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Making Leaders Successul Every Day
Ma 19, 2011 | Updated: Jue 2, 2011
The Frrester Wave™: Patfrm-As-A-Serve Fr Vedr StrategPrfessas, Q2 2011 Stefa Red, Ph.D. ad Jh R. Rmerfr Vedr Strateg Prfessas
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© 2011 Forrester Research, Inc. All rights reserved. Forrester, Forrester Wave, RoleView, Technographics, TechRankings, and Total Economic Impact are trademarks o Forrester Research, Inc. All other trademarks are the property o their respective owners. Reproduction or sharing o thiscontent in any orm without prior written permission is strictly prohibited. To purchase reprints o this document, please email clientsupport@orrester.com. For additional reproduction and usage inormation, see Forrester’s Citation Policy located at www.orrester.com. Inormation is
based on best available resources. Opinions refect judgment at the time and are subject to change.
Fr Vedr Strateg Prfessas
ExEcUTiVE SUMMARy
Platorm-as-a-service (PaaS) oerings represent a critical space within the broader cloud ecosystem, as
they provide the linkage between application platorms and underlying cloud inrastructures. In order
to build a viable cloud market strategy, vendor strategists o independent soware vendors (ISVs) and
tech service providers need to understand their partnership opportunities in this area. In this report, we
outline how Forrester’s 149-criteria evaluation o 10 PaaS vendors can be used to determine the best
partner choices. Our research unveils that salesorce.com, because o its comprehensive PaaS eaturesand strong vision and strategy, represents the top choice or ISVs. For service providers, we see strong
perormances o Cordys, LongJump, Microso, salesorce.com, and WorkXpress, which support multiple
deployment and business models. Although PaaS overall is still in the early stages o its evolution with
lots o potential risks or buyers, without a strong set o PaaS choices, vendor strategy proessionals will
struggle to make a sae inrastructure bet or their SaaS application platorms or local ecosystems.
TAblE o F conTEn TSPaaS: Te Ke To Ulock Cloud Computi’s
Power
PaaS: A Immature Market Wit AFrameted Vedor Ladscape
PlatormAsAService Evaluatio Overview
PaaS: Te ISV Parter Sceario
PaaS: Te Service Provider Parter Sceario
Vedor Profles
Supplemetal Material
noTES & RESoURcESFrrester duted a-ased evauats Ju ad August, 2010 wth 10 vedrmpaes: casp, crds, Gge, lgJump,Mrsft, orageSape, saesfre.m, TSftware, WaveMaker, ad Wrkxpress. Wedd update tervews durg Jauar 2011.Frrester tervewed 22 ustmers uder
dt f amt.
Related Researc Documets
“ The Frrester Wave™: Patfrm-As-A-Serve Fr
App Dev Ad Dever Prs, Q2 2011”
Ma 19, 2011
“Patfrm-As-A-Serve Market Szg”
Ju 13, 2009
“Patfrm-As-A-Serve is Here: Hw T Sft
Thrugh The opts”
Apr 1, 2009
Frrester’s Patfrm-As-A-Serve Referee
Arhteture
Feruar 20, 2009
Ma 19, 2011 | Updated: Jue 2, 2011
The Frrester Wave™: Patfrm-As-A-Serve Fr VedrStrateg Prfessas, Q2 2011idetfg The best Parter ches Fr iSVs Ad Serve Prvdersb Stea Ried, P.D. ad Jo R. Rmer
wth Pasa Matzke, Adrew Magare, Assa Aders, ad Mrsaw lsserma
2
4
6
8
11
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2
PAAS: ThE KEy TO UnLOCK CLOUD COMPUTIng’S POWER
Cloud computing is exciting or ISVs and service providers because it oers instant access to
resources or development and testing; deployment in minutes; easy, even automatic, scaling
up and down; and pay-or-what-you-use pricing. Strategy proessionals on the ISV side need to
evaluate whether their next-generation soware-as-a-service application is only based on a cloud
inrastructure or will actually leverage pre-integrated components o a platorm-as-a-service
oering or ecient application development and rapid deployment. Service providers also see an
emerging opportunity to consider PaaS platorms as a new alternative to established middleware
stacks or the deployment o custom applications they create on behal o their clients. Many PaaS
technology stacks are only oered as a service by the original vendor and could be connected and
combined to existing inrastructure. However, some PaaS technology stacks are also available as
licensed soware stacks and can be operated by local service providers or upcoming cloud providers.
