Cloud ITSM Market by Offering (Services, Software), Pricing Model (Per User, Tiered Subscription, Consumption Based), Organization Size, Deployment Mode, End Use - Global Forecast 2025-2032
Description
The Cloud ITSM Market was valued at USD 11.64 billion in 2024 and is projected to grow to USD 13.26 billion in 2025, with a CAGR of 14.26%, reaching USD 33.84 billion by 2032.
A concise orientation to the evolving role of cloud-native IT service management as a strategic enabler of operational resilience and business continuity
This executive summary frames the current Cloud IT Service Management environment and highlights the strategic imperatives leaders must confront to remain competitive. The introduction establishes the convergence of cloud-native operations, platform-driven automation, and user experience expectations as primary drivers reshaping how IT service management is procured, delivered, and consumed across organizations of all sizes. It situates ITSM as a critical enabler of digital resilience rather than a back-office cost center, emphasizing service velocity, reliability, and measurable business outcomes.
Building on observed technology adoption patterns, the introduction underscores how operational maturity, integration with DevOps and SecOps toolchains, and an emphasis on analytics-driven service optimization are redefining value capture. The narrative then outlines the scope of topics covered in this summary, including component-level considerations across services and software, deployment-mode implications, organizational segmentation, vertical-specific use cases, regional dynamics, vendor positioning, and pragmatic recommendations for technology and procurement leaders. The introduction concludes by prioritizing governance, observability, and user-centered design as focal points for ITSM strategies seeking tangible business impact.
How cloud-first architectures, integrated automation, and elevated user experience expectations are reshaping ITSM into a platform-centric operational backbone
The landscape for cloud IT service management is undergoing transformative shifts driven by accelerated cloud adoption, platform consolidation, and the mainstreaming of automation and AI. These shifts are prompting organizations to re-evaluate legacy processes and to embrace composable service management architectures that integrate incident, change, problem, and asset workflows into cohesive, data-rich experiences. As a result, ITSM is migrating from siloed ticketing systems to integrated platforms that prioritize end-to-end lifecycle visibility and contextualized automation.
Concurrently, the expectation for seamless employee and customer self-service has elevated the importance of intuitive service catalogs and self-service portals, which now act as primary touchpoints for digital experiences. This change is catalyzing closer collaboration between service owners and UX practitioners to reduce friction and to improve mean time to resolution through guided resolution paths and prescriptive knowledge. Furthermore, the rise of hybrid and multi-cloud deployments is forcing ITSM solutions to provide federated visibility and policy enforcement across diverse infrastructure estates, reinforcing the need for flexible connectors and open APIs.
Finally, governance and compliance pressures are reshaping vendor selection and implementation approaches; organizations now expect built-in controls, audit trails, and strong role-based access models. The collective effect of these shifts is a market that rewards modularity, strong integration capabilities, and vendors that can demonstrate measurable operational improvements through automation and analytics.
Understanding the cumulative economic and procurement effects of new tariff dynamics on hardware, deployment choices, and supplier negotiations in ITSM
The introduction of new tariff measures in 2025 has exerted cumulative effects across the ITSM ecosystem by influencing hardware procurement, on-premise appliance economics, and certain cross-border services contracts. Organizations that historically relied on locally hosted infrastructure faced higher capital expenditures as tariff-related import costs increased for servers, storage, and networking components. This dynamic encouraged a shift in total cost of ownership calculations and prompted renewed attention to cloud-first alternatives where operational expenditure models mitigate upfront hardware exposure.
Service providers and integrators experienced downstream effects as the cost base for implementation services rose in regions where imported specialized equipment is critical for private cloud or on-premise deployments. In turn, some clients deferred large-scale migrations or opted for phased rollouts to smooth budgetary impacts. On the software side, license structures and bundled hardware-software offerings were subject to renegotiation where supply chain adjustments altered delivery timelines and cost assumptions. Cloud-native providers and public cloud platforms were comparatively insulated from direct tariff exposure, yet contract negotiation dynamics evolved as customers sought price stability and predictable service credits to offset macroeconomic volatility.
