Bundled Reports
Telecommunication Equipment & Network Management Services Market 2008-2011-Bundled ReportDescriptionDescription:
27-February-2009, Pages-35 Telecommunication Equipments are used for setting up the communication infrastructure and include: access infrastructure, WAN infrastructure, optical network infrastructure, VoIP infrastructure, wireless infrastructure, and OSS & Billing infrastructure. There are many factors that are helping create opportunities for the telecommunication equipment vendors. Some of them are: The telecom carriers are investing in telecommunication equipment with an aim to increase revenues or reduce operating costs; Compared with the developed markets that have an average mobile penetration of over 100 percent, China, India and other emerging countries remain under-penetrated; and new 3G licenses are being issued by the governments of various countries. Further, even the fixed-line penetration remains low in the emerging countries. Network Management Services include services such as managed frame relay, managed wide area network, managed convergence voice/data networks, network traffic management, etc. Continuous increase in network traffic, shortage of skilled workers and need to focus on core activities are the primary drivers of network management services. Factors such as increasing penetration of broadband, online collaboration, eCommerce, globalization etc., are also driving the demand for these services. In addition, network management services help organizations keep pace with the growing requirements from end-users, and the growing demands for geographic expansion and technological developments in networks. This is a bundle of two technology market assessment reports: 'Telecommunication Equipment Market 2008-2011' and 'Network Management Services Market 2008-2011'. Bundled reports are available at an attractive discount over the individual reports. The report forecasts the market size of Telecommunication Equipment and Network Management Services over the period 2008-2011. Further, the total market is segmented into various geographic regions and verticals. The report also presents market size for major countries in various regions. In addition, the report identifies key selling drivers for of Telecommunication Equipment and Network Management Services for major verticals. This report can help IT vendors identify target geographies and verticals. Further, the sales drivers can be used to penetrate the identified vertical or increase the current share of the customer's wallet. Table of ContentsTable of Contents:
1. Telecommunication Equipment - Market Size & Forecast 2. Telecommunication Equipment – Geographic Segmentation 2.1 Telecommunication Equipment Market in Americas 2.2 Americas - Market Size by Country 2.3 Telecommunication Equipment Market in APAC 2.4 APAC – Market Size by Country 2.5 Telecommunication Equipment Market in EMEA 2.6 EMEA – Market Size by Country 3. Telecommunication Equipment - Vertical Segmentation 3.1 Telecommunication Equipment Market Size by Vertical 4. Telecommunication Equipment - Sales Drivers by Verticals 4.1 Communications 4.2 Consumer/Home 4.3 Government 4.4 Banking, Financial Services & Insurance 4.5 Manufacturing 5. Network Management services - Market Size & Forecast 6. Geographic Segmentation 6.1 Network Management Services Market in Americas 6.2 Americas - Market Size by Country 6.3 Network Management Services Market in APAC 6.4 APAC – Market Size by Country 6.5 Network Management Services Market in EMEA 6.6 EMEA – Market Size by Country 7. Vertical Segmentation 7.1 Network Management Services Market Size by Vertical 8. Sales Drivers by Verticals 8.1 Government 8.2 Banking, Financial Services & Insurance (BFSI) 8.3 Manufacturing 8.4 Communications 8.5 Retail Other Reports in this Series List of Exhibits Exhibit 1.1: Telecommunication Equipment Market Size and Forecast 2008-2011 (In $billions) Exhibit 2.1: Telecommunication Equipment Market Segmentation by Geography (2008) Exhibit 2.2: Americas Telecommunication Equipment Market Size 2008-2011 (In $millions) Exhibit 2.3: Americas Telecommunication Equipment Market Size by Country (2008) Exhibit 2.4: APAC Telecommunication Equipment Market Size 2008-2011 (In $millions) Exhibit 2.5: APAC Telecommunication Equipment Market Size by Country (2008) Exhibit 2.6: EMEA Telecommunication Equipment Market Size 2008-2011 (In $millions) Exhibit 2.7: EMEA Telecommunication Equipment Market Size by Country (2008) Exhibit 3.1: Telecommunication Equipment Market Segmentation by Vertical (2008) Exhibit 3.2: Telecommunication Equipment Market Size by Vertical (2008) Exhibit 5.1: Network Management Services Market Size and Forecast 2008-2011 (In $millions) Exhibit 6.1: Network Management Services Market Segmentation by Geography (2008) Exhibit 6.2: Americas Network Management Services Market Size 2008-2011 (In $millions) Exhibit 6.3: Americas Network Management Services Market Size by Country (2008) Exhibit 6.4: APAC Network Management Services Market Size 2008-2011 (In $ millions) Exhibit 6.5: APAC Network Management Services Market Size by Country (2008) Exhibit 6.6: EMEA Network Management Services Market Size 2008-2011 (In $ millions) Exhibit 6.7: EMEA Network Management Services Market Size by Country (2008) Exhibit 7.1: Network Management Services Market Segmentation by Vertical (2008) Exhibit 7.2: Network Management Services Market Size by Vertical (2008) |
|
Manufacturing Industry in Europe and Leading Companies IT Sales OpportunitiesDescriptionDescription:
