March 2014, IDC #247480
IDC MarketScape
IDC MarketScape: Worldwide Mobile Application Development, Testing, Management, and Infrastructure Services 2014 Vendor Assessment
Peter Marston
IDC MARKETSCAPE FIGURE
FIGURE 1
IDC MarketScape Worldwide Mobile Application Development, Testing, Management, and Infrastructure (mADTMI) Services Vendor Assessment
Source: IDC, 2014
Please see the Appendix for detailed methodology, market definition, and scoring criteria.
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IDC OPINION
Using the IDC MarketScape Model, IDC compared 14 organizations that offer mobile application
development, testing, management, and infrastructure (mADTMI) services to enterprise-class firms.
IDC found significant similarities between the players, and through more than 28 customer interviews,
IDC learned that all providers possess the necessary capabilities to suit enterprise customer needs for
mobile application services. Digging more deeply and granularly in the evaluation against 117 criteria,
IDC found that each provider possesses some unique sets of strengths and weaknesses when
compared with its peer group. At a high level, the major differences centered on their strategies in the
next two to three years. At a more discrete level, the major differences between the players centered
on use of modern and traditional technologies as well as levels of automation to deliver their services.
As a result of IDC's evaluation, IDC found a tightly knit group of Leaders with Accenture, Cognizant,
HCL, HP, IBM, Infosys, Tata Consultancy Services (TCS), and Wipro earning leadership stripes. A
large group of Major Players consisted of AT&T, Atos, Capgemini, NTT Data, Tech Mahindra, and
Unisys. With the tsunami of mobile application activity surging through most enterprise organizations,
buyers certainly face complex choices in selecting a vendor to partner with. However, despite those
complexities in vendor selection, enterprise-class firms purchasing mobile application services have
plenty of options.
IDC MARKETSCAPE VENDOR INCLUSION CRITERIA
IDC collected and analyzed data on 14 service providers within its 2014 mADTMI IDC MarketScape
assessment. While the market arena for mobile application services is vast and there's an abundance
of suppliers that offer mobile application services in application development, application testing,
application management, and application infrastructure, IDC narrowed down the field of players that
participate in the mobile application services market based on the following criteria:
Multifunctional services capability across mobile application life cycle. Each service provider
was required to possess full-service delivery capabilities including and spanning mobile application development, testing, management, and infrastructure.
Revenue. Each service provider was required to have 2012 total revenue in excess of $20million.
Geographic presence. Each vendor was required to have services delivery capability (i.e., feet
on the ground) in the Americas, EMEA, and APAC.
Completed mobile application projects to date. Each vendor was required to have completed
at least 25 mobile application projects before 2013.
Global head count and regional minimum criteria. Each vendor was required to have a minimum of 200 mobility services professionals worldwide, with at least 20 professionals in
each of IDC's three macroregions: the Americas, EMEA, and APAC.
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ESSENTIAL BUYER GUIDANCE
The mADTMI services market continues to be highly fragmented, pervasive, and evolving. The variety
of technology stacks seems to grow annually, and mobile device manufacturers are constantly
upgrading their hardware and operating systems to meet consumer demands of performance,
reliability, and usability. All of these elements can be both a blessing and a curse. The constant
change forces service providers to make strategic decisions and investments on what service offerings
to focus on and what expertise their resources should possess, while buyers face similar investment
decisions on which technologies help enable agility, which ones offer flexibility, and which ones best
support business needs over the short and long terms.
With a growing set of suppliers in the mobile application services markets, buyers face complex
choices in selecting a third-party service provider to support their mobile application life-cycle
initiatives. Added to the complexities of increased suppliers, the pace of technology change can
undermine buyer organization financial objectives of keeping costs low and operating margins in
check. As a result, IDC suggests buyer organizations:
Think about mobile application service provider relationships over the long haul. Before engaging with a service provider to begin discussions over a mobile application development
project, buyers need to think long term about their service provider relationship. Increasingly, IDC witnesses buyer organizations looking to streamline the number of vendors they utilize (see 2014 U.S. Outsourced-Managed Cloud Services Buyer Study, IDC #246991, February
2014). While buyers shouldn't consolidate their vendors down to one, they should evaluate an optimal mix that avoids disrupting ongoing operations. In conversations with buying organizations over lessons learned about their mobile application projects, many buyers
shared perspectives that their projects were ongoing, and not simply one or two project phases to complete the application. Instead, building application functionality was a continuous process that spanned multiple years and multiple application releases. To this end,
buyers of mobile application services shouldn't approach the strategy and selection process as a onetime exercise. Rather, they should think about the longer-term relationship and vendor positioning as an asset within their organization for a multiyear relationship.
Align mobile application needs with provider strengths. Key to ensuring a successful mobile
application rollout is understanding your organization's needs for mobile. While there certainly are several examples of organizations going through a trial and error process with mobile applications to discover what they need, those organizations quickly learn that application
funding dries quickly unless some sort of business value wrings from mobile applications. As such, buyer organizations should first outline business goals and objectives with mobility before developing their first mobile application. Based on initial goals and objectives definition,
buyer organizations can begin to define and dissect deeper-level requirements to what the applications need to do to support their business processes as well as build a requirements framework where buyers can begin to size and understand the complexity of their application
development initiative. From there, buyers can determine where they may have capabilities to execute their goals and where they may need to complement those capabilities with third-party expertise to reach their ultimate mobility objectives.
Keep vendors down to a shortlist. As evidenced through this evaluation, there are plenty of
service providers that offer enterprise-class mobile application services. And honestly, delineating among the strengths and weaknesses of each provider is highly involved and
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significantly complex because they all possess similar capabilities. Avoid complicating the selection process with vast amounts of vendors. It wastes your time and the vendors' time. To
ease the selection process, focus vendor procurement on a distinct few providers and narrow providers down to criteria focused on delivery capability, forward-looking strategy and, most importantly, cultural fit with your organization.
VENDOR SUMMARY PROFILES
IDC reviewed 14 service providers against 117 criteria as part of its IDC MarketScape on the mADTMI
services market. IDC also conducted more than 25 interviews with vendor customers to get feedback
on how the vendors performed in delivering mADTMI services. Vendors participating in the analysis
are Accenture, AT&T, Atos, Capgemini, Cognizant, HCL, HP, IBM, Infosys, NTT Data, Tata
Consultancy Services, Tech Mahindra, Unisys, and Wipro.
Accenture
Accenture's capabilities and forward-looking strategy landed the service provider as a Leader in the
mADTMI services IDC MarketScape.
