
Question Five: Is consolidation among a few industry giants a good thing for quot;Cloud
Computingquot; (Amazon, Cisco, Google, Salesforce, Microsoft, IBM, HP)? What are the
implications for the rest?(i.e. What will the role of the innovators (start-ups) be - and
what will the incumbents need to do to maintain their leadership).
NB: Thanks to WORDLE.NET for their free (and excellent) cloud tagging tool that we used to generate these images
24. Question Four – Departmental Adoption
Survey Observations Representative Quotes
As with Question One, there is a general consensus that many of the
“Large businesses have participated in and
key benefits from the model revolve around improved cash flow and
benefited disproportionately from each
alternative use of cash, the ability to focus on the core business rather
generation up to the Cloud generation. The
than managing complex IT resources and assets and others. Most
Cloud will allow businesses of every size to
agreed that Enterprise customers would benefit from these same realize the benefits of automation delivered
characteristics, as well as additional improvements from less as a software service at costs once only the
bureaucracy, better access to IT resources, speed with flexibility and largest most well capitalized companies
the ability to better automate departmental processes. Having said could afford.”
that, most also agreed that there are inhibitors based on a relatively – John Conners – Ignition Partners
immature level of technology. Among the important ones:
•Data Security and Privacy are most important and will continue to “A key segment of “cloud” provider in this
inhibit adoption for Core Infrastructure until Enterprise-class solutions category will be the Managed Service
are made available. Provider (MSP) who today offers trusted IT
consultancy /support/ resale services to SME.
•A complex programming environment and lack of Cloud
These folks will make clouds ultimately viable
expertise in the market will constrain as customers do not have in-
by offering hosted enterprise IT as a service
house experience to confidently adopt new technologies.
“just around the corner, and run by I guy I
•Lack of Standards was mentioned by several as a barrier which
trust”.
could also result in customers getting locked in non-portable solutions,
- Simon Crosby, CTO Virtualization, Citrix
which will be a source of FUD in the market.
25. Q5 – Large and Small Providers
Survey Observations Representative Quotes
There was general consensus on this question as
“We’ll see many providers offering compute
well; most respondents felt there is a natural role for
platforms that enable users to migrate business
both small and large companies to play. Big applications to any cloud that offer the greatest
companies through investment in large scale alignment with the needs of IT or the user, such as
infrastructure necessary to lay a strong foundation, cost, location, availability, or even the use of green
power. Achieving this world requires a lot of work
and to bring credibility for Enterprise customers, while
around standards, but it is the same model that has
the role of the start-ups would be to innovate and
worked well for electricity generation”
explore the boundaries of the new technologies,
- Steve Herrod, CTO VMWare
creating deep pockets or opportunity in technology,
segment specific and niche application areas.
“We think that the most successful cloud computing
startups will form partnerships with the large IT
vendors in an effort to improve distribution and
“Only the largest well capitalized and sophisticated players
marketing and many will ultimately be acquired by
in IT can deliver the infrastructure services at scale. IBM, their large IT vendor partners.”
Goog, Amazon, Cisco, EMC and Mister Softie will lead - Evangelos Simoudis, Managing Director,
this infrastructure business. Startups will have enormous Trident Capital
opportunity delivering the applications and information
services as well as pieces of the enabling infrastructure “They (small companies) force the fine tuning and
technology.” focus of the marketplace and often define which
- John Conners, Partner, Ignition Partners business models make the most sense.”
- Alan Ganek, CTO Software Group, IBM
25
26. Actionable Data for Emerging Markets
Because it is rare to get this
many quotes together from such
a distinguished group, we
decided to capture some
additional insight from the panel
members and present it as a
small section of the white paper.
Representative Quotes
www.techaisle.com
27. Representative Quotes
“AWS is extremely flexible because users can requisition the services on a
moment’s notice without prior reservations. Finally, there is no up-front
investment required to gain access. We are finding that this is allowing new
products and business to be created with far less financial risk than previously
possible.”
