DOCSLIB.ORG

Cloud Ecosystems: Chart Your Course Get Insight Into the Opportunities and Challenges of Working Within Cloud Ecosystems

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Cloud Ecosystems: Chart Your Course Get Insight Into the Opportunities and Challenges of Working Within Cloud Ecosystems Cloud Ecosystems: Chart Your Course Get insight into the opportunities and challenges of working within cloud ecosystems. Learn what it takes to thrive, examples of burgeoning networks and how to target your cloud offerings at vertical industries. EDITOR’S NOTE HOW TO THRIVE IN DROPBOX CULTIVATES FINDING YOUR FEET IN A CLOUD ECOSYSTEM A PARTNER NETWORK A VERTICAL MARKET EDITOR’S NOTE Cloud Ecosystems: A Complicated Enterprise Extensive ecosystems are developing in this package provide a closer look at specific HOME around cloud platforms such as Salesforce, ecosystems and partnering considerations. EDITOR’S NOTE ServiceNow and Dropbox, to name a few. Eco- Esther Shein’s feature on the Dropbox ecosys- system participants and components include tem, for example, examines this evolving eco- HOW TO THRIVE IN A CLOUD ECOSYSTEM the cloud platform vendors, vendor-provided system, which encompasses more than 2,000 add-ons to the platforms and independent partners and thousands of app integrations. DROPBOX CULTIVATES A PARTNER NETWORK software vendors providing third-party apps Participating in a cloud ecosystem is a that work with a given cloud. It’s up to channel complex undertaking. Along the way, partners FINDING YOUR FEET IN A VERTICAL MARKET partners such as systems integrators and cloud must demonstrate the technical viability of consultancies to sift through the various pieces their integrated offerings, while also ironing and create cloud offerings that meet the spe- out issues surrounding reliability, security cific requirements of their customers. and industry-specific applicability. This That’s a collaborative task and one that the handbook aims to get you started down that main handbook feature explores. Nicole Lewis’ path. n feature explores how channel companies deal with cloud ecosystem challenges, which can John Moore range from vetting partnering candidates to Senior Site Editor managing liability issues. The other features SearchCloudProvider 2 CLOUD ECOSYSTEMS: CHART YOUR COURSE COURSE PLOTTING How to Thrive in a Cloud Ecosystem Many channel companies view their that vendor platforms often lack. Those IT HOME ability to collaborate with partners to build IT solution providers and their partners collabo- EDITOR’S NOTE offerings on cloud application platforms as a rate on ecosystems tied to vendors’ cloud plat- vital part of their strategy. forms in areas such as finance, fulfillment and HOW TO THRIVE IN A CLOUD ECOSYSTEM This action plan has three aims: to strike scheduling, ERP and marketing. valuable business partnerships; strengthen To expand the reach of these plat- DROPBOX CULTIVATES A PARTNER NETWORK customer relationships; and develop go-to- forms, cloud ecosystems are also evolving market ready, customized offerings made around industry-specific fields such as the FINDING YOUR FEET IN A VERTICAL MARKET with the latest technology. Channel partners, telecommunications and life science industries. however, are finding that it takes various Another area of development is cloud eco- approaches, skill sets and business acumen systems for niche business processes such as to best leverage a cloud computing ecosystem document management and business process built on core cloud offerings and third-party management offerings. apps. In this rich technological environment, To extend the core set of capabilities on channel partners, customers, ISVs and ven- cloud platforms—such as Salesforce, Google, dors are tapping into a plethora of oppor- ServiceNow and Oracle Cloud—systems inte- tunities, observed Saideep Raj, global grators, consulting firms and independent soft- managing director at Accenture’s Cloud First ware vendors (ISVs) are tasked with configuring Applications division. and customizing these platforms to close the “From a client’s perspective, they want gaps in technology and provide functionality to cover the entire scope of their business 3 CLOUD ECOSYSTEMS: CHART YOUR COURSE COURSE PLOTTING processes using an ecosystem that can address govern how the technology will be consumed any functional gaps not addressed by the main and priced, along with intellectual property platform. As a result, the main cloud platform protection and arrangements around liability. vendors see greater adoption and increased “Customers don’t want to buy a solution stickiness. Additionally, ISVs are able to use and then find out they have to get agreements these channels to expand their reach,” Raj said. with 10 to 15 different players that built the HOME Raj noted that channel partners’ ability to get components,” Raj said. “Furthermore, compa- EDITOR’S NOTE the best results from collaborating in a cloud nies involved in the cloud ecosystem need clear computing ecosystem will depend on sev- arrangements around who is liable if something HOW TO THRIVE IN A CLOUD ECOSYSTEM eral factors including how well they evaluate goes wrong.” their customers’ needs, their companies’ over- As Accenture works through its own partner- DROPBOX