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Cloud Services Brokerage: Technology and Market Assessment 2014 – 2019

1 REPORT ABSTRACT
1.1 EXECUTIVE SUMMARY
1.2 REPORT COVERAGE
1.3 COMPANIES MENTIONED REPORT
1.4 TABLE OF CONTENTS
1.5 LIST OF FIGURES
2 OVERVIEW OF CLOUD COMPUTING
2.1 CLOUD COMPUTING DELIVERY MODELS
2.1.1 Software as a Service (SaaS)
2.1.1.1 SaaS Show Case
2.1.1.1.1 Microsoft Office Live
2.1.1.1.1.1 Office Live Workspace
2.1.1.1.1.2 Office Live Small Business
2.1.1.1.2 Google Apps
2.1.1.1.2.1 Advantages of Google Apps
2.1.1.1.2.1.1 Custom-Domain
2.1.1.1.2.1.2 Wide Set of Tools
2.1.1.1.2.1.3 Security
2.1.1.1.2.1.4 Collaboration
2.1.1.1.2.1.5 Publishing
2.1.1.1.2.2 Disadvantage of Google Apps
2.1.2 Platform as a Service (PaaS)
2.1.2.1 PaaS Show Case
2.1.2.1.1 Windows Azure Platform
2.1.2.1.1.1 Components of Windows Azure
2.1.2.1.1.1.1 Windows Azure
2.1.2.1.1.1.2 SQL Azure
2.1.2.1.1.1.2.1 Advantages of SQL Azure
2.1.2.1.1.1.2.1.1 Easy Deployment
2.1.2.1.1.1.2.1.2 Highly Managable
2.1.2.1.1.1.2.1.3 Replication
2.1.2.1.1.1.3 AppFabric
2.1.2.2 SaaS/PaaS Show Case
2.1.2.2.1 SalesForce.com
2.1.2.2.1.1 Customization
2.1.2.2.1.2 Rich Web Services API
2.1.2.2.2 Force.com Platform
2.1.2.2.2.1 Force Data Persistency Layer
2.1.2.2.2.2 Platform Data Security
2.1.2.2.3 Google AppEngine
2.1.3 Infrastructure as a Service (IaaS)
2.1.3.1 IaaS Show Case
2.1.3.1.1 Amazon Web Services
2.1.3.1.1.1 Amazon EC2
2.1.3.1.1.2 Amazon S3
2.1.3.1.1.3 Amazon CloudFront
2.1.3.1.1.4 Amazon SimpleDB
2.1.3.1.1.5 Amazon SQS
2.1.3.1.1.6 Amazon VPC
2.1.3.1.2 VMware vCloud
2.1.3.1.2.1 vCloud Express
2.2 CLOUD DEPLOYMENT STRATEGIES
2.2.1 Public Cloud
2.2.2 Private Cloud
2.2.2.1 On-premise Private Cloud
2.2.2.2 Externally hosted Private Cloud
2.2.3 Hybrid Cloud
2.2.4 Community cloud
3 DEFINING CLOUD SERVICE BROKERAGE (CSB)
3.1 KEY ADVANTAGES OF CSB
3.1.1 Ease of Use
3.1.2 New Services
3.1.3 Comparison Shopping
3.1.4 Cloud Bartering
3.1.5 Easy-to-Understand SLA
3.1.6 Brokerage
3.1.7 Simplified Deployment
3.1.8 Better Interface
3.1.9 Lower Cost
3.1.10 Support and Troubleshooting
3.2 CLOUD ENVIRONMENT ENABLING TECHNOLOGIES
3.2.1 Infrastructure Scaling
3.2.2 Virtualization
3.2.3 Virtual Machine Migration
3.2.4 Equipment Power State Adjustment
3.3 THE ROLE OF CLOUD BROKERS
3.3.1 Basic Service Oriented Architecture (SOA)
3.3.2 Basic Cloud Service Brokerage
3.4 CLOUD SERVICE BROKERAGE WORKFLOW
3.4.1 Service Engineering Phase
3.4.2 Service Onboarding Phase
3.4.3 Service Operation Phase
3.4.4 Service Evolution Phase
4 CSB SYSTEM ARCHITECTURE
4.1 CLOUD SERVICE BROKER INTERACTIONS
4.1.1 Service Consumer / Broker Interactions
4.1.2 Service Provider / Broker Interactions
4.1.3 Hosting Platform / Broker Interactions
4.1.4 SLM Events Summary
5 CLOUD SERVICE BROKERAGE SERVICES
5.1 CLOUD AGGREGATION
5.2 CLOUD ARBITRAGE
5.3 CLOUD SERVICE INTERMEDIATION
6 CSB DEPLOYMENT TYPES
6.1 INTERNAL CSBS
6.1.1 The Business Case for an Internal CSB role
