Social mobile Platform Business Plan Presentation

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Social mobile Platform Business Plan Presentation

  1. 1. TRIPLE PLAY (MEDIA,MOBILE,INTERNET)& Applications Platform Business Plan Authors: Apostolis Tsorakis ,Vassilis Moulakakis
  2. 2. <ul><li>Initial Assessments </li></ul>Strictly Private & Confidential <ul><li>The Business </li></ul><ul><li>The Market </li></ul><ul><li>The Corporate Strategy </li></ul><ul><li>Management Summary </li></ul><ul><li>The Company </li></ul><ul><li>Financials </li></ul>Agenda
  3. 3. Strictly Private & Confidential This is a conclusive business plan for perspective mobile Multimedia Services Company. The following points depict in title format the overall infrastructure of the business: <ul><li>The vision, strategy planning and execution </li></ul><ul><li>The performance management framework </li></ul><ul><li>The goals </li></ul><ul><li>The objectives </li></ul><ul><li>The financial welfare and cash management control </li></ul><ul><li>The mobile services </li></ul><ul><li>The internal processes </li></ul><ul><li>The Customer/Partner Relationship management </li></ul><ul><li>The HR performance management framework </li></ul><ul><li>Marketing and sales management </li></ul><ul><li>Contingency planning and risk management </li></ul><ul><li>Technology </li></ul>Initial Assessments
  4. 4. Strictly Private & Confidential Our Mission & Strategy The path to mobile success is a journey in stages. The ability to move from one stage to the next depends on how we can mix effectively and efficiently diversifying and contradicting management and business development practices such as: <ul><li>Consumer satisfaction, behavior and loyalty Vs proliferation of supply </li></ul><ul><li>Technology maturity Vs technology innovation </li></ul><ul><li>Industry co-operation and regulatory developments Vs globalization deregulatory laws and competitive advantage </li></ul>Business Strategy Definition Organization Operations at Company Multilayered platform technical definition Corporate strategy map & objectives Role based networked team work Open market&media mix approaches SMS multi-services development Wireless Business Platform Free market Principles Long term Revenue growth Open, public Marketplace Performance Management Contingency Planning Business case Business Development Market
  5. 5. Strictly Private & Confidential <ul><ul><li>Create a wireless cost effective national and international multi-media, multi channel service provision business platform </li></ul></ul><ul><ul><li>Introduce evolutionary strategy to exploit and develop new professional market share </li></ul></ul><ul><ul><li>Reach scale economy earnings up to 1.500.000 Euro in the first year, exceeding 7,5 million SMS sales </li></ul></ul><ul><ul><li>Form a vertical organizational structure to satisfy present and future strategic decisions </li></ul></ul>Our Objectives Just having a strategy or a mission is not enough. Even an effectively developed strategy that reflects the hard choices a mobile organization must make is completely worthless if it just sits on a shelf in an executive office. We need first to se the tangible objectives:
  6. 6. Strictly Private & Confidential Critical Success Factors The temptation to over-state the value of mobile business continues to haunt companies, a performance model that will drive the whole company at the right track with the most efficient and effective value creation proposition is crucial… <ul><li>According to the &quot;European fast 500 Technology Companies - A Deloitte & Touche Survey&quot; the critical factors of success in the technology industry are: </li></ul><ul><li>Exceptional or unique products </li></ul><ul><li>High-quality employees </li></ul><ul><li>Right timing in the marketplace </li></ul><ul><li>Open technology </li></ul><ul><li>Availability of investment capital </li></ul><ul><li>The key success factors deriving from the strategic objectives outlined above must be measurable also through a performance management strategy (Balanced Scorecard). </li></ul>Translate Strategy Executive Leadership Organization Alignment Everyone's Jobs Continual Process <ul><li>Mission/Vision </li></ul><ul><li>Strategy Maps </li></ul><ul><li>Balanced Scorecard </li></ul><ul><li>Targets </li></ul><ul><li>Initiatives </li></ul><ul><li>Corporate Role </li></ul><ul><li>Corporate SBU </li></ul><ul><li>SBU-Shared Services </li></ul><ul><li>External Partners </li></ul><ul><li>CEO Sponsorship </li></ul><ul><li>Executive Team Engaged </li></ul><ul><li>“ New way of Managing ” </li></ul><ul><li>Accountable for Strategy </li></ul><ul><li>A Performance Culture </li></ul><ul><li>Linked to budgeting </li></ul><ul><li>Linked to Ops Mgmt. </li></ul><ul><li>Management Meetings </li></ul><ul><li>Feedback System </li></ul><ul><li>Learning Process </li></ul><ul><li>Strategic Alliances </li></ul><ul><li>Goal Alignment </li></ul><ul><li>Linked Incentives </li></ul>Balance Score Card Focused Organization Strategy
