STKI IT Market Study 2019 version 2

Apr-2019
STKI Company Confiential 1
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Copyright@STKI_2019 Do not remove source or attribution from any slide, graph or portion of graph
STKI 2019 (V2)
Israeli IT
Market Study
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• Over 28 years of experience in the IT analyst sector and thousands of annual face-to-face
interviews with key industry participants have enabled STKI analysts to establish solid, long-
standing relationships with customers.
• STKI customers include major IT organizations (government, financial institutions, telecoms,
manufacturing, medical, education, etc.) and IT suppliers/vendors (infrastructure and software
suppliers, consulting and professional services firms).
• STKI works closely with vendor senior management (strategy, business development, and
marketing). Where end users are concerned, analysts meet with CEOs, CFOs, CMOs, CDOs and CIOs
(as with all levels of IT decision making) thereby attaining complete information of their technology
as well as their business needs.
STKI's mission is to advise and analyze users of business technologies as well as their
suppliers while conducting original research and providing advisory services regarding all
parts of the technology puzzle.
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Founded in 1992, STKI is the leading business technologies
market research and strategic analyst firm in Israel.
Founded in 1992, STKI is the leading business technologies
market research and strategic analyst firm in Israel.
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• Dr. Schwarzkopf has worked during the last 40 years in all areas of Computer Information Services:
• As an Industry Analyst at META Group (Israeli Research Manager) and was named a META Group Research Fellow.
• As an academic researcher in Entrepreneurship Sciences; has published and presented in several international IT and
Management Conferences
• Editorial Board Member of the academic journal "International Journal of Opportunity, Growth and Value Creation".
• As a consultant in Arthur Andersen Consulting (USA), Booz Allen (USA) and Kesselman & Kesselman (Israel)
• As a systems professional in SCS Computers and the R&D Unit of the Israel Defense Forces.
• As a marketing professional in Digital Equipment Corporation.
• As a teacher/mentor in the MIS department / Tel-Aviv Yafo Academic College and the Computer School of the IDF.
• As an entrepreneur founding three companies in the IT arena: STKI and companies in the areas of store/forward mail and
office systems.
• Dr. Schwarzkopf served on the Board of Directors of Ashot Ashkelon Industries, served as President of the Gymnasia
Herzelia Association, Co-founder of the Mashov Political Movement and was a member of the Central Committee of
the Labor Party. Major (Rav-Seren) in the reserves, Israel Defense Forces (where he served in an elite unit and later in
the R&D unit). Registered Engineer (IS22881), member of MENSA Israel.
• Dr. Schwarzkopf received BSE and MSE degrees (Systems Engineering) from the University of Central Florida.
Received a MSIA (Management Information Systems) and ABD (PhD Program) in Systems Science (received (twice)
the William Larimer Mellon Scholarship/Award) from Carnegie Mellon University. His doctorate (DM-Management/
Entrepreneurship) he received from Weatherhead School of Management at Case Western Reserve University.
Dr. Jimmy Schwarzkopf, Research Fellow , STKIDr. Jimmy Schwarzkopf, Research Fellow , STKI
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Face-to-face meetings
STKI Analyst House Calls
(for both users and
vendors)
CIO STKI "Help Desk"
Inquiries
Surveys
Strategic Marketing &
Positioning
Round Tables for users
Vendor Discovery Series
(Newsletters and
workshops)
Vendor Innovation
Workshops
In-house Workshops
CIO Annual Bootcamp
CTO Annual Bootcamp
Brainstorming
(based on Design Thinking)
Workshops
STKI Annual Summit
STKI services include
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STKI Research Results:
1. IT Trends
2. Surveys about organizational issues
3. Round Table Summaries
4. Industry IT Budgets
5. IT Market Forecasts by category
6. Vendor Tiers by category
7. Product Positioning
8. Staffing Ratios
http://index.stki.info/
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STKI Methodology: equilibrium model
The sum of all IT expenditures (from users)
has to be equal to all IT sales (from vendors).
most research firms are either a
"demand-based"
(market information based on data from users of IT)
"supply-based"
(market information based on data from IT vendors).
STKI is one of the only research firms using an equilibrium model
and the only one in Israel.
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In order to calculate the “IT Market”
(what is bought/sold in Israel)
What users bought?
From whom?
Why?
What users bought?
From whom?
Why?
Technology
Users
Technology
Users
Technology
Vendors
how much did they sell?
to whom?
for how much?
competitors?
how much did they sell?
to whom?
for how much?
competitors?
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› Yearly revenues of hardware sales and hardware maintenance
› Yearly revenues of software licenses, software maintenance and cloud usage.
› We are learning how to account only for enterprise cloud usage in Israel for IT departments.
› Differentiation between new projects and continuing projects (New projects count more)
› Distinguish between work done by the vendor's employees and work outsourced to
other vendors. The revenue should be transferred to the vendor actually doing the work.
› Differentiate revenues from projects done in fixed price, cost plus (SLA defined) ,
managed services and those done by staff augmentation (non SLA) projects.
› Differentiate value of work done by high level internal professionals in a project versus
that done by staff augmentation employees in the clients IT department.
› We do not include any work/ products for OEMs and military non-IT projects.
Our study looks at any vendor value (products/services) sold to
enterprises (also government & security) in Israel; taking into
account the client’s view/mindshare of value delivered
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Israeli Positioning
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Over
150
categories
Over
150
categories
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456 IT
VENDORS
in Israel
456 IT
VENDORS
in Israel
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Manufacturers/Software Houses, Distributors, VARs
NO double bookings for IT Market Size Forecasts
Resellers (VARs) get credit only for their value added unless the
manufacturer/software house is not present in Israel, then they get full credit.
Integrators and other Value Added Service Providers get credit only for the
“services-work” they contributed to the project.
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DISTRIBUTORS (usually are not shown in our study)
are intermediary reseller entities; between the
original MANUFACTURERS OF HARDWARE
PRODUCTS or SOFTWARE HOUSES and other entities
in the distribution channel (VARs and INTEGRATORS).
VALUE-ADDED RESELLERS (VARs) offer third party
software and hardware to the end user or
integrators at a markup, along with a limited
combination of procurement consulting,
configuration, and customization services (shown
under HARDWARE or SOFTWARE)
INTEGRATORS offer professional’s services
(consulting, developing, implementing or sourcing
manpower) in order to deliver enterprise computer
services to the organization. (shown under VALUE
ADDED SERVICES ).
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Area company occupies in the circle is
not relevant and has no meaning.
STKI has signed NDAs with the vendors
(revenues, projects) and we tried to
minimize opportunities for backward
engineering of the data .
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Methodology for “Israeli Positioning”
This is NOT a technological or functional positioning and SHOULD NOT be
used as such. This positioning is intendent to reflect ONLY THE DEGREE to
which a product is PRESENT AND SUPPORTED IN ISRAEL
Focused on the enterprise sector (not SMB)
 X axis (Market Presence):
Installed base; New sales; Mindshare
 Y axis (Local Support):
Number and quality of Sis; localization; local R&D
 Vendors to watch: New players that only recently entered the market and
therefore cannot be evaluated against longtime players
 Global leaders: marked according to international analyst firms
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stki
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ISRAEL 2019
02
Companies, Business Activity and Economy
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lsrael's economy is performing strongly
Real GDP developments
lndex 2000 = 100
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lsrael
Israel's economy continues to register remarkable
macroeconomic and fiscal performance. Growth is
strong and unemployment low and falling. With low
interest rates and price stability, financial policy is
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140
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100
OECD prudent, and public debt is comparatively low and
declining. The external position is solid, thanks to a
dynamic high-tech sector. The average standard of
living is improving, mainly due to higher employment
rates. Continued accommodative macro policies and
planned investments in the offshore gas fields in the
2000 2002 2004 2006 2008 2010 2012 2014 2016
Source: OECD, Economic Outlook Database.
1 2 http://dx.doi.org/10.1787/888933672743
