8. To transform, Service Providers must bridge the “new
normal” gap with an innovation engine
Service Provider Enterprise Customer
Innovation Engine
Deliver enterprise customers the
agility needed to move into and Evaluation Criteria
within the cloud
Customer Experience
ENTERPRISE DEMAND
Migrate customers Agility Cost
FOR INNOVATION
VPDC IaaS PaaS SaaS
infrastructure and link to Quality Capability
providers cloud Security Risk
Catalog
Provide insight into IT
Orchestration constraints and business
Service
demands Providers
Insight must fill
Secure and Manage - the this
growing
transaction link between the
enterprise and the providerfor
gap
customers
Establish, monitor contracts and
Optimize SLA’s; optimize the customer
ENTERPRISE CAPACITY FOR
experience
INNOVATION
Extensible Value
Deliver value-added services,
exploiting new technologies and
the cloud
8
9. La Strategia Oceano Blu
Confini definiti e accettati da tutti Un nuovo perimetro
Regole del gioco competitivo note Creazione di nuova domanda
Costante tentativo di superare le Aggirare la concorrenza senza
performance rivali sugli stessi fattori combatterla
L’unico fattore determinante diventa il Non è necessario allontanarsi
prezzo troppo dai confini di settore
Concorrenza all’ultimo sangue
10. Il Framework delle quattro azioni
La nuova Curva del Valore (Value Streams)
RIDURRE
Quali fattori andrebbero
ridotti al di sotto dello
standard di settore ?
ELIMINARE CREARE
Tra i fattori che Nuova
Tra i fattori mai offerti dal
l’industria da per Curva del settore quali dovrebbero
scontato, quali Valore essere creati ?
andrebbero eliminati ?
AUMENTARE
Quali fattori andrebbero
aumentati al di sopra dello
standard di settore ?
11. “CA Market Dynamics”
CA Business Planning Services to Collapse Service Provider Time to Revenue -
Stages consistent with CA competitive advantage –
helps service providers build their margin by getting to market fast
Business Modeling to
(Cloud) Service Market Launch and
maximize profit and
Portfolio Planning Sales Enablement
accelerate breakeven
• A compelling • Pricing and • Acceleration of lead
differentiated set of packaging of generation
cloud services planned services • Rapid spin-up of
• Phased service • Initial customer marketing and sales
launch to take adoption and staff
market share service growth
11
12. Components of CA Market Dynamics
Launch Strategy Service Portoflio Expense
& Goals Planning Modeling
• Local market • Service offers, • Hardware
demand launch sequence planning
• Competitive • Pricing & • Implementation
analysis packaging & staffing
Sales & Channel Co-branded Awareness &
Demand
Development Marketing Assets
Generation
• Sales enablement • Content library • Webinar Content,
training & for rebranding best practices
playbooks • Collateral & • Marketing
• Business value multi-media development
justification funds
12
13. Suggested Service Offers, and Real World Pricing (US)
Share of 2010 market
and 5 year growth rate¹
‒ $15/user/month – messaging
SaaS ‒ $40/user/month – messaging + email
20% MESSAGING
REVENUE
EMAIL ‒ $3165/month email up to 1000 users
47 ‒ $5000/month email up to 5000 users
% ‒ $7150/month email up to 10000 users
VIRTUAL PRIVATE
DATA CENTER Launch virtual
‒ $2800/month – 32 Core 48 Gb server/storage,
PaaS memory 1Tb live & backup storage,
39%
‒ $4800/month – 64 core, 128 Gb, 2Tb/2Tb
PaaS, and VPDC
‒ $7500/month – 192 core, 192 Gb, 4Tb/4Tb now to take
advantage of
10 PLATFORM AAS current market
% ‒ $199/month – 1 node, 1.5 CPU core, 2304 MB RAM, 90 GB storage demand
‒ $634/.month – 2 nodes, 5 CPU cores, 7680 MB RAM, 300 GB
storage
IaaS ‒ $1984/month – 4 nodes, 16 CPU cores, 24576 MB RAM, 960 GB
30%
storage
43
% VIRTUAL PRIVATE ‒ $30-90/month – Linux Follow with SaaS
SERVER (IaaS) ‒ $40-100/month - Windows after experience
and knowledge
of local market
LAUNCH demand grow
¹ Source: Total 2010 Public Cloud Market: $22.2B. IDC Worldwide & Regional Public IT Cloud Services 2010-2014 Forecast, June 2010
How Service Providers are Leveraging CA Technologies to Make Money in the Cloud