Enterprise Mobility Services Blueprint

Transcription

1 Thriving In The As-a-Service Economy Enterprise Mobility Services Blueprint A Maturing Buyer s Market As Distinctions Across Service Providers Abate April 2015 Ned May SVP Research, Digital Transformation Services & Solutions Ned.May@hfsresearch.com

2 Table of Contents TOPIC PAGE Executive Summary 3 Market Overview 7 Research Methodology 17 Service Provider Profiles 26 About the Author HfS Research Ltd. Proprietary Page 2

3 Executive Summary

4 Key Highlights in Enterprise Mobility Services Market matured rapidly in HfS estimates roughly only one quarter of the Global 2000 remain in the first stage of Mobility today what we described last year as the App Dev stage. The majority (~65%) are now in the Integration phase with only one in 10 having made it to the Transformation stage. This means that while UI /UX design is still important so too are system integration skills. As a result, we saw a respective shift in the relative positioning of service providers given their core strengths in this regard. Every service provider moved up in terms of execution and innovation and the gap between them shrank. The shift in weighting towards integration meant fewer distinctions could be drawn in the performance of the global enterprise mobility service providers. True differentiators became harder to find as the core skills demanded around integration are widely held by all within this field. Scale indirectly became a differentiator much to our chagrin. While HfS downplays size as a ranking criteria within our Blueprints, it creeped back into this one as the maturing market favoured those with broadest scale. Quite simply, critical mass is needed to operate effectively across all aspects of mobility from UX design and App Development through Integration, Security, and all wrapped with deep vertical industry expertise. Focus emerged as an import trait. While the largest service providers tended to capture a spot in the Winner s Circle, HfS witnessed some of the largest gains in position among those who bring a focused approach to their mobility efforts be it in the realm of a particular industry or technology skill set such as testing or security. HfS anticipates this trend will continue as the market moves rapidly along to one that is not just about scale but about focus as well. IoT showed signs of becoming the next battleground. The notion that a mobile app rollout will create some sort of sustainable advantage has come and gone. That reality led to a focus on execution this year. However, HfS now sees signs that IoT will emerge as the next battle ground for innovation even if any leadership driven by this will again be short lived. Looming giants are impacting the edges of the market. If size matters, few bring it like Google, Apple, Microsoft, and Amazon and each of these continue to make plays into the space. As the market matures further, look for these players to commoditize aspects of it in unique ways. e.g. Could Apple s partnership with IBM be a Trojan Horse? 2015 HfS Research Ltd. Proprietary Page 4

5 Key Highlights in Enterprise Mobility Services (Cont d) App Factories became the norm. For those enterprises needing to push out a regular stream of mobile applications, the industrialization of development took hold as App Factories. Savvy service providers addressed this by helping enterprises build, run and govern them or at the very least provided staff augmentation to help them scale up and down. JIT training used to address the growing skills gap. With the rapid pace of change across technologies and development models, ramping up internal staff to embrace a new technology is replacing hiring as the best means to keep up with demand. This is favouring those organizations with sophisticated and well honed training academies already in place. Cross platform development tools are increasingly robust. While it used to be a complicated challenge to address the disparate needs of ios and Android platforms, it is getting increasingly easier to do so with the growing sophistication of development tools. Testing rose in prominence alongside the expectations that an App will work well right out of the box. As end user expectations rose, so too did the demands on application development. This led to a big push among many service providers to offer third party testing separate from their own development efforts, and we saw Testing-asa-Service emerge as a prominent delivery model to address natural fluctuations in demand. Blueprint Winner s Circle. IBM, Accenture, TCS, Cognizant, Capgemini and Infosys occupy the Winner s Circle in Enterprise Mobility Services as each has the scale to drives innovation across their respective target markets via their deep industry expertise coupled with refined technical execution. Blueprint High Performers. Symphony Teleca, EPAM, HP, HCL, Tieto, Atos, Tech Mahindra, and NTT Data are this year s High Performers and bring a mix of focused scale allowing them to bring robust innovation coupled with strong execution across the markets they target and serve HfS Research Ltd. Proprietary Page 5

6 Enterprise Mobility Services Trends Compared to 2014 Comparatively Moving Up Deeper integration of mobile apps with legacy systems App Factories as development model Testing-as-a-Service Extending mobility to include Internet of Things (IoT) Cloud supported delivery Embedding analytics as part a mobility play Here to Stay Co-innovation centers UI / UX teams in house and on-staff Security Comparatively Moving Down Belief that a mobile app can be a differentiator Boutiques and Agencies as application developers One off development projects not deploying repeatable IP 2015 HfS Research Ltd. Proprietary Page 6

7 Market Overview

8 Enterprise Mobility Services Why This Blueprint Today As HfS anticipated, Digital Transformation became a unifying market for IT service providers in 2014 and within it Enterprise Mobility Services emerged as a key battleground. We now expect this heightened activity to continue as much work remains in mobilizing key processes and enabling new customer channels. Further, as the uptake around Wearables and the Internet-of-things begins to spread, we expect another round of heightened innovation to drive even more activity by the start of next year. This report examines the current state of Enterprise Mobility and represents HfS second undertaking to rate IT Service Providers serving the market. It expands our coverage to include analysis and profiles of 23 service providers active in the market, 9 of which were not covered in last year s report as our coverage shifted to the largest global IT services providers and away from a more diverse set of market participants. The Four Horsemen of of Digital Disruption Social: Communal Mobility: Ubiquitous Analytics: Enlightened Cloud: Accessible creating Business Revolution 2015 HfS Research Proprietary Page 8

9 Enterprise Mobility Multiple Layers of Meaning & Needs Definitions of Enterprise Mobility often include a wide area of activity across the enterprise such as: 1. The provisioning of networks; 2. The management of devices and; 3. The creation and deployment of internal and externally directed interfaces and standalone apps. Enterprise mobility also includes the security and governance layers required to support these three core areas of activity. Devices Networks Security Governance Our HfS research practice for Enterprise Mobility Services is focused primarily on the Enterprise Apps area of activity although we also look at the overlaps that occur across the services specific to devices and networks as third party service providers build and enable the mobile enterprise as well as governance and security. Enterprise Apps 2015 HfS Research Ltd. Proprietary Page 9

10 Enterprise Mobility Services Defined For this HfS Blueprint Report, we define Enterprise Mobility Services as engagements where a service provider is helping to extend an existing enterprise process onto a mobile device or creating an entirely new process via such a device. These processes may be internally focused such as an HR portal or externally focused such as a customer engagement model. Core offerings from service providers can include: Strategy (Innovation workshops, Roadmaps, Technology selection, etc.) Design (e.g. UX / UI Design and Business Process Improvement) Development (e.g. Application Development, Maintenance & Testing) Integration (e.g. System Integration) Managed or Outsourced Services (e.g. MDM, and Support) Proprietary Platforms It includes solutions such as BYOD and security when these are bundled with a broader Mobility engagement but it does not include the standalone provisioning of these services nor of wireless network capacity. Neither does it include an engagement where the mobile element is not called out separately but is merely one of many user interfaces created unless a stated outcome of this is explicitly to mobilize a group of stakeholders HfS Research Ltd. Proprietary Page 10

11 Enterprise Mobility Services Stack Mobile Strategy Mobile Design (UX / UI) Mobile Strategy Mobile Integration Mobile Development Mobile Design (UI / UX) Mobile Integration Mobile Platforms Mobile Development 2015 HfS Research Ltd. Proprietary Page 11

12 Enterprise Mobility 3 Stages of Adoption Mobile Commerce Mobile CRM Front Office Back Office Redefined process Mobile HR Mobile BI 1.Discrete Apps 2. Integration 3. Transformation As HfS highlighted last year, enterprises generally progress through three phases of mobile adoption not unlike that of the web. As HfS also pointed out, the pace of progression is typically more rapid for mobility. What was unanticipated, however, was how fast this would occur in 2014 when a widespread shift to the realm of integration occurred across the majority of the Global Stage 1: Discrete Apps. Discrete apps created within silos that enable some core function such as customer engagement or field support. Often initiated outside of IT department in areas like Marketing and Sales. Stage 2: Integration. Disparate activities need to be rationalized across the enterprise with cohesive approach to integration and governance. Characterized by re-emergence of IT department control Stage 3: Transformation. Radical change brought to an underlying business process by leveraging new ways to harvest and interact with information. A minority (25%) still here The majority (65%) now here Tomorrow s leaders 2015 HfS Research Ltd. Proprietary Page 12