coming years will spur further growth. Against this
backdrop, Israelis remain on average more satisfied with
their lives than residents of most other OECD countries.
lncome inequality has fallen, but economic disparities and a lack of social cohesion persist
• The economy is strong
• Growth will continue in 2019 (despite a
temporary slowdown in mid-2018), and will
cool down in 2020.
• Reforms needed of the public transport
infrastructure
• Income inequality has fallen, but economic
disparities and a lack of social cohesion persist
• Expansionary fiscal policy and low interest rates
(0.25%) will boost domestic demand.
• Growing regional geopolitical tensions could
stop GDP growth
• Faster-than-expected development of offshore
gas fields andnew gas export deals could boost
GDP growth
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25Economic Data for Israel 2
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Economic Data for Israel 3
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27The Global Risk Landscape 2019
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Global Competitiveness Report
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• The country has grown to become one of the world’s innovation hubs (10th globally).
• Israel spends the most of any country in the index on R&D (4.3% of GDP), and is where
entrepreneurial failure is most accepted and innovative companies grow the fastest.
• It can also rely on an extremely educated workforce, with an average of 13 years of
schooling (8th globally) and where people acquire the appropriate skills that employers are
looking for (2nd globally).
• This pool of talent is well integrated into the job market thanks to the low level of taxes on
labor (5.9% of companies’ profits), near-equal participation of women (6th globally) and
reliance on professional management (19th).
• A well-developed financial sector (22nd), with the second-best availability of venture capital
in the world, also supports a flourishing and innovative private sector.
• Dynamism of domestic markets could be hindered by the presence of large groups (51st
globally in terms of dominance of few large companies), although competition within the
service sector, particularly in professional services, remains vibrant (31st).
Global Competitiveness Report
Israel score of 76.6 (20th globally)
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trade facilitation comparison
Israel 2019:
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Israel 2019: exports
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Figure 2. Well-being outcomes are mixed
A. Better Life lndex,1 2017 edition B. Gap vis-a-vis the OECD upper half2
Subjective well-being
Income and wealth
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Jobs and earnings Israel
% points
0
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6
Personal security
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2
0
Environmental quality
Civic engag. & governance
Social connections
Housing
Work-life balance
Health status
Education and skills
OECD
Labour utilisation
GDP per capita
Hourly productivity
2000 2005 2010 2015
-5
-10
-15
-20
-25
-30
-35
-40
-45
: OECD (2018), Economic Policy Reforms: Going for Growth (forthcoming
Well-being Data Outcomes
(confusing)
%underOECDaverage
OECD average
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Tunisia
Arab
system
Brazil
Indonesia
Jordan
Turkey
Albania
lsrael1
European
Union
OEC
D
Hebrew
system1
productivity
500
475
450
425
400
375
350
Education outcomes are poor
for disadvantaged groups
Average overall PISA score, 2015
To foster stronger social co
complementa ry re form s
infrastructure and educatio
strengthening product marke
productivity in sheltered sec
infrastructure deficit, especi
which causes considerable ro
air quality, impedes access to
accentuates spatial segrega
groups living in peripheral zo
in disadvantaged areas, espe
improve job prospects and
1. Haredi boys did not participate in the PISA test, as they do not
study the required material. Results are thus overestimated.
Source: OECD, PISA Database; Shoresh (2017), Shoresh Handbook
2017: Education and its impact in Israel.
1 2 http://dx.doi.org/10.1787/888933672724
reforms and more public in
would improve the skills of H
especially women, allowing th
in high value-added sectors.
1. Defined as the S90IS10 disposable income share ratio, i.e. the share of all disposable income
received by the top decile divided by the share of the bottom decile.
2. Poverty rate relative to threshold of 50% of median disposable income.
Source: OECD (2017), Income Distribution Database,
Israel 2019:
Inequality and poverty remain high
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poverty in Israel
Israel 2019:
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OECD, Economic Outlook Database; Bank of Israel.
1 2 http://dx.doi.org/10.1787/888933672895
Figure 10. The labour market continues to tighten
A. Cyclical slack has been used up B. Wage growth and job vacancies
% of labour force
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
Involuntary part-time workers
Marginally attached workers
Unemployment rate
NAIRU1
% of labour force
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14
12
10
8
6
4
2
% change2
6
5
4
3
2
1
0
-1
-2
Nominal wage growth
Real3 wage growth
Job vacancy ratio
% of total employees
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
2000 2002 2004 2006 2008 2010 2012 2014 2016 2010 2011 2012 2013 2014 2015 2016 2017
Labor MarketIsrael 2019:
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participation in labor force
Israel 2019:
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The leading items ordered by Israelis were clothing and
footwear, vitamins, cosmetics, kitchen accessories, electronics,
computers and gadgets.
The leading retailer was Ali Express (50 percent of orders).
Followed by eBay, while the biggest jump in orders was
identified in Amazon , Asos and British clothing merchants Next
(Next even has a Hebrew website and is a particular favorite
among Israeli moms buying clothes for their kids).
Most packages arriving in Israel originated in China, the United
States and the United Kingdom.
Residents of Israel’s 20 largest cities got around 43 million
packages
Tel Aviv residents ordered the largest net amount of packages
in 2018 (5.1 million, averaging 9.53 parcels per person).
2018 was a record-breaker
in the field of
online commerce
(from abroad)
During 2018 more than 65 million packages
were delivered from abroad,
weighing a total of 14,100 tons
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TOURISM
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• 7.6 million one-time departures in
2017
• That’s up 12% from the 2016.
• Nearly half the population, or 3.8
million Israelis, departed the
country at least once in 2017.
• That stands among the highest rate
of international travel in the world,
signs of the increasing number of
low-cost airlines servicing the
market (look at the graph)
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45Israel 2019:
Jobs dashboard of labor market performance
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Israel 2019:
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• 6,740,287 Internet users in Dec, 2018, 78.5% penetration
• 5,800,000 Facebook subscribers in Dec, 2017, 67.6% penetration
• Mobile Speed: 20.79 Mbps Down load - 12.58 Mbps Up load
(2018 Avg.)
• Fixed Broadband Speed: 52.54 Mbps Down load - 10.69 Mbps Up
load
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49Bank of Israel Annual Report 2018
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Israel 2019:
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55Number of Companies (paying employee taxes) in Israel
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small size of firms (market) affects productivity
Israel 2019:
theoretically this small market has to carry a price penalty but…..
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State of the Economy Index*
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State of the Economy Index reflects the economy’s
difficulty in increasing the volume of production, (low
supply of qualified workers) so the country needs to
provide a larger share of the demand from outside sources.
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ISRAEL 2019
Startup Scene in Israel
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Israel’s Innovation Special Sauce
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• #1 country with Nasdaq-listed companies except the U.S. and China
• #1 country in terms of VC Investment per Capita and as a % of GDP
• #1 country in terms of startups concentration: there’s 1 startup for every 400 people and 1 startup each 19km2
• #1 startup ecosystem after the US according to the Compass Global Startup Ecosystem Ranking
• #1 country in terms of R&D employees concentration: 140 per 10,000 (the U.S. comes in second with 85 per
10,000)
• #1 country in terms of high-tech employees concentration: 250 000 high tech employees (around 1 per 10
working people)
• #1 in the production of scientific papers
• #1 out of 148 economies in innovation abilities, #2 in entrepreneurship and #3 in global innovation according
to the IMD Competitiveness Yearbook
• #1 out of 60 leading economies around the world for technological and scientific abilities according to the
annual Global Dynamism Index (GDI)
• #2 on the World Economic Forum
• #2 most highly educated country in the world according to WSJ
• #4 in its ability to attract foreign investors according to Deloitte
• #5 in the number of patents per capita
• #10 on the Bloomberg Index
Israel 2019 Startup and R&D Ecosystem ResultsIsrael 2019 Startup and R&D Ecosystem Results
