Posts Tagged ‘Enterprise Business Apps’

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Monday’s Musings: Why Next Gen Apps Must Improve Existing Activity Streams

Published on August 30, 2010 by R "Ray" Wang
Upcoming Data Deluge Threatens The Effectiveness Of Activity Streams Activity streams, best popularized by consumer apps such as Facebook and Twitter, have emerged as the Web 2.0 visualization paradigm that addresses the massive flows of information users face (see Figure 1).  As a key element of the dynamic user experiences discussed in the 10 elements of social enterprise apps, activity streams epitomize how apps can deliver contextual and relevant information.  Unfortunately, what was seen as an elegant solution that brought people, data, applications, and information flow into a centralized real-time interface, now faces assault from the exponential growth in data and information sources.  In fact, most people can barely keep up with the information overload, let alone face the four forces of data deluge that will likely paralyze both collaboration and decision making (see Figure 2):
  1. Massive activity stream aggregation by enterprise apps. Every enterprise app seeking sexy social-ness plans one or more social networking feeds into their next release.  The mixing and mashing of personal and work related feeds will leave users confused about context and lower existing signal to noise ratios.  Yet, proliferation will continue as users seek to bring aggregated sources of information into one centralized feed.
  2. Explosive growth in the Internet of Things (IOT). Beyond just device to device communications, the web of objects, appliances, and living creatures through wired and wireless sensors, chips, and tags will drive most of the growth in the internet in the next 5 to 10 years.  With an estimated 100 billion net-enabled devices by 2020, these networks seek to discover activity patterns, predict outcomes, and monitor operational health.  The massive amounts of sensing data driven into systems will not only overwhelm users, but also handicap the performance of today's data warehouses, analytics platforms, and applications.
  3. Flood of user generated content (UGC). User generated content continues to grow.  Facebook has over 500 million users populating pages with rich social meta data.  There are over 300 million blogs.  Wikipedia has more than 15 million articles.  Content sources will propagate at geometric rates, especially as BRIC (Brazil, Russia, India, and China) countries up their adoption.
  4. Proliferation of social meta data. Organizations seeking a marketing edge must digest, interpret, and asses large volumes of meta data from sources such as Facebook Open Graph.  Successful identification of social graphs require matching gargantuan volumes of meta data (e.g. likes, check-ins, groups, etc) through introspection across a vast array of objects.  Human centric and object centric events will inevitably coexist and engulf unified activity streams.
Figure 1.  Activity Streams Improve Collaboration And Deliver Dynamic User Experiences Figure 2. The Four Forces Of Data Deluge Filters Reduce The Signal To Noise Ratios And Drive Relevance Given the tall task of repairing the relevance of activity streams under the four forces of data deluge, users need better filtering tools from their existing solutions.  Today's rudimentary filters remind users of the simple search engines from the early 1990's.  Users must have filters with the sophistication to cut across the big data challenges.  Filters must span across mediums such as pages, books, notes, photos, videos, voice, and others.  Based on 23 user scenarios, the 5 major categories of filters should include:
  • People. Requests focus around people, their relationships, and formal and informal groupings.
  • Location. Physical location attributes include spatial coordinates, topology, environmental conditions, vertical position, and others.
  • Time and date. Time and date plays a key role in parsing out historical data, multiple chronological perspectives, and forecasting and simulation.
  • Events. Events serve as a mega filter by relating people, location, time and date, and purpose.
  • Topics. Topics represent a broader filter that represents a generic "other" category in filtering.
The Bottom Line: Users Need Greater Control Over Their Point Of View And Next Gen Apps Must Deliver Filters alone will not provide enough firepower to put users back in control.  Users must easily self-manage filters.  Self-learning patterns should be identified by the system.  Text analytics, natural language processing, and complex sentiment algorithms will play a role.  User driven advanced filters should at a minimum include:
  • Saved filters. Users save and share with other users their library of filters.
  • Trending. Users apply layers of filters to correlate complex multi-dimensional patterns.
  • Simulations. Users proactively test out scenario plans with existing data.
  • Predictions. Users apply pattern recognition and trending to test hypotheses.
Your POV. Buyers, do you need help understanding how activity streams can improve adoption and ROI.  Are you suffering from data deluge?   Sellers and vendors, want to test out your next generation product ideas?  You can post or send on to rwang0 at gmail dot com or r at softwareinsider dot org and we’ll keep your anonymity. Please let us know if you need help with your next gen apps strategy efforts.  Here’s how we can help:
  • Providing contract negotiations and software licensing support
  • Evaluating SaaS/Cloud options
  • Assessing apps strategies (e.g. single instance, two-tier ERP, upgrade, custom dev, packaged deployments”
  • Designing end to end processes and systems
  • Comparing SaaS/Cloud integration strategies
  • Assisting with legacy ERP migration
  • Engaging in an SCRM strategy
  • Planning upgrades and migration
  • Performing vendor selection
Reprints Reprints can be purchased through the Software Insider brand.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Quarterly Financial Tracker: Q2 CY 2010 – SaaS Vendors Still Show Massive YoY Growth

