Saugatuck Glue Con.051209.Mwest

HARNESSING THE CLOUD

Mike West
Westport, CT
Vice President
Phone: 203-454-3900
Program Director
Cloud Research Board ™
Saugatuck Technology

The Evolving Cloudscape
The focus shifts over time from cost-effective delivery of stand-alone application services
(Wave I), to integrated business solutions enabled by web services APIs and ESBs (Wave
II), to workflow- and collaboration-enabled business transformation (Wave III), leading to
measured, monitored and managed business processes (Wave IV).
By 2012, Cloud Computing will capture at least twenty five percent of IT spending growth.

Beyond Software-as-a-Service: Cloud Computing
High
SaaS 1.0 SaaS 2.0 Cloud Computing
Wave III: 2008-2013 Wave IV: 2011-2016
Wave I: 2001-2006 Wave II: 2005-2010
Workflow-Enabled Measured, Monitored, Managed
Cost-Effective Integrated
Business Transformation Business Processes
Software Delivery Business Solutions

Post-SaaS
Adoption

• End-to-End Cloud Business Processes
• Intelligent Hubs Linking Platforms
Ubiquitous SaaS
• Virtualization on Mobile Devices
• Focus on Business Transformation
Mainstream SaaS
• Elastic Cloud Infrastructure
• ISV to SaaS Enablement
• Integrated w/ Business
• Standards for Workload Portability
• Server and Application Virtualization
• SaaS Integration Platforms
Early SaaS
• SLAs for Composite Service Offerings
• Stand-alone Apps • SaaS Development Platforms (PaaS)
• Business Marketplaces
• Support at Business Process Level
• Multi-tenancy • Public Cloud Infrastructure (IaaS)
and SaaS Ecosystems
• Limited Configurability • Cloud Collaboration Platforms
• Customization Capability
• Focus on TCO / rapid • Customized, Personalized Workflow
• Focus on Integration
deployment

Low
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Source: Saugatuck Technology
Page 2
Entire contents © 2009 Saugatuck Technology Inc.
All rights reserved.

Harnessing the Cloud

The Boundary-Free Enterprise
• Agile Economies
• Speed of Response
• Mobile Knowledge Workers
• Global Organizations
• Virtual Integration
• Distributed Networks
• Mobile Devices
• Browsers
• …and the Cloud

Chart: 3

The Boundary-Free Enterprise
20th Century Organization – 21st Century Organization –
“Within Bounds and Borders” “Boundary-Free and Global”

Economies of Scale Agile Economies

Volume Production Speed of Response

Industrial Plant Workers Mobile Knowledge Workers

Local, Regional, National Global Organizations

Vertical Integration Virtual Integration

Hierarchical Structures Distributed Networks

Planes, Trains and Automobiles Mobile Devices, Browsers and the Cloud

Chart: 4

Market Glue: Cloud Taxonomies and Ecosystem Models

• Troy Angrignon‟s “Cloud Computing Ecosystem Map v1.0: Standing on
the Shoulders of Giants“.
• Peter Laird‟s Cloud Taxonomy Map
• Michael Sheenan‟s 3-Layer Cloud Taxonomy
• Alistair Croll‟s Migration Taxonomy
• James Urquhart and David Berlind‟s Whiteboard
• And many more…

Disclaimer 1: One thing the following Saugatuck Cloud Ecosystem Model
does NOT do is map the relationship of the blogosphere and open source
communities to the 5 layers. Examples: Cloudave, Data Portability, InfoQ,
and Programmable Web.
Disclaimer 2: The sample vendor lists that follow are far from exhaustive,
constantly revised, and frequently out of date, due to new startups, M&A or
business failure. Sample vendor lists are meant to be illustrative instances.
Chart: 5

Saugatuck Cloud Ecosystem Model
Business Process Outsourcing,
Level 4
Managed Services,
BPO & MSPs
Business & Information Services

Software as a Service, Level 3
SaaS
Related Services

Cloud Development, SaaS Integration,
Cloud Platforms & Hubs Level 2
Services Hubs, e.g., Billing, Security and Mobility,
Related Services

Cloud Infrastructure,
Cloud Infrastructure Level 1
e.g., Hosting, Execution and Storage,
Related Services