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• It has grown from 7% of total employment in 1995 to 9% in 2014, (12% of employment in the business
sector), which is more than double the OECD-country median.
• Its share of GDP increased from 6.5% to 11.4% during this period,
• It experienced stronger growth in services than in goods.
• Services accounted for two-thirds of the value added produced in the high-tech sector
• Since 2010 high-tech industry expansion has been about half that of the rest of the economy. It is no
longer been the engine of growth.
• Production in this sector, which exceeded 13% of GDP in 2009, fell by 1.7 percentage points and its
share in exports stopped increasing.
• Many Israeli tertiary graduates are employed in jobs not matching their field of studies (there is no public
quality analysis concerning colleges & universities outcomes)
• The most significant challenge facing the sector is the lack of supply of skilled labor
• The government is trying to increase the number of college & university students with technology-
oriented majors by 40% within five years (Israel Innovation Authority, 2017).
The high-tech sector share of the Israeli economy
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64Only four of 100 startups succeed;
Only four of 500 are successful growing independently
The good news:
It is not necessary to raise capital to build a successful startup – 17% of successful startups did not
raise capital from investors
The bad news:
Investment does not a guarantee success for a startup – 41% of venture-backed startups shut down or are sold
at a loss; and fewer than 9% prove successful, 46% of Israeli startups stop operating within 3.5 years on
average, 71% of successful companies are acquired;
Only 139 companies that are active today can be considered successful
https://www.ivc-online.com
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67IVC-ZAG Analysis of Israel 2018 High-Tech Capital Raising Trends
• Six-year consecutive growth in Israeli high-tech capital raising—120% more compared to 2013
• 5 financing rounds (each over $100m) captured 13% of the annual amount
• VC-backed deals totaled $4.7 billion in 2018—number of VC-backed deals dropped first time since
2014
• Sluggish investment activity of Israeli VC funds - lowest since 2014
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68Israel Hightech Funding Landscape
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70Israel Fintech Landscape
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75Israel’s Mobility Landscape
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ISRAEL 2019
IT Budgets by Industry
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89IT Budgets according to INDUSTRIES 1
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90
industry change from 2018
fin other 29.03%
telecomm 13.04%
media 11.11%
banks 10.87%
IT local vendors 9.09%
transport 7.35%
high tech 7.01%
government 5.95%
insurance 3.70%
security 2.29%
education 1.03%
manuf -1.71%
utilities -2.33%
health -2.86%
retail -3.36%
SMB/SME -6.10%
industry
Budgets
2019
government $1,727
banks $1,020
high tech $901
manuf $860
security $537
insurance $420
fin other $400
SMB/SME $385
transport $365
health $340
education $295
telecomm $260
retail $230
utilities $210
media $200
IT local
vendors $180
IT Budgets according to INDUSTRIES 2
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industry Market size
public $2,899
financial $1,840
manuf/ retail $1,090
high tech/ IT $1,081
utilities/ transport $575
telecomm/ media $460
SMB $385
IT Budgets according to INDUSTRIES 3
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What is Happening in Israeli IT
(from the STKI Summit 2019 presentations)
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Israel IT Market 2019-2022
GAME
CHANGERS IN
INDUSTRIES
FINANCIAL
HEALTH
GOVERNMENT
AGENTS OF
TRANSFORMATION
NEW BREED OF :
CIOS
VENDORS
BIG PROJECTS
FOR 2019-2022
ERP V2020
CORE
REPLACEMTS
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1. Advances in computing power together with societally changes
2. Usually at the same time a new “ecosystem of agents of
transformation” is born:
a. New breed of CIOs
b. New breed of tech vendors
3. This “Agents of Transformation” are primed and equipped to
drive change through innovation, culture and technology.
What sets in motion an “IT TRANSFORMATION”
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Lost
decade
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98Agents of Transformation v1
Tech Vendors
1975 - 1998
1. Around 1974-5, the abrupt transfer of US military equipment, aid,
and technological ties, gave birth to local IT vendors
2. Birth of the independent software integrator houses
3. Birth of independent software distributors representing
international and local software firms selling tools
4. Several internal “software departments” are sold to private hands
(ie. Malam, Yael, Tadiran Information Systems)
5. Introduction of the concept of a multi-vendor IT environment
6. Introduction of PCs and Minis (DG Nova & Eclipse; DEC VAX &
PDP, IBM S/36 & S/38 and others)
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Tech Vendors
1975 - 1998
1. Around 1974-5, the abrupt transfer of US military equipment, aid,
and technological ties, gave birth to local IT vendors
2. Birth of the independent software integrator houses
3. Birth of independent software distributors representing
international and local software firms selling tools
4. Several internal “software departments” are sold to private hands
(ie. Malam, Yael, Tadiran Information Systems)
5. Introduction of the concept of a multi-vendor IT environment
6. Introduction of PCs and Minis (DG Nova & Eclipse; DEC VAX &
PDP, IBM S/36 & S/38 and others)
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CIOs
1975 -1998
1. IDF employed exceptionally gifted youngsters with mathematics and
cybernetics talents, for the development of first generation IDF IT.
2. Using Octal, PL/1, Adabas/Natural, Assembler and chinese gibberish
(Hebrew letters) they developed clever programs and algorithms (some of
which work until today)
3. Most IT units sat in one building and that pollinated innovation.
4. Highly experienced professionals in Mamram and other computer units
entered the civilian market and wrote most of the “core” business
applications that are working even today (finance, health, government, etc.)
5. Large groups of Mamram Alumni became CIOs of big organizations and
CEOs of vendors.
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CIOs
1975 -1998
1. IDF employed exceptionally gifted youngsters with mathematics and
cybernetics talents, for the development of first generation IDF IT.
2. Using Octal, PL/1, Adabas/Natural, Assembler and chinese gibberish
(Hebrew letters) they developed clever programs and algorithms (some of
which work until today)
3. Most IT units sat in one building and that pollinated innovation.
4. Highly experienced professionals in Mamram and other computer units
entered the civilian market and wrote most of the “core” business
applications that are working even today (finance, health, government, etc.)
5. Large groups of Mamram Alumni became CIOs of big organizations and
CEOs of vendors.
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Tech Vendors
from 2011
1. At the end of 2018 we have over 500 vendors (range from small boutiques, large
supermarket vendors, holding companies that manage several vendors, global
hardware, software and services vendors and global & local consulting firms)
2. Top 5 vendor’s revenues are close to 60% of the market and have kept their
management teams together for several years. Regulators have allowed a series of
M&As that help the big companies form an oligopoly.
3. Although most of the global companies are American, we start to see Indian
vendors entering the market.
4. Global consulting firms have entered very successfully into the market
5. Given the small market and high cost of localization (language and regulation) we
see very few global ERP and core applications
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Tech Vendors
from 2011
1. At the end of 2018 we have over 500 vendors (range from small boutiques, large
supermarket vendors, holding companies that manage several vendors, global
hardware, software and services vendors and global & local consulting firms)
2. Top 5 vendor’s revenues are close to 60% of the market and have kept their
management teams together for several years. Regulators have allowed a series of
M&As that help the big companies form an oligopoly.
3. Although most of the global companies are American, we start to see Indian
vendors entering the market.
4. Global consulting firms have entered very successfully into the market
5. Given the small market and high cost of localization (language and regulation) we
see very few global ERP and core applications
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CIOs
From 2011
1. The new “super” genius of the Israeli Tech Scene is a 8200 alumni.
They are screened and picked because of their ability to learn quickly,
adapt to change, succeed on a team and tackle what others see as
impossible (so goes the legend). At the end of their service they
usually go to one of the 5000 startups or start their own.
2. Another group that doesn’t come to IT are the alumni of the
Technion, Hebrew, Tel-Aviv and Ben Gurion Universities. They go to
research groups or startups.
3. IT recruits from other units in the IDF and of the several colleges that
offer IT and CS degrees.
4. CEOs have started to find qualified CIOs from the business side and
by doing this the culture of the IT departments is changing.
103
104

