Мировой и российский рынки People as the Platform 1 Январь 2011

Назначение этой презентации - предоставить: Описание рынка People as the Platform Расчет рынка People as the Platform с позиции Supply Side Расчет рынка People as the Platform с позиции Demand Side Прогноз динамики рынка People as the Platform 2

Описание рынка People as the Platform 3

Supply Side всех сегментов рынка социального софта весьма запутан CIOs and IT and business leaders request guidance on how to apply social approaches to their business. E- business created disruption a decade ago. Social business will have an even more significant impact Markets are confusing Markets are confusing. New vendors and technologies continue to emerge, while established vendors in other adjacent markets are adding social functions 4 Source: Gartner, 2011, Business Gets Social Innovation Key Initiative OverviewBusiness Gets Social Innovation Key Initiative Overview Единственный способ корректно посчитать рынок с Supply Side - Единственный способ корректно посчитать рынок с Supply Side - сегментировать его по релевантным классам/сегментам приложений

Релевантных сегментов приложений очень много – они есть для большинства бизнес-процессов 5 5 IDC's Social Business Taxonomy

Т.е. социальные технологии затрагивают все звенья бизнеса 6 IDC's Social Business Taxonomy

Это подтверждается наличием бенефитов практически для всех звеньев бизнеса 7

… из чего следует и наличие ответственных за Social Business практически во всех департаментах 8 Source: Dachis Group | XPLANE, 2011, Whos responsible for social business?Whos responsible for social business?

В итоге получается примерно такой набор релевантных классов приложений 9 IDC's Social Business Taxonomy

Пересечение всех релевантных классов приложений можно назвать «People as the Platform» *) 10 The social business will have an effect on a variety of IDC markets because the implications for its usage can be broadly applied as shown Social Business Framework *) определение IDC

Получается примерно такой композитный рынок приложений «People as the Platform» 11 Social Business Framework

Возможный вариант фреймворка для композитного рынка «People as the Platform» 12 Social Business Framework

Рассмотрим лишь основные сегменты композитного рынка «People as the Platform» 1.Innovation Management 2.Social CRM 3.Externally Facing Social Software 4.Social Software in the Workplace 5.Corporate Learning Systems 6.E-Recruitment Software 7.Collaborative Decision Making N.B.1 Названия сегментов – условные, поскольку они разные у разных аналитиков рынка: IDC, Gartner, Forrester … N.B.2 Платформы ряда вендоров, в силу своего функционала, относятся более чем к одному из сегментов 13

1. Сегмент Innovation Management Business Impact open innovation efforts by stimulating and capturing creative ideas from outside your own organization dramatically increase the available human resources extend access to key capabilities and change their associated cost structure Innovation Management Vendors: BrainBank Brightidea Elguji Hype Softwaretechnik Imaginatik Induct Software InnoCentive Inova Kindling MindMatters Spigit Social Software Vendors: Jive NewsGator salesforce.com Product Life Cycle Management: Sopheon 14 Source: Gartner, 2011, Who's Who In Innovation Management TechnologyWho's Who In Innovation Management Technology

2. Сегмент Social CRM Spending by buyers on social software for marketing, customer service and sales increased by 40% in 2010, but social CRM remains less than 5% of the total CRM application market. Gartner expects the social CRM market to reach over $1 billion in revenue by year-end 2012, up from approximately $625 million in 2010 More than 100 vendors have social CRM offerings. Most are not profitable and generate annual revenue of less than $1 million. Consumer use accounts for over 90% of spending on social CRM, but spending on business- to-business (B2B) use is growing faster and will account for 30% of total social CRM spending by Source: Gartner, 2011, Magic Quadrant for Social CRMMagic Quadrant for Social CRM

3. Сегмент Externally Facing Social Software Buyers of EFSS include: Business executives (such as product managers, channel managers, product developers, strategists and business architects). Personnel in other internal support organizations (such as program managers and business architects) involved in specific strategic initiatives (such as innovation, social responsibility and special projects). IT professionals working in the IT organization, or in various other support or business functions. 16 Source: Gartner, 2011, Magic Quadrant for Externally Facing Social SoftwareMagic Quadrant for Externally Facing Social Software

4. Сегмент Social Software in the Workplace Magic Quadrant includes three kinds of vendors: Social application vendors that offer primarily self-contained social software functions Enterprise platform vendors with a broad, deep presence across the enterprise, particularly with portals, content, application development and deployment, workflow, search and other capabilities Business application vendors, especially those already supporting horizontal "people processes," such as performance management and learning 17 Source: Gartner, 2011, Magic Quadrant for Social Software in the WorkplaceMagic Quadrant for Social Software in the Workplace

