Exploiting Cloud Computing A Proposed Methodology for Generating New Business

Exploiting Cloud Computing – A Proposed

Methodology for Generating New Business

Per Jonny Nesse, Astrid Undheim, Fredrik H. Solsvik

Trondheim, Norway {per-jonny.nesse, astrid.undheim,

fredrik.solsvik}@telenor.com

Eliot Salant

IBM Haifa Labs Haifa, Israel [email protected]

Michel Dao

Jose Manuel Lopez and Javier Martinez Elicegui

Madrid, Spain {josemll, eli}@tid.es Abstract—Cost savings are frequently mentioned as the main

driver for cloud computing due to reduced CapEx and OpEx through consolidated data centers, reduced HW/SW investments and IT staffing. Generating new revenues and business through offering cloud-based services are more seldom discussed. When addressing the former cost savings, methodologies like TCO (Total Cost of Ownership) are commonly applied. When addressing the latter, we see an incomplete and inexact methodology being used. This paper suggests a methodology for addressing new business opportunities from cloud computing, which may support Telcos in their exploitation activities towards SME’s or the enterprise market. A business model terminology is introduced briefly followed by a suggested business model framework. Finally, a case example from the VISION Cloud EU Project is briefly presented as an illustration of this model.

Keywords - cloud computing, business models, methodologies I. INTRODUCTION

The Cloud Computing market is rapidly expanding. In a recently released report, "Sizing the Cloud", Forrester Research predicts that the global cloud computing market will increase six-fold from $40.7 billion in 2010 to $241 billion in 2020. In parallel, the market for smartphones, essentially end user devices for running services, is predicted to double in the next 5 years. Taken together, the business potential for cloud service providers is substantial.

For a Telco, we recognize at least two major benefits related to cloud computing from an economic perspective:

Cloud computing for cost reduction: consolidating data centers and operating a private cloud for internal use, or outsourcing company IT functions to a public cloud. In the first case, CapEx is reduced through less investment in HW, and OpEx is reduced through more efficient operation and less need for dedicated and expensive IT personnel. In the last case, CapEx is shifted to OpEx due to the pay-per-use cloud model.

Cloud computing for new business generation: creating new revenue streams or businesses providing cloud resources and services to SME’s, enterprise customers and consumers by

acting as an infrastructure provider, platform provider, service/content provider or broker.

For Telcos to take a position as cloud service provider, they will need to compete with established cloud providers. The approach suggested by the VISION Cloud EU project is for Telcos to offer cloud services that value adds current services, and in particular related to the growing number of data intensive services offered by Telcos and accessed from mobile devices. But how are Telcos really positioned to enter this rapidly expanding market, and how is the technology developed in VISION Cloud improving the Telcos’ position?

If we first examine the strengths of Telcos, we find that they typically have very large user bases, strong financial backing for new ventures, existing infrastructure and experience at running large data centers, established portfolio of connectivity products as well as strong enterprise sales capacity. Additionally, Telcos tend to be well established and are viewed with a high degree of technical confidence and trust by their customers. All of these qualities are important strengths in the introduction of a new line of business.

There are large opportunities for the Telcos both as cloud service and infrastructure providers. From a history of selling additional services (voice mail, ringtones, data plans), the expansion to marketing additional services based on cloud technology and aimed at mobile devices is a logical extension of their current business model. New technologies being introduced by VISION Cloud, such as computational storage, hold the promise of reduced operational costs by reducing required bandwidth and slashing deployment time for new applications. The promised federation across clouds will improve fault tolerance, performance and scalability, which are all important selling points for Telcos.

Still, adopting a VISION Cloud architecture has its drawbacks. There will be costs involved in restructuring existing data centers and existing business and data models will have to be adapted to a cloud model. There are also a number of risks that will have to be mitigated. For example, privacy and security issues in the cloud have not been totally resolved, and are probably made worse by federating clouds from

different management domains or providers. The Return on Investment (ROI) on such a large-scale transformation and then competing with existing free cloud based services (such as gmail, flickr, picasa, youtube etc.) is daunting.