28 November 2008, Pages – 89 Driven by the high fuel prices and increasing euro value, manufacturers in Europe have begun to enter strategic partnerships and collaborations with suppliers overseas to improve responsiveness across their supply chain. Further, deregulation and new stringent norms in the EU are driving manufactures towards collaborating and partnering, taking advantage of free trade flows in low-cost countries such as Romania and Netherlands, increasing capacities at reduced costs and entering new markets. In addition, pharmaceutical manufacturers have begun to look at collaboration and partnerships as a part of expanding their R&D activities. The report forecasts the IT spending of the Manufacturing Industry in Europe over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the Manufacturing Industry in Europe. The report identifies key business issues being faced by the Manufacturing Industry in Europe. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services for Arcelor Mittal, Nestle SA and Siemens AG. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Arcelor Mittal, Nestle SA and Siemens AG. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Arcelor Mittal, Nestle SA and Siemens AG will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Arcelor Mittal, Nestle SA and Siemens AG. Level III opportunities have the lowest scores and hence, unlikely to sell to Arcelor Mittal, Nestle SA and Siemens AG. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company.
Table of ContentsTable of Contents:
Manufacturing Industry in Europe 1. IT Spending and Forecast 2. Criticality Score 2.1 Evaluating Criticality Score 3. IT Sales Drivers 3.1 Being Environment Friendly 3.2 Collaboration & Partnerships 3.3 Global, Integrated Supply Chain 3.4 Information & Knowledge Management 3.5 Mergers & Acquisitions 3.6 Offshoring & Outsourcing 3.7 Online Sales & Marketing 3.8 Product Mix Expansion 3.9 Relocating Manufacturing Capacity to Low Cost Countries 3.10 Time-to-market 4. Key Customers 4.1 ArcelorMittal 4.1.1 Business Overview 4.1.2 Key Figures 4.1.3 Corporate Headquarters 4.1.4 IT Spending 4.2 Nestlé SA 4.2.1 Business Overview 4.2.2 Key Figures 4.2.3 Corporate Headquarters 4.2.4 IT Spending 4.3 Siemens AG 4.3.1 Business Overview 4.3.2 Key Figures 4.3.3 Corporate Headquarters 4.3.4 IT Spending 4.4 Sanofi-Aventis 4.4.1 Business Overview 4.4.2 Key Figures 4.4.3 Corporate Headquarters 4.4.4 IT Spending 4.5 Novartis AG 4.5.1 Business Overview 4.5.2 Key Figures 4.5.3 Corporate Headquarters 4.5.4 IT Spending ArcelorMittal 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Cost Cutting & Operational Efficiency 4.6 Currency & Forex Management 4.7 Employee Productivity & Compensation Management 4.8 Expanding Research & Development Activities 4.9 Geographical Expansion 4.10 Information & Knowledge Management 4.11 Integrated Management of Manufacturing Operations 4.12 Introducing New Products 4.13 IT Infrastructure Integration & Rationalization 4.14 Maintaining Quality Standards 4.15 Manufacturing Process Improvements 4.16 Mergers & Acquisitions 4.17 Sales Force Expansion 4.18 Understanding Customer needs 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Luxembourg 6.3 Netherlands 6.4 Spain Nestle SA 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Capacity Expansion 4.4 Collaboration & Partnership 4.5 Expanding Research & Development Activities 4.6 Opening New Facility 4.7 Introducing New Products 4.8 Mergers & Acquisitions 4.9 Online Sales & Marketing 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Switzerland Siemens AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Portfolio Management 4.3 Business Risk management 4.4 Capacity Expansion 4.5 Collaboration & Partnership 4.6 Cost Cutting & Operational Efficiency 4.7 Currency & Forex Management 4.8 Expanding Research & Development Activities 4.9 Improving Customer Service 4.10 Mergers & Acquisitions 4.11 Offshoring & Outsourcing 4.12 Opening New Facility 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Germany 6.2 USA Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Manufacturing Industry in Europe Exhibit 1.1: Europe Manufacturing IT Spending and Forecast 2007-2010 (In $ million) Exhibit 2.1: Calculations for Estimating Criticality Score Exhibit 2.2: Criticality Scores for Various Software Applications Exhibit 2.3: Criticality Scores for Various Hardware Products Exhibit 2.4: Criticality Scores for Various IT Services ArcelorMittal Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Nestle SA Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Siemens AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score |
|
Manufacturing Industry in APAC and Leading Companies IT Sales OpportunitiesDescriptionDescription:
