Presentation given by Nathan J. Anderson, Vice President of Investor Relations, at the CCG China Rising Conference on May 18, 2009 at the Yale Cub in New York, NY.
Michael Baker Corporation is a national engineering and consulting firm that provides services to government, transportation, and infrastructure clients. It generates consistent cash flows but is currently undervalued compared to competitors. A leveraged buyout could unlock value by pursuing revenue growth through geographic expansion and pursuing new project opportunities in high-growth areas like high-speed rail.
The document proposes WiMAX as a solution for Nepal's broadband issues. It outlines Nepal's telecom landscape, noting low broadband penetration due to infrastructure challenges. WiMAX is presented as viable due to Nepal's terrain and underserved areas. Three business models are proposed: 1) A rural access project funded by ADB, 2) An independent WiMAX license, 3) A managed service partnership with Nepal Telecom. The document discusses each model and presents Tele Net as an experienced local partner well-positioned to implement WiMAX.
Pacnet provides data connectivity solutions across Asia Pacific using its extensive subsea cable network. Pacnet owns and operates the largest privately owned undersea cable network in Asia, including the EAC, C2C, and EAC Pacific cables. Pacnet serves over 250 carrier customers, 800 enterprise customers, and more than 43,000 SME customers with a full suite of connectivity products.
Why Now is the Time for Managed Enterprise Mobile ServicesVDC Research Group
The document discusses why now is the time for managed enterprise mobility services. It notes that while mobility remains critical for enterprises, spending is slowing due to the economic downturn. It highlights key drivers for adopting managed mobility services like cost management and data protection. Concerns around adopting these services include loss of IT control and vendor lock-in. The document recommends that providers address these concerns and offer hybrid solutions that are customizable yet scalable.
Time Warner Cable Industry/Competitive AnalysisDavid Green
The document provides a PEST analysis, ETOP analysis, and market share analysis for the broadcasting and cable television industry. The PEST analysis examines political, economic, social and technological factors impacting the industry. The ETOP analysis evaluates factors related to the industry environment including market size/growth, number of rivals, differentiation, supply/demand conditions, and pace of technological change. The market share analysis shows Comcast and Time Warner Cable have the largest shares in the US market at 28% and 15% respectively, while DirecTV and Dish Network also have sizable shares. Programming costs are a major expense for industry players, accounting for over 50% of costs for some companies. The industry outlook predicts continued growth in the US,
Mobile cellular services in Pakistan saw modest growth in 2008-2009, with mobile penetration reaching 58.2% and total subscribers hitting 94.3 million. However, revenues only grew 16% and investments dropped 48% as Average Revenue Per User (ARPU) fell 20% to $2.5. Only one operator, Ufone, was profitable while the others struggled with high costs. Regulators, operators, and the government have taken steps like reducing taxes and mobile termination rates to improve the sector's health in coming years.
This document discusses network outsourcing from a financial perspective. It begins by looking at the drivers for outsourcing networks, including reducing operating expenses and optimizing capital expenses. It then examines the different cost components for telecom operators, such as direct, indirect and hidden costs. The document analyzes the financial considerations and cash flow impacts of outsourcing network management. It concludes by discussing the scope of managed services and outsourcing based on network management.
Presentation given by Nathan J. Anderson, Vice President of Investor Relations, at the CCG China Rising Conference on May 18, 2009 at the Yale Cub in New York, NY.
Michael Baker Corporation is a national engineering and consulting firm that provides services to government, transportation, and infrastructure clients. It generates consistent cash flows but is currently undervalued compared to competitors. A leveraged buyout could unlock value by pursuing revenue growth through geographic expansion and pursuing new project opportunities in high-growth areas like high-speed rail.
The document proposes WiMAX as a solution for Nepal's broadband issues. It outlines Nepal's telecom landscape, noting low broadband penetration due to infrastructure challenges. WiMAX is presented as viable due to Nepal's terrain and underserved areas. Three business models are proposed: 1) A rural access project funded by ADB, 2) An independent WiMAX license, 3) A managed service partnership with Nepal Telecom. The document discusses each model and presents Tele Net as an experienced local partner well-positioned to implement WiMAX.
Pacnet provides data connectivity solutions across Asia Pacific using its extensive subsea cable network. Pacnet owns and operates the largest privately owned undersea cable network in Asia, including the EAC, C2C, and EAC Pacific cables. Pacnet serves over 250 carrier customers, 800 enterprise customers, and more than 43,000 SME customers with a full suite of connectivity products.
Why Now is the Time for Managed Enterprise Mobile ServicesVDC Research Group
The document discusses why now is the time for managed enterprise mobility services. It notes that while mobility remains critical for enterprises, spending is slowing due to the economic downturn. It highlights key drivers for adopting managed mobility services like cost management and data protection. Concerns around adopting these services include loss of IT control and vendor lock-in. The document recommends that providers address these concerns and offer hybrid solutions that are customizable yet scalable.