CULTIVATES A PARTNER NETWORK all cloud capabilities and their ability to stay ships—Accenture is a Salesforce partner, and abreast of emerging IT trends. both companies have invested in Vlocity Inc., a FINDING YOUR FEET IN A VERTICAL MARKET cloud software company with a focus on verti- cal applications—company executives noted NAVIGATING ECOSYSTEM CHALLENGES that another important aspect of managing To address persistent challenges, channel part- relationships in the cloud computing ecosys- ners need an in-depth understanding of the tem is that channel partners should have a keen business process and technology issues that understanding of their ISV and cloud vendor are impacting their clients. They also must roadmaps. have skilled people to support offerings in the “If you are not tied into the roadmap of market and agree on the commercial terms that companies that you are partnering with in the “Companies involved in the cloud ecosystem need clear arrangements around who is liable if something goes wrong.” —SAIDEEP RAJ, Accenture 4 CLOUD ECOSYSTEMS: CHART YOUR COURSE COURSE PLOTTING ecosystems, what you could find yourself doing ServiceNow. Another approach to take is being is building out features that ISVs end up pro- able to build a close working relationship with viding in the near future, and, obviously, that’s the partner managers at the corporate level and very onerous,” Raj said. sales managers in the field to ensure successful To make sure channel partners get the most comarketing or sales efforts. out of their cloud ecosystem experience, Raj “Success in the cloud market depends on a HOME identified the following actions as important strong partner ecosystem, as long you have a EDITOR’S NOTE for companies seeking to differentiate: clearly defined value-add,” Kaplan said. HOW TO THRIVE IN A CLOUD ECOSYSTEM n Providing technical viability; n Positioning the offering for the clients in PARTNERING WITH CLOUD PLATFORM ISVs DROPBOX CULTIVATES A PARTNER NETWORK particular markets; and One company that has expanded its reach n Making sure issues around reliability, through partnerships with ISVs that collabo- FINDING YOUR FEET IN A VERTICAL MARKET security and performance are addressed. rate on offerings around Salesforce platforms is Appirio, a cloud solution provider based in Jeffrey Kaplan, managing director of THINK- Indianapolis. strategies Inc., an IT consulting firm based in Explaining how these partners help the com- Wellesley, Mass., said companies involved in pany build offerings for customers around cloud computing ecosystem projects need to worker and customer experiences, Appirio’s be focused on the same target markets and key client partner, Mike Martin, said the company buyers, and must be clear about the value-add has solution partner agreements with compa- their product or service delivers. nies that integrate with Salesforce and enhance He noted that IT solution providers should functionality. Those companies include Docu- be confident they have the right APIs and other Sign (electronic signature), Conga (document integration capabilities to interoperate with generation and mail merge) and Callidus- offerings from, for example, Salesforce and Cloud (configure, price and quote processes). 5 CLOUD ECOSYSTEMS: CHART YOUR COURSE COURSE PLOTTING Appirio also works closely with cloud integra- said Appirio wants to make sure the app or tion providers such as Dell Boomi, Jitterbit partner’s functionality meets the core require- or Informatica to help customers implement ment or has enough flexibility within the app middleware offerings. to meet the use case. “Our relationships with other partners in the ecosystem broaden the work that we are HOME able to do for our customers,” Martin said. ESTABLISHING A VETTING PROCESS EDITOR’S NOTE He added that when looking for partners to Not every company depends on Salesforce’s work with, Appirio typically scouts for com- AppExchange. Executives at Bluewolf, a global HOW TO THRIVE IN A CLOUD ECOSYSTEM panies listed on Salesforce’s AppExchange, a consulting agency and Salesforce partner based business app store that features thousands of in New York, said their practice is to search for DROPBOX CULTIVATES A PARTNER NETWORK enterprise and small business applications. companies outside the AppExchange and vet Company executives charged with selecting their offerings. FINDING YOUR FEET IN A VERTICAL MARKET companies in the AppExchange take three fac- Bluewolf, which was acquired by IBM in May, tors into account, Martin said. The first is cost. conducts
Load more

Recommended publications
  • ISG Providerlens™ Quadrant Report
    Salesforce Ecosystem Partners Germany 2020 A research report comparing provider Quadrant Report strengths, challenges and competetive differentiators. March 2020 Customized report courtesy of: ISG Provider Lens™ Quadrant Report | March 2020 Section Name About this Report Information Services Group, Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports and consulting services focused on technology and service providers’ strengths and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of February 2020 for providers who actively participated as well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time, but those changes are not reflected in this report.