28 November 2008 , Pages – 94 With markets in Europe and the US reaching saturation levels and increasing labour, transportation and supply-chain input costs, large foreign manufacturers have begun to relocate and outsource design and manufacturing processes to low-cost destinations such as India and China and emerging markets such as Vietnam to cut costs and increase efficiency. As a result, manufacturers especially in the segments such as apparel, construction, pharmaceuticals, consumer packed goods (CPG) and industrial equipment have begun to expand their capacities and increase production to cater to the demands of foreign markets. For example, in 2007, steel producer, Nippon Steel announced various expansion plans that include expanding production capacity of its high-grade heavy plate manufacturing operations in Japan and expansion of its automotive sheet capacity in the US. Further, Sony announced the expansion of its 8th generation amorphous Thin Film Transistor Liquid Crystal Display (TFT-LCD) manufacturing line (Venture by Sony and Samsung) in Japan. The report forecasts the IT spending of the Manufacturing Industry in APAC over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the Manufacturing Industry in APAC. The report identifies key business issues being faced by the Manufacturing Industry in APAC. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services for Samsung Electronics, Canon Inc. and Sony Corporation Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Samsung Electronics, Canon Inc. and Sony Corporation. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Samsung Electronics, Canon Inc. and Sony Corporation will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Samsung Electronics, Canon Inc. and Sony Corporation.Level III opportunities have the lowest scores and hence, unlikely to sell to Samsung Electronics, Canon Inc. and Sony Corporation. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Manufacturing Industry in APAC1. IT Spending and Forecast 2. Criticality Score 2.1 Evaluating Criticality Score 3. IT Sales Drivers 3.1 Capacity Expansion 3.2 Collaboration & Partnerships 3.3 Customer Service 3.4 Dynamic Pricing, Promotion & Product Customization 3.5 Integrated Management of Manufacturing Operations 3.6 Maintaining Quality Standards 3.7 Mergers & Acquisitions 3.8 Product Mix Expansion 3.9 Product Lifecycle Management 3.10 Understanding Customer Needs 4. Key Customers 4.1 Samsung Electronics Co., Ltd. 4.1.1 Business Overview 4.1.2 Key Figures 4.1.3 Corporate Headquarters 4.1.4 IT Spending 4.2 Canon Inc. 4.2.1 Business Overview 4.2.2 Key Figures 4.2.3 Corporate Headquarters 4.2.4 IT Spending 4.3 Sony Corporation 4.3.1 Business Overview 4.3.2 Key Figures 4.3.3 Corporate Headquarters 4.3.4 IT Spending 4.4 Matsushita Electric Industrial Co., Ltd. 4.4.1 Business Overview 4.4.2 Key Figures 4.4.3 Corporate Headquarters 4.4.4 IT Spending 4.5 Nippon Steel Corporation 4.5.1 Business Overview 4.5.2 Key Figures 4.5.3 Corporate Headquarters 4.5.4 IT Spending Samsung Electronics 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Cost Cutting & Operational Efficiency 4.5 Expanding Research & Development Activities 4.6 Geographic Expansion 4.7 Global Integrated Supply Chain 4.8 Introducing New Products 4.9 Sales Force Expansion 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6 Key IT Spending Decision Makers 6.1 Brazil 6.2 Italy 6.3 Poland 6.4 Russia 6.5 South Korea 6.6 United Kingdom 6.7 United States Canon Inc. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Collaboration & Partnership 4.3 Cost Cutting & Operational Efficiency 4.4 Employee Productivity & Compensation Management 4.5 Expanding Research & Development Activities 4.6 Opening New Facility 4.7 Introducing New Products 4.8 Manufacturing Process Improvements 4.9 Mergers & Acquisitions 4.10 Understanding Customer Needs 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Japan 6.3 Netherlands 6.4 United States of America Sony Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Employee Productivity & Compensation Management 4.5 Expanding Research & Development Activities 4.6 Faster & Better Product Development 4.7 Opening New Facility 4.8 Improving Customer Service 4.9 Introducing New Products 4.10 Online Sales & Marketing 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Japan 6.2 United States of America Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Manufacturing Industry in APAC Exhibit 1.1: Asia-Pacific Manufacturing IT Spending and Forecast 2007-2010 (In $ million) Exhibit 2.1: Calculations for Estimating Criticality Score Exhibit 2.2: Criticality Scores for Various Software Applications Exhibit 2.3: Criticality Scores for Various Hardware Products Exhibit 2.4: Criticality Scores for Various IT Services Samsung Electronics Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Canon Inc. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Geographical Expansion Plans Sony Corporation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
|
|
Leading Telecom Companies in North America IT Sales Opportunities – 2008DescriptionDescription:
28 November 2008, Pages – 72 This is a bundle of the following company profiles and is available at a discount of 30% over the total price of individual reports: • AT & T • Verizon • America Movil Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services for AT & T, Verizon, America Movil. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by AT & T, Verizon, America Movil might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for AT & T, Verizon, America Movil. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that AT & T, Verizon, America Movil will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to AT & T, Verizon, America Movil. Level III opportunities have the lowest scores and hence, unlikely to sell to AT & T, Verizon, America Movil. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Table of contentsAT&T 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Cutting Costs & Gaining Efficiency 4.3 Distribution & Logistics Management 4.4 Growth from Bundled Offerings 4.5 Growth from Enterprise Market 4.6 Growth from Mobile TV 4.7 Growth from Social Networking 4.8 Mergers & Acquisitions 4.9 Monetizing Content Using Multiple Business Models 4.10 Network Coverage & Capacity Expansion 4.11 Partnerships, Alliances & Licensing 4.12 Sourcing VAS Content from Third Parties 4.13 Upgrading Network to Enable New Services 4.14 Using Handset Design & Functionality to Win Customers 5. Conclusion 6. Key IT Spending Decision Makers 6.1 France 6.2 Puero Rico 6.3 UK 6.4 USA Verizon 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Customer Segmentation & Targeting 4.3 Cutting Costs & Gaining Efficiency 4.4 Growth from Bundled Offerings 4.5 Growth from Mobile TV 4.6 Increasing ARPU from Existing Services 4.7 Mergers & Acquisitions 4.8 Network Capacity Planning 4.9 Network Coverage & Capacity Expansion 4.10 Partnerships, Alliances & Licensing 4.11 Revenue from Unutilized Network Capacity 5. Conclusion 6. Key IT Spending Decision Makers 6.1 USA America Movil 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Accelerating Time to Market of New Services 4.2 Growth from Mobile Broadband 4.3 Growth from Mobile TV 4.4 Increasing ARPU from Existing Services 4.5 Mergers & Acquisitions 4.6 Network Coverage & Capacity Expansion 4.7 New Networking Technologies to Bring Down Overall Costs 4.8 Partnerships, Alliances & Licensing 4.9 Reducing Customer Churn 4.10 Using Handset Design & Functionality to Win Customers 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Mexico Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits AT&T Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Verizon Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services America Movil Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score |
|
Leading Telecom Companies in Europe IT Sales Opportunities – 2008DescriptionDescription:
28 November 2008, Pages – 71 This is a bundle of the following company profiles and is available at a discount of 30% over the total price of individual reports: • Telephonica • France Telecom • Telecom Italia Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Telephonica, France Telecom and Telecom Italia. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Telephonica, France Telecom and Telecom Italia might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavioTM’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Telephonica, France Telecom and Telecom Italia. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Telephonica, France Telecom and Telecom Italia will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Telephonica, France Telecom and Telecom Italia. Level III opportunities have the lowest scores and hence, unlikely to sell to Telephonica, France Telecom and Telecom Italia. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Telefonica 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Growth from Convergence 4.3 Growth from Enterprise Market 4.4 Growth from International Mobility 4.5 Growth from Mobile TV 4.6 Increasing ARPU from Existing Services 4.7 Mergers & Acquisitions 4.8 Network Capacity Planning 4.9 Network Coverage & Capacity Expansion 4.10 Partnerships, Alliances & Licensing 4.11 Using Handset Design & Functionality to Win Customers 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Germany 6.3 Spain France Telecom 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Cutting Costs & Gaining Efficiency 4.3 Growth from Bundled Offerings 4.4 Growth from Convergence 4.5 Growth from Enterprise Market 4.6 Growth from Mobile TV 4.7 Mergers & Acquisitions 4.8 Network Capacity Planning 4.9 Network Coverage & Capacity Expansion 4.10 Partnerships, Alliances & Licensing 4.11 Using Handset Design & Functionality to Win Customers 5. Conclusion 6. Key IT Spending Decision Makers 6.1 France 6.2 Spain Telecom Italia 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Growth from Bundled Offerings 4.3 Growth from Convergence 4.4 Growth from M-Commerce and M-Payments 4.5 Mergers & Acquisitions 4.6 Network Capacity Planning 4.7 Network Coverage & Capacity Expansion 4.8 Partnerships, Alliances & Licensing 4.9 Using Handset Design & Functionality to Win Customers 5. Conclusion 6.0 Key IT Spending Decision Makers 6.1 France 6.2 Italy 6.3 USA Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Telefonica Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services France Telecom Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Telecom Italia Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score |
|
Leading Telecom Companies in APAC IT Sales Opportunities – 2008DescriptionDescription:
28 November 2008, Pages – 67 This is a bundle of the following company profiles and is available at a discount of 30% over the total price of individual reports: • Nippon Telegraph and Telephone Corporation • China Mobile • Chine Telecom Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Nippon Telegraph and Telephone Corporation, China Mobile, Chine Telecom. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Nippon Telegraph and Telephone Corporation, China Mobile, Chine Telecom might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavio’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Nippon Telegraph and Telephone Corporation, China Mobile, Chine Telecom. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Nippon Telegraph and Telephone Corporation, China Mobile, Chine Telecom will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Nippon Telegraph and Telephone Corporation, China Mobile, Chine Telecom. Level III opportunities have the lowest scores and hence, unlikely to sell to Nippon Telegraph and Telephone Corporation, China Mobile, Chine Telecom. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company.