Given the uncertainty associated with cloud computing, frameworks for calculation of cost savings and revenue potential are needed. With regard to calculating cost savings from data center consolidation or cloud computing outsourcing, there are several methodologies available and in use, e.g. Total Cost of Ownership (TCO) analysis and single financial metrics like Return On Investment (ROI) [1]. With regard to estimating new revenue and business opportunities, the terminology and methodologies applied is less uniform and incomplete. Furthermore, the current relevant methodologies have to our knowledge not been applied to cloud computing in particular; hence they ought to be addressed both with regard to content and applicability.

This paper is organized as follows. Section II introduces some terminology and a framework for business modeling as well as a potential value network for Telco cloud service provisioning. Section III looks at the VISION Cloud innovations from a Telco point of view. Next, Section IV provides a VISION Cloud case example, using the described business model framework. Finally, Section V concludes the paper.

II. BUSINESSMODELTERMINOLOGYAND FRAMEWORK

A. Terminology

In order to avoid misunderstandings and misinterpretation when describing business model frameworks, we start by briefly explaining some of the terms frequently used: business idea, business model, business case and business plan as shown in Figure 1 below.

Figure 1: Relation between business idea, model, case and plan.

A business idea is an idea for a business, or for a way of making profit. In a sense this is the most basic concept: if you do not have a business idea, you do not have a business. We believe many businesses have formulated an idea, but have not necessarily formulated a business model, or run through a calculation of a business case [2]. The business model term is reserved for the construct describing alternative ways of implementing the business idea, describing the logic of generating profit with basis in the business idea. Several business models may implement the same idea. In practical use, people often refer to business models when they in fact mean components of a business model, such as pricing models

or revenue models [3]. The term business case is reserved for what we call the instantiation of a business model. Since a business model contains a number of indeterminate parameters, such as exact prices, costs, sales volume, revenue numbers, partnerships, etc., the business case is calculated by fixing all these indeterminate variables to some value, and eventually computing the resultant economic values like net present value, etc. Finally, the term business plan is reserved for something that is actually a plan for implementing a particular business case, based on some business model for a particular business idea. A business plan is a detailed document containing financial projections, calculations and analysis.

B. Osterwalder Business Model Framework

Currently we find different business model frameworks in use: Osterwalder et al. [4] use an industry generic business model framework consisting of nine different design units referred to as building blocks. Bouwman et al. [5] on the other hand uses a STOF (Service, Technology, Organization, Technology) step-by-step framework for analyzing business model for mobile service innovations. Osterwalder’s framework is favored and to a great extent applied within different industries today. The nine building blocks or elements are grouped into four major blocks: Offer, Customer, Infrastructure and Finance, as shown in Figure 2, and described in the following.

Figure 2: Osterwalder’s business model framework grouped into four major building blocks

Offer: This block identifies the benefits a company offer to its clients through solving their problems with the company’s services or products. The relevant issue to address here is the description of the value proposition, i.e. the product features and how they will contribute to solving the problems compared with similar offerings from competitors. In particular, is the value connected to cost reduction, newness, usability etc. for the target customers?

Customer: This block identifies the client segments for the products and services, i.e. the specific market segment the value proposition should serve, are they related to consumers, enterprises, etc. It also describes how these segments are interfaced. Relevant issues here are the distribution channels, i.e. how is the value proposition delivered to customers through communication, distribution and sales channels. Should we use our own sales force or partner channels? Moreover, the customer relationship is identified, i.e. what are the means to establish and maintain relationships with each customer segment in order to reduce churn, and what are the links between the company and the customer segments. Is the relationship served through  self-service, automated service, co-creation, communities etc.

Infrastructure: This block identifies the key processes and activities for creating the product or service that the company offers. Relevant issues to address here are the company’s value configuration i.e. the company internal value network [6], the core capabilities and competencies necessary to execute the business model, including activities and resources (people, processes and technologies). Moreover, what are the key partners and suppliers in the business ecosystem and respectively activities and resources (beyond company’s internal value network) necessary in order to deliver the product or service to the customers? The resources can be mainly physical or intellectual (internally or from 3’rd party developers), and this should be identified.

