Internet Data Center the Business

Internet Data Center the Business

• 1.
  INTERNET DATA CENTER a snapshot view of business evolution, competition, current and future services landscape Mehmet Cetin, Huawei CA&C, Data Center Solutions 10.2013
• 2.
  Telco Business Trends- WW Transformation from pipe technology in 2009 to ICT convergence in 2011 - Source： Gartner，Hyper Cycle for telecommunication Industry Extending beyond the pipeline, and exploring new business models Surpassing telecom and extending to other industries Intelligent Perception and Intelligent Control; provide services for industries in order to achieve efficiency, scientific decision making, cost savings
• 3.
  IDC Current Landscape- TR Mainly co-location and hosting services DRC services from major telco operators and DCOs Recent investment and buyouts from carrier independent Europe based DC operators Local and ME based interest for large co-loco DC green field investments
• 4.
  DCO Hosting CSP xSP Competition Landscape Data Center Outsourcers (IBM, HP) Infrastructure: Branded hardware, leveraging existing relationships, focus on quality of IT. Value Proposition: IT management service. Hosting Providers (Amazon, Softlayer) Infrastructure: Mix of brand and low- cost hardware, service certified. Value Proposition: Rack density, flexible service. CSPs (Singtel, AT&T) Infrastructure: Mix of brand and low- cost hardware. Value Proposition: Certified, compliant, pre-integrated. Hyper Scale Centers (Google, MSN) Infrastructure: ODM servers, modular scale-out, low-cost, killer application. Value Proposition: SAAS
• 5.
  74% YoY growthin DC Investment in Turkey between 2011 - 2012
• 6.
  Gartner’s DC Segmentation Benefit of own controlling Benefit of Resource Sharing Facility Systems Applications Facility Systems Applications Facility Systems Applications Facility Systems Applications Internal Datacenter IDC (Housing) IDC (Hosting) IDC (SAAS) Service Providers Own Assets
• 7.
  Possible Steps inBusiness Evolution Basic service; co-location, hosting, white space leasing services, profitable when done effectively, efficiently; current market model IAAS; Provide dedicated and/or shared hardware services; Backend vendor agreements, increase revenue and margins, additional revenue sharing models PAAS; local Amazon like services for public, private and hybrid cloud hosting SAAS; rather ecosystem dependent and indirect business modeling unless major change in existing CSP strategy is entertained DAAS and beyond, ITAAS; market maturity dependent on readiness and willingness needs to be measured; transition when everything else is in cloud
• 8.
  IT is theBusiness •In next 5 years, IT related service will become major part of CSPs’ income. •In 2010, CSPs’ Data center construction projects has increased 500% (Gartner) CSP Reporting Lines CTIO heading networks and IT, reporting to CEO • Vodafone • Telstra • Deutsche Telecom • T-Mobile, US Managers with an IT background and diversified management experience, tend to show the necessary skills for a CTIO role, which requires management of evolving skills, complex and converging technologies and diversified suppliers Gartner, 2011
• 9.
  Internet data sizedouble every two years - immediate opportunity Information explosion requires data center to store the information: UCG (Blog, etc), Multimedia, Video data, let to double size of global data every 2 years Data flow replacing voice, occupies major capacity of CT network Internet data flow increase 70%/year Content need be to stored in IDC, to assure customer experience Others：Clearance between CSPs, Customer experience assurance, etc. China mobile pay 1M RMB/Gb/month to China telecom
• 10.
  IDC Value AddedServices VPN/MPLS Target customers: enterprises with multiple operation in the South East Asia region Data Access Target customers: Content providers; enterprise need to access centralized mail server globally; business travelers. DDos Mitigation Target customers: large web sites and enterprise Service—Disaster Recovery Target customers: large enterprise, mission critical system
• 11.
  Typical Operator’s IDCBusiness Pain Points 1.High Price: Price normally higher than internet companies 2.No business differentiation: Not understanding enterprise customer’s pain points, not able to create business advantage with network 3.Low management automation: IDC management solution not cost effective, poor customer experience Operator Internet Companies Cost Compare Hardware Branded ODM Price 10% higher Software Licensed Opensource（Linux、 Hadoop、Openstack/ Eucalyptus） Opensource software no cost Power(PUE) 2.2-3.0 1.05-1.8 Power efficiency 40% lower Density 3~4 servers/sqm 10+ servers/sqm Overall cost 30%+ higher
• 12.
  Huawei’s IDC position Further WW focus on IDC business beginning of 2013 Expertise in building, operating DCs – IDC, EDC Over 120 simultaneous DC projects as of 2013H1 Regional DC technology center scheduled end of 2013 in Istanbul Ready to support DC transformation at business and technology levels
• 13.
  Backup Slides
• 14.
  Industrial IT solutionsIaaS+ SaaS Opportunity CeBit： DT vision — Innovative ICT solution provider; connected life, connected work NTT Strategy： Provide “Networked IT solution” for industrial customer Leading operators’ focus on networked IT solutions
• 15.
  Telcos Around theWorld Far EasTone Telecommunications is saddled with a relatively small and mature domestic market, telecom carrier has focused on nontraditional services, such as digital books, advertising, social media, digital music and application stores, to boost its revenue. It is focusing on local preferences and culture (through which it can avoid head-on competition with global competitors), and on pursuing opportunities in the cloud computing space. Telefonica: has set up a mobile banking joint venture with MasterCard, targeting consumers in Latin America. It has participated in social networking (Tuenti), IPTV, media and M2M services. It also has an investment arm seeking out new technology and service innovations. France Telecom is aggressively pursuing nontraditional service opportunities. It has acquired Unanimis (which provides digital advertising), in addition to participating in mobile payment initiatives. It is also seeking to invest in Dailymotion for online video distribution. Sprint is pursuing nontraditional service opportunities to remain competitive. Sprint is participating in digital applications such as advertising and music (Sprint Music Plus, for example, in which it leverages its partnership with Rhapsody). It has forged an agreement with American Express to enable its smartphone users to use Serve, American Express' mobile payment service. Sprint was also the first telecom carrier to support Google Wallet, in early 2011. It is also establishing its M2M ecosystem.