Table of ContentsTable of Contents:
Nippon Telegraph and Telephone Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Cutting Costs & Gaining Efficiency 4.3 Growth from Enterprise Market 4.4 Growth from International Mobility 4.5 Growth from Mobile Broadband 4.6 Mergers & Acquisitions 4.7 Network Coverage & Capacity Expansion 4.8 Partnerships, Alliances & Licensing 4.9 Upgrading Network to Enable New Services 4.10 Using Handset Design & Functionality to Win Customers 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Japan China Mobile 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Growth from Enterprise Market 4.2 Growth from International Mobility 4.3 Growth from Mobile Advertising 4.4 Growth from Mobile TV 4.5 Mergers & Acquisitions 4.6 Network Coverage & Capacity Expansion 4.7 Partnerships, Alliances & Licensing 4.8 Reducing Customer Churn 4.9 Services Targeted at Specific Customer Segments 4.10 Using Handset Design & Functionality to Win Customers 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Hong Kong 6.2 Pakistan Chine Telecom 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Customer Service 4.2 Customized & Personalized Offerings 4.3 Growth from Bundled Offerings 4.4 Mergers & Acquisitions 4.5 Network Coverage & Capacity Expansion 4.6 Network Security and Performance Management 4.7 Partnerships, Alliances & Licensing 4.8 Producing Own Content for VAS (Value added services) 4.9 Sourcing VAS Content from Third Parties 4.10 Upgrading Network to Enable New Services 5. Conclusion 6. Key IT Spending Decision Makers 6.1 China Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Nippon Telegraph and Telephone Corporation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services China Mobile Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services China Telecom Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score |
|
Leading Manufacturing Companies in APAC IT Sales Opportunities – 2008DescriptionDescription:
28 November 2008, Pages – 78 This is a bundle of the following company profiles and is available at a discount of 30% over the total price of individual reports: • Samsung Electronics • Canon Inc. • Sony Corporation Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Samsung Electronics, Canon Inc.,Sony Corporation. Various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example – an acquisition by Samsung Electronics, Canon Inc.,Sony Corporation might result in opportunities for IT migration and integration services. By tracking these sales drivers (using ‘TechNavio’), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Samsung Electronics, Canon Inc., Sony Corporation. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Samsung Electronics, Canon Inc., Sony Corporation will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Samsung Electronics, Canon Inc., Sony Corporation. Level III opportunities have the lowest scores and hence, unlikely to sell to Samsung Electronics, Canon Inc., Sony Corporation. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Samsung Electronics 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Cost Cutting & Operational Efficiency 4.5 Expanding Research & Development Activities 4.6 Geographic Expansion 4.7 Global Integrated Supply Chain 4.8 Introducing New Products 4.9 Sales Force Expansion 4.10 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Italy 6.3 Poland 6.4 Russia 6.5 South Korea 6.6 United Kingdom 6.7 United States Canon Inc. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Collaboration & Partnership 4.3 Cost Cutting & Operational Efficiency 4.4 Employee Productivity & Compensation Management 4.5 Expanding Research & Development Activities 4.6 Opening New Facility 4.7 Introducing New Products 4.8 Manufacturing Process Improvements 4.9 Mergers & Acquisitions 4.10 Understanding Customer Needs 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Japan 6.3 Netherlands 6.4 United States of America Sony Corporation 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Collaboration & Partnership 4.4 Employee Productivity & Compensation Management 4.5 Expanding Research & Development Activities 4.6 Faster & Better Product Development 4.7 Opening New Facility 4.8 Improving Customer Service 4.9 Introducing New Products 4.10 Online Sales & Marketing 4.11 Undertaking New Sales & Marketing Initiative 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Japan 6.2 United States of America Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Samsung Electronics Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Canon Inc. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Geographical Expansion Plans Sony Corportation Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Exhibit 4.2: Key Geographical Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
|
|
BFSI Industry in Europe and Leading Companies IT Sales OpportunitiesDescriptionDescription:
28 November 2008, Pages – 98 The regulatory framework across the EU has a strong influence on the competitiveness and structure of the industry. Banks prefer cross-border mergers in regions with similar regulatory framework, which in turn affects the market integration. This is the primary reason for the adoption of deregulation, resulting in restructuring across the European BFSI sector. The report forecasts the IT spending of the BFSI Industry in Europe over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the BFSI Industry in Europe. The report identifies key business issues being faced by the BFSI Industry in Europe. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services for HSBC Holdings, ING Groep N.V and Royal Bank of Scotland. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for HSBC Holdings, ING Groep N.V and Royal Bank of Scotland. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that HSBC Holdings, ING Groep N.V and Royal Bank of Scotland will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to HSBC Holdings, ING Groep N.V and Royal Bank of Scotland. Level III opportunities have the lowest scores and hence, unlikely to sell to HSBC Holdings, ING Groep N.V and Royal Bank of Scotland. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company.
