普华永道-关于移动行业的趋势分析-ppt.pptx

普华永道-关于移动行业的趋势分析_ppt,Agenda,Context,Key issues for China Mobile,The Communications Enterprise Solution Architecture,(,CESA),Customer Relationship Management(CRM),About PricewaterhouseCoopers,Context,China Mobile facing growing competition from both Unicom and China Telecom,CMCCs billing and IT infrastructure are inadequate to sustain competitive advantage,Large scale and rapid IT infrastructure development is required,CMCC has requested PricewaterhouseCoopers assistance in building a worldclass IT infrastructure,We are the undisputed leaders in this area worldwide,and have unique delivery capabilities in China,Key Issues for China Mobile,Key Trends in Mobile Telecoms,Average Revenue Per Subscriber is declining.,keeping EBITDA margins flat,USA Cellular EBITDA%,1998-2002,Source:DLJ,Note:This data represents results for a“typical”cellular company,The value of mobile voice services has peaked.Much of the value growth in the US is now substitutive,Mobile voice is maturing,ARPU,Penetration,*Sonera is re-branded Telecom Finland Mobile,It is thought that data services will ultimately fill this“value gap”,with mobile devices becoming the ECommerce“tool of choice”for most consumers,In the US,mobile valuations generally exceed cash generation by a significant margin,Voice,Services,Other,70%,100%,%Mobile,Value,FMC,Substitution,Data/Broadband,Investors believe that the introduction of mobile data technologies will create significant new opportunities.,Asia-Japan,Hong Kong,Taiwan,and Singapore-portend to be leaders in the introduction of mobile data applications,Data,9.6-14.5 kbps,SMS,HSCSD,GPRS,115.2 kbps,EDGE,WCDMA,384 kbps-2,Mbps,Data,9.6,SMS,CDPD,19.2 kbps,CDPD,GPRS,57.6-115.2,kbps,136+,115.2-384,kbps,WCDMA,384 kbps-3,Mbps,Information Broadcast:Weather;banking;news;stocks,File transfer;download,Info access:Intranet access:WWW access;always“on”line;Mobile ISP;image transfer,Info access;Intranet,access;real time apps;,interactive sessions,1998,1999-2000,2000-01,2001-02,Wireless multimedia,voice,video,multimedia applications,M-commerce,2002+,GSM,TDMA,PDC,Data,28.8 kbps,SMS,WCDMA,384 kbps-3,Mbps,Projections of WAP,Cellular Subs,and Internet Subs Growth,-,200,000,000,400,000,000,600,000,000,800,000,000,1,000,000,000,1,200,000,000,1,400,000,000,1996,1997,1998,1999,2000,2001,2002,2003,2004,2005,Projected,Cellular Subscribers,Projected PCs Connected to theInternet,(Dataquest 10/98),Projected WAP Handsets,Many believe that Internet access will move to the“handset”,Mobile data will enable myriad new service opportunities,Consumer,Business,Other,Information Services,Entertainment,Games,Banking,E-Commerce,E-mail,Video telephony,Personal navigation,Internet access,Database search,Corporate databases,Email,File transfer,Intranet access,Internet access,Vehicle navigation,Video telephony,Specialist products,:,Telemetry,Machine monitoring,Navigation&logistics products,Alternative products,:,Return channels for broadcast technologies,Wireless homes,Mobile data will create a new value chain for mobile operators,The combination of multiple services and segments will lead to the development of a complex new value chain that combines content,transport and solutions,Activities,Customer,Traditional Mobile Value Chain,Network,Management,Service,Provision,Network planning,Network construction,Network operation,Sales and marketing,Billing,Customer care,Activities,Customer,Content,Production,distribution and aggregation of content,Editors,Magazines,On-Line,and Portals,Core and access transmission of data,Internet backbone providers,Access providers(e.g.GSM and UMTS),Transport,Solutions,Hardware and software solutions enabling the products to be used,Smartphones,PDAs and Internet browsers;Corporate Intranet software,Examples,Future Mobile Value Chain,transport and access will become“low value”commodities.,In the,consumer market,as the network becomes unbundled,value creation will migrate to either content or solutions,Consumers,CONTENT,SERVICE,CREATION,INTEGRATION,MOBILE,TERMINALS,TRANSPORT,Value Added Service,Provider,ACCESS,Transport,Solutions,Content,Operator,Media,Portals,owning a network will not be essential for participation in the mobile consumer market.,In the,corporate market,mobile operators may lose direct customer access,Solution providers are poised to capture a majority of the value.,IT,Fixed Telecoms,Mobile Telecoms,Corporate,Today,Corporate,Mobile,Telecoms,Corporate,IT,Solution Providers,Fixed,Telecoms,The Future,MNC,Large National,SME,Personal,Household,Content,Transport,Solutions,Most existing mobile operators are not well-positioned except in the traditional personal segment,Poorly Positioned,Moderately Positioned,Well-Positioned,Customer,Segments,Personal,Corporate,GSM,(TDMA/CDMA),GSM,GPRS,DECT,Other,UMTS,EDGE,GMPCS,Country X,Country Y,This may lead to a“mobile network break-up”,This“break up”is consistent with what has happened in fixed line services.,Key Near-Term Success Factors,Key Issues for China