13 Enterprise Mobility s 3 Stages Require Different Skills Mobile Commerce Mobile CRM Front Office Back Office Business Process Redefined process Mobile HR Mobile BI 1. Discrete Apps 2. Integration 3. Transformation As HfS highlighted last year, each stage of adoption favors certain skills and in turn certain services providers. That means the fairly dramatic shift in the core market demand has shifted the relative rating of the service providers as well. That said, with the shift in focus to global service providers this year, the field narrowed as each had core strengths in this regard. KEY REQUIREMENTS: 1. Discrete Apps: User experience and user interface design critical and a bit less so is the ability to scale. 2. Integration: Deep technology implementation skills a requisite and less emphasis at times on design. 3. Transformation: Business process and vertical industry insight is the starting point but all of capabilities of design and integration will be at play. Managed services / outsourcing continues to be an option for delivery across each phase and we saw, for example, the rise of Testing-as-a-Services and App Factories in HfS Research Ltd. Proprietary Page 13

14 Enterprise Mobility Services How To Select a Service Provider ASSESS YOUR MOBILITY READINESS Enterprise buyers are advised to carefully match the service provider s skills with the need. Deep SAP integration or snazzy UX / UI skills do not typically reside under the same roof. Make sure you identify what is most important for your project not what catches your attention first. Note, though, that capabilities differ significantly across verticals and regions and even within each so be sure to take analysis to the appropriate level before shortlisting a service provider for your RFP. MATCH NEEDS WITH A SERVICE PROVIDER S STRENGTH Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate 2015 HfS Research Ltd. Proprietary Page 14

15 Key Buyer / Service Provider Recommendations Once you have settled on a service provider, here are additional steps to take to ensure success: Align billing practices with desired outcome. Recurring fees are not the right fit for transformative project yet we regularly hear of service providers setting up this payment scheme. While doing so might keep the bookkeepers happy, it is also likely to alienate the enterprise buyer on the other side of the deal as it keeps the relationship focused on short-term gains rather than strategic goals. Align contract terms with project expectations. Having a process in place to scope, vet and sign multiyear engagements does not work well when you are signing 3 to 6 months deals. Logic suggests you should not have the same approval in place for a $50,000 deal as you do for a multimillion dollar one yet this is the case with many service providers and enterprises today. Be forward thinking. Make sure your project team as well as their project team keeps one foot in today (delivering value) and one in tomorrow (driving innovation). Mobility engagements offers short quick wins but they need to be carried out in the context and understanding of a greater opportunity for change. Too much focus on today will never get you to where you need to go. Take the extra step to clarify requirements and specs at every stage. Doing so will ultimately save time. Operating in an agile fashion whether formal or not - opens up the risks that developers assert control when they should remain order takers. If that happens, the paths they go down can create long term delays so to avoid this be explicit and clear around requirements and expectations at every stage HfS Research Ltd. Proprietary Page 15

16 Enterprise Mobility Services Outlook Key Trends to Watch Out For in H and 2016 Transformation likely to slowly gain ground. Just as we saw Integration rise above Discrete Apps as the number one focus of enterprise buyers within Mobility today, we expect Transformation to rise in importance over the coming year. However, the shift will be slower and more subtle. While that might provide comfort to some, it may actually make for a more challenging environment as steady change can go unnoticed until suddenly the shift has become profound. Testing-as-a-Service becomes de facto approach. Enterprises are targeting a broader and broader list of operating systems with their mobile efforts as cross platform development tools continues to improve. This has created significant demands on testing. In response we have seen a few innovators roll out testing-as-a-service offerings that allows an enterprise buyer to easily spin up and down consumption based on demand. Throw in a bit of automation and some crowdsourcing and we expect testing to become a commodity market in short order. Apps-as-a-Service begins to take root. With the adoption of testing-as-a-service and the emergence of sophisticated cloud-based cross platform development tools, the ingredients for Mobile Apps-as-a-Service are falling into place. Couple this with maturity around governance and pricing and we will be looking for the App Factory model to migrate into App-as-a-Services model in Digital continues to subsume Mobility (and Analytics and Cloud). The trend to encapsulate the once disparate offerings delivered under Analytics, Cloud, Social and Mobility will continue to gather steam in 2015 and beyond as Digital gets recognized as more than the latest buzz but the unifying theme that serves a larger purpose of allowing a mix of enabling technologies to be delivered more effectively. This is more than an issue of semantics as it will begin to redefine how business challenges are thought of and approached HfS Research Ltd. Proprietary Page 16

17 Research Methodology

18 Research Methodology Data Summary Participating Service Providers For this effort we gathered nearly 1,000 data points covering 23 enterprise mobility service providers. Data was collected in Q4 of 2014 and Q1 of 2015, covering buyers, service providers, and advisors / influencers of these services. If undisclosed, HfS estimated service provider revenue for Mobility Services and how it is split across consumer (B2C), employee (B2E) and business (B2B) facing apps. This Report Is Based On: Tales from the Trenches: Interviews with buyers who have evaluated service providers and experienced their services. Some are supplied by service providers, but many are interviewed through interviews conducted with HfS Executive Council members and participants in our extensive market research. Sell-Side Executive Briefings: Structured discussions with service providers were intended to collect data necessary to evaluate their offerings, structure, and strategy along the lines of innovation and execution. Publicly Available Information: Financial data, website information, presentations given by senior executives, and other marketing collateral. Participants were selected as the leading service providers of Enterprise Mobility Services around the globe. As such, the report compares and contrasts the best of the best in mobility today and every service provider covered is capable of meeting an enterprise buyers broad needs HfS Research Ltd. Proprietary Page 18

19 Key Factors Driving the HfS Blueprint Two major factors: EVALUATION CRITERIA Execution represents service providers ability to deliver services. It includes: Solutions in the Real World Quality of Customer Relationships Flexibility Innovation represents service providers ability to improve services. It includes: Strength of Vision for Enterprise Mobility Services Future Alignment with Changing Market Ability to Go Beyond Stage 1 Mobility CRITERIA WEIGHTING Criteria are weighed by crowdsourcing weightings from the four groups that matter most: Enterprise Buyers Service Providers HfS Research Analysts Team Advisors, Consultants, and Industry Stakeholders Significant changes between 2014 and 2015 Execution is up / Innovation down (slightly) Pricing rose in importance UX / UI skills came down off their high Acquisitions rose as an important criteria 2015 HfS Research Ltd. Proprietary Page 19

20 HfS Enterprise Mobility Blueprint Scoring Percentage Breakdown EXECUTION 52.3% Quality of Customer Relationships 7.4% Quality of Account Management Team 1.9% How Service Providers Engage Customers and Develop Communities 2.7% How Service Providers Incorporate Customer Feedback 2.8% Real-World Delivery Solutions 33.7% Portfolio Alignment with Market Needs 9.3% Partnership Ecosystem 8.1% Existing Market Understanding Around Industry and Process 11.2% Proprietary Delivery Models 3.2% Standard Delivery Methods 1.9% Flexible Pricing Models to Meet Customer Needs 11.2% INNOVATION 47.7% Future Alignment with Changing Market 15.6% Future Portfolio Planning 6.2% Skills Acquisition 7.1% Continuous Improvement Methodology and Capability 2.3% Strength of vision for Enterprise Mobility Services 8.1% Ability to Go Beyond Stage 1 Mobility 24.0% Creation of Proprietary Frameworks for Analyzing Needs 4.3% Innovation Skills on UX / UI 6.2% Beyond Device" Activity 7.2% Core Technology Depth 6.3% 2015 HfS Research Ltd. Proprietary Page 20