Finance: This block identifies the cost structure of the business, whether the costs are fixed or variable, operational (OpEx) or investments (CapEx), and finally the associated risks. In addition, the degree of revenue flows received from the customers buying the products and services and partners co-commercializing the products are addressed. Finally, the profit should be addressed, i.e., to what degree does the revenues exceed the costs. The latter will be based on the pricing models applied (usage, subscription or licensing based fees or combinations of these). Estimating the profit potential, sales volume, and the time it will take for the idea to produce a positive return is also addressed here.

C. Cloud Value Network

Cloud service provisioning is a typical example of a value network, which is characterized by value creation through interactions between different roles, first described by Stabell and Fjeldstad [6]. The major roles related to cloud computing and their relations have previously been described using a value network perspective by Böhm et al. [7]. They see infrastructure provider, platform provider, service provider and aggregator as the most important roles in addition to the customer role. The infrastructure provider supplies the network with computing and storage services necessary to run applications within the cloud. The platform provider offers an environment that can be used to develop and deploy cloud applications. A service provider, also referred to as a content provider [8], develops applications that are offered and deployed in the cloud. An aggregator, sometimes referred to as a service broker [9], is a specialized form of service provider that offers new services or solutions by aggregating pre-existing services. Finally the customer buys services through different distribution channels, e.g., from the platform provider or the aggregator.

For the Telco cloud service provisioning, a slightly different value network is seen. Thus we include the cloud carrier role, and use the roles definitions as provided by NIST [10], namely cloud carrier, cloud (service) provider and cloud broker (integrator, aggregator, arbitrator). We chose to look at the cloud provider as one role for the present analysis. The resulting value network is then seen in Figure 3.

The cloud carrier provides the network necessary to connect cloud data centers and cloud customers, possible offering cloud specific connectivity services such as VPN. The cloud provider offers cloud services according to the IaaS, PaaS or SaaS delivery models. Hence, this part of the value

network may be extended to include these roles, where the SaaS provider may use the infrastructure of an IaaS provider etc. The cloud broker can be an integrator, aggregator or arbitrator, following NIST, and offers cloud services to the cloud costumer as an aggregation of the cloud provider`s and carrier`s services.

Figure 3: Cloud Value Network

III. TELCOOPPORTUNITIESINVISIONCLOUD A. Telco Description

VISION Cloud has three Telco participants, which are all engaging in cloud computing as described in the following.

France Telecom-Orange is one of the world’s leading telecommunications operators, present in 35 countries and with 209.6 million customers at the end of 2010. Orange is the Group's single brand for Internet, television and mobile services in the majority of countries where the company operates and is one of the main European operators for mobile and broadband Internet services. Orange Business Services (OBS) is one of the world leaders in providing telecommunication services to multinational companies. France Telecom-Orange is already strongly present in the cloud computing value network. OBS offers VPN access to cloud computing services via trusted network gateways using its Business VPN Galerie service, thus acting as a cloud carrier. In addition, OBS has taken the cloud provider role, offering an IaaS portofolio that includes backup services as well as two SaaS offers, namely the Private Applications Store and Desktop Virtualization services.

Telefonica Group is present in 25 countries, mainly in Europe and Latin America, and has almost 288 million customer accesses worldwide. Telefonica is planning to apply cloud services for internal use and as a way of integrating the data centers of the Telefonica Business Units in different countries. In addition, Telefonica has been providing hosting and housing services to corporations and companies for over 15 years and uses its valuable experience in infrastructures and methodologies to evolve towards being a cloud provider. Telefonica has a determined strategy to take up a leading position as cloud provider in the countries where they are present. The cloud products offered by Telefonica today range from storage services such as 3GBox and Terabox to virtual data centers (VDC). 3GBox is the first 3G USB modem with unlimited storage capacity based on cloud computing technology and Terabox is cloud storage offer for Telefonica’s ADSL customers