Tis is why platorm-as-a-service (PaaS) is so important. With good PaaS products, vendor strategy pros will quickly gain cloud’s benets. Without good PaaS products, cloud development is simply
too dicult, and the benets o cloud will fow slowly, i at all, to a broad range o shops.
PaaS Defed
Forrester denes platorm-as-a-service as:
A complete application platform for multitenant cloud environments that includes development
tools, runtime, and administration and management tools and services. PaaS combines an
application platform with managed cloud infrastructure services.
PaaS Provides Accelerated TimeToMarket For Vedors — I It Is Complete Eou
Te key value to soware vendors o PaaS is obviously the ability to ocus on the business application
and not on platorm technologies. Tis is especially relevant or ISVs that want to bring a soware-
as-a-service (SaaS) application to the market.1 Business requirements need a ast turnaround into
a continuous fow o eatures and releases. Most SaaS applications that have been on the market
or a long time use a proprietary platorm stack and do not leverage a general-purpose PaaS stack.
Meanwhile, most new SaaS applications leverage at least an IaaS or even one o the PaaS oerings
evaluated in this report. Salesorce.com is the only original SaaS vendor to clearly separate its
platorm rom the original CRM application. Tis puts salesorce.com in the PaaS category in
addition to its presence in the SaaS CRM vendor space.
Despite all the enthusiasm around PaaS, there are still potential risks and shortcomings ISVs and
service providers will have to take into account:
· Smaller ISVs cannot aord a re-implementation — migration is key.Many PaaS stacks
achieve an amazing eciency or application development, the required multitenant capacities,
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and the manageability in the cloud by introducing new development paradigms. Smaller
vendors are not able to rewrite their existing application in a new programming language or
to re-create an existing database without reusing existing SQL schema. Leading platorms like
salesorce.com’s Force.com realized this challenge and the operations o standard Java (Spring)applications or Ruby applications in addition to a disruptive development paradigm. Tis allows
ISVs to migrate existing apps aster and combine them with new development based on the new
paradigm and capability o the PaaS platorm.
· Platorm vendor lock-in is a major concern. Te deployment o a SaaS application on a
specic PaaS platorm is a lietime bet in most cases. As the category o PaaS matures over the
next several years, Forrester expects more interoperability between the leading PaaS providers.
However, the possibility to port an application written or one PaaS into another vendor’s
oering is ar in the uture.
· PaaS should help ISVs make money. Te time-to-value chain or SaaS applications is beyond
the technical ability to develop and deploy business applications in a multitenant mode. ISVs
need support to bring their apps to the market with an app store and many other horizontal
PaaS services like billing and SLA management.
· Completeness means time-to-market advantage.Te more complete a PaaS oering is, the
less time the ISV needs to invest on its own. Strategically, the benets o completeness confict
with the lock-in concern, i the PaaS components are not based on industry standards. Figure 1
gives an overview o the ideal set o components provided by a PaaS service (see Figure 1).
Forrester’s reerence architecture also contains services important to application development anddelivery proessionals, such as corporate developers. For an analysis o how the PaaS market satises
the requirements o that audience, see “Te Forrester Wave™: Platorm-As-A-Service For App Dev
And Delivery Pros, Q2 2011.”2
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Fiure 1 Frrester’s Patfrm-As-A-Serve Referee Arhteture
Source: Forrester Research, Inc.56295
SaaS ISV
Browser onlyNo clientfootprint
Localintegration
hubLegacy/cloud
integration(optional)
Traditional appplatform: “coded”
business logic;application
server — DBMS
Subscriber
Multitenant platform
SaaS applicationProvided by the ISV
Application-components-as-a-service
Application components providedby OEM supplier
Web 2.0 UIUser interface
framework
Model platformBPMS, BRMS,
CEP, BI
Integration platformMediation of SaaS components
and legacy interactionESB — MDM — metadata
Application platform“Coded” business logic
Application server — DBMS
SaaS security framework
Infrastructure options:
• Hosted by PaaS provider
• Provisioned by scale-out clouds
• Licensed to “private clouds”
SaaS application
Subscriberportal
Subscription orpurchasing of functionality
Usermanagement
Orchestrationof multiple
SaaS apps
Congureintegration of legacy apps,data, metadata,master data
SLA reporting
Providerportal
Marketing
Pricing
Contracting
Billing
SaaS ALM
(versioning,testing,
deployment)
SLAmanagement
Provisioning
SaaS migration
PaaS sandbox
Single-tenant
dev.test
PaaSIDE
PAAS: An IMMATURE MARKET WITh A FRAgMEnTED VEnDOR LAnDSCAPE
Te PaaS market is a sprawling, ast-changing, and immature market. Most PaaS vendors are small,
and even big vendors like Google and Microso have incomplete, new products. Salesorce.com has
the most mature PaaS, but it just acquired an entirely new PaaS product (Heroku) whose t into the
portolio and strategy isn’t at all clear.
