The first step in considering a Cloud Services Brokerage (CSB) model for your business or IT needs is to understand and formulate the business model. This informative webinar addresses 5 key questions to consider when developing your CSB business case:
Business Case Justification: Whom will I be operating the CSB for (e.g. Internal users, External customers and channels, or both) and what business issues should I be focusing on?
Economic Model: What are the revenue gains and/or cost savings metrics and target results I should expect to achieve with a CSB?
Vendor Management: How do I manage varying contracts, SLAs and integrations with disparate Cloud Service Providers (CSPs) being delivered via my CSB?
Operating Model: What's the best approach for my organization in deploying and operating a CSB as well as supporting my users?
Risk Mitigation: What are the business and technical risks with the CSB model, and how can I best mitigate them?
4.4.2013 Software, System, & IT Architecture - Good Design is Good Business:...
5 Must-Ask Questions for Cloud Services Brokerages
1. 5 “Must Ask” Questions
Steve Crawford
Vice President
for Cloud Services Brokerages Jamcracker, Inc.
4677 Old Ironsides Drive
Santa Clara
CA, USA 95054
2. Cloud Services Brokerages (CSB)
• Service Providers
Cloud Providers • IT Distributors Cloud Consumers
• B2B Marketplaces
SaaS • Enterprise & Gov’t IT Employees
CSB Operators
Cloud
PaaS Service
Customers
Brokers
Enablement
IaaS
Partners
“By 2015, Cloud Services Brokerages will represent the single-largest category
of growth in cloud computing.” Source: Daryl Plummer, Chief Analyst
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4. Types of CSB Operators
Leverage Centralize Drive IT
Internal CSBs Cloud Model Delivery Coherence
Examples:
• Enterprise/Government IT organizations unifying services delivery and life-cycle
management for their employees.
• Associations or other communities of interest (e.g. Health Care) providing services to
affiliated members.
Competitive New Revenue
External CSBs Grow user LTP
Differentiation Growth
Examples:
• Service Providers
• Distributors
• Technology OEMs
• Vertical / other marketplaces
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5. 5 'Must Ask' Questions
when considering your own CSB…
1. Business Case Justification
2. Economic Model
3. Risks and Mitigation
4. Operating Model
5. Vendor Management
…
N Submit your own questions for Q&A session!
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6. Business Case Justification?
• For whom will I be operating
the CSB?
– Internal users
– External customers
– Channels or partners
– All of the above
• What business issues should I
be focusing on?
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7. Internal CSB Drivers
Clouds Casting a Shadow on Traditional IT
Enterprise Public Clouds
IT organizations …as Clouds are
lose visibility and adopted in an
control… ad-hoc fashion.
Lines-of-
Businesses SaaS
IT Admin
Departments PaaS
& Teams
Private
Clouds
Individual IaaS
Firewall
Employees
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8. Leverage Centralize Drive IT
Internal CSB Cloud Model Delivery Coherence
Capabilities Benefits
Provide services catalog(s) as centralized Remove incentives for user-driven “cloud
resource for all users’ needs – including sprawl” by centralizing services discovery
private and public cloud services. and delivery.
Unify security, auditing and policy Ensure consistent corporate governance
enforcement for internal and external and compliance across disparate services.
resource providers.
Consolidate enterprise-wide license Aggregate buying power (to reduce cost)
management and internal usage and ensure optimum license allocation
monitoring. across users.
Centralize service and user life-cycle Reduce IT cloud management, delivery
management across disparate services. and support overhead costs while
ensuring KPIs.
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9. External CSB Drivers
Transforming IT Services Distribution
Cloud Distribution Market Share (2020 Forecast)
5%
10%
Communication Services
45% Providers
IT Services Providers and
40%
System Integrators
Cloud Service Providers
Source: IDC
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10. Competitive New Revenue
External CSB Grow user LTP
Differentiation Growth
Capabilities Benefits
• Provide services marketplace that • Drive new sources of top-line revenue.
includes complementary 3rd party • Increase incentives for partners to add
offerings. value to your core offerings.
• Bundle 3rd party services with existing • Increase customer retention and
core offerings. profitability.
• Drive competitive displacements via
differentiation.
• Protect margins on core offerings.
• Provide unified usage experience • Extend brand visibility and equity to
across user/services life-cycle. business end-users.
• Enable existing and new services • Increase channel loyalty and
channels. profitability.
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11. Economic Model?
• What are the revenue gains
and/or cost savings I should
expect to achieve with a CSB?
• What metrics and target goals
should I have in place?
• How do I quantify success?
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12. Economic Model
• Service Providers:
– New sources of revenue
– Customer ‘stickiness’ and profitability
– Brand extension and core services differentiation
• Enterprises:
– Enable IT on-demand services model
– Extend governance / compliance to the cloud
– Reduce cloud risks / cost
– Business optimization and flexibility
• IT Providers & Distributors:
– Recurring revenue model
– Partner loyalty and growth
• Cloud Providers:
– Partner and services ecosystems
– Services channel enablement
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13. Risks and Mitigation?
• What are the business and
technical risks with the CSB
model?
• How can I best mitigate them?
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14. Risks and Mitigation Considerations
• Implementation
• Operations and Support
• Security and Data Integrity
• Data and Operations Continuity
• What are your risks with No CSB?
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15. Operating Model?
• What are the different options
I have in deploying a CSB?
• What's the best approach for
my organization in deploying
and operating a CSB?
• How do I get buy-in from my
users?
• How do I support my users?
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17. Vendor Management?
• How do I manage varying
contracts, SLAs and
integrations with disparate
Cloud Service Providers (CSPs)
being delivered via my CSB?
• Can I deliver my own internal
services via a CSB, and does
that change the deployment
and operations model?
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20. 5+ 'Must Ask' Questions for CSB
1. Business Case Justification
2. Economic Model
3. Risks and Mitigation
4. Operating Model
5. Vendor Management
…
N
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21. Why Jamcracker forJamcracker?
Why your CSB?
• Experience – dedicated to services aggregation and delivery
since 1999
– Cloud Services Brokerage Enablement is our sole focus
• Cloud services ecosystem enablement
– Abstracting complex technology & business issues
• Technology and application agnostic
– No vendor lock-in
• Proven platform, technology and business enablement
– Complete “out of the box” solution including platform, cloud integrations and
managed services “wrap-around”
• Enable fast time-to-deployment/market for your CSB
– With flexibility to meet emerging market needs 21
22. Why Jamcracker for your CSB?
Final Perspectives
“By 2015, Cloud Services Brokerages will represent the
single-largest category of growth in cloud computing.”
“Enterprises, service providers and cloud providers can
all find something of value in Jamcracker's offerings.”
“Customers can simplify a complex situation with a
single service-network approach from Jamcracker.”
Daryl Plummer, Chief Analyst
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23. More Questions?
Contact Us: Steve Crawford
information@jamcracker.com Vice President
Jamcracker, Inc.
4677 Old Ironsides Drive
Santa Clara
CA, USA 95054