Ericsson Moves to Win in the All IP-Convergence World <br />Venkatraman<br />McGrath <br />March 27-29, 2009<br />1<br />2...
Setting:<br />Post Mobile World Congress, 2009<br />Favorable industry trends<br />4 billion subscribers in the world<br /...
Setting<br />Post Mobile World Congress, 2009<br />Favorable industry trends<br />4 billion subscribers in the world<br />...
There is still potential growth<br />(c) Boston University School of Management and Ericsson, 2009<br />4<br />
Ericsson’s recent  performance is encouraging<br />(c) Boston University School of Management and Ericsson, 2009<br />5<br />
2009: An Inflection Point<br />(c) Boston University School of Management and Ericsson, 2009<br />The US Senate Appropriat...
Carl-HenricSvanberg is cautiously optimistic<br />(c) Boston University School of Management and Ericsson, 2009<br />2008 ...
Yet.. The marketplace is competitive and complex<br />(c) Boston University School of Management and Ericsson, 2009<br />N...
Competitors.. Familiar and New…<br />(c) Boston University School of Management and Ericsson, 2009<br />9<br />
Listen to the CEOs of two competitors: (2) Alcatel Lucent<br />(c) Boston University School of Management and Ericsson, 20...
Carl-Henric’s request to Hans Vestberg<br />Take a fresh look at how well Ericsson is positioned for the future<br />(c) B...
Vestberg’s preliminary framing<br />(c) Boston University School of Management and Ericsson, 2009<br />Ericsson’sProfitabl...
1. All Communicating  World<br />“A single, common IP infrastructure that can handle all network services, including fixed...
2. Margin Shifts<br />(c) Boston University School of Management and Ericsson, 2009<br />Products<br />Services &Solutions...
3. Acquisitions and Alliances<br />(c) Boston University School of Management and Ericsson, 2009<br />What do you see as p...
4. Global Scale and Competencies<br />(c) Boston University School of Management and Ericsson, 2009<br />How to further le...
5. Open Innovation<br />(c) Boston University School of Management and Ericsson, 2009<br />Is there a strategicrole for op...
Vestberg’s preliminary framing is your starting point<br />(c) Boston University School of Management and Ericsson, 2009<b...
Your Task<br />Develop a presentation to lay out your analysis of how well Ericsson is positioned to win in the all-IP con...
Guidelines<br />Review the attached background material as a starting point and then embark on your search—widely and deep...
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  1. 1. Ericsson Moves to Win in the All IP-Convergence World <br />Venkatraman<br />McGrath <br />March 27-29, 2009<br />1<br />2009: INTECH Business Case Competition<br />
  2. 2. Setting:<br />Post Mobile World Congress, 2009<br />Favorable industry trends<br />4 billion subscribers in the world<br />Mobile broadband is here<br />Strong growth in traffic<br />Strong performance trend by Ericsson<br />Great recent wins in the marketplace<br />Solid financial performance<br />2<br />
  3. 3. Setting<br />Post Mobile World Congress, 2009<br />Favorable industry trends<br />4 billion subscribers in the world<br />Mobile broadband is here<br />Strong growth in traffic<br />Strong performance trend by Ericsson<br />Great recent wins in the marketplace<br />Solid financial performance<br />(c) Boston University School of Management and Ericsson, 2009<br />But.. How well is Ericsson positioned for the future?<br />3<br />
  4. 4. There is still potential growth<br />(c) Boston University School of Management and Ericsson, 2009<br />4<br />
  5. 5. Ericsson’s recent performance is encouraging<br />(c) Boston University School of Management and Ericsson, 2009<br />5<br />
  6. 6. 2009: An Inflection Point<br />(c) Boston University School of Management and Ericsson, 2009<br />The US Senate Appropriations Committee estimates that for every USD 1 invested in broadband networks, USD 10 are returned to society.<br />The returns could be even higher with mobile broadband networks as they are cheaper and faster to build than fixed networks.<br />6<br />
  7. 7. Carl-HenricSvanberg is cautiously optimistic<br />(c) Boston University School of Management and Ericsson, 2009<br />2008 Annual Report<br />7<br />
  8. 8. Yet.. The marketplace is competitive and complex<br />(c) Boston University School of Management and Ericsson, 2009<br />New competitors?<br />Profitablegrowth?<br />Margin shifts?<br />Valueproposition?<br />8<br />
  9. 9. Competitors.. Familiar and New…<br />(c) Boston University School of Management and Ericsson, 2009<br />9<br />
  10. 10. Listen to the CEOs of two competitors: (2) Alcatel Lucent<br />(c) Boston University School of Management and Ericsson, 2009<br />10<br />
  11. 11. Carl-Henric’s request to Hans Vestberg<br />Take a fresh look at how well Ericsson is positioned for the future<br />(c) Boston University School of Management and Ericsson, 2009<br />11<br />
  12. 12. Vestberg’s preliminary framing<br />(c) Boston University School of Management and Ericsson, 2009<br />Ericsson’sProfitableGrowth<br />12<br />
  13. 13. 1. All Communicating World<br />“A single, common IP infrastructure that can handle all network services, including fixed and mobile communications, for voice and data services and also video services such as TV.”<br />What will this world look like in 2015? 2020? Can you provide better clarity of this space?<br />(c) Boston University School of Management and Ericsson, 2009<br />13<br />
  14. 14. 2. Margin Shifts<br />(c) Boston University School of Management and Ericsson, 2009<br />Products<br />Services &Solutions<br />?<br />Is this assumption generally valid?<br />How should Ericsson capitalize on this trend?<br />14<br />
  15. 15. 3. Acquisitions and Alliances<br />(c) Boston University School of Management and Ericsson, 2009<br />What do you see as part of the future portfolio in Ericsson? Why?<br />?<br />15<br />
  16. 16. 4. Global Scale and Competencies<br />(c) Boston University School of Management and Ericsson, 2009<br />How to further leverage Ericsson’s global scale? What can Ericsson learn from other companies?<br />16<br />
  17. 17. 5. Open Innovation<br />(c) Boston University School of Management and Ericsson, 2009<br />Is there a strategicrole for open innovationwithin Ericsson?<br />17<br />
  18. 18. Vestberg’s preliminary framing is your starting point<br />(c) Boston University School of Management and Ericsson, 2009<br />Ericsson’sProfitableGrowth<br />“Issues areinterrelated”<br />18<br />
  19. 19. Your Task<br />Develop a presentation to lay out your analysis of how well Ericsson is positioned to win in the all-IP converged world<br />Identify how Ericsson can position to win along the five themes as a starting frame but feel to free to frame the opportunities and challenges as you see them<br />Delineate risks and vulnerabilities that you see as you analyze the marketplace and competitive actions<br />Provide your well reasoned recommendations to guide Ericsson over the next decade. <br />(c) Boston University School of Management and Ericsson, 2009<br />19<br />
  20. 20. Guidelines<br />Review the attached background material as a starting point and then embark on your search—widely and deeply!<br />Please make reasonable assumptions when necessary and be prepared to justify them when asked by the judges<br />Make the best use of the 24 hours to craft powerful and compelling recommendations for Ericsson to win in the all-IP world. <br />(c) Boston University School of Management and Ericsson, 2009<br />20<br />
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