Developers vote with their dollars and energy, and both our data and continuing conversationswith clients suggest they are not yet voting or any PaaS products. Google App Engine, Microso’s
Windows Azure, and salesorce.com’s Force.com get attention and adoption, but many ISVs preer
either to work with inrastructure-as-a-service options led by Amazon Web Services or to postpone
development in the cloud. Forrester expects ISVs and service providers to shi to PaaS as the
available options improve.
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Te PaaS market’s immaturity is also evident in the relatively low scores registered by many o the
vendors in our Forrester Wave analyses. Whereas many Forrester Waves have our or more Leaders,
ours only has two.
Te Four Major PaaS Cateories
Part o the problem customers have with the PaaS choices is the lack o a clear denition or the
category. Dozens o vendors call their products “PaaS,” despite huge industry disagreements about
the denition o a PaaS.
Tere are our major categories o products labeled as PaaS (see Figure 2):
· Integrated development environment (IDE) with cloud deployment is a hybrid approach.
Te largest category o PaaS products seeks to introduce cloud deployment without changing
amiliar development environments. Te idea is that developers working in Eclipse or VisualStudio will work as they always have, but when deploying, they provide the additional
inormation needed to deploy their applications into a cloud. Developers create code on their
local machines but deploy it to a remote cloud data center.
· Cloud IDEs place all development in the cloud. In contrast, cloud IDEs oer browser-based
development environments aimed at coders who execute in a cloud data center. Developers
code in a remote cloud data center and deploy to that cloud data center as well. Te cloud IDEs
are similar in unction but not the same as amiliar Eclipse-based IDEs and Visual Studio.
· PaaS or business experts provides powerul new approaches. Several o the PaaS options
target business experts, not “coders.” Tey do so with innovative and powerul new tools orcreating applications without coding. Some ISVs and service providers will nd these products
attractive alternatives to IDEs because they speed delivery o new applications.
· IDE-neutral cloud runtime solves hal the development problem.Some products labeled
as PaaS don’t provide development tools at all. Rather, these products provide a platorm
to manage deployment o applications into cloud data centers and the ongoing scaling and
management o those applications. Developers can use the development tools o their choice
within the constraints set by the environment. Te biggest constraint: Most o these PaaS
products today support only one programming language. Tese products don’t t Forrester’s
denition o PaaS, which requires the vendor to provide a complete platorm.
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Fiure 2 Fur categres of PaaS Prduts
Source: Forrester Research, Inc.56295
Cloud IDE PaaS for business experts
IDE with cloud deployment
• salesf orce.com
• Servoy
• Tibco Software
• Vaakya
• VMware
• WaveMaker
• WSO2
• Appian
• LongJump
• Magic Software
• Microsof t
• NetSuite
• OutSystems
• Herok u
• Joyent
• Microsof t
• Red Hat
• techcello.com
• VMware
• Amazon
• Appistry
• Apprenda
• CloudBees
• Cloudsof t
• Engine Yard
• GigaSpaces
• Appian
• Cordys
• Intuit• salesf orce.com
• TrackVia
• WOLF Frameworks
• Caspio
• Cordys
• IS Tools• OrangeScape
• WorkXpress
• Zoho
IDE-neutral cloud runtime
PLATFORM-AS-A-SERVICE EVALUATIOn OVERVIEW
o assess the state o the PaaS market and see how the vendors stack up against each other, Forrester
evaluated the strengths and weaknesses o top PaaS vendors. We initially selected 11 vendors because:
· Each corresponded to our PaaS denition, including providing a hosting approach or
production deployment.
· Each had a product generally available to customers as o May 30, 2010, when this research began.
· Te collection o vendors represented the most important choices in the market or vendor
strategy proessionals.
Te nal list o 10 vendors and the products we evaluated is shown below (see Figure 3).3
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Fiure 3 Evauated Vedrs: Prdut ifrmat Ad Seet crtera
Source: Forrester Research, Inc.