Table of ContentsTable of Contents:
BFSI Industry in Europe 1.0 BFSI Industry in Europe 1.1 Market Size and Forecast 1.2 Market Trends 2.0 Growth Drivers & Restraints 2.1 Growth Drivers 2.2 Growth Restraints 3.0 IT Spending – BFSI Industry in Europe 3.1 IT Spending & Forecast 3.2 IT Sales Drivers 4.0 Regulations Affecting IT Spending HSBC Holdings 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Branch Renewal 4.3 Business Portfolio Management 4.4 Business Risk Management 4.5 Coverage of Un-banked & Under-banked Customers 4.6 Currency & Forex Management 4.7 Customer Engagement Management 4.8 Customer Segmentation & Targeting 4.9 Delivering Anytime-Anywhere Banking 4.10 Enhancing Payment Services 4.11 Facilities Expansion 4.12 Improving Customer Service 4.13 Increasing Employee Productivity 4.14 Mergers & Acquisitions 4.15 Partnerships & Alliances 4.16 Product Mix Expansion 4.17 Wealth Management & Private Banking 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 France 6.3 Hong Kong 6.4 Mexico 6.5 Spain 6.6 UK 6.7 USA ING Groep N.V. 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Branch Renewal 4.3 Business Portfolio Management 4.4 Business Risk Management 4.5 Catastrophe Management & Response 4.6 Complying with MiFID 4.7 Cutting Costs & Gaining Efficiency 4.8 Developing Self Service 4.9 Facilities Expansion 4.10 Improving Customer Service 4.11 Increasing Employee Productivity 4.12 IT Infrastructure Integration & Rationalization 4.13 Mergers & Acquisitions 4.14 Partnerships & Alliances 4.15 Product Mix Expansion 4.16 Promotional Initiatives 4.17 Retirement Market Penetration 4.18 Single Euro Payments Area (SEPA) 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Netherlands 6.2 Spain 6.3 USA Royal Bank of Scotland 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Branch Renewal 4.3 Business Portfolio Management 4.4 Countering Fraud 4.5 Coverage of Un-Banked & Under-Banked Customers 4.6 Cutting Costs & Gaining Efficiency 4.7 Enhancing Payment Services 4.8 Facilities Expansion 4.9 Improving Customer Service 4.10 Increasing Employee Productivity 4.11 Mergers & Acquisitions 4.12 Partnerships & Alliances 4.13 Product Mix Expansion 5. Conclusion 6. Key IT Spending Decision Makers 6.1 India 6.2 UK 6.3 USA Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in this Series List of Exhibits BFSI Industry in Europe Exhibit 1: Banking & Financial Services Industry in Europe Market Size & Forecast 2007-2013 (in trillion USD) Exhibit 2: Insurance Industry in Europe Market Size & Forecast 2007-2013 (in trillion USD) Exhibit 3: Banking & Financial Services - IT Spending & Forecast 2007-2013 ( in billion USD) HSBC Holdings Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Facility Expansion Plans ING Groep N.V. Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Facility Expansion Plans Royal Bank of Scotland Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Facility Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
|
|
BFSI Industry in APAC and Leading Companies IT Sales OpportunitiesDescriptionDescription:
28 November 2008, Pages – 90 The economic gravity is shifting towards Asia. The world’s two fastest growing economies China and India are experiencing a growth rate of 8% and above. While China is a major manufacturing hub on one side, India on the other hand has carved a niche in the services sector. However, the most striking factor is that the growth is not just restricted to India and china alone. The rest of Asia is also growing strongly. Vietnam, Hong Kong, Singapore, Japan and Australia are major Asian dragons with a booming economy and a fast paced growth. The report forecasts the IT spending of the BFSI Industry in APAC over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the BFSI Industry in APAC. The report identifies key business issues being faced by the BFSI Industry in APAC. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Mitsubishi UFG Financial, ICBC and Bank of China. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Mitsubishi UFG Financial, ICBC and Bank of China. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Mitsubishi UFG Financial, ICBC and Bank of China will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Mitsubishi UFG Financial, ICBC and Bank of China. Level III opportunities have the lowest scores and hence, unlikely to sell to Mitsubishi UFG Financial, ICBC and Bank of China. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
