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<article article-type="research-article" dtd-version="1.3" xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xml:lang="en"><front><journal-meta><journal-id journal-id-type="publisher-id">ecr</journal-id><journal-title-group><journal-title xml:lang="en">Strategic decisions and risk management</journal-title><trans-title-group xml:lang="ru"><trans-title>Стратегические решения и риск-менеджмент</trans-title></trans-title-group></journal-title-group><issn pub-type="ppub">2618-947X</issn><issn pub-type="epub">2618-9984</issn><publisher><publisher-name>Real Economy Publishing House</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="doi">10.17747/2078-8886-2018-1-50-57</article-id><article-id custom-type="elpub" pub-id-type="custom">ecr-751</article-id><article-categories><subj-group subj-group-type="heading"><subject>Research Article</subject></subj-group><subj-group subj-group-type="section-heading" xml:lang="ru"><subject>Статьи</subject></subj-group></article-categories><title-group><article-title>Cloud services: incentives of users to adaptation</article-title><trans-title-group xml:lang="ru"><trans-title>Облачные сервисы: стимулы пользователей к адаптации</trans-title></trans-title-group></title-group><contrib-group><contrib contrib-type="author" corresp="yes"><name-alternatives><name name-style="eastern" xml:lang="ru"><surname>Курятников</surname><given-names>А. Б.</given-names></name><name name-style="western" xml:lang="en"><surname>Kuryatnikov</surname><given-names>A. B.</given-names></name></name-alternatives><bio xml:lang="ru"><p>К.т.н., заместитель генерального директора по науке и развитию АО «Гознак». Область научных интересов: управление исследованиями и разработками, корпоративные инновационные системы, инновационная стратегия компаний, создание и распространение нового продукта</p></bio><bio xml:lang="en"><p>Ph.D. in Technical Sciences, Deputy General Director for Science and DevelopmentJSC “Goznak”. Research interests: research and development management, corporate innovation systems, innovative strategy of companies, creation and distribution of a new product</p></bio><email xlink:type="simple">Kuryatnikov_A_B@goznak.ru</email><xref ref-type="aff" rid="aff-1"/></contrib><contrib contrib-type="author" corresp="yes"><name-alternatives><name name-style="eastern" xml:lang="ru"><surname>Орлова</surname><given-names>Л. С.</given-names></name><name name-style="western" xml:lang="en"><surname>Orlova</surname><given-names>L. S.</given-names></name></name-alternatives><bio xml:lang="ru"><p>Аспирантка Департамента менеджмента ФГОБУ ВО «Финансовый университет при Правительстве Российской Федерации». Область научных интересов: стратегический менеджмент, распространение инноваций, инновационная стратегия компаний</p></bio><bio xml:lang="en"><p>Postgraduate student of the Management Department at the FGOBU VO “Financial University under the Government of the Russian Federation”. Research interests: strategic management, dissemination of innovations, innovative strategy of companies</p></bio><email xlink:type="simple">LSOrlova2017@edu.fa.ru</email><xref ref-type="aff" rid="aff-2"/></contrib></contrib-group><aff-alternatives id="aff-1"><aff xml:lang="ru"><institution>АО «Гознак»</institution><country>Россия</country></aff><aff xml:lang="en"><institution>JSC “Goznak”</institution><country>Russian Federation</country></aff></aff-alternatives><aff-alternatives id="aff-2"><aff xml:lang="ru"><institution>ФГОБУ ВО «Финансовый университет при Правительстве Российской Федерации»</institution><country>Россия</country></aff><aff xml:lang="en"><institution>FGOBU VO “Financial University under the Government of the Russian Federation”</institution><country>Russian Federation</country></aff></aff-alternatives><pub-date pub-type="collection"><year>2018</year></pub-date><pub-date pub-type="epub"><day>23</day><month>05</month><year>2018</year></pub-date><volume>0</volume><issue>1</issue><fpage>50</fpage><lpage>57</lpage><permissions><copyright-statement>Copyright &amp;#x00A9; Kuryatnikov A.B., Orlova L.S., 2018</copyright-statement><copyright-year>2018</copyright-year><copyright-holder xml:lang="ru">Курятников А.