Vendor
Caspio
Cordys
LongJump
Microsoft
OrangeScape
salesforce.com
Tibco Software
WaveMaker
WorkXpress
Product(s) evaluated
Caspio Bridge
Cordys Process Factory (CPF)*
Cordys Cloud Provisioning (CCP)*
Google App Engine (GAE)
LongJump
Windows Azure
OrangeScape
Force.com
Tibco Silver Product Suite:
Tibco DataSynapse FabricServer
Tibco DataSynapse Federator
Tibco Silver CAP (Composite Application platform)
Tibco Silver BPM
Silver BW
Silver MFT
Tibco Silver Spotre
WaveMaker
WorkXpress
Product version(s)
evaluated
6.95
5.0
4.0
1.4.0
7.1
R3.0.x
3.0.2
2.0
1.0
1.0
1.0
1.0
1.0
6.2.5
2.4
Version
release date(s)
December 2010
December 2010
January 2010
December 2010
September 2010
November 2010
December 2010
December 2010
August 2009
January 2010
May 2010
May 2010
December 2010
December 2010
December 2010
December 2010
December 2010
Vendor selection criteria
Vendors corresponded to our PaaS denition, including providing a hosting approach for productiondeployment.
Vendors had a product generally available to customers as of May 30, 2010, when this research began.
Vendors represented the most important choices in the market for vendor strategy professionals.
*Based on Cordys Business Operations Platform (BOP-4, June 2009)
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Our Evaluatio Criteria Provide A Compreesive View
Aer examining past research, user need assessments, and vendor and expert interviews, we
developed a comprehensive set o evaluation criteria. We evaluated vendors against 149 criteria,
which we grouped into three high-level buckets:
· Current oering. Te current oering criteria measure the eatures provided by the vendor
within its PaaS, addressing architecture, perormance and scaling eatures, application
development tools and services, administration and management acilities, cloud connectivity
services, standards and interoperability eatures, and ISV eatures. Current oering scores are
depicted on the vertical axis o the Forrester Wave diagram. Te evaluation’s current oering
scores do not measure either product perormance or stability and should not be used as a
proxy or benchmark tests.
Our scoring emphasizes eatures to enable PaaS in the public cloud, and this put ibco Sowareat a distinct disadvantage in our evaluations. With its Silver portolio, ibco is primarily
addressing internal or private clouds. Proper evaluation o internal cloud oerings awaits
urther research.
· Strategy. Te strategy criteria assess the vendor’s product road map and corporate strategy, as
well as licensing and support options available or its product. Forrester’s assessments o product
and corporate strategy are subjective; the other scores are based on data. Strategy scores are
depicted on the horizontal axis o the Forrester Wave diagram.
Forrester eliminated pricing and cost criteria or this Forrester Wave, as the range o vendor
capabilities diverged too much to make comparisons meaningul. All o the vendors exceptibco publish their prices on their websites, and so prices are transparent.
· Market presence. Te market presence criteria include the size o the vendor’s employee and
customer bases as well as its sales orce and other channels. Market presence scores determine
the size o the circle surrounding each vendor’s dot on the Forrester Wave diagram. Te
evaluation’s market presence scores do not measure market share and should not be used as a
proxy or such estimates.
PAAS: ThE ISV PARTnER SCEnARIO
Tis analysis answers the question: Which is the best choice or an ISV that ocuses on the creation
o a business application in a SaaS deployment? Application development and ISV services are
weighted relatively high. Administration and platorm management and perormance and reliability
are weighted with less priority here, as this is something that a PaaS provider will deliver as a
managed service and won’t be among the concerns o an ISV. Te evaluation uncovered a market in
which (see Figure 4):
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· Salesorce.com leads the pack with its Force.com oering.ISVs deployed more than 290
native Force.com applications listed on the AppExchange marketplace. More than 700
additional solutions are listed on AppExchange as interacing or certied with the salesorce.
com CRM application. Some native Force.com applications, which are totally unrelated to
the CRM core application, are not listed at all on AppExchange. While many ISVs value the
technical completeness o Force.com, Forrester estimates a similar number are simply leveraging
this platorm because o the strong market momentum around the AppExchange marketplace.
· Cordys, WorkXpress, LongJump, Microsof, and WaveMaker oer competitive options.
While Microso has one the world’s largest ecosystems o developers and ISVs, the Windows
Azure oering is still on its journey to complement the strong inrastructure service with a
complete PaaS unctionality. Te PaaS oerings o Cordys, WorkXpress, and LongJump provide
extremely competitive value or ISVs without existing code that is intended to be migrated into
the PaaS oering. WaveMaker, recently acquired by VMware, will very likely integrate closely with the Spring ramework soon. It is the only open source PaaS oering we evaluated and
provides competitive value or orm and data centric business applications.
· Google, Tibco Sofware, Caspio, and OrangeScape lack competitive ISV PaaS value. While
many o these vendors perorm very well in other weighting views, they provide very limited
value to ISVs looking to create a SaaS oering based on higher-level platorm components.