21 Execution Definitions EXECUTION Quality of Customer Relationships Quality of Account Management Team How Service Providers Engage Customers and Develop Communities How Service Providers Incorporate Customer Feedback Real-World Delivery Solutions Portfolio Alignment with Market Needs How well does the service provider execute on it's contractual agreement and how well does the service provider manage the client/provider relationship? How engaged are service providers in managing the client relationship based on the following metrics: quality of account management, service provider / client engagement, and incorporation of feedback? What is the quality level of professional skills in the account management team? How well does the service provider engage clients and develop client communities? How have service providers taken feedback and incorporated that feedback into their offerings? Does the solution provided compare favorably to peers with regard to value creation through current offerings, partnerships, subject matter expertise, and delivery models? What is the service provider s current portfolio of services across its respective segments and what are the ways clients receive value? Partnership Ecosystem Existing Market Understanding Around Industry and Process Proprietary Delivery Models Standard Delivery Methods Flexible Pricing Models to Meet Customer Needs What if any current partnerships does the service provider have across mobility and does it work with agencies, other consultants, software and / or network providers? If so, who and how? What specific skills sets or competencies does the service provide bring that is tailored to unique needs of offerings for a particular industry or process? What if any proprietary software platforms and process structures has the service provider created to deliver these services? What if any standard software tools and business platforms does the service provider utilized to deliver these services? How flexible are service providers when determining pricing of contracts? Have they aligned these terms with the unique demands around Mobility projects? 2015 HfS Research Ltd. Proprietary Page 21

22 Innovation Definitions INNOVATION Innovation is the combination of improving both services and business outcomes. Future Alignment with Changing Market Future Portfolio Planning Skills Acquisition Continuous Improvement Methodology and Capability Strength of Vision for Enterprise Mobility Ability to Go Beyond Stage 1 Mobility Creation of Proprietary Frameworks For Analyzing Needs Innovation Skills on UX / UI Beyond "Device" Thinking Core Technology Depth How future looking is the service provider in terms of aligning itself both in skills and offerings with the evolving market demand? Is it keeping pace, a fast follower, or leading the way? How does the service provider anticipate its portfolio of offerings will change in the next 12 months and how well is it communicating those changes? Has the provide made recent acquisitions in the mobility services space that have changed or extended its vision and capabilities into new emerging areas? Does it utilize other methods for new staying abreast of skills such as training academies? How well does the service provider execute on improving its operational process and capabilities around its solutions? Does the service provider have a strong vision for services across enterprise mobility? How well have service providers integrated innovative new approaches and emerging skills and technologies into their services? Does it also bring the core technology platform to assist an enterprise deploy the next level of mobility solutions? What if any proprietary frameworks does the service provider utilize to analyze the underlying business need? Does the service provider have a dedicated team or skill development around innovating user experience design? If so, how large a center and what activities are or have been underway? Does the service provider have any IoT specific offerings? If so, what are the nature of these and how far advanced is it in building this area out? What offerings does the service provider have regarding BYOD, security, as well as middleware? 2015 HfS Research Ltd. Proprietary Page 22

23 Winner s Circle and High Performers Methodology To distinguish service providers that have gone above and beyond within a particular line of delivery, HfS awards these service providers a Winner s Circle or High Performer designation. The below provides a brief description of the general characteristics of each designation: WINNER'S CIRCLE: Organizations that demonstrate excellence in both execution and innovation. From an execution perspective, service providers have developed strong relationships with clients, execute services beyond the scope of hitting green lights, and are highly flexible when meeting clients needs. From an innovation perspective, service providers have a strong vision, concrete plans to invest in future capabilities, a healthy cross-section of vertical capabilities, and have illustrated a strong ability to leverage external drivers to increase value for their clients. HIGH PERFORMERS: Organizations that demonstrate strong capabilities in both execution and innovation but are lacking in an innovative vision or execution against their vision. From an execution perspective, service providers execute some of the following areas with excellence, but not all areas: high performers have developed worthwhile relationships with clients, execute their services and hit all of the green lights, and are very flexible when meeting clients needs. From an innovation perspective, service providers typically execute some of the following areas with excellence, but not all areas: have a vision and demonstrated plans to invest in future capabilities, have experience delivering services over multiple vertical capabilities, and have illustrated a good ability to leverage external drivers to increase value for their clients HfS Research Ltd. Proprietary Page 23

24 Major Service Provider Dynamics Highlights EXECUTION Accenture, Capgemini, Cognizant, IBM, and Wipro all cited for their industry depth - Clients stressed the need for a deep understanding of their underlying business issues to help them be more effective over time and Accenture, Capgemini, Cognizant, IBM and Wipro all had the most satisfied clients for this category. HCL, HP, Infosys, NTT Data, and TCS bring the most flexibility in mobility services pricing. - Pricing is an important parameter for enterprise mobility services and clients valued the approaches taken by these service providers to match pricing models to mobility development s new demands. Accenture, IBM, and Infosys lead in partnerships. - In the complex realm of emerging mobile technology, partnerships are viewed as a critical way to deliver effectively and efficiently and these three providers were all cited for working effectively with their technology partners. Atos, igate, NTT Data, Unisys, and Virtusa all lauded for their testing capabilities. - Testing is emerging as a key battle ground as the market matures and enterprise buyers look show less and less tolerance for lapses in quality. INNOVATION IBM, Cognizant and EPAM are aggressive acquirers as they build out Mobility skills and tech - These service providers are actively gathering talent and technology by acquiring emerging service providers that lead in a particular niche. In a hyper competitive field, it is a sure fire way for large companies to stay ahead. IBM, EPAM, Accenture, CI&T, and TCS all cited for their UI / UX design capabilities. - Though we saw a decrease in the relative importance of UX / UI within the overall rating criteria, it remains a key element and these service providers were all scored high by enterprise buyers in this regard. Tech Mahindra, CSC, Atos, NIIT and Wipro rated highly around IoT - Enterprise buyers indicated they are beginning to think beyond simple mobile devices as they look out toward future plans and collectively they rated these five service providers as particularly strong in working with the Internet of Things HfS Research Ltd. Proprietary Page 24

25 INNOVATION Enterprise Mobility Blueprint Service Provider Matrix High Performers Winner s Circle EXECUTION 2015 HfS Research Ltd. Proprietary Page 25

26 Service Provider Profiles

27 Accenture Winner s Circle A global leader in Mobility that brings a robust mix of vision, industry expertise, and technical know-how Mobility Revenue / Growth: HfS Estimate: $2,600M (30%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Seen as a true thought leader that can develop and deliver on the most robust of long-term business focused road maps and one of four service providers in this year s Winner s Circle. Has deep industry expertise that it can bring to bare to explore true business transformation within every mobility engagement. Very broad skills across a wide range of mobile platforms means it has nearly every technology covered at least somewhere in the organization. Accenture s global footprint with deep pockets of offshore, nearshore and local talent means it can put together the most appropriate team for every engagement. Robust process and methodology makes it a great choice for those needing considerable help in implementing their mobile strategy. Challenges Viewed by some clients as a bit overbearing at times as their deep experience leads them to come to the table with preconceived solutions. Enterprise buyers report there are times Accenture will rely on outside resources to address an RFP and this gives them the impression it has resource constraints.. Still seen as expensive by enterprise buyers despite its own lower cost development centers located around the globe. While Mobility is part of a larger Digital practice, Cloud is delivered via a separate Operations Growth Platform separating it to some degree from other core elements of transformation though the company can clearly combine the two effectively in delivery. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Products Resources Financial Services Telecom & High Tech Healthcare & Public Service HfS Estimate of Revenue Mix: 50% B2C 50% B2B In FY14, Accenture Mobility served 49 of the Fortune of them are ranked #1 in their subindustries. Enterprise Mobility Clients Include: 4 of the top 5 telecoms 6 of the top 10 commercial banks 7 of the leading health care and P&C insurance providers 3 of the top 5 pharmaceutical companies 5 of the top 10 petroleum refining companies Mobility Headcount: ~10,000 FTEs Key Delivery Locations: India 55% Philippines: 10% Eastern Europe 5%: (predominantly Latvia) Onshore 30% Acquisitions: Evopro (2014, IoT), Acquity (2013, ecomm), Fjord (2013, design), NewsPage (2012, CPG), avventa (2012, Digital marketing) Proprietary Platforms & Software: Accenture Digital Connected Products Platform, Mobility Managed Services platform, Accenture Mobile Maturity Diagnostic, Accenture Digital Optimization, Accenture Digital Diagnostic, Accenture Web Evaluator, Windows 8 Enterprise Studio (with Avanade and Microsoft) Key Partnerships: SAP, Oracle, Apple, Apogee, Crittercism, and Salesforce 2015 HfS Research Ltd. Proprietary Page 27