  7. 7. Strictly Private & Confidential <ul><li>Initial Assessments </li></ul><ul><li>The Business </li></ul><ul><li>The Market </li></ul><ul><li>The Corporate Strategy </li></ul><ul><li>Management Summary </li></ul><ul><li>The Company </li></ul><ul><li>Financials </li></ul>Agenda
  8. 8. Strictly Private & Confidential SMS offers a sustainable business model for mobile application providers as it is available on all GSM handsets and has a universally accepted charge per message billing model Business Analysis – The framework Wireless Business Platform Advertiser Content Provider Consumer Alliances Partners Pays for Channel Pays for Access to users Pays Portion of Revenues Pays Access to services & networks Pays Promotions Pays for Products or Services Pays for Channel Pays for payment of services
  9. 9. Strictly Private & Confidential Premium SMS has the advantage of opening up endless opportunities as a wide variety of new content and applications become available to consumers. There are two distinct types of SMS services: Business Analysis – The Basic Services M.O. Mobile Oriented M.T. Mobile Terminated Consumer Applications Business Applications The combination of the two broad categories of SMS services can be split into “Consumer Applications” and “Business Applications” <ul><li>Information Services </li></ul><ul><li>Discussion Services </li></ul><ul><li>Customisation Services </li></ul><ul><li>Entertainment </li></ul><ul><li>Mobile marketing </li></ul><ul><li>Field service and business support out of the office </li></ul><ul><li>Telematic </li></ul><ul><li>M-Commerce </li></ul><ul><li>Mobile micro-payments </li></ul>
  10. 10. Strictly Private & Confidential The value creation mechanism of a service in the mobile market is not solely dependent on the developer or the originator of the service but also on the consumer. Business Analysis – Value Creation <ul><li>Creation of content and services (corporate and consumer) </li></ul><ul><li>Transaction services </li></ul><ul><li>Push services (notification) </li></ul><ul><li>Corporate data and applications </li></ul><ul><li>Content packaging </li></ul><ul><li>Context provision </li></ul><ul><li>Corporate Intranet </li></ul><ul><li>Physical infrastructure </li></ul><ul><li>Service provisioning, including Independent Service Providers </li></ul><ul><li>Virtual Mobile Networks </li></ul><ul><li>Location-based data </li></ul><ul><li>Hardware and software components of technical mobile architecture (Wireless gateways, generic network applications) </li></ul><ul><li>mCommerce components </li></ul><ul><li>Security applications </li></ul><ul><li>Micro Payment solutions </li></ul><ul><li>Mobile phones </li></ul><ul><li>Other wireless terminals (PDAs, wireless MP3, etc.) </li></ul><ul><li>Navigation / OS </li></ul><ul><li>Consumers (B2C) </li></ul><ul><li>Business partners (B2B) </li></ul><ul><li>Corporate users (B2B) </li></ul><ul><li>Machines </li></ul><ul><li>Point of Sales </li></ul><ul><li>Customer acquisition </li></ul><ul><li>Activation of services </li></ul>Systems & Business Integration Content & Services Aggregation Mobile Network Hardware & Software Platforms Handsets & Appliances End user Distribution & Retail Content & Services
  11. 11. Strictly Private & Confidential There are more than 30 companies that offer SMS services in the Greek market, while few of them offer MMS Business Analysis- Market Participants Revenue Model Example Market structure Emerging interacitive Prepaid 75% Contract 25% Oligopoly Presales Monthly Emerging Revenue Share Mature Advertising and Licence fee Emerging Revenue Share Emerging Revenue Share Mature Revenue share End-Users Mobile Operators SMS Service Providers Content Providers Application Providers End-Users Service Providers Marketing and Media Agencies The SMS Value chain
