OEM to ISF Transformation (Final)

Presenta)on
at
the
7th
Workshop
of
the
“IIPCC
HK
Chapter
IP
Workshop
Series:

IP’s
Role
in
Entrepreneurship
&
Innova)on”
(in
CityU
of
HK
on
Mar.
19,
2015)

Prepared
by:

Al
Kwok
(郭灿辉)

Governor
&
Co-‐founder,
IIPCC
Hong
Kong
Chapter

Governor
&
Co-‐founder,
HKIURCA
(⾹香港產學研合作促進會)

Member,
HKSAR
“IP
Trading”
Working
Group

Governor
&
Co-‐founder,
Savantas
Policy
Ins)tute

President,
CASPA
(华美半导体协会)
PRD
Chapter

Former
VP
&
CIPO,
NetLogic
Microsystems
(“NETL”)

OEM to ISF (Integrated Service
Franchiser) Transformation: Turning a
Product Co. into a Service Franchise
Mar. 19, 2015 OEM to ISF Transformation 1

Evolution of Intangible Assets – U.S. Companies
Knowledge-based Economic Trend (2008)
2Mar. 19, 2015 OEM to ISF Transformation

The Value Hierarchy (Business Models)
Values/ProfitMargins
Applications (Mkt. & Standards)
System Integration (Archit., …)
Engineering (Design, ODM,..)
Manufacturing (Process, OEM)
Intellectual Property (IP)
Outsourcing
Trend
Consumer recognition Core competency
Brand Innovation
50%
40%
30%
Presented
at
Intellectual
Property
Symposium
2002
in
Guangzhou
on
December
10,
2002

OEM to ISF Transformation 3Mar. 19, 2015

Pillars for Knowledge Economy (2012)
IC IT IP
Hardware Network Know-how/Content
Functionality Physical devices Connectivity Experience sharing
Scalability Moore’s Law Metcalfe’s Law TBD!?
Scaling Factor 2X/18 mon. Value ~ n2 Value ~ XR (X, R >1)
Disruptive Driver CMOS (IDT) IPv4/6, Internet,
QoS (NMI)
Apple iTunes ->
“Unified IP Pooling”
Driving
Product/Service
Memories & CPU
=> SOC
QoS, Mobile
Multimedia
Standardization
for scaling
Start Time ~1985 ~2000 ~2015?
Mkt. Size (20 yr) ~$300B Trillions Zillions?
•  Evolution of Knowledge-based Economy (KBE): IC -> IT -> IP
•  Value of IP is based on its “Reusability” and “Ability to Share”:
•  The more it is reused, the higher its value is
•  No physical limitation: IP can be used by many users at the same time
•  The impact of “free-market IP sharing” on Knowledge Economy is immeasurable

IT Business Areas & Opportunities (2008)
High-valued services
with good business
potentials
Network environment
given (by providers)
or to be set up
Data mining from
public domain to add
values
Factors given or to be
used “as is” – not to
reinvent
H/W
components
S/W & F/W
Network
Platform
System
(H/W)
Platform
Network Services/environments:
Internet, cellular, WiMAX
System
Integration
Protocols & Interfaces
(Open stds. for reuse?)
Content
Layer
Service
Platform
CRM, ERP,
POS, etc.
Applications
(ASP)
Consumer
Services
Public
Domain
Company
Proprietary
Bus. Domain
Knowledge
Instructions & Interfaces
New ICs and Devices
every 18 months or less
Moore’s Law and Metcalfe’s Law (acting on H/W and Network
Platforms respectively) are fuelling on-going IT System/Business
Process Re-engineering for global improvements (changes) like
magma shaping Earth crust’s movements

Mar. 19, 2015 6
IT Services Mean Everything! (2008)
n  All services in any industry are relied on IT infrastructure and know-
how for their effective deliveries
n  IT is the critical enabler for global competitiveness
n  Companies lack of IT proficiency will be history!
n  IT services encompass everything: banking, finance, logistics,
tourism, manufacturing and so on
n  Integrating IT capabilities into the business process is a matter of
survival of the fittest!
n  All business processes are continually reengineered for better IT
capabilities in “a globally networked world” valuing “differentiating
customer services to anybody, anywhere and anytime”.
n  Inevitable future trends:
n  IT service management is the hottest topic for this century!
n  IT services will generate >50% of all high-paid jobs worldwide!
n  “IT proficiency + business domain knowledge” is a must!
n  Productivity improvements greatly outweigh the cost!
n  IT service capabilities determine global economic power!
OEM to ISF Transformation