Published on August 20, 2010 by R "Ray" Wang
The majority of 22 publicly traded software vendors demonstrated solid year-over-year (YoY) quarterly growth from Q2 2009 (see Figure 1).   Every SaaS vendor in the Software Insider Index® drove 14% to 26% growth (see Figure 2) despite the pick up in on-premises license sales.  Highlights for the 2010 CY Q2 2010 results: On-Premises Trends
  • JDA Software (59.19%) and Manhattan Associates (32.93%) continue to ride the CPG, retail, and supply chain investment wave.  Manhattan solidified a significant turnaround in 2 quarters of growth.
  • Large mega vendor bellwethers Oracle (12.95%) and SAP (12.34%) showed significant double digit growth.  SAP's license gains of 17.31% demonstrate a turnaround in the sales team.  All indications point to BOBJ and the non-EMEA regions driving sales growth.
  • The SMB vendors shared mixed results with Epicor (8.68%), Lawson (5.81%), and CDC Software (3.92%) continuing to grow key license revenues.  While IFS total revenue gains were low in the 1.40%, IFS grew license revenue by a whopping 19.77%.
  • Unfortunately, other SMB vendors Exact (-4.99%) and Deltek (-7.07%) showed negative revenue momentum.  These vendors not only lost ground in license revenue but also saw declines in traditionally stable maintenance revenue.
  • Maintenance fee growth remains healthy for most vendors as new programs to show value to customers gain traction.
SaaS Trends
  • SaaS vendors continue to grow in mid to high double digit growth rates for subscription revenue. SuccessFactors (26.81%), Salesforce.com (24.78%), and Concur (20.49%) moved past 20% year over year quarterly growth.
  • Ariba ($93.2M) nears the $100M per quarter revenue benchmark as Blackboard ($101.5M) continues to grow from this achievement in Q1 2010.
  • RightNow (19.58%), NetSuite (16.83%), Ultimate Software (15.67%), and Taleo (14.63%) all showed solid quarters of growth, though these growth percentages show slight declines.
Figure 1.  Software Insider Index® On Premise Vendors: Q2 CY 2010
(Right click to view full image)
Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.
Figure 2. Software Insider Index® SaaS Vendors: Q2 CY 2010
(Right click to view full image)
Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.
The Bottom Line - IT Budgets Have Opened Up For Software Purchases, Hybrid SaaS Models The Norm
Despite the rocky recovery and potential for double digit recession, pent up demand drives the current on-premises vendor revenue growth.  Organizations continue to invest in technology despite the lack of job creation.  However, on-premises vendor gains have not impacted SaaS vendor growth.  In fact, most organizations continue to adopt Scenarios 1 to 3 in their Cloud/SaaS strategies. As hybrid models reach tipping points, successful apps strategies must focus on SaaS integration, SOA adoption, and information governance.
Your POV. Can we help you work with a specific vendor?  Please post or send on to rwang0 at gmail dot com or r at softwareinsider dot org and we’ll keep your anonymity.  Further, let us know if you need help with your next gen apps strategy, overall apps strategy, and contract negotiations projects.  Here’s how we can help:
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
  • Assessing SaaS and cloud
  • Evaluating Cloud integration strategies
  • Assisting with legacy ERP migration
  • Planning upgrades and migration
  • Performing vendor selection
  • Renegotiating maintenance
Disclaimers* Not responsible for any math errors or erroneous revenue information. 1. Calendar year estimates based on the quarter nearest the calendar year. 2. Why these vendors than others?  Easy – because I cover them. 3. Exchange rates as of February 25th, 2010 for vendors who have not published quarterly conversions.  Not responsible for currency flux. 4. Estimates created for privately held vendors, when listed. Not sure? Please read the quarterly filings yourself =) Related resources and links
2010 Calendar Year Q1 Software Insider Index™ (SII): 2009 SII Top 35 Enterprise Business Apps Vendors™ 2009 Calendar Year Q4 2009 Calendar Year Q3 2009 Calendar Year Q2 2009 Calendar Year Q1 Software Insider Index™ (SII): 2008Software Insider IndexTM (SII): SII Top 30 Enterprise Business Apps VendorsTM & SII Top SaaS Business Apps VendorsTM SII Top 30 Enterprise Business Apps Vendors™ 2008 Calendar Year Q4 2008 Calendar Year Q3 2008 Calendar Year Q2 2008 Calendar Year Q1
Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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News Analysis: Capgemini Immediate Delivers Cloud Services To Royal Mail Group

Published on August 15, 2010 by R "Ray" Wang
Capgemini Changes The Rules Of The Cloud Game On July 27, 2010, Capgemini announced a six-year cloud computing deal with Royal Mail Group (RMG).  The partnership brings the capabilities of Capgemini’s Infostructure Transformation Services (ITS) and Capgemini Immediate to RMG.  As the UK's second largest employer, RMG employs 188,000 people, handles over 80 million items per day, and delivers over 150,000 parcels per day via ParcelForce, its worldwide express parcel business.  Analysis of the deal reveals two key points:
  • Royal Mail Group chooses cloud computing for concrete business value. RMG sought a new eBusiness platform.  Through the RFP process, RMG determined that traditional on-premise software and hardware solutions on single stack technologies (e.g. Microsoft, Oracle, and IBM) did not meet current and future business requirements.  Requirements included decreasing the time to market to deliver new solution offerings, delivering pay-as-you-go services to meet the needs of the organization's personal and small or medium business customers, and supporting RMG's innovative parcel delivery services to keep up with the UK's online shopping boom.  After careful analysis, RMG realized they would have to go best of breed. Point of View (POV): With over 3000 web pages and 100 applications, RMG felt the dual weight of transforming legacy applications and the need to free up resources for innovation.  As with many legacy systems, changes to their current eBusiness platform most likely took too long to implement and the integration challenges of managing a specialized and aging e-business environment became too cumbersome to manage.  RMG chose Capgemini Immediate because the solution delivered an ecosystem of solutions as one offering with Capgemini acting as both the services integrator and prime contractor.  RMG gained both the business value in best of breed solutions and the flexibility of the cloud computing model.
  • Capgemini Immediate mitigates the challenges of managing SaaS best of breed "hell". Capgemini's integrated best of breed cloud offering includes 18 initial SaaS and open source suppliers across the software-as-a-service (SaaS) and platform-as-a-service (PaaS) layers of cloud computing.  Key examples of core PaaS components delivered immediately to the customer include Drupal (Content Management), Apache Software Foundation (Common UI service), IBM Infosphere Datastage (ETL), Cordys (Business process orchestration), Attenda (Business activity management), and Talis (Semantic data management).  For example, the marketing and eBusiness SaaS offering includes Salesforce.com (Customer transactions), Demandware (eCommerce), Kognitio (Data Warehousing-as-a-Service), Ominiture (Web analytics), Eloqua (Online marketing) and Google (Search) see (Figure 1). POV: Leading companies who seek best of breed approaches often face challenges in integration and managing multiple vendor contracts.  The Capgemini Immediate offering reduces the risk of best of breed because clients sign one contract and Capgemini manages the delivery risk, SaaS and hybrid integration, and the management of partners.  In addition, the on-demand pricing and delivery model enables organizations to manage seasonal peaks such as holidays that may require excess capacity.  Best of breed solutions can link back to the RMG ecosystem with ease allowing for more choices among application solutions.
Figure 1. Capgemini Immediate Provides A Best Of Breed E-Business Platform In The Cloud
Source: Capgemini The Bottom Line For Buyers (Users) - Best of Breed Integrated SaaS/PaaS Offerings Deliver Innovation While Bypassing Legacy Apps Environments RMG did not choose cloud because it was the latest fad.  Instead, the Capgemini Immediate solution provided a collection of best of breed solutions that met RMG's key business requirements.  Should Capgemini succeed in delivering Scenario 7: Legacy Replacement in the 10 SaaS/Cloud Strategies For Legacy Apps Environments, RMG will gain (see Figure 2):
  • Flexibility and scalability. RMG can expand or contract services as demand levels change.enhanced flexibility and scalability, enabling specific services to expand or contract rapidly as levels of demand change
  • Capex reduction. RMG no longer has to procure extra hardware and applications every time the change platforms.  This reduces major capital outlay.
  • Improved integration. The Capgemini Immediate platform allows third party services to easily integrate back into the solution offering.
While Cloud/SaaS adoption has moved beyond the tipping point, organizations should not rush in without an adequate apps strategy.  Start by taking into consideration the following criteria in planning an overall apps strategy:
  • Expected business value and outcomes for a project
  • Business processes required to support business value and outcomes
  • Organizational design required to sustain change
  • Technology and solutions to support efforts
  • Deployment options such as on-premises, SaaS, BPO, and other services
Figure 2.  Capgemini Immediate Addresses Scenario 7:  Legacy Long Term Replacement The Bottom Line For Sellers (Vendors) - Expect More Solution Providers To Blur The Lines With Differentiated IP Solution providers and partners will  invest in value added solutions over commoditized infrastructure. The continued commoditization of technology results in richer and more relevant Cloud stacks. As a result, a handful of larger players will emerge to drive down the costs of computing while encouraging ecosystems to deliver value added solutions. Buyers can expect packaged apps, vertical apps, last mile solutions, and implementation partners, to invest in specialized and higher value intellectual property (IP).  Capgemini Immediate is an example where service providers build differentiated intellectual property (IP) using the Cloud. Service providers should go on the SaaS/Cloud offensive if they want to deliver rapid innovation to customers and break the cycle of dependence on packaged apps vendors. Service providers can take market share through SaaS by investing in white spaces in the solution road map with verticals and other pivot points that have not been well served. In addition, expect forms of SaaS BPO to emerge as clients seek best of breed SaaS and hybrid deployments. Your POV. Have you already made the transition? Ready to share your best practices?  Buyers, do you need help with your Cloud and SaaS strategy?  Looking to make the transition to Cloud and SaaS?  Let us put the expertise of over 1000 software contract negotiations to work for you.  Please post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity. Please let us know if you need help with your next gen apps strategy, overall apps strategy, and contract negotiations projects.  Here’s how we can help:
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
  • Assessing SaaS and cloud
  • Evaluating Cloud integration strategies
  • Assisting with legacy ERP migration
  • Planning upgrades and migration
  • Performing vendor selection
  • Renegotiating maintenance
Resources And Related Research: 20100810 A Software Insider's POV - R "Ray" Wang - "Tuesday’s Tip: 10 SaaS/Cloud Strategies For Legacy Apps Environments" 20100809 A Software Insider's POV - R "Ray" Wang - "Research Report: The Upcoming Battle For The Largest Share Of The Tech Budget (Part 2) – Cloud Computing" 20100621 A Software Insider's POV - R "Ray" Wang - "Research Report: How SaaS Adoption Trends Show New Shifts In Technology Purchasing Power" 20100322 A Software Insider’s POV – R “Ray” Wang -”Understanding The Many Flavors Of Cloud Computing/SaaS” 20091222 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: 10 Cloud And SaaS Apps Strategies For 2010″ 20091208 A Software Insider’s POV – R “Ray” Wang – “Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value” 20091012 A Software Insider’s POV – R “Ray” Wang – “Research Report: Customer Bill of Rights – Software-as-a Service” 20090714 Sandhill.com – R “Ray” Wang – “Opinion: Moving to a SaaS Offensive” 20090602 A Software Insider’s POV – R “Ray” Wang ” Tuesday’s Tip: Now’s The Time To Consider SaaS Software Escrows” 20081028 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: SaaS Integration Advice” Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  Capgemini is a project client with Altimeter and not a client of Insider Associates, LLC.  Capgemini is neither a retained client of Altimeter group nor a retained client of Insider Associates, LLC.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Tuesday’s Tip: 10 SaaS/Cloud Strategies For Legacy Apps Environments