Across procurement teams, the tariff environment sharpened scrutiny around supplier diversification, regional sourcing strategies, and the balance between hosted private cloud options and public or multi-tenant cloud services. The net impact has been an acceleration of architectural choices that favor flexibility, consumption-based pricing, and vendor arrangements that explicitly address supply chain risk and cost pass-through mechanisms.
Segment-level clarity across components, deployment models, organization scales, and vertical use cases to guide product strategy and go-to-market prioritization
Detailed segmentation illuminates where investments and priorities concentrate across components, deployment modes, organization size, and end-use verticals, shaping tailored product and service strategies. When analyzed by components, the market separates into services and software. Services encompass managed services and professional services, with the managed services stream further divided into ongoing monitoring and support as well as upgrades and maintenance; professional services include consulting, implementation, and training. On the software side, solution portfolios span asset management, change management, incident management, problem management, self-service portals, and service catalogs, each addressing distinct stages of the service lifecycle and demanding different integration and usability commitments.
When viewed through deployment modes, choices include cloud, hybrid, and on-premise architectures. Cloud options themselves can be differentiated into community cloud, private cloud, and public cloud; private cloud distinctions arise between hosted private cloud and on-premise private cloud, while public cloud variants include multi-tenant and single-tenant models. Hybrid strategies introduce approaches such as cloud bursting and multi-cloud integration to reconcile performance, compliance, and cost objectives. Organizational size segmentation differentiates large enterprises from small and medium enterprises, with the latter further categorized into medium and small enterprises, reflecting divergent governance maturity, procurement cycles, and customization needs.
Finally, end-use segmentation encompasses banking, financial services and insurance, education, government and public sector, healthcare, IT and telecom, manufacturing, and retail and ecommerce. Within education, needs vary between higher education and K-12 institutions, while government distinctions arise between federal and state and local entities. These segmentation layers collectively inform product roadmaps, pricing strategies, and go-to-market models by highlighting where specialized workflows, compliance regimes, and support expectations converge.
How regional deployment preferences, regulatory environments, and ecosystem maturity drive differentiated ITSM strategies across global markets
Regional dynamics significantly influence deployment preferences, partner ecosystems, and regulatory considerations, making geographic insight essential for strategic planning. In the Americas, demand skews toward cloud-first adoption with strong emphasis on SaaS models, integrated analytics, and rapid time to value; the region’s mature service provider landscape supports broad adoption of multi-tenant and single-tenant public cloud options while also sustaining robust managed services practices for complex hybrid environments. Across Europe, Middle East & Africa, regulatory nuances and diverse economic conditions shape a spectrum of preferences where private cloud and hosted private cloud solutions remain important for compliance-sensitive sectors, and multi-cloud integration strategies are increasingly prominent to achieve resilience and data locality.
In the Asia-Pacific region, growth is driven by large-scale digitization programs, an expanding base of small and medium enterprises embracing cloud-native ITSM, and heightened demand for localized managed services that combine regional support with global best practices. The prevalence of varied infrastructure maturity levels across these regions leads vendors to adopt differentiated market-entry tactics, including local partnerships, region-specific compliance features, and flexible deployment models that accommodate both greenfield digital transformations and modernization of legacy estates. Collectively, these regional patterns emphasize the need for adaptive licensing, resilient supply chains, and localized professional services to enable successful implementations and sustained adoption.
An analysis of vendor positioning, partner ecosystems, and integrator roles that determines competitive advantage in cloud ITSM delivery
Competitive dynamics in the Cloud ITSM space reflect a mix of established platform providers, specialized vendors, and systems integrators that focus on integration, automation, and vertical specialization. Leading platform vendors emphasize unified suites that cover incident, change, problem, and asset management while investing in low-code extensibility, AI-assisted routing, and native connectors to observability and security tooling. Niche vendors compete by delivering targeted capabilities such as advanced asset lifecycle management, tailored self-service experiences, or deep integrations with development and IT operations toolchains.