5. Сегмент Corporate Learning Systems In 2010, the majority of vendors continued to invest and broaden their social software offerings, such as social profiles, expertise location, wikis, blogs, discussion forums, tagging and ratings 34% said they planned to implement wikis, blogs and other collaboration tools from their CLS vendor within the next two years, while 11% stated that they have already implemented these tools. In addition, 25% of the respondents stated they plan to invest in social profiles from their CLS vendor before the end of 2012, with 6% already using the functionality 18 Source: Gartner, 2011, Magic Quadrant for Corporate Learning SystemsMagic Quadrant for Corporate Learning Systems

6. Сегмент E-Recruitment Software HR leaders must look beyond formalized, internal processes and deploy techniques more commonly applied in marketing if they are to attract new employees from the collective and retain personnel they already employ In leading organizations, recruitment processes already exploit social software and the collective, and there are other HR processes that can benefit from focusing on the collective 22% of respondents said that they were using social-software functionality from their e-recruiting vendor 19 Source: Gartner, 2011, Magic Quadrant for E-Recruitment SoftwareMagic Quadrant for E-Recruitment Software

7. Сегмент Collaborative Decision Making HR leaders must look beyond formalized, internal processes and deploy techniques more commonly applied in marketing if they are to attract new employees from the collective and retain personnel they already employ In leading organizations, recruitment processes already exploit social software and the collective, and there are other HR processes that can benefit from focusing on the collective 22% of respondents said that they were using social-software functionality from their e-recruiting vendor 20 Source: Gartner, 2011, Who's Who in Collaborative Decision MakingWho's Who in Collaborative Decision Making

Расчет рынка People as the Platform с позиции Supply Side 21

WW Рынок "People as Platform" с позиции Supply Side 22 Source: Gartner, Forrester, IDC, Ovum, Real Story Group, Linex estimates *) Social Platforms incl. Social Innovation, Social CRM, Externally Facing Social Software, Social Software in the Workplace

Российский рынок People as the Platform с позиции Supply Side 23 Для справки Российские сегменты корпоративных приложений составляют от 0,2% до 3% от объема мировых рынков этих приложений. Например, для сегментов ERP, CRM, SCM эти доли в 2010 составили:составили Source: Linex Source: IDC

Расчет рынка People as the Platform с позиции Demand Side 24

25 В 2011 затраты средней компании на приобретение и внедрение внешнего SW и услуг для Social Business составляли: $129K + $37K = $166K, 2011, How Corporations Should Prioritize Social Business BudgetsHow Corporations Should Prioritize Social Business Budgets

Но в зависимости от своих доходов, компании по-разному расходуют на Social Business 26 27% 49% 68% 247% 100% 2011, How Corporations Should Prioritize Social Business BudgetsHow Corporations Should Prioritize Social Business Budgets

Внешние затраты компаний (в зависимости от их доходов) на SW и услуги для Social Business таковы 27 Доход компанииЗатраты ($ тыс.) на приобретение внешнего SW и услуг для Social Business $10B и более $1B - < $10B $250M - < $1B < $250M 247% 68% 49% 27% X $166K = $410 $113 $81 $46

Внешние затраты компаний (в зависимости от их доходов) на SW для Social Business таковы 28 Доход компанииЧислоЗатраты ($ тыс.) на приобретение компаний *)внешнего SW для Social Business $10B и более $1B - < $10B $250M - < $1B < $250M 20$ $ $ **)$4 564 ИТОГО:$ Это и есть оценка нижней границы (поскольку учтено только ТОР 500 компаний) Demand Side российского рынка SW и услуг для Social Business (композитный рынок People as the Platform) *) Рейтинг крупнейших компаний - "Эксперт-400", 2011Рейтинг крупнейших компаний - "Эксперт-400", **) оценка Linex

Прогноз динамики рынка People as the Platform 29

Сравнение Supply и Demand Sides рынка в 2011 Supply Side$14 млн. Demand Side$49 млн. Расхождение 3,5 раза 30

1я причина расхождения – процент использующих эти технологии 31 Получается, что в России эти цифры примерно в 3,5 раза ниже. Т.е. мы отстаем больше, чем на 4 года Source: McKinsey, 2011, How social technologies are extending the organizationHow social technologies are extending the organization

2я причина расхождения – уровень продвинутости клиентов в применении этих технологий 32 Получается, что в России «новичков» (Developing) В 2011 было более 95% Source: McKinsey, 2011, How social technologies are extending the organizationHow social technologies are extending the organization

Из-за 3,5 кратного превышения Demand Side над Supply Side в ближайшие 3 года Российский композитный рынок «People as Platform» будет расти вдвое быстрее мирового - CAGR% : 56% vs 27% За эти годы доля российского композитного рынка «People as Platform» в мировом вырастет с 0,51% до 0,92% (для справки: доля российского рынка ERP в мировом уже в 2011 составляла 0,93%) Процент использующих эти технологии в России в 2014 будет все еще ниже сегодняшнего уровня на западе (примерно 50%) В 2014 примерно 20% российских компаний перестанут быть «новичками» в области использования «People as Platform» (достигнут 2го уровня зрелости), а примерно 5% компаний достигнут 4го уровня зрелости (Fully networked) 33

34