Б., Орлова Л.С.</copyright-holder><copyright-holder xml:lang="en">Kuryatnikov A.B., Orlova L.S.</copyright-holder><license license-type="creative-commons-attribution" xlink:href="https://creativecommons.org/licenses/by/4.0/" xlink:type="simple"><license-p>This work is licensed under a Creative Commons Attribution 4.0 License.</license-p></license></permissions><self-uri xlink:href="https://www.jsdrm.ru/jour/article/view/751">https://www.jsdrm.ru/jour/article/view/751</self-uri><abstract><p>Information technologies influence a place and competitiveness of the companies on the international scene. Сloud technologies take root practically in all branches of economy both in state and in the private sphere the advanced information technologies. The essence of cloud technologies consists in granting to end users of remote dynamic access to services, computing resources and appendices (including operating systems and infrastructure) on the Internet. The purposes of this work are: the analysis of speed of distribution of cloudy technologies in the Russian Federation and the world; definition of drivers of development and distribution barriers in the Russian market; development prospects of cloud-based technology and proposing measures s for stimulating their development . Survey of representatives of the companies participating of the market of cloud services was conducted for the analysis of the factors influencing distribution of cloud services in Russia. The factors influencing the direction development prospects of cloud-based technology are defined by the factorial analysis of answers of respondents in the SPSS program. Based on the results of the survey, the forecasted values of the development of the cloud services market were made. The infrastructure, economic, marketing factors promoting advance of cloud services in the Russian market are revealed as a result of the conducted research. The factors interfering growth of the market of cloud technologies are legal, social and economic, technological and marketing. Tools were developed for stimulation of distribution of cloud services on the basis of the received results. On the basis of the obtained results, it can be concluded that in order to preserve sustainable development, it is expedient to specialize companies for the production of one type of products or in a particular industry. Also it is recommended to develop products for public sector, providers of cloud services only started mastering this sphere. If other information technologies are usually offered to customers through IT directors, then cloud products should be promoted by addressing directly to directors of companies or other representatives distributing the budget.</p></abstract><trans-abstract xml:lang="ru"><p>Информационные технологии все больше влияют на место и конкурентоспособность компаний на международной арене. Практически во всех отраслях экономики как в государственной, так и в частной сфере внедряются передовые информационные технологии, в том числе облачные технологии. Суть облачных технологий заключается в предоставлении конечным пользователям удаленного динамического доступа к услугам, вычислительным ресурсам и приложениям (включая операционные системы и инфраструктуру) через интернет. Целями данной работы являются: анализ скорости распространения облачных технологий в РФ и мире; определение драйверов развития и барьеров распространения на российском рынке; выявление перспектив развития облачных технологий и предложение мер по стимулированию распространения облачных технологий.Для анализа факторов, влияющих на распространение облачных сервисов в России, был проведен опрос представителей компаний – участников рынка облачных услуг. С помощью факторного анализа ответов респондентов в программе SPSS определены факторы, влияющие на направление развития рынка облачных технологий. Исходя из результатов опроса были сделаны прогнозные значения развития рынка облачных сервисов.