BFSI Industry in APAC 1.0 BFSI Industry in APAC 1.1 Market Size and Forecast 1.2 Market Trends 2.0 Growth Drivers & Restraints 2.1 Growth Drivers 2.2 Growth Restraints 3.0 IT Spending – BFSI Industry in APAC 3.1 IT Spending & Forecast 3.2 IT Sales Drivers 4.0 Regulations Affecting IT Spending Mitsubishi UFJ Financial 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Continuity 4.3 Business Risk Management 4.4 Customer Segmentation & Targeting 4.5 Facilities Expansion 4.6 Improving Customer Service 4.7 Increasing Employee Productivity 4.8 Mergers & Acquisitions 4.9 Partnerships & Alliances 4.10 Rapid Product Configuration & Time-to-Market 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Japan ICBC 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Business Risk Management 4.3 Customer Segmentation & Targeting 4.4 Delivering Anytime-Anywhere banking 4.5 Facilities Expansion 4.6 Increasing Employee Productivity 4.7 Mergers & Acquisitions 4.8 Partnerships & Alliances 4.9 Rapid Product Configuration & Time-to-Market 4.10 Understanding Customer Needs 5. Conclusion 6. Key IT Spending Decision Makers 6.1 China Bank of China 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Portfolio Management 4.2 Business Risk Management 4.3 Cross-selling & Product Bundling 4.4 Delivering Anytime-Anywhere banking 4.5 Facilities Expansion 4.6 Improving Decision-Making 4.7 IT Infrastructure Integration & Rationalization 4.8 Mergers & Acquisitions 4.9 Product Mix Expansion 4.10 Wealth Management & Private Banking 5. Conclusion 6. Key IT Spending Decision Makers 6.1 China Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits BFSI Industry in APAC Exhibit 1: Banking & Financial Services Industry in APAC Market Size & Forecast 2007-2013 (in trillion USD) Exhibit 2: Insurance Industry in APAC Market Size & Forecast 2007-2013 (in trillion USD) Exhibit 3: Banking & Financial Services - IT Spending & Forecast 2007-2013 ( in billion USD) Mitsubishi UFJ Financial Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services ICBC Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Bank of China Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score |
|
Automobile Industry in Europe and Leading Companies IT Sales Opportunities – 2008DescriptionDescription:
28 November 2008, Pages – 90 Rapidly expanding markets in Central and Eastern Europe, growth in demand by domestic and foreign OEMs in emerging markets such as Russia, significant foreign direct investments, high exports are driving automakers to expand capacities. In addition, stiff competition in the area of innovative hybrid cars from automakers in Asia-Pacific markets such as China and India and a growing number of automobile manufacturers operating with Just-in-Time (JIT) schemes are further driving automakers and component suppliers in the region to expand capacities and production facilities to incorporate new equipment and tap on opportunities in these emerging markets. For example, in 2007, BMW announced a series of capacity expansion plans that include an investment of $20.6 million in its diesel development centre in Austria and investment of $147 million in its car production facility in Germany. Italy-based automaker, Fiat also announced similar plans that include the expansion of its Fiat 500 production in its Poland facility and the expansion of its Fiat Power train production in Italy. The report forecasts the IT spending of the Automobile Industry in Europe over the period 2007-2010. It is meant for IT vendors and intends to help them identify selling opportunities in the Automobile Industry in Europe. The report identifies key business issues being faced by the Automobile Industry in Europe. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists leading IT buyers and provides their brief company profile, along with their IT spending. Industry trends and drivers have a direct or indirect affect on IT spending of all companies operating within an industry. For example – increased threat perception and incidence of fraud would result in increase in demand for security software and hardware. Thus, we can conclude that industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in ‘TechNavioTM’, we have computed a ‘criticality score’ for various IT products and services, for Volkswagen AG, Daimler AG and BMW AG. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the ‘IT Selling Opportunities Map’ for hardware, software and IT services for Volkswagen AG, Daimler AG and BMW AG. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest scores and hence, there is a high probability that Volkswagen AG, Daimler AG and BMW AG will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Volkswagen AG, Daimler AG and BMW AG.Level III opportunities have the lowest scores and hence, unlikely to sell to Volkswagen AG, Daimler AG and BMW AG. The report is meant for IT vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customer's wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. Table of ContentsTable of Contents:
