Results Supplier Satisfaction Survey 2018 released

Initiated by EuroCIO more than 100 CIO’s from Europe participated the second edtion of the Supplier Satasfaction Surey. The CIO Platform Nederland enabeled the survey. The most important problematic practices with SAP, Oracle, Microsoft and Google are highlighted in this news item. Based on these results, meetings with these vendors will be scheduled in 2019.

Increase of dissatisfaction
The results of EuroCIO’s Supplier Satisfaction Survey contain a ‘wake-up call’ to the major vendors: SAP, Oracle, Microsoft, IBM, Salesforce, Google and Amazon. Revealing a substantial and increasing level of dissatisfaction among CIO’s/business users with the vendors’ pricing strategies and inflexible licensing /contract management models. These vendors dominate the market, but score low on flexibility and user satisfaction, and users criticise their commercial practices. 

Slow down Cloud adoption 
The survey reveals a slowdown in cloud adoption and deployment. About 20% of the client base of the main cloud providers are opting to scale down their cloud-based services. Furthermore, recent changes in pricing models generate additional licensing costs and are forcing CIOs/business users to investigate exit strategies. Use cases are being analysed in order to guide EuroCIO members with alternatives from open source application platforms.

SAP
The new business and license model and indirect access approach, receives the most mentions for problematic practices. The new “non-human”-metric (Indirect/Digital Access) is a major aggravation, as it generates cost increases linked to unbalanced and non-transparent conversion rules. It also shows the lack of a clear definition for new metrics. VOICE, the German CIO Network, has filed a complaint with the Bundeskartelamt regarding SAP’s new license model for indirect usage. 

Oracle 

• Theinflexible and non-transparent contracts, the lack of customer engagement and hostile audits are again the most often mentioned frustrations for the CIO’s.
• The absence of clear guidance on Oracle processor metrics calculation when deploying virtualisation makes it nearly impossible to accurately calculate costs.
• The change in Oracle’s Java license policy came as an unpleasant surprise to the CIO’s/business users. The vendor introduced a "dual licensing" policy with a new open-source freemium version released every six months for developers (short cycle), and longer-term commercial licenses (3-year LTS) with support for business customers. The financial impact of these pricing policy changes for large corporate, results into significant higher costs.

 Microsoft

• The foremost criticism for Microsoftis that the vendor doesn't offer clients adequate tools to control their capacity and costs in the Azure Cloud, making it impossible for users to accurately forecast and control the amount of money they spend.
• Microsoft announced last summer that all purchase orders will be handled through the new platform. By 2021, all on-premise products and services will be in the Cloud platform catalogue. On-premise solutions are already discouraged by higher pricing. With the new licensing-per-core model, yearly costs can increase by 50%.
• Another grievance is that in Microsoft Azure EA, downscaling is not an option: customers must commit to a certain capacity. As a result, contrary to the ‘cloud promise’ of easy up- and downscaling and ‘pay per use’, flexibility is non-existent.

Google
Google scores lowest on data protection/data ownership according to the CIOs that took part in the survey.

Share exit strategy
Many of these practices are textbook examples of the impact on customers of overwhelming market power in the hands of one or very few supplier(s), combined with prohibitively high costs for changing supplier. Many of the incumbent, major software vendors show signs of monopolistic behaviour. Although the cloud market is now more competitive with a broader range of vendors,  some of the fast-growing ‘new kids on this block’ are trying the same tactics, or, alternatively, are bought by incumbents and brought in line with their market domination policies.

On the other hand, the higher costs of remaining with the existing vendor strengthens the business case for transferring to another supplier. By sharing experiences on how to exit from major vendors, we can held each other to reduce transfer costs.

Political agenda
The results and the trends were discussed in September 2018 with the European Commission’s DG Competition. EuroCIO has requested that these vendor practices must be added to the political agenda, and that an approach to the lack of alternatives needs to be further investigated.  

EuroCIO is available to speak with vendors individually to analyse their own position in the market in the domains of services, quality, delivery, customer engagement and license /contract management practices. 

This is a news item from the website of EuroCIO.