28 Capgemini Winner s Circle Very strong in business strategy with a solid technical base and now brings Mobility as part of global Digital organization Mobility Revenue / Growth: HfS Estimate: $405M (35%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Viewed as strong in business strategy this puts it in a good position to get in early with an enterprise exploring Mobility. Generates significant attention via its thought leadership such as the 2014 publication of Leading Digital that was authored in collaboration with MIT. Recently combined its Digital offerings (Customer Experience, Mobility) under one global service line, and has integrated Analytics and Security into its portfolio, which will allow it to respond even more effectively to emerging market demands in the coming year. Continues to focus on developing and utilizing accelerators to remain cost competitive as it has in the past. Very client centric in its approach and has demonstrated it can provide truly end to end transformation when the right teams are assembled for an enterprise client. Its network of Accelerated Solution Environments are very effective at initiating and driving organizational change for an enterprise. Challenges Mobility practice only recently integrated across Capgemini s Digital offerings means opportunities for capturing best practices and developing the most effective go to market are still emerging. While work is being done to rationalized its broader Digital efforts, it tends to still be focused more on executing around the device and enterprise application layer. Continues to remain a little weaker than some peers in IoT as the practice grew out of a very Mobile focused entity but again this is being addressed in While it showed a willingness to invest in building out its user experience (UX) and design (UI) capabilities such as with the acquisition of Backelite in 2011, more could be done to bring these capabilities to a global scale. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Banking & Financial Services Digital Channel & Retail Telecom Public Sector Energy & Utilities Revenue Mix: 70% B2C 30% B2B Capgemini mobility targets the global Enterprise Mobility Clients Include: Regional electricity and gas network operator Leading multimedia and electronics retailer Major consumer products company in North America Large financial services firm Mobility Headcount: ~4,000 FTEs Key Delivery Locations: India (20% ) Poland Spain China Acquisitions: Backelite (2011, web agency) Proprietary Platforms & Software: Enterprise Mobility Orchestrator, Appitecture, mrapid Start, mobile Distributed Delivery Framework (mddf), ishowcase, Clienteling, 4D Mobile Solutions, Enterprise Mobility Benchmark, Rapid Design Visualization Key Partnerships: SAP, Microsoft, Kony, Vmware (AirWatch) First Data, Salesforce, IBM, Amazon Web Services, HP, Oracle, Pivotal 2015 HfS Research Ltd. Proprietary Page 28

29 Cognizant Winner s Circle A leading choice for enterprises looking for a strong development partner to collaborate with on global a scale Mobility Revenue / Growth: HfS Estimate: $220M (>50%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Continues to be viewed a thought leader as it pushes how mobility is part of a broader enterprise transformation story with its work around Code Halos. Placement of the Mobility practice within its Horizon 3 initiatives allows for the highest level of organizational support for building out capabilities. Senior leadership is seen as staying connected with clients in meaningful ways throughout and engagement which creates notion of a true partnership. Workforce viewed as more stable than peers allowing less disruption in service delivery. Buyers find them less constrained by formal T&Cs as some other service providers. Very robust portfolio of solution accelerators combined with strong offshore delivery makes it extremely cost competitive. Investing heavily in MBaaS so enterprises will not need to modernize legacy infrastructures as they migrate to mobile. Challenges Despite putting out very strong thought leadership messaging, buyers said they wanted to see this macro thinking incorporated into their own existing engagements more extensively. Clients observed it is not always able to deliver on time although almost always that delay was to ensure the highest quality work is completed and that rationale is generally viewed as acceptable. Despite broad and deep expertise across the entire service provider it is not always able to bring this to bear within each individual engagement. Can be seen as a bit of an order taker and less of a strategic partner at times when the right level of engagement is not maintained. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Banking Financial Services Insurance Life Sciences Manufacturing Retail & Consumer Goods Healthcare Logistics Est. Revenue Mix: 55% B2C 25% B2E 15% B2B 5% B2Edu In FY14, Cognizant mobility served many companies across Fortune 500. Enterprise Mobility Clients Include: 3 of the Big 5 Banks in North America 5 of the top 8 Healthcare plans in North America 16 out of top 20 pharmaceuticals in NA 5 of the top 10 Automobiles companies 5 out of Top 10 top insurance companies in North America 1 of the top 3 global film studios 7 of top 40 US Retailers Mobility Headcount: ~4,000 FTEs estimated by HfS Key Delivery Locations: India (71%) Top Locations: Chennai, Cochin and Hyderabad USA (25%) Top Locations: Phoenix, Bridgewater ROW (4%) Top Locations: Shanghai, London Acquisitions: Trizetto (2014, Healthcare) Odecee (2014, digital developer) Cadient Group (2014, digital marketing) itaas (2014, digital video) Proprietary Platforms & Software: TruMobi, TruJunction, Studio 13, FastTest, MADP Factory, TruPresence Key Partnerships: Samsung, Kony, Apigee, IBM, Antenna, Appcelerator, Moovweb, AnyPresence, 2015 HfS Research Ltd. Proprietary Page 29

30 IBM Winner s Circle IBM brings some of the strongest technical capabilities coupled with deep industry domain expertise and truly global scale Mobility Revenue / Growth: HfS Estimate: $2,000M (300%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths IBM s suite of mobile app tools within its MobileFirst Platform drive a good portion of the market s development and make it a true end to end service provider. Operates customer labs and studios around the world. Investing aggressively in Digital Design studios with a big push around Design Thinking and a commitment to invest $100 M across 10 new labs. Strong partnership with Apple to build enterprise grade Apps targeting the ios ecosystem makes it a innovator for that platform. Capable of delivering deep technical expertise across all necessary underlying technologies such as analytics, security and cloud in addition to mobile development and design. Truly global footprint enables it to scale any app, anywhere, and for any time. Challenges Perceived by some enterprise buyers to be too pricey though IBM MobileFirst Platform offers a range of pricing models, including cloud-based pay-as-you go options. Potential buyers indicate responses to RFPs can be massive in size and content but not specific to particular client problems. IBM will have need to continue investing in business-specific use cases as enterprise buyers are less interested in underlying tools and technology. Execution today is as much about driving process change as it is any technical proficiency. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Banking Insurance Retail Transport Telecom Government Healthcare Automotive Est. Revenue Mix: 35% B2C 65% B2B IBM targets enterprises of all sizes with its broad portfolio of tools but its services business targets the Global Clients Include: Japanese multinational electronics firm French governmental organization British multinational automotive and aerospace components company Major electric utility American multinational auto manufacturer Large Canadian hospital Global technology firm Dutch multinational banking and financial services corporation Mobility Headcount: ~6,000 FTEs Key Delivery Locations: 76 global development and delivery centers, plus 40 data centers worldwide Acquisitions: Worklight (2012, development) Fiberlink (2013, MDM) Xtify (2013, messaging) The Now Factory (2013, analytics) SoftLayer (2013, cloud) Urban Code (2013, delivery) Cloudent (2014, cloud) Aspara (2014, data transfer) Proprietary Platforms & Software: IBM MobileFirst Platform, IBM MobileFirst Protect, IBM MobileFirst for ios, Mobile Customer Engagement, IBM Tealeaf CX Mobile, IBM Digital Experience, IBM Presence Insights Key Partnerships: Apple, AT&T, Deutsche Telecom, Siemens, Sprint, SAP, Oracle, Kony, Microsoft 2015 HfS Research Ltd. Proprietary Page 30

