普华永道关于移动行业的分析.ppt

,AnIntegratedApproachtoBilling,CallCenterandCustomerRelationshipManagementADiscussionDocumentAugust31,2000,2,Agenda,ContextKeyissuesforChinaMobileTheCommunicationsEnterpriseSolutionArchitecture(CESA)CustomerRelationshipManagement(CRM)AboutPricewaterhouseCoopers,3,Context,ChinaMobilefacinggrowingcompetitionfrombothUnicomandChinaTelecomCMCCsbillingandITinfrastructureareinadequatetosustaincompetitiveadvantageLargescaleandrapidITinfrastructuredevelopmentisrequiredCMCChasrequestedPricewaterhouseCoopersassistanceinbuildingaworldclassITinfrastructureWearetheundisputedleadersinthisareaworldwide,andhaveuniquedeliverycapabilitiesinChina,4,KeyIssuesforChinaMobile,KeyTrendsinMobileTelecoms,5,AverageRevenuePerSubscriberisdeclining.,keepingEBITDAmarginsflat,Thevalueofmobilevoiceserviceshaspeaked.MuchofthevaluegrowthintheUSisnowsubstitutive,Mobilevoiceismaturing,ARPU,Penetration,*Soneraisre-brandedTelecomFinlandMobile,6,Itisthoughtthatdataserviceswillultimatelyfillthis“valuegap”,withmobiledevicesbecomingtheECommerce“toolofchoice”formostconsumers,IntheUS,mobilevaluationsgenerallyexceedcashgenerationbyasignificantmargin,VoiceServices,Other,70%,100%,%MobileValue,FMC,Substitution,Data/Broadband,7,Investorsbelievethattheintroductionofmobiledatatechnologieswillcreatesignificantnewopportunities.,Asia-Japan,HongKong,Taiwan,andSingapore-portendtobeleadersintheintroductionofmobiledataapplications,Data9.6-14.5kbps,SMS,HSCSD,GPRS115.2kbps,EDGE,WCDMA384kbps-2Mbps,Data9.6,SMS,CDPD19.2kbps,CDPD,GPRS57.6-115.2kbps,136+115.2-384kbps,WCDMA384kbps-3Mbps,InformationBroadcast:Weather;banking;news;stocks,Filetransfer;download,Infoaccess:Intranetaccess:WWWaccess;always“on”line;MobileISP;imagetransfer,Infoaccess;Intranetaccess;realtimeapps;,interactivesessions,1998,1999-2000,2000-01,2001-02,Wirelessmultimedia,voice,video,multimediaapplications,M-commerce,2002+,Data28.8kbps,SMS,WCDMA384kbps-3Mbps,8,ProjectionsofWAP,CellularSubs,andInternetSubsGrowth,-,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,ProjectedCellularSubscribers,ProjectedPCsConnectedtotheInternet(Dataquest10/98),ProjectedWAPHandsets,ManybelievethatInternetaccesswillmovetothe“handset”,9,Mobiledatawillenablemyriadnewserviceopportunities,Consumer,Business,Other,InformationServicesEntertainmentGamesBankingE-CommerceE-mailVideotelephonyPersonalnavigationInternetaccess,DatabasesearchCorporatedatabasesEmailFiletransferIntranetaccessInternetaccessVehiclenavigationVideotelephony,Specialistproducts:TelemetryMachinemonitoringNavigationCorporateIntranetsoftware,Examples,FutureMobileValueChain,11,transportandaccesswillbecome“lowvalue”commodities.,Intheconsumermarket,asthenetworkbecomesunbundled,valuecreationwillmigratetoeithercontentorsolutions,Consumers,CONTENT,SERVICECREATION,INTEGRATION,MOBILETERMINALS,TRANSPORT,ValueAddedServiceProvider,ACCESS,Transport,Solutions,Content,Operator,Media,Portals,owninganetworkwillnotbeessentialforparticipationinthemobileconsumermarket.,12,Inthecorporatemarket,mobileoperatorsmaylosedirectcustomeraccess,Solutionprovidersarepoisedtocaptureamajorityofthevalue.,IT,FixedTelecoms,MobileTelecoms,Corporate,Today,Corporate,MobileTelecoms,Corporate,IT,SolutionProviders,FixedTelecoms,TheFuture,13,MNCLargeNationalSMEPersonalHousehold,Content,Transport,Solutions,Mostexistingmobileoperatorsarenotwell-positionedexceptinthetraditionalpersonalsegment,PoorlyPositioned,ModeratelyPositioned,Well-Positioned,CustomerSegments,14,Personal,Corporate,GSM(TDMA/CDMA),GSMGPRSDECTOther,UMTSEDGEGMPCS,CountryXCountryY,Thismayleadtoa“mobilenetworkbreak-up”,This“breakup”isconsistentwithwhathashappenedinfixedlineservices.,15,KeyNear-TermSuccessFactors,KeyIssuesforChinaMobile,16,Identify,develop,andretaintargetcustomersthroughon-goingsegmentationandanalysisSecureexistingrevenuesthroughrevenueintegritymeasuresBecomecustomercentric,andbegintodevelopaCustomerManagementSystemSwitchfixedtovariablecoststhroughoutsourcingOptimisethebusinessportfoliotocaptureandinvestinnewrevenuesstreams,InPwCsexperience,5strategicimperativesarecommontodevelopingmobileoperators,17,1.SegmenttheCustomerBase,Understandingthetrueprofitabilityofcustomersisessentialtogetfullvaluefromthecurrentcustomerbase,TypicalCustomerProfitabilityDistribution,Segmentationvariables:customertypeneeds/usagepatternsservicecomplexitylocationcostsvsrevenues,Unprofitable,MarginallyProfitable,HighlyProfitable,Promotions,productdevelopment,marketing,pricing,salesandsupportshouldfocusonfinding,acquiring,retainingandenhancingprofitablecustomersegments,#ofCustomers,18,2.CreateaCustomer-CentredOrganisation,Tocreate“winning”servicesforcustomers,operatorsincreasinglybuildCustomerManagement(CMS)Systemstocollect,analyze,andusecustomerinformationandperformincreasinglysophisticatedsegmentationexercises,TransactionData,DatabaseMarketingSystem,CustomerAcquisition,DirectMarketing,CustomerManagement,Telephone,PersonalComputer,Mail,Internet,Planning/CreateMID,Brokers/branches/dealers,TouchPoints,AnalysisAreas,FinancialManagement,OtherSystems,Demographics,CommunicationsHistory,Psychographics,DataSources,19,2.CreatingaCustomerCenteredOrganisation,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,MarketManagement,OrderManagement,NetworkManagement,Source:TheYankeeGroup,1998,CustomerManagement,BusinessManagement,$Bn,SpendingbytelecomoperatorsonCustomerManagementSystemsisapproachingUS$20billionannually,20,2.CreatingaCustomer-CenteredOrganisation,Audit,CustomerOps.,Corporate&,LargeAccts.,Customer,Operations,Consumer,andSME,Customer,Operations,NewMedia,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,RealEstate,Chief,Financial,Officer,Strategic,Planning,Human,Resources,Corporate,Communications,CarrierRelations,&Reg.Affairs,Risk,Management,ChiefExecutiveOfficer,BoardofDirectors,Theorganisationneedstobestructuredaroundkeycustomerandproductgroups,withaccountabilitiesacrossallcustomerfacingfunctions,21,CurrentRevenues,LostRevenues:LostcallrecordsPoortestphasecontrolDelayedbillingInaccuraterating/discountingInadequatecreditcontrolExcessiveageddebtIneffectivefraudprevention,Actiontoenhancerevenueintegritywillflowthroughimmediatelytothebottomline,3.Secureexistingrevenues,Manymobilebusinessesarelosingrevenuesalreadyearnedbecauseofflawsintheirsystemsandprocesses,22,ExchangeFilesoverwrittenbeforecollectionFileslost/incompleteorcorruptedInadequateinformationforbillingValiddatarejectedDatanottransferredonatimelybasis,Revenueleakagepointscanoccuranywhereintheendtoendrevenuelifecycleandcancausepoorqualityofcustomerservice,lossofreputation,etc.,3.Secureexistingrevenues,Billingandpricingrevenueleakageswillcauseevengreaterproblemswiththemobiledatasincebillingandpricingwillbecomemorecomplex,Typicalrevenueleakageproblems.,BillingandPricingIncorrectpricesset-upInconsistentpricesondifferentpricingenginesIncorrect/incompletecustomerdataIncorrectdiscountinformationLossofcallrecords,23,3.Secureallexistingrevenues,USCellularOperator,USIXC,AsianCellularOperator,ISSUE,Inaccurateinterconnectioncharges,Incorrectratingtablesinbillingsystem,Inadequaterevenueintegrity,SOLUTION,Processreviewandchanges,Billingaccuracyassessment,Diagnosticreview,RESULT,$2millionannualisedsavings,$7millionannualisedunderbillings,Revenueintegrityframeworkinplace,givingenhancedshareholdervalue,improvedcustomerserviceandbetterfocusonhighriskareas,Examples,Revenuediagnostictoolscanidentifyleakages.Stemmingrevenueleakagescanadd5-10%toannualrevenuesatminimaladditionalcost,24,4.Switchfixedtovariablecosts,Outsourcing,sub-contracting,andco-operationwithotherorganisationscanreplacefixedcostswithmoreflexiblevariablecosts.,Activitiesthatcanbeoutsourcedinclude:MarketresearchAdvertisingandpromotionSaleschannelmanagementITmanagementPayrollprocessingFacilitiesmanagementNetworkdesignandconstructionFleetmanagement,Fixedcosts,Break-even,ContributionMargin,25,1.Disposeofnon-core“valuedestroying”businesses,2.Reorganisecorebusiness-delayer-simplifyandfocus,3.Obtaingreatervaluefromunder-utilisednon-coreassets,e.g.land,4.Outsourcenon-strategicprocessesandactivities,FourStepStrategicReview,Illustrative,Valuecreatingoperations,Valuedestroyingoperations,Currentportfoliovalue,Potentialportfoliovalue,+ve,-ve,$,5.Optimisethebusinessportfolio,Managementshouldseektocontinuallyfine-tunethebusinessportfolioandreinvesttocreatenewvalue,26,AssumptionsandNextSteps,KeyIssuesforChinaMobile,27,LookingForward,PwChasthefollowingassumptionsaboutCMCCsfutureoperation:,CMCCsbusinesswillgetincreasinglycomplexasaresultofgrowth,competition,technologicalchange,andmarketchangeSignificantperformanceimprovementwillberequiredtosustainshareholdervalueCompetencyinnewservicecreation,mobiledata,andcustomermanagementwillberequiredforsustainable,long-termleadershipStrongpartnershipsandallianceswillbecriticaltosuccess,28,CESA,AnEnterprise-WideSolutionfromPwCForCommunicationsBusinessGrowth,29,ValueDriversforaTelecomCompany,TheSevenPrincipalValueDrivers:,OperatingProfitMargin,RevenueGrowth,WorkingCapital,CompetitiveAdvantagePeriod,CashTaxPaid,CapitalExpenditure,CostofCapital,30,CriticalIssuesthatAffecttheValueDrivers,Timetomarket,Efficient,technicallyadvancednetwork,Attracting&KeepingProfitableCustomer,BrandDifferentiation,ChannelDistribution,Financing,RevenueGrowthOperatingProfitMarginCashTaxPaidWorkingCapitalCapitalExpenditureCostofCapitalCompetitiveAdvantagePeriod,31,OurResponsetotheTop6CriticalIssues,Response,ProvenOrganisationalandBusinessProcessTemplatesPre-integratedSystemSolutionProvenImplementationProcessPre-EvaluatedBest-in-ClassTechnology,VendorsandApplicationsInvestmentGearedtoBusinessGrowthIntegratedCustomerCareFocustoMinimiseChurnandMaximiseRevenueReturnScaleableLow-RiskSolutionLeadingEdgebutBasedonProvenTechnologyIntegratedPerformanceMeasurementFramework,AOne-Stop-ShopCommunicationsEnterpriseSolution,CriticalIssues,Timetomarket,Efficient,technicallyadvancednetwork,Attracting&KeepingProfitableCustomers,BrandDifferentiation,Financing,ChannelDistribution,RevenueGrowthOperatingProfitMarginCashTaxPaidWorkingCapitalCapitalExpenditureCostofCapitalCompetitiveAdvantagePeriod,32,WhichResponsesResolveWhichCriticalIssues?,TimetoMarketAttractingandKeepingProfitableCustomersFinancingEfficient,TechnicallyAdvancedNetworkBrandDifferentiationChannelDistribution,ProvenOrganisationalandBusinessProcessTemplatesPre-integratedSystemSolutionProvenImplementationProcessBest-in-ClassSolutionsInvestmentGearedtoBusinessGrowthIntegratedCustomerCareScaleableLow-RiskSolutionLeadingEdgebutProvenTechnologyIntegratedPerformanceMeasurement,CriticalIssues,Responses,33,TypicalCommunicationsBusinessDevelopmentPhases,PhasePhase1-LaunchSingleSolutionProcuredRapidDeploymentRequiredPhase2-GrowthSystemCapacityandPerformanceConstraintsDiverseApplicationsImplementedPhase3-ReplacementSystemBecomesUneconomictoContinuetoScaleandEnhanceReplacementSystemsSelectedandCommissionedPhase4-IntegrationLarge-scaleIntegrationandRe-EngineeringRequiredtodeliverBusinessSynergyPhase5-Support4-IntegrationUpgrades,ongoing,maintenance(in-house),Issue,RaiseCapital,Profitpersubscriber,CashFlow,Returnoninvestment,Differentiation,34,TheCESASolutionandItsImpactontheBusinessDevelopmentPhases,CESADevelopmentPhasesPhase1-LaunchIntegratedsolutionprocuredRapiddeploymentPhase2-GrowthUtilizeadditionalfeaturesofsystemScalehardwareAdditionallicensesprocuredMoresophisticatedperformancemeasurementdeployedPhase3-SupportUpgrades,on-goingmaintenancesupportedbyvendorpartners,Phase1,Phase2,Phase3,Phase4,$,TypicalInvestment,CESAInvestment,Phase5,TypicalDevelopmentPhasesPhase1-LaunchSingleSolutionProcuredRapidDeploymentRequiredPhase2-GrowthSystemCapacityandPerformanceConstraintsDiverseApplicationsImplementedPhase3-ReplacementSystemBecomesUneconomictoContinuetoScaleandEnhanceReplacementSystemsSelectedandCommissionedPhase4-IntegrationLarge-scaleIntegrationandRe-EngineeringRequiredtodeliverBusinessSynergyPhase5-SupportUpgrades,ongoingmaintenance(in-house),35,ACompleteEnterpriseArchitectureforCommunicationsBusinesses,ReferenceDataModel,Best-in-ClassProductSet,Data,Warehouse,DataModel,Current,Systems,Pre-IntegratedforQuickStart,Interface,Definition,OrganizationalBuildandBusinessProcessModel,ImplementationService,IntegratedPerformanceMeasurementFramework,Pre-integratedSystemSolution,36,OrganizationalBuildandBusinessProcessModel,=InScope,CustomerValueChain,ProductManagement,Marketing,Sales,ServiceDelivery,ServiceAssurance,Billing,ContactManagement,MI,PM,MA,SS,SD,SA,BI,CC,NetworkManagementValueChain,PlanNetwork,DesignNetwork,Construct/ConfigureNetwork,ServiceGeneration,TestNetwork,ManagetheNetwork,ManageNetworkPerformance,PN,DN,CN,SG,TN,MN,MP,ManageHR,ManageFinance,Plan&GovernBusiness,ManageSupplyChain,BusinessOperationsProcess,MaintainExternalRelationships,P,E,MS,MF,HR,DeployandManageIS/Outsourcing,D,37,IntegratedPerformanceMeasurementFramework,CustomerValuechain,MarketIdentification,ProductManagement,Marketing,Sales,ServiceDelivery,ServiceAssurance,Billing,CustomerContactManagement,TurnovergrowthProfitMarginTaxRateWorkingCapitalFixedRatesCostofCapitalGrowthduration,Costperlineinstalled,Costperlineserviced,Interconnectioncost,Overhead/employee,Cross-subsidymobilehandsets,Fixedlinepenetration,Cellularcoverage,Digitalization/ATMprojects,Subscriber/Basestation,GDPgrowth,MarketGrowth,Marketshare,Tariffplans/Regulation,Churnrate,ValueDrivers,(Solutiontocontainsetofpre-developedvaluereports),38,ApplicationsimplementingtheCustomerValueChainintheDemonstration,MarketIdentification,ProductManagement,Marketing,Sales,ServiceDelivery,ServiceAssurance,Billing,CustomerContactManagement,MI,PM,MA,SS,SD,SA,BI,CC,ApplicationIntegration:VantiveGenevaOracleApps.,11,39,SystemsImpactontheValueChain,Mediationdevice,TroubleTicketing,WorkFlowManagement,OrderProcessing,AutomaticCallDistribution/CTI,UsageRating,AccountsReceivable,networkInventory,ServiceProvision.,WorkForceManagement,ProspectManagement,ServiceLevelAgreement,DataWarehouse,Customers,Inventory,Products,IntegratedBilling,TroubleTicketing,VRU,DataWhse-customerseg.-productseg.,DataWhse-whatifs-customeranal.-productanal.-unitanal.,DataWhse-customerseg.-productseg.,DataWhseAccess,NetworkManagement,SupportSystems,SalesForceAutomation,AnIntegrationArchitectureandPreferredVendorProductSet,SingleCSRuserinterfaceSinglepointoforderentryUseworkflowengine(Vantive)tosupport/CSRprocessSingletechnologyplatformUtilizestandardAPIsBuiltupongeneric/reusableintegrationwhereachievable,IntegratedDesignPrinciples,41,CoreApplicationArchitectureofCESA,InternetAccess,PaperAccess,VoiceAccess,CallCentre,CUSTOMERS,CustomerManagement,SupportApplications,Billing,DataWarehouse,Procurement,Finance,AssetManagement,ProjectAccounting/Mngt.,HR,ABCAnalysis,CustomerAnalysis,BusinessUnitAnalysis,ServiceCentre,MIS,Marketing,WORK,FLOW,SalesandMarketing,FieldService,CustomerContact,CallRating,InvoiceCalculation,InvoiceRendering,CommonUserInterface,DataCollector,NetworkManagementCentre,FraudManagement,DataCollector,CDRMediation&ServiceProvisioning,42,AProvenImplementationApproach,Design/Build,Integrate,Implement,TechnologyInfrastructure,ProjectManagementMethodology,ApplicationsImplementation,HProjectManagement,AProjectScopingandPlanning,BEstablishTechnicalStrategyandDevelopmentStructure,CDataPlanning,ISupportDevelopmentandEstablishProductionInfrastructure,QMaintainTechnicalInfrastructureandITReadiness,OCutoverPlanning,RSystemIntegrationTesting,TExecuteCutoverandRollout,UImplementationSupportandRefinement,KCustomCodeDesignandBuild,JDataConversionManagement,GTransitionManagement,FOrganizationalDynamicsandImpactAssessment,ETeamTraining,NOrganization&FacilitiesDesign,PUserProceduresandTrainingDevelopment,STrainingDelivery,Ma