Strengths
Key strengths where Accenture outshined most of its peers were in the categories of delivery model
and appropriateness and innovation/R&D pace and productivity. More specifically, Accenture earned
high marks for its global delivery capability; use of mostly commercially available tools to build, test,
and manage mobile applications (compared with use of private/custom tools); and level of R&D
investment into its mobile application development practice. In customer interviews, Accenture's
customers cited that the provider's strengths spanned a variety of business and technical know-how
areas. From a business perspective, customers held Accenture in high regard over its business
expertise, ability to scale, ability to develop flexible contractual agreements, and an ability to establish
and forge strong partnership bonds with its clients. From a technical perspective, clients spoke highly
about Accenture's experience with mobility projects and mobile technical development skills.
Challenges
Overall, Accenture fared well against IDC's 117 mADTMI IDC MarketScape criteria. However, a couple
of areas where Accenture has opportunities to leapfrog the competition lie in its future strategy for
infrastructure services and level of investment in marketing for mobile application development
services. Over the next two to three years, Accenture plans to continue offering a slightly heavier mix
of traditional infrastructure services compared with others in its peer group. While traditional
infrastructure services to support mobile applications will still likely be demanded, IDC believes that an
increasing amount of buyer organizations will invest more in cloud-based infrastructure for their
applications (see 2013 U.S. Buyer Deal-Making Needs and Strategies for Outsourcing Managed
Services, IDC #239860, March 2013). In addition, while Accenture's budget for marketing is on par
with the majority of its peer group, a few key competitors are investing upward of 20% of their mobile
application services SG&A into marketing to increase awareness on their capabilities and capitalize on
the surge in mobile application services growth opportunities. Limited marketing investment could
adversely affect Accenture's lead pool and drive potential leads to competitors.
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AT&T
AT&T's capabilities and forward-looking strategy positioned the service provider as a Major Player in
the mADTMI services IDC MarketScape.
Strengths
AT&T earned highest scores in IDC's services scalability and customer service MarketScape
categories. Within customer service, AT&T scored highly for its service levels agreements (SLAs),
issue resolution processes, and speed of issue resolution. For services scalability, AT&T fared well
against its peers because of its ability to scale resources (up and down) quickly based on customer
mobile application development project demands. In IDC interviews with AT&T customers, references
cited that AT&T's key strengths centered on the back-end plumbing and development of their mobile
application, AT&T's datacenter assets, and AT&T's ability to coordinate, work with, and influence tablet
and smartphone manufacturers to help make mobile applications more functional to the devices that
clients wanted to use them on.
Challenges
While AT&T fared well in customer service and services scalability, AT&T's scores fell behind its
industry peers in the categories of training and knowledge sharing, R&D investment, and employee
management. AT&T's standard time spent on knowledge sharing and training on the application was
slightly behind competitors as its peer group spends more of their total project time teaching and
coaching clients on their newly developed mobile apps. IDC also found that some peer group
competitors invest more heavily into R&D than AT&T by dedicating funds and resource time to build
sizeable mobile application asset libraries that the providers utilize, in turn, to ease and speed up
delivery of future mobile application development projects. In addition, IDC also found that a few
competitors possess advantages in the total number of mobile application services resources within
their practices as well as the total number of countries with mobile application services in-country
compared with AT&T.
Atos
Atos' capabilities and forward-looking strategy positioned the service provider as a Major Player in the
mADTMI services IDC MarketScape.
Strengths
In IDC's evaluation, Atos demonstrated strengths against the IDC MarketScape categories of cost
competitiveness and delivery model appropriateness and execution. For cost competitiveness, Atos
scored well because it provides buyers with a wide variety of pricing options that enable buyers to
engage with the vendor in a variety of methods ranging from traditional pricing models, pay-per-use
models, and shared risk/outcome-based models. Within delivery model appropriateness and
execution, Atos earned high scores for its mixed staffing model of onshore and offshore delivery
capabilities as well as mobile delivery centers that suit various buyer needs. In addition, Atos scored
well for how it delivers its services. While Atos possesses some custom tools to deliver its services, the
majority of its services rely upon commercially available tools. Additionally, Atos' commitment to high
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services automation levels (more than 25%) helps enable the provider to promote application time to
value for its clients, reduced application services costs, and enhanced application quality.
Challenges
Atos' worst marks in the evaluation came from its customer satisfaction scores. Atos was unable to
produce customer references within the mandated time frame deadlines of IDC's MarketScape study.
As a result, IDC was unable to interview clients to gather client perspectives on Atos' mobile
application services capabilities.
Capgemini
Capgemini's capabilities and forward-looking strategy positioned the service provider as a Major
Player in the mADTMI services IDC MarketScape.
Strengths
Capgemini earned high marks against IDC's delivery model appropriateness and execution,
functionality/offering delivered, and financial funding management categories. The vendor
demonstrated key strengths for its global delivery capability and its use of mostly commercially
available tools to build, test, and manage mobile applications. In addition, the vendor showed key
strengths in mobile application integration as well as speed of mobile application development and
deployment. Financial growth and profitability were also areas of strength for the provider. In customer
interviews, Capgemini's customers cited that the provider's strengths centered on its people and an
ability to establish and forge strong partnership bonds with client personnel, as well as fit well within
client cultures and working environments. Clients considered Capgemini teams as trusted and relied
upon team members of the clients' organizations. They also felt that Capgemini teams genuinely
exhibited that they were tied to the success of the clients' mobile application projects, which made
accomplishing projects easier and more enjoyable for the clients IDC spoke with.
Challenges
While Capgemini fared well in delivery model appropriateness and execution, functionality/offering
delivered, and financial funding management, Capgemini's scores fell behind its industry peers in the
categories of training and knowledge sharing and marketing. Capgemini's standard amount of time
spent on knowledge sharing and training on the application was behind competitors as peer group
Leaders spend higher portions of their total project time teaching and coaching clients on their newly
developed mobile apps. Additionally, Capgemini's budget for marketing appears to be below
allocations of its peer group. A few key competitors are spending upward of 20% of their mobile
application services SG&A into marketing to increase awareness on their capabilities and capitalize on
the surge in mobile application services growth opportunities. While marketing spend is not necessarily
a direct gauge of success, limited marketing investment could adversely affect Capgemini's lead pool,
especially in target geographies outside of EMEA where the vendor aims to build its presence.
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Cognizant
Cognizant's capabilities and forward-looking strategy positioned the service provider as a Leader in the
mADTMI services IDC MarketScape.