31 Infosys Winner s Circle A strong performer known for delivery excellence and now with a renewed sense of energy and a deepening focus on design Mobility Revenue / Growth: HfS Estimate: $158M (45%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths New leadership has brought new life and energy to the firm at a time when evolution of Digital and Mobility requires the same earning it a spot as a top tier High Performer. Big focus on Design Thinking augmented with an ability to aggressively train around this and any skills in a Just in Time manner. As ITO increasingly morphs into a cloud provisioned offering that is the realm of those with massive scale (e.g. AWS, Microsoft, and Google), other emerging areas like Mobility represent important areas of future growth and are receiving senior leadership attention With Mobility run as part of the larger Digital practice at Infosys, it is able to bring an enterprise the full context of transformation.. Clients report it excels at delivering at agreed to cost and schedule. Infosys couples very strong tech skills with true partnership approach and augments it by strong project management leadership. Challenges Focus on getting the project done on time and budget means it does not always push larger ideas and capabilities that a client might benefit from. Reported by some clients that it doesn t always bring the greatest depth around commercial understanding of an engagement and a client s context of why. Seen by some enterprise buyers as having a bit of a project or task focus despite its willingness and ability to partner. This means it may be missing opportunities to drive engagements into the strategic realm. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Financial services and Insurance Retail and CPG Energy and Utilities Oil and Gas Communication and Media Manufacturing + Life Sciences, Services (Airlines, Professional services), High Tech Revenue Mix: 35% B2B 45% B2E 20% B2C Infosys targets the Global 2000 across all regions. Clients Include: Apple Microsoft Unilever Diageo BASF Boeing PwC American Airlines Bank of America L'Oreal Mobility Headcount: ~3,800 FTEs Key Delivery Locations: India (82%) US (7%) China (5%) Other (6%) Acquisitions: n/a Proprietary Platforms & Software: Proprietary App Store - the FLYPP, mwallet, Mobi Learn, WindTunnel, Mobile POS, Guided Sales, Infosys Sync engine, MDC, Field Service Assist, Security Test, DynaCred Key Partnerships: IBM (Worklight), Microsoft, SAP, Kony, Pega Systems (Antenna), Keynote Mite (Device Anywhere), HP, CA, Perfecto Mobile, Mobile Iron, MobileLabs, Fitch, Adobe, Bosch, ThingWorx, and Oracle 2015 HfS Research Ltd. Proprietary Page 31

32 TCS Winner s Circle Able to meet an extremely broad set of enterprise mobility needs from one-off development to complex transformation Mobility Revenue / Growth: HfS Estimate: $400M (60%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Brings a unified Digital vision that is carried through in its organizational structure and enables seamless go to market of appropriate mix of enabling technologies making it one of only four to hit this year s Winner Circle. Offers an innovative pricing model for App Factories and other mobile engagements that is effectively As-a-Service development. Brings a robust portfolio of IP across not just horizontal elements but vertical specific ones as well. Seen as being able to engage directly with business stakeholders and help drive momentum as a real partner to in house IT. Rated by clients as very good at execution and on time delivery even at times of high demand. Cited by clients as being able to take rough ideas and concepts and turn them into reality without explicit direction. i.e. True thought leaders that can help one transform. Challenges Clients indicate it does a good job of getting thought leadership out into the market and hosting events to discuss emerging trends but they would like to see even more ongoing activity in this regard. Some enterprise buyers view it as having a difficult time saying impossible even when client demands are beyond what is reasonable if not outright feasible. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Financial Services Retail Insurance + High tech; Media and Information Services; Telecom; Travel, Tourism & Hospitality; Manufacturing; Life Sciences and Health care; and Energy & Resources industries Revenue Mix: 20% B2B 40% B2B2C 40% B2E TCS has engaged with over 300 global clients around mobility in the last 12 months alone. Focus is on serving medium to large businesses whose market capitalization is above $5 Billion. Clients Include: A leading Canadian bank A leading US health insurer A leading publisher A leading Asia-Pac bank A leading US manufacturer A leading US retailer A leading UK financial institution A leading US financial institution Mobility Headcount: ~6,000 FTEs Key Delivery Locations: Customer Collaboration Center & Design Studio: Santa Clara (USA) Other Design Studios: Paris (Europe), India (8) Delivery Centers: Cincinnati (US), India (Kochi, Chennai, Bangalore, Hyderabad, Pune, Mumbai, Kolkata, Delhi), Guadalajara (Mexico). Customer Excellence Centers: Sydney ( Australia ), Chennai (India), Tokyo (Japan) Proprietary Platforms & Software: DreamUp, Digital Insurance Agent, Event Maestro, Mobile PoS, Hy5 Canvas, Hy5 Test, Hy5 Presidio, GoSafe, Global Push Notification Engine Synchronization Engine, HTML5 Hybrid Framework, Developer toolkit, Security ToolKit Key Partnerships: Microsoft, Apple, Google, SAP (SMP, Syclo and SAP Afaria), IBM, Perfecto Mobile, MobileIron, Symantec, YMedia Labs, MIT Mobile Experience Lab on Design Driven Innovation Acquisition): ALTI (2013, France) 2015 HfS Research Ltd. Proprietary Page 32

33 Atos High Performer Very competent technologist strong in Europe with a robust line of managed services offerings and strong IoT Mobility Revenue / Growth: HfS Estimate: $550M (25%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Viewed by enterprise buyers as having a very strong cadre of technical skills that it can tap to solve the hardest of challenges. Seen as professional in behavior and not quick to react. It delivers without surprises - on time, within budget and per specs. Truly end to end in breadth of capabilities from not only design, build, run but including govern and test makes them a natural partner for transformative projects. Strength in App Testing ensures highest quality product will coming out early from the gate. Early advocate and an experienced builder of App Factories makes them a go to for solving technical challenges and governance. Seen as very strong in requirements from defining to management so that even the most complex projects run well. Continued to be very strong in IoT during 2014 with a strong proprietary platform play and solid reference clients. Deep SI skills in ERP makes them a good fit for enabling these systems for an increasingly mobile workforce. Challenges Some enterprise buyers feel it is not the most competitive in terms of its commercial approach as it appears to rely on standard pricing and packaging. However, it does offer a full range of pricing models including risk-sharing.. Its messaging can be a bit more focused on technology speeds and feeds and not enough around business needs and opportunities. Seen as less aggressive as many competitors in responding to new opportunities and that means lost opportunities. Strong professionalism means it can also be a bit slow to react as needs arise and evolve. i.e. Mobile necessitates agility. Buyers indicated handoffs been business units can be a bit uneven given the breadth of capabilities and distribution of delivery locations but it is seen as working hard to reconcile and it is still seen as better than if disparate service providers were involved. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Atos IT Services: - Manufacturing (discrete), - CPG & Retail - Telecom & Media - Healthcare - Transportation - Public Sector Worldline: - Financial Market - Retail - Manufacturing - Government - Transportation - Telecom Revenue Mix: 70% B2C /30% B2B Atos goes to market under several brands including Atos, Atos Consulting, Atos Worldgrid, Bull, Canopy, and Worldline which stretch across a broad range of services offerings. The company targets both the B2B market (Atos) and the B2B2C market (Worldline). Atos targets organizations with ,000 mobile users; Worldline targets hundred of thousands / millions of consumers. Enterprise Mobility Clients Include: Siemens, Nokia, Renault, Thyssen-Krupp, Orange, IOC, Osram, Karstadt, eplus, McDonalds, Societe Generale, BNP Paribas, Renault, BSH, Orange, Shell Mobility Headcount: 3,500 FTEs Key Delivery Locations: Onshore (55%) Central & Eastern Europe (25%) India (8%) Americas (5%) Other (3%) Acquisitions: n/a Proprietary Platforms & Software: Atos IT services platforms: Canopy Enterprise Mobility Platform, Contextual Platform Solutions, Push Notification Platform Worldline platforms: Mobile Payment Wallet, Mobile Merchant Wallet, m-commerce platform, Mobile Ticketing platform, Mobile Banking platform, M2M platform, Context Broker Platform, Mobile AppStore Key Partnerships: SAP, IBM, Redhat, Infostretch, Kony from a global perspective, plus local / boutique partners HfS Research Ltd. Proprietary Page 33