Mobile,Identify,develop,and retain target customers through on-going segmentation and analysis,Secure existing revenues through revenue integrity measures,Become customer centric,and begin to develop a Customer Management System,Switch fixed to variable costs through outsourcing,Optimise the business portfolio to capture and invest in new revenues streams,In PwCs experience,5 strategic imperatives are common to developing mobile operators,1.Segment the Customer Base,Understanding the true profitability of customers is essential to get full value from the current customer base,Typical Customer Profitability Distribution,Segmentation variables:,customer type,needs/usage patterns,service complexity,location,costs vs revenues,Unprofitable,Marginally Profitable,Highly Profitable,Promotions,product development,marketing,pricing,sales and support should focus on finding,acquiring,retaining and enhancing profitable customer segments,#of Customers,2.Create a Customer-Centred Organisation,To create“winning”services for customers,operators increasingly build Customer Management(CMS)Systems to collect,analyze,and use customer information and perform increasingly sophisticated segmentation exercises,Transaction,Data,Database,Marketing,System,Customer Acquisition,Direct Marketing,Customer Management,Telephone,Personal,Computer,Mail,Internet,Planning/Create MID,Brokers/branches/dealers,Touch Points,Analysis Areas,Financial Management,Other Systems,Demographics,Communications,History,Psychographics,Data Sources,2.Creating a Customer Centered Organisation,11.38,12.16,11.23,5.24,3.07,12.57,13.48,12.67,5.9,3.43,13.89,14.94,14.3,6.64,3.83,15.35,16.56,16.12,7.48,4.29,16.96,18.36,18.19,0.84,4.79,0,10,20,30,40,50,60,1998,1999,2000,2001,2002,Market Management,Order Management,Network Management,Source:The Yankee Group,1998,Customer Management,Business Management,$Bn,Spending by telecom operators on Customer Management Systems is approaching US$20 billion annually,2.Creating a Customer-Centered Organisation,Audit,Customer Ops.,Corporate&,Large Accts.,Customer,Operations,Consumer,and SME,Customer,Operations,New Media,Customer,Operations,Internet,COO,Customer,Operations,Engineering,&Network,Construction,Network,Operations&,Maintenance,Chief,Information,Officer(IT),Chief,Technical,Officer,Finance,Procurement,Admin,Legal,Investor,Relations,Revenue,Assurance,Real Estate,Chief,Financial,Officer,Strategic,Planning,Human,Resources,Corporate,Communications,Carrier Relations,&Reg.Affairs,Risk,Management,Chief Executive,Officer,Board of Directors,The organisation needs to be structured around key customer and product groups,with accountabilities across all customer facing functions,Current,Revenues,Lost Revenues:,Lost call records,Poor test phase control,Delayed billing,Inaccurate rating/discounting,Inadequate credit control,Excessive aged debt,Ineffective fraud prevention,Action to enhance revenue integrity will flow through immediately to the bottom line,3.Secure existing revenues,Many mobile businesses are losing revenues already earned because of flaws in their systems and processes,Exchange,Files overwritten before collection,Files lost/incomplete or corrupted,Inadequate information for billing,Valid data rejected,Data not transferred on a timely basis,Revenue leakage points can occur anywhere in the end to end revenue lifecycle and can cause poor quality of customer service,loss of reputation,etc.,3.Secure existing revenues,Billing and pricing revenue leakages will cause even greater problems with the mobile data since billing and pricing will become more complex,Typical revenue leakage problems.,Billing and Pricing,Incorrect prices set-up,Inconsistent prices on different pricing engines,Incorrect/incomplete customer data,Incorrect discount information,Loss of call records,3.Secure all existing revenues,US Cellular Operator,US IXC,Asian Cellular Operator,ISSUE,Inaccurate,interconnection,charges,Incorrect rating,tables in billing,system,Inadequate,revenue integrity,SOLUTION,Process review,and changes,Billing accuracy,assessment,Diagnostic review,RESULT,$2 million,annualised,savings,$7 million,annualised,underbillings,Revenue integrity,framework in place,giving enhanced shareholder value,improved customer service and better focus on high risk areas,Examples,Revenue diagnostic tools can identify leakages.Stemming revenue,leakages can add 5-10%to annual revenues at minimal additional cost,4.Switch fixed to variable costs,Outsourcing,sub-contracting,and co-operation with other organisations can replace fixed costs with more flexible variable costs.,Activities that can be outsourced include:,Market research,Advertising and promotion,Sales channel management,IT management,Payroll processing,Facilities management,Network design and construction,Fleet management,Fixed costs,Break-even,Contribution,Margin,1.Dispose of non-core“value destroying”businesses,2.Reorganise core business,-de layer,-simplify and focus,3.Obtain greater value from under-utilised non-core