Published on August 10, 2010 by R "Ray" Wang
Legacy Apps Customers Seek Practical Advice Organizations determining when and how to make the move to SaaS and Cloud face realistic challenges in gaining buy-in and realizing the apparent and hidden benefits of SaaS/Cloud.  In a recent survey of over 300 companies, 73 respondents who were wary of SaaS/Cloud were asked to list the top 3 reasons they did not plan to deploy a SaaS/Cloud solution in the next 12 months (see Figure 1).  The top 3 reasons related to legacy environments, org structure, and governance include:
  • Legacy apps CIO's. CIO's vested in protecting the existing investments may often proceed with caution for SaaS and Cloud solutions.  In some cases, sunk cost mentality takes hold and the goal of being 100% pure with a single vendor clouds the vision to meet needed business requirements.
  • Burden of legacy apps. Legacy apps maintenance and upkeep represents a key barrier to SaaS and Cloud adoption.  Organizations often remain complacent about maintenance and upgrades, preferring to avoid substantial changes and risk.   Becuase the money and resources to support legacy apps consume most of the budget, organizations have little funds for innovation and experimentation.  Eventually, business decision makers procure SaaS/Cloud solutions to by-pass IT.
  • No IT team buy in.  Many constrained IT teams have not taken the time to understand the requirements to support SaaS and Cloud apps in a hybrid mode.  SaaS requires organizations to revisit SOA strategies, integration requirements, and master data management.  Business leaders and decision makers often overlook these dependencies at the organization's long term expense.
Figure 1.  Legacy Issues Hamper SaaS/Cloud Adoption SaaS/Cloud Strategies Must Transcend The Burden Of Legacy Apps Over Time Next generation apps strategies must account for both a future of hybrid deployments and growing independence of legacy apps.  Ten of the most common go forward strategies include:
  1. Point solutions. Organizations often start by augmenting gaps in existing legacy apps functionality.  Common areas include expense management, strategic human capital management (HCM), sales force automation, project based solutions, collaboration, and email.
  2. SaaS best of breed suites. As organizations gain comfort with the ease of use of SaaS, expect organizations to increase their preference for suites.  Over time expect the best of breed "hell" scenarios to subside as SaaS vendors and integration providers rush to provide more end to end functionality or better SaaS to SaaS integration tools.
  3. Two-tier hub and spoke. Once organizations make the plunge to SaaS, the business will seek opportunities to bypass legacy apps in new environments.   Two-tier deployments will emerge as organizations rush to replace legacy apps for modernization efforts, geographic considerations, and organizations with different sets of business models.
  4. Legacy containment and surround. As with legacy apps over time, organizations will seek to contain investment and surround existing apps with new capabilities.   Expect core ERP apps in finance and HCM to be contained but not quickly replaced.  However, failed CRM, project based solutions, and other "extended ERP" systems in vendor suites will be replaced because many vendors have not innovated quickly enough.
  5. Hosted legacy and surround. Hosted legacy and surround will emerge as a critical trend that will cut infrastructure costs for data centers and hardware.  Virtualization will play a key role in reducing application management costs.  Once again, the surround strategy will take hold because business can not wait for innovation from many of the legacy apps vendors.
  6. Legacy mid-term replacement and third-party maintenance. Organizations can fund innovation with maintenance fee reductions by considering third party maintenance (3PM).  Typical deals halve the cost of maintenance while providing regulatory and tax updates.  Upgrades will not be provided but for organization's who plan to replace apps in the next 5 years, this option should be considered in all apps strategies.
  7. Legacy long term replacement. After usage of 10 to 15 years, most organizations begin their retirement and replacement strategies.  Given the increasing choices in SaaS and Cloud, expect organizations to make the move to migrate to a more flexible solution.
  8. PaaS extensions. As packaged apps move to the Cloud, custom development will also make the same transition.  PaaS will prove to be a key component in the Cloud strategy and major SaaS vendors will make the move to open up the tool kits to allow customers and partners to extend their solutions.
  9. Long term BPO. Expect commoditized business processes to shift to the BPO model. BPO - SaaS will become the norm as organizations shed lower level processes and focus on custom dev in PaaS and extending SaaS and Cloud suites.
  10. Private clouds.  Many organizations will move to private clouds for security reasons.  Private clouds will serve as both a development environment and the "back-up" generator for large commercial and public entities.
Figure 2.  Ten SaaS/Cloud Adoption Strategies Span Business Requirements And Legacy Adoption The Bottom Line For Buyers (Users) - Proceed With Cloud/SaaS Strategies Based On Business Requirements Not Hype While Cloud/SaaS adoption has moved beyond the tipping point, organizations should not rush in without an adequate apps strategy.  Start by taking into consideration the following criteria in planning an overall apps strategy:
  • Expected business value and outcomes for a project
  • Business processes required to support business value and outcomes
  • Organizational design required to sustain change
  • Technology and solutions to support efforts
  • Deployment options such as on-premises, SaaS, BPO, and other services
Your POV. Have you already made the transition? Ready to share your best practices?  Buyers, do you need help with your Cloud and SaaS strategy?  Looking to make the transition to Cloud and SaaS?  Let us put the expertise of over 1000 software contract negotiations to work for you.  Please post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity. Please let us know if you need help with your next gen apps strategy, overall apps strategy, and contract negotiations projects.  Here’s how we can help:
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
  • Assessing SaaS and cloud
  • Evaluating Cloud integration strategies
  • Assisting with legacy ERP migration
  • Planning upgrades and migration
  • Performing vendor selection
  • Renegotiating maintenance
Resources And Related Research: 20100621 A Software Insider's POV - R "Ray" Wang - "Research Report: How SaaS Adoption Trends Show New Shifts In Technology Purchasing Power" 20100322 A Software Insider’s POV – R “Ray” Wang -”Understanding The Many Flavors Of Cloud Computing/SaaS” 20091222 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: 10 Cloud And SaaS Apps Strategies For 2010″ 20091208 A Software Insider’s POV – R “Ray” Wang – “Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value” 20091012 A Software Insider’s POV – R “Ray” Wang – “Research Report: Customer Bill of Rights – Software-as-a Service” 20090714 Sandhill.com – R “Ray” Wang – “Opinion: Moving to a SaaS Offensive” 20090602 A Software Insider’s POV – R “Ray” Wang ” Tuesday’s Tip: Now’s The Time To Consider SaaS Software Escrows” 20081028 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: SaaS Integration Advice” Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Research Report: The Upcoming Battle For The Largest Share Of The Tech Budget (Part 2) – Cloud Computing