В результате исследования выявлены инфраструктурные, экономические, маркетинговые факторы, способствующие продвижению облачных сервисов на российском рынке. Факторы, препятствующие росту рынка облачных технологий, – правовые, социально-экономические, технологические и маркетинговые. Были разработаны инструменты для стимулирования распространения облачных сервисов.На основе полученных результатов можно сделать вывод, что для сохранения устойчивого развития целесообразна специализация компаний по выпуску продукции одного вида или в конкретной отрасли. Также рекомендуется разрабатывать продукты для государственного сектора, эту сферу провайдеры облачных услуг только начали осваивать. Если другие информационные технологии обычно предлагаются клиентам через IT-директоров, то облачные продукты стоит продвигать, обращаясь напрямую к директорам компаний или другим представителям, распределяющим бюджет.</p></trans-abstract><kwd-group xml:lang="ru"><kwd>облачные технологии</kwd><kwd>облачные сервисы</kwd><kwd>факторный анализ</kwd><kwd>технологии</kwd><kwd>скорость распространения технологий</kwd><kwd>диффузия инноваций</kwd></kwd-group><kwd-group xml:lang="en"><kwd>cloudservices</kwd><kwd>cloudtechnologies</kwd><kwd>factoranalysis</kwd><kwd>technologyspreadrate</kwd><kwd>diffusionofinnovation</kwd></kwd-group></article-meta></front><body><sec><title>INTRODUCTION</title><p>Information technologies are increasingly affecting the place and competitiveness of companies in the international field [Trachuk A., Linder N., Antonov D., 2014]. AU sectors of economy both state and private sectors, advanced information technologies are introducing, including cloud technologies. Their dissemination became possible thanks to the revolutionary development of its development - increasing the bandwidth of existing communication channels, inventing wireless data transmission technologies, increasing productivity, reducing the size and power consumption of computing equipment [Trachuk A., Linder N., 2017 г]. This allowed us to offer numerous computing services in the form of a network.</p><p>Cloud technologies provide remote dynamic access to computing resources and applications (including operating systems and infrastructure) over the Internet. There are many services based on cloud computing on different technologies, and there is no doubt that they will develop further, which is linked to the relevance of this topic of research.</p><p>The article deals with analysis of the factors influencing the distribution of cloud technologies, recommendations for encouraging the propagation of cloud services in the Russian market. The theoretical part deals with the concept and main types of cloud technologies, types of cloud services. The empirical part is devoted to the cloud technologies market peculiarities in Russia and analysis of the propagation speed. The variants of the practical use of the obtained research results are described.</p></sec><sec><title>DEVELOPMENT OF IT AND CLOUD TECHNOLOGIES</title><p>The metaphorical concept of "cloud" means a large range of resources, including computer hardware and software, to which easy access is provided via the Internet. The notion of "cloud services" appeared in 2006 [cloud computing, 2010] and has not yet received a generally accepted definition [Koniukhovsky R, Kuznetsova A., 2015; Trachuk A., Linder N., 2015a], The US National Institute of Standards and Technology (NIST) definition of cloud computing is commonly used throughout the ICT industry: Cloud computing is a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (e.g. networks, servers, storage, applications and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction. [Badger L., BersteinD., BohnR. etal., 2011].