Apr-2019
105
CIOs
From 2011
1. The new “super” genius of the Israeli Tech Scene is a 8200 alumni.
They are screened and picked because of their ability to learn quickly,
adapt to change, succeed on a team and tackle what others see as
impossible (so goes the legend). At the end of their service they
usually go to one of the 5000 startups or start their own.
2. Another group that doesn’t come to IT are the alumni of the
Technion, Hebrew, Tel-Aviv and Ben Gurion Universities. They go to
research groups or startups.
3. IT recruits from other units in the IDF and of the several colleges that
offer IT and CS degrees.
4. CEOs have started to find qualified CIOs from the business side and
by doing this the culture of the IT departments is changing.
106
106
this digital native
individuals and their
companies have
created a gap
between their rate of
absorption of
technology and the
technology absorbed
by enterprise IT
105
106

Apr-2019
107
107
108
108
Finance Industry
Health Services IndustryGovernment IT
Everything as a Service
GAME CHANGERS
that cause technology to
adapt, disrupt and
transform enterprises
107
108

Apr-2019
109
109
Pushing the market into developing new financial and technological instruments that will
contribute to competition in the credit market and increased consumer well-being as they
advance.
Removing information gaps, leveraging existing information, and utilizing technological
ability for informed analysis and learning in real time about the credit market will enable
more correct pricing that is more in line with the risk to various layers of the credit market—
households and small and medium businesses—thereby contributing to development of the
market.
Bank Israel changing the game in the Financial Services Industry
Remarks by Bank of Israel Governor Prof. Amir Yaron (02/04/2019)
110
110
Pushing the market into developing new financial and technological instruments that will
contribute to competition in the credit market and increased consumer well-being as they
advance.
Removing information gaps, leveraging existing information, and utilizing technological
ability for informed analysis and learning in real time about the credit market will enable
more correct pricing that is more in line with the risk to various layers of the credit market—
households and small and medium businesses—thereby contributing to development of the
market.
Bank Israel changing the game in the Financial Services Industry
Remarks by Bank of Israel Governor Prof. Amir Yaron (02/04/2019)
109
110