Level 0
Technology Suppliers Hardware, Software, Networking and Services

Page 6

Technology Suppliers
Level 0 – Technology Suppliers
BPO & MSP Level 4
• Suppliers of hardware, system software and utilities,
data center management software, networking
equipment, hardware and software, and associated
services. These offerings are the underpinnings of
SaaS Level 3
Cloud Computing offerings for both Public and
Private Clouds.
• Sample vendors: 3Tera, 10gen, Appistry, Cisco,
Platforms & Hubs Level 2
CohesiveFT, Citrix, Dell, Elastra, Enomaly,
Gigaspaces, HP, IBM, InfoQ, Jumpbox, Linxter,
Cloud Microsoft, Nirvanix, Novell, Orchestr8, Parallels, Red
Level 1
Hat, Rightscale, rPath, Snaplogic, Softex, Oracle/Sun
Infrastructure
Microsystems, Verio, VMware.
Technology Level 0
Suppliers

Critical Issues - Innovation, Evolving software and hardware standards for cloud migration
and workload portability, Management of workloads in the cloud, Brand building, Channels and
Partners.

Chart: 7

Cloud Infrastructure
Level 1 – Cloud Infrastructure
• Cloud-based On-Demand Infrastructure providers
BPO & MSP Level 4
and platforms that host SaaS and other on-demand
solutions and provide service offerings to manage
infrastructure platforms (collocation); these solutions
SaaS Level 3
may rely on partnerships with Level 2 providers, such
as Cloud Development (Platform as a Service), SaaS
Integration and Services Hubs – e.g., SaaS billing,
Platforms & Hubs Level 2 Cloud-based Security and Mobility-as-a-Service
providers – to provide a more complete offering and
attract SaaS vendors or ISVs migrating to SaaS.
Cloud • Sample vendors: 7Global, Affinity, Amazon,
Level 1
Infrastructure AppNexus, AT&T, Attenda, CanadaWeb, Connectria,
Citrix, EMC, GoGrid, Google, Hostways, IBM, iLand,
Technology iTricity, Joyent, Layered Technologies, Mediatemple,
Level 0
Suppliers Microsoft, Mosso (Rackspace), Oracle, Navisite,
NetSourcing, Nirvanix, NTT Europe, OpSource,
PEER1, Planet Northstar, Qwest, Rackable, SAVVIS,
ServePath, Siennax, Terremark, Verizon, Wizmo.
Critical Issues - Trust, Evolving software and hardware standards for cloud migration and
workload portability, Management of cloud workloads, Billing and payments, Performance and
SLAs, Brand building, Partners and Channels
Chart: 8

Platforms & Hubs
Level 2 – Platforms & Hubs
• Cloud Development (Platform as a Service), SaaS
BPO & MSP Level 4
Integration, Services Hubs, e.g., billing, administration,
aggregation, security and mobility solutions, systems
and infrastructure management, data warehousing,
SaaS Level 3
data access and analysis, and related professional
services.
• Sample vendors: AlertLogic, Antenna Software, Aria,
Astadia, Appirio, Bluewolf, Boomi, Business Objects
(SAP), Cast Iron, Coghead, Cognos (IBM), Comrange,
Conformity, Corda, EnStratus, eVapt, Fiberlink,
Cloud Force.com, FREEpository, Google, Gnip, Hubspan,
Level 1
Infrastructure Hyperion (Oracle), Informatica, Intalio, IP Applications,
IT Factory, Jamcracker, Lotus (IBM), Mashery,
MindTouch, Model Metrics, Morph Labs, Okere,
Technology Level 0
Perimeter eSecurity, Pervasive, Prolifiq, Purewire,
Suppliers
Qualys, Reflex Security, Serena, Service-now.com,
Stratus Security, Symantec, Synchronoss, Vertica,
Vindicia, Visual Mining, Webroot, Wolf, Zscaler, Zuora
Critical Issues - Trust, Hubs for Identity, Reputation and Assurance; Billing and payments,
Performance and SLAs, Standards and interoperability, Brand building, Partners and
Channels
Chart: 9

SaaS
Level 3 – SaaS
• Software as a Service (Waves I-III) and related
BPO & MSP Level 4
professional services. These are business solutions
delivered from the Cloud, typically in a multi-tenant
architecture, and billed by subscription, units of
SaaS Level 3
consumption, size of enterprise or other metric on a
recurring, periodic basis.
• Sample vendors: Athena Health, Apttus, Ariba, Axentis,
Platforms & Hubs Level 2 Birch Street Systems, Blackboard, Cadence,
Cisco/Webex, Concur, Constant Contact, Coupa,
DealerTrack, DemandTec, Dream Factory, EthicsPoint,
Cloud Facebook, Google, Intacct, Intuit, Kenexa, Ketera,
Level 1
Infrastructure LivePerson, LoopNet, Lucidera, Mamut, MySpace,
NetSuite, Omniture, Plexus Online, Prolifiq Software,
Technology RightNow, Riskonnect, Salesforce.com,
Level 0
SuccessFactors, Taleo, Ultimate, Vocus, Workday,
Suppliers
Workstream, Xactly, Xora, Yahoo, Zoho
Critical Issues - Innovation, Trust, Composite Solutions; Billing and Payments,
Performance and SLAs, Standards and Interoperability, Brandbuilding, Partners and
Channels