Time Warner Cable Industry/Competitive AnalysisDavid Green
The document provides a PEST analysis, ETOP analysis, and market share analysis for the broadcasting and cable television industry. The PEST analysis examines political, economic, social and technological factors impacting the industry. The ETOP analysis evaluates factors related to the industry environment including market size/growth, number of rivals, differentiation, supply/demand conditions, and pace of technological change. The market share analysis shows Comcast and Time Warner Cable have the largest shares in the US market at 28% and 15% respectively, while DirecTV and Dish Network also have sizable shares. Programming costs are a major expense for industry players, accounting for over 50% of costs for some companies. The industry outlook predicts continued growth in the US,
Mobile cellular services in Pakistan saw modest growth in 2008-2009, with mobile penetration reaching 58.2% and total subscribers hitting 94.3 million. However, revenues only grew 16% and investments dropped 48% as Average Revenue Per User (ARPU) fell 20% to $2.5. Only one operator, Ufone, was profitable while the others struggled with high costs. Regulators, operators, and the government have taken steps like reducing taxes and mobile termination rates to improve the sector's health in coming years.
This document discusses network outsourcing from a financial perspective. It begins by looking at the drivers for outsourcing networks, including reducing operating expenses and optimizing capital expenses. It then examines the different cost components for telecom operators, such as direct, indirect and hidden costs. The document analyzes the financial considerations and cash flow impacts of outsourcing network management. It concludes by discussing the scope of managed services and outsourcing based on network management.
The document is China Telecom Corporation Limited's 2009 annual report. It discusses China Telecom successfully completing the acquisition of CDMA mobile services in 2008, allowing it to begin full service integrated operations. It also details how China Telecom continued its strategic transformation in 2008 through rapid growth in transformation services like "BizNavigator" and "One Home", helping maintain robust fundamentals despite declines in traditional wireline voice. Subscriber numbers for these new services reached 2.53 million and 23.93 million respectively. The report indicates China Telecom is entering a new era of full service integrated operations.
Key Findings of the Study:
More than 3-fold increase in subscribers since 2008
64.4% of the current subscribers are urban
Total wireless segment accounts for 933.7mn
Wireline accounts for a 3.2% of the overall market
This document provides a detailed report on the global submarine telecommunications industry in 2014. It includes an executive summary and analysis of the worldwide market, major suppliers, financing trends, and regional markets. Key findings include $22.6 billion in proposed new submarine cable projects through 2015 and beyond, with $4.8 billion considered well-positioned for near-term deployment. The report examines factors driving industry growth, including increased bandwidth demand and the ability of most post-1999 systems to support significant upgrades. Regional market sections analyze existing infrastructure and planned new systems for regions including Transatlantic, Transpacific, North America-South America, Australia/New Zealand, Africa, and Asia.
Indoor multi operator solutions - Network sharing and OutsourcingAmirhossein Ghanbari
Indoor solutions as a part of cellular mobile networks’ planning have been used for years in a way to fulfill the lack of an admissible coverage while subscribers experienced using cellular phones indoors. On the other hand, network sharing is a commonly used solution for mobile operators in order to lower their network capital and operational expenditures; that has also commonly been used for Distributed Antenna System (DAS) solutions in indoor deployments. Besides sharing, outsourcing network operation and maintenance has also been widely accepted by wireless carriers all around the world after that IT outsourcing flow, which started in late 90s, seemed to be quite promising for lowering operational costs.
The raise of new technologies in this domain that always promise higher, better and more to subscribers, little by little started to become worrisome since operators began to experience lower revenues from voice services during last couple of years as well as higher demand of capacity. As a result, operators started considering deploying indoor networks as a part of their planned network, with regard to the fact that during recent years the femtocell technology became the hot topic for smallcell deployments. This way, MNOs could exploit benefits of covering customers indoors efficiently as well as offloading mobile data traffic from macro cellular networks. But a question rose afterwards; why sharing and outsourcing in smallcell networks have not taken off yet? as they have been commonly used in macro cellular networks and DAS solutions?
In this MSc thesis, cooperation between different actors of the shared indoor mobile network ecosystem is studied by investigating both possible sharing models and the concept of outsourcing network operation and management for smallcell networks. This investigation has been done based on femtocells as the most suitable technology both for better coverage and higher capacity. During this process, different roles of actors in the ecosystems, the business relations between them and the main drivers of sharing were studied as well as discussing the main beneficiary of sharing, in order to find different types of cooperation and correlation in the ecosystem.