Telenor is among the world’s largest mobile operators with 120 million mobile subscriptions (Q1/2011). Telenor has

Cloud Broker Cloud Provider CloudCarrier Cloud Costumer Service Service Ser vice Ser vice Service Money Money Money Money Money

mobile operations in 11 markets; a strong footprint in Central Eastern Europe and Asia and a leading Nordic position in mobile, broadband, and TV services. Telenor are evaluating both consumer and business markets with regard to providing cloud based services as well as cloud connectivity service, thus investigating the cloud provider and cloud carrier roles. The approach towards enterprises or consumers depends on the presence in these markets in the Nordic, CEE and Asian operations respectively. Storage features are expected to be a vital part of these offerings both for the consumer and enterprise segments, replacing traditional storage products offered today. Cloud based unified communication services is one potential service to bundle with cloud storage services, and new data center infrastructure is on the way to support these new service offerings.

B. VISION Cloud Innovations

While cloud computing has developed greatly over the last several years, most of the innovations in improving cloud infrastructure have been aimed at improving compute intense services. Support for data intensive services has largely been left behind.

VISION Cloud1, a three-year project partially funded by the European Union's FP7 program, is researching ways to build a scalable, flexible infrastructure for efficient handling of the large amounts of data stored in the cloud. In particular, VISION Cloud has identified some main areas for innovation:

• raising the abstraction level of storage to support

easier and more efficient access to information

• data mobility and federation across clouds to

overcome vendor data lock-in

• computational storage, which brings computation close to the stored data

• content-centric access to stored data which will make

content visible to users, as opposed to the underlying storage container

• mechanisms for cost-efficient storage with Quality of

Services (QoS) and security guarantees.

While elements of the above innovations can be found in existing web-based applications, the infrastructure supporting them tends to be tightly designed around these specific applications and not adaptable in general to support new and emerging service offerings. The VISION Cloud architecture, therefore, aims at providing a reference model for a storage cloud which will have low provisioning costs, be highly efficient in terms of bandwidth requirements, have significantly lower maintenance costs, and overcome many of the issues preventing many businesses from transitioning to the cloud, namely in the areas of security, reliability, availability and cost. C. VISION Cloud for Telcos

The telecom industry is undergoing profound changes due to the following factors: 1) new technologies, 2) new opportunities from the Internet, 3) increased competitiveness in the market, 4) regulatory changes, and 5) entrepreneurial

1 _{http://visioncloud.eu}

alliances between companies to bundle more elaborated services. These changes are causing a constant need for readjustment of business models, where Telcos see decreasing revenues from voice traffic and at the same time opportunities for new revenues in businesses like Internet of Things, e-Health and Media. These are examples of value-added services that can be offered both to the consumer and enterprise markets. Many of these services will have to deal with data volumes growing at a fast pace, e.g. multimedia content for consumer oriented services. In addition, these services will put heavy load on the network, most prominent for low capacity access networks.

Several innovations from VISION Cloud project will help meet the requirements and opportunities presented above through enabling the management of large amounts of data and at the same time allow services and data to be accessed from different devices with varying degree of processing power, through access networks with different bandwidths and from locations on the move.

Computational storage will add the ability to move content processing within VISION Cloud, thus relieving services from possibly heavy computations, and, as the main part of the computation will be done inside VISION Cloud, reduce the network bandwidth needed. This will allow having lightweight services running on a large variety of devices and offering the same capabilities regardless of the access means, essentially easing the development of new services, reducing time to market, and consequently more services available for the customer. Another benefit of computational storage will be the ability to propose a better modularity of services, allowing third-party services to be modulary integrated, but also allowing customer to adapt their environment to their own needs, avoiding paying for services they do not use.

Content-centric storage will allow having most of the content organization (user metadata, relationships between content such as part/whole, etc.) stored within VISION Cloud. This will offload data organization and processing needs reducing device and access network load. For the customer this means control of content and media in the cloud rather than services in the cloud.