Google, or example, provides very competitive inrastructure eatures with a unique pricing
model with its Google App Engine. However, ISVs looking or unctionality beyond the scalable
inrastructure might select another oering.
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Fiure 4 Frrester Wave™: Patfrm-As-A-Serve, iSV Sear, Q2 ‘11
Source: Forrester Research, Inc.
Go online to download
the Forrester Wave tool
for more detailed product
evaluations, feature
comparisons, and
customizable rankings.
Risky
Bets Contenders Leaders
Strong
Performers
StrategyWeak Strong
Current
oering
Weak
Strong
Market presence
Caspio
WorkXpressLongJump
TibcoSoftware
salesforce.com
Microsoft
WaveMaker
OrangeScape
Cordys
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Fiure 4 Frrester Wave™: Patfrm-As-A-Serve, iSV Sear, Q2 ‘11 (ct.)
Source: Forrester Research, Inc.
CURRENT OFFERING
Architecture
Performance and reliability
Application development
Administration and management
ISV services
Cloud connectivity
Standards and interoperability
STRATEGY
Product strategy
Partner strategy
Corporate strategy
Financial strength
Go-to-market model
MARKET PRESENCE
Current usage
Services
Employees
Distribution channels
C a s p i o
2.04
3.26
3.75
3.29
2.63
1.25
1.19
0.57
2.73
2.66
2.35
4.45
2.75
2.00
2.33
0.30
4.00
2.50
2.50
F o r r e s t e r ’ s
W e i g h t i n g
50%
15%
5%
20%
5%
30%
10%
15%
50%
35%
15%
15%
10%
25%
0%
25%
25%
25%
25%
C o r d y s
3.15
3.28
3.00
4.05
4.00
2.90
4.55
1.13
3.64
3.60
3.50
3.25
3.00
4.25
3.03
1.60
4.00
3.50
3.00
G o o g l e
2.17
2.56
4.00
2.95
3.00
1.55
0.76
2.05
2.19
2.84
0.10
2.45
3.80
1.75
2.23
1.90
2.00
5.00
0.00
L o n g J u m p
3.35
3.62
3.50
3.65
2.75
3.70
3.65
1.91
3.34
3.16
4.10
3.35
1.80
3.75
2.85
1.90
4.00
2.00
3.50
M i c r o s o f t
2.86
3.22
4.75
3.95
3.50
1.90
1.67
2.93
3.86
4.14
4.80
4.54
4.50
2.25
3.83
2.80
5.00
5.00
2.50
O r a n g e S c a p
e
1.83
2.74
2.50
3.83
2.00
0.25
0.96
1.71
2.94
3.70
1.95
3.11
3.20
2.25
2.03
2.10
2.00
2.00
2.00
s a l e s f o r c e . c o m
3.68
4.22
3.50
3.27
4.25
4.05
4.07
2.59
4.32
5.00
5.00
4.70
4.30
2.75
4.55
4.70
5.00
4.50
4.00
T i b c o S o f t w
a r e
2.26
1.98
3.50
3.39
3.38
0.30
1.96
4.37
1.91
2.16
2.70
1.44
2.85
1.00
2.80
0.70
4.00
4.50
2.00
W a v e M a k e r
2.20
2.28
2.75
3.12
3.25
1.85
1.78
1.38
3.59
3.70
4.30
3.06
3.20
3.50
2.33
0.30
4.00
2.50
2.50
W o r k X p r e s s
3.06
2.84
3.75
2.50
3.13
4.50
3.76
0.41
3.72
4.50
2.80
3.10
2.00
4.25
2.25
2.00
4.00
2.00
1.00
All scores are based on a scale of 0 (weak) to 5 (strong).
PAAS: ThE SERVICE PROVIDER PARTnER SCEnARIO
Tis analysis answers the question: Which is the best choice or service providers that want to
act as a local PaaS provider with the help o a licensed PaaS platorm or or systems integrators
that would like to oer custom developed applications or integration services between corporate
users and the PaaS provider? As these service provider models are quite dierent, we encourage
strategy proessionals to view detailed product evaluations and adapt the criteria weightings tot their individual business model through the Forrester Wave Excel-based vendor comparison
tool.4 However, the average service provider weighting is a good starting point. Te perormance,
reliability, and administration eatures are weighted relatively high in this scenario to support the
hosting on a PaaS stack within existing provider landscapes. Furthermore, the architecture criteria
are weighted high, as they contain the multitenancy and security eatures that are crucial or every
service provider. Te evaluation uncovered a market in which (see Figure 5):
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· Salesorce.com is a Leader in the service provider scenario. Tis result is mainly based on its
strength or these service providers that oer custom application development and individual
integration services between salesorce.com’s applications and on-premises legacy applications.