</p><p>Other definitions have appeared due to expansion of the research range in the field of cloud services:</p><p>Previously, companies had to purchase licensed software and infrastructure. The innovation of cloud technologies is provided by introduction of IT resources in the form of a service. Cloud technologies increase business agility by providing infrastructures, platforms and applications as services. The user is provided with the optimal configuration of services and the creation of an infrastructure that will help to solve effectively economic problems. The user pays only for the volume of the service that he used, which greatly increases the efficiency of using the software in terms of costs. Cloud technologies have the following characteristics:</p><p>Conditions for providing cloud services:</p><p>There are several models of its service depending on the needs of users:</p><p>However, new models appeared on the market due to the development and popularization of cloud technologies:</p><p>All cloud services according to the types of workload can be divided into several groups:</p><p>In 2016, the total costs of consumers and companies on public clouds amounted to $ 209.2 billion in comparison with $ 175 billion in 2015 (an increase of 16.5%) [Gartner, 2016]. For comparison: in 2016, the world IT market as a whole increased only by 0.6%.</p><p>In the global market, IaaS solutions sales increased by 56%, to $ 25.3 billion, which contributes to growing demand for IT infrastructure services to the cloud and high-performance workloads like artificial intelligence, the Internet of things and analytics.</p><p>A good growth rate (23%) showed also the SaaS segment in 2016, which amounted to 38.6 billion dollars. It is expected that in the coming years this type of cloud services will account for more than two-thirds of the total market in monetary tenns. The experts explain the dominance of the SaaS segment by the fact that the main demand in the public cloud market is concentrated around the applications. In the PaaS and cloud storage segments, the fastest growth is observed due to the increasing popularity of Big Data analytics and Internet services for developers. The implementation of decisions PaaS’s decisions brought 7.2 billion dollars In 2016 against 3.8 billion dollars a year earlier.</p><p>According to various estimates, the Russian cloud services market is increasing by 20-35% per year in ruble tenns. Fonester Russia’s analysts concluded that the domestic cloud market, as well as the world market, will grow faster than the IT market as a whole, and by 2020 its volume will be 48 billion rubles. [Kolesov A., 2017].</p><p>The structure of cloud sales in Russia differs from the global picture: the largest market share (58.9%) belongs to the SaaS model, IaaS and PaaS are 37.2% and 3.9%. The reason is the underdevelopment of small businesses, which is the main consumer of SaaS. According to statistical reports [SimmonE., 2018], the share of Russian companies with "cloud" technologies does not exceed 20%, which detennines the relevance of this study.</p></sec><sec><title>FACTORS AFFECTING PROPAGATION SPEED OF CLOUD TECHNOLOGIES</title><p>There is only a limited number of studies on the factors affecting the speed of distribution and adoption of electronic technologies, especially cloud services, which are not yet sufficiently researched (Table 1). In our opinion, further empirical studies on factors influencing t introduction of electronic technologies in the context of cloud services are needed.</p></sec><sec><title>RESEARCH METHODOLOGY</title><p>In order to analyze the factors affecting the distribution of cloud services in Russia, 75 representatives of companies - participants of the cloud services market - were interviewed. There are system integrators (29%), developers of cloud services (48%), client companies (23%) (Table 2) among Companies’ representatives.</p><p>The interview touched on such issues:</p><p>The mathematical forecast of market development is a very difficult task. The largest advisory agencies are building their forecasts on the premises.</p><p>There are serious differences in the methodologies, since the concept of "cloud technologies" has not been developed.