  12. 12. Strictly Private & Confidential The Company will follow an open market approach to create growth base by building applications using existing portfolio and make u se of the existing subscriber base , while it will s elect first nonexclusive partnerships Business Analysis- Sales Literature <ul><li>1. Create win-win partnerships and alliances </li></ul><ul><li>Create mutually beneficial synergies for the company and content partners </li></ul><ul><li>2. Aggregate and develop new and exciting content </li></ul><ul><li>Create strong competency in identifying market needs </li></ul><ul><li>Create leading edge platform for introduction of new business platform </li></ul><ul><li>3 . Communicate value </li></ul><ul><li>Identify and communicate benefits of products in the right way to the right audiences-create the market for mobile Internet services </li></ul><ul><li>Educate customers </li></ul><ul><li>4 . Grow subscriber base </li></ul><ul><li>Attract new customers </li></ul><ul><li>Migrate existing customers to new services and reduce churn </li></ul><ul><li>5. Attract new business partners </li></ul><ul><li>Attract top partners </li></ul><ul><li>Build a strong &quot;mobile portal ecosystem&quot; </li></ul>Mobile Data Growth Cycle
  13. 13. Strictly Private & Confidential I-mode, MMS, Java and Location Based Services are commonly used acronyms for new technologies being launched by mobile operators Business Analysis- Future Services Consumer Benefits Services 3G Killer Products Pricing Communication Information Entertainment VideoCall Video- messaging News Report Video Stock Market Graphic Navigator Localization Videogoal Video/ Music Gaming Voice SMS News Finance Info Mobility Sport Music Glam Games TIME/DATA CHARGING PAGE/DATA CHARGING EVENT CHARGING
  14. 14. Strictly Private & Confidential <ul><li>Initial Assessments </li></ul><ul><li>The Business </li></ul><ul><li>The Market </li></ul><ul><li>The Corporate Strategy </li></ul><ul><li>Management Summary </li></ul><ul><li>The Company </li></ul><ul><li>Financials </li></ul>Agenda
  15. 15. Strictly Private & Confidential While market penetration across Europe and additional penetration added is slowing down, Greek mobile market shows signs of further potential growth Market Analysis
  16. 16. Strictly Private & Confidential The Value added services SMS market in Greece reached € 89,39 million for 2002 while the SMS total Revenues (including peer 2 peer & applications) reached the € 353,1 million in an overall mobile market that exceeded € 3 billion for 2002. Market Analysis – Premium SMS 1.201 € 11,00% 132,11 € 11,00% 3,00% 36,03 € 1.255 € 12,60% 158,13 € 22,00% 3,00% 37,65 € 524 € 12,00% 62,86 € 26,30% 3,00% 15,71 € 2002 Revenues Vol SMS % SMS Revenue Vol SMS y2y growth VAS % Volume Cosmote Vodafone Telestet TOTALS 2.980 €   353 €     89 €
  17. 17. Strictly Private & Confidential Working closely with ever-demanding customers will inevitably lead to “growing pains,” but these can be eased by systematically applying customer relationship initiatives to address issues as they occur Market Analysis - Market Growth   Product line Growth Low Growth High Market share Low Market share High Consumer Apps   X   X Information X   X   Customization   X   X Discussion   X   X Entertainment   X   X Business Solutions   X   X Mobile marketing   X   X Business support X   X   Telematics X   X   M-commerce X     X Micro payments X     X MGOV X     X Sales core value X   X  
  18. 18. Strictly Private & Confidential A large proportion of mobile data users are early adopters of new technology - as much as 25 percent of the target market - i n other words, the customer base is building up very quickly Market Analysis - Market Segments <ul><ul><li>Buys on vanity </li></ul></ul><ul><ul><li>Passion before price </li></ul></ul><ul><ul><li>Buys on necessity </li></ul></ul><ul><ul><li>Cost conscious </li></ul></ul><ul><ul><li>Buys on utility </li></ul></ul><ul><ul><li>Price insensitive </li></ul></ul><ul><ul><li>Buys on ability </li></ul></ul><ul><ul><li>Price second to benefits </li></ul></ul>Product enthusiast Self Directed Option Seeker Intention Oriented Awareness of products High Low Low High Awareness of self needs
  19. 19. Strictly Private & Confidential To create and capture more value from personalized digital content and services, industries need to master new capabilities Market Analysis - Market Needs <ul><li>Find low-cost ways to communicate more persistently and personally </li></ul><ul><li>Know what their customers want on an individual level </li></ul><ul><li>Organize information on customer needs and available supply </li></ul><ul><li>Develop alternative distribution and access methods </li></ul><ul><li>Integrate multiple suppliers to deliver a full-service offering </li></ul><ul><li>Apply more complex business models to secure and share revenue, such as subscription and pay-per-use </li></ul><ul><li>Capture and organize information on business rights Protect intellectual property assets from illegal copying and use </li></ul>Influence On customer Time Understand the customer Understand usage patterns, needs & preferences Obtain permission Achieve customers voluntary attention through incentives Educate the customer Teach the customer about product or service usage over time Maintain & reinforce permission Create frequent, relevant and personal contact messages to create customer anticipation Direct the customer Change customer behavior toward use of profitable products & services