6.1.1.1 The Evolution of Hybrid IT
6.1.1.2 Multiple Clouds, Multiple Challenges
6.1.1.3 SaaS Sprawl
6.1.1.4 IT as a Service
6.2 EXTERNAL CSBS
6.2.1 The Business Case for External CSB Role
6.2.1.1 Telecommunications Service Providers
6.2.1.2 IT Distributors and Service Providers
6.2.1.3 Technology Providers
7 CLOUD SERVICE BROKERAGE CHALLENGES
7.1 INTEROPERABILITY
7.2 AUTOMATION
7.3 MARKETPLACE
7.4 COMMODITIZATION
7.5 FEDERATED CLOUDS
8 CSB BUSINESS MODELS AND ELEMENTS
8.1 SERVICE CATALOGING / ORDERING / BILLING
8.1.1 Demand on Cloud Service Catalogs
8.1.2 Advantages of Cloud Service Catalog
8.1.2.1 Cataloging Services
8.1.2.2 Ordering Platform
8.1.2.3 Demand Management Platform
8.1.3 Infrastructure Capabilities vs. Business Requirements
8.1.4 Cloud Service Catalog Design Guidelines
8.1.5 Order / Billing Management System
8.2 DATA ANALYTICS / DATA-AS-A-SERVICE
8.2.1 Functional Elements of a DAaaS Solution
8.2.1.1 Storage
8.2.1.2 Processing
8.2.1.3 Analytics
8.2.1.4 Analytic Apps
8.2.1.5 Visualization / Reporting
8.2.1.6 App Store
8.2.2 Challenges
8.2.2.1 Information Lifecycle Management
8.2.2.2 Data Model Diversity
8.2.2.3 Analytic Knowledge
8.2.2.4 Data Volume
8.2.2.5 Real-time Analytics
8.2.2.6 Security
8.2.2.7 Privacy
8.2.3 Demand
8.3 SECURITY / SECURE SAAS
8.3.1 Demand for SaaS Security
8.3.1.1 Government Demand
8.3.2 Growth Drivers
8.3.2.1 Growing Cyber-attacks
8.3.2.2 Sophisticated Threats
8.3.2.3 Government Security Requirements
8.3.3 Challenges
8.3.3.1 Identity Management
8.3.3.2 Weak Cloud Security Standards
8.3.3.3 Secrecy
8.3.3.4 Risks of Cloud Access Anywhere Capability
8.3.4 Cloud Security Brokerage
8.4 LOW-COST COMPUTING
8.4.1 Demand for Low Cost Computing
8.4.2 Challenges for Low Cost Computing
8.4.2.1 In-Efficient Cost of On-Demand Computing Services
8.4.2.2 Resource Capacity Reservation
8.4.3 Low Cost Computing through Cloud Service Brokerage
8.4.3.1 Better Usage Options
8.4.3.2 Partial Usage
8.4.3.3 Volume Services
8.5 CLOUD MANAGEMENT
8.5.1 Cloud Broker Platform
8.5.2 Cloud Marketplace
8.6 RESOURCE CONTENTION MANAGEMENT
8.6.1 Computing Resources
8.6.2 Networking Resources
8.6.3 Storage Resources
8.6.4 Power Resources
8.6.5 Resource Demand Profiling
8.6.5.1 Cases for Web Applications Demand Profiling
8.6.6 Resource Utilization Estimation
8.7 SERVICE MANAGEMENT
8.8 MOBILITY
9 CSB MARKET ASSESSMENT
9.1 MARKET OVERVIEW
9.2 CLOUD SERVICE BROKERAGE GROWTH DRIVERS
9.2.1 Ease of Use
9.2.2 Finding New Services
9.2.3 Comparison Shopping
9.2.4 Cloud Bartering
9.2.5 Easy-to-Understand SLA
9.2.6 Brokerage
9.2.7 Simplified Deployment
9.2.8 Better Interface
9.2.9 Lower Cost
9.2.10 Support and Troubleshooting
10 CLOUD SERVICE BROKERAGE FUTURE OUTLOOK
10.1 SHAPING FUTURE BUSINESS MODELS FOR THE CLOUD
10.2 SAAS BROKERAGE FOR TELECOM COMPANIES
10.3 IAAS BROKERAGE FOR ENTERPRISES
10.4 THE UNIFIED CLOUD BROKERAGE MODEL
10.5 SAAS AND IAAS POTENTIAL INTERCHANGE
11 CLOUD COMPUTING FORECASTS 2014 – 2019
11.1 GLOBAL MARKET VALUE 2014 – 2019