    [Show full text]
  • Desktop Virtualization 16 Lessons Learned 16 the Road Ahead 17 Related Reports CO Reports.Informationweek.Com June 2012 2 Previous Next
    Next reports Reports.InformationWeek.com June 2012 $99 BYOD Demands a Unified Plan IT teams supporting a mix of conventional PCs, ultrabooks, and iOS and Android devices have learned a few hard truths: End user computing has become nearly as complex as data center operations. The network is the computer. And whether we want to support personal devices or not, they’re here to stay. Here’s how to turn that diversity into a business advantage. By Sreedhar Kajeepeta Report ID: S5120612 Previous Next reports Unified End User Computing 3 Author’s Bio S 4 Executive Summary 5 Game Changers ABOUT US 5 Figure 1: Use of Alternative Application Delivery Methods InformationWeek Reports’ analysts arm 6 Figure 2: Employee Device Use: 2012 vs. 2010 business technology decision-makers 7 Don’t Fear the Post-PC Era with real-world perspective based on 7 Figure 3: Scope of Alternative Application qualitative and quantitative research, Delivery Architecture Use business and technology assessment 8 Figure 4: Technology Deployment and planning tools, and adoption best 9 Writing an EUC Policy practices gleaned from experience. To 9 Appirio: Cloud Apps and Services contact us, write to managing director 10 Technologies Behind EUC Art Wittmann at [email protected], 10 Figure 5: Products Used to Extend Desktops content director Lorna Garey at or Applications [email protected], editor-at-large 12 BMW: Application Virtualization Andrew Conry-Murray at 13 Figure 6: VDI TCO/ROI Study [email protected], and research NTENT 14 Figure 7: Conceptual Architecture for End managing editor Heather Vallis at User Computing [email protected].
    [Show full text]
  • What Cloud Computing Can Do for Your Enterprise Lessons from the Second Generation of Cloud Adopters
    What cloud computing can do for your enterprise Lessons from the second generation of cloud adopters Written by Phil Wainewright Commissioned by Appirio What cloud computing can do for your enterprise : Lessons from the second generation of cloud adopters Contents Stair steps to the cloud ...................................................... 4 Why take to the cloud? ...................................................... 5 What the cloud changes. 7 Expected changes . 7 Unanticipated change . 8 IT managers . 8 Developers . 9 Business managers . .10 For users . .10 A blueprint for cloud success ................................................. 11 Lead from the top . .11 Get the requirements right . 11 Don’t underestimate the business impact . .11 Invest in change management . .11 Plan for support . 11 Cloud-enabled enterprise .................................................... 12 About the Author Phil Wainewright is one of the world’s foremost authorities on emerging trends in business automation. He is a prolific writer with a ZDNet blog on Software as a Service, the Loosely Coupled website on enterprise adoption of services architecture, and a series of influential analyst reports to his name. He serves as CEO of Procullux Ventures, a London-based strategic consultancy to leading business automation vendors and their customers. Daily software as services weblog: http://blogs.zdnet.com/SaaS/ Procullux Ventures: www.pcxvs.com Detailed biography: www.philwainewright.com © Procullux Limited, 2008 2 What cloud computing can do for your enterprise : Lessons from the second generation of cloud adopters Readers of this paper are likely curious about the contribution cloud computing can make to both cost savings and business agility . That curiosity may be especially strong in today’s tough economic environment, where business managers and IT functions alike are being asked to excel even while they control and cut their costs .