</p><p> </p><table-wrap id="table-1"><caption><p>Table 1</p><p>Analysis of factors of adoption and dissemination of electronic technologies in the commercial sector</p></caption><table><tbody><tr><th>Contribution</th><th>Research method</th><th>Research issue</th><th>Research focus</th></tr><tr><td>Mn H., Galle w. P. 2003</td><td>Questionnaire, Survey</td><td>Company size, industry and a limited set of advantages and disadvantages</td><td>Internet, exchange of electronic data</td></tr><tr><td>Davila5A., GuptaM., PalmerR., 2003</td><td>Survey</td><td>Barriers and benefits of introduction</td><td>Introduction of e-procurement by 168 American companies</td></tr><tr><td>Henriksen H. Z., Mahnke V., Hansen J. M., 2004</td><td>Questionnaire, Survey</td><td>Company size and a limited set of advantages</td><td>Electronic Auction</td></tr><tr><td>Muffato M., PayaroA., 2004</td><td>Case-study</td><td>Advantages of e-procurement</td><td>Electronic Business Models</td></tr><tr><td>Kothari T., Hu c., Roehl w. S., 2005</td><td>Survey</td><td>Applicability of e-procurement in the hotels’ sphere</td><td>Introduction of e-procurement in the hotels’ sphere</td></tr><tr><td>Eadie R., Perena S., Heaney G. et al., 2007</td><td>Questionnaire, Survey</td><td>Possible advantages and organizational characteristics</td><td>Electronic Markets</td></tr><tr><td>Teo H. H., wei Κ. K., Benbasat I., 2009</td><td>Questionnaire, Survey</td><td>A set of possible benefits and organizational characteristics</td><td>Electronic purchases via the Internet</td></tr><tr><td>Gunasekaran, A., McGaughey R. E., Ngai E. w. T. et al., 2009</td><td>Survey</td><td>Identified barriers, critical success factors and identified advantages of electronic procurement of Hong Kong companies</td><td>Implementation of e-procurement</td></tr><tr><td>TrachukA., LinderN., 20176</td><td>Regression</td><td>Factors affecting the distribution of e-business tools, propagation speed</td><td>Distribution of e-business tools in the Russian industry</td></tr><tr><td>PogosyanA., 2016</td><td>Simulation modeling</td><td>Factors affecting propagation of electronic payments</td><td>Distribution of electronic payment services</td></tr><tr><td>TrachukA., LinderN., 2017</td><td>Literature review</td><td>Factors of new mobile services adoptions by companies in the network of propagation and consumers</td><td>Distribution of mobile services on the markets of consumers and companies in the propagation network</td></tr><tr><td>TrachukA., Kornilov G., 2013</td><td>Survey</td><td>Factors of electronic payments propagation</td><td>Peculiarities of Russian propagation</td></tr><tr><td>Trachuk A
Golembi-ovsky D., 2012</td><td>The Bass Model</td><td>Factors contributing to non-cash payments propagation</td><td>Peculiarities of the Russian market’ non­cash payments</td></tr><tr><td>Alexa S.,
Volodin Yu,.2017</td><td>Literature review, Survey</td><td>Factors contributing to the promotion of mobile applications</td><td>Peculiarities of the withdrawal and evaluation of mobile applications promotion on the Russian market</td></tr><tr><td>Khasanov A. TrachukA., 2016</td><td>Literature review, empirical study</td><td>Factors contributing to the promotion of mobile applications</td><td>Features of mobile applications propagation on the Russian market</td></tr></tbody></table></table-wrap><p>The main factors , which will contribute to the development of the cloud technologies market and barriers that could prevent further propagation in the next few years, have been identified. In order to conduct factor analysis all respondents were sent a questionnaire in which it was necessary to assess the importance of the factor from "0" = "does not affect" to "7" = "main driver / barrier". The respondents' answers were subjected to factor analysis in the SPSS program.</p><p>The factor analysis allows you to divide an array of variables into a small number of groups, which are called factors.</p><p>The data are grouped according to the following principle:</p><p>The value of the correlation coefficient, close to zero, indicates a low degree of interrelation. Anegative value indicates the existence of an inverse relationship. A value close to -I indicates a strong inverse relationship.</p></sec><sec><title>RESEARCH RESULTS</title><p>The factor analysis allowed classifying the growth factors of cloud services market in the next 3 years, as well as barriers that will lead to zero growth rate in subsequent years.</p><p>Also, the estimation of model factors description completeness was carried out with the help of Kaiser—Meyer— Olkin valid when test value is more than 0.5. This requirement is met in our study and it shows acceptability of the constructed factor model (Table 3).