11.2 CLOUD MARKET VALUE BY REGION 2014 – 2019
11.3 CLOUD MARKET VALUE BY SEGMENT 2014 - 2019
11.4 GLOBAL CLOUD SERVICE BROKER MARKET 2014 - 2019
12 CLOUD SERVICE PROVIDERS
12.1 APPDIRECT
12.1.1 AppDirect Brokerage Services
12.1.2 SWOT Analysis
12.2 APPIRIO
12.2.1 Appirio Brokerage Services
12.2.1.1 Cloud Integration Services
12.2.2 SWOT Analysis
12.3 AWS MARKETPLACE FROM AMAZON
12.3.1 AWS Brokerage Services
12.3.2 SWOT Analysis
12.4 BLUEWOLF
12.4.1 Bluewolf Brokerage Services
12.4.2 SWOT Analysis
12.5 CAPGEMINI SA
12.5.1 CapGemini Cloud Brokerage Services
12.5.2 SWOT Analysis
12.6 CLOUDMORE
12.6.1 CloudMore Brokerage Services
12.6.2 SWOT Analysis
12.7 CLOUDITALIA
12.7.1 Clouditalia Brokerage Services
12.7.1.1 Integration Services
12.7.2 SWOT Analysis
12.8 CLOUD COMPARE
12.8.1 Cloud Compare Brokerage Services
12.8.1.1 Integration and Migration Services
12.8.2 SWOT Analysis
12.9 CAPGEMINI SA
12.9.1 CapGemini Cloud Brokerage Services
12.9.2 SWOT Analysis
12.10 DELL INC.
12.10.1 Dell Cloud Brokerage Services
12.10.2 SWOT Analysis
12.11 GRAVITANT
12.11.1 Gravitant Brokerage Services
12.11.2 SWOT Analysis
12.12 GREEN CLOUD TECHNOLOGIES
12.12.1 Green Cloud Brokerage Services
12.12.2 SWOT Analysis
12.13 INFOSYS
12.13.1 Infosys Brokerage Services
12.13.2 SWOT Analysis
12.14 ISSAL
12.14.1 Issal Brokerage Services
12.14.2 SWOT Analysis
12.15 IBM
12.15.1 IBM Cloud Brokerage Services
12.15.2 SWOT Analysis
12.16 JAMCRACKER
12.16.1 Jamcracker Brokerage Services
12.16.2 SWOT Analysis
12.17 LIAISON TECHNOLOGIES
12.17.1 Liaison Brokerage Services
12.17.2 SWOT Analysis
12.18 NEPHOS NETWORKS
12.18.1 Nephos Networks Brokerage Services
12.18.2 SWOT Analysis
12.19 NEPHOS TECHNOLOGIES
12.19.1 Nephos Technologies Brokerage Services
12.19.2 SWOT Analysis
12.20 NUVOTERA
12.20.1 Nuvotera Brokerage Services
12.20.2 SWOT Analysis
12.21 SAASMAX
12.21.1 SaaSMax Brokerage Services
12.21.2 SWOT Analysis
12.22 SOFTCHOICE CLOUD
12.22.1 SoftChoice Brokerage Services
12.22.2 SWOT Analysis
12.23 VERIO
12.23.1 Verio Brokerage Services
12.23.2 SWOT Analysis
12.24 VIRTACORE
12.24.1 Virtacore Brokerage Services
12.24.2 SWOT Analysis
13 CONCLUSIONS
Figures
FIGURE 1 – CSB RELATIVE TO OTHER FUNCTIONS
FIGURE 2 - BASIC SERVICE ORIENTED ARCHITECTURE
FIGURE 3 - BASIC CLOUD SERVICE BROKERAGE
FIGURE 4 - CLOUD SERVICE BROKERAGE WORKFLOW
FIGURE 5 - SLM EVENTS
FIGURE 6 - DELIVERING ITAAS IS A TOP PRIORITY FOR MANY ORGANIZATIONS
FIGURE 7 - CLOUD-BASED SECURITY SERVICES MARKET
FIGURE 8 - GLOBAL SPENDING FOR IT CLOUD SERVICES BY SECTOR
FIGURE 9 – HISTORICAL AND ANTICIPATED CLOUD COMPUTING INVESTMENT
FIGURE 10 - SAAS, IAAS, AND PAAS TRENDING AND POTENTIAL
FIGURE 11 – GLOBAL CLOUD COMPUTING MARKET VALUE 2014 - 2019
FIGURE 12 –MARKET VALUE BY REGION 2014 - 2019
FIGURE 13 – CLOUD MARKET VALUE BY SEGMENT 2014 - 2019
FIGURE 14 – GLOBAL CSB REVENUE 2014 - 2019
FIGURE 15 – GLOBAL CSB ENABLEMENT REVENUE 2014 - 2019
FIGURE 16 – GLOBAL CSB ENABLEMENT VS. OTHER CSB REVENUE 2014 - 2019