Published on August 9, 2010 by R "Ray" Wang
Welcome to a part 2 of a multi-part series on The Software Insider Tech Ecosystem Model.  Part 2 describes how the cloud fits into the model.  Subsequent posts will apply the model to these leading vendors:
  • Overview
  • Cisco
  • Dell
  • HP
  • IBM
  • Microsoft
  • Oracle
  • Salesforce.com
  • SAP
The aggregation of these posts will result into a research report available for reprint rights.
Cloud Computing Represents The "New" Delivery Model For Internet Based IT Services Technology veterans often observe that new mega trends emerge every decade.  The market has evolved from mainframes (1970's); to mini computers (1980's); to client server (1990's); to internet based (2000's); and now to cloud computing (2010's).  Many of the cloud computing trends do take users back to the mainframe days of time sharing (i.e. multi-tenancy) and service bureaus (i.e cloud based BPO). What's changed since 1970?  Quite plenty -- users gain better usability, connectivity improves with the internet, storage continue to plummet, and performance increases in processing capability. Cloud delivery models share a stack approach similar to traditional delivery.  At the core, both deployment options share four types of properties (see Figure 1):
  1. Consumption – how users consume the apps and business processes
  2. Creation – what’s required to build apps and business processes
  3. Orchestration – how parts are integrated or pulled from an app server
  4. Infrastructure – where the core guts such as servers, storage, and networks reside
As the über category, Cloud Computing manifests in the four distinct layers of:
  • Business Services and Software-as-a-Service (SaaS) – The traditional apps layer in the cloud includes software as a service apps, business services, and business processes on the server side.
  • Development-as-a-Service (DaaS) – Development tools take shape in the cloud as shared community tools, web based dev tools, and mashup based services.
  • Platform-as-a-Service (PaaS) – Middleware manifests in the cloud with app platforms, database, integration, and process orchestration.
  • Infrastructure-as-a-Service (IaaS) – The physical world goes virtual with servers, networks, storage, and systems management in the cloud.
Figure 1. Traditional Delivery Compared To Cloud Delivery Cloud Computing Encourages Users And Vendors To Focus On Value Added Solutions Applying The Software Insider Tech Ecosystem Model to Cloud Computing highlights where buyers, sellers, and partners can deliver value (see Figure 2).  As cloud computing adoption increases, users can expect that:
  • Solution providers and partners will invest in value added solutions over commoditized infrastructure. The continued commoditization of technology results in richer and more relevant Cloud stacks.  As a result, a handful of larger players will emerge to drive down the costs of computing while encouraging ecosystems to deliver value added solutions.  Buyers can expect packaged apps, vertical apps, last mile solutions, and implementation partners, to invest in specialized and higher value intellectual property (IP).
  • Customers will care more about service level agreements than the brand name of technology components. The cloud commoditizes the infrastructure components for both tools for creation and tools for distribution.  Users shift their priority for brand components in favor of outcomes based delivery.  Consequently, users will not care about the brand name of hardware, database, middleware, and even business intelligence systems in use.  Client success shifts to the monitoring of pre-agreed upon service level agreements (SLA's)
  • Integration will emerge as the key enabler and choke point. End users need an enterprise apps strategy for cloud computing that addresses the “I” word – Integration.  SOA principles must be enforced including support for canonical data models and business process haromonization.  Integration must focus on data mapping, business process orchestration, quality of service, and master data management.
Figure 2.  The Software Insider Tech Ecosystem Model For The Cloud The Bottom Line For Buyers  - Use The Tech Ecosystem Model To Build Out Your Technology Roadmap And Procurement Strategy. The Software Insider Tech Ecosystem Model can provide a key tool in mapping out the long term apps strategy.  Use the suggested five step approach to determine how cloud computing can support existing and future business requirements:
  1. Start by listing the vendors in each category. Jot down the names of every vendor you own into each category (see Figure 3.)
  2. Identify the key business processes supported. Place business processes at the high level and line them back to the vendors.
  3. Evaluate the application portfolio.  As consolidations occur, business strategy should align with applications strategy.  Applications strategy will then align with procurement strategy to optimize the Business Technology Value equation.
  4. Build out your solution ecosystem plan. In some cases, you will consolidate vendors. In others, you will acquire new solutions.  Sometimes, the last-mile will require custom development.  Take a balanced approach to the portfolio.  Keep in mind how you sunset legacy applications and solutions.
  5. Apply model to the contract strategy. This model applied to Seven Simple Steps To Successfully Negotiate Software Contracts will drive business value in technology projects.
Figure 3.  Sample Solution Providers Across The Four Layers Of Cloud Computing The Bottom Line For Sellers (Vendors) - Use The Tech Ecosystem Model To Plan Partnerships and M&A Strategies Use the Software Insider Tech Ecosystem Model  to determine when to partner, build, or acquire a capability. Determine which category to invest in Cloud Computing based on R&D budget and organization's size.  Evaluate each category by:
  1. Examining the current footprint. Fill in the model to see what you own (see Figure 3).
  2. Identifying adjacent profit pools. Look at potential install base up-sell, cross-sell, and attach rate opportunities.
  3. Determining potential profit margins and ROI. Look at average profit margins.  Identify and rank the top categories.
  4. Ranking opportunities by competitive threat. Determine which piece to commoditize next in the value added solutions.  Figure out which areas are high growth value added solutions to invest.
  5. Put together 3 year strategy. Face it, 3 years is too long but you need a time frame.  Identify acquisition prices and partnership criteria.
Your POV. Buyers, do you need help with your Cloud and SaaS strategy?  Ready to put the expertise of over 1000 software contract negotiations to work?  Give us a call!  Sellers and vendors, want to expedite your ability to effectively partner or test your M&A idea?  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity. Please let us know if you need help with your next gen apps strategy, overall apps strategy, and contract negotiations projects.  Here’s how we can help:
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
  • Assessing SaaS and cloud
  • Evaluating Cloud integration strategies
  • Assisting with legacy ERP migration
  • Planning upgrades and migration
  • Performing vendor selection
  • Renegotiating maintenance
Resources And Related Research: 20100621 A Software Insider's POV - R "Ray" Wang - "Research Report: How SaaS Adoption Trends Show New Shifts In Technology Purchasing Power" 20100322 A Software Insider’s POV – R “Ray” Wang -”Understanding The Many Flavors Of Cloud Computing/SaaS” 20091222 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: 10 Cloud And SaaS Apps Strategies For 2010″ 20091208 A Software Insider’s POV – R “Ray” Wang – “Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value” 20091012 A Software Insider’s POV – R “Ray” Wang – “Research Report: Customer Bill of Rights – Software-as-a Service” 20090714 Sandhill.com – R “Ray” Wang – “Opinion: Moving to a SaaS Offensive” 20090602 A Software Insider’s POV – R “Ray” Wang ” Tuesday’s Tip: Now’s The Time To Consider SaaS Software Escrows” 20081028 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: SaaS Integration Advice” Next In The Series
  • Overview
  • Cisco
  • Dell
  • HP
  • IBM
  • Microsoft
  • Oracle
  • Salesforce.com
  • SAP
Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Event Report: SAP Australian Users Group Summit 2010