</p><p> </p><table-wrap id="table-2"><caption><p>Table 2 Distribution of respondents</p></caption><table><tbody><tr><th>Characteristic</th><th>Amount of respondents</th><th>Share in sample, %</th><th>Distribution according to work focus area of company</th></tr><tr><th>System integrator</th><th>Developer</th><th>Client</th></tr><tr><td>Gender</td></tr><tr><td>Male</td><td>45</td><td>60</td><td>13</td><td>22</td><td>10</td></tr><tr><td>Female</td><td>30</td><td>40</td><td>9</td><td>14</td><td>7</td></tr><tr><td>Company seniority</td></tr><tr><td>l-3years</td><td>19</td><td>25.33</td><td>6</td><td>8</td><td>5</td></tr><tr><td>4—7 years</td><td>33</td><td>44.00</td><td>10</td><td>18</td><td>5</td></tr><tr><td>7-10 years</td><td>13</td><td>17.33</td><td>4</td><td>6</td><td>3</td></tr><tr><td>More than 10 years</td><td>10</td><td>13.33</td><td>2</td><td>4</td><td>4</td></tr><tr><td>Level of hold position</td></tr><tr><td>Specialist and senior specialist of unit</td><td>27</td><td>36</td><td>7</td><td>15</td><td>5</td></tr><tr><td>Manager of unit</td><td>15</td><td>20</td><td>6</td><td>7</td><td>2</td></tr><tr><td>Flead of unit</td><td>22</td><td>29.33</td><td>4</td><td>8</td><td>10</td></tr><tr><td>Flead of department</td><td>11</td><td>14.67</td><td>5</td><td>6</td><td>0</td></tr></tbody></table></table-wrap><p> </p><table-wrap id="table-3"><caption><p>Table 3 KMO and Bartlett's test</p></caption><table><tbody><tr><th>Indicator</th><th>Analysis 1</th><th>Analysis 2</th></tr><tr><td>Kaiser—Meyer— Olkin's Test</td><td>0.614</td><td>0.647</td></tr><tr><td>Bartlett's test of sphericity: an approximate chi-square Bartlett's test</td><td>527.154
0.000</td><td>450.458
0.000</td></tr></tbody></table></table-wrap><p>The Bartlett’s test examines the hypothesis whereby there is no correlation dependence between variables involved in factor analysis. The significance of the Bartlett’s test (0.000) indicates that the initial hypothesis can be rejected with an error probability of 0.000. It is incorrect. Correlations exist between variables of the original array and it is possible to group them in accordance with tightness of the correlation.</p><p>We can conclude that the initial data of our example is suitable for carrying out factor analysis due to the study results.</p><p>So next we should analyze the correlation matrices of the two models in order to trace the interrelations between the coefficients. The number of components is determined by calculating the characteristic numbers. The values of the characteristic numbers are indicated in the second column of Table 4. In this case, the condition is set: the value of the characteristic numbers must be more than one. The maximum value of the factor model components is 3 for cases in which the given index exceeds unity. So the optimal number of groups (factors) is 3 in the factor model.</p><p> </p><table-wrap id="table-4"><caption><p>Table 4</p><p>Initial eigenvalues of factors, contributing to the propagation of cloud services</p></caption><table><tbody><tr><th>component</th><th>Total</th><th>Dispersion
%</th><th>Total
percentage</th></tr><tr><td>I </td><td>4.724</td><td>42.948</td><td>42.948</td></tr><tr><td>2 </td><td>1.709</td><td>15.539</td><td>58.487</td></tr><tr><td>3 </td><td>1.324</td><td>12.033</td><td>70.520</td></tr><tr><td>4 </td><td>0.861</td><td>7.831</td><td>78.350</td></tr><tr><td>5 </td><td>0.756</td><td>6.872</td><td>85.222</td></tr><tr><td>6 </td><td>0.569</td><td>5.174</td><td>90.396</td></tr><tr><td>7 </td><td>0.380</td><td>3.454</td><td>93.850</td></tr><tr><td>8 </td><td>0.342</td><td>3.113</td><td>96.963</td></tr><tr><td>9 </td><td>0.156</td><td>1.415</td><td>98.377</td></tr><tr><td>10 </td><td>0.130</td><td>1.178</td><td>99.556</td></tr><tr><td>11 </td><td>0.049</td><td>0.444</td><td>100.000</td></tr></tbody></table></table-wrap><p>The fourth column of Table 4 shows the percentage of information stored in the process of grouping the original array of variables using the factor model. Approximately 70.5% is a good indicator.</p><p>Table. 