assets,e.g.land,4.Outsource non-strategic processes and activities,Four Step Strategic Review,Illustrative,Value creating operations,Value destroying operations,Current portfolio value,Potential portfolio value,+ve,-ve,$,5.Optimise the business portfolio,Management should seek to continually fine-tune the business portfolio and reinvest to create new value,Assumptions and Next Steps,Key Issues for China Mobile,Looking Forward,PwC has the following assumptions about CMCCs,future operation:,CMCCs business will get increasingly complex as a result of growth,competition,technological change,and market change,Significant performance improvement will be required to sustain shareholder value,Competency in new service creation,mobile data,and customer management will be required for sustainable,long-term leadership,Strong partnerships and alliances will be critical to success,CESA,An Enterprise-Wide Solution from PwC For Communications Business Growth,Value Drivers for a Telecom Company,The Seven Principal Value Drivers:,Operating Profit Margin,Revenue Growth,Working Capital,Competitive Advantage Period,Cash Tax Paid,Capital Expenditure,Cost of Capital,Critical Issues that Affect the Value Drivers,Time to market,Efficient,technically advanced network,Attracting&Keeping,Profitable Customer,Brand Differentiation,Channel Distribution,Financing,Revenue Growth,Operating Profit Margin,Cash Tax Paid,Working Capital,Capital Expenditure,Cost of Capital,Competitive Advantage Period,Our Response to the Top 6 Critical Issues,Response,Proven Organisational and Business Process Templates,Pre-integrated System Solution,Proven Implementation Process,Pre-Evaluated Best-in-Class Technology,Vendors and Applications,Investment Geared to Business Growth,Integrated Customer Care Focus to Minimise Churn and Maximise Revenue Return,Scaleable Low-Risk Solution,Leading Edge but Based on Proven Technology,Integrated Performance Measurement Framework,A One-Stop-Shop Communications Enterprise Solution,Critical Issues,Time to market,Efficient,technically advanced network,Attracting&Keeping,Profitable Customers,Brand Differentiation,Financing,Channel Distribution,Revenue Growth,Operating Profit Margin,Cash Tax Paid,Working Capital,Capital Expenditure,Cost of Capital,Competitive Advantage Period,Which Responses Resolve Which Critical Issues?,Time to Market,Attracting and Keeping Profitable Customers,Financing,Efficient,Technically Advanced Network,Brand Differentiation,Channel Distribution,Proven Organisational and Business Process Templates,Pre-integrated System Solution,Proven Implementation Process,Best-in-Class Solutions,Investment Geared to Business Growth,Integrated Customer Care,Scaleable Low-Risk Solution,Leading Edge but Proven Technology,Integrated Performance Measurement,Critical Issues,Responses,Typical Communications Business Development Phases,Phase,Phase 1-Launch,Single Solution Procured,Rapid Deployment Required,Phase 2-Growth,System Capacity and Performance Constraints,Diverse Applications Implemented,Phase 3-Replacement,System Becomes Uneconomic to Continue to Scale and Enhance,Replacement Systems Selected and Commissioned,Phase 4-Integration,Large-scale Integration and Re-Engineering Required to deliver Business Synergy,Phase 5-Support 4-Integration,Upgrades,ongoing,maintenance(in-house),Issue,Raise Capital,Profit,per,subscriber,Cash,Flow,Return,on,investment,Differentiation,The CESA Solution and Its Impact on the Business Development Phases,CESA Development,Phases,Phase 1-Launch,Integrated solution procured,Rapid deployment,Phase 2-Growth,Utilize additional features of system,Scale hardware,Additional licenses procured,More sophisticated performance measurement deployed,Phase 3-Support,Upgrades,on-going maintenance supported by vendor partners,Phase,1,Phase,2,Phase,3,Phase,4,$,Typical Investment,CESA Investment,Phase,5,Typical Development Phases,Phase 1-Launch,Single Solution Procured,Rapid Deployment Required,Phase 2-Growth,System Capacity and Performance Constraints,Diverse Applications Implemented,Phase 3-Replacement,System Becomes Uneconomic to Continue to Scale and Enhance,Replacement Systems Selected and Commissioned,Phase 4-Integration,Large-scale Integration and Re-Engineering Required to deliver Business Synergy,Phase 5-Support,Upgrades,ongoing maintenance(in-house),A Complete Enterprise Architecture for Communications Businesses,Reference Data Model,Best-in-Class Product Set,Data,Warehouse,Data Model,Current,Systems,Pre-,Integrated,for,Quick,Start,Interface,Definition,Organizational Build and Business Process Model,Implementation Service,Integrated Performance Measurement Framework,Pre-integrated System Solution,Organizational Build and Business Process Model,=In Scope,Customer Value Chain,Market,Identification,Product,Management,Marketing,Sales,Service,Delivery,Service,Assurance,Billing,Contact,Management,MI,PM,MA,SS,SD,SA,BI,CC,Network Management Value Chain,Plan,Network,Design,Network,Construct/,Configure,Network,Servic