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View items...Cloud Services Market Strategies
Cloud Computing, including Software, Infrastructure, Platform, Mobile and Content as a Service are here to stay, yet the evolution of these markets will be driven by the complex interaction of many forces.
Edge Strategies has conducted over 80,000 interviews in behalf of our clients in both mature and emerging markets with decision makers across the full cloud ecosystem including Vendors, Service Provider and End Customer organizations.
Typical projects include:
- Identifying target market segments
- Designing Service Portfolios
- Designing Application and Services Features
- Developing Value Proposition and Messaging for each customer segment
- Analyzing competitive alternatives and determining best practices
- Designing Activation Programs
- Building process to reduce churn, build loyalty and measure Customer Lifetime Value
- Improving the User Experience
Our fundamental knowledge of the business decision processes across market segments, including Small, Medium and Large Enterprises and the business models of key Cloud Ecosystem participants including:
- Cloud Service Providers ( CSPs)
- Web Hosting Providers
- Communication Service Providers
- ISVs and Automation Providers
- MSPs and IT Channels
allows us to get up to speed quickly on new projects. We are experts in designing and conducting quantitative and qualitative research providing the insights, and working with our clients to make the decisions necessary to gain early success in the markets for Cloud Platform, Infrastructure and Software, Content and Mobile Services.
The evolution of Cloud offerings, including SaaS, IaaS, PaaS, Mobile and Content-as-a-Service, is driven by the complex interaction of multiple forces.
With insights based on over 80,000 interviews,Edge can help you gain market share.
Digital Marketing Strategies
Online search, display, mobile, email and social marketing is projected to exceed $100B in revenue during 2012.
The Digital Marketing Ecosystem is inherently complex, and this complexity is exacerbated by rapid changes in both technology and customer behavior.Edge Strategies has conducted over 10,000 interviews in mature and emerging markets with key participants in the Digital Advertising Marketplace
Best Practices for the Private Cloud
Michael Sullivan-Trainor
Despite all the disruption of cloud, the complexity of its many business and technology models is driving CIOs into the arms of established vendors. This is a key finding from Edge Strategies recent in depth interviews with Fortune 500 CIOs across key industries. The most pressing issue for these executives is resolving the uncertainty about the vision of cloud that will deliver the required business value results. To answer this pressing question, CIOs are turning to large suppliers who can address cloud strategically because they have the combination of enterprise professional services and cross-domain management and implementation skills to understand and carry out the vision.
Key drivers cited by the CIOs are cost reduction or cost avoidance and computing investment utilization. While the early stages of private cloud deliver these benefits through virtualization and automation, the business value is less clear when choosing which cloud model best fits the enterprise. Is it worth the investment to create a robust private cloud or will a managed service provider offer superior ROI? What about public cloud? Are there commodity services that the organization can safely acquire from public cloud providers?
Most CIOs are addressing these questions along two tracks: (1) Strategically what IT model best fits the organization? Public, hybrid or private? Is IT a utility, a secure bastion within a commodity environment, or totally sacrosanct within the walls of its own private infrastructure? (2) Tactically, which applications benefit from which cloud model and how does the organization identify and migrate them? What about security of data and information management?
These are among the questions that lead CIOs into renewed dialogue with large traditional suppliers. Suppliers are expected to have answers from experience solving similar problems across the industry. Despite the clarity of these questions neither suppliers nor most CIOs have developed the ultimate answer. Private cloud remains a joint journey that requires a new level of trust and collaboration between supplier and buyer.
Best Practices for the Private Cloud
Michael Sullivan-Trainor
Despite all the disruption of cloud, the complexity of its many business and technology models is driving CIOs into the arms of established vendors. This is a key finding from Edge Strategies recent in depth interviews with Fortune 500 CIOs across key industries. The most pressing issue for these executives is resolving the uncertainty about the vision of cloud that will deliver the required business value results. To answer this pressing question, CIOs are turning to large suppliers who can address cloud strategically because they have the combination of enterprise professional services and cross-domain management and implementation skills to understand and carry out the vision.