Strengths
Primary strengths for Cognizant in IDC's evaluation centered on its employee management, scalability,
delivery model appropriateness and execution, and customer service capabilities. Cognizant's highest
marks in employee management were attributed to the size of its mADTMI services team, and the
number of countries where Cognizant had mADTMI services resources on the ground. An ability to
quickly ramp up or ramp down resources based on customers' scaling needs earned Cognizant strong
reviews for scalability. The provider also showed strengths for its global delivery capability and the use
of mostly commercially available tools to build, test, and manage mobile applications (compared with
its use of private/custom tools). Additionally, Cognizant scored highly in customer service thanks to its
contractual service-level agreements, structured issue resolution process, and speed of issue
resolution capabilities. Client interviews revealed that Cognizant's primary strengths were in working
with third-party technology partners on pioneering technologies (like voice recognition software),
possessing keen technical expertise in mobile native device technologies, and learning new, bleeding-
edge technologies quickly.
Challenges
Although Cognizant is in line with most competitors, one opportunity where Cognizant can gain more
differentiation from the competition is to dedicate more time during engagements to training and
knowledge sharing of the mobile application throughout the development, testing, and release process
to ease customer handoff concerns. Additionally, while its levels of reusable frameworks and
intellectual property (IP) assets for mADTMI services are in line with industry peers, Cognizant can
create greater distance against rivals by driving more reusability with its services. By furthering
reusability, Cognizant can fend off margin erosion, enhance project management, and reduce
complexity in services delivery.
HCL
HCL's capabilities and forward-looking strategy positioned the service provider as a Leader in the
mADTMI services IDC MarketScape.
Strengths
HCL excelled in the IDC MarketScape's scalability, pricing model options and alignment, marketing,
employee management, innovation R&D/pace and productivity, and customer satisfaction ratings
categories. HCL's ability to quickly ramp up or ramp down resources based on customer's scaling
needs earned HCL strong reviews for scalability, while its pricing transparency, quick turnaround for
quotes, and a balanced discounting strategy helped HCL excel in IDC's pricing model options and
alignment category. HCL's percentage of revenue allocated to R&D appears to be higher than most
competitors playing in the mADTMI services space, and its number of mADTMI services resources, as
well as number of countries where mobile resources are natively located, is ahead of its peer group
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average. HCL also earned high marks against IDC's customer satisfaction rating category and level of
marketing investment for its mADTMI services. In client interviews, HCL clients shared glowing
remarks on HCL's technical strength and industry knowledge, experience with mobility, and its deep-
rooted relationships with mobile device manufacturers.
Challenges
HCL's primary area of opportunity centers on IDC's portfolio benefits delivered category. HCL's levels
of reusable frameworks and intellectual property assets for mADTMI services are below those of its
industry peer group. Key drawbacks of lower reusability on mADTMI services are eroded margins,
tougher project management, and increased complexity in services delivery. While tailoring and
customizing services to various clients can indeed increase client satisfaction, failing to drive as much
reusability and repeatability as possible through ongoing services delivery can open the door for more
efficient competitors and squeeze HCL out of potential deal opportunities.
HP
HP's capabilities and forward-looking strategy positioned the service provider as a Leader in the
mADTMI services IDC MarketScape.
Strengths
HP's highest marks in IDC's evaluation came from its capabilities in innovation R&D/pace and
productivity, financial/funding management, and functionality/offering delivered. What earned HP high
scores in innovation R&D/pace and productivity was HP's percentage of revenue allocated to R&D.
Compared with its peers, HP's R&D investment in mobile application services appears to be higher
than most its competitors in the evaluation. From a financial/funding management perspective, HP's
revenue and growth rates appear to be higher than the peer group averages, and the firm has been
profitable with its services delivery in each of the past three years. Additionally, HP's services offerings
in mobile application development, testing, management, and infrastructure contain a strong mix of
traditional and modern (e.g., cloud, native mobile app, Web) technology capabilities that suit a wide
variety of client needs. That balanced breadth of technical capability across the mobile application life
cycle helped HP win high marks for IDC's functionality/offering delivered category. In an HP customer
interview, the customer shared high praise for HP's customer service capabilities. In addition, the
customer noted that HP demonstrated widely diverse mobility and industry skill sets and a strong
ability to deliver services ahead of schedule and under budget.
Challenges
Areas that were not as strong for HP included IDC's scalability, marketing, and growth strategy
execution and training and knowledge sharing categories. However, IDC believes HP's biggest areas
for distancing itself against competitors center on employee management and training and knowledge
sharing. HP's standard amount of time spent on knowledge sharing and training on the application was
behind that of competitors as other Leaders spend more portions of their overall project time teaching
and coaching clients on their newly developed mobile apps. From an employee management
perspective, the number of HP mobile application resources was below the peer group average. While
numbers of mobility resources alone don't dictate success or a competitive advantage, having a strong
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bench of people that can quickly scale to meet customer demand can have a strong impact on earning
customer business, especially when a customer's timing for application services needs is a high
priority.
IBM
IBM's capabilities and forward-looking strategy positioned the service provider as a Leader in the
mADTMI services IDC MarketScape.
Strengths
IBM showcased key strengths against IDC's delivery model appropriateness and execution, training
and knowledge sharing, range of services capabilities, innovation/R&D pace and productivity,
employee management, and customer satisfaction criteria. More specifically, IBM achieved high
scores for its global delivery capability and the use of mostly commercially available tools to build, test,
and manage mobile applications. IDC found that IBM dedicated more portions of overall project time
teaching and coaching clients on their newly developed mobile apps. Separately, IBM's percentage of
mADTMI services resources with business requirements gathering, analysis, and definition skills
outweighed the competitor peer group average. The percentage of user experience personnel with
creative design and information architecture skills was higher than the competitive peer group average
too. Additionally, IBM earned high marks for its high level of R&D investment in mobility services, as
well as IDC's customer satisfaction ratings. In customer interviews, IDC learned that customers held
IBM in high regard over its technical expertise in mobile, global scale, and flexibility to work with the
client's application development methodology (e.g., agile, waterfall, hybrid). Other remarks of vendor
strengths centered on IBM's professionalism, punctuality, customer service, and overall project
management capabilities.
Challenges
Overall, IBM fared well against the 117 IDC MarketScape criteria. However, one area where the
company was on par with most of its competitors was its level of investment in marketing for mobile
application development services. A few key competitors are investing upward of 20% of their
mADTMI services SG&A into marketing to increase awareness of their capabilities and capitalize on
the surge in mADTMI services growth opportunities. While IBM's level of investment in marketing isn't
small by any means, limited marketing investment could adversely affect target growth geographies
that are outside of IBM's traditional geographic presence.