Published on August 8, 2010 by R "Ray" Wang
 SAUG Summit Delivered Great Networking Opportunities And Information Exchange Over 550 attendees converged on Sydney August 3rd to 5th, 2010 for the annual SAP User Group Summit.  Members were treated to 28 session, 7 keynotes, and 4 SAP 101 educational sessions.  The smart design of the conference gave attendees ample opportunities to connect and share ideas between sessions.  Kudos to Kim Salter and team for a great event! In conversations with over 100 attendees, four trends emerged:
  • Excitement in putting Business Intelligence (BI) to work. A combination of pent up demand, SAP marketing of Business Objects, and early adopters of BW led to many interesting conversations about the future road map.  Users sought clarity on the future direction and for the most part received it around BEX support and future investments.  Many continued to wonder if SAP would clean up its master data management strategy and address the need for a stronger next generation BI platform.
  • Considerable interest in how the Cloud can be used with existing SAP investments. Several sessions on the cloud were given.  Jeff Word, President of SAP Product Strategy provided an SAP Session on Cloud Computing.  The 6th  keynote on "Ready for the Cloud and SaaS?" provided users with 10 strategies to use Cloud Computing with or without SAP.  With so much confusion on Cloud terminology, attendees wanted a reset on the definitions and categories of cloud computing.  In each conversation, cost savings and flexibility drove the interest to consider cloud options.  A good mix of both technology and business leaders instigated the conversations.  Considerable disappointment emerged when they found out Business by Design would not be available to Australia until late 2011.
  • Concern about negotiating leverage in SAP contracts. In both the CIO session and in passing conversations, the majority of attendees expressed a concern about waning leverage in contract negotiations for the acquisition of new licenses or dealing with maintenance fees.  A few attendees expressed frustration that the SAP Australia head office ignored them when their contracts were written by the corporate entities in countries abroad.  They felt that SAP should act with one face to the world.
  • Questions on when to upgrade. Many attendees expressed concern on when to upgrade.  A large number on 4.6 and 4.7 saw no need to make the shift yet despite a few key features in Enhancement Packages.  In fact, many of these users augmented the gaps with SaaS solutions today in expense management, CRM, business intelligence, and strategic HCM.
A photo collage of the event can be seen below (see Figure 1): Figure 1. SAUG Summit 2010 Flickr Feed Source:Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved. The Bottom Line For Users (Clients) – Get Active In The User Group To Gain Influence On SAP SAP users and their user groups have a unique opportunity to put in the right infrastructure to engage in productive partnership with SAP.   SAP management is now more willing than ever to hear customer feedback.  Customers seeking to innovate within their SAP investment should ask hard questions about what is in the SAP Labs portfolio.  User groups will play a key role in helping to prioritize future SAP product road map investments.  Users and their user groups should push for frameworks that monitor customer requests  and increase transparency in the prioritization process. Customers can not allow SAP to squander any more of the 10’s of billions in maintenance fee and license fees “invested” with SAP.  It's time to partner and user groups provide a great vehicle and catalyst to begin and continue the conversation. Your POV SAP users, are you feeling the same concerns in your region?  What are your other concerns that you wish to hear SAP address?  Add your comments to the discussion or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity. Please let us know if we can be of assistance in an advisory capacity.  Here’s how we can help:
  • Crafting a next gen apps strategy
  • Short listing and vendor selection
  • Contract negotiations support
  • Market evaluation
  • Implementation partner selection
  • Connecting with other partners
  • Sharing best practices
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
Related resources and links 20090803 A Software Insider's Point Of View - R "Ray" Wang "Monday's Musings: Users Now Expect More Advocacy From Their User Groups" 20100518 A Software Insider's Point Of View - R "Ray" Wang "Event Report: Sapphire 2010 Brings Customers Back To A Sense Of Normalcy" 20100512 A Software Insider's Point Of View – R “Ray” Wang – “News Analysis: SAP Bets On Innovation With $5.8B Sybase Acquisition” Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  SAP is currently a  client of Altimeter Group but not a client of Insider Associates, LLC.  SAUG is a client of Insider Associates, LLC.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Buy Cheap Epogen Online

Published on July 27, 2010 by R "Ray" Wang


Welcome to a multi-part series on The Software Insider Tech Ecosystem Model.  Subsequent posts will apply the model to these leading vendors:

  • Cisco

  • Dell

  • HP

  • IBM

  • Microsoft

  • Oracle

  • Salesforce.com

  • SAP


The aggregation of these posts will result into a research report available for reprint rights.