Service providers that heavily emphasize a value contribution o their own hosting services
obviously may nd salesorce.com less attractive.
· Cordys, Google, Microsof, LongJump, and WorkXpress oer competitive options. Tese
vendors’ PaaS services or licensed PaaS stacks support multiple business models o service
providers and systems integrators. For example, Getronics/KPN is hosting Cordys to oer
customers the mashup o business processes between various cloud and legacy systems.
· WaveMaker, Tibco, Caspio, and OrangeScape lack value or service providers. Some oerings,
like ibco’s Silver, are relatively new on the cloud computing market and are still looking or a
way to transorm their success in other business models to the PaaS and cloud approach.
Fiure 5 Frrester Wave™: Patfrm-As-A-Serve, Serve Prvder Sear, Q2 ‘11
Source: Forrester Research, Inc.
Go online to download
the Forrester Wave tool
for more detailed product
evaluations, feature
comparisons, and
customizable rankings.
RiskyBets Contenders Leaders
StrongPerformers
StrategyWeak Strong
Current
oering
Weak
Strong
Market presence
Caspio Google
Cordys
TibcoSoftware
salesforce.com
WaveMaker
OrangeScape
WorkXpress
LongJump
Microsoft
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Fiure 5 Frrester Wave™: Patfrm-As-A-Serve, Serve Prvder Sear, Q2 ‘11 (ct.)
Source: Forrester Research, Inc.
CURRENT OFFERING
Architecture
Performance and reliability
Application development
Administration and management
ISV services
Cloud connectivity
Standards and interoperability
STRATEGY
Product strategy
Partner strategy
Corporate strategy
Financial strength
Go-to-market model
MARKET PRESENCE
Current usage
Services
Employees
Distribution channels
C a s p i o
2.65
3.44
3.40
3.37
2.17
0.85
1.29
0.07
2.47
0.77
0.80
4.45
2.75
2.00
2.33
0.30
4.00
2.50
2.50
F o r r e s t e r ’ s
W e i g h t i n g
50%
20%
35%
5%
20%
5%
10%
5%
50%
10%
10%
20%
30%
30%
0%
25%
25%
25%
25%
C o r d y s
3.57
3.05
3.60
4.08
3.45
3.40
4.15
4.36
3.09
0.45
2.20
3.56
3.00
4.05
3.03
1.60
4.00
3.50
3.00
G o o g l e
2.65
2.96
3.80
1.90
2.57
1.50
0.42
0.15
2.69
1.58
0.20
3.34
3.80
2.35
2.23
1.90
2.00
5.00
0.00
L o n g J u m p
3.02
3.84
3.60
3.36
1.76
3.70
2.83
0.15
3.52
4.42
2.80
4.14
1.80
4.75
2.85
1.90
4.00
2.00
3.50
M i c r o s o f t
3.16
2.40
4.80
2.28
3.07
2.20
1.51
0.32
3.96
2.88
4.40
4.54
4.50
3.25
3.83
2.80
5.00
5.00
2.50
O r a n g e S c a p
e
1.91
2.81
1.70
3.53
2.11
0.85
0.87
0.50
2.56
0.55
2.50
3.42
3.20
2.05
2.03
2.10
2.00
2.00
2.00
s a l e s f o r c e . c o m
3.41
3.81
3.40
4.41
3.34
4.15
3.50
0.29
4.24
5.00
5.00
4.70
4.30
3.35
4.55
4.70
5.00
4.50
4.00
T i b c o S o f t w
a r e
3.07
2.07
4.20
3.58
2.62
0.50
2.13
4.90
1.56
0.27
1.10
1.35
2.85
1.00
2.80
0.70
4.00
4.50
2.00
W a v e M a k e r
2.11
2.47
2.20
1.96
2.44
1.65
1.68
0.15
3.18
0.55
3.10
3.43
3.20
3.90
2.33
0.30
4.00
2.50
2.50
W o r k X p r e s s
3.10
2.75
3.90
2.42
2.33
4.50
3.69
0.01
3.14
4.50
1.40
3.65
2.00
4.05
2.25
2.00
4.00
2.00
1.00
All scores are based on a scale of 0 (weak) to 5 (strong).