Chart: 10

BPO & MSPs
Level 4 – BPO & MSP
• Business Processing Outsourcing (BPO), Managed
BPO & MSP Level 4
Services, Business and Information Services. These
services are based upon the specialized expertise of
the provider and typically delivered in conjunction
SaaS Level 3 with a Cloud-based solution, e.g., SaaS, Mobility as a
Service, Cloud-based security, sourcing, data
warehousing, etc.
• Sample vendors: AlertLogic, Ariba, AT&T, Cognizant,
Dell, EDS (HP), Fiberlink, IBM, Infosys, iTricity,
Ketera, Perimeter eSecurity, Reflex Security, Verizon,
Cloud Wipro and the rest of India, Inc.
Level 1
Infrastructure
Technology Level 0
Suppliers

Critical Issues – Cloud Provider relationships, Customer relationships, Trust, Innovation in
Solutions and Delivery Options, Management of Composite Solutions, Performance and
Service Level Agreements

Chart: 11

“. . . –as-a-Service” Taxonomy

IaaS PaaS SaaS ITaaS
Infrastructure-as-a-Service Platform-as-a-Service Software-as-a-Service IT-as-a-Service

Business Process Outsourcing, Business Process Outsourcing, Business Process Outsourcing, Business Process Outsourcing,
Level 4 Level 4 Level 4 Level 4
Managed Services, Managed Services, Managed Services, Managed Services,
Business & Information Services Business & Information Services Business & Information Services Business & Information Services

Software as a Service, Software as a Service, Software as a Service, Software as a Service,
and Related Services and Related Services and Related Services and Related Services

Cloud Development, SaaS Cloud Development, SaaS Cloud Development, SaaS Cloud Development, SaaS
Integration, Services Hubs, e.g., Integration, Services Hubs, e.g., Integration, Services Hubs, e.g., Integration, Services Hubs, e.g.,
Billing, Security, Mobility, and Billing, Security, Mobility, and Billing, Security, Mobility, and Billing, Security, Mobility, and
Related Services Related Services Related Services Related Services

Cloud Infrastructure, Cloud Infrastructure, Cloud Infrastructure, Cloud Infrastructure,
e.g., Hosting, Execution and e.g., Hosting, Execution and e.g., Hosting, Execution and e.g., Hosting, Execution and
Storage, And Related Storage, And Related Storage, And Related Storage, And Related
Services Services Services Services

Hardware, Software, Networking
Hardware, Software, Networking Hardware, Software, Networking Hardware, Software, Networking
and Services
and Services and Services and Services


Consider the combinations of IaaS with PaaS and PaaS with SaaS and the stickiness
they bring to the customer relationship via the leverage they provide to the customer.

Page 12

Post-Crash Business Drivers for Cloud Buyers

Business Drivers
Implementation cost 43%
Availability of cost-effective, responsive tiered user support 30%
Key Drivers
Implementation timeframe • Cost
26%
Solution deployment/usage methods (on premise, hosted … • Support
25%
Availability of implementation resources • Speed
23%
Service

Relationship with technology vendor 20%
Payment methods (license plus maintenance, usage-… 18%
No-obligation trial or pilot program 17% Decreasing Loyalty
Relationship with implementer (VAR, system integrator, etc) 16% to Legacy Brands
Services delivered by brand name vendor 16% and Relationships?
Availability of multi-year pricing incentives 15%
Availability of flexible billing terms 14%

% 10% 20% 30% 40% 50%
Percent

Source: Saugatuck Technology Inc., 2009 SaaS Survey (Dec „08), N=1788, TOP THREE so results equal more than 100%

Saugatuck Insight: Far and away the most important business driver for Cloud buyers is
Implementation Cost. Given this global survey was taken 8-10 weeks after the start of the
economic collapse (in mid-September 2008), it is not surprising to see this result.
At the same time, it is interesting to note that buyers rank the relationship with existing
channel / implementation partners and brand name vendors at the low-end of business
drivers, along with multi-year pricing incentives and billing flexibility.
Page 13

