E20 a supply and market analysis by G. Cattaneo and D. Bradshaw IDC
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Presentation given at the "Enterprise 2.0 in Europe" workshop where the results of the interim report of the “Enterprise 2.0 study were presented and discussed with experts Brussels, 14th of September 2010
![Agenda ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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E20 a supply and market analysis by G. Cattaneo and D. Bradshaw IDC
- 1. E20: a Supply and Market Analysis Gabriella Cattaneo and David Bradshaw IDC Bruxelles, September 14, 2010
- 3. Sizing up and forecasting the E20 Market value for the EU, US, Asia;
- 4. Description of main players, their offerings and their opinions about this market perspectives;
- 5. Analysis of market dynamics by business sector, company size and key success factors.2
- 7. Content: Tools supporting the Finding, labeling and sharing useful content/informationCollaboration: Wiki/collaboration/authoring and (shared in real-time) project work tools Integrated suites offering all the above functionalities “Embedded” E20 systems : Extensions of collaboration, knowledge management, document management and similar tools with E20 functionalities (ex.salesforce.com Chatter application) 3
- 8. 4 The EU Market for Enterprise 2.0 97 €M 159 €M 559 €M Today, 0.13% of EU SW Market Market size includes software license, maintenance and subscription fees for licensed on-premise software, SaaS/cloud services and open-source. Source: IDC 2010 Source:/Notes:
- 9. Worldwide E20 Market sizes*, €m 5 2,271 €M 595 €M 357 €M *Market size includes software license, maintenance and subscription fees for licensed on-premise software, SaaS/cloud services and open-source. Source: IDC 2010
- 10. EU market sectors sizes*, €m 6 209.6 €M 114.8 €M 114.9 €M 68.9 €M 50.9 €M Source: IDC 2010
- 11. Potential Services Markets Associated withE2.0 in the EU (2009) 7 97 €M 134 €M 179 €M Source: IDC 2010
- 13. Served by a mix of local and international players (mainly US)
- 15. Vendors believe that most EU organizations do not yet perceive Enterprise 2.0 as relevant to the mainstream of the business.
- 16. A market in transition
- 17. From a market for a set of tools for teams working together to a vital means of generating business value and competitive edge.8
- 25. Tata Consulting Services (India)
- 27. The trajectory of almost all vendors is toward a full suite that covers all three areas, while maintaining strength in the "core" area that is at the heart of the vendor's differentiation from other players in the market.
- 28. Almost all vendors that were willing to disclose their growth numbers reported strong growth, and some reported 100% or more
- 29. Some of those unwilling or unable to go "on record" over their growth performance also said that growth was strong10
- 31. European vendors were more likely to build multi-language capabilities into their products from the start
- 32. European vendors were generally smaller (APAC vendors did not disclose their sizes; Tata Consulting Services is clearly a very large organization, though this does not tell use the size of its E2.0 product group). 11
- 35. Most of the major E2.0 software vendors are US-based, or companies with a strong presence there
- 36. Their early reference customers (typically other software companies) are often familiar to the buyers.
- 37. The software industry “eats its own dog-food”
- 38. Software vendors outside the US will typically try to enter the US market as soon as they are able
- 39. According to vendors, US buyers typically move faster than European buyers.
- 40. US buyers often decide to go straight to a full roll-out
- 41. This seems linked to a homogenous business environment
- 42. Similar European buyers typically do pilot roll-outs with a small number of users, then move step-by-step in roll-out programs.
- 43. An attempt to build consensus amongst business units/users?
- 44. US customers are also more open to using cloud-based services, which increases roll-out velocity
- 45. Though EU customers are catching up, there is still a significant gap13
- 47. Focus on Customer service and identify and articulate customer benefits
- 48. Address business needs rather than technology needs
- 49. Provide proof of effectiveness
- 50. Invest in security and availability features
- 51. Be aware or privacy concerns
- 52. Support Change Management Features
- 53. Eat your own “dog-.food” 14
Hinweis der Redaktion
- Our working product definition consisted of three strands were:Tools for identifying people with expertise, knowledge or interest in a particular area and linking to themTools for finding, labeling and sharing useful content/information (authoring)Tools for Wiki/collaboration/authoring and project workWe also included products that were afull suite of offerings including the three capabilities above with cross-links and a shared knowledge-base.
- We have shown public sector because we had it as a by-product of the overall forecasting process.
- Note that this is slightly different from the chart in the report, as I realized that there are a lot of other consulting services that vendors can sell – such as strategic consulting.