    [Show full text]
  • San Mateo County Community College District
    SAN MATEO COUNTY COMMUNITY COLLEGE DISTRICT AGENDA FOR THE REGULAR MEETING OF THE BOARD OF TRUSTEES December 12, 2018 Closed Session at 5:00 p.m.; Open Meeting at 6:00 p.m. District Office Board Room, 3401 CSM Drive San Mateo, CA 94402 NOTICE ABOUT PUBLIC PARTICIPATION AT BOARD MEETINGS The Board welcomes public discussion. • The public’s comments on agenda items will be taken at the time the item is discussed by the Board. • To comment on items not on the agenda, a member of the public may address the Board under “Statements from the Public on Non-Agenda Items;” at this time, there can be discussion on any matter related to the Colleges or the District, except for personnel items. No more than 20 minutes will be allocated for this section of the agenda. No Board response will be made nor is Board action permitted on matters presented under this agenda topic. • If a member of the public wishes to present a proposal to be included on a future Board agenda, arrangements should be made through the Chancellor’s Office at least seven days in advance of the meeting. These matters will be heard under the agenda item “Presentations to the Board by Persons or Delegations.” A member of the public may also write to the Board regarding District business; letters can be addressed to 3401 CSM Drive, San Mateo, CA 94402. • Persons with disabilities who require auxiliary aids or services will be provided such aids with a three day notice. For further information, contact the Executive Assistant to the Board at (650) 358-6753.
    [Show full text]
  • Wipro to Acquire US Cloud Services Firm Appirio for $500 Mn
    Wipro to acquire US cloud services firm Appirio for $500 mn BY TEAM VCC Wipro Ltd has agreed to buy US­ Reuters based cloud services company Appirio Inc. for $500 million (Rs 3,340 crore) in cash, as India's third­largest software services exporter continues to strike acquisitions overseas to strengthen its offerings in new technologies. The acquisition will create one of the world’s largest cloud transformation practices, Wipro said in a stock­exchange filing. Appirio was set up in 2006 and has 1,250 employees across its headquarters in Indianapolis and offices in San Francisco, Dublin, London, Jaipur and Tokyo. This is the fifth acquisition by Wipro, led by billionaire chairman Azim Premji, since July last year and the second­biggest ever. In February, Wipro agreed to purchase US­based HealthPlan Services, a business­process­as­a­service (BPaaS) provider, for $460 million. The company had in December agreed to acquire US­based Viteos Group, a BPaas provider for the alternative investment management industry in the US, Europe and Asia, for $130 million in cash. Also in December, Wipro said it would acquire German IT consulting firm Cellent AG for €73.5 million (about Rs 518 crore, or $78 million then). In July last year, Wipro Digital, the digital business unit of Wipro, agreed to buy Danish strategic design firm Designit for €85 million ($94 million then). Wipro’s biggest acquisition till date is the 2007 purchase of US IT firm Infocrossing for almost $600 million. It has acquired several smaller firms since then, including Opus Capital for around $75 million in 2013.
    [Show full text]
  • WHITE PAPER Force.Com Cloud Platform Drives Huge Time
    WHITE PAPER Force.com Cloud Platform Drives Huge Time to Market and Cost Savings Sponsored by: Salesforce.com Randy Perry Eric Hatcher Robert P. Mahowald Stephen D. Hendrick September 2009 EXECUTIVE SUMMARY IDC believes that the rise of Cloud computing has the potential to be among the most transformative developments in the world of information technology in the last 20 years. To date, Cloud computing is already having a significant impact on the way technology vendors are service-enabling and delivering applications, how CIOs think about infrastructure and datacenter optimization, how vendors are building platform- based BPO and other high-level service offerings, and how CIOs approach building and deploying custom applications and objects via Cloud-based platform as a service (PaaS). PaaS services bundle all stack components (hardware, infrastructure, storage) together with database, security, workflow, user interface, and other tools that allow users to create and host powerful business applications, Web sites, and mobile applications. The Force.com platform has emerged as an early leader among providers in defining and delivering PaaS solutions. To understand the business value of PaaS, IDC interviewed ten companies that used Force.com to develop custom applications, and have been running the applications for at least 12 months. These ranged from large to small enterprises located in the U.S., Europe and Asia Pacific regions. Study participants interviewed by IDC building enterprise custom applications on the Force.com platform experienced five key benefits compared to traditional in-house development: !"Faster to market. Custom applications were developed and deployed in 76% less time and required 76% - 85% fewer developer hours; !"Lower cost.
