世界のクラウドコンピューティング市場:インフラ、プラットフォーム、サービス...市場調査レポートについてご紹介

【英文タイトル】Global Cloud Computing: Infrastructure, Platforms, and Services 2015 - 2020

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【レポートの概要(一部)】

1 Introduction 11
1.1 Executive Summary 11
1.2 Topics Covered 12
1.3 Key Findings 13
1.4 Target Audience 14
1.5 Companies Mentioned 15
2 Overview 17
2.1 Enterprise IT Systems Development 17
2.2 Definition of Cloud Computing 17
2.3 “Pay as you Go” Model 20
2.4 Cloud Computing versus Virtualization 21
2.5 Cloud Foundations 21
2.6 Levels of Cloud Computing Services 23
2.6.1 Web Applications 25
2.6.2 Software as a Service (SAAS) 26
2.6.3 Platform as a Service (PAAS) 26
2.6.4 Infrastructure as a Service (IAAS) 27
2.6.4.1 Public cloud 28
2.6.4.2 Private cloud 28
2.6.4.3 Hybrid cloud 28
2.6.5 Communication as a Service (CAAS) 29
2.6.6 Metal as a Service (MAAS) 29
2.6.7 Anything as a Service (XAAS) 30
3 Hardware and Software 31
3.1 Increasing Importance of Hardware 31
3.2 Reduced Need for Provisioning Storage: A Server and a Switch 31
3.3 Cloud Hardware will become a Commodity 31
3.4 Low-power Processors and Cheaper Clouds 32
3.5 Faster Interconnects 32
3.6 Increasing Separation of Software and Hardware 33
3.7 Rise of PAAS 33
3.8 Increasing Popularity of JavaScript/HTML5 based Apps 33
3.9 Stronger Identity Management systems 34
3.10 Memory Solutions for Software and Hardware Systems 34
3.11 Increasing use of Modular Software 34
3.12 Top IAAS Vendors 35
3.13 Top Software Vendors 36
3.14 Data Center Providers 37
3.14.1 Cloud Based Data Centers 37
3.14.1.1 Google, Council Bluffs, Iowa 37
3.14.1.2 Microsoft, Dublin, Republic of Ireland 38
3.14.1.3 Switch Super NAP, Las Vegas, Nevada 39
3.14.1.4 Range International Information Hub, Langfang China 40
3.15 Cloud Service Providers 40
3.15.1 Amazon 40
3.15.2 Verizon 41
3.15.3 IBM 42
3.15.4 SalesForce.com 42
3.15.5 CSC 44
3.15.6 CENTURYLINK 44
3.15.7 SAVVIS 44
3.15.8 JOYENT 44
3.15.9 MICROSOFT 45
3.15.10 RACKSPACE 45
3.15.11 FUJITSU 45
3.15.12 HP 45
3.16 Network Operators 46
3.16.1 China Mobile Limited 46
3.16.2 Vodafone Group 46
3.16.3 Telenor Group 48
3.16.4 America Movil 48
3.17 Alternative Platforms for On-Premise and Hybrid Clouds 48
3.18 Cloud Infrastructure and Services in Telecommunications 58
3.18.1 Cloud RAN 59
3.18.2 Mobile Consumer Cloud Services 62
3.18.2.1 Consumer Mobility and the Cloud: Statistics and Forecasts 66
3.18.2.2 Commercial Considerations 67
3.18.2.2.1 What Consumers will Store in and Access from the Cloud 67
3.18.2.2.2 What Devices Consumers will use to Access the Cloud 68
3.18.2.2.3 Where and How Consumers will Access the Cloud 69
3.18.2.2.4 What Companies do Consumers Identify with Cloud Services 69
4 Future Cloud Computing Applications 71
4.1 Leveraging Cloud for Wearable Technology 71
4.1.1 Wearable Technology is Poised for Significant Growth 71
4.1.2 Cloud-based Services Provide a Platform for Growth 71
4.1.3 Examples of Cloud-services Leveraged by Wearable technology 72
4.1.4 Bottlenecks to Growth of Wearable Technology 73
4.2 Increasing Acceptance in the Government Sector 73
4.2.1 US Government’s Consolidation of Datacenters to Cut Costs 74
4.2.1.1 DOI’s Movement to a Cloud Computing Environment 74
4.2.1.2 The US Army’s Datacenter Consolidation 75
4.2.1.3 CIA’s Private Cloud 75
4.2.2 CSPs Building Capacity to Service Government Agencies 75
4.2.3 Leverage Cloud for Citizen Services 76
4.2.4 Leverage Cloud to Support Local Enterprises 76
4.3 Cloud Computing for Media and Entertainment 77
4.3.1 The Case of Netflix 78
4.3.2 A Tool to Increase Subscription Revenues 78
4.3.3 Cloud Services to Develop Stronger Links with Fans 78
4.3.4 Cloud Services to Increase Revenue Generation Capacity 79
4.3.5 Cloud Services to Reduce Datacenter Footprint 79
