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Worldwide and U.S. IS Outsourcing Services 2003 Vendor Shares: Top 10 Worldwide and U.S. IS OutsourcersProduct Type: Market Research ReportPublished by: IDC Published: October 2004 Product Code: R104-17338 Description
This IDC study provides a list of the top 10 IS outsourcers worldwide and in the United States; it discusses which IS outsourcer firms are leading and provides a set of future outlooks. Last, this document makes recommendations for services firms that are competing or that want to compete in this market. The document answers the following questions: Which are the top 10 IS outsourcers worldwide and in the United States? How will recent customer needs impact the competitive landscape? What are key U.S. industry trends, and how will these impact IS outsourcers?"The world of IS outsourcing is undergoing some radical changes that involve meeting customer need to minimize costs while provisioning always-on services, as well as competing with an increasingly effective set of offshore players. Add to this the commoditization of technologies and associated services, and outsourcers need to ensure that they are optimizing their service delivery investments while incorporating more utility computing capabilities and the ability to deliver services that support business processes," said David Tapper, director of IT Outsourcing, Utility, and Offshore Services research at IDC. Table of Contents
Table of ContentsIDC Opinion In This Study Methodology Situation Overview Introduction Key U.S. Trends Integration of Utility Computing with IT Outsourcing and BPO Capabilities Increased Focus by OEMs and NSPs on Network Outsourcing Space Offshore Players Increasingly Focus on Infrastructure Management Customer Need for an Integrated Sourcing Strategy Figure: Integrated Sourcing Strategy Top Worldwide and U.S. IS Outsourcer Player Rankings Table: Worldwide and U.S. IS Outsourcing Spending, 2003 and 2008 ($M) Worldwide Outsourcers Table: Worldwide IS Outsourcing Revenue by Vendor, 2003 U.S. Outsourcers Table: U.S. IS Outsourcing Revenue by Vendor, 2003 Future Outlook Ensure Ability to Provision Services Using Vertically Integrated, Globally Distributed Service Model Align Delivery Options with Customer Need for Flexibility Align Investment Strategy with Customer Need to Transform to Utility Computing While Levering Traditional Services Model Figure: Investment Requirements Matrix Need to Cannibalize Traditional IT Services Model Leverage Offshore to Transform Customers to Utility Computing Continued Consolidation and the Need for Scale Need to Access SMB and Offshore Markets Essential Guidance Learn More Related Research Synopsis |
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