Infosys
Infosys' capabilities and forward-looking strategy positioned the service provider as a Leader in the
mADTMI services IDC MarketScape.
Strengths
Infosys earned its highest scores in IDC's cost competitiveness, marketing, and customer satisfaction
ratings categories. With services rates lower than the IDC MarketScape peer group, a wide variety of
price model options for buyers, and high levels of services automation, Infosys' cost competitiveness
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makes it an attractive selection choice for buyers that look to procure mobile application services at
attractive price points. High levels of marketing spend within Infosys' SG&A costs showcase that
Infosys is committed to making organizations aware of its mobile application services capabilities.
Additionally, results of customer interviews revealed that clients that used Infosys' mADTMI services
were very pleased with their overall mobile application project results. In fact, customers cited that
Infosys' key strengths centered on an ability to work with business users to flush out requirements and
translate them to technical functionality, an ability to partner with the client and demonstrate that the
service provider was tied to the success of the client's mobile application initiative. Additionally, clients
gave Infosys high praise for its ability to grasp customer needs quickly, deliver high-quality application
code, and capture visual design needs and deliver visual design results quickly and accurately.
Challenges
Infosys' primary areas of opportunities center on training and knowledge sharing and range of services
capabilities. Infosys' standard amount of time spent on knowledge sharing and training on the
application was below that of competitors, as some other peers dedicate more portions of their overall
project time teaching and coaching clients on their newly developed mobile apps. While Infosys
possesses the breadth of services capabilities that's a standard for the mobile application services
industry, the percentage of mobile application services resources with business requirements
gathering, analysis, and definition skills is slightly behind competitors. In addition, the percentage of
user experience personnel with creative design and information architecture skills was lower than the
competitive peer group. With customer interviews revealing that Infosys possesses a strong capability
to understand customer businesses quickly and effectively, as well as creative design and usability
skills, Infosys has an opportunity to build upon its existing capabilities and potentially earn more
business that's not technical engineering focused.
NTT Data
NTT Data's capabilities and forward-looking strategy positioned the service provider as a Major Player
in the mADTMI services IDC MarketScape.
Strengths
NTT Data showcased key strengths against IDC's delivery model and appropriateness, pricing model
options and alignment, and customer satisfaction ratings criteria. More specifically, NTT Data achieved
high scores for its global delivery capability and use of mostly commercially available tools to build,
test, and manage mobile applications. Pricing transparency, quick turnaround for quotes, and a
balanced discounting strategy helped the provider excel in IDC's pricing model options and alignment
category. Additionally, results of customer interviews revealed that clients that used NTT Data's
mADTMI services were very pleased with their mobile application results. In fact, interviewed
customers remarked favorably on NTT's understanding of their businesses and cultural environments.
Customers felt NTT was proactive and visionary and a trusted partner tied to the success of their
mobile application projects. In addition, customers also spoke highly that NTT Data had the requisite
technical expertise as well as industry knowledge and that NTT Data was highly responsive to
customer needs.
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Challenges
NTT Data's primary areas of opportunities center on marketing and employee management. By
comparison, NTT's percentage of spend in marketing, compared with its peers, is below the peer
group average. Some competitors are spending upward of 20% of their mobile application services
SG&A on marketing their capabilities to build awareness and interest, with the end goal of capitalizing
on mobile application services growth opportunities. NTT Data also scored behind competitors in
employee management, due largely to the size of its mobile application services team, and the number
of countries where NTT Data had mobile application services resources on the ground. Bolstering
marketing investments as well as broadening investments in mobile application services resources in
newer geographies could help NTT Data surface new business and help them compete better against
competitors in geographies where NTT Data is lesser known.
Tata Consultancy Services
TCS' capabilities and forward-looking strategy positioned the service provider as a Leader in the
mADTMI services IDC MarketScape.
Strengths
TCS' highest marks in IDC's evaluation came from its capabilities in innovation R&D/pace and
productivity, employee management, and customer satisfaction ratings. What earned TCS high scores
in innovation R&D/pace and productivity was the firm's percentage of revenue allocated to R&D. TCS'
R&D investment in mobile application services appears to be higher than most of its competitors.
Additionally, TCS' number of mobile application services resources, as well as number of countries
where mobile resources are located, is ahead of its peer group average, and TCS earned high
satisfaction ratings from its customers. In fact, TCS customers that IDC spoke with gave the firm high
praise for TCS' resource scalability, HTML5 skills, thought leadership, and ability to drive continuous
improvement. Clients also remarked on TCS possessing high flexibility to work against differing client
workstyles across application life-cycle management, which made it easier for clients to develop key
partnership bonds with the vendor.
Challenges
Similar to many of its peers, TCS' investment in marketing is an opportunity for the organization to
build more awareness of its capabilities and strengths. TCS' percentage of investment in marketing,
compared with its peers, is below the peer group average. Some competitors are spending upward of
20% of their mADTMI services SG&A on marketing their capabilities to build awareness and interest,
with the end goal of capitalizing on mADTMI services growth opportunities. Additionally, while TCS is
in line with most competitors on its services scalability, an opportunity exists for the vendor to distance
itself against the pack by enhancing turnaround time to staff resources against spikes in client
demand.
Tech Mahindra
Tech Mahindra's capabilities and forward-looking strategy positioned the service provider as a Major
Player in the mADTMI services IDC MarketScape.
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Strengths
In IDC's evaluation, Tech Mahindra demonstrated strengths against the IDC MarketScape categories
of: cost competitiveness, marketing, and customer service ratings. For cost competitiveness, Tech
Mahindra earned high marks for offering a wide variety of pricing options that enable buyers to engage
with the vendor in methods ranging from traditional pricing models, pay-per-use models, and shared
risk/outcome-based models. The provider also won points for its heavy importance on marketing,
compared with its peer group, as it dedicates higher portions of its SG&A spend to support brand
development and other marketing activities. Tech Mahindra also earned strong scores against IDC's
customer service ratings criteria. Customers that IDC spoke with cited the provider's strengths hinged
on technical delivery skills and a high retention rate of its employees.