Apr-2019
111
111
• Requiring the banks to establish a board of directors committee for technology and innovation
• Enabling banking corporations to implement cloud computing technology without obtaining a permit
• Implementing regulation of an Open Banking Standard in israel.
• Allowing open banking for data aggregation from the customer’s accounts at various banks, cost
comparison of financial services, etc.
• Allowing banks to become aggregators (platforms) by offering financial value to the customer and
financial intermediation, consulting regarding financial behavior, initiated financial actions (payments,
savings, and so forth), and more
• Customers will be able to use their bank’s website to access information on a nonbank payment card
• Implementation of the EMV standard in the payment card settlement market.
• Adoption of contactless payments via mobile phones, removing barriers for new payment players
from Israel and abroad and
• forcing keying in a PIN code when paying with debit or credit cards
• Allowing banks and credit card companies to increase their use of outsourcing
• Allowing small banks, new credit card companies, and new digital banks to compensate for the
‘disadvantages of small size’ through outsourcing.”
• Allowing for hosting new financial institutions on computer infrastructures of existing institutions
• Customers will be able to open a first bank account digitally from the age of 16
The Banking Supervision Department (Bank of Israel) is
112
112
• Requiring the banks to establish a board of directors committee for technology and innovation
• Enabling banking corporations to implement cloud computing technology without obtaining a permit
• Implementing regulation of an Open Banking Standard in israel.
• Allowing open banking for data aggregation from the customer’s accounts at various banks, cost
comparison of financial services, etc.
• Allowing banks to become aggregators (platforms) by offering financial value to the customer and
financial intermediation, consulting regarding financial behavior, initiated financial actions (payments,
savings, and so forth), and more
• Customers will be able to use their bank’s website to access information on a nonbank payment card
• Implementation of the EMV standard in the payment card settlement market.
• Adoption of contactless payments via mobile phones, removing barriers for new payment players
from Israel and abroad and
• forcing keying in a PIN code when paying with debit or credit cards
• Allowing banks and credit card companies to increase their use of outsourcing
• Allowing small banks, new credit card companies, and new digital banks to compensate for the
‘disadvantages of small size’ through outsourcing.”
• Allowing for hosting new financial institutions on computer infrastructures of existing institutions
• Customers will be able to open a first bank account digitally from the age of 16
The Banking Supervision Department (Bank of Israel) is
111
112

Apr-2019
113
113
Government offices (local and central) will attempt the following projects ( ‫ממשלה‬ ‫החלטת‬1933 )
(30.08.2016) which have to be finished by 2022:
a. Data must be open for citizens/companies to use (open by default)
b. Interconnection between all government bodies (ask it only once)
c. Personal page for individuals and companies that includes all local and central
pertinent information (cuts all bureaucracy)
d. Central cloud for all infrastructure DC
e. Several bodies (Bituach Leumi, Shaam and others) will modernize their systems
f. Most software projects done by the government will publish their code into the
open source world
g. All offices are starting new customer facing projects (digital)in the next 24
months
‫מס‬ ‫ממשלה‬ ‫החלטת‬'1933:
‫לציבור‬ ‫ממשלתיים‬ ‫מידע‬ ‫מאגרי‬ ‫והנגשת‬ ‫הממשלתי‬ ‫המידע‬ ‫העברת‬ ‫שיפור‬
114
114
Government offices (local and central) will attempt the following projects ( ‫ממשלה‬ ‫החלטת‬1933 )
(30.08.2016) which have to be finished by 2022:
a. Data must be open for citizens/companies to use (open by default)
b. Interconnection between all government bodies (ask it only once)
c. Personal page for individuals and companies that includes all local and central
pertinent information (cuts all bureaucracy)
d. Central cloud for all infrastructure DC
e. Several bodies (Bituach Leumi, Shaam and others) will modernize their systems
f. Most software projects done by the government will publish their code into the
open source world
g. All offices are starting new customer facing projects (digital)in the next 24
months
‫מס‬ ‫ממשלה‬ ‫החלטת‬'1933:
‫לציבור‬ ‫ממשלתיים‬ ‫מידע‬ ‫מאגרי‬ ‫והנגשת‬ ‫הממשלתי‬ ‫המידע‬ ‫העברת‬ ‫שיפור‬
113
114

Apr-2019
115
115
HMOs are preparing to use wearable device data, AI ( ML/DL0),
Telemedicine and other tech that can help in early diagnosis, in
treatment and even reduce health care costs
1. Personalized Medicine and “patient at home” require new data centric
initiatives
2. Programable wearables that produce and transmit real time massive
amounts of data
a) Real-time analytics initiative to store and react to data coming in
b) Artificial Intelligence initiative in order to make sense of that data, and
track small changes as they happen and together with medical staff
make personal diagnosis and treatment
3. Automating most of the processes (RPAs) in the backoffice and in the
interaction between medical staff and patients
4. Many more
116
116
HMOs are preparing to use wearable device data, AI ( ML/DL0),
Telemedicine and other tech that can help in early diagnosis, in
treatment and even reduce health care costs
1. Personalized Medicine and “patient at home” require new data centric
initiatives
2. Programable wearables that produce and transmit real time massive
amounts of data
a) Real-time analytics initiative to store and react to data coming in
b) Artificial Intelligence initiative in order to make sense of that data, and
track small changes as they happen and together with medical staff
make personal diagnosis and treatment
3. Automating most of the processes (RPAs) in the backoffice and in the
interaction between medical staff and patients
4. Many more
115
116

Apr-2019
117
117
Hybrid IT is THE real game changer:
• Array of à la carte technological
options such as hardware,
software, or services sourced from
a blend of in-house and cloud
vendors.
• Open Source based solutions will
best meet the needs of Hybrid IT
environments .
118
118
1250 companies/ organizations with IT
departments most of them will introduce
hybrid cloud solutions
SMBs that will make sure that they have
all IT as “cloud” solutions
most companies with older versions ERP CRM
IT that will migrate to “cloud first” solutions
organizations that
will go to the cloud
in next 5 years
117
118

Apr-2019
119
119
organizations that
in next 5 years
120
120On-Prem, Hosted, PaaS and SaaS
applications are not the same, very different
119
120

Apr-2019
121
121On-Prem, Hosted, PaaS and SaaS
applications are not the same, very different
122
122
OPEN-SOURCE SOFTWARE is quickly becoming standard among developers (they see how many
other developers trust the specific software and so assess if will work for them)
Vendors (although anyone can use, download, or modify the code for free) have 3 profitable
options with this products:
1. implement and support the product,
2. teach about the product
3. make the product better in some way
OPEN-SOURCE-CENTRIC software companies at the center of some major M&As
• Salesforce acquired Mulesoft
• Microsoft acquired GitHub
• VMware acquired Heptio
• IBM acquired Red Hat
• Cloudera and Hortonworks merged
• Elastic went public
• Others….
Open Source is king in the Hybrid IT World
121
122

Apr-2019
123
123
OPEN-SOURCE SOFTWARE is quickly becoming standard among developers (they see how many
other developers trust the specific software and so assess if will work for them)
Vendors (although anyone can use, download, or modify the code for free) have 3 profitable
options with this products:
1. implement and support the product,
2. teach about the product
3. make the product better in some way
OPEN-SOURCE-CENTRIC software companies at the center of some major M&As
• Salesforce acquired Mulesoft
• Microsoft acquired GitHub
• VMware acquired Heptio
• IBM acquired Red Hat
• Cloudera and Hortonworks merged
• Elastic went public
• Others….
Open Source is king in the Hybrid IT World
124
124
123
124