Storage services will have to be integrated with the user’s ecosystem, hence the need for an infrastructure allowing federation of different storage providers and content providers is obvious. From a customer perspective, this will be an important incentive to use Telco specific services as these will allow federating content storage spaces irrelevant of the original service provider. This will help the Telcos to attract new customers and to reduce customer churn. For the customer, this means a reduces risc of lock-in to a service provider.

Finally, designing new store object abstractions will allow storage to carry semantic information and characterize the associated SLA treatment. This will enable the Telcos to make QoS adaptions to the data types and customer needs.

IV. CASEEXAMPLE

A. Mapping to Osterwalder Business Model Framework The VISION Cloud Project set forth to develop a cloud storage architecture with innovations that address important challenges and opportunities for Telcos as cloud storage providers. However, the business opportunities for Telcos as cloud providers are still a bit unexplored.

A preliminary case illustrating Osterwalder’s business model framework applied on the VISION Cloud solution is presented briefly and shown in Figure 4.

Figure 4: Osterwalder’s business model framework applied on a preliminary case example

A tentative exploitation plan of VISION Cloud storage using a business model framework could include the following:

Offer: For the business market, the cloud value proposition is generally to purchase IT ”as a service” instead of maintaining internal IT costs; hence lowering the CapEx due to the pay per use model (OpEx only), and rather focus on business critical IT. Hence, cost reduction is very important. For the consumer market, newness and usability are more important, although cost is an issue also here.

In addition to the general cloud value proposition, VISION Cloud will offer several specific value propositions for Telco customers. First, execution of computations close to the stored content contributes to easier service provision and 3’rd party service development. For the Telcos to compete with established IT vendors and providers they will most likely have to bundle the cloud storage based features with typical telecom based services, acting as a cloud broker, and offering a one stop shop for cloud services. Local storage is here an important value-add compared to the large international cloud providers. In addition, the Telcos can provide cloud connectivity across the different customers mobile devices independent of location, providing an end-to-end service, which is impossible for competing cloud providers.

Relevant telecom services to include in a cloud service bundle are voice, SMS, e-mail, web hotel, anti-virus, managed networks and security. Services directed towards the businesses would be communication and collaboration services (web conference, telepresence). Additional value could be added to the product bundle for the enterprise customers segment by including more advance business information systems like ERP

(Enterprise Resource Planning) and CRM (Customer Relationship Management). These product features will have to be provided through sub-contracts with partners running these services. Because of the large customer base and strong brand major Telcos have, they often are attractive for local and international suppliers of cloud services.

VISION Cloud will allow Telco customers to enjoy more flexible and rich services allowing them to do more with large amounts of data thus improving the user experience and at the same time reducing the cost. More precisely, the storage features enable the customer to access data in a simpler and more efficient way than before. Access is facilitated through content and its relationships, rather than details of the underlying storage containers, enabling easier metering, accounting and billing. Furthermore integration of traditional voice and data based services with cloud services will value add these service offerings to the respective markets.

VISION Cloud set forth to offer storage services with QoS and security guarantees. These are both important selling points, especially towards business customers that consider deploying critical business applications and data in the cloud. The Telcos have a trusted brand, which should be exploited.

Finally, VISION Cloud enables data mobility across different clouds, securing comprehensive data interoperability, hence contributing to avoidance of data lock-in situations.

Customer: As briefly mentioned, the cloud storage value proposition could be directed towards different customer segments – consumers as well as businesses. The former would include youths and adults consuming mobile data traffic on gaming, video, VoIP etc. According to Cisco [11], a 90% CAGR increase of mobile data traffic is expected over the next 5 years and the geographical areas that will have the highest growth are Asia, Central and Eastern Europe, Latin America, the Middle East and Africa. The latter segment typically includes SoHo/SME’s (Small Office, Home Office/Small and Medium sized Enterprises) as well as larger enterprises and the public sector. For the business market, cloud services are expected to start with communication/social networks related services, followed by storage/sharing services, moreover collaboration and videoconferencing based services, and finally ERP/CRM services. The consumer market is expected to have a similar service evolution, although with different service features. Pictures, music, movies, online TV based services will substitute videoconferencing and ERP/CRM for these customers. According to France Telecom [12], the SME’s are recognized as a ramp for entering the cloud business segment continuing the exploitation to larger enterprises and public agency customers in the following.