Challenges
Tech Mahindra's primary areas of opportunities center on employee management and
functionality/offering delivered. Tech Mahindra scored behind competitors in employee management,
due largely to the size of its mobile application services team and the number of countries where Tech
Mahindra had a physical, mobile application resource presence with feet on the ground. Additionally,
Tech Mahindra fell behind competitors in the functionality/offering delivered category because of its
deeper commitment to traditional infrastructure services. By comparison, competitors have begun to
diversify their mobile infrastructure offerings and deepen their investments in newer, more modern
cloud infrastructure services. Broadening investments in mobile application services resources to
newer geographies as well as deepening its cloud infrastructure capability could help Tech Mahindra
surface new business opportunities and help them compete better against competitors in geographies
where the service provider is lesser known.
Unisys
Unisys' capabilities and forward-looking strategy positioned the service provider as a Major Player in
the mADTMI services IDC MarketScape.
Strengths
Unisys showcased key strengths against IDC's delivery model appropriateness and execution, cost
competitiveness, and innovation/R&D pace and productivity criteria. Unisys achieved high scores in
delivery model appropriateness and execution for its global delivery capability and use of mostly
commercially available tools to build, test, and manage mobile applications. The provider also earned
high marks for offering a wide variety of pricing options that enable buyers to engage with vendors in
methods ranging from traditional pricing models, pay-per-use models, and shared risk/outcome-based
models. What earned Unisys high scores in innovation R&D/pace and productivity was its percentage
of revenue allocated to R&D. Compared with its peers, its R&D investment, as a percentage of
revenue, is higher than most of its competitors. Unisys customers told IDC that the vendor's key
strengths centered on mobility knowledge and mobile application development methodologies. Unisys
offered a lot of ideas on the mobile application development approach as well as guidance and
standards for development. Additionally, clients held Unisys in high regard for Unisys' thought
leadership, helping the clients understand its strategic options, and the consequences and likely
tradeoffs for each option.
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Challenges
Unisys' primary areas of opportunities center on employee management and sales distribution
structure. Unisys scored behind competitors in employee management, due largely to the size of its
mobile application services team, and the number of countries where it had a physical resource
presence fell below that of its competitor peer group average. Additionally, Unisys' sales structure is
set up as an account-based team versus a dedicated mobile application services sales team. By
comparison, the majority of its industry peers have developed dedicated mobile application services
sales teams. By focusing sales teams on discrete mobile services, mobile application services sales
goals stand less of a chance of being undermined against other services opportunities that could drive
sales teams to focus their time and efforts on nonmobile services sales.
Wipro
Wipro's capabilities and forward-looking strategy positioned the service provider as a Leader in the
mADTMI services IDC MarketScape.
Strengths
In IDC's evaluation, Wipro demonstrated strengths against IDC's cost competitiveness and marketing
categories. For cost competitiveness, Wipro earned high marks for offering a wide variety of pricing
options that enable buyers to engage with the vendor in methods ranging from traditional pricing
models, pay-per-use models, and shared risk/outcome-based models. The provider also won points
for its heavy importance on marketing. Compared with its peer group, the vendor dedicates higher
portions of its SG&A spend to support brand development and other marketing initiatives for mADTMI
services. Customer interviews revealed that Wipro's bench size and ability to scale were key assets
that attracted them to Wipro. In addition, customers also commented on the vendor's pricing
competitiveness and technical capabilities as key strengths.
Challenges
Wipro's primary areas of opportunities center on employee management and training and knowledge
sharing. Wipro scored behind its competitor peer group average in employee management due largely
to the smaller size of its mADTMI services team, as well as the smaller number of countries where it
has a physical resource presence. Additionally, Wipro's standard amount of time spent on knowledge
sharing and training on the application fell lower than that of its competitor peer group average. IDC
found that other IDC MarketScape Leaders spend larger portions of their overall project time teaching
and coaching clients on their newly developed mobile apps to not only ensure a smooth knowledge
transfer but also enhance customer satisfaction and foster long-term relationships.
APPENDIX
Reading an IDC MarketScape Graph
The mADTMI services IDC MarketScape vendor assessment represents IDC's opinion on key vendors that not only possess the key capabilities today to serve customer needs in mobile application
©2014 IDC #247480 13
development, testing, management, and infrastructure services but also possess the strategies to serve evolving customer needs in the next few years. As part of the IDC MarketScape model, IDC
defines measures for success by two primary categories:
Capabilities. Positioning on the y-axis reflects the vendor's current capabilities and menu of services and how well it is aligned to customer needs. The capabilities category focuses on
the capabilities of the company and services today. In this category, IDC reviews how well a vendor is building, pricing, positioning, and/or delivering services capabilities that enable it to execute its chosen strategy in the market. On the y-axis, a position toward the top (north of
center) indicates a strong set of differentiated capabilities to be successful in today's market.
Strategy. Positioning on the x-axis, or strategy axis, indicates how well the vendor's future
strategy aligns with what customers will require in the next few years. The strategy category focuses on high-level strategic decisions and underlying assumptions about road maps for
service offerings, customer segmentation, business, and go-to-market plans for the next few years. In this category, IDC reviews whether or not a vendor's strategy in various areas are aligned with projected customer requirements. On the x-axis, a position toward the right (east
of center) indicates a strategy that is not only well aligned with customer requirements but also agile and differentiated from the pack.
The IDC MarketScape figure (refer back to Figure 1) shows each vendor's position in the vendor assessment chart. Vendor market share is represented by the size of the circles.
IDC MarketScape Methodology
IDC MarketScape criteria selection, weightings, and vendor scores represent well-researched IDC judgment about the market and specific vendors. IDC analysts tailor the range of standard
characteristics by which vendors are measured through structured discussions, surveys, and interviews with market leaders, participants, and end users. Market weightings are based on user interviews, buyer surveys, and the input of a review board of IDC experts in each market. IDC analysts
base individual vendor scores, and ultimately vendor positions on the IDC MarketScape, on detailed surveys and interviews with the vendors, publicly available information, and end-user experiences in an effort to provide an accurate and consistent assessment of each vendor's characteristics, behavior,
and capability.
Scoring Scale Criteria and Definitions
IDC's application outsourcing survey, conducted in 4Q13, helped shape many of the scoring scale
criteria and definitions in the mADTMI services IDC MarketScape. The study probed buyers onmaturity levels, interests, and preferences for a variety of mobile application services. The survey findings highlighted several key areas where buyers expect mobile application service providers to
possess and excel at a range of capabilities, and IDC utilized that survey data to help structure and shape evaluation scoring. Additionally, results of the survey also influenced criteria weightings for various categories reviewed in the evaluation.
Service Provider Customer Interviews
As part of this IDC MarketScape, IDC conducted interviews with vendor-provided client references.