Apr-2019
125
125
25 financial companies will either attempt to change their
financial core systems or do a modernization of their present
systems.
All this companies have started or will start in the next 24
months customer facing systems (usually cloud)
5-7 new financial (credit, insurance and banking) (completely
digital) will re-build their complete Backoffice and customer
centric systems
Most projects will start in 2019-2020 although some have
started already
Modernization of CORE Financial Systems
126
126
Oracle, Microsoft, Priority and SAP Business One users will move their ERP/CRM
systems to new versions and move to the cloud .
• There will be move from larger ERP systems to NetSuite and Priority
• SAP Business One will retain most of its clients
• Most SMBs will move their ERP to the cloud
• Many of the other “local” ERPs will lose ground to the top 4 (NetSuite, Priority, SAP
Business one , Microsoft)
120 companies in Israel have SAP
(most of them have moved from R/3 to ECC EHP7 or ECC EHP8).
a. By 2025 most if not all will have moved or will be in the process of moving into S4Hana
(around 200k users at 3kUSD each) and hybrid ERP model
b. A minority ( smaller companies where SAP is not part of the core business systems) will
decide to move into cloud-based systems . Not more than 15-20 companies
c. The start of projects will be like a bell distribution with the center around 2022, starting
2020 and finishing in 2027
ERP V 2020
125
126

Apr-2019
127
127
ISRAEL 2019
Total IT Market Statistics
128
128
127
128

Apr-2019
129
129
130
130
129
130

Apr-2019
131
131
132
132
131
132

Apr-2019
133
DISTRIBUTORS (usually are not shown in our study)
are intermediary reseller entities; between the
original MANUFACTURERS OF HARDWARE
PRODUCTS or SOFTWARE HOUSES and other entities
in the distribution channel (VARs and INTEGRATORS).
VALUE-ADDED RESELLERS (VARs) offer third party
software and hardware to the end user or
integrators at a markup, along with a limited
combination of procurement consulting,
configuration, and customization services (shown
under HARDWARE or SOFTWARE)
INTEGRATORS offer professional’s services
(consulting, developing, implementing or sourcing
manpower) in order to deliver enterprise computer
services to the organization. (shown under VALUE
ADDED SERVICES ).
134
Area company occupies in the circle is
not relevant and has no meaning.
STKI has signed NDAs with the vendors
(revenues, projects) and we tried to
minimize opportunities for backward
engineering of the data .
133
134

Apr-2019
135
“Israeli Positioning” slides
This is NOT a technological or functional positioning
and SHOULD NOT be used as such.
This positioning is intendent to reflect
ONLY THE DEGREE
to which a product is
PRESENT AND SUPPORTED IN ISRAEL
136
X axis (Market Presence)
Installed base; New sales; Mindshare
Y axis
(Local Support):
Number and quality
of support experts,
it’s localization and
language support
and if there is local
R&D
Israeli Product Positioning Slides
Vendors to watch
New players that only
recently entered the
market and therefore
cannot be evaluated
against longtime
players
Global leaders
according to
international analyst
firms
135
136

Apr-2019
137
137
HARDWARE MARKET 2018
138
138
137
138

Apr-2019
139
139TOP VENDORS: Hardware Markets
manufacturers local VARS
140
140
141
156
149
152
162 165
139
140

Apr-2019
141
141
servers
142
142
Servers: manufacturers
141
142

Apr-2019
143
143
Servers: VARS
144
144General Purpose Intel Server: Positioning
143
144

Apr-2019
145
145
Servers: Legacy (non-x86)
146
146Servers: DB/DW, Converged HW and Appliances
manufacturers
145
146

Apr-2019
147
147
VARS
Servers: DB/DW, Converged HW and Appliances
148
148HCI Hyper Converged Solutions – Positioning
147
148

Apr-2019
149
149
clients (PCs)
(commercial use only)
150
150clients (PCs)
149
150

Apr-2019
151
151clients (PCs)
VARS
152
152
storage
appliances
151
152

Apr-2019
153
153Enterprise Storage HW
(Drives, VTL's, Tapes, Storage Networking)
154
154Enterprise Storage HW
(Drives, VTL's, Tapes, Storage Networking)
VARS
153
154

Apr-2019
155
155Enterprise Storage Solutions: Positioning
156
156
networking, VoIP,
security appliances
2017 2018 2019 2020
Enterprise Networking 215,000 2.33% 220,000 2.27% 225,000 2.27% 230,100
Security / Cyber 138,000 7.25% 148,000 5.41% 156,000 3.85% 162,000
VoIP/Call Center
Equipment
49,500 4.04% 51,500 2.91% 53,000 3.77% 55,000
total 402,500 4.22% 419,500 3.46% 434,000 3.02% 447,100
2017 2018 2019 2020
155
156

Apr-2019
157
157Enterprise Networking
manufacturers
158
158Enterprise Networking
VARS
157
158

Apr-2019
159
159Security / Cyber Appliances
manufacturers
160
160Security / Cyber Appliances
VARS
159
160

Apr-2019
161
161VoIP/Call Center Equipment
162
162
self-service &
data-center equipment
161
162

Apr-2019
163
163
Data Center Physical Equipment
164
164
POS +Self Service (ATM/Kiosks/other)
163
164

Apr-2019
165
165
miscellaneous products
(for enterprises only)
166
166Printers, Video, Monitors, Cassettes, others
165
166

Apr-2019
167
167
SOFTWARE MARKET 2018
168
168
167
168

Apr-2019
169
169TOP VENDORS: Software Markets
Software Companies Software VARS
170
170
171
253235
208
191
196
177
183
169
170

Apr-2019
171
171
System Infrastructure
Tools
172
172Infrastructure Software
(OS, Middleware Virtualization, backup, infra automation, private cloud)
Software Companies
171
172

Apr-2019
173
173Infrastructure Software
(OS, Middleware Virtualization, backup, infra automation, private cloud)
Software VARS
174
174Enterprise Backup Solutions: Positioning
173
174

Apr-2019
175
175
Software Companies
Databases (SQL NO-SQL)
176
176
Software VARS
Databases (SQL NO-SQL)
175
176

Apr-2019
177
177
Middleware Tools
2017 2018 2019 2020
AppWEB server,API, ESB, SOA,
BPM, ETL, FTP, Emulation,
Messaging, BRMS etc.
56,000 4.46% 58,500 3.42% 60,500 4.13% 63,000
2017 2018 2019 2020
178
178
Software Companies
AppWEB Server, ESB, SOA, BPM, ETL, FTP, Emulation,
Messaging, BRMS API Mngt. APaaS, ……..
177
178

Apr-2019
179
179
Software VARS
AppWEB Server, ESB, SOA, BPM, ETL, FTP, Emulation,
Messaging, BRMS API Mngt. APaaS, ……..
180
180Application Platform as a Service (APaaS): Positioning
179
180

Apr-2019
181
181
APaaS Solutions
182
182API Management : Positioning
181
182

Apr-2019
183
183
IT Management Tools
IT Service (ITSM)
Business Service Management (BSM)
184
184IT Operations (Asset Management, APM, Monitoring)
and Workload-Scheduling excluding ITSM
Software Companies
183
184

