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How to Leverage Business Partners Migration to SaaS / Cloud

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This presentation was prepared as background material for 2009 Channel Focus Europe [22/23 october - see].

In a session entitled "How to Leverage Business Partners' Migration to SaaS / Cloud", Loic Simon shared IBM's Club Alliances experience on leveraging business partners migrating to a SaaS/Cloud based business model.

After a quick summary of SaaS and Cloud challenges for Vendors and their Business Partners, he delivered a point of view on SaaS/Cloud distribution and influence channels and shared his hands-on experience as the leader of "Club Alliances" [].

Club Alliances members leverage cloud computing, SaaS and BPO [business process outsourcing] models to promote and deliver business solutions, "as a service".
Their "Solutions as a Service" are typically powered by IBM IaaS [Infrastructure as a Service] or PaaS [Platform as a Service] components.

Aknowledgments : Among various materials borrowed from key specialists on the topic [thanks to all of them : Lustratus, Gilwell Group, Saugatuck...], Loic specifically leveraged some slides from presentations prepared by Philippe Martinez - Philmart - and Laurent Glaentzer - Lemon Operations, two members of Club Alliances who deliver their channel expertise to their fellow Club Alliances members.

Publicado en: Empresariales, Tecnología
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How to Leverage Business Partners Migration to SaaS / Cloud

