33% of all taxi rides

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Briana Gaines
8 years ago
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2 33% of all taxi rides 2

3 33% of all taxi rides Over 1m rides a day 3

4 33% of all taxi rides Over 1m rides a day 5% of all expenses claimed 4

5 33% of all taxi rides Over 1m rides a day 5% of all expenses claimed London drivers: ,000 5

6 33% of all taxi rides Over 1m rides a day 5% of all expenses claimed London drivers: ,000 $50bn valuation 6

7 33% of all taxi rides Over 1m rides a day 5% of all expenses claimed London drivers: ,000 $50bn valuation It s a logistics company 7

8 Revolution 33% of all taxi rides Over 1m rides a day 5% of all expenses claimed London drivers: ,000 $50bn valuation It s a logistics company 8

9 Uberification: Taking Cloud to the Next Level William Fellows

10 Agenda The taxi market Our IT market Cloud Management Services Best Execution Venue Cloud Uber App 10

11 Agenda The taxi market Our market Cloud management Services Best Execution Venue Cloud Uber App 11

12 [Personal Transportation Industry TAXI] License Fare Gov. Taxi Firm Taxi supply Regulations Protective Costly No investment

13 Low customer satisfaction [Personal Transportation Industry TAXI] License Fare Gov. Taxi Firm Taxi supply Regulations Protective Costly No investment

14 RIDE GPS 20% of Fare 80% of Fare

15 Chart Styles 15

16 16

17 Agenda The taxi market Our market Cloud Management Services Best Execution Venue Cloud Uber App 17

18 The Traditional IT Procurement Model Distri Indirect Channel SP/V AR IT Buyers SI butor Long delivery times No availability guarantees Fixed demands Fixed, upfront costs Invoiced to IT Manual provision & integration Direct Software Hardware 18

21 The end of the beginning 21

22 Issues you are facing Moving from pilots to production, making stakes higher Challenges in implementing cloud span economics, technology and organization IaaS is not enough Pressure is growing to pick the right partner Seeking leadership from trusted providers 22

23 Agenda The taxi market Our market Cloud Management Services Best Execution Venue Cloud Uber App 23

24 Cloud Management Services Multiple cloud types Cloud Management Services Visualising 24

25 Cloud Management Services Multiple cloud types Blueprints for services creation Cloud Management Services Visualising 25

26 Cloud Management Services Multiple cloud types Blueprints for services creation Cloud Management Services Visualising Self-service catalog 26

27 Cloud Management Services Multiple cloud types Decision engine Blueprints for services creation Cloud Management Services Visualising Self-service catalog 27

28 Cloud Management Services Multiple cloud types Decision engine Blueprints for services creation Cloud Management Services Visualising Consumption management optimization Self-service catalog 28

29 Cloud Management Services Multiple cloud types Decision engine Blueprints for services creation Self-service catalog Cloud Management Services Visualising Consumption management optimization Pricing, TCO tools 29

30 Cloud Management Services Multiple cloud types Decision engine Blueprints for services creation Self-service catalog Cloud Management Services Visualising Consumption management optimization Pricing, TCO tools Transformation Engine 30

31 Cloud Management Services Multiple cloud types Decision engine Blueprints for services creation Self-service catalog Cloud Management Services Visualising Consumption optimization Pricing, TCO tools Transformation Engine 31

32 Cloud Management Services Service selection Cloud service broker Cloud Management Services Visualising Conceiving Decision engine Consumption optimization Pricing, TCO tools 32

33 Cloud Management Services If cloud is the on-demand version of computing, brokering is the on-demand version of IT procurement. 33

34 The Traditional IT Procurement Model Distri Indirect Channel SP/V AR IT Buyers SI butor Long delivery times No availability guarantees Fixed demands Fixed, upfront costs Invoiced to IT Manual provision & integration Direct Software Hardware 34

35 Consumers of Services Cloud Service Broker Distri butor VAR/ SP SI The Cloud IT Procurement Model Providers of Services 35

36 Consumers of Services Cloud Service Broker Distri butor VAR/ SP SI The Cloud IT Procurement Model Externally Brokered Providers of Services 36

37 Direct (Shadow IT?) The Cloud IT Procurement Model Consumers of Services Cloud Service Broker Distri butor Externally Brokered VAR/ SP SI Providers of Services 37