Business Models Converge During Recessions Buy cheap epogen online, Is your technology provider a hardware vendor or a software vendor. Does your System Integrator now provide solutions in the cloud. These questions will continue as models converge.  Hardware, kopen goedkope casodex, software, For zometa online, and system integration vendors must reinvent new models of revenue.  The economic recession has forced business model shifts at the major technology companies.  The goal - own the largest share of both the business and IT technology budget,  As these sellers attack new profit pools, buyers can expect continued convergence of business models because:

  • Hardware companies seek higher margins. Most hardware vendors face single digit margins in their core business.  To bolster margins, evista online cheap, many vendors acquired system integration firms.  For example, Order gleevec online without prescription, HP purchased EDS and Dell acquired Perot Systems.  The next logical step requires the hardware vendors to get into software.  Software margins hover from 10% to 50% depending on the market.  Expect a hardware vendor such as Cisco, Dell, or HP to acquire a SaaS based company to move into the software business.

  • Service providers build differentiated intellectual property (IP) using the Cloud, αγοράζουν φτηνά arimidex. Service providers should go on the SaaS/Cloud offensive if they want to deliver rapid innovation to customers and break the cycle of dependence on packaged apps vendors.  Service providers can take market share through SaaS by investing in white spaces in the solution road map with verticals and other pivot points that have not been well served.  In addition, Acquistare a buon mercato arimidex, expect forms of SaaS BPO to emerge as clients seek best of breed SaaS and hybrid deployments.

  • Software companies use Cloud to transform into information brokers. SaaS and Cloud deployments provide companies with hidden value and software companies with new revenues streams.  Data will become more valuable than the software in the Cloud.  Three areas of growth will include benchmarking, trending, ordering zometa pill, and prediction.

  • Companies by-pass software vendors for competitive advantage. Roper Industries acquisition of iTrade Networks on July 26th, Connecticut CT Conn., proves a key point.  Smart and innovative companies will put custom development in the cloud to meet last-mile solution needs that packaged apps vendors or system integrators fail to deliver.  Companies may also acquire software vendors if they can't build the solution.


Budget Authority Shifting From IT To Business

A recent survey of 23 companies shows that while the IT budget appear to have shrunk, the overall technology spend has increased.  Key findings:


  • IT budgets trending down. CIO's focused on cost savings and efficiency.  Among the 23 CIO's, few IT budgets have increased and most have decreased between 3 and 8 percent.  IT departments must do more with less.

  • Business technology spending up, buy cheap epogen online. Growing SaaS and cloud adoption improve the outlook by business units to procure their own solutions.  Among the 23 organizations surveyed, Delaware DE Del., most line of businesses grew technology spend by 5 to 7%.  Business leaders now call the shot on more and more technology decisions

  • IT to BT spending ratios nearing 50-50. Survey showed that the average percentage of tech spend for IT was 53.7%.  The average percentage of tech spend for business reached 47.3%.  Expect the business technology budgets to surpass IT in 2012.


The Tech Ecosystem Model Provides Multi-dimensional Insights

The Software Insider Tech Ecosystem Model examines technology solution categories on 4 dimensions (see Figure 1):


  • Tools for creation. Ordering zometa overnight delivery, This category describes technologies that can be reused to create new solutions.

  • Tools for distribution. This category describes channels and distribution models to deliver client value.

  • Value added solutions. This category describes high margin, cheap cytoxan online cheap, high value solutions for clients.  A plethora of vendors by industry, Massachusetts MA Mass., geography, market size, and role populate this category

  • Commoditized infrastructure, cheapest cytoxan. This category describes technologies that should be optimized.  A handful of vendors typically dominate this category.


Figure 1.  The Software Insider Tech Ecosystem Model

The Bottom Line For Buyers  - Use The Tech Ecosystem Model To Build Out Your Technology Roadmap And Procurement Strategy.

The Software Insider Tech Ecosystem Model can provide a key tool in mapping out the long term apps strategy.  Use the suggested five step approach:


  1. Start by listing the vendors in each category. Jot down the names of every vendor you own into each category.

  2. Buy cheap epogen online, Identify the key business processes supported. Place business processes at the high level and line them back to the vendors.

  3. Evaluate the application portfolio.  As consolidations occur, Epogen online kaufen, business strategy should align with applications strategy.  Applications strategy will then align with procurement strategy to optimize the Business Technology Value equation.

  4. Build out your solution ecosystem plan. In some cases, you will consolidate vendors, Mississippi MS Miss.. In others, Billiga iressa apotek, you will acquire new solutions.  Sometimes, the last-mile will require custom development.  Take a balanced approach to the portfolio.  Keep in mind how you sunset legacy applications and solutions.

  5. Apply model to the contract strategy. This model applied to Seven Simple Steps To Successfully Negotiate Software Contracts will drive business value in technology projects.


The Bottom Line For Sellers (Vendors) - Use The Tech Ecosystem Model To Plan Partnerships and M&A Strategies

Use the Software Insider Tech Ecosystem Model  to determine when to partner, New Hampshire NH N.H., build, Buy casodex online cheap, or acquire a capability. Evaluate each category by:


  1. Examining the current footprint, buy cheap epogen online. Fill in the model to see what you own

  2. Identifying adjacent profit pools. Look at potential install base up-sell, cross-sell, buy casodex online legally, and attach rate opportunities.

  3. Determining potential profit margins and ROI. Cheapest epogen in the world, Look at average profit margins.  Identify and rank the top categories.

  4. Ranking opportunities by competitive threat. Determine which piece to commoditize next in the value added solutions.  Figure out which areas are high growth value added solutions to invest.

  5. Put together 3 year strategy. Face it, Michigan MI Mich., 3 years is too long but you need a time frame.  Identify acquisition prices and partnership criteria.


Your POV.

Buyers, Nebraska NE Nebr., do you need help with your apps strategy and vendor management strategy?  Ready to put the expertise of over 1000 software contract negotiations to work?  Give us a call!  Sellers and vendors, want to expedite your ability to effectively partner or test your M&A idea?  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity.

Please let us know if you need help with your next gen apps strategy efforts.  Here’s how we can help:


  • Providing contract negotiations and software licensing support

  • Evaluating SaaS/Cloud options

  • Buy cheap epogen online, Assessing apps strategies (e.g. single instance, zometa ordine on-line, two-tier ERP, Texas TX Tex., upgrade, custom dev, packaged deployments”

  • Designing end to end processes and systems

  • Comparing SaaS/Cloud integration strategies

  • Assisting with legacy ERP migration

  • Engaging in an SCRM strategy

  • Planning upgrades and migration

  • Performing vendor selection


Next In The Series

  • The Cloud

  • Cisco

  • Dell

  • HP

  • IBM

  • Microsoft

  • Oracle

  • Salesforce.com

  • SAP


Reprints

Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, Colorado CO Colo., please contact r@softwareinsider.org.