5 shows the correlation coefficients that characterize relationships between variables of the original data array and e components of the constructed factor model (factors). According to the general rule of factor analysis, variables of the source array that have the closest relationship (the highest value of the correlation coefficient) to the given component of the factor model are assembled into one group (under one factor). On the basis of these data, the variables of the initial array are grouped and presented in Table 6. The factor analysis of barriers that lead to zero growth rate is carried out similarly.</p><p>It is necessary to determine the number of groups in which these factors can be divided as it was done in previous analysis.</p><p> </p><table-wrap id="table-5"><caption><p>Table 5</p><p>Rotated matrix of components - factors contributing to the propagation of cloud services</p></caption><table><tbody><tr><th>Indicator</th><th>Component</th></tr><tr><th>1</th><th>2</th><th>3</th></tr><tr><td>Awareness
Competition
Perfection
Budget cut
Act on Custody
Overcoming of trust problem
Complications
Development of new technologies
Currency exchange rate
Import substitution</td><td>0.255
- 0.192
0.709
- 0.261
0.723
0.045
0.733
0.790
- 0.031
0.674</td><td>- 0.040
0.862
- 0.084
0.426
- 0.046
-  0.242
-   0.478
0.027
0.900
-  0.338</td><td>0.886
- 0.174
0.528
- 0.489
0.327
0.807
- 0.092
0.211
- 0.030
0.002</td></tr></tbody></table></table-wrap><p> </p><table-wrap id="table-6"><caption><p>Table 6</p><p>Grouping of source array variables according to the revealed correlation coefficients</p></caption><table><tbody><tr><th>Variables</th><th>Coeffcients</th></tr><tr><td>Infrastructure components</td></tr><tr><td>Improvement of Federal Law [Federal Law 2014]
Complications
Development of new technologies
Import substitution</td><td>0.709
0.723
0.733
0.790</td></tr><tr><td>Economical components</td></tr><tr><td>Competition
Cuts in the IT- budget
Currency rate increase</td><td>0.862
0.426
0.900</td></tr><tr><td>Marketing components</td></tr><tr><td>Awareness
Social Signal
Overcoming of trustproblem</td><td>0.886
0.341
0.807</td></tr></tbody></table></table-wrap><p>The optimal number of groups (factors) in the model describing the barriers to the spread of cloud services is also 3.</p><p>The initial array of variables using the factor mode I in the process of grouping and approximately 73.3% of information is stored, which is a good indicator (Tables 7, 8). The grouping of variables of original array is shown in Table 9.</p></sec><sec><title>CONCLUSIONS AND PRACTICAL APPLICATION OFTHE RESULTS</title><p>Thus, it is possible to distinguish infrastructural, economic, marketing factors that help to promote cloud services in the Russian market (Table 10).</p><p>There are some difficulties for cloud services growth:</p><p>о legislation: some requirements of the law [Federal Law of 2006] complicate the development of cloud technologies in Russia and prevent penetration of European companies into our market in particular; о the lack of up-to-date legal documents regulating dependent relations between provider and client;</p><p>о lack of law enforcement practice of the already existing regulatory framework;</p><p>о The reluctance of CIOs to lose control. Usually, CIOs give an impetus to the development of technology persuade CFOs to try something new from what is offered high-tech markets. in high-tech markets in high-tech markets. The situation is exactly the opposite in the cloud service market. The acquisition of cloud services allows the company to reduce staff and budget of the IT department and to reduce the company's dependence on the IT department. CIOs no longer dispose of new equipment purchase, which means they lose some of power and opportunity to get a "kickback" from suppliers for purchasing equipment. Thus, the use of cloud technologies also leads to financial losses of IT-departments directors;</p><p>о Slow adaptation of large software manufactures price policy to the cloud model, which in the future can make the purchase of cloud services inexpedient;</p><p>о Lack of qualified specialists.