Value
Chain
(=>
DemandóSupply
in
Alignment)

IC H/W Platform
IC S/W Platform (API, drivers, etc.)
System Application Platform(s)
Generic Reference Design (w/ other chips)
Differentiated Application Designs
Various Applications/Services
Consumer Markets (End Users)
IC Design houses
System Integrators
Service Providers
For Consumer Electronics/IT Market (Ecosystem)
System Manuf.
Great
end-‐to-‐end
push-‐pull
eﬀect
for
market
scaling
thru
lifecycles

(2012)

Mature (must have)
Under-developed
Ecosystem
Well-developed
Cut-throat
Competition
(me too!)
Application
Futuristic (nice to have)
Too Far-out:
Not ready,
hype, bubble
Future Growth:
Longest-term
Future Growth:
Long-term
Future Growth:
Short-term
Well-developed infrastructure:
consumer market by nature with
lower (30->50%) profit margins
Buildinginfrastructure&
ecosystem:Industrial
marketbynaturewithhigher
(50->70%)profitmargins
Market Positioning – Product/Service Focus
(2008)
IT Market Characteristics

ServicerequirementsdriveH/Wplatformimprovements
Existing OEM/ODM business model breaks the IT Business Food Chain
without positive feedback from Service to drive next product dev. cycle
Integration vs. Standardization vs. Scalability
n  Hierarchy of IT Business (from “service to consumers” as the top
of the food-chain with highest Gross Margin then down):
Much Higher Value Creation from Demand-side
Service (to consumers) <=> Domestic market (localization)
(China market is huge enough)
Application (for service) <=> Domestic market (localization)
(China centric standards & IPs)
Network platform <=> Domestic stds. for local services/appl.
International stds. (for global interface)
System Integration <=> Domestic market (localization) vs. Int’l. mkt.
(for applications) (China centric standards & IPs vs. Int’l. ones)
S/W & F/W platform <=> Int’l and domestic stds. (global & local)
H/W platform <=> International stds. (global IC supplies)
(2008)

Raising Values of a Product (IP is the Core)
§  Price = Value to Customers =>
Price = Mftg. Costs + Services +
Embedded IP License + Brand
§  Pre-sale services mean design-
win efforts providing solutions to
address customers’ problems
§  This is the best sources of
innovation and ideas for the next-
generation products
§  Post-sale services mean reducing
customers’ costs of ownership,
extending the useful lifetime of the
product, generating recurring sales
§  Embedded IP licensing means
the customers can use the product
IP for their own product uplifting &
differentiations - e.g., “Intel Inside”
§  Brand recognition means the
customers recognize the product
and its maker for superb quality,
performance, reliability & services
Mkt. Cap. / Intangible Asset (2013):
1) Apple: ~US$393B / >99%
2) Foxconn: ~US$3.5B / <20%
Manufacturing Cost
(⽣生产成本)
Pre- & Post-Sale Services
(售前及售后的服务)
Brand Recognition
(品牌认可)
Embedded IP Licensing
(隐含IP授权)
IncreasingValues(提⾼高增值)
Price = Values to Customers
(价格 = 给客户的价值)
>70%PM
~10%PM
>60%PM
>40%PM Demand Side
Demand Side
Demand Side
Supply Side
(2012)

Profitability vs. IP Creation (Competitiveness)
Manufacturing Cost
(⽣生产成本)
Pre- & Post-Sale Services
(售前及售后的服务)
Brand Recognition
(品牌认可)
Embedded IP Licensing
(隐含IP授权)
IncreasingValues(提⾼高增值) Price = Values to Customers
(价格 = 给客户的价值)
>70%PM
~10%PM
>60%PM
>40%PM Demand Side
Demand Side
Demand Side
Supply Side
OPEN
OPEN
PRIVATE
Trademarks
Patents, Utility Models,
Designs, Copyrights…
Trade Secrets
(Know-how)
PRIVATE
Only <20％ Know-how for Patents, the rest kept as Trade Secret
(2012)
IT Market Characteristics
Trade Secrets (Know-how):
Manufacturability (yield) &
Testability (observability)