Cloud Technology Considerations by Geography

Technology Considerations United States Europe Asia
69.8% 61.0% 73.5%
Robust backup/recovery capabilities
67.8% 57.6% 71.8%

higher levels for all responses
Robust disaster recovery capabilities
51.4% 49.9% 63.5%
Software development platform & tools

wide range (45 points)
49.0% 46.6% 61.7%
Web Services API
45.5% 47.8% 59.1%
SLA compliance data
40.6% 42.5% 56.0%
SOA architecture
37.7% 46.7% 53.7%
Display data on mobile devices
32.4% 42.1% 55.9%
Multi-tenancy based solution

37.2% 41.4% 55.0%
Support for Web 2.0 mashups
34.3% 45.1% 52.4%
Update data via mobile devices
24.9% 41.9% 53.0%
Appliance form factor
Source: Saugatuck Technology Inc., 2009 SaaS Survey (Dec „08), N=1788

Saugatuck Insight: Notable differences in the key technology considerations driving demand
across geographies, especially among Asian executives. Mobile device support is more
important in Europe and much more important in Asia than in the United States. Please note
the much wider range of responses in US and higher levels for all responses in Asia

Page 14

Purchase Plans – Collaboration & Social Computing
Please indicate when your company plans to purchase a SaaS solution in each of
the following categories:
All Sizes 100-300 300-500 500 to 1000 1000 to 2500 2500 to 5000 Over 5000
2009 2011 2009 2011 2009 2011 2009 2011 2009 2011 2009 2011 2009 2011 > 60 %
52 - 60 %
Email 48.4% 64.8% 54.5% 71.8% 51.3% 72.8% 52.1% 69.3% 47.0% 62.8% 44.9% 59.9% 42.9% 56.5%
44 - 52 %
Web Conferencing 47.7% 66.7% 44.5% 67.6% 45.5% 69.7% 49.0% 69.5% 45.2% 63.6% 53.6% 69.0% 49.3% 63.9% 36 - 44 %
Calendaring 41.0% 59.4% 46.1% 64.3% 46.8% 72.5% 40.2% 64.1% 40.7% 58.3% 42.1% 57.3% 35.2% 48.9% < 36 %
“Office” Suite 40.9% 61.2% 46.0% 69.0% 42.2% 67.2% 39.2% 61.2% 36.1% 55.6% 34.7% 51.5% 41.7% 58.8%
Project Management 40.8% 62.4% 44.5% 66.1% 40.3% 68.2% 41.6% 66.8% 40.0% 61.9% 43.3% 59.1% 37.7% 56.3%
Business Collaboration 39.6% 61.3% 40.4% 62.0% 39.1% 67.0% 43.0% 64.0% 33.2% 60.4% 41.8% 59.4% 39.5% 57.9%
Forums 34.7% 53.5% 34.0% 56.2% 37.7% 61.9% 34.4% 56.3% 31.5% 50.9% 37.8% 54.9% 34.5% 47.1%
“Communities” 34.7% 55.0% 36.0% 57.7% 37.8% 62.2% 36.2% 56.9% 31.2% 53.5% 32.7% 56.4% 33.9% 48.9%
Social Networking 33.9% 51.4% 37.9% 55.9% 34.8% 58.8% 35.5% 54.4% 31.9% 50.9% 33.1% 53.0% 31.0% 43.2%
Whiteboards 33.0% 53.3% 34.1% 54.8% 36.7% 62.9% 36.2% 58.5% 28.0% 53.1% 38.4% 55.5% 29.2% 44.8%
Blogs 32.9% 50.9% 34.1% 54.6% 37.1% 60.3% 33.7% 52.3% 30.7% 47.4% 31.3% 52.1% 31.1% 44.5%
Content Tagging 32.8% 52.9% 35.3% 54.7% 37.7% 63.2% 33.1% 57.2% 29.2% 52.8% 37.6% 54.5% 28.7% 44.4%
Wikis 32.5% 50.6% 33.7% 51.6% 37.6% 56.8% 30.5% 52.5% 29.0% 47.9% 32.5% 54.2% 31.9% 45.9%
Source: Saugatuck Technology, Web Survey December 2008, N=1788

Saugatuck Insight: The sweet spot in collaboration and social networking tools is clearly the small
and mid-sized market (100-1000 employees), with the 300-500 employee segment particularly
promising. It is worth noting that for all sizes, an upside of nearly 20 percent from 2009 to 2011
pertains to all categories of collaboration and social networking tools. However, large enterprises
(2,500 employees and above) do not show the same level of interest in these solutions in comparison
to smaller enterprises with the exception of Project Management and Business Collaboration, where
there is a nearly 20 percent increase from 2009 to 2011.
Page: 15

SaaS and Core Business Systems
Between 2009 and 2012, at least 40 percent of upper mid- to large-enterprises will seriously
evaluate SaaS-based “core” financial solutions, as well as broader operational systems and
requirements (e.g., order management, procurement, ERP, HR).