Disclosure

Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Buy Arimidex

Published on July 16, 2010 by R "Ray" Wang

Buy arimidex, On July 12th, 2010, Infor announced its Infor24 initiative at the Microsoft Worldwide Partner Conference (WPC).  Infor24 represents the Alpharetta, GA software titan's foray to deliver its solution offerings in the cloud and a continued bet on Microsoft for key technologies.  Here's the first take on the news and from exclusive conversations with Soma Somasundaram, SVP of Development and James Willey, Senior Director of Solutions Management:


  • Three "on-demand" cloud solutions available today. Cheap capecitabine, Infor offers Expense Management, Asset Management, arimidex cheap, Pharmacie cytoxan bon marché, and ERP.  ERP SyteLine represents the first cloud based ERP offering from Infor.  These solutions will move to the cloud powered by Windows Azure, Infor ION, Køb discount cytoxan, Indiana IN Ind., and a future portal product by 2011.  InforION provides key hybrid on-premises and cloud integration.

    Point of View (POV):     Delivery of expense management (Infor XM) and asset management (Infor EAM) as a cloud solution allows Infor to expand out to non-Infor base.  Existing customers can take advantage of the solution and integrate back through InforION.  To become a true software-as-a-service (SaaS) solution, order gleevec online cheap, Order iressa, multi-tenancy will have to occur not only at the app server tier but also at the database level.  Infor will most likely make the move to SQL Azure to achieve this.  Customers should look forward to seeing how these solutions take advantage of the full Azure stack.



  • Next generation solutions in 2011 based on Microsoft Windows Azure. Infor's future solutions will be powered by the Windows Azure development environment (see Figure 1).  Infor's cloud strategy includes Microsoft Reporting via Infor Ion, Microsoft Analysis Services powering Infor Business Intelligence, Utah UT, Buy cytoxan no prescription, and Microsoft Portal powering a future product.  Next generation solutions will run on Microsoft Azure data centers.

    POV:     As Infor makes the shift to Azure, ordering iressa from canada, Buy generic cytoxan, customers can expect other areas such as public sector solutions to be delivered by the second half of 2011.  Infor customers on IBM i-Series based products should seek a roadmap for their product lines onto Azure.


Figure 1. Infor 24 Bets On Microsoft Windows Azure For Current And Future Roadmap

Source: Infor

The Bottom Line For Buyers (Customers And Prospects) - Infor24 Demonstrates Reinvestment Of The Maintenance Dollar

Infor's customers have seen the $2.2B revenue vendor make significant efforts over the past 24 months to showcase improved value for the maintenance dollar.  Programs such as InforFlex, capecitabine cheap, Michigan MI Mich., the move to a Microsoft Platform, and now Infor24 demonstrate a willingness to improve the ownership experience.  As the cloud evolves into a mainstream deployment option, cheap gleevec no rx, Arizona AZ Ariz., prospects and customers can expect Infor to have a foundation to not only bring its customers forward, but also reach out to new customer bases, order iressa online legally.

Your POV

Are you an existing Infor customer?   Prospects, will this move make you consider Infor?  Do you come form the legacy Microsoft or IBM heritage?  Will you be more compelled to stick with Infor in the long run?  Add your comments to the discussion or send on to rwang0 at gmail dot com or r at softwareinsider dot org and we’ll keep your anonymity, buy arimidex. Buy iressa online, Please let us know if you need help with your next gen apps strategy, overall apps strategy, Wyoming WY Wyo., Billiga casodex apotek, and contract negotiations projects.  Here’s how we can help:


  • Designing a next gen apps strategy

  • Providing contract negotiations and software licensing support

  • Demystifying software licensing

  • Assessing SaaS and cloud

  • Evaluating Cloud integration strategies

  • Assisting with legacy ERP migration

  • Planning upgrades and migration

  • Performing vendor selection

  • Renegotiating maintenance


Resources And Related Research:

20106025 A Software Insider’s POV – R “Ray” Wang “News Analysis: Infor Bets On Microsoft”

20100623 The Enterprise System Spectator – Frank Scavo “Infor casts its lot with Microsoft”

20100623 IDG News Service – Chris Kanaracus “Infor buddies up with Microsoft”

20106010 A Software Insider’s POV – R “Ray” Wang “Event Report: Top 10 Questions To Ask At The Microsoft TechEd/STB Analyst Summit”

20091208 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value”

20090622 A Software Insider’s POV – R “Ray” Wang “News Analysis: Infor Flex Reflects Proactive Maintenance Policy”

Reprints

Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org, ordering capecitabine. Order zometa online legally, Disclosure

Although we work closely with many mega software vendors, we want you to trust us.  Infor and Microsoft are currently retainer clients of Altimeter Group but not a client of Insider Associates, Texas TX Tex., Maryland MD Md., LLC.  For the full disclosure policy please refer here.

Copyright © 2010 R Wang and Insider Associates, köpa rabatterade casodex, Kjøp Discount capecitabine, LLC. All rights reserved.

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Order Cheap Arimidex Online

Published on July 1, 2010 by R "Ray" Wang

Organizations Facing The Big Data Problem Must Solve The TCO Of Data Retention Order cheap arimidex online, The explosion in data volumes from terabytes to petabytes (i.e. 1 quadrillion bytes) drives many organizations to identify cost effective solutions for the retention and on demand retrieval of historical data.  More importantly, organizations must meet a plethora of changing business and compliance requirements.  RainStor's solution focuses in on the retention of read-only or inactive structured data.  The solution delivers the "Three R's" of fundamental data management capabilities for its customers by:


  • Reduction, bestill arimidex online. Effective storage requires secure but accessible data reduction that can encapsulate data without loss in content or structure.  RainStor can take structured data sources such as log files, Ordering epogen pill, database, and event data and compress to a 40:1 ratio into containers of discrete files.  This means up to a 97% savings in storage costs.  On top of the compression, RainStor de-duplicates data values and detects patterns so values only need to be stored once.  This means information is stored in a tree structure while still maintaining a full representation of the original records.  The result - in repetitive transactions such as call data logs and stock transactions, Nebraska NE Nebr., storage costs drop by geometric proportions (see Figure 1).

  • Retention. Evista online, Compliance rules create unnecessary complexity in managing retention and purge parameters.  Data in the RainStor solution follows existing policies and remains "as-is" or immutable.  The system preserves the original structure of the stored records.  Users gain control in managing compliance rules and can even store the data in an unstructured data solution such as EMC Centera.  The solution utilizes commodity storage systems and doesn't require specialized DBA skills.  Organizations can keep their SAN, NAS, DAS, evista online store, CAS, αγοράζουν online zometa, or even go with cloud storage options.