Automobile Industry in Europe 1. IT Spending and Forecast 2. Criticality Score 2.1 Evaluating Criticality Score 3. IT Sales Drivers 3.1 Being Environment friendly 3.2 Capacity Expansion 3.3 Collaboration & Partnerships 3.4 Customer Service 3.5 Geographical and Facilities Expansion 3.6 Global, Integrated Supply Chain 3.7 Mergers & Acquisitions 3.8 Offshoring & Outsourcing 3.9 Product Mix Expansion 3.10 Standardization, Modularization and Product Platforms 4. Key Customers 4.1 Volkswagen AG 4.1.1 Business Overview 4.1.2 Key Figures 4.1.3 Corporate Headquarters 4.1.4 IT Spending 4.2 Daimler AG 4.2.1 Business Overview 4.2.2 Key Figures 4.2.3 Corporate Headquarters 4.2.4 IT Spending 4.3 Bayerische Motoren Werke AG (BMW) 4.3.1 Business Overview 4.3.2 Key Figures 4.3.3 Corporate Headquarters 4.3.4 IT Spending 4.4 Renault SA 4.4.1 Business Overview 4.4.2 Key Figures 4.4.3 Corporate Headquarters 4.4.4 IT Spending 4.5 Fiat SpA 4.5.1 Business Overview 4.5.2 Key Figures 4.5.3 Corporate Headquarters 4.5.4 IT Spending Volkswagen AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending & Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Business Risk Management 4.2 Collaboration & Partnership 4.3 Currency & Forex Management 4.4 Employee Productivity & Compensation Management 4.5 Faster & Better Product Development 4.6 Geographic Expansion 4.7 Improving Customer Service 4.8 Intellectual Property Management 4.9 Introducing New Products 4.10 Mergers & Acquisitions 4.11 Regulatory Compliance 5. Conclusion 6. Key IT Decision Makers 6.1 Germany Daimler AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.1 IT Sales Opportunities - Software 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Collaboration & Partnership 4.2 Cost Cutting & Operational Efficiency 4.3 Employee Productivity & Compensation Management 4.4 Faster & Better Product Development 4.5 Geographic Expansion 4.6 Globally Integrated Supply Chain 4.7 Improving Customer Service 4.8 Information & Knowledge Management 4.9 Intellectual Property Management 4.10 IT Infrastructure Integration & Rationalization 4.11 Lean, Agile & Flexible Manufacturing 4.12 Mergers & Acquisitions 4.13 Sales Force Expansion 4.14 Standardization & Modularization 4.15 Regulatory Compliance 5. Conclusion 6. Key IT Spending Decision Makers 6.1 Brazil 6.2 Germany 6.3 India 6.4 Singapore 6.5 United Kingdom 6.6 United States BMW AG 1. Company Overview 1.1 Business Overview 1.2 Key Figures 1.3 Corporate Headquarters 2. IT Spending and Deployments 3. IT Sales Opportunities 3.2 IT Sales Opportunities - Hardware 3.3 IT Sales Opportunities - Services 4. Sales Drivers 4.1 Being Environmental Friendly 4.2 Capacity Expansion 4.3 Cost Cutting & Operational Efficiency 4.4 Currency & Forex Management 4.5 Employee Productivity & Compensation Management 4.6 Globally Integrated Supply Chain 4.7 Improving Customer Service 4.8 Introducing New Products 4.9 Maintaining Quality Standards 4.10 Mergers & Acquisitions 4.11 Online Sales & Marketing 4.12 Sales Force Expansion 5. Conclusion 6. Key IT Decision Makers 6.1 Germany 6.2 United States Appendix Appendix A: Definitions A.1 Software A.2 Hardware A.3 Services Appendix B: Methodology B.1 Evaluating Criticality Score B.2 Evaluating Demand Score Other Reports in This Series List of Exhibits Automobile Industry in Europe Exhibit 1.1: Europe Automotive IT Spending and Forecast 2007-2010 (In $ million) Exhibit 2.1: Calculations for Estimating Criticality Score Exhibit 2.2: Criticality Scores for Various Software Applications Exhibit 2.3: Criticality Scores for Various Hardware Products Exhibit 2.4: Criticality Scores for Various IT Services Volkswagen AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.2: Key Geographic Expansion Plans Daimler AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: ITServices Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Daimler’s Key Expansion Plans BMW AG Exhibit 2.1: IT Deployment Details Exhibit 3.1: Software Sales Opportunities Map Exhibit 3.2: Opportunities and Related Sales Drivers for Software Exhibit 3.3: Hardware Sales Opportunities Map Exhibit 3.4: Opportunities and Related Sales Drivers for Hardware Exhibit 3.5: IT Services Sales Opportunities Map Exhibit 3.6: Opportunities and Related Sales Drivers for IT Services Exhibit 4.1: Key Capacity Expansion Plans Appendix Exhibit B1: Calculations for Estimating Criticality Score Exhibit B2: Criticality Scores for Various Software Applications Exhibit B3: Criticality Scores for Various IT Hardware Products Exhibit B4: Criticality Scores for Various IT Services Exhibit B5: Calculations for Estimating Demand Score
|
|