Systems integrators and managed service providers play a pivotal role by bridging product capabilities with enterprise requirements, offering migration expertise, managed operations, and industry-specific accelerators. Strategic partnerships between vendors and integrators increasingly center on co-innovation, shared delivery frameworks, and outcome-based contracting that ties fees to service levels and business metrics. Competitive differentiation thus hinges on the ability to demonstrate rapid time-to-value, seamless multi-platform orchestration, and measurable reductions in operational toil. Vendor selection decisions are guided by ecosystem breadth, professional services depth, referenceable implementations, and the maturity of automated remediation and analytics features.
Actionable strategic guidance to modernize ITSM through modular platforms, automation, hybrid architectures, and robust vendor governance
Industry leaders should adopt a pragmatic roadmap that balances innovation with risk management and operational continuity. Begin by prioritizing modular platform adoption that supports API-led integration, enabling teams to incrementally replace legacy workflows while preserving continuity across incident and change processes. Invest in automation for repetitive tasks and in AI-assisted triage to reduce mean time to resolution, while ensuring human oversight for critical change decisions and compliance gates. Concurrently, strengthen observability by linking ITSM data with monitoring and security telemetry to enable proactive remediation and to convert operational signals into prioritized workstreams.
Procurement and architecture teams should favor flexible commercial models that allow for consumption-based pricing and predictable service credits to mitigate macroeconomic fluctuations. Vendor governance is essential: establish measurable SLAs, data residency agreements, and a vendor risk framework that addresses supply chain exposure. For large enterprises and regulated sectors, consider hybrid approaches that combine hosted private cloud for sensitive workloads with public cloud for scale and innovation. Finally, invest in change management and training to ensure user adoption of self-service portals and service catalogs, aligning incentives and KPIs to reward reduced manual intervention and increased first-contact resolution.
A multi-method research approach combining practitioner interviews, vendor assessment, and secondary validation to ensure robust and practical ITSM insights
The research methodology blends qualitative expert interviews, targeted vendor assessments, and rigorous secondary research to create a defensible view of the Cloud ITSM landscape. Primary data collection involved structured interviews with industry practitioners across infrastructure, service management, and operations teams to capture real-world constraints, adoption rationales, and implementation lessons. These practitioner perspectives were triangulated with vendor documentation, technical whitepapers, and publicly available regulatory materials to validate functionality claims and to understand integration patterns.
Analysts synthesized component-level and deployment-mode attributes with organization-size and vertical-specific requirements to generate comparative insights. The methodology employed scenario analysis to explore how procurement choices, tariff dynamics, and deployment architectures influence operational and financial outcomes. All findings were peer-reviewed by subject matter experts and anonymized practitioners to ensure that conclusions reflect practical experience and are not reliant on vendor-provided projections alone. Finally, the research emphasizes transparency in sourcing and clearly delineates assumptions where qualitative judgment informed interpretation.
Final reflections on aligning governance, automation, and user-centered design to realize ITSM as a strategic capability that supports enterprise resilience
In conclusion, Cloud IT Service Management is transitioning from a transactional tooling discussion to a strategic conversation about operational resilience, user experience, and measurable business outcomes. Organizations that prioritize modular platforms, robust integration, and automation will be better positioned to reduce operational toil and to accelerate incident detection and resolution. Regional and vertical nuances matter: regulatory constraints, procurement cultures, and infrastructure maturity will shape deployment choices and vendor engagement models.