  1. 1. How to Leverage Business Partners ’ Migration to SaaS/Cloud ? Loic Simon [email_address] +33 6 76 75 40 71 http:// Business Development Executive - Club Alliances Business Partner Organization - IBM France
  2. 3. Agenda Creating & Leveraging SaaS/Cloud Channels Questions & Discussion ! Cloud/SaaS : Situation & Challenges Club Alliances : Lessons & Perspectives
  3. 5. Cloud Computing – a NIST* Definition <ul><li>« Cloud computing is a model for enabling convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction ». </li></ul><ul><li>* National Institute of Standards and Technology [US] </li></ul>
  4. 6. What is driving Cloud Computing ? Fast growth of connected mobile devices Skyrocketing costs of power, space, maintenance, etc. Advances in multi-core computer architecture Explosion of data intensive applications on the Internet Growth of Web 2.0-enabled PCs, TVs, etc. <ul><li>Technology advances that support massive scalability & accessibility </li></ul><ul><li>Emergence of data intensive applications & new types of workloads </li></ul><ul><ul><li>- Large scale information processing, i.e. parallel computing </li></ul></ul><ul><ul><li>- Web 2.0 rich media interactions </li></ul></ul><ul><ul><li>- Light weight run anywhere web apps </li></ul></ul>
  5. 7. Description of Cloud Computing
  6. 9. Despite the hype, few customers are adopting cloud today Source : MI analysis; Gartner, “User Survey Analysis: Cloud Computing Requires More Education and Specific Approaches in 2009,” June 2009; N=473 When it comes to cloud computing, which statement most closely describes the situation within your organization? Only 11% of respondents have a plan or are implementing cloud computing initiatives in 2009 71% of respondents are unfamiliar or are in the education phase. Portion of survey respondents Planning or implementing Not interested or waiting Buyer Behavior Other We expect to develop a plan related to cloud computing in 2009 We have already developed a plan or plans related to cloud computing and will be implementing them in 2009 We have done research and are waiting to see what cloud-computing providers emerge before we determine any kind of action plan I have heard of the term but don't know what it means We have looked into cloud computing and don't expect to develop any plans related to it or to get involved with it in 2009 I have not heard of cloud computing We are researching cloud computing and trying to see if and where it might benefit us Educating
  7. 10. Companies like IBM are rapidly growing their Portfolio of Offerings across Cloud framework Cloud Ecosystem Consulting Services Infrastructure-as-a-Service Business Process-as-a-Service Application/Software-as-a-Service Platform-as-a-Service Enterprises SMB Internet / Intranet LotusLive MBPS Offerings Tivoli Service Providers Information Protection Services Virtual Cloud Storage Desktop as a Service Computing On Demand* DB2 Websphere Rational SoFS Security Cloud Svcs Test Cloud SEP Security Cloud Svcs RMIS / eRMIS AOD*
  8. 11. The majority of RSIs/ISVs in Europe use or plan to use SaaS or Appliances to deliver Software % « Longer-term acceptance of SaaS for mission-critical business processes is growing -- not only with SMB customers, but Large Enterprises » Source : Saugatuck 2008
  9. 12. SaaS : Not only for CRM & Collaboration! « Although collaboration and CRM continue to lead the SaaS charge, &quot;core&quot; systems of record (e.g., finance, HR) and BI / CPM are growing quickly as well ». Source : Saugatuck 2008
  10. 13. Market moves to « Everything as a Service » !
  11. 16. SaaS ISV Context : The Big Switch !
  12. 17. ISV embracing SaaS face Challenges in many Areas HCM SaaS Solution Delivery [Run] SaaS Solution Enablement [Build] SaaS Business Integration [Implement] Integration Change Management Business Consulting Infrastructure Architecture Development Platform [PaaS] Application Architecture Managed Services Delivery Platform [IaaS] Delivery Architecture SaaS Business Development [Sell] Lead Generation & Pre-Sales Partners Recruitment & Enablement Marketing Strategy SaaS Business Model [Package] SaaS Operations & Customer Service Marketing & Distribution Channels Solution Packaging Need for : Expertise [Consulting, Models, Templates…] & Services [Support, Skills, Resources, Platforms…]
  13. 18. Major key Challenges include : <ul><li>Financing of SaaS Business </li></ul><ul><li>High expense to revenue & profitability issues in first years </li></ul><ul><li>Business Model migration & Culture changes </li></ul><ul><li>SaaS revenue recognition </li></ul><ul><li>Evolution of existing Partnerships </li></ul><ul><li>Moving from « products » to « services », from « projects » to « annuity »… </li></ul>
  14. 19. <ul><li>Client/Server </li></ul><ul><li>Upfront revenue </li></ul><ul><li>Significant margins </li></ul><ul><li>Established GTM/distribution model </li></ul><ul><li>Project integration require PS capabilities </li></ul><ul><li>CIO budget </li></ul><ul><li>Web-native Service Enabled Application Platforms -SEAP- </li></ul><ul><li>Monthly subscription fees </li></ul><ul><li>Low margins </li></ul><ul><li>Role of partners not clear </li></ul><ul><li>Turn-key solution with little integration requirements </li></ul><ul><li>Functional budgets </li></ul>SCENE On-premise Applications Market SaaS Applications Market
  15. 20. <ul><li>Clear GTM model from vendors </li></ul><ul><li>High margins </li></ul><ul><li>One/Two tier models in place </li></ul><ul><li>Importance of SI’s </li></ul><ul><li>Distribution with little value-add </li></ul><ul><li>Clear rules: MDF, Coop, etc. </li></ul><ul><li>Customers can contract directly with vendors </li></ul><ul><li>Low margins, from monthly fees </li></ul><ul><li>Who does what? </li></ul><ul><li>Turnkey solutions, agile integration projects </li></ul><ul><li>PS automation </li></ul><ul><li>Light contractual environment </li></ul><ul><li>Vertical market integration </li></ul>SCENE On-premise Applications Market SaaS Applications Market