38 Direct (Shadow IT?) The Cloud IT Procurement Model Consumers of Services Cloud Service Broker Distri butor Externally Brokered VAR/ SP SI Internal Service Provider Internally Brokered Enterp rise Providers of Services 38

39 Direct (Shadow IT?) The Cloud IT Procurement Model Consumers of Services Cloud Service Broker Distri butor Externally Brokered VAR/ SP SI Internal Service Provider Internally Brokered Enterp rise Immediate Delivery Implicit Availability Self-service provision & integration Pay-per-use Changing demands Variable costs Providers of Services 39

40 Consumers of Services Old terminology Exchanges/Brokers Marketplaces Cloud Integrators ITaaS New terminology Distri butor SP/V AR SI Enterp rise Cloud Service Broker Internal Service Provider Increased Customer Value 40

41 Consumers of Services Call a cab Exchanges/Brokers Marketplace s Cloud Integrators ITaaS it Distri butor SP/V AR SI Enterp rise Cloud Service Broker Internal Service Provider Increased Customer Value 41

42 Cloud Management Services Cloud Management Services Visualising Conceiving Transformation Engine 42

43 Transformation engine integration/migration 43

44 Transformation engine integration/migration Today's migrations are expensive and difficult 44

45 Transformation engine integration/migration Today's migrations are expensive and difficult Just imagine if they were free and easy 45

46 Cloud Management Services Multiple cloud types Decision engine Blueprints for services creation Self-service catalog Cloud Management Services Visualising Conceiving Consumption optimization Pricing, TCO tools Transformation Engine 46

47 Owen Rogers and William Fellows

48 Agenda The taxi market Our market Cloud Management Services Best Execution Venue Cloud Uber App 48

49 Using Cloud Management Services to deliver Best Execution Venues 49

50 CLOUD COMPUTING Q Cloud Computing Services Usage All Respondents Q. Which of the following types of Cloud Services does your organization currently use? Please select all that apply. Source: 451 Research, Voice of the Enterprise: Cloud Computing, Q Software-as-a- Service Private Cloud, On-Premises Hosted Private Cloud Public Cloud Infrastructure Platform-as-a- Service 20% 29% 35% 55% 64% n=873 None 10% 50 Percent of Sample

51 Best Execution Venue in Next Two Years by Cloud Type Collaborative Applications Web ecommerce and Websites Enterprise Applications Vertical or Industry Specific Application Development Engineering/R&D/Big Data VDI or Hosted Desktop Non-cloud Hosted Private Cloud Iaas Public Cloud On-premises Private Cloud Hybrid SaaS 51

52 Agenda The taxi market Our market Cloud Management Services Best Execution Venue Cloud Uber App 52

53 Internal Consumers of Services or Internal Service Provider external cloud service broker Cloud Management Services Brokered Procurement ITaaS Providers of Services 53

54 A Cloud app for internal IT Consumers of Services Internal Service Provider Cloud Management Services Providers of Services 54

55 A Cloud app for internal IT Consumers of Services Internal Service Provider Cloud Management Services Providers of Services 55

56 A Cloud app externally provided Consumers of Services Internal Service Provider Cloud Management Services Providers of Services 56

57 A Cloud app externally provided Consumers of Services Internal Service Provider Cloud Management Services Providers of Services 57

58 A Cloud app externally provided Benefits Ease of use, access options Data-driven decision making Fixed term and dynamic sourcing - supports planful and unplanned options Challenges Who owns the paper Where does the buck stop Additional processes Less headache in contract complexity and vendor management Partner to help meet business goals Provisioning, APIs, tools at high level Can I exit? What about IP?

59 59

60 Where s IT? 60

61 Where is the cloud? 61

62 Market Map Consumption management, optimization Decision engine, cloud service broker Cloud Management Services Transformation engine, lifecycle management Service catalog, marketplace 62

63 Uber Garage - Experimentation Uber Pool Uber Essentials, Fresh Uber Rush Uber Business Uber Next - Ride Prediction Uber Alternate Uber AlternateX Uber Tour Uber Credits.. 63

64 Thank You! 64

Best Practices for Service Provider Evaluation

Best Practices for Service Provider Evaluation IaaS is not enough Avoid vendor lock-in Enterprise engagement Use suppliers that can manage flexibility Secure, HA service at low cost Runaway costs are a