IDC utilized these customer interviews to learn about the customers' project backgrounds, how
©2014 IDC #247480 14
customers approached the service provider selection process and what critical criteria they used to
select their vendor, what sort of results customers were able to generate from their mobile
applications, what lay ahead for their mobile applications, key lessons learned, and what customers
felt were the differentiating and key strengths their chosen mobile application service provider
possessed. IDC then leveraged the results of the interviews to establish weightings that were most
meaningful to the customers.
Weightings
Criteria weightings used in this IDC MarketScape were sourced and derived primarily through the 28
customer interviews. Customer interviews revealed roughly 101 aggregate criteria that customers cited
as critical in their selection processes. IDC distilled and consolidated the criteria into 13 categories and
weighted criteria based on volume of responses within the 13 categories across the IDC MarketScape
Model.
This mADTMI assessment is designed to evaluate the characteristics of each firm and each firm's
global presence in terms of head count and share of their revenue coming from IDC-defined
macroregions. Many specialty technology services organizations as well as traditional consulting
services firms compete in various elements of the mADTMI services market. As such, this evaluation is
not an exhaustive list of the players to consider for a particular project in each and every phase of the
mobile application development life cycle. Instead, this evaluation reviews the primary players that
offer capabilities spanning the development, testing, and management of mobile applications, as well
as the associated infrastructure services that are part of executing a mobile application delivery.
Factors like business and information technology (IT) objectives, business and IT requirements, and
the business and IT culture of an organization play integral roles in determining which firms should be
considered as potential candidates for a mobile application services engagement, as well as a longer-
term application outsourcing agreement.
Market Definition
Mobile Application Development, Testing, Management, and Infrastructure Services
Mobile application development, testing, management, and infrastructure services are professional
services activities around building and operating mobile applications for buyer organizations. It is the
delivery of application construction services to customers aimed at developing mobile applications to
support business functions and needs and can be broken down into the following areas:
Mobile application development services. These professional services revolve around the use of third-party services to build mobile applications. This includes the range of activities
involved in defining customer application requirements, translating requirements into technical application functionality through user experience design and creative design concepts, developing a technical architecture schematic and design for the mobile application based on
design and business requirements, and ultimately engineering the mobile application.
Mobile application testing services. These professional services revolve around the use of
third-party services to test mobile applications across areas like application functionality, security, performance, mobile device operability, integration, and usability. Services can span
©2014 IDC #247480 15
and include test planning and advisory, test scope definition, test case development, test case execution, testing/quality assurance process remediation, regression testing, system testing,
environment testing (including cloud), end-to-end testing, user acceptance testing, automation testing, and other testing areas.
Mobile application management services. These professional services revolve around the use of third-party services to manage and operate mobile applications on a 24 x 7 basis. This
includes activities related but not limited to: ongoing application maintenance, upgrades/modernization, and functionality enhancements.
Mobile application infrastructure services. These professional services revolve around the use of third-party services to build and set up the application environments where mobile
applications reside and operate.
Exceptions and Exclusions
Mobile application development, testing, management, and infrastructure services exclude all of the
consulting and advisory activities defined under enterprise mobility consulting and systems integration
services. As such, this study does not assess the IT consulting or systems integration components of
enterprise mobility life-cycle services.
Situation Overview
Interest and use of services to support the development, testing, management, and infrastructure of
mobile applications is on the rise. In fact, enterprise adoption of mobile applications is surging
compared with just two years ago (see Figure 2).
©2014 IDC #247480 16
FIGURE 2
U.S. Enterprises and Mobile Applications: Varied States of Maturity, 2011 and 2013
Q. Which of the following best describes where your organization is with its mobile application strategy?
n = 405
Note: Mobility has become not only a focus for enterprises to generate business benefits but also a pervasive challenge as new
devices and technologies flood the marketplace and complicate enterprise cost structures, technology stack selections, and long-
term business strategies.
Source: IDC's U.S. Applications Outsourcing Survey, 4Q13
While momentum is surging in mobile applications, standardization on mobile technologies remains
pervasive. In fact, many organizations have wide preferences on which technology stacks they'd like
their mobile applications to be built on today as well as which stacks they prefer their apps to be built
on in the next two to three years. Buyer preferences range from traditional technologies and
frameworks (like Java and .NET) to native technologies (like iOS, Android, Windows Mobile, and
BlackBerry), as well as Web and cloud platforms (like HTML4/5, Force.com, and Microsoft Azure) (see
Figure 3).
©2014 IDC #247480 17
FIGURE 3
U.S. Enterprises: Mobile Application Technology Stack Preference
Q. Which technology stack(s) would your organization prefer its mobile applications to be built on today, and which technology stack(s) would your organization prefer its mobile applications to be built on within the next two to three years?
n = 405
Note: Multiple responses were allowed.
Source: IDC's U.S. Applications Outsourcing Survey, 4Q13
However, despite the uptick in activity and wide variety of mobile technology stacks organizations use
and plan to use to build their mobile apps, organizations remained plagued with the rising costs and
complexities of mobile infrastructure, as well as possessing skills in multiple mobile operating system
(OS) platforms and keeping up with the rapid pace of change in the mobile OS and hardware
landscape. To this end, use of service providers to aid in mobile application development and testing
initiatives continues to be a strong stimulus in the custom application development (CAD), testing, and
application management (AM) markets (see Figure 4).
©2014 IDC #247480 18
FIGURE 4
Use of Third-Party Services for Mobile Application Life-Cycle Management
Q. Which of the following third-party services for mobile applications does your organization currently use?
n = 405
Source: IDC's U.S. Applications Outsourcing Survey, 4Q13
Essential Service Provider Guidance
With increased levels of competition in the mADTMI services market and increased sophistication and
demands from buyers, service providers face steeper challenges in winning mobile application
services work. The bar for earning mobile application services work has been raised higher, and as
such, providers need to target opportunities astutely and selectively. IDC suggest service providers:
Focus energies on customer relationships. In the majority of customer interviews conducted in
this study, IDC found that many vendors won mobile application services work due to their prior relationship working with the client. In such cases, the deck was stacked in the incumbent vendor's favor in the procurement process due to the existing buyer and vendor relationship.
As in any services strategy, to grow mobile application services revenue, providers should mine existing accounts since levels of trust have already been established and services familiarity and cultural familiarity have already been established.