Tariff-driven shifts in procurement economics have accelerated architectural decisions that favor consumption-based cloud options and hosted private cloud arrangements, prompting leaders to re-evaluate supplier diversification and contract terms. Looking ahead, success will depend on the ability to blend governance, automation, and human-centered service design to deliver reliable, secure, and user-focused service experiences. By aligning technology roadmaps with operational KPIs and by executing pragmatic, phased transformation plans, organizations can realize ITSM as a strategic capability that underpins broader digital initiatives and long-term business resilience.
Note: PDF & Excel + Online Access - 1 Year
A concise orientation to the evolving role of cloud-native IT service management as a strategic enabler of operational resilience and business continuity
This executive summary frames the current Cloud IT Service Management environment and highlights the strategic imperatives leaders must confront to remain competitive. The introduction establishes the convergence of cloud-native operations, platform-driven automation, and user experience expectations as primary drivers reshaping how IT service management is procured, delivered, and consumed across organizations of all sizes. It situates ITSM as a critical enabler of digital resilience rather than a back-office cost center, emphasizing service velocity, reliability, and measurable business outcomes.
Building on observed technology adoption patterns, the introduction underscores how operational maturity, integration with DevOps and SecOps toolchains, and an emphasis on analytics-driven service optimization are redefining value capture. The narrative then outlines the scope of topics covered in this summary, including component-level considerations across services and software, deployment-mode implications, organizational segmentation, vertical-specific use cases, regional dynamics, vendor positioning, and pragmatic recommendations for technology and procurement leaders. The introduction concludes by prioritizing governance, observability, and user-centered design as focal points for ITSM strategies seeking tangible business impact.
How cloud-first architectures, integrated automation, and elevated user experience expectations are reshaping ITSM into a platform-centric operational backbone
The landscape for cloud IT service management is undergoing transformative shifts driven by accelerated cloud adoption, platform consolidation, and the mainstreaming of automation and AI. These shifts are prompting organizations to re-evaluate legacy processes and to embrace composable service management architectures that integrate incident, change, problem, and asset workflows into cohesive, data-rich experiences. As a result, ITSM is migrating from siloed ticketing systems to integrated platforms that prioritize end-to-end lifecycle visibility and contextualized automation.
Concurrently, the expectation for seamless employee and customer self-service has elevated the importance of intuitive service catalogs and self-service portals, which now act as primary touchpoints for digital experiences. This change is catalyzing closer collaboration between service owners and UX practitioners to reduce friction and to improve mean time to resolution through guided resolution paths and prescriptive knowledge. Furthermore, the rise of hybrid and multi-cloud deployments is forcing ITSM solutions to provide federated visibility and policy enforcement across diverse infrastructure estates, reinforcing the need for flexible connectors and open APIs.
Finally, governance and compliance pressures are reshaping vendor selection and implementation approaches; organizations now expect built-in controls, audit trails, and strong role-based access models. The collective effect of these shifts is a market that rewards modularity, strong integration capabilities, and vendors that can demonstrate measurable operational improvements through automation and analytics.
Understanding the cumulative economic and procurement effects of new tariff dynamics on hardware, deployment choices, and supplier negotiations in ITSM
The introduction of new tariff measures in 2025 has exerted cumulative effects across the ITSM ecosystem by influencing hardware procurement, on-premise appliance economics, and certain cross-border services contracts. Organizations that historically relied on locally hosted infrastructure faced higher capital expenditures as tariff-related import costs increased for servers, storage, and networking components. This dynamic encouraged a shift in total cost of ownership calculations and prompted renewed attention to cloud-first alternatives where operational expenditure models mitigate upfront hardware exposure.
Service providers and integrators experienced downstream effects as the cost base for implementation services rose in regions where imported specialized equipment is critical for private cloud or on-premise deployments. In turn, some clients deferred large-scale migrations or opted for phased rollouts to smooth budgetary impacts. On the software side, license structures and bundled hardware-software offerings were subject to renegotiation where supply chain adjustments altered delivery timelines and cost assumptions. Cloud-native providers and public cloud platforms were comparatively insulated from direct tariff exposure, yet contract negotiation dynamics evolved as customers sought price stability and predictable service credits to offset macroeconomic volatility.