4.3.6 Cloud Services for Controlling Digital Supply Chain 80
4.4 Cloud Computing for Healthcare 80
4.4.1 US Healthcare Regulations Mandate Cloud Adoption 80
4.4.2 Heavy penalties for loss of PHI 81
4.4.3 Healthcare’s Wait and Watch Approach 81
4.4.4 Cloud-based Solutions for Healthcare 81
4.4.5 Adoption of Desktop Virtualization in Healthcare 82
4.4.6 Cloud for Regional Wellness Services 83
4.4.7 Cloud for Penetrating Rural Markets 83
4.5 Cloud Computing for Telecoms 84
4.5.1 The Cloud Expands the Telecoms Service Provider Product Portfolio 84
4.5.2 SME are an Attractive Pocket for Telecom 84
4.5.2.1 SME app market so far ignored by telecoms 84
4.5.2.2 Bundled apps for SMEs 84
4.5.3 Comcast Develops a Cloud Marketplace for SMEs 85
4.5.4 Cloud-based Home Security and Home Monitoring systems 85
4.5.5 More Cloud Opportunities 86
4.5.5.1 AT&T PAAS 86
4.5.5.2 AT&T teamed with IBM on cloud services 86
4.6 Cloud Computing for Insurance 87
4.6.1 Cloud-based Technology Provide Platforms to Increase Market Share 87
4.6.2 Cloud-based Technology Expands Product Portfolio 87
4.7 Cloud Computing for Utilities and Overall Energy Sector 89
4.7.1 Smart Metering in Europe 89
4.7.2 Cloud-based Smart Metering Projects 89
4.7.3 Cloud and Data 90
4.7.4 Cloud and Collaboration 90
4.7.5 Cloud and Production Operations 90
4.7.6 Cloud and Customer Engagement 91
4.8 Cloud Computing for Pharmaceuticals 91
4.8.1 Cloud-based Services are under-utilized by Pharma Companies 91
4.8.2 Leverage Cloud Computing to Reduce Costs and Save Time 92
4.8.3 Cloud-based Digital Market Platform 92
4.8.4 Cloud-based On-demand Analytical Platforms 93
4.8.4.1 GenomicsCloud 93
4.8.4.2 DNAnexus 93
4.8.4.3 CycleCloud for Life Sciences 94
4.8.5 Shifting Non-core Operations to the Cloud 94
4.9 Cloud Computing for Financial Services 94
4.9.1 Small Banks find it Easier to Shift to the Cloud 95
4.9.2 Cloud-based Payments Processing 95
4.9.3 Cloud-based Document Management 96
4.9.4 Bank of America’s Pilot Test with the Cloud 96
4.9.5 Cloud-based Mobile Banking 97
4.9.6 Regulatory Barriers Restrict Wide Adoption of Cloud-based Analytics 97
4.9.7 Cloud-based Monte Carlo Simulations 98
4.9.8 Private Clouds 98
5 Recommendations for Enterprise 99
5.1 When Cloud Computing is Not an Option 99
5.1.1 Risk of External Dependencies 99
5.1.1.1 Data protection tools 99
5.1.2 Scalability Comes at a Cost 99
5.2 Approach Cloud Computing from a Strategic Perspective 100
5.2.1 What Enterprise Must Consider when Developing a Cloud Strategy 101
5.3 Trade-off between Location of Datacenter and Service Portfolio 102
5.4 Enterprises Must Have Strict Security and Compliance Levels 102
5.5 Develop a Realistic Cost Estimate 103
5.5.1 Allocate for Hidden costs 103
5.6 Conduct CSP Background Checks 104
5.7 Add Substance to the Term “Security” 104
5.7.1 Data Security Measures 104
5.7.2 Physical and Personnel Protections and Restrictions 105
5.7.3 Geographic Location of Datacenter 105
5.8 Understand Audit Options 106
5.8.1 Existing Service Standards are Non-comprehensive 106
5.8.2 Add “Right to Audit” Clause in the Contract 106
5.9 Viability of Third-party Providers 107
5.10 Formulate an Exit Strategy 107
5.10.1 Prepare for Enterprise’s Exit 107
5.10.2 Prepare for CSP’s Exit 108
5.11 Evaluate all Applications in a Step-by-Step Approach 109
5.12 Review the Contract in Detail 109
5.12.1 Prepare a Service Checklist 109
5.12.1.1 Plan for protecting your data: 110
5.12.1.2 Incident response: 110
5.12.1.3 Data lifecycle management: 110
5.12.1.4 Vulnerability management: 111
6 Recommendations for Cloud Service Providers 112
6.1 Work Side-by-Side with the Customer 112
6.2 Understand your Customer 112
6.3 Develop Marketing Plan for a Non-technical Audience 113
6.4 Stress Heavily on Security Measures 113