Types & Ranking of Innovation (2008)
In the order of lasting value impact to society (from most to least):
n  New business model (global productivity jump) - great lasting value impact
n  E.g.: e-Commerce (internet), pure-play foundry business model, carbon trading…
n  New business process (global productivity jump) - great lasting value impact
n  E.g.: Window/Office (new work environment), outsourcing, TQM, ERP…
n  New application/market (for exist. prod. or tech.) - great value impact
n  E.g.: GPS, RFID, radar guiding… - from military to commercial applications
n  New technology (for existing product) - great value impact sometimes
n  E.g.: High-speed CMOS (over NMOS) for power reduction and device scaling
n  New product/service (for existing market) - medium value impact
n  E.g.: On-line shopping/trading, SMS (China), digital broadcast…
n  New combination of package of technologies, products and services
n  E.g.: Apple’s iPhone and iPod, Blackberry, solar, clean tech…
n  New design (implementation or appearance) - limited value impact
n  New system architectures: e.g., the Sandisk “338” patent for flash-memory card
n  New subsystem/circuitry

Case Study: MxXxxx Ltd (2007)
(Hong Kong - Shenzhen)

Business/Market Strategies (2007)
n  Business focuses/existing revenue sources
n  AMR system (#1 priority) - Towngas as the lead customer
n  GPS/GPRS logistics service platform (#2 priority) - Nippon Express (for
cargo) & Eternal East (for passenger) as the lead user/customer
n  Wireless data acquisition system (#3 priority) - existing business
n  Business model
n  Fully-integrated solutions to build long-term service platforms
n  Scalable service platforms for recurring revenue streams from top-tier
customers.
n  Add high-value service items to grow revenue/account.
n  Customer channel development - mostly by referrals (endorsements)
n  Top-tier users/customers introduce their partners as new customers
n  Follow and support top-tier customers’ expansions for growth
n  Market expansion -- as led by top-tier customers
n  Hong Kong (as the market test site) -> PRD -> Mainland -> Global
n  Setting up service/data centers in Beijing, Shanghai, Chengdu and Xian

AMR System - Architecture (for Towngas)
Gas meter -
Low Speed
DTS
GPRS
Modem
Control Centre
A/D
Converter
Commercial &
Industrial
(C&I) Users
Domestic
Household
Gas meter -
High Speed
MS/RMS CMS
GBS
Mid-way
collector
1X
20 X
240 X
2Y
Y
Y240 X
: Items currently supplied by MxXxxx
DTS : Item to be supplied by MxXxxx : Items to be integrated
Billing
Customer
service
Resource
Planning
Marketing IVRS
Towngas existing internal system
GPR
S
IVRS = Interactive Voice Response system
CBS
CBS
RF
(2007)

AMR System – Milestones (2007)
GBS
Jan
2005
CBS
CMS
Control
Center
Sep.
2008
Jan
2006
RMS
Dec.
2008
Nov.
2008 Adoption
Into 90+ JVs
in China
Sept.
2005
Dec.
2006
MxXxxx Product/Technology Roadmap
DTS *
Jan.
2009
R/T Data
Analyses
Billing Customer services, IVRS,
Gas supply planning
Values to Towngas
* = under development Full system integration
capability for any AMR
system in all flow-based
applications incl. gas

AMR System - Realized Benefits to Towngas
Direct Cost Reduction Benefits
n  Monthly data transmission charge (GPRS vs. phone line)
n  HK$20 vs. HK$148
n  Installation cost reduction (w/o digging, drilling & cabling)
n  HK$200 vs. over HK$5,000
n  Monthly staff cost reduction for collecting meter reading manually
n  HK$2.4M (over 200 persons @ $12K/month each)
CRM, Productivity & Efficiency Benefits
n  Enable real-time gas usage monitoring, down to 1 minute interval,
for CRM, ERP and gas supply/distribution/delivery planning
n  Enable proactive CRM to retain high-value customers
n  Enable accurate billing based on real data instead of estimates
n  Connectivity in all situations regardless physical accessibility
(2007)