Cloud Services Brokerage: Technology and Market Assessment 2014 – 2019

Cloud services have already caused a major transformation in technologies and a shift in business operations focus that has affected everything from ERP to datacenter planning. One of the crucial aspects of the next phases in the evolution of Cloud Services will be the extent to which various players can deal with the anticipated scope of many supplier/customer relationships and associated scale of data exchange and transactions.

The industry has evolved from in-app authorization to standard interfaces/procedures to centralized abstraction and now to Cloud Service Brokers (CSB). The fundamental CSB functions are to aggregate, simplify, secure, and integrate data, communications, and commerce between vendors. These functions are often referred to as Cloud Intermediation services and include both technical and business process mediation on a cloud-to-cloud basis.

This report provides an assessment for cloud service brokerage industry, including definition, advantages, enabling technologies, roles, business models, future outlook and an assessment of the major industry players. All purchases of Mind Commerce reports includes time with an expert analyst who will help you link key findings in the report to the business issues you're addressing. This needs to be used within three months of purchasing the report.

Target Audience:

Telecom service providers
API management companies
Datacenter services companies
Cloud and virtualization vendors
Telecom managed service providers
Wireless/mobile infrastructure providers
Cloud infrastructure and service providers
Enterprise infrastructure and service providers

Report Benefits:

CSB market forecasts
Analysis of CSB architecture
Assessment of CSB challenges
Analysis of major CSB vendors
Outlook for future of CSB market
Analysis of workflow and broker roles
Evaluation of CSB enabling technologies

Companies in Report:

Amazon
AppDirect
Appirio
BlueWolf
Capgemini
Cloud Compare
Clouditalia
CloudMore
Coresite
Dell
Deutsche Börse Cloud Exchange
Equinix
Gravitant
Green Cloud Technologies
IBM
Infosys
Issal
Jamcracker
Liasion Technologies
Nephos Networks
Nephos Technologies
Nuvotera
SaaSMAX
SoftChoice Cloud
Verio
Verizon
Virtacore
Zimory

General Methodology

Mind Commerce Publishing's research methodology encompasses input from a wide variety of sources.

We rely heavily upon our Subject Matter Experts (SME) in terms of their market knowledge, unique perspective, and vision. We utilize SME industry contacts as well as previous customers and participants in our market surveys and interactive interviews.

In addition, we rely upon our extensive internal database, which contains modeling, qualitative analysis, and quantitative data. We review secondary sources and compare to our primary sources to update previous findings (for prior version reports) and/or compile baseline information for technology and market modeling.

We share preliminary models with industry contacts (select previous clients, experts, and thought leaders) to verify the veracity of initial modeling. Prior to final report production (analysis, findings, and conclusions), we engage in an internal review with internal SMEs as well as cross-expertise, senior staff members to challenge results.

We believe that forecasts should be prepared as part of an integrated process which involves both quantitative as well as qualitative factors. We follow the following 3-step process for forecasting.

Forecasting Methodology

Step 1 - Forecasts Input: The inputs for the present and historical revenues are derived from industry players. Financial and other quantitative data for individual sub-market categories are derived from original research and tested with interviews with major industry constituents.

Step 2 - Forecasting of Future Years: Mind Commerce extends forecasts based on a variety of factors including demand drivers as well as supply side data. Key success factors and assumptions are considered.

Step 3 - Validation of Data: The final step is to validate projections, which is accomplished in consultation with both internal and external industry experts, including both topic and regional experts. Adjustments are made to the forecasts based on factors identified throughout this process.


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