  • Retrieval. Existing systems remain challenged in preserving schema evolution and often lose context after upgrades from release to release.  In RainStor, the system stores schema and tables to be able to search back in a point in time.  By addressing schema evolution, Delaware DE Del., any changes to new fields, Cytoxan, tables, and columns are preserved and present the exact representation of the data regardless of query style.  As an extension repository, RainStor does not store in relational format and can instead point to a SQL statement.  Furthermore, ordering arimidex without prescription, organizations can retrieve data through SQL and BI tools such as ODBC/JDBC at RDBMS performance levels or better


Figure 1.  RainStor Applies Data De-duplication To Reduce Storage Costs

Source: RainStor

RainStor Delivers Its Solutions Via An OEM Partner Model

Gloucester, South Dakota SD, UK based RainStor has its US based offices in San Francisco, CA.  RainStor does not sell the solution directly to consumers.  The solution is now embedded in more than 75 deployments at Global 2000 brands through independent software vendors (ISV), systems integrators (SI), buy arimidex from canada, and managed service providers (MSP) such as Adaptive Mobile, Køb billige capecitabine, EMC, Group 2000, HP, comprar en línea evista, Informatica, Lowest price casodex, and On-Point Technology.  The solution powers key solutions such as:


  • Application and warehouse archiving. Partners use RainStor to manage the information life cycle by keeping more data for longer without bogging down transactional systems.

  • Application retirement, order cheap arimidex online. Legacy data can be stored in an alternative repository for legacy migration or SaaS deployments.

  • SaaS data escrows. SaaS vendors can guarantee data in an outage or in a potential end of business scenario.

  • Log and security event retention.  De-duplication technology reduces massive storage retention costs and improves retrieval performance.


Published Informatica Telco Case Study Shows A 211% ROI In Four Years

An Informatica telco customer encountering a massive operations downsizing faced the challenge of reducing costs while keeping data online and accessible.  Challenged with mainframe maintenance costs of $250, casodex pill,000 annually, Missouri MO Mo., the organization built a read-only archive from mainframe to RainStor at only 5% of the original size.  The telco achieved a $430,000 annual reduction with 20x admin savings going from 2 FTE's to 0.1 FTE's  (i.e. IT $250k, epogen ordine on-line, Staff $180k).  The result - payback in 16.1 months and $1.2M in savings over 4 years. Cheapest casodex in the world, The Bottom Line For Buyers (Users) - Seek Information Preservation Cost Savings To Fund Innovation

While RainStor does not directly sell its solutions to customers, this disruptive technology should be part of every cloud stack, historical storage system, Oregon OR Ore., and archiving solution.  The solution even supports inMemory systems by using memory address pointers in nodal storage to avoid row or column based storage.  Use cases such as smart grids and cold data storage can also provide significant savings.  Users should demand that their ISV's, Billiga evista apotek, SI's, and MSP's OEM RainStor.  Cost savings in equipment, software, αγοράσετε epogen έκπτωση, and labor provide a significant cost savings basis that will deliver the seed funding for much needed innovation projects.

Your POV Order cheap arimidex online, Do you face data retention challenges?  Have your costs gone through the roof for information management?  Have you tried RainStor?  As a prospect or customer, what limitations do you see?   Add your comments to the discussion or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity. Order capecitabine no prescription, Please let us know if you need help with your overall apps strategy. Here’s how we can help:


  • Planning an Information Management agenda

  • Assessing SaaS and cloud

  • Evaluating Cloud integration strategies

  • Assisting with legacy ERP migration

  • Planning upgrades and migration

  • Performing vendor selection

  • Providing contract negotiations and software licensing support


Related resources and links

RainStor4 Data Sheet

20100529 Merv's Market Strategies For IT Suppliers - Merv Adrian "RainStor Ramp Rolls On"

Submit Your Solution For Consideration
To submit your Thursday’s Disruptive Tech Showcase for consideration, check out the guidelines in the Policy section.

Disclosure

Although we work closely with many mega software vendors, Kansas KS Kans., we want you to trust us.  RainStor is currently not a retainer client of Altimeter Group and also not a client of Insider Associates, Purchase cytoxan online, LLC.  For the full disclosure policy please refer here.

Copyright © 2010 R Wang and Insider Associates, LLC, Vermont VT Vt.. All rights reserved.

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Order Gleevec Online Cheap

Published on May 25, 2010 by R "Ray" Wang

Today's Evaluation Frameworks Miss The Point

Business leaders seek clarity in understanding which technology solutions drive the most business value.  Today's frameworks often focus on a combination of:


  • Features Order gleevec online cheap, - ability to execute, current offering, product depth, etc

  • Direction - vision, strategy, corporate leadership, etc.


Unfortunately, the intersection of features and direction only addresses potential.  Clients continue to express how potential alone no longer provides enough justification in vendor selection or understanding the overall adoption strategy. Kopen goedkope iressa, Next Gen Evaluation Frameworks Must Start With Business Value

Business leaders seek returns on investment.  IT leaders strive to reduce cost of delivery.  ROI alone may not answer the question as business value needs to be expressed and compared.  Business impact remains the goal in building out new frameworks.  In addition, the cost of technologies must be factored.   As a result, New Mexico NM N.Mex., New York NY N.Y., key questions in vendor selection often include:


  • Will this product provide an ROI?

  • Where will the organization realize a business impact?

  • How do various solutions compare in delivering business value?


Organizations Must Balance Business Impact And Cost Of Technology Delivery

Based on conversations with 113 end user clients and vendors, there appears to be a market demand in building out a new framework that compares how (see Figure 1):


  • Business impact extends across the value chain, ordering gleevec. φτηνές φαρμακείο gleevec, Business impact extends into 3 levels of maturity from internal to external (i.e. department, goedkope capecitabine apotheek, Buy cheap zometa online, cross enterprise, and business value chain).  The greater the penetration of the solution, acheter epogen, North Carolina NC N.C., the greater the business value.

  • Cost of technology delivery measures against percentage of revenue. Both scaling and return on investment reduce the cost of delivery.  Reference data provided via customer references and case studies will provide key data points by industry, buy epogen online cheap, Billige evista Apotheke, size, and geo.

Figure 1, cheap casodex online. Extent Of Business Impact And Cost Of Technology Delivery Drive Business Value

The Bottom Line - It's Time To Apply The New Model

Evaluation frameworks of the future must begin the process of identifying the key criteria required for end users to be successful with both their business and IT stakeholders.  A confluence of disruptive business models, rapid adoption and obsolescence of technologies, and demand for business value data drive the need for this new model.   Expect next gen business and technology leaders, research firms, and technology consultants to start today, order gleevec online cheap. Rabatt kaufen zometa,

Pilot's Log (Behind The Scenes)

On the buy side, I've spoken with over 100 end user customers who remain frustrated with the existing evaluation models.  They are ready to embrace models that measure business value.  On the sell side, Mississippi MS Miss., Ordering zometa online, I was meeting with SAP a few weeks back to discuss their new industry strategy, which they launched at SAPPHIRE.  When talking about what customers really need, order casodex online, Buy evista online legally, we rekindled this concept of business value and IT value.  In fact SAP is aiming their new industry strategy at providing a healthy balance between the two.  Conversations with other vendors, hint that this concept will soon catch on.   Look for some new evaluation frameworks to emerge from Altimeter this year as we build against these core principles.


Your POV.

Ready to put this model to work in evaluations?  Do you think analyst firms should conduct research using this framework?  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity, Louisiana LA. Casodex en ligne afin, Please let us know if you need help with your apps strategy efforts.  Here’s how we can help:


  • Evaluating tech projects for business value

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