Due to the Telcos’ global distribution of operations, it is necessary to assess the mix of components in the product bundle for different customers. With regard to how the value proposition is communicated to the customers, this would preferably happen through Telcos' own sales and distribution channels for Telco services and through partner's channels and ecosystem for remaining product bundle components. For Telco’s, the cloud value proposition could become a way of reducing churn as well as gaining new customers in their domestic or foreign market. Providing a one stop shop

possibility for all cloud offerings as well as communication services will for this segment become a valuable benefit, enabling an even higher focus on their core business.

Infrastructure: Depending on the roles Telcos will take, i.e. cloud carrier, broker or cloud service provider, this will influence the infrastructure elements:

• Key resources • Key activities • Key partnerships

Telcos are already cloud carriers in providing networks for connecting cloud customers to cloud data centers, and this is a key resource for all possible roles. In addition, the Telcos can take a more active role in offering cloud specific network offerings such as managed networks with QoS and security guarantees. The VPN service offered by Orange Business Solutions is one example of this, and we see the network asset as an important resource for Telco as a cloud actor.

For the cloud service provider role, Telcos have data center infrastructure and experience in operating them, also for regular hosting services. In addition, Telcos have billing solutions as well as marketing competence. The network asset is important for offering an end-to end service. Strategic partnerships with leading cloud players are necessary to establish in order to develop and operate competitive cloud based services. This involves international partners as well as domestic partners in the corresponding operations. Long relationships with hardware, software and integrators are important relationships.

For the cloud broker role, Telcos will use their service provider relationships and offer service; possible bundled with their own services if they chose to also take the cloud service provider role. Partnership with 3rd _{party developers is then an} important asset. For this role, partnerships with marketing and sales are also needed. The billings systems and competence along with network assets are important key resources.

Finance: Major cost categories are related to start-up investments connected to establishing the new business unit and running personnel cost. A Telco taking a cloud provider role will typically have costs related to running data centers, billing systems and for IT personnel. The latter two are relevant also for the broker role. Other relevant cost would be related to administrating the customer base, support and marketing of cloud product offerings. The network connectivity needed will be an additional cost.

The revenue streams for a cloud service provider are here pay as you go based or alternatively from subscription. The corresponding revenue streams as a broker will typically come from the bundled services offered to the customers, maybe premium priced as a bundled and integrated solution. Due to product components provided for by 3'rd party developers and other partnering vendors, a revenue split with these partners is necessary, taking into consideration the value add that Telcos provide the partners acting as an aggregator and single point of contact with the customer.

As mentioned earlier Osterwalder’s framework is a qualitative method addressing the key functions necessary to form a business model. The next step will involve developing a business case where the model parameters are given set values for the different scenarios. From this, economic values like net present value for each scenario accompanied with risk and sensitivity analysis, etc. can be calculated. Osterwalder's framework do not provide a template for calculating a business case and such a template should be developed and applied in the future work with developing an exploitation plan for VISION Cloud.

V. CONCLUSION

The financial benefits for a Telco entering the cloud computing business are at least two-fold. Cost savings are expected from deploying a private cloud for internal use. In addition, this private cloud can become a revenue source.

Steps for fulfilling this would be through acting as a provider of cloud computing services – offering infrastructure, platform or service portfolios directed towards SMEs, enterprises or consumers. A different approach is to act as a cloud broker, selling cloud services from partners bundled with own Telco services. In both cases, our purposed business model methodology, based on Osterwalder's framework, might be favorably applied for exploiting the cloud computing business opportunities in a detailed and systematic manner. In the following work with the exploitations plans for VISION Cloud the degree of details and precision for the business model and case work will increase and hopefully contribute to a sound foundation for the Telcos’ implementation of their cloud business plan in the respective operations.

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