©2014 IDC #247480 19
Diversify offering portfolio and balance technical stack capabilities. In a recent study, services buyers revealed that they would like their mobile applications to be built on a variety of
technology stacks today and in the future (see Mobile Application Services: 2014 U.S. Customer Strategies, IDC #246781, February 2014). Technology stack preferences range from traditional technology tools and frameworks (like Java and .NET) to native mobile device
technologies (like iOS, Android, Windows Mobile, and BlackBerry) and cloud and Web technologies (like Salesforce1, Azure, and HTML5). Because of the heavy fragmentation, service providers have a tall order to be skilled in multiple mobile application technologies and
frameworks. Those that can possess resource skills spanning multiple mobile technology stacks, as well as can showcase to clients which stacks deliver the best business benefits based on their requirements, stand to rise above the competition and gain market share.
Push the envelope in pricing models and showcase business value. With intensified rivalry in
the mADTMI services market, providers must innovate their revenue and pricing models from being just the traditional time and materials (T&M) or fixed-price models. While many providers have already embarked on this, saturation within the market hasn't reached a tipping point and
rewards favor those providers that offload buyer risks through pricing models that minimize up-front project and pricing risks for buyers. Some providers have already begun offering revenue share models for mobile applications that are transaction driven (such as mobile wallet apps).
The key to a business model is showing the business value upside to clients of alternative pricing while balancing the risks on the provider's end. While innovating on revenue models is important to open up opportunities, it also will force changes to the traditional service
provider's cash flow model and introduce new risks to service providers. The change in risk for providers will lie in foregoing initial project revenues for future and anticipated future cash flows, requiring providers to cover initial project phase costs and development until a period
where monetization can generate from transactions or targeted and achieved milestones.
Strategies and Capabilities Criteria
This section includes an introduction of market-specific weightings definitions and includes a
weightings table (see Table 1).
The mobile application development, testing, management, and infrastructure market exhibits the
following characteristics that suppliers must take into consideration when crafting a future strategy and
in leveraging existing capabilities to best advantage. The factors were weighted because IDC believes
that some are more important than others in maximizing market opportunity and realizing market
success (see Table 2).
IDC believes mobile application services vendors must exhibit the characteristics shown in Tables 1
and 2 to be completely successful when crafting a future strategy and in leveraging existing
capabilities to their best advantage. Weightings factored differently among criteria because IDC
customer interviews indicated some criteria being more important than others as described by services
customers when they recapped their vendor selection processes.
©2014 IDC #247480 20
TABLE 1
Key Strategy Measures for Success: Mobile Application Development, Testing, Management, and Infrastructure (mADTMI) Services
Strategies Criteria Subcriteria Definitions
Subcriteria
Weights
Offering strategy
Functionality or offering
road map
This category reviews plans to augment and enhance mobile application
services over the next five years across mobile application development, testing,
management, and infrastructure. Evaluation also covers plans to deliver services
to industry verticals and/or horizontal needs. Key aspects to keep in mind
include the ability to develop new competencies quickly and the ability to offer
and align a testing service with each stage of the mobile application
SDLC/implementation/integration.
2.73
Delivery model This category reviews flexibility in offering a range of delivery models over the
next five years: independent project-based mobile application services or mobile
application services embedded in ADM or SI engagements — with adaptable
low-cost structures supported by resource alternatives situated in global
offshore, nearshore, onshore, or alternative virtual distributed locations. This
category also reviews team constitution and flexibility based on changing client
needs as well as use of public and private toolsets to deliver services.
0.45
Cost management
strategy
This category reviews services automation and reusability for effective cost
management over the next five years. Cost management supports customers
with mobile application services automation and reuseable IP to not only reduce
costs of services delivery but also speed up services execution.
1.36
Portfolio strategy This category reviews the five-year strategy for building/augmenting service
depth within each service line (i.e., mobile application development, testing,
management, and infrastructure) as well as breadth of services. An effective
portfolio strategy ensures that the client can leverage the latest mobile
application services, methodology, and technology available for mobile
transformation. This category focuses on how mobile application services
support a phased mobile transformation path and usage of cloud technologies to
deliver service speed, cost savings, and quality for customers.
0.45
Range of services
strategy
This category reviews plans over the next five years for resource distribution
across business, technical, user experience/design, and management skill sets.
2.73
Scalability strategy This category reviews the five-year scalability strategy of mobile application
services across all services lines, as well as the strategy for scaling resources to
meet customer needs.
0.45
Other offering strategies This category reviews vendor programs for customers over the next five years
that encourage loyalty and incentives as well as programs that ensure customer
data security and governance.
1.83
Subtotal 10.00
©2014 IDC #247480 21
TABLE 1
Key Strategy Measures for Success: Mobile Application Development, Testing, Management, and Infrastructure (mADTMI) Services
Strategies Criteria Subcriteria Definitions
Subcriteria
Weights
Go-to-market strategy
Pricing model This category reviews strategy for services pricing and discounting over the next
five years. Pricing plans for discrete, embedded, utility-based mobile application
services will encourage appropriate adoption of key services to meet user pain
points. Support for SaaS pricing models, shared models, concurrent user, and
appropriate maintenance policies are considered.
3.00
Sales/distribution
strategy
This category assesses the sales strategy and customer experience for selling
independent/discrete or embedded mobile application services over the next five
years.
0.50
Marketing strategy This category reviews how much investment will be set aside over the next five
years for marketing.
0.50
Customer service
strategy
This category reviews the vendor's five-year strategy for customer service
structure, the ability for customers to engage self-service where appropriate, and
the overall customer service experience.
3.00
Other go-to-market
strategy
This category reviews the vendor's five-year strategy for delineating or
harmonizing the mobile application services offering locally and across
geographies.
3.00
Subtotal 10.00
Business strategy
Growth strategy This category reviews the five-year growth strategy for how the vendor will
extend its mobile application services business. (Mobile application services can
be achieved both organically and inorganically as well as through partnerships.)
1.00
Innovation/R&D pace
and productivity
This category reviews the five-year strategic plan for attaining or retaining
services superiority over competition through future investment plans in R&D in
mobile application services.
1.00
Financial/funding model This category reviews the viability of the funding strategy for the next five years. 1.00
Employee strategy This category highlights a provider's investment in its resources for mobile
application services, its competency areas, and the vendor's retention strategy
via training, compensation, and career growth over the next five years.
1.00
Other business
strategies
This category highlights a provider's strategy for project and services
management over the next five years. It reviews a provider's ability to
consistently and effectively manage projects and deliver services against
customer objectives and needs.