Across procurement teams, the tariff environment sharpened scrutiny around supplier diversification, regional sourcing strategies, and the balance between hosted private cloud options and public or multi-tenant cloud services. The net impact has been an acceleration of architectural choices that favor flexibility, consumption-based pricing, and vendor arrangements that explicitly address supply chain risk and cost pass-through mechanisms.
Segment-level clarity across components, deployment models, organization scales, and vertical use cases to guide product strategy and go-to-market prioritization
Detailed segmentation illuminates where investments and priorities concentrate across components, deployment modes, organization size, and end-use verticals, shaping tailored product and service strategies. When analyzed by components, the market separates into services and software. Services encompass managed services and professional services, with the managed services stream further divided into ongoing monitoring and support as well as upgrades and maintenance; professional services include consulting, implementation, and training. On the software side, solution portfolios span asset management, change management, incident management, problem management, self-service portals, and service catalogs, each addressing distinct stages of the service lifecycle and demanding different integration and usability commitments.
When viewed through deployment modes, choices include cloud, hybrid, and on-premise architectures. Cloud options themselves can be differentiated into community cloud, private cloud, and public cloud; private cloud distinctions arise between hosted private cloud and on-premise private cloud, while public cloud variants include multi-tenant and single-tenant models. Hybrid strategies introduce approaches such as cloud bursting and multi-cloud integration to reconcile performance, compliance, and cost objectives. Organizational size segmentation differentiates large enterprises from small and medium enterprises, with the latter further categorized into medium and small enterprises, reflecting divergent governance maturity, procurement cycles, and customization needs.
Finally, end-use segmentation encompasses banking, financial services and insurance, education, government and public sector, healthcare, IT and telecom, manufacturing, and retail and ecommerce. Within education, needs vary between higher education and K-12 institutions, while government distinctions arise between federal and state and local entities. These segmentation layers collectively inform product roadmaps, pricing strategies, and go-to-market models by highlighting where specialized workflows, compliance regimes, and support expectations converge.
How regional deployment preferences, regulatory environments, and ecosystem maturity drive differentiated ITSM strategies across global markets
Regional dynamics significantly influence deployment preferences, partner ecosystems, and regulatory considerations, making geographic insight essential for strategic planning. In the Americas, demand skews toward cloud-first adoption with strong emphasis on SaaS models, integrated analytics, and rapid time to value; the region’s mature service provider landscape supports broad adoption of multi-tenant and single-tenant public cloud options while also sustaining robust managed services practices for complex hybrid environments. Across Europe, Middle East & Africa, regulatory nuances and diverse economic conditions shape a spectrum of preferences where private cloud and hosted private cloud solutions remain important for compliance-sensitive sectors, and multi-cloud integration strategies are increasingly prominent to achieve resilience and data locality.
In the Asia-Pacific region, growth is driven by large-scale digitization programs, an expanding base of small and medium enterprises embracing cloud-native ITSM, and heightened demand for localized managed services that combine regional support with global best practices. The prevalence of varied infrastructure maturity levels across these regions leads vendors to adopt differentiated market-entry tactics, including local partnerships, region-specific compliance features, and flexible deployment models that accommodate both greenfield digital transformations and modernization of legacy estates. Collectively, these regional patterns emphasize the need for adaptive licensing, resilient supply chains, and localized professional services to enable successful implementations and sustained adoption.
An analysis of vendor positioning, partner ecosystems, and integrator roles that determines competitive advantage in cloud ITSM delivery
Competitive dynamics in the Cloud ITSM space reflect a mix of established platform providers, specialized vendors, and systems integrators that focus on integration, automation, and vertical specialization. Leading platform vendors emphasize unified suites that cover incident, change, problem, and asset management while investing in low-code extensibility, AI-assisted routing, and native connectors to observability and security tooling. Niche vendors compete by delivering targeted capabilities such as advanced asset lifecycle management, tailored self-service experiences, or deep integrations with development and IT operations toolchains.