VEnDOR PROFILES
Leaders: A Cloud Powerouse Formed Te Cateor For ISVs
· Salesorce.com. Salesorce.com helped to create the PaaS category, having begun exposing
the platorm underlying its CRM SaaS product years ago. Despite its success as a SaaS vendor,
salesorce.com executives like to say they run an application platorm company. Salesorce.com’s
aggressive investments to expand its Force.com portolio — in late 2010 adding new productsand acquiring Heroku — certainly support that notion. Forrester estimates that salesorce.com
has more than 10,000 accounts using Force.com as a development platorm (as opposed to
using it or extending the salesorce.com applications), perhaps as many as 25,000. Salesorce.
com markets the Force.com portolio through its own eld orce, but hundreds o partners also
promote and extend the platorm.
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Stro Perormers Ad Coteders: Startups, Upstarts, Ad A Sotware goliat
· Cordys. Cordys is the successor company to Baan, once a strong contender in enterprise
resource planning (ERP) soware. Cordys’ primary strategy is to spread its technology through
partnerships with ISVs and service providers, and it has built notable eatures to support
that strategy.5 Cordys’ partnership eorts are just about to show results on a larger scale, and
we expect to see much progress rom Cordys during 2011. Cordys reports having about 500
accounts and more than 100,000 individual “seats.” Tis represents strong progress in a relatively
short period o time.
· LongJump. LongJump also brings extensive experience with packaged applications to its PaaS
endeavors. Te company’s innovations in development tools or multitenant applications give
it a strong product. LongJump also hopes to attract a strong ollowing o ISVs and solutions
providers, but it is just beginning to show results. We expect to see more in 2011. Forrester
estimates that LongJump has at least 100 accounts, perhaps as many as 250.
· Google. Google is also a cloud pioneer; three years ago, it began oering a platorm to
access the substantial resources that run its search service. Google App Engine (GAE) is the
centerpiece o a burgeoning roster o services available or developers at code.google.com.
Google’s initial target was web developers, but in 2010, it expanded into the enterprise market as
well. Google’s customer base is dicult to get a x on, as the service is reely available. Google
reported having 250,000 subscribers (individual developers) during the past 12 months, but the
number could be much higher. Google sells GAE primarily through its web presence but has
begun working with ISVs as well.
•Microsof. Microso got into the PaaS game relatively late — years aer salesorce.com. PaaSis doubly dicult or Microso to embrace: It involves not only new technology but also a
dramatic change in business model. Microso’s progress is impressive; the company reports
having 31,000 customers or its Azure platorm. Microso’s partnering eorts are just beginning
to kick in, as only about 100 o its enormous partner roster have committed to Azure. Te
upcoming Azure appliance, which was not subject to this Forrester Wave evaluation, will oer
an additional option or service providers that want to leverage their own hosting capabilities. It
would have brought Microso clearly into the Leader camp o the service provider model.
· WaveMaker. Tink o WaveMaker as the PowerBuilder o PaaS. Te company’s clever strategy
was to double down on an innovative tool or creating database applications in Java andsupplement that tool with open source Java rameworks to create broader platorms. Te result:
a nice lio in the market, ollowed by acquisition by VMware. WaveMaker reports having
more than 7,000 accounts, and in its short tenure as an independent company, it had signed up
between 10 and 20 commercial ISVs.
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· Caspio. Caspio is the PaaS pioneer you’ve probably never heard o. Te company was ounded
in 2000 and has customers in 40 countries and 2,500 accounts in total. You’ve not encountered
Caspio because the company ocuses on businesspeople, not developers and not ISVs. Caspio’s
reerence customers validated this claim: Tey were businesspeople, not developers. Caspio is
best known or creating interactive, database-driven web applications easily. Caspio has sold
direct through its web presence and word o mouth, but in 2011, it will begin developing a
partner strategy as well.
· WorkXpress. You’ve probably not heard o WorkXpress and denitely not seen anything like
it either. Te company began lie as a solutions house, hiring out to create applications. Te
WorkXpress platorm resulted rom the observation that “there has to be a better way to create
solutions.” WorkXpress is designed to let business experts create very sophisticated applications.
One o the company’s reerence customers was the operations leader or a small manuacturer
who had built an ERP system or his employer while doing his “day job.” WorkXpress sellsdirectly to mostly small enterprises, reports having between 500 and 1,000 accounts, and has
only recently begun to build ISV partnerships.
· OrangeScape. One way to look at OrangeScape: It lls the gap in Google’s strategy or PaaS
aimed at business experts. OrangeScape runs on top o Google’s cloud inrastructure and so
coexists with GAE. OrangeScape also hopes soon to ll the same role on Windows Azure.
OrangeScape’s innovation is its sophisticated spreadsheet-like tool or building application
models. Te company is just getting started, with about 50 accounts and about 30,000 seats.
OrangeScape has a nascent partner program.
· Tibco Sofware. ibco is one o the largest middleware vendors in the industry, and itrecognized the emergence o cloud computing as a new platorm generation early on.6 ibco has
moved relatively quickly to bring its distributed computing technology to the cloud and made
key acquisitions like DataSynapse during 2009 to urther bolster its portolio. ibco’s primary
interest is in beating its main competitors IBM, Oracle, and Soware AG to the market or
internal, or private, clouds. But we expect the company to also develop a public-cloud presence.
ibco is just getting started in PaaS, with ewer than 50 accounts and about 10,000 seats.
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SUPPLEMEnTAL MATERIAL
Olie Resource
Te online versions o Figures 4 and 5 are an Excel-based vendor comparison tool that providesdetailed product evaluations and customizable rankings.
Data Sources Used I Tis Forrester Wave
Forrester used a combination o three data sources to assess the strengths and weaknesses o each
solution:
· Vendor surveys. Forrester surveyed vendors on their capabilities as they relate to the evaluation
criteria. Once we analyzed the completed vendor surveys, we conducted vendor calls where
necessary to gather details o vendor qualications.
· Product demos. We asked vendors to conduct demonstrations o their product’s unctionality. We
used ndings rom these product demos to validate details o each vendor’s product capabilities.
· Customer reerence calls. o validate product and vendor qualications, Forrester also
conducted reerence calls with two o each vendor’s current customers.
Te Forrester Wave Metodolo
We conduct primary research to develop a list o vendors that meet our criteria to be evaluated
in this market. From that initial pool o vendors, we then narrow our nal list. We choose these
vendors based on: 1) product t; 2) customer success; and 3) their representation o important
PaaS approaches. Te number o PaaS choices was too large to t into Forrester’s Wave researchmethodology, so we evaluated a sampling o vendors. Clients should not interpret our decision not to
evaluate a vendor as evidence that we eel that vendor is unworthy o consideration. We eliminated
vendors that have limited customer reerences and products that don’t t the scope o our evaluation.
Aer examining past research, user need assessments, and vendor and expert interviews, we develop
the initial evaluation criteria. Our criteria allowed us to look or explicit developer controls over a
cloud application created with each PaaS. Some o the PaaS options we evaluated don’t have strong
developer controls over conguration, deployment, and management — those vendors hide these
details to simpliy the environment. In our experience, enterprise developers don’t yet trust these
“transparent” approaches — they want controls.
o evaluate the vendors and their products against our set o criteria, we gather details o product
qualications through a combination o lab evaluations, questionnaires, demos, and/or discussions
with client reerences. We send evaluations to the vendors or their review, and we adjust the
evaluations to provide the most accurate view o vendor oerings and strategies.
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We set deault weightings to refect our analysis o the needs o large corporations and like
organizations — and/or other scenarios as outlined in the Forrester Wave document — and then
score the vendors based on a clearly dened scale. Tese deault weightings are intended only as
a starting point, and we encourage readers to adapt the weightings to t their individual needsthrough the Excel-based tool. Te nal scores generate the graphical depiction o the market based
on current oering, strategy, and market presence. Forrester intends to update vendor evaluations
regularly as product capabilities and vendor strategies evolve.
EnDnOTES
1 We’ve explored the dierence between traditional ASP deployment models and SaaS deployment. See the
August 14, 2008, “Forrester’s SaaS Maturity Model” report.
2 For an analysis o how the PaaS market satises the requirements o that audience, see the May 19, 2011,
“Forrester Wave™: Platorm-As-A-Service For App Dev And Delivery Pros, Q2 2011” report.
3 We evaluated Heroku but dropped the product rom our research because our evaluation criteria would
have led to an unair comparison. We designed our criteria to evaluate PaaS products that provide their
own application development tools and services. Heroku provides a PaaS deployment ramework and basic
application services, but it relies on the Ruby ecosystem to provide development tools, rameworks, and
utilities.
4 Please reach out to Forrester’s inquiry service, i you need more explanation on the importance o specic
criteria and guidance how to create a custom Forrester Wave weighting.
5 For more insight on the strategy o Cordys and the turnaround rom the initial go-to-market to the current
partner-ocused approach, see the January 30, 2009, “Te Strategic urnaround: Cordys Repositions oVerticals With An Indirect Sales Model” report.
6 For an overview o the traditional middleware market, including revenues by vendor, see the December 30,
2009, “Market Overview: Te Middleware Soware Market, 2009” report.
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