Key catalysts that will drive mid-to-large
High
Adoption of SaaS
enterprises to migrate to SaaS-based
for Collaboration,
financial systems (“Core” and “Non-Core”)
Self-Service, CRM
• Dramatically lower costs
and SFA
• Simplification of the upgrade / release
management process
“Upper-Mid” to
• Powerful integration tools (apps / data)
“Small” to “Mid”
“Large” Enterprise
• Advances in SaaS application customization Enterprise
capabilities to support personalized workflows
Broad SaaS
• Easier access to next-gen technology
Adoption
and architectural advances
Curve
Adoption of SaaS
for “Core” and “Non-
Core” Financial Systems /
SaaS “Tipping-Point”
Operational Processes
(General Market)

Early Mainstream
Early Mainstream
Low Adoption
Adoption Adoption

2014
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Page 16

Worldwide Buying Preferences – Channel Options

Leading Regional Preference
IT Consultancy

United States
Direct from SaaS
Solution Provider
Service

Industry-specific VAR
or System Integrator
Europe
Local/Regional VAR
or System Integrator

Managed/Hosted
Services Provider Asia
Business
Consultancy
(e.g., accounting firm)
% 20% 40% 60%
Source: Saugatuck Technology, Web Survey December 2008, N=1788

Saugatuck Insight: Channel strategy must be tailored to geography. The US ranked “direct from
provider” highest; Europe and Asia ranked “IT consultancy” highest. IT consultancy channel is ranked
highest overall due to ranking in Europe and Asia. Note also the much higher preference for “Business
consultancy” in Europe and Asia. “Local/Regional VAR or system integrator” is most popular in Asia.

Page: 17

Industry Buying Preferences – Channel Options
Channel Preferences, By Industry

Manufacturing

IT Consultancy
Technology

Direct from SaaS Solution Provider
BusinessServices
Industry-specific VAR or System Integrator

Healthcare &
Local/Regional VAR or System Integrator
Pharmamaceutical

Managed/Hosted Services Provider
Retail

Business Consultancy (e.g., accounting firm)
Public Services &
Education
Online Business/Services Marketplace

Financial Services
Other (please specify)

Transportation &
Energy

% 20% 40% 60%

Chart: 18

Channels and Partners in the Cloud: Monetization
• Who owns the customer?
BPO & MSP • What is the best way to
Level 4

compensate channel
partners?
SaaS Level 3
• Is the partner paid a
commission for managing a
customer that the vendor
owns?
• Or does the partner own the
Cloud Level 1
Infrastructure customer and pay a revenue
share?
Technology
• Can the partner up sell its
Level 0
Suppliers
own offerings and keep it all?
Saugatuck Insight: Billing and payment systems are the key to monetization of cloud businesses.
Without a sufficiently complete and flexible solution for billing and payments, the cloud provider will be
constrained to realize the opportunities the market presents. Support for channels and partners with
complete flexibility will be essential. This is not a DIY project. Find a cloud-based hub that provides
these services and do not waste your resources reinventing the wheel. You can buy them cheap.
Chart: 19

Transformation Effects of Cloud Solutions
• Revenue Expansion
• Shift from Capex to Opex
Enable • Quicker Time to Market
• Lower Cost of Operations
• Increased Profits
• Virtual Value Chains
High Impact
• Distributed Organizations
• Cloud-based Startups
The 4 Waves Cloud

SaaS Providers SaaS
Transforming
SaaSEvolving
Providers Wave IV
Wave III
Wave II
Wave I

Business
Cloud Providers
Organizations
2003 2005 2007 2009 2011 2013 2015

• Innovative Solutions
• Mature Functionality
• Integration Capability
Enterprise-Ready
• Cross Solution Workflow
• Development Platforms
• Composite Solutions Require
• High Availability 5 9‟s
• Transparency, SLAs
• Backup & Recovery
• Trusted Providers

Chart: 20

The Evolving Cloudscape
The focus shifts over time from cost-effective delivery of stand-alone application services
(Wave I), to integrated business solutions enabled by web services APIs and ESBs (Wave
II), to workflow- and collaboration-enabled business transformation (Wave III), leading to
measured, monitored and managed business processes (Wave IV).
By 2012, Cloud Computing will capture at least twenty five percent of IT spending growth.

Beyond Software-as-a-Service: Cloud Computing
High
SaaS 1.0 SaaS 2.0 Cloud Computing
Wave III: 2008-2013 Wave IV: 2011-2016
Wave I: 2001-2006 Wave II: 2005-2010
Workflow-Enabled Measured, Monitored, Managed
Cost-Effective Integrated
Business Transformation Business Processes
Software Delivery Business Solutions

Post-SaaS Adoption
Adoption

• End-to-End Cloud Business Processes
• Intelligent Hubs Linking Platforms
Ubiquitous SaaS Adoption
• Virtualization on Mobile Devices
• Focus on Business Transformation
Mainstream SaaS Adoption
• Elastic Cloud Infrastructure
• ISV to SaaS Enablement
• Integrated w/ Business
• Standards for Workload Portability
• Server and Application Virtualization
• SaaS Integration Platforms
Early SaaS Adoption
• SLAs for Composite Service Offerings
• Stand-alone Apps • SaaS Development Platforms (PaaS)
• Business Marketplaces
• Support at Business Process Level
• Multi-tenancy • Public Cloud Infrastructure (IaaS)
and SaaS Ecosystems
• Limited Configurability • Cloud Collaboration Platforms
• Customization Capability
• Focus on TCO / rapid • Customized, Personalized Workflow
• Focus on Integration
deployment

Low
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Page 21

Saugatuck„s Cloud Research Board ™

Cloud Research Board – Saugatuck„s Cloud Research Board ™ is a broad-based
community of interest focusing on Cloud Computing in all of its aspects. Membership in
the Saugatuck Cloud Research Board ™ is open both to vendors and end-users, who
share an interest in this evolving phenomenon.
• You can register at www.saugatech.com/crbsignup.htm using valid and verifiable
business contact info.
• Members will be part of a special research panel for the purpose of survey research and
interviews – with a commitment to participate in 4-6 web surveys and / or short
telephone-based interviews per year. In return, Cloud Research Board ™ members will
have early access to special research program insights from various Cloud Research
Board ™ initiatives.
• In addition, members are automatically registered to receive Saugatuck‟s weekly
Research Alerts.
• Members are eligible for special incentive pricing programs for Saugatuck‟s subscription
research offering, Continuous Research Service (CRS).
• Members will have full access and posting rights to Saugatuck Technology blogs (TBA –
mid-2009).
• Members may also apply to be considered for membership in the Saugatuck Cloud
Council ™.

Chart: 22

How to Contact: Regional Sales Offices
US OFFICES INTERNATIONAL

Headquarters Germany
Saugatuck Technology Inc. Saugatuck Technology Inc.
49 Riverside Ave. Bluecherstr. 4
Westport, CT 06880 D 65343 Eltville am Rhein
USA Germany
(P) +1.203.454.3900 (P) +49.6123.630285
Regional Sales: Al.Vanek@Saugatech.com Regional Sales: frank.sempert@saugatech.com

Silicon Valley

•
••
Saugatuck Technology Inc.
5201 Great America Parkway, Suite 320
Santa Clara, CA 95054
USA
(P) +1.408.727.9700
Regional Sales: Andrew.Jeffs@Saugatech.com

Are you getting the best research, insight, and advice on disruptive IT?
Register to receive Saugatuck‟s complimentary Research Alerts, and browse our
comprehensive Research Library on topics such as SaaS, Open Source, Web 2.0, SOA and
Utility Computing (among other).
• To Register: http://research.saugatech.com/cgi-bin/order/signup3.pl
• To Browse the Library: http://www.saugatech.com/researchbytopic.htm
• ToEntire contents © 2009 Saugatuck Technology Subscription Research Service:
Learn About Saugatuck‟s CRS Inc.
http://www.saugatech.com/crs.htm

Saugatuck Glue Con.051209.Mwest

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (18)

Andere mochten auch

Andere mochten auch (17)

Ähnlich wie Saugatuck Glue Con.051209.Mwest

Ähnlich wie Saugatuck Glue Con.051209.Mwest (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Saugatuck Glue Con.051209.Mwest