Analysts from Gartner and Forrester are examining a significant trend related to macro forces affecting business models, opportunities for service providers, and the transformation of IT organizations. They suggest focusing on verticals where end-users possess purchasing power and may need enhanced services, particularly in industries like oil and gas, media, and education. Key considerations include understanding customer problems, potential profitability, and the competitive landscape.

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4. Analysts such as Gartner and Forrester are talking up this trend – and they have
considered the following in their coverage:
‐What external/macro forces are driving this trend?
‐How is this trend likely to impact business and operating models
‐What opportunities are arising for service providers due to this trend
‐How will the IT organization change as a result of this trend
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6. Analysts such as Gartner and Forrester are talking up this trend – and they have
considered the following in their coverage:
‐What external/macro forces are driving this trend?
‐How is this trend likely to impact business and operating models
‐What opportunities are arising for service providers due to this trend
‐How will the IT organization change as a result of this trend
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8. identify verticals where end users have both
•Need to
the scope (in terms of budgets) and the propensity
to buy outside the IT structure
This could be an existing service they buy
which we look to substitute with our own
alternative/enhanced version, or it could be
something new
•Some verticals have very strong internal IT and
will therefore be difficult to sell direct to internal
users. These should be left alone for now
Banking and finance (particularly difficult
because of internal security requirements)
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9. Verticals such as outsourcing, hospitality,
logistics, travel, and manufacturing where
most users perform a strict internal function
on existing systems
•Verticals where end users do have buying power
and the ability to purchase will either a very simple
service or need a very strong support model since
they do not have IT resources themselves
Oil and gas (requirements are mainly around
collaboration, visual communications, file
transfer)
Media and entertainment (collaboration, file
distribution, Mosaic, CDN …)
Education (collaboration, content distribution,
video services, emerging markets entry)
…
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11. Customer – is there a customer problem
Value Prop – business benefits and what are they willing to pay for it? What they
need to solve the problem?
Market – large or small?
Profit – build it for what they can afford? Will customers pay? how much?
Comp – Differentiated for fragmented? Health? Partner/sales channel ecosystem?
Product features/
Resources – existing or Gap
Strategic Fit – radical departure/change?
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12. Customer – is there a customer problem
Value Prop – business benefits and what are they willing to pay for it? What they
need to solve the problem?
Market – large or small?
Profit – build it for what they can afford? Will customers pay? how much?
Comp – Differentiated for fragmented? Health? Partner/sales channel ecosystem?
Product features/
Resources – existing or Gap
Strategic Fit – radical departure/change?
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13. Customer – is there a customer problem
Value Prop – business benefits and what are they willing to pay for it? What they
need to solve the problem?
Market – large or small?
Profit – build it for what they can afford? Will customers pay? how much?
Comp – Differentiated for fragmented? Health? Partner/sales channel ecosystem?
Product features/
Resources – existing or Gap
Strategic Fit – radical departure/change?
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