    [Show full text]
  • Lead Your Digital Enterprise
    www.mitcio.com LEAD YOUR DIGITAL ENTERPRISE ARE YOU READY FOR THE NEXT DIGITAL REVOLUTION? 11TH ANNUAL MIT SLOAN CIO SYMPOSIUM AT THE MIT KRESGE AUDITORIUM LEAD YOUR DIGITAL ENTERPRISE Welcome to the 11th MIT Sloan CIO Symposium! The theme of this year’s Symposium is Every year the Symposium honors an Finally, I would like to thank everyone Lead Your Digital Enterprise Forward: Are outstanding CIO through the MIT Sloan who makes the Symposium possible—our You Ready for the Next Digital Revolution? CIO Leadership Award. This year the field sponsors, speakers, partners, and especially As the global trend towards digitization was exceptionally strong and we identified our volunteers. The MIT Sloan CIO accelerates, organizations need to reinvent five Award finalists: Thaddeus Arroyo of Symposium is predominantly volunteer run. their Digital Enterprises, again. More AT&T, Dieter Haban of Daimler Trucks Over 40 individuals have dedicated their than just new technologies are required; NA, Andi Karaboutis of Dell, Steve Neff of personal time and expertise to make this a whole cultural transformation is needed. Fidelity Investments, and Rebecca Rhoads day happen. Organizations must overcome their inertia of Raytheon. Please see pages 35 and 36. and reluctance to change. Strong leadership Innovation is a cornerstone of the MIT is essential to identifying and implementing Thank you. Sloan CIO Symposium. We’ve identified compelling new technologies and to ten outstanding, early stage companies, overcoming organizational obstacles. The Lindsey Anderson representing cutting-edge B2B solutions CIO is ideally placed to lead this technical Chair, MIT Sloan that combine both value and innovation and cultural transformation.
    [Show full text]
  • Appirio, a Wipro Company, Positioned Among the Top 5 Salesforce
    HFS Top 10 Salesforce Services 2020 Excerpt for Appirio HFS Research authors: Khalda De Souza, Research Director April 2020 “Enterprises should consider CRM transformation engagements rather than Salesforce module deployment projects. Only then will they maximize the value of Salesforce.” —Khalda De Souza, Research Director 2 © 2020, HFS Research Ltd Excerpt for Appirio What you’ll read Topic Page Introduction, definitions, and research methodology 4 Executive summary 10 Salesforce Services voice of the customer 17 Salesforce Services partners 21 The HFS Top 10 Salesforce Services results 24 Salesforce Services provider profile 28 About the author 30 3 © 2020, HFS Research Ltd Excerpt for Appirio Introduction, definitions, and research methodology 4 © 2020, HFS Research Ltd Excerpt for Appirio Introduction and definitions ● The HFS Top 10 Salesforce Services 2020 report continues our theme of looking at the services sets for the planning, implementation, and management of leading software-as-a-service platforms. ● The HFS Top 10 Salesforce Services 2020 report is an update of the HFS Salesforce Services Blueprint report of 2017. ● We included 11 service providers in this research. We selected a 10 global service providers and one smaller specialist partner. ● We spoke with 16 client references provided by the participating service providers. This was augmented with reference calls, surveys and reviews from an approximately 30 additional references. 5 © 2020, HFS Research Ltd Excerpt for Appirio HFS Salesforce Services value chain The HFS
    [Show full text]
  • Cool Vendors in Cloud Computing Management and Professional Services, 2009
    Research Publication Date: 17 March 2009 ID Number: G00165721 Cool Vendors in Cloud Computing Management and Professional Services, 2009 Milind Govekar, Cameron Haight, David W. Cearley, Lydia Leong The growing acceptance of cloud computing by more-traditional enterprises is causing an upswell in the tools and services to assist these organizations to better manage and support their cloud initiatives. This research describes vendors that offer these management tools and professional service capabilities. These new tools and services come with the obvious risks associated with new markets and startups — vendors may not thrive, may not sustain their products or may change their technology direction. Key Findings ! Cloud computing environments are becoming increasingly accepted as part of an enterprise alternative delivery model to procure IT services. ! For small or midsize businesses (SMBs), cloud computing may become a major part of IT service capabilities. ! Service quality among cloud providers varies, leaving many users looking for tools and services to meet their service-level agreement (SLA) requirements. Recommendations ! Develop and maintain contingency plans to guard against the potential volatility associated with these vendors. ! Do not treat compute clouds as another operational silo — plan for the integration of the management of this environment with traditional operational environments using enterprise tools and processes. ! Service providers can augment IT operational capabilities using some of the technologies or vendors described in this research. © 2009 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable.