34 EPAM High Performer Deep technical skills now augmented with design capabilities and a culture of innovation make it an emerging star in Mobility Mobility Revenue / Growth: HfS Estimate: $70M (60%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths A strong portfolio of Tier 1 clients where they have demonstrated a solid track record of building complete and entirely new initiatives on their behalf puts them in the top tier of High Performers. Aggressive acquirer has allowed it to build out leading edge skills in digital design and couple with its existing strengths in mobile technology make them an emerging power. Middle managers at EPAM are seen to stay engaged throughout projects driving work to completion and robust cross platform teams able to build business apps delivered across multiple interfaces and systems - not just a mobile device. Brings a dedicated mobile competency center with engineers focused specifically on establishing and enabling best practices around a range of mobile frameworks, tools, and delivery models with nearshore location in Europe seen as easier to work with. Large enough to compete at scale with global SIs but small enough to remain nimble and focused like a boutique developer. Challenges At times, developers can think too much as they look to solve problems that might not be critical concerns nor stated in the formal requirements but most clients feel this is easy to manage and a good problem to have. Smaller salesforce than most services firms mean it is harder to get the word out to new clients and to get support across many mobile stakeholders within a single enterprise. Not quite a global SI but larger and more powerful than a boutique, the company is in a relatively unique position and that means it has to educate the market as to why it should make the short list. As a near shore service provider, it can be seen as higher priced than the Indian firms but not as connected as the onshore firms that means finding a client who wants a mix of quality and cost Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Financial Services & Insurance ISV & Technologies Travel & Hospitality Retail & Consumer Products Media & Entertainment Healthcare & Life Sciences Oil & Gas Revenue Mix: 65% B2C 35% B2B EPAM targets businesses of all sizes from small concerns to larger enterprises but ideal target is large global enterprise with complex integration needs. Target Markets: North America Europe CIS APAC Clients Include: Global beverage company Multinational energy corporation Global news organizations Large financial information company Mobility Headcount: ~1,000 FTEs Key Delivery Locations: Hungary (23%) Belarus(45%) Russia (15%) Ukraine(17%) Acquisitions: Great Fridays (2014, design), GGA Software Services (2014, SW engineering), Jointech (2014, BFSI), Netsoft (2014, Healthcare) Thoughtcorp (2012, digital) Empathy Lab (2012, digital) Proprietary Platforms & Software: ios ROAD Framework, X-Framework JavaScript Framework, Security lib for Android and ios, and CI/CD and EPAM App Store Key Partnerships: AirWatch (MDM); Verivo and Kony (MEAP); NetBiscuits (mobilization of sites); Microsoft and Blackberry (platform); Sencha, Xamarin, Adobe, IBM, Microstrategy, Oracle, Salesforce.com and SAP 2015 HfS Research Ltd. Proprietary Page 34

35 HCL High Performer A good choice for integrating mobile into enterprise with its strong portfolio of repeatable IP and depth in legacy applications Mobility Revenue / Growth: HfS Estimate: $200M (35%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Very strong in SAP and able to bring the full brunt of these resources toward an enterprise s efforts at mobilizing that system. Robust portfolio of repeatable IP makes it very price competitive as it can pass along the savings in time and labor. Well established and innovative pricing models gives enterprise buyers broad flexibility in how they contract for services. Demonstrated a good track record in running and augmenting Mobile App Factories Strong co-innovation center in Singapore that has resulted in 75+ PoCs and influenced $200M in total projects that is able to drive mobile specific initiatives as well. Robust enterprise mobility assessment tool called DAT that speeds the effort of building out comprehensive roadmap for an enterprise. Challenges Lack of acquisitions may hinder its ability to acquire sufficient talent in emerging technologies to stay pace with demand so it need to ramp up training as an alternative approach. However, its invests significantly around partnerships and this helps alleviate the gap. While very strong in Human Interface Design and the scientific aspects of UX and UI, some enterprise buyers cite its resources in creative design as a little thin. Given capabilities in large scale transformation and repeatable delivery, one-off engagements can be viewed by some buyers as over engineered. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Financial Services Healthcare, Pharmaceuticals and Lifesciences Consumer Products and Services Media and Entertainment Public Services and Utilities Manufacturing Petrochemicals Revenue Mix: 25% B2C 75% B2B Over 80% of HCL clients feature on one or more of these: Fortune 500 / NASDAQ / LSE / NSE / S&P500. Ideal target client is $1 billion + Clients Include: Global pharmaceutical company National utility distributor International financial services firm Global airline Fortune 500 Bank Mobility Headcount: ~3,900 FTEs Key Delivery Locations: India (54%) Singapore (14%) US (16%) Europe (11%) Other (5%) Acquisitions: n/a Proprietary Platforms & Software: DAT, mcom, mci@im, mcardserv, mbiocode, mgreencoupons,, mproductguide, mqsr, maims, mhealth, mtask, Mobile Wallet, Key Partnerships: SAP, IBM, Microsoft, Mobile Iron, Perfecto Systems, MicorStrategy, PegaSystems, Oracle, and Kony 2015 HfS Research Ltd. Proprietary Page 35

36 HP High Performer Very strong outside the US and with initiatives requiring complex integration and elements of transformation Mobility Revenue / Growth: HfS Estimate: $625M (150%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Brings very broad and deep experience across design and technology and able to utilize this mix to drive enterprise transformation making it a top tier High Performer. Strong focus on as-a-service offerings and able to price effectively for this type of plug and play technology adoption. Robust UX / UI skills that cohesively brings together a mx of art and science Very innovative in developing real world applications. Not merely a portfolio of interesting PoCs but truly market tested development. True integrated offerings from device through application deployment and infrastructure management that leaves no aspect of mobility environment uncovered within their walls. Despite the breadth of its own offerings it demonstrates a readiness to embrace partners to augment areas for greater depth such as its global push around partnering with leading design agencies. Challenges With the pending into two public companies: Hewlett-Packard Enterprise (focused on enterprise hardware, software and services) and HP Inc., (focused on personal computing and printing), some synergies might be lost though this appears to be driving greater cooperation among the two groups today. Stills needs to do a better job of getting the word out around its strengths in application development as it continues to be overshadowed by technology offerings across mobile devices, networks and platforms. Though it is getting the message out more around innovation and business transformation two areas where it has done some solid work - is still not well known for it in the marketplace. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Banking and Financial Services Consumer Packaged Goods Technology Oil & Gas Airlines Revenue Mix: 25% B2C 75% B2B HP targets large enterprise, multi national corporations in every region and every industry across the globe primarily Fortune 2000 enterprise companies in excess of $1B in revenue. Clients Include: Mary Kay Valentino BCI Bank (Chile) PKO Bank (Poland) In addition: Major airline Global CPG firm Logistics company Global entertainment & media firm Mobility Headcount: ~2,000 FTEs Key Delivery Locations: 12 Global Delivery centers located across South & Central America, Asia, and Europe APJ (75%) EMEA (15%) Americas (10%) Acquisitions: Autonomy (2011, analytics) Fortify (2010, security) Eucalyptus (2013, deployment) Shunra (2013, testing) Proprietary Platforms & Software: HP Anywhere, HP Hydra, HP Mobile Center, HP AppPulse Mobile, HP Service Platform, HP Digital Context Aware Platform, HP Enterprise Mobility Platform, HP Enterprise Mobility Gateway, HP Smart Shopper HP Smart Meter, HP Smart Traveler Key Partnerships: Microsoft, Google, Intel, Cttrix, SAP, Kony, Vmware/AirWatch, Critical Mass, DigitasLBi, Organic, Projekt HfS Research Ltd. Proprietary Page 36