6.4.1 Customer’s Perception of Security is Central to Aligning Needs with Capabilities 113
6.4.2 Match SMEs Security Requirements 114
6.4.3 Security Requirements vary from Customer-to-Customer 114
6.4.4 SMEs Resist Installing Firewalls to Minimize Costs 114
6.4.5 Demonstrate Security Measures 115
6.5 Determine the Optimal Price 115
6.5.1 Adjust Pricing strategy as required 115
6.5.2 Understand Customer’s Existing IT Costs 116
6.6 Reorient Sales Team 116
6.7 Provide Support with Integration 117
6.8 Guidelines for Making a Sales Pitch 117
6.9 Educating SMEs 118
7 Global Cloud Computing Market Forecasts 2015 – 2020 121
7.1 Global Cloud Computing Market Value 2015 – 2020 121
7.2 Market Value by Segment 2015 – 2020 122
7.2.1 Segment Market Share 2015 – 2020 123
7.2.2 Segment Growth Rate 2015 – 2020 124
7.2.3 SAAS Market Value and Growth Rate 2015 – 2020 125
7.2.4 IAAS Market Value and Growth Rate 2015 – 2020 126
7.2.5 PAAS Market Value and Growth Rate 2015 – 2020 127
7.3 Market Value by Region 2015 – 2020 128
7.3.1 Region Market Share 2015 – 2020 129
7.3.2 Region Growth Rate 2015 – 2020 130
7.3.3 North America Market Value and Growth Rate 2015 – 2020 131
7.3.4 Western Europe Market Value and Growth Rate 2015 – 2020 132
7.3.5 Eastern Europe Market Value and Growth Rate 2015 – 2020 133
7.3.6 Middle East and Africa Market Value and Growth Rate 2015 – 2020 134
7.3.7 Asia Pacific Market Value and Growth Rate 2015 – 2020 135
7.3.8 Rest-of-World Market Value and Growth Rate 2015 – 2020 136
7.4 Market Value by Cloud Type (Public and Private) 2015 – 2020 137
7.4.1 Market Share by Cloud Type 2015 – 2020 138
7.4.2 Growth Rates by Cloud Type 2015 – 2020 139
7.4.3 Public Cloud Market Value and Growth Rate 2015 – 2020 140
7.4.4 Private Cloud Market Value and Growth Rate 2015 – 2020 141
8 Barriers and Challenges to Cloud Adoption 142
8.1 Enterprises Reluctance to Change 142
8.2 Responsibility of Data Security Externalized 142
8.2.1 Loss of Control 142
8.2.2 Privacy 143
8.3 Security Concerns are Real 144
8.4 Cyberattacks 144
8.4.1 SMEs Operate with Severe Budget Restrictions 144
8.4.2 Prolific use of Internet Increases Threats of Cyber-attacks 145
8.5 Unclear Agreements 145
8.5.1 SLAs do not Guarantee Downtime Requirements will be Met 145
8.5.2 Secondary CSPs negotiate contracts on a contract to contract basis 146
8.5.3 Enterprises are Entitled to Credit for downtime “On-Request” 146
8.5.4 Varying Timeframes for Calculating Uptime 146
8.5.5 Different Cloud Services have Different SLAs 146
8.6 Complexity is a Deterrent 147
8.6.1 Inherent Complexity in the Cloud computing Environment 147
8.6.2 Integrating Enterprise Processes around the Cloud is a Complex Task 147
8.6.3 Integration is a Big Issue with SAAS Deployment 147
8.6.3.1 API management is a necessary task 148
8.6.3.2 What is the best way to integrate data 148
8.7 Lack of Cloud Interoperability 148
8.7.1 Denial of Switching CSPs and Clouds 148
8.7.2 CSPs Opt-out of Cloud Interoperability 149
8.7.3 Challenges Faced when Moving Applications between Clouds 149
8.8 Service Provider Resistance to Audits 149
8.8.1 Industry Best Practices are Still Developing 149
8.8.2 Resistance to Audit Signals Caution 150
8.8.2.1 Internal quality controls of large enterprises make audits essential 150
8.8.2.2 Audits inspire confidence among reluctant SMEs 150
8.9 Viability of Third-party Providers 150
8.10 Acceptance Issues 151
8.11 No Move of Systems and Data is without Cost 151
8.12 Lack of Integration Features in the Public Cloud results in Reduced Functionality 152


【レポート販売概要】

■ タイトル:世界のクラウドコンピューティング市場:インフラ、プラットフォーム、サービス
■ 英文:Global Cloud Computing: Infrastructure, Platforms, and Services 2015 - 2020
■ 発行日:2015年2月
■ 調査会社:Mind Commerce
■ 商品コード:MIND50302
■ 調査対象地域:グローバル
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