- Werner Vogels, CTO Amazon
quot;Platform cloud services abstract the underlying infrastructure and allow
organizations to focus on the applications they want to deploy to the cloud,
which is, in the end, where the true business value comes from.quot;
- Kevin Haar, CEO Appistry
“Consolidation is essential for cloud services to become truly mainstream.
This happens in every new market. Innovators invent, develop and prove
that there’s a market — that there’s money to be made — and then the
industry giants complete it by building on the groundwork of the innovators.”
- Ken Comée, CEO, Cast Iron Systems
quot;(The) Cloud Computer runs a different kind of software. It supports a
paradigm which has more communication, more data, more connections,
more media, more insight, more people and more things than server software
can ever have. This software does not run on a server.quot;
- David Bernstein, VP/GM, Office of the CTO, Cloud Computing Project,
Cisco
28. Representative Quotes
“Clouds will remain appropriate for non mission-critical workloads and
workloads that are not subject to security or regulatory oversight. The
Web/App server tier, but not the mission critical data.quot;
- Simon Crosby – CTO Virtualization, Citrix
quot;As much a 95% of a typical “dedicated” infrastructure sits unused.
This means that a 20X improvement can be had in the cost/value
computing equation.“ – John Keagy, CEO GoGrid /Servepath, LLC
“In a world where almost anyone and anything can connect to the
internet, the exponential increase in the volume of information and
connected devices creates a dilemma: IT complexity increases as does
the demand for simplicity.” - Alan Ganek, CTO Software Group, IBM
“Imagine all of the client server/DOS, vertical applications of the world moving
to SaaS. Imagine SaaS BI. Then imagine SaaS supply chain and ERP . There
will be tremendous innovation and opportunity.” – John Conners, Partner,
Ignition Partners
29. Representative Quotes
“The key adoption barriers are consequently no longer tied to the size of a
company. Instead, adoption barriers will primarily be tied to ease of use and
business benefit placing the onus upon application developers to develop
and deliver simple to use yet sophisticated application software.”
– Bruce Cleveland, Partner, Interwest Partners
“Imagine if the power grid was something that one could hook up to, supply it with
power and easily start generating revenue by doing that. This would mean that
anyone who had the ability, expertise and will could develop a new, more efficient
way of generating power and make a business of it. The Internet is the power grid
for cloud computing and it is VERY easy to hook up to. .”
– David Young, CEO Joyent
“Even the most sensitive data, such as medical histories, could be safely
processed in the cloud if done properly. As people use cloud services more
and more over time and become more comfortable with them, public trust will
continue to build, resulting in greater adoption.”
- Serguei Beloussou, CEO Parallels
“Cloud services are evolving, and with the advent of virtualization, ushering in
perhaps the most meaningful cloud service yet: IT as a service. Enabling
businesses to host new applications in realtime, scaling as they need, and
paying for only what they consume.” – Brian Stevens, CTO Redhat
30. Representative Quotes
“These API driven services, based on virtualization and commoditization of
both hardware and software components, are driving new levels of cost
efficiency and flexibility in the way IT resources are delivered and
consumed.”
– Michael Crandell, CEO RightScale
“It is one thing if a program compiles slowly because the compilation is
performed in the cloud but entirely different if a purchase transaction is slow to
complete and a sale is lost because the transaction engine is running in the
cloud.”
- Evangelos Simoudis, Managing Director, Trident Capital
quot;We believe the industry will be best served by focusing on cloud
platforms that allow any application to be provided in cloud service
form, and on the standards needed for cloud interoperability.“
- Steve Herrod, CTO VMWare
32. Techaisle Introduction
• Techaisle is the next generation market research organization for the IT
Industry, focused on emerging markets and technology adoption.
• We provide services in four major areas:
– Global IT Market Sizing and Segmentation, leveraging one of the most comprehensive
opportunity sizing databases in the industry,
– Survey Research for End Users through our database of over 60,000 businesses in 15
countries,
– Survey Research for Distribution Channels, using our database of over 17,000 channel
partners worldwide,
– Custom Market Research, which combines one or more of these with strong analytical
capabilities to uncover opportunity for clients.