37 NTT DATA High Performer Deep resources and strong project management skills makes it a good choice for complex integration efforts Mobility Revenue / Growth: HfS Est.: $190M (1% / 50% exc. Japan) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Cited by clients as having strong project management teams that do not nickel and dime every change order but rather delivery under the spirit of the original deal. Very acquisitive as an overall enterprise which means it is regularly refreshing its talent base and overall energy. As a leading service provider to Japanese Telecom market it maintains a very big R&D focus in mobility and makes it a leading innovator. Buyers see a willingness to be innovative around pricing models to structure deals that are win-win in mobility. Deep legacy expertise and robust partnerships in the B2Employee space with SAP and Oracle make it a very good choice. Able to deliver best in class of security design and architecture if it s required. Challenges Seen as being a bit too literal at times as clients cited the need to make sure their underlying intent is very clear before embarking too far down a development path. As an aggressive acquirer, the enterprise struggles a bit to integrate all its disparate parts around the globe and this leads to confusion around capabilities as overlap and gaps exist region to region. It remains dominated by its Japanese business, while the efforts to increase its global footprint are definitely progressing. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Financial Services & Insurance (includes Banking) Commercial (retail, manufacturing, automotive) Public Sector Healthcare Revenue Mix: 25% B2B 75% B2C Targets the midmarket to large enterprises Clients Include: Banking and financial services in all the regions Global automotive group Large telecom companies Global travel company International transport company Major airline Mobility Headcount: ~1,500 FTEs Key Delivery Locations: China India Canada Romania Italy Brazil Acquisitions: Optimal (2013, SAP) everis (2014, Spanish speaking region) EBS (2013, Romania) Proprietary Platforms & Software: DyMoRa, MERMaides, BizMonolis, nreap, MoRe, ilibrary, VT-Docs, M-Ticketing, SocialSync Relation Key Partnerships: SAP, Oracle, HP Exstream, SalesForce.com, AirWatch, Mobile Iron, AppAround, Good Technologies, Verivo 2015 HfS Research Ltd. Proprietary Page 37

38 Symphony Teleca High Performer High end custom development focus makes it a strong candidate for mission critical mobility projects Mobility Revenue / Growth: HfS Estimate: $180M (20%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Deep background and history in software development with a focus on device manufactures means it has considerable depth in mobility and is a top tier High Performer. Seen by clients as being able to bring innovation and experience to every engagement. Very large data science team allows it to embed analytics in every deal. With the service provider s core strength in analytics and mobility and the recent addition of depth in Cloud (via Aditi), it is a NexGen services firm squarely rooted in Digital not legacy IT. Embraces agile development and is seen as willing to adapt its business model for the unique demands of mobile. Clients cite its willingness to regularly do more than agreed to without upping the cost. Very collaborative and wiling to educate client to stand on its own. Recent acquisition by Harman means uncertainty of PE ownership now is gone. Challenges Smaller focus on repeatable IP because its customers demand tailored solutions means it can be a bit more expensive than the average service provider. Does not focus on nor look to engage in one off App development unless a long term relationship is foreseen. Clients cite there are times of variability in the quality of development teams but note it will readily switch out a team if not the right fit or match. Given reliance on offshore model, clients cite occasional need to take the extra step of ensuring clarity in understanding each step of the way. Buyers feel its UI design can follow standard templates at times. While new parent Harman intends to operate independently, one could see some of the company s best talent migrating up and away from Symphony Teleca s focus. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Equipment OEM Retail Banking Travel Revenue Mix: 90% B2B 10% B2B2C Symphony Teleca focuses on large companies undertaking strategic initiatives within Mobility with 70-80% sourced from repeat business. Clients Include: Large manufacturer Large global services firm Regional bank Global publisher Consumer software company Mobility Headcount: ~1,800 FTEs Key Delivery Locations: India (70%) Russia (15%) China (5%) Acquisitions: Surf Kitchen (2011, mobile sw) Aditi (2014, cloud) Proprietary Platforms & Software: Marimba, Insight Connect, Symphony RPM, Health SymMetrics Key Partnerships: Adobe, Discretix, Genivi, Intel, Kovio, Microsoft, Movimento, SAP, Tizen 2015 HfS Research Ltd. Proprietary Page 38

39 Tech Mahindra High Performer Very strong in BFSI and Telecom within some markets and a good overall choice for B2E Mobility Revenue / Growth: HfS Estimate: $195M (40%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Its strong Telecom background means it has very deep expertise and experience across mobility from mobile device testing to app development. Cited by clients as excellent at executing on time and within budget. Seen as very strong in its ability to tie mobility initiatives into legacy infrastructure making it a great choice for B2E engagements. Viewed as doing what is asked and staying within budget despite at times being faced with increased complexity and changing demands from the original scope. Seen to be strong at establishing and following a comprehensive roadmap that encompasses full details from strategy through build out while incorporating all aspect of security and governance. Recent inclusion of Mahindra Telematics and Mahindra Engineering Services as part of the broader group will likely expand its depth particularly in IoT and position it well in the coming years. Challenges Tends to be seen by clients as being transactional in focus and this is at a time when the market is looking more and more for transformation. Viewed by some buyers as not being as creative per se as some other service providers in terms of UI and UX as well as a bit weaker in innovation than some peers. Clients cite the need to work a bit harder to engage with it to ensure developers following not just technical requirements but business ones as well a common concern across many service providers today. Clients cite the need to push it to bring in additional resources when a challenge arises as there is a tendency to keep development problems within the existing team. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Core: - BFSI - Telecom - Retail & CPG - Travel & Logistics - Pharma - Manufacturing Target: - Healthcare - Hospitality - Government Revenue Mix: 20% B2B 40% B2B2C 40% B2E Tech Mahindra has over 210 global clients across 100 countries over 50 of them are in Fortune 500 and 15+ in top 100. Clients Include: American multinational conglomerate European auto manufacturer Large banks in Canada, Netherlands, UK, India and ANZ Global consumer foods brand Storage and networking giants Rank 1 telcos across North America, Europe, Africa, India, Australia Top mobile OS companies and leading mobile terminal manufacturers Mobility Headcount: ~4,000 FTEs Key Delivery Locations: India (71%) USA (16%) Canada (4%) Germany (4%) Acquisitions: Comviva (2012, mobile finance, data and content) Proprietary Platforms & Software: 10 including: Push notices, Enterprise App Store, App development, Financial inclusion, Location aggregation, Mobile Couponing, Mobile app security testing, Mobile app functional testing, Mobile FInancial Services, Enterprise alert management Key Partnerships: Oracle, Kony, Antenna, IBM Worklight, SAP, Citrix, IBM Fiberlink, CA Technologies, SOTI, Communitake, Infragistics), Revel Systems, Mcommerce, Mswipe, Claylogix, Software Solution Inc. Also works with a leading Indian research institute and various startups 2015 HfS Research Ltd. Proprietary Page 39

40 Tieto High Performer A leading service provider across the Nordics and a top choice for the region Mobility Revenue / Growth: HfS Estimate: $150M (6%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Continues to lead in European Telecom R&D which provides it early access to leading edge mobile technologies. Mobility is embedded across every practice area as a core element of each rather than a standalone add on allowing it deeper integration. Enterprise buyers appreciate the robust agile development processes it has in place as well as its willingness to train them on it. Fun, engaging, and collaborative culture make them seen as true partners. Investing deeply around three areas customer experience management,. Internet of Things, and LifeCare that is a mix of health and welfare - make them a top choice for those three. Clients cite account execs as very well aligned to delivery personnel so no gap in what they say vs what they do exists as it does at other firms. Challenges Still maintains a limited presence outside their core region and that could constrain its ability to serve a global project s needs. The company continues to face cost pressure as Indian service providers target European markets but is addressing this by building out its own global delivery centers. Seen by some buyers as using separate teams to develop for different platforms and that there can be a tendency for these to compete which creates a bit of confusion in design and delivery though a healthy rivalry at the same time. While very strong at developing end user products it is viewed to be a bit too small to effectively build out their own development platforms. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Core: - Financial Services - Retail Target: - Energy - Healthcare, Welfare and Public - Telecom & Media - Manufacturing & Logistics Revenue Mix: 65% B2C 30% B2E 5% B2B Tieto primarily focuses on enterprises with 1,000 or more employees located across Finland, Sweden & Norway.. Clients Include: Nordea Kesko S-group Metsä Group City of Stockholm Ericsson Finnish Tax Administration IF Insurance OP-Pohjola Group S-Group TeliaSonera Mobility Headcount: ~730 FTEs Key Delivery Locations: Finland (50%) India (15%) Poland (10%) Sweden (5%) Norway (5%) Czech (5%) Austria (5%) China (5%) Acquisitions and Strategic Partnerships: Canvisa (2013, Financial Services) Proprietary Platforms & Software: Mobile banking, Tieto Retail experience, Mobile Field Engineer, as well as platforms around M2M / IoT, Secure Gateways, and SAP & Hybris Key Partnerships: Microsoft, Nokia, IBM, SAP and Oracle, Apple, Samsung and mobile specific like Mobile Iron Tieto emphasis Open Source culture and agile solution development by using Open Source components HfS Research Ltd. Proprietary Page 40