Service = Highest-level Value/IP Integration
MyCard Confidential 9August 1, 2008
GPS/GPRS Logistics Service Platform - System Architecture
GPRS
Logistics & PassengerLogistics & Passenger
Logistics Co.
Forwarding
Agents
Security
Monitoring &
Alerts
Customer-
specified Call
Services
Functions of Control/Call/Data Centers & Service Platform
Customs
Insurance
Co./ Bank -
Asset Mgt.
Real-time
Location
Tracking
Coordination,
Security Checks
& Alerts
Data analyses / Bus.
Intel., Map Database &
User Web Portal
CallCall
CenterCenter
ControlControl
CenterCenter
Data Center /Data Center /
Access PlatformAccess Platform
Data Storage &
Archives
Map Database Mgmt.
User Access Control &
Portal Management
GUI & Templates
Emergency
Alerts
Senders &
Receivers
Transformation from Product to Service:
OEM -> ODM(S/S) -> IDM(D/S) -> ISP(D/S)
Supply-side
OEM = Original Equipment Manufacturers
ODM = Original Design Manufacturers
---- A Big Gap In-between ----
Demand-side
IDM = Integrated Design Manufacturers
ISP = Integrated Service Providers
(2007)

GPS/GPRS Log. Service Plat. – Network
Customers monitor vehicle activities on MxXxxx web-portal
Hutchison
PCCW
(Sunday)
China
Telecom
MxXxxx
Sinotrans
China
Mobile
Internet 4M+
lease line
10M lease line
MxXxxx capabilities:
• Web ASP services
• Map database
• Data center
In Hong Kong In Mainland
Wireless network
Wireless network
Wired & wireless
network
Wired network
Wired network
(2007)

GPS/GPRS Log. Service Plat. - Milestones
Launch in HK
- Single-SIM
2nd-gen. Device
w/ Additional
Interfaces
Dual-SIM
Device
Cross-border
Logistics Co.
Cross-border
Passenger
Vehicles
Partnership with TC - the largest smartcard
payment service provider for bus in China
90 cities in China with
98,000 bus
Overseas
markets
Aug.
2004
Mar.
2006
Dec.
2007
Aug.
2008
Oct.
2008
Jan.
2010
Total Solution to
Customers - Fully
integrated System
MxXxxx Service/Technology Roadmap
Market Development
Local
Logistics Co.
Full system
integration capability
to send other device
data thru GPRS
Eternal East as the
lead customer
(2007)

GPS/GPRS LSP - Realized Benefits to Users
Direct Cost Reduction Benefits
n  Saving on fuel consumption: $4,000 estimated vs. $220 for a monthly
service fee to MxXxxx
¨  As reported on a newspaper, a saving of HK$120,000 in fuel expense for 30
trucks on monthly basis, with the assistance of MxXxxx’s fuel consumption
report
n  Saving on toll expenses: $3,360 estimated vs. $220 for a monthly service
fee to MxXxxx
¨  Testimony by CEO of Eternal East: a potential saving of HK$3,360 in toll
expenses for each coach on monthly basis, with the help of MxXxxx’s specified
location report
CRM, Productivity & Efficiency Benefits
n  Has become a mandatory requirement (de-facto standard) for cross-
border cargo logistics by the largest forward agents in HK - MxXxxx is the
sole source!
n  Intelligent fleet management through “Fixed Route Control” or “Fixed Area
Control” with SMS/e-mail alerts on rule violations for proper supervision
n  Effective security measure against robbery/theft with the on-line SOS button
n  Ability to real-time coordinate vehicles for optimized job assignments
(2007)

Differentiating Advantages & Strategies
n  “Full System Integration” solutions
n  End-to-end proprietary solution from “H/W+F/W+Interface S/W”
device platform to “Application S/W + User Interface (GUI &
templates)” IT service platform
n  Embedded through customization into customers’ operation
systems as an integral part of its daily operation - hard to replace
n  Becoming de-facto standards with on-going customer driven
improvement cycles once every 3 months
n  Comprehensive core competency for location-based total-
solution service capability (“Entry Barrier”)
n  “Full System Integration” know-how endorsed by lead customers
n  Proprietary map database system customizable to cust. needs
and capable of fast search (benchmarked as the best by PCCW)
n  Proprietary wireless transmission evaluation platform to ensure
proper optimization for high-reliability data transmission
n  Data center and call center capabilities to support customers’
needs for “Total Solutions”
(2007)