  20. 20. Strictly Private & Confidential SMS celebrated its 10th anniversary in 2002 and continues to record tremendous success. More than 24 billion SMS are sent every month globally, with the average mobile phone user exchanging 25 SMS per month Market Analysis - Market Trends Penetration Usage Data Detailed behavioral segmentation Stimulation Investments & Applications Industry segments Youth Rural Prepaid Coverage Price rebalancing Call completion ‘ Lifestyle’ offers GPRS M-COMMERCE SMS
  21. 21. Strictly Private & Confidential <ul><li>Initial Assessments </li></ul><ul><li>The Business </li></ul><ul><li>The Market </li></ul><ul><li>The Corporate Strategy </li></ul><ul><li>Management Summary </li></ul><ul><li>The Company </li></ul><ul><li>Financials </li></ul>Agenda
  22. 22. Strictly Private & Confidential <ul><li>The strategic planning process is an iterative process with the following key milestones that need to be clear simple and concessive: </li></ul><ul><li>Sustainable Vision development </li></ul><ul><li>Strategy map transformation </li></ul><ul><li>Strategic objectives captured from Vision and the strategy map </li></ul><ul><li>Consolidation of the five perspectives Finance, Customer, Internal Processes and People training </li></ul><ul><li>Cascade the four perspectives to middle management as a basis for their planning process </li></ul><ul><li>Get early adapters and create a psychological euphoria within the employee community. </li></ul>Strategy execution is as vital as strategic planning; we need to define measurable financial and non-financial metrics that will be monitored frequently through our performance management framework. Corporate Strategy – Implementation & Execution
  23. 23. Strictly Private & Confidential The success of a company mainly depends upon its marketing activities and the effectiveness of these activities Corporate Strategy – Marketing In order to know if our marketing is effective all aspects of our marketing function need to be analyzed.
  24. 24. Strictly Private & Confidential The strategic imperative to sales is to actualize all our sources of revenue generating services and distribute them intelligently to market segmentations and dynamic communities cultural or other and follow a ‘win-win’ take all approach Corporate Strategy – Sales
  25. 25. Strictly Private & Confidential The Sales forecast is indicative on the performance that the Company can achieve in all services in both consumer applications and Business solutions. Corporate Strategy – Sales Forecast
  26. 26. Strictly Private & Confidential Seasonality is one of the main factors in the success of the SMS services and the relevant media mix campaigns. Thus a weighing through all months is necessary to the planning of the services and the expected SMS consumption Corporate Strategy – Sales Projection
  27. 27. Strictly Private & Confidential Businesses in the present integrated global economy with the formation of trade blocks has to cope with severe competition and the difficulty of market access Corporate Strategy – Alliances The Fourlis Group of companies is a leading organization that will provide to the Company the required competencies, market access, specialized expertise, technology break through, effective synergies and managerial mix knowledge Access to ATC and Intargets platforms companies with skills in emerging technologies Access to deep industry expertise and best-in-class solutions Alliances Media & Telecoms Access to the Fourlis Group competencies and know-how The Company Management Technology Outsourcing Access to net sourcing solutions which can free up the company to focus on core business
  28. 28. Strictly Private & Confidential <ul><li>Initial Assessments </li></ul><ul><li>The Business </li></ul><ul><li>The Market </li></ul><ul><li>The Corporate Strategy </li></ul><ul><li>Management Summary </li></ul><ul><li>The Company </li></ul><ul><li>Financials </li></ul>Agenda