</p><p>о Own IT infrastructure. Acquisition of its own data center is expensive, companies have to wait until it pays off; о Compatibility with the current IT infrastructure;</p><p> </p><table-wrap id="table-7"><caption><p>Table 7</p><p>Analysis of barriers of cloud technologies propagation</p></caption><table><tbody><tr><th>Component</th><th>Total</th><th>Dispersion %</th><th>Total percentage</th></tr><tr><td>1</td><td>4.388</td><td>43.878</td><td>43.878</td></tr><tr><td>2</td><td>1.709</td><td>17.090</td><td>60.968</td></tr><tr><td>3</td><td>1.231</td><td>12.315</td><td>73.282</td></tr><tr><td>4</td><td>0.756</td><td>7.564</td><td>80.846</td></tr><tr><td>5</td><td>0.606</td><td>6.061</td><td>86.907</td></tr><tr><td>6</td><td>0.553</td><td>5.533</td><td>92.440</td></tr><tr><td>7</td><td>0.349</td><td>3.493</td><td>95.933</td></tr><tr><td>8</td><td>0.190</td><td>1.902</td><td>97.835</td></tr><tr><td>9</td><td>0.148</td><td>1.479</td><td>99.314</td></tr><tr><td>10</td><td>0.069</td><td>0.686</td><td>100.000</td></tr></tbody></table></table-wrap><p> </p><table-wrap id="table-8"><caption><p>Table 8 Rotated Component Matrix</p></caption><table><tbody><tr><th>Indicator</th><th>Component </th></tr><tr><th>1</th><th>2</th><th>3</th></tr><tr><td>Current legislation</td><td>-0.135</td><td>0.787</td><td>0.445</td></tr><tr><td>Lack of specialists</td><td>0.859</td><td>- 0.107</td><td>- 0.204</td></tr><tr><td>Insecurity of data</td><td>- 0.051</td><td>0.265</td><td>0.900</td></tr><tr><td>Own infrastructure</td><td>- 0.323</td><td>0.157</td><td>0.725</td></tr><tr><td>Lack of practice</td><td>- 0.067</td><td>0.662</td><td>0.357</td></tr><tr><td>Resistance of IT Directors</td><td>0.452</td><td>- 0.310</td><td>- 0.435</td></tr><tr><td>Adaptation of prices</td><td>0.911</td><td>- 0.034</td><td>0.013</td></tr><tr><td>Incompatibility</td><td>- 0.254</td><td>0.094</td><td>0.785</td></tr><tr><td>Lack of awareness</td><td>- 0.517</td><td>0.733</td><td>- 0.160</td></tr><tr><td>Lack of standards</td><td> </td><td> </td><td> </td></tr><tr><td>Service Level Agreement</td><td>- 0.024</td><td>0.863</td><td>0.111</td></tr></tbody></table></table-wrap><p>The stimulation of cloud services propagation could be made with the help of:</p><p>These recommendations can be applied by companies operating in the Russian cloud technology market, to maintain sustainable development in the period of the forthcoming stagnation, obtaining stable competitive advantages and increasing its own market share.</p><p> </p><table-wrap id="table-9"><caption><p>Table 9</p><p>Grouping of source array variables in accordance with the revealed correlation coefficients</p></caption><table><tbody><tr><th>Variable</th><th>Correlation coefficient</th></tr><tr><td>Social and economical components</td></tr><tr><td>Lack of specialists Resistance of IT-directors Adaptation of prices</td><td>0.859
0.452
0.911</td></tr><tr><td>Legal components</td></tr><tr><td>Current legislation
Lack of practice
Lack of awareness
Lack of Service Level Agreement</td><td>0.787
0.662
0.733
0.863</td></tr><tr><td>Technological components</td></tr><tr><td>Insecurity of data Own infrastructure Incompatibility</td><td>0.900
0.725
0.785</td></tr></tbody></table></table-wrap><p> </p><table-wrap id="table-10"><caption><p>Table 10</p><p>Factors contributing to the cloud services propagation</p></caption><table><tbody><tr><th>Infrastructure factors</th><th>Economic factors</th><th>Marketing factors</th></tr><tr><th>Technological</th><th>Legal</th></tr><tr><td>*      tendency of information volumes increase and complexity
*      development of intelligent solutions of a new generation: machine learning systems, predictive analytics, Big Data
*   improving cloud solutions for business</td><td>*      Federal law July 21, 2014 № 242ФЗ
*      import substitution requirement for foreign products</td><td>•       Growing competition of modern business
•       Cut of the IT-budget due to the crisis
•       Growth of dollar and euro, so company start to change hosting from foreign into Russian</td><td>*      Company leaders knows better about the benefits of cloud services
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