41 CI&T The Brazilian leader brings a strong mix of technical and design skills for one off projects that it can scale globally Mobility Revenue / Growth: HfS Estimate: $20M (+300%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Strong culture of challenging the status quo and history of rapid growth position it well for all things Digital Transformation. Enterprise buyers view it as continuing to be innovative in its approach to mobile design by blending UX and development within early prototypes. Appears to have transitioned easily this year to market demands that saw mobility as part of a broader Digital Transformation initiative rather than stand alone. Clients view it as very competent in technology innovation and as always bringing an A team as it only have A teams. Continues to be rated by buyers as strong around analytics and cloud as it maintained its strong partnership with Google in Pride themselves on recommending the best approach for the client rather than the approach it may want to take. Challenges Seen by some as somewhat restrained in its activity around IoT though recent efforts to build out an innovation center has gotten the attention of a few. Still has not developed proprietary frameworks aimed at analyzing underlying business drivers and likely will not given its size and market approach but it did continue to deploy internal developed tools elsewhere to reduce delivery costs and increase efficiencies. Continues to rely on a collaborative partner model to delivering BYOD rather than delivering this all itself means it may offer best of breed but this requires an additional layer of management. It continued to rely only on organic growth in 2014 and this lack of acquisitions could be seen as holding back its ability to rapidly acquire new talent though by allowing it to maintain its strong culture turns CI&T turns this into a strength. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: CPG Finance ecommerce / Retail Pharma Revenue Mix: 70% B2C 30% B2B Enterprise Mobility Clients Include: Fortune 100: J&J, Coca-Cola, Pfizer, MetLife Fortune 500: McDonalds, Henry Schein, Monsanto, Motorola Others (US): Rovi, Kasina Others (International): Anheuser-Busch Inbev, Honda, Softbank Others (BR): SulAmerica, Natura, TetraPak, Globo, Brasil Kirin, Banco Pan, Banco Original, BodyTech, Ancar, Globo, Alelo, Natura, Icatu Mobility Headcount: ~300 FTEs Key Delivery Locations: Brazil (80%) China (10%) On-site in the US (10%) Acquisitions and Strategic Partnerships: n/a Proprietary Platforms & Software: Smart Canvas Key Partnerships: Adobe, SAP, IBM, Kony and Appcelerator: Google, Amazon and Salesforce, Tableau, Adobe, Datasift, 2015 HfS Research Ltd. Proprietary Page 41

42 CSC An emerging contender with strong partnerships, project management and infrastructure skills makes it a good choice for complex integration Mobility Revenue / Growth: HfS Estimate: $120M (150%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths Recently shifted Mobility into the Emerging Business Group alongside Cloud, Cybersecurity, Big Data & Analytics which makes for easier and more robust cross collaboration for transformation. Strengthening its relationship with IBM s software division one of the leading platform providers for all aspects of mobility - which will speed CSC s time to delivery. With strong legacy infrastructure services, CSC has a solid footing in the emerging area of IoT and continues to invest around this today. Two years into a broader recovery effort, the service provider is infused with new energy and leadership at the top. Fairly robust approach to pricing, building and running enterprise App Factories makes it a strong go to for that model. Very strong player acting as prime even if not as broad with in house skills. Strong project management that is dedicated. Challenges Given the depth of turnaround required, HfS has some concerns that CSC may yet be broken up or acquired and this may be leading to seeds of uncertainty for acquiring new logos. Enterprise buyers cite its deep history in ITO and federal government as a challenge to its efforts of being viewed as an innovator. Clients cite that traditional corporate processes can at times appear to get in the way of contracting for mobile engagements which require a more nimble approach than large IT Outsourcing deals. i.e. The same internal approval appears to be required internally for a multiyear outsourcing deal as it is for a short app development project. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Public Sector Insurance Healthcare Finance/Banking Manufacturing and transportation Revenue Mix: 5% B2C 95% B2B CSC's Mobility offerings are targeted at any size customer including CSC's existing Fortune 500 customers. Enterprise Mobility Clients include: Large European airline UK financial services firm Global aerospace firm Large shipbuilder Global financial services firm Mobility Headcount: ~510 FTE s Key Delivery Locations: DACH (20%) France (20%) India (20%) Vietnam (15%) US (10%) UK (10%) Australia (5%) Proprietary Platforms & Software: N/A Key Partnerships: Appcelerator, IBM (WorkLight and MaaS360), SAP (SMP), Citrix, MobileIron, SOASTA, and AT&T Acquisitions: n/a 2015 HfS Research Ltd. Proprietary Page 42

43 Dell Rapidly rising in 2014, Dell is a great fit for mid-sized enterprises looking for a high level of attention and world class delivery Mobility Revenue / Growth: HfS Estimate: $30M (180%) Relative Strength Across Stages of Mobility Adoption Stage 1: Discrete Apps Stage 3: Transform Stage 2: Integrate Strengths HfS sees it as a great choice for mid-sized enterprises looking for top attention and world class delivery while not getting passed to a B- team as it only has A-teams. Viewed as very professional service provider that delivers as promised and on time with few if any surprises along the way. Clients cite it is being a quick and nimble organization despite having aggressively built out its mobile capabilities via acquisitions and partnerships. Continues to leverage its massive sales force around HW giving it many touch points within an enterprise as demand for mobility services extends well beyond IT s walls Offers end-to-end delivery capabilities from device procurement all the way through to app deployment and management. Continues to be a strong Microsoft partner which serves it well for those enterprises looking to extend that environment out to mobile. Challenges While it saw significant success and growth in 2014, it is still not viewed by enterprise buyers as being as strong in SI and ADM as it is in technology services and that means it needs to still spend energy educating the market. May need to invest more in developing and building out more reusable templates for implementation to remain cost competitive. Has now shifted a bit from a strong focus on building native apps to deploy an HTML5 based approach but it is a bit late to market demands in this regard. Client Industry Verticals Key Clients Global Operations Technology Offered Focus on Key Verticals: Banking, Financial Services & Insurance (BFSI) Healthcare and Life Sciences (HCLS) Commercial Revenue Mix: 55% B2C 45% B2B Dell focuses on the mid-market defined as companies with 500 5,000 employees. Key geographies it serves are North America, Europe, and India. Clients Include: Large software vendor Global consultancy Global insurer Large healthcare provider Healthcare software startup Midsize retailer Telecom infrastructure provider Mobility Headcount: ~300 FTEs Key Delivery Locations: India (60%) US (30%) Germany (10%) Acquisitions SecureWorks (2011, security) Wyse (2012, MDM provider), SonicWALL (2012, security), Credant (2012, security), Quest (2012, security, access & management), Boomi (2010, connectors that enable integration) Proprietary Platforms & Software: Dell EMM, Dell SonicWALL, Dell Credant, Dell KACE and Dell Wyse, Dell Data Protection I Virtual Edition Key Partnerships: Kony Solutions, SAP, Apperian, Microsoft,Usablenet 2015 HfS Research Ltd. Proprietary Page 43