  29. 29. Strictly Private & Confidential The management proposition will have to reflect the knowledge base network organization paradigm. The following key points of conducting the management of the service organization are: Management Summary Executive management must be focused on the implementation and execution of strategy through the multi dimensional Enterprise Performance Management Framework namely a network of multilevel cross-functional and pyramid based balanced scorecards <ul><li>Vertical View </li></ul><ul><li>Lead Management and Campaign Management </li></ul><ul><li>Loyalty and retention management </li></ul><ul><li>Intelligent new customer targeting </li></ul><ul><li>Credit and fraud management of wireless transaction </li></ul><ul><li>Customer care management support </li></ul><ul><li>Partner life cycle management </li></ul><ul><li>Horizontal View </li></ul><ul><li>Operational CRM/PRM </li></ul><ul><li>Analytical CRM/PRM </li></ul><ul><li>Collaborative CRM/PRM </li></ul><ul><li>Churn management ……………….……………….…………………………….……………….……………….…………………………….……………….……………….…………………………….……………….……………….……………………………. </li></ul>Risk management Business risk management is going to be introduced as a management role to conduct optimized business transactions. This means that several risk management closed loop initiatives are going to be implemented ……………….
  30. 30. Strictly Private & Confidential The organizational structure of the company is going to be based on the extended network enterprise model. Management Summary – Organizational Structure <ul><li>The organizational structure of the company is going to be based on the extended network enterprise model. The main key factors are: </li></ul><ul><li>Network role based employee structure with not more than three levels of management </li></ul><ul><li>Delivery of organizational knowledge for increased productivity. </li></ul><ul><li>Develop Organizational culture that will cultivate Human Relationships and team role based practices. </li></ul><ul><li>Extend virtually the boundaries of the company to partners, competitors, customers, other government agencies or other organizations. </li></ul>1st. Executive Management 2 nd level – Role based Management 3 rd – Employee – Supervisor Role based Management Strategic Partnership Upper partnership level management Customer Business Processes & systems Extended Enterprise Business systems
  31. 31. Strictly Private & Confidential <ul><li>Initial Assessments </li></ul><ul><li>The Business </li></ul><ul><li>The Market </li></ul><ul><li>The Corporate Strategy </li></ul><ul><li>Management Summary </li></ul><ul><li>The Company </li></ul><ul><li>Financials </li></ul>Agenda
  32. 32. Strictly Private & Confidential Businesses in the present integrated global economy with the formation of trade blocks has to cope with severe competition and the difficulty of market access The Company <ul><li>The Company will become a leading provider of wireless business platform of services and solutions </li></ul><ul><li>We will help our clients identify and capitalize on their most important business and technology opportunities, and we will provide solutions to their most critical challenges </li></ul><ul><li>Our approach is to create value for clients through the network of businesses of the strategic alliances by leveraging our industry knowledge, service offering expertise and insight into and access to emerging technologies. </li></ul><ul><li>We will operate in Greece and Balkans with one common brand and business model designed to enable us to serve our clients with speed, flexibility and consistency. </li></ul>将来の事業領域 Future business domain Business Platform Greece & Balkans International For anything mobile Ubiquitous SMS, IMS, MMS, Imode Services
  33. 33. Strictly Private & Confidential xx The Company - Ownership
  34. 34. Strictly Private & Confidential <ul><li>Initial Assessments </li></ul><ul><li>The Business </li></ul><ul><li>The Market </li></ul><ul><li>The Corporate Strategy </li></ul><ul><li>Management Summary </li></ul><ul><li>The Company </li></ul><ul><li>Financials </li></ul>Agenda
  35. 35. Strictly Private & Confidential xx Financial Plan
  36. 36. Strictly Private & Confidential xx Financial Plan - Assumptions
  37. 37. Strictly Private & Confidential xx Financial Plan – Cash Flow
  38. 38. Strictly Private & Confidential xx Financial Plan – Balance Sheet
  39. 39. Strictly Private & Confidential Thank you very much for your attention If you fail to plan, you plan to fail…

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