Diff. Advantages & Strategies – Cont. (2007)
n  Close collaborations with lead customers/users
n  For wireless real-time flow-based intelligent-control total-solution
n  Towngas - AMR “total system” solution development
n  For location-based real-time intelligent logistics managmt. system
n  Nippon Express and SinoTrans - cargo logistics GPS/GPRS tracking
n  Eternal East - passenger logistics GPS/GPRS tracking
n  Tianjin IC Card Public Network System - integrating GPS/GPRS
tracking with smartcard (RFID) applications
n  Business connections and leverage:
n  Being the Shenzhen base of National Engineering R&D Center
for Mobile Communications - a market-leader making platform!
n  pre-approved authority to pilot-test in new frequency spectrum -- 1st
mover advantage with >1 year’s lead
n  Attractive platform to team up with the best device (H/W) providers
n  Strategic partnership with leading network service providers in
China: China Mobile, China Telecom and Sinotrans in Mainland;
Hutchison and PCCW in HK

Business/Technology Developmt. Roadmap
n  Comprehensive Business Intelligence (BI) enabling
capabilities as core strategy
n  1st stage (present status): GPS/GPRS
n  For “real-time” (updating) location-based service platform for time/
mission critical applications
n  Generation of appropriate management reports
n  2nd stage: GPS/GPRS + RFID
n  RFID: add real-time item tracking capabilities
n  For Location-based item-tracking service platform for Item-based
logistics management and BI services
n  3rd stage: GPS/GPRS + RFID + environmental sensor
technologies
n  Sensors: add real-time environmental (temp., humidity, pressure,
etc.) monitoring capabilities
n  For high-end high-profit comprehensive critical-item tracking and
logistics management services
(2007)

Looking Ahead: What Drives
Knowledge Economy?

Various “IT-related” Business Models (2014)
OEM
(Product)

ODM
(Product)

OBM
(Product)

IDM
(Product)

ISP
(Service)

PRD
Factories
Foxconn
TCL/Xiaomi?

“iPhone
alone”
”MyCxxx”

Supply-‐side:
SCM+
Must
Must
Must

Yes
Yes

Manufacturing
Yes
Yes
Yes

Outsourced?
Outsourced?

Engineering
No
Yes
Yes

Outsourced?
Outsourced?

Product
Client’s
product
Client’s
product

Integrat.
of
IC

Yes
(Propriet.
Core)
Yes

Brand
No
No
Yes

Yes
Yes

Demand-‐side:
DCM+
No
No
Some

Must
Must

R&D
(Roadmap)
No
No
Surﬁcial

~30%
of
Rev.
~30%
of
Rev.

System
Integra)on
No
Some
Some

Yes
Yes

Integrated
Services
No
No
No

No?
Yes

IP
Ownership:
Don’t
care?
Don’t
care?
Brand
focused

Comp.
IP
Strategy
Comp.
IP
Strategy

Trade
Secrets
In-‐house
only
In-‐house
only
Some

Yes
Yes

Embedded
Licensing
No
(NRE
fee)
Don’t
care?

Yes
Yes

Trademark
No
Branding
No
Branding
Self
Branding

Yes
Yes

Pre-‐
&
Post
Sale
Services
(should
be
>50%
of
all
ac)vi)es
for
innova)on):

Design
Win
No
No
Some/Must

Must
Must

Field
Monitor
&
Upgrade
No
No
Some/Must

Must
Must

New
Product
Deﬁni)on
No
No
Some/Must

Must
Must

Business
Intelligence
No
No
In-‐house?

In-‐house?
Must
as
Service


Apple’s Ecosystem – “IP” Business Model
Self
Partners
Comments

Product/Service
Categories:

Hardware
√
Proprietary/Std.:
iPhones,
iPads,
Mac…

S/W
√
Proprietary:
Apple
OS

Cellular
Network
√
Verizon,
ATT,
T-‐mobile…

Internet
Infrastructure
√

iCloud
(cloud
compu)ng
&
storage)

Apps/Content
Planorm
√

iTunes/Apps
Store
(IP
eCommerce!)

-‐
Applica)ons
√
Apple
apps
developers….