    [Show full text]
  • The Salesforce Advantage for Yourself
    The Cloud Leader In 1999, we launched Salesforce with a vision to reinvent customer relationship management (CRM) in the cloud — and a new technology model was born. By 2015, Salesforce had surpassed $5 billion in revenue faster than any other enterprise software company and made its debut on the Fortune 500 list. We continue to be the fastest-growing Top 10 enterprise software company in the world. So what’s our secret? Our customers. No other company Table of Contents has every single employee completely focused on the customer. No other company creates products designed to connect your entire business — across sales, service, marketing, community, analytics, and apps — around the 03 Salesforce Makes You customer. No other enterprise cloud can match the breadth Successful and depth of our trusted cloud platform and complete CRM, nor the strength of our ecosystem of partners and developers. 06 Salesforce Gets You Up and Running Faster And our innovative outlook doesn’t end there. We also put aside 1% of our equity, 1% of our employee time, and 1% of our product to help communities in need. In 09 Salesforce Drives Innovation 2015, we hit the exciting milestone of 1 million employee hours volunteered, along with millions of dollars donated to nonprofits around the world. 12 Salesforce Is a Complete CRM All of this is what makes Salesforce a true Customer Success Platform, designed to make you and your customers more 19 Salesforce Gives Back successful than ever before. 2 / Chapter 1 Salesforce Makes You Successful Salesforce was founded on a simple principle: we exist to help our customers succeed.
    [Show full text]
  • What Cloud Computing Means for the Services Industry
    WHITEPAPER Professional Services Cloud: What cloud computing means for the services industry Professional service firms of all stripes have Been telling their clients for years to focus on their core competency. This very advice is what drives the existence of the professional services industry—companies deciding that some tasks are Best handled By external specialists. What if you started taking that advice for your Business? What activities do you spend resources on that aren't your core competency? For many services Businesses, IT operations fall into this category. How much do you spend maintaining your own email server, or customizing your own Back-office systems? Is this really your core competency? What if you could move these operations to "the cloud"? What do these cloud platforms offer that would improve your ability to attract and serve clients? This whitepaper will explore cloud computing, and explain why this technology is increasingly important to the services industry. We'll look at our experience at Appirio—a rapidly growing professional services organization that operates entirely on the cloud. And we'll look at some practical ways that you can get started using cloud computing in your services Business. What is cloud computing, and why is it important to a professional services firm? Gartner defines cloud computing as "a style of computing where scalaBle and elastic IT-related capaBilities are provided 'as a service' to external customers using Internet technologies." Think of how you consume electricity in your organization, and contrast that with how you would have consumed electricity in the 19th century. There was a time when every company needed to spend lots of time and effort thinking aBout how to create their own electricity on their own private infrastructure.
    [Show full text]
  • ISG Provider Lens™ Quadrant Report on Salesforce Ecosystem Partners
    Salesforce Ecosystem Partners A research report US. 2020 comparing provider strengths, challenges Quadrant Report and competetive differentiators. April 2020 Customized report courtesy of: ISG Provider Lens™ Quadrant Report | April 2020 Section Name About this Report Information Services Group, Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports and consulting services focused on technology and service providers’ strengths and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of February 2020 for providers who actively participated as well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time, but those changes are not reflected in this report.
    [Show full text]