Apr-2019
185
185Job Scheduling Solutions: Positioning
186
186IT Operations (Asset Management, APM, Monitoring)
and Workload-Scheduling excluding ITSM
Software VARS
185
186

Apr-2019
187
187Software CompaniesITSM - Service Desk
188
188Software VARSITSM - Service Desk
187
188

Apr-2019
189
189Dedicated IT Service Desk– Positioning
190
190
189
190

Apr-2019
191
191
Security Software Tools
192
192
Software Companies
Security/ Cyber Software Vendors
191
192

Apr-2019
193
193
Software Companies
Small Boutiques
194
194
Software VARS
193
194

Apr-2019
195
195
Software VARS
Small Boutiques
196
196
Office of the CIO
& Governance Tools
195
196

Apr-2019
197
197
Software Companies
Project & Portfolio Management
198
198
Software VARS
Project & Portfolio Management
197
198

Apr-2019
199
199PPM: Positioning
200
200PPM Tools & Integrators
199
200

Apr-2019
201
201
20
1
PPM 2 Tools & Integrators
202
202
Software Companies
Enterprise Governance, Risk and Compliance (EGRC)
201
202

Apr-2019
203
203
Software VARS
Enterprise Governance, Risk and Compliance (EGRC)
204
204
Development Tools
203
204

Apr-2019
205
205
Software Companies
Development and ALM (including Testing Tools)
for all environments (including Mobile)
206
206
Software VARS
Development and ALM (including Testing Tools)
for all environments (including Mobile)
205
206

Apr-2019
207
207
Dedicated Low Code platforms
208
208
Information Management
Applications
207
208

Apr-2019
209
209
Software Companies
Knowledge Management
(Enterprise Portals, ECM, Search, Collaboration Tools,
E-service Knowledge Bases)
210
210
Software VARS
Knowledge Management
(Enterprise Portals, ECM, Search, Collaboration Tools,
E-service Knowledge Bases)
209
210

Apr-2019
211
211ECM Platform: Positioning
212
212Internal ECM Players
211
212

Apr-2019
213
213Enterprise Portals: Positioning
214
214
Enterprise Portals
213
214

Apr-2019
215
215Dedicated E-service Knowledge-Bases: Positioning
216
216
Dedicated E-service Knowledgebases
215
216

Apr-2019
217
217Enterprise Collaboration Tools (Partial list) : Part 1
218
218
Open source
Enterprise Collaboration Tools (Partial list) : Part 2
217
218

Apr-2019
219
219
Enterprise Search
Open source
220
220BI, Analytics , Fraud, Risk and Data Mgmt. Tools
Aqurate
219
220

Apr-2019
221
221BI and Discovery Analysis : Positioning
222
222BI General Platforms - Part 1
221
222

Apr-2019
223
223
BI General Platforms - Part 2
224
224Analytics & Data Science Platforms: Positioning
223
224

Apr-2019
225
225Data Science Platforms – Part 1
226
226Data Science Platforms – Part 2
225
226

Apr-2019
227
227Data Virtualization Tools
228
228Data Preparation & Data Catalog Tools
227
228

Apr-2019
229
229
DMP – Players
230
230
CDP – Players
229
230

Apr-2019
231
231Digital Output Management
Customer Communication Management
232
232Web Accessibility Software
231
232

Apr-2019
233
233Web Accessibility: Positioning
234
234
Web Accessibility Platforms
233
234

Apr-2019
235
235
Business Applications 1
236
236ERP software (on-prem, hosted, cloud, SaaS)
235
236

Apr-2019
237
237Large-Scale ERP Positioning
238
238SMB + Mid-Large ERP: Positioning
237
238

Apr-2019
239
239
ERP Packages & Integrators: Part 1
240
240
ERP Packages & Integrators: Part 2
239
240

Apr-2019
241
241CRM/XRM software (on-prem, hosted, cloud, SaaS)
242
242CRM Platforms: Positioning
241
242

Apr-2019
243
243
CRM Packages - Part 1
244
244CRM Packages - Part 2
243
244

Apr-2019
245
245Core vertical business applications (on-prem, hosted, cloud, PaaS, SaaS)
(such as billing, core banking etc.)
246
246Core vertical business applications (on-prem, hosted, cloud, PaaS, SaaS)
(such as billing, core banking etc.)
Small Boutiques
245
246

Apr-2019
247
247HR/ Talent Mgmt. / LMS/ Payroll
(on-prem, hosted, cloud, PaaS, SaaS)
248
248HR, Talent Mngt. and Payroll Suites: Positioning
247
248

Apr-2019
249
249HCM, Payroll & Talent Management Suites: part 1
250
250
HCM, Payroll & Talent Management Suites: part 2
249
250

Apr-2019
251
251LMS only (Learning Management Systems)
LMS module as part of HCM/Talent Management suites
252
252
HCM Analytics
251
252

Apr-2019
253
253
Business Applications 2
254
254Contact Center And Multi Channel Engagement Tools
(Chatbots, Virtual IVR, Video, etc.…)
253
254

Apr-2019
255
255Contact Center And Multi Channel Engagement Tools
(Chatbots, Virtual IVR, Video, etc.…) Small Boutiques
256
256
Omni – Channel Platforms
255
256

Apr-2019
257
257Bots Platforms and Products: Part1
258
258Bots Platforms and Products: Part 2
257
258

Apr-2019
259
259Web Content Management + e-Commerce Platforms
260
260Web Content Management Tools - Part 1
259
260

Apr-2019
261
261
Open source
Web Content Management Tools - Part 2
262
262e-Commerce Packages
261
262

Apr-2019
263
263
IoT Tools and Platforms
264
264
Blockchain Software Platforms
263
264

Apr-2019
265
265
Robotic Process Automation (RPA) Tools
266
266
RPA Solutions: Positioning
265
266

Apr-2019
267
267RPA Tools & Integrators
267
Global leader
268
268Marketing Automation Software
(on-prem, hosted, cloud, SaaS)
267
268

Apr-2019
269
269Marketing Automation Solutions: Positioning
270
270
Marketing Automation Platforms – Part 1
269
270

Apr-2019
271
271
Marketing Automation Platforms – Part 2
272
272
Package Israeli rep/Partner
SAP - Qualtrics SAP Israel, B-Pro
Verint Verint
Nice Nice
Howazit Howazit
Almago Voco Matrix
VOC (Voice of the Customer) Players
271
272

Apr-2019
273
273
(Real time) Engagement Decision Hubs
274
274
Customer Experience/ Journey Analytics
273
274

Apr-2019
275
275
VALUE ADDED MARKET 2018
276
276
275
276

Apr-2019
277
277TOP 10 VENDORS: Value-Added Services Markets
278
278
340
306
279
316 324
291
309 313
294
327
351
335
346
277
278