  16. 21. Migration from VAR/SI to Business Integrator ! <ul><li>&quot;For traditional partners who made their money on finding IT complexity and solving it, a lot of that goes away with Software as a Service.&quot; </li></ul><ul><li>Darren Bibby, IDC </li></ul><ul><li>Make yourself essential to customers by lending business process expertise to improve their SaaS experience. </li></ul><ul><li>Make yourself indispensable to SaaS manufacturers top line revenue production with your sales, marketing and referral capabilities. </li></ul><ul><li>Provide system integration to legacy applications and across customers SaaS systems </li></ul><ul><li>&quot;The Emerging SaaS Channel&quot;, 2007 IDC research report </li></ul>
  17. 22. Agenda Creating & Leveraging SaaS/Cloud Channels Questions & Discussion ! Cloud/SaaS : Situation & Challenges Club Alliances : Lessons & Perspectives
  18. 23. SaaS : Need for Integration & Customization Partners
  19. 24. Will use MSPs as SEAP hub for customers Will build their own complete SEAP solution Will take off-the-shelf HW/SW and propose customized solution platform Will recommend IT solutions to their customers (virtual CIOs) Will recommend business solutions to their customers
  20. 25. Assemblers Consultants Vendors Trusted Business Advisors (TBA’s) <ul><li>CPA’s </li></ul><ul><li>Accounting Firms </li></ul><ul><li>Outsourced CFO Firms </li></ul><ul><li>Web-Designers (B2B, B2C) </li></ul><ul><li>Marketing Consultants </li></ul><ul><li>Venture Capital & </li></ul><ul><li>Investment Firms </li></ul><ul><li>Current Webex Customers </li></ul><ul><li>IT Consultants </li></ul><ul><li>Management Consultants </li></ul><ul><li>Green IT Consultants </li></ul><ul><li>Lawyers </li></ul>Aggregators Partner Ecosystem Application Environment Functional End-User Customers (non-IT) IT Environment
  21. 26. SaaS/Cloud Distribution & Influence Channels will take various forms…
  22. 27. … including « Vertical Channel »
  23. 28. … with various and complementary roles
  24. 29. SaaS/Cloud Ecosystems
  25. 30. SaaS/Cloud Ecosystems
  26. 31. SaaS/Cloud Actors : « Augmented Reality » !
  27. 32. Multiple Business Models, blurred !
  28. 33. Agenda Creating & Leveraging SaaS/Cloud Channels Questions & Discussion ! Cloud/SaaS : Situation & Challenges Club Alliances : Lessons & Perspectives
  29. 34. Distribution & Go-To-Market as a Key Differenciator for « SaaS/Cloud Platforms »
  30. 35. Club Alliances is an Initiative to increase IBM France’s « Force of Gravity »
  31. 36. The IBM France Club Alliances Initiative <ul><li>ISVs, Integrators and Consultants collaborate to… </li></ul><ul><ul><li>Formalize </li></ul></ul><ul><ul><li>Sell </li></ul></ul><ul><ul><li>Deliver… </li></ul></ul><ul><li>… Business Solutions, powered by IBM… </li></ul><ul><ul><li>for Industry Verticals </li></ul></ul><ul><ul><li>and Lines of Business… </li></ul></ul><ul><li>… as-a-service : </li></ul><ul><ul><li>BPaaS [Business Process as a Service] </li></ul></ul><ul><ul><li>SaaS [Software as a Service] </li></ul></ul><ul><ul><li>PaaS [Platform as a Service] </li></ul></ul><ul><ul><li>IaaS [Infrastructure as a Service] </li></ul></ul>
  32. 37. ISVs, Integrators and Consultants come to Club Alliances to develop their « as a service » Business by : <ul><li>Forming relevant partnerships and alliances </li></ul><ul><li>Co-building, co-marketing, co-selling, co-delivering Business Solutions « as a service ». </li></ul><ul><li>Sharing best practices and mutualizing resources </li></ul><ul><li>Getting « powered by IBM » </li></ul>
  33. 38. Club Alliances promotes a Solution as a Service Model
  34. 39. Solutions as a Service for Industry Verticals and LOB Industry Sector Manufac-turing Transpor-tation Healthcare Retail Sales & Marketing CFO R&D … LOB HR Local Gvt … CIO
  35. 40. Contractual relationships for Solutions as a Service Club Alliances SaaS Platform Partners End Customer Club Alliances Members Business Integrator Large Customer or Federation MARKET IBM
  36. 41. How end-user customers buy today - They… <ul><li>rely on the Internet for information – not their sales rep </li></ul><ul><li>do Google searches </li></ul><ul><li>ask friends in their social network </li></ul><ul><li>check forums or online groups or blogs </li></ul><ul><li>get feedback in Twitter or other micro blogs” </li></ul><ul><li>hate cold calls </li></ul><ul><li>increasingly ignore advertising </li></ul><ul><li>have spam filters and popup blockers </li></ul><ul><li>throw junk mail into the waste basket </li></ul><ul><li>have no patience for the traditional sales process </li></ul>
  37. 42. A clear Need for Marketing 2.0 ! Source IDC, estimate is at the lower boundary of the market numbers Reaching 200k+ Mid-Market companies in France is uneconomical through “push” marketing alone. “ Pull” marketing is key to reach the full breadth of the French Mid-Market. IDF Ouest: 396 840 companies Main Sectors : Agriculture, fishing industries, meat and all agro industries, Telco, Industry (electronics, mechanic equipments boat construction, Services (tourism) IDF: 688 775 companies Main Sectors : Services (to enterprises), Retail, R&D, Industries (printing, consumer goods, pharma, perfumes, equipments, auto), Media and Telco.
  38. 43. Credibility & Visibility to « Pull » Leads
  39. 48. Marketing Mutualization : The “Las Vegas” or “Place Vendôme” model ! <ul><li>Prospects are pushed & pulled to a specific Industry or LOB “Club” where they find : </li></ul><ul><ul><li>A fair choice of Coopetitive Solutions, covering key challenges/needs </li></ul></ul><ul><ul><li>Best of Breed or Whole Solutions to cover most of their Industry or LOB needs </li></ul></ul><ul><ul><li>An “ as as Service ” Business Value Proposition, including “powered by IBM”… </li></ul></ul>
  40. 49. Agenda Creating & Leveraging SaaS/Cloud Channels Questions & Discussion ! Cloud/SaaS : Situation & Challenges Club Alliances : Lessons & Perspectives
  41. 50. Channels 1.0 Channels 2.0 What’s Going Out What’s Coming In Responsiveness is critical
  42. 51. Channels 1.0 Channels 2.0 What’s Going Out What’s Coming In Responsiveness is critical
  43. 52. Thanks – Q/A ! The best way to predict the future is to invent it - Alan Kay Loic Simon [email_address] +33 6 76 75 40 71 http:// Business Development Executive - Club Alliances Business Partner Organization - IBM France