6.00
Subtotal 10.00
Source: IDC, 2014
©2014 IDC #247480 22
TABLE 2
Key Capability Measures for Success: Mobile Application Development, Testing, Management, and Infrastructure (mADTMI) Services
Capabilities Criteria Subcriteria Definitions
Subcriteria
Weights
Offering capabilities
Functionality/offering
delivered
This category reviews the vendor's current offerings for mobile application
development, testing, management, and infrastructure services.
2.73
Delivery model
appropriateness and
execution
This category reviews the model for worldwide delivery capabilities.
Implementation and delivery of mobile application services is increasingly
available in multiple ways including shared or dedicated infrastructure, as well as
public and private development and test center of excellence (TCoE) operational
structures. Services are being offered in conjunction with as-a-service models
(PaaS, IaaS, TaaS) as well as segmented projects for requirements and design
versus the full-cycle mobile application development. Evaluation includes global
delivery models and how public and private toolsets enable service model
delivery.
0.45
Cost competitiveness This category reviews how the vendor offers discrete services and bundled
services. The cost structure of mobile application services leverages a range of
options from time and materials (T&M) to fixed price to the beginning of
outcome-based pricing models based on selected delivery metrics (e.g., defect
target reduction for testing) or milestone-based pricing. Cloud-based models are
offered on an hourly, monthly, or annual basis with appropriate, scalable, flexible
partner engagement. Evaluation will cover a range of service contract options
from discrete services pricing to bundled services pricing and proof points for
successful cost optimization as well as pricing transparency to buyers.
1.36
Portfolio benefits
delivered
This category reviews reusable frameworks vendors use that generate value
(either speed, cost savings, quality, or combination) to the customer. Vendors
are focused on refining the execution and capabilities of third-party tools by
building their own IP and/or by developing or acquiring additional nonorganic
domain-specific expertise.
0.45
Range of services
capabilities
This category reviews the range and depth of mobile applications services
capabilities as measured through the number of resources and relevant
experience levels across each services area (mobile application development,
testing, management, and infrastructure).
2.73
Scalability This category reviews services scalability as well as resource scalability based
on changing client needs.
0.45
Other offering
capabilities
This category reviews speed of application development and testing and
application SLAs for management tasks and infrastructure. Integration
capabilities are also considered.
1.83
Subtotal 10.00
©2014 IDC #247480 23
TABLE 2
Key Capability Measures for Success: Mobile Application Development, Testing, Management, and Infrastructure (mADTMI) Services
Capabilities Criteria Subcriteria Definitions
Subcriteria
Weights
Go-to-market
capabilities
Pricing model options
and alignment
This category reviews pricing transparency and turnaround time for quotes on
mobile application services as well as approaches to discounting. Review
centers on the range of flexible arrangements available in T&M and fixed-price
contracts approaches. Also, availability and use of outcome-based pricing
models for more experienced customer bases as well as availability of pay-per-
use models are part of the evaluation.
3.00
Sales/distribution
structure, capabilities
This category reviews how the partner ecosystem works as it relates to customer
impact (i.e., how disruptive/seamless the inclusion of partners is to the customer
experience) for the service provider to deliver its mobile application services.
0.50
Marketing This category reviews vendor investment for the marketing budget. 0.50
Customer service This category reviews client satisfaction, as evidenced by SOW add-ons to
existing contract engagements or larger contract renewals that build on previous
engagements. Key areas reviewed include customer service metrics like SLAs,
issue resolution process, speed of resolution, and client retention.
3.00
Other go-to-market
capabilities
This category covers how effectively vendors work with customers to facilitate
the transfer of knowledge for mobile applications. Moreover, the review spans
how vendors best facilitate mobile application services processes and
organizational change as well as retain best practices as part of knowledge
management and transfer. In addition, this category looks at integration
capabilities of services offerings and evaluates how well mobile applications are
integrated with existing technology environments and ecosystems to better
empower client organizations.
3.00
Subtotal 10.00
Business capabilities
Growth strategy
execution
This category reviews the growth strategy for mobile application services. The
strategy can be multifaceted and achieved both organically and inorganically —
depending on the focus of specialized services or the plan to increase
percentage of different mobile application services business lines.
Measurements include organic growth capabilities and inorganic capabilities.
1.00
Innovation/R&D pace
and productivity
This category reviews current estimated spend on R&D based on R&D ratio to
total mobile application services revenue. Investment in developing IP around
enhanced mobile application services, well integrated methodologies and
processes, and relevant domain-specific solutions represent critical portions of a
supplier's product R&D spending.
1.00
©2014 IDC #247480 24
TABLE 2
Key Capability Measures for Success: Mobile Application Development, Testing, Management, and Infrastructure (mADTMI) Services
Capabilities Criteria Subcriteria Definitions
Subcriteria
Weights
Financial/funding
management
This category reviews revenue, growth, and profitability in mobile application
services (development, testing, management, infrastructure).
1.00
Employee management This category reviews the total number of resources dedicated to mobile
application services as well as the number of countries where full-service
resource teams are located.
1.00
Other business
capabilities
This category reviews customer feedback on project and services management
through service delivery. It also includes customer feedback on services
reporting and transparency.
6.00
Subtotal 10.00
Source: IDC, 2014
LEARN MORE
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Synopsis
This IDC study represents a vendor assessment of providers offering enterprise mobile application
development, testing, management, and infrastructure (mADTMI) services through the IDC
MarketScape model. The assessment reviews both quantitative and qualitative characteristics that
define current market demands and expected buyer needs for mADTMI services. The evaluation is
based on a comprehensive and rigorous framework that assesses how each vendor stacks up to one
another, and the framework highlights the key factors that are expected to be the most significant for
achieving success in the mADTMI services market over the short and long terms.
"The surge of mobility continues to engulf enterprise activities when it comes to applications. Many
early adopter organizations of mobile applications have achieved business benefits from their mobile
applications, and a frenzy has ignited other organizations to mobile enable their business applications
to enhance employee productivity, enhance customer service, and reduce activity costs." — Pete
Marston, research manager, Application Development, Testing, and Management Services (ADTMS)
About IDC
International Data Corporation (IDC) is the premier global provider of market intelligence, advisory
services, and events for the information technology, telecommunications and consumer technology
markets. IDC helps IT professionals, business executives, and the investment community make fact-
based decisions on technology purchases and business strategy. More than 1000 IDC analysts
provide global, regional, and local expertise on technology and industry opportunities and trends in
over 110 countries worldwide. For more than 48 years, IDC has provided strategic insights to help our
clients achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading
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