Apr-2019
279
279
Enterprise Consulting
280
280IT Strategy Consulting & IT Analyst Firms
279
280

Apr-2019
281
281
Digital Transformation & Innovation Consulting
282
282
Digital Transformation & Innovation Consulting
Small Boutiques
281
282

Apr-2019
283
283Data Consulting
284
284Data Consulting
Small Boutiques
283
284

Apr-2019
285
285
IT Infrastructure, Delivery, Licensing Consulting
286
286
IT Infrastructure, Delivery, Licensing Consulting
Small Boutiques
285
286

Apr-2019
287
287IT Application Consulting
288
288
CX (Customer Experience) Consulting and Design
287
288

Apr-2019
289
289Cyber/ Security Consulting
290
290Cyber/ Security Consulting
Small Boutiques
289
290

Apr-2019
291
291
Hardware & Software
3rd Party Maintenance
292
292
Third Party Maintenance : Hardware
291
292

Apr-2019
293
293
Third Party Maintenance : Software
Rimini Street Spinnaker Support
294
294
Infrastructure Projects
293
294

Apr-2019
295
295IMPLEMENTATION OF TOOLS
(Consolidation, Virtualization, Monitoring, BSM)
IMPLEMENTATION PROJECTS
(Storage, other Hardware, Data Center Environment and Networking)
296
296
IMPLEMENTATION OF TOOLS
(Consolidation, Virtualization, Monitoring, BSM)
IMPLEMENTATION PROJECTS
(Storage, other Hardware, Data Center Environment and Networking)
Small Boutiques
295
296

Apr-2019
297
297Maintenance & Implementation for Legacy Systems
MVS, OS400, VMS, others
298
298Implementation of Software Tools
(Cloud Integration, Middleware, SOA, BPM, ALM, Testing)
297
298

Apr-2019
299
299Implementation of Software Tools
(Cloud Integration, Middleware, SOA, BPM, ALM, Testing)
Small Boutiques
300
300
Implementation of DevOps Services
299
300

Apr-2019
301
301Cyber Security Product Implementation
302
302
Cyber Security Product Implementation
Small Boutiques
301
302

Apr-2019
303
303
Unified Communication (IM, Video, Voice)
304
304
Unified Communication (IM, Video, Voice)
Small Boutiques
303
304

Apr-2019
305
305
PaaS And IaaS Implementation & Maintenance
306
306
PMO Managed Services
(with SLA)
305
306

Apr-2019
307
307Office of the CIO/ PMO
Implementations & Services
308
308
ALM Q/A & Testing (only enterprise clients)
307
308

Apr-2019
309
309
Professional Education, Skill Training, Mentoring,
Coaching, Fruition and Implementation ‫הטמעה‬( )
310
310
Professional Education , Skill Training,
Mentoring and Coaching
309
310

Apr-2019
311
311Professional Education , Skill Training,
Mentoring and Coaching
PLUS Online Learning
Platforms:
Coursera, LinkedIn,
Lynda, Udemy, Edx,
Skillsoft, Pularsight, etc..
PLUS Online Learning
Platforms:
Coursera, LinkedIn,
Lynda, Udemy, Edx,
Skillsoft, Pularsight, etc..
312
312
Fruition, Implementation (‫הטמעה‬)
311
312

Apr-2019
313
313
Auditing, Governance &
Risk Management Projects
314
314Auditing, Governance & Risk Management
Implementation & Services
313
314

Apr-2019
315
315Auditing, Governance & Risk Management
Implementation & Services
Small Boutiques
316
316
Business Application &
Implementation Projects
315
316

Apr-2019
317
317
ERP Assessments & Implementations
318
318
CRM-XRM Implementations
317
318

Apr-2019
319
319
Contact Center and Multi-Channel Engagement Projects
320
320
Contact Center and Multi-Channel Engagement Projects
Small Boutiques
319
320

Apr-2019
321
321Web & eCommerce Implementation Projects
322
322Web & eCommerce Implementation Projects
Small Boutiques
321
322

Apr-2019
323
323
HR , Talent Mngt & Payroll Projects
324
324
Information Management
Projects
323
324

Apr-2019
325
325Knowledge Management Projects
(ECM, Portals, Collaboration)
326
326Knowledge Management Projects
(ECM, Portals, Collaboration)
Small Boutiques
325
326

Apr-2019
327
327
"Digital " Applications
Projects
328
328
UX Design Projects
327
328

Apr-2019
329
329
UX Design Projects
Small Boutiques
330
330Data, BI, Analytics
(fraud analytics & other special cases)
329
330

Apr-2019
331
331
Small Boutiques
Data, BI, Analytics
(fraud analytics & other special cases)
332
332Marketing Automation Implementation Projects
331
332

Apr-2019
333
333RPA Implementation Projects
334
334Blockchain Implementation Projects
333
334

Apr-2019
335
335
Development
Implementation Projects
336
336General Software Development
(Web, Mobile, Legacy)
335
336

Apr-2019
337
337
Small Boutiques
General Software Development
(Web, Mobile, Legacy)
Aqurate
Small Boutiques
338
338New Core Projects
(Modernization and/or Package Implementation)
337
338

Apr-2019
339
339
IoT Implementation Projects
340
340Outsourcing
& Managed Services
339
340

Apr-2019
341
341Complete and/or Application Outsourcing (Client Owns HW)
Application Support Outsourcing (SLA Based)
342
342
Infrastructure Types of Outsourcing
(infrastructure operations, Storage Mngt, DBA services)
341
342

Apr-2019
343
343Off-site Data Center includes Operations and DRP
(Client owns the HW)
344
344
Help Desk Outsourcing Services
343
344

Apr-2019
345
345
Cyber Security Managed Services (ie: SIEM Service)
346
346
Cloud Services
for Enterprises (only)
345
346

Apr-2019
347
347
organizations that
in next 5 years
348
348Business Services as a Service
BSaaS for IT in Enterprises
(Salaries, Payments, BPO, etc)
347
348

Apr-2019
349
349Platform as a Service (PaaS) and Infrastructure as a Service (IaaS)
Public & Enterprises only
350
350Disaster Recovery as a Service (DRaaS)
349
350

Apr-2019
351
351
Team Expansion Services
Staff Augmentation
352
352
Team Expansion on-premises
351
352

Apr-2019
353
353
Team Expansion on-premises
Small Boutiques
354
354
Team Expansion Near-site (off premises)
353
354

Apr-2019
355
355Team Expansion Near-shore
356
35642
Any questions or comments
please contact me:
Dr. Jimmy Schwarzkopf
jimmy@stki.info
972 9 790 7000
355
356

STKI IT Market Study 2019 version 2

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STKI IT Market Study 2019 version 2