-‐
Contents
√
Musics,
movies,
TV
shows,
eLearning

Users’
Content
Sharing
√
With
iCloud
+
iTunes
(from
B2C
to
C2C)

"IP"
Business
Ecosystem
√

Only
one
of
its
kind
(Global
Leadership)

Apple is 1st company building the “IP” Knowledge-based Business Ecosystem
successfully with its proprietary hardware:
n  The Game-changer in “Cellular Phone” business with “Ecosystem” approach.
n  Successfully leverages the Moore’s Law and Metcalfe’s Law scalabilities.
n  The Most Valuable Company – only one for “End-to-end One-stop Users’ Secured (with
Security & Privacy) Content Sharing”

Why Apple is the Most Valuable Company?
n  It understands “IT” Business Model better
than all the competitors (Anybody):
n  “IP” is its “Centerpiece” (Proprietary)
n  Proprietary (vs. Open Standard) => “Diff. QoS”
n  Total Ecosystem Building is its “Core Effort”
n  Minimizing End Consumer (Direct Service) Liability
Exposure
n  Enabling Service Ecosystem Building at arm’s length
(being the 3rd party)
n  “QoS” is its “Branding” (Customer Loyalty)
n  Comprehensive Differentiating “QoS” Business
Ecosystem (the Only Game in Town so far!?)

Methodology
for
“CRE
+
Con)nuing
Innova)on”

Lead Customers’ Requirements => 2nd G => 3rd G =>…
Differentiating Value Creations => 2nd G => 3rd G =>…
Business Model => 2nd G => 3rd G =>…
Service/Product Roadmap => 2nd G => 3rd G =>…
Application/Technology Roadmap => 2nd G => 3rd G =>…
IP Portfolio Development => 2nd G => 3rd G =>…
The next innovation ideas come from customers (CRE) & “Stress Tests” identifying
(1)  The weak-links in product design & performance and scalability
(2)  System (architecture) integrity and scalability (elasticity) issues
(3)  The bottlenecks for scalability (technology and manufacturability roadmap)
Close collaboration between the customer (CRE) and the vendor
Mission-&-Time Critical Requirements along Demand-chain
(2012)

Strategies in the “Cloud” & IP Protection
Barriers in Cloud Computing era against copycats
n  Business Model – Service-franchising is the best
n  Contractual framework in favor of the franchiser.
n  Business/operation process – proper SCM
n  Close-loop fully-traceable certified process is the best
n  Network system integration
n  Real-time monitor and surveillance is the best
n  System integration - PaaS
n  Proprietary firmware as trade secrets
n  Software - SaaS
n  No source code disclosure is the best
n  Hardware - ASIC
n  Anti reverse-engineering practice is the best
(2012)

Most Suitable “IP” Business Model for HK
n  Franchising encompasses all the IP commercialization
elements and more:
n  Proprietary information: Trade Secrets (Know-how’s)
n  Exclusive Rights: Patents, Copyrights, Trademarks, Branding, etc.
n  Standardization: Training & Certification, Audit & Q.A.
n  Ecosystem-building: Supply-chain Management & Control
n  Contract dictated by Franchiser: Legal Terms & Conditions
n  Franchising is HK’s best IP commercialization method:
n  Rising China Middle-Class demand high-quality Modern Services
n  Mainland China lack sophistications in Modern Services
n  Hong Kong with its unique legal system in China should be the
franchisers’ paradise
n  Hong Kong as the Modern-Service Franchisers’ hub for China
n  Career job opportunities for Hong Kong’s next generations!

IP Strategies of HK R&D Efforts
n  HK Gov’t funded R&D Centers
n  High tech: ASTRI (IT, IC…), NAMI (Nanotech)
n  Infrastructure: LSCM (logistics & related technologies)
n  People livelihood: HKRITA (textile related technologies)
n  “ISF” IP strategy is suitable for LSCM & HKRITA
n  Hard Standardization: 1-stop turn-key operation & equipment
n  Soft Standardization: Training & Certification, Audit & Q.A.
n  Ecosystem-building: Supply-chain Management & Control
n  Contract dictated by Franchiser: Legal Terms & Conditions
n  “IMEC”-like business model for high-tech
n  All R&D Centers must work with their counterparts in
Mainland on Roadmaps
n  Service/Product roadmaps; Application/Technology roadmaps
n  Collaborative R&D for China or International Standardization

Thank You!
(al@iipcc.org)
Please visit www.iipcc.org

OEM to ISF Transformation (Final)

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to OEM to ISF Transformation (Final)

Similar to OEM to ISF Transformation (Final) (20)

More from Asia Pacific Cloud Apps Alliance

More from Asia Pacific Cloud Apps Alliance (18)

OEM to ISF Transformation (Final)