Systems integrators and managed service providers play a pivotal role by bridging product capabilities with enterprise requirements, offering migration expertise, managed operations, and industry-specific accelerators. Strategic partnerships between vendors and integrators increasingly center on co-innovation, shared delivery frameworks, and outcome-based contracting that ties fees to service levels and business metrics. Competitive differentiation thus hinges on the ability to demonstrate rapid time-to-value, seamless multi-platform orchestration, and measurable reductions in operational toil. Vendor selection decisions are guided by ecosystem breadth, professional services depth, referenceable implementations, and the maturity of automated remediation and analytics features.
Actionable strategic guidance to modernize ITSM through modular platforms, automation, hybrid architectures, and robust vendor governance
Industry leaders should adopt a pragmatic roadmap that balances innovation with risk management and operational continuity. Begin by prioritizing modular platform adoption that supports API-led integration, enabling teams to incrementally replace legacy workflows while preserving continuity across incident and change processes. Invest in automation for repetitive tasks and in AI-assisted triage to reduce mean time to resolution, while ensuring human oversight for critical change decisions and compliance gates. Concurrently, strengthen observability by linking ITSM data with monitoring and security telemetry to enable proactive remediation and to convert operational signals into prioritized workstreams.
Procurement and architecture teams should favor flexible commercial models that allow for consumption-based pricing and predictable service credits to mitigate macroeconomic fluctuations. Vendor governance is essential: establish measurable SLAs, data residency agreements, and a vendor risk framework that addresses supply chain exposure. For large enterprises and regulated sectors, consider hybrid approaches that combine hosted private cloud for sensitive workloads with public cloud for scale and innovation. Finally, invest in change management and training to ensure user adoption of self-service portals and service catalogs, aligning incentives and KPIs to reward reduced manual intervention and increased first-contact resolution.
A multi-method research approach combining practitioner interviews, vendor assessment, and secondary validation to ensure robust and practical ITSM insights
The research methodology blends qualitative expert interviews, targeted vendor assessments, and rigorous secondary research to create a defensible view of the Cloud ITSM landscape. Primary data collection involved structured interviews with industry practitioners across infrastructure, service management, and operations teams to capture real-world constraints, adoption rationales, and implementation lessons. These practitioner perspectives were triangulated with vendor documentation, technical whitepapers, and publicly available regulatory materials to validate functionality claims and to understand integration patterns.
Analysts synthesized component-level and deployment-mode attributes with organization-size and vertical-specific requirements to generate comparative insights. The methodology employed scenario analysis to explore how procurement choices, tariff dynamics, and deployment architectures influence operational and financial outcomes. All findings were peer-reviewed by subject matter experts and anonymized practitioners to ensure that conclusions reflect practical experience and are not reliant on vendor-provided projections alone. Finally, the research emphasizes transparency in sourcing and clearly delineates assumptions where qualitative judgment informed interpretation.
Final reflections on aligning governance, automation, and user-centered design to realize ITSM as a strategic capability that supports enterprise resilience
In conclusion, Cloud IT Service Management is transitioning from a transactional tooling discussion to a strategic conversation about operational resilience, user experience, and measurable business outcomes. Organizations that prioritize modular platforms, robust integration, and automation will be better positioned to reduce operational toil and to accelerate incident detection and resolution. Regional and vertical nuances matter: regulatory constraints, procurement cultures, and infrastructure maturity will shape deployment choices and vendor engagement models.