The main research questions in the thesis revolve around absence of sharing either active or passively in indoor mobile networks as well as outsourcing network operation and management. Eventually, a series of possible deployment models for shared and outsourced indoor mobile networks are presented where they have been tried to be verified by a number of use cases. As a result, this study proposes a set of recommendations for different possible operators in the ecosystem in order to formulate a profitable business model for them. These recommendations are believed to enable taking off sharing and outsourcing in smallcell networks.
GCC telcos are facing declining revenue growth and increased competition which is putting pressure on their margins. To address this, they need to undergo a "fitness program" to reduce costs and improve productivity through measures like operational efficiency improvements, strategic sourcing, optimizing subsidies and retention costs, prioritizing capital expenditures, and increasing workforce efficiency. An effective program involves performing an initial assessment to identify improvement opportunities, implementing targeted initiatives, and continuously monitoring metrics to ensure fitness goals are met.
The document provides a strategic analysis of the broadcasting industry and makes recommendations for News Corporation's strategy. It finds that the industry is growing but also facing disruption from new technologies and changing consumer behaviors. It recommends that News Corporation continue its aggressive strategy with emphasis on consumers, content, and convergence. It also provides specific recommendations for News Corporation and its business units, including centralizing content, acquiring more properties, and improving original programming hours.
This document provides an overview of the global mobile market in 2009. Key points include:
- Global mobile data revenues reached $220 billion, with data contributing 26% of total revenues.
- India and China added almost 30 million new mobile subscriptions per month.
- The top 5 mobile carriers globally exceeded $10 billion each in mobile data service revenues.
- NTT DoCoMo led in mobile data service revenues with over $16 billion.
Time Warner Cable's (TWC) business overview document provides information on the company's operations and financial performance. Key points include:
- TWC relies heavily on retail customers who purchase bundled internet, TV, and phone services or who access content online.
- The company comprises video, internet, phone, and publishing services and is restructuring customer service and billing to reduce churn.
- TWC's revenue per customer is lower than industry averages, and competitors introducing new technologies increase costs.
- Major tools and technologies used by TWC include Microsoft Office, Nielsen ratings software, web analytics, marketing research tools, and content delivery networks.
The telecommunications market in Oman saw significant growth in 2009. Mobile phone subscribers increased by 23% compared to 2008, with a penetration rate of 138%. Pre-paid subscribers make up 91% of the mobile segment. While Omantel and Nawras remain the dominant providers, mobile resellers captured 6.5% of the market within six months of launching services. The total number of mobile subscribers grew almost 197% over the past five years. Mobile ARPUs declined by around 15% in 2009 compared to 2007. Nawras' market share relative to Omantel is decreasing as Nawras' pre-paid subscriber base grows rapidly.
China Telecom faced declining profits from its voice business and sought to increase its broadband and IPTV services. It partnered with media companies that held IPTV licenses to deliver bundled broadband and TV services. By 2008, China Telecom had 1.5 million IPTV users, 80% of the market, and revenue was shared between China Telecom and its media partners. However, competition from other IPTV and digital TV operators remained a challenge.
NTT Company & Services provides an overview of NTT Group's global business. Key points include:
- NTT Group generates over $130 billion in annual revenue and employs over 45,000 people globally.
- NTT Com has a presence in 69 countries/regions, with subsidiaries and offices in 84 cities across 30 countries/regions.
- NTT offers a wide range of network, cloud, consulting, and other services to enterprise clients globally.
Fiber to the Home: Making That Business Model WorkYankee Group
The document discusses building a generic business model for fiber to the home (FTTH) networks. It finds that for a payback period of less than 5 years, subscriber takeup must be at least 30%. Increasing takeup and reducing costs per home connected have the strongest positive impact on payback. Increasing ARPU and cash margins have a lower effect. Introducing a cost of money increases payback periods, but also increases the sensitivity to improvements. Potential solutions to enhance the business model include addressing underserved business markets, pursuing partnerships, and reconsidering premium and wholesale strategies.
This letter from Duke Energy Australia provides additional information to the National Competition Council on several matters regarding Duke Energy's gas pipeline. It addresses market definitions, Duke Energy's corporate structure and incentives for open access, the likelihood of tacit collusion between pipelines, and methods for assessing market power. Attachments include information on growth in gas demand from electricity generation, literature on excess capacity and tacit collusion, and details on Duke Energy's corporate structure. The letter aims to clarify issues raised by the NCC and support Duke Energy's arguments regarding appropriate regulation of the pipeline.
Provides a clear picture of the current internet and cable industry in the US and where Comcast stands. Also speaks about the financial aspects of Comcast and where it needs to improve.
PTCL is Pakistan's leading telecommunication company that provides telephony and internet services nationwide. It owns and operates Pakistan's telecommunication infrastructure including around 2000 telephone exchanges. While previously fully state-owned, PTCