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.

©2014 IDC #247480 1

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

technology media, research, and events company.

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