• And we in the final stages of development of our IT Market Data-as-a-
Service offer:
– Access to our integrated database across all IT product and service categories, by country,
vertical market, and customer segment with integrated demographic information.
– Available for purchase by row of data, user-filtered across all required dimensions.
– Just the data you need, when you need it and how you need it – from regional market
opportunity to individual channel partner contact details in Beijing or Mumbai.
33. Survey Research Capabilities
North America:
2 Countries
11,000 Businesses
Asia Pacific
4,500 Channels
8 Countries
46,000 Businesses
12,500 Channels
Latin America:
Survey Methods:
WE & EMEA
2 Countries
•Phone
6 Countries
6,800 Businesses
•Internet
2,000 Channels 9,000 Businesses
•Face to Face
3,000 Channels
Our Survey Respondent Database is Your Window to Local Market Demand
Channel Partners
Technology End Users
•Wants and Needs
•Wants and Needs
•Partner Satisfaction
•Vendor Satisfaction
•MDF Management (Own Partners)
•Purchase Intentions
•Lead Management (Own Partners)
•Brand Awareness and Preference
•Sell Through (Own Partners)
Detailed and Current Database Coverage:
15 Countries, 60K+ businesses and 17K+ Channel Partners
34. Channel Research Coverage:
Channel Profiling: 21 Countries, Emerging and Mature
• Types of Channel Partners:
• Reseller/Dealer
• SIs
• Service Providers
• System Builders
• VARs
• Profiles include:
• Business Related
• Total number of partners (Breakout by type of channel partners)
• Number of corporate resellers
• Number of employees, Age of Business
• Average Annual revenue and growth
• Revenue from different businesses (SBs, MBs, LBs, Consumers, etc)
• Average number of locations and branches
• Verticals Served
Deliverable
Formats in PowerPoint
• Report
• Products and Services Related
format
• Types of products/services
Excel
• Vendor partnerships •
• Average number of products and services offered
• Computing hardware, software, networking, security, storage, services
• Business Model Related
• % of revenue from the above product categories
• Gross Margins from the different product categories
• Revenue from local vs. non-local customers
• Channel Universe Sizing:
• Current
• Forecast
• By Type of Channel
• By Spend
35. Market Data-as-a-Service (DaaS)
• Techaisle is poised to
become the IT industry’s
first Market Data-as-a-
Service (DaaS) provider.
•The service will allow
browser-based access to
one of the most
sophisticated databases in
the industry, covering all of
the usual categories and
metrics and will provide
users with increasingly
relevant data points for the
emerging Cloud Computing Growth rates CAGRs PC Penetration Server Other
Era such as penetration Penetration Calculations……
rates and number of
potential customers and Download
channel partners.
We bring a fundamentally lower cost structure for data collection, analytics and
delivery of information, which translates to lower prices, higher flexibility and access
to the specific information required to complete standard planning tasks in the
marketing and market research departments.
36. Market Data-as-a-Service (DaaS)
IT Category CAGRs Channel Mix Product Mix Other
Calculations……
Download
Data Delivered Through
Download to Excel
Channel Data available for:
15 countries
Major IT Categories
11 different channel types
Consumers/Home
SBs (1-4, 5-9, 10-19, 20-49, 50-99)
MBs (100-249, 250-499, 500-999)
1000+
37. Applied Intelligence for Emerging Markets & Technologies
Thank you for reading our White Paper; we hope you found it
interesting. For additional information about Techaisle, please
contact Anurag Agrawal at anurag@techaisle.com .
About the Author
Davis Blair is an independent marketing consultant to Techaisle and a Principal at Alliancesphere, a
strategic alliances consultancy focused on revenue generation for IT alliances, where he developed
an Alliance CRM/BI SaaS solution. An IT industry veteran of over 20 years, he has held senior
management positions including founding CMO at Neoris, the second largest IT Services firm in
Latin America, SVP GM High Tech Practice at iXL, a web Integration firm, Group Vice President at
Gartner Group and VP, GM of Asia Pacific for International Data Corporation, where he opened
offices in Korea, Taiwan, Hong Kong, Singapore, and several other countries.
www.techaisle.com