Key drivers cited by the CIOs are cost reduction or cost avoidance and computing investment utilization. While the early stages of private cloud deliver these benefits through virtualization and automation, the business value is less clear when choosing which cloud model best fits the enterprise. Is it worth the investment to create a robust private cloud or will a managed service provider offer superior ROI? What about public cloud? Are there commodity services that the organization can safely acquire from public cloud providers?
Most CIOs are addressing these questions along two tracks: (1) Strategically what IT model best fits the organization? Public, hybrid or private? Is IT a utility, a secure bastion within a commodity environment, or totally sacrosanct within the walls of its own private infrastructure? (2) Tactically, which applications benefit from which cloud model and how does the organization identify and migrate them? What about security of data and information management?
These are among the questions that lead CIOs into renewed dialogue with large traditional suppliers. Suppliers are expected to have answers from experience solving similar problems across the industry. Despite the clarity of these questions neither suppliers nor most CIOs have developed the ultimate answer. Private cloud remains a joint journey that requires a new level of trust and collaboration between supplier and buyer.
Best Practices for the Private Cloud
Michael Sullivan-Trainor
Despite all the disruption of cloud, the complexity of its many business and technology models is driving CIOs into the arms of established vendors. This is a key finding from Edge Strategies recent in depth interviews with Fortune 500 CIOs across key industries. The most pressing issue for these executives is resolving the uncertainty about the vision of cloud that will deliver the required business value results. To answer this pressing question, CIOs are turning to large suppliers who can address cloud strategically because they have the combination of enterprise professional services and cross-domain management and implementation skills to understand and carry out the vision.
Key drivers cited by the CIOs are cost reduction or cost avoidance and computing investment utilization. While the early stages of private cloud deliver these benefits through virtualization and automation, the business value is less clear when choosing which cloud model best fits the enterprise. Is it worth the investment to create a robust private cloud or will a managed service provider offer superior ROI? What about public cloud? Are there commodity services that the organization can safely acquire from public cloud providers?
Most CIOs are addressing these questions along two tracks: (1) Strategically what IT model best fits the organization? Public, hybrid or private? Is IT a utility, a secure bastion within a commodity environment, or totally sacrosanct within the walls of its own private infrastructure? (2) Tactically, which applications benefit from which cloud model and how does the organization identify and migrate them? What about security of data and information management?
These are among the questions that lead CIOs into renewed dialogue with large traditional suppliers. Suppliers are expected to have answers from experience solving similar problems across the industry. Despite the clarity of these questions neither suppliers nor most CIOs have developed the ultimate answer. Private cloud remains a joint journey that requires a new level of trust and collaboration between supplier and buyer.
Best Practices for the Private Cloud
Michael Sullivan-Trainor
Despite all the disruption of cloud, the complexity of its many business and technology models is driving CIOs into the arms of established vendors. This is a key finding from Edge Strategies recent in depth interviews with Fortune 500 CIOs across key industries. The most pressing issue for these executives is resolving the uncertainty about the vision of cloud that will deliver the required business value results. To answer this pressing question, CIOs are turning to large suppliers who can address cloud strategically because they have the combination of enterprise professional services and cross-domain management and implementation skills to understand and carry out the vision.
Key drivers cited by the CIOs are cost reduction or cost avoidance and computing investment utilization. While the early stages of private cloud deliver these benefits through virtualization and automation, the business value is less clear when choosing which cloud model best fits the enterprise. Is it worth the investment to create a robust private cloud or will a managed service provider offer superior ROI? What about public cloud? Are there commodity services that the organization can safely acquire from public cloud providers?
Most CIOs are addressing these questions along two tracks: (1) Strategically what IT model best fits the organization? Public, hybrid or private? Is IT a utility, a secure bastion within a commodity environment, or totally sacrosanct within the walls of its own private infrastructure? (2) Tactically, which applications benefit from which cloud model and how does the organization identify and migrate them? What about security of data and information management?
These are among the questions that lead CIOs into renewed dialogue with large traditional suppliers. Suppliers are expected to have answers from experience solving similar problems across the industry. Despite the clarity of these questions neither suppliers nor most CIOs have developed the ultimate answer. Private cloud remains a joint journey that requires a new level of trust and collaboration between supplier and buyer.