Tariff-driven shifts in procurement economics have accelerated architectural decisions that favor consumption-based cloud options and hosted private cloud arrangements, prompting leaders to re-evaluate supplier diversification and contract terms. Looking ahead, success will depend on the ability to blend governance, automation, and human-centered service design to deliver reliable, secure, and user-focused service experiences. By aligning technology roadmaps with operational KPIs and by executing pragmatic, phased transformation plans, organizations can realize ITSM as a strategic capability that underpins broader digital initiatives and long-term business resilience.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
183 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Integration of AI-driven predictive analytics for proactive incident management in cloud ITSM environments
- 5.2. Adoption of unified observability platforms to correlate infrastructure logs and user experience metrics in cloud service delivery
- 5.3. Leveraging machine learning–powered chatbots to automate routine support tasks and reduce mean time to resolution for cloud ITSM
- 5.4. Implementation of event-driven autoscaling policies in cloud ITSM workflows to optimize resource utilization during peak loads
- 5.5. Expansion of low-code no-code workflow automation platforms in cloud ITSM for accelerated change management and configuration processes
- 5.6. Emergence of zero trust security frameworks within cloud ITSM architectures to enhance access governance and compliance monitoring
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Cloud ITSM Market, by Offering
- 8.1. Services
- 8.1.1. Managed Services
- 8.1.2. Professional Services
- 8.2. Software
- 8.2.1. Asset Management
- 8.2.2. Change Management
- 8.2.3. Incident Management
- 8.2.4. Problem Management
- 8.2.5. Service Level Management
- 8.2.6. Knowledge Management
- 8.2.7. Reporting & Analytics
- 8.2.8. IT Operations Management
- 8.2.9. IT Service Desk / Helpdesk
- 9. Cloud ITSM Market, by Pricing Model
- 9.1. Per User
- 9.2. Tiered Subscription
- 9.3. Consumption Based
- 9.4. Enterprise License
- 10. Cloud ITSM Market, by Organization Size
- 10.1. Large Enterprises
- 10.2. Small Medium Enterprises
- 10.2.1. Medium Enterprises
- 10.2.2. Small Enterprises
- 11. Cloud ITSM Market, by Deployment Mode
- 11.1. Private Cloud
- 11.2. Public Cloud
- 12. Cloud ITSM Market, by End Use
- 12.1. BFSI
- 12.2. Education
- 12.3. Government & Public Sector
- 12.4. Healthcare
- 12.5. IT & Telecom
- 12.6. Manufacturing
- 12.7. Retail & Ecommerce
- 13. Cloud ITSM Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Cloud ITSM Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Cloud ITSM Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Broadcom Inc.
- 16.3.2. Freshworks Inc.
- 16.3.3. Aisera
- 16.3.4. Alemba
- 16.3.5. Atlassian Corporation Plc
- 16.3.6. BMC Software, Inc.
- 16.3.7. Cisco Systems Inc.
- 16.3.8. Cloud Software Group
- 16.3.9. ConnectWise, LLC
- 16.3.10. EasyVista
- 16.3.11. GoTo Technologies USA, LLC
- 16.3.12. Halo Service Solutions
- 16.3.13. Hewlett Packard Enterprise Company
- 16.3.14. IBM Corporation
- 16.3.15. IFS AG
- 16.3.16. ITarian
- 16.3.17. Ivanti Inc.
- 16.3.18. Matrix42 GmbH
- 16.3.19. Microsoft Corporation
- 16.3.20. Open Text Corporation
- 16.3.21. Oracle Corporation
- 16.3.22. Panorama9
- 16.3.23. Salesforce, Inc.
- 16.3.24. SAP SE
- 16.3.25. ServiceNow, Inc.
- 16.3.26. SolarWinds Corporation
- 16.3.27. SymphonyAI
- 16.3.28. SysAid Group
- 16.3.29. TeamDynamix
- 16.3.30. Zoho Corporation
Pricing
Currency Rates
Questions or Comments?
Our team has the ability to search within reports to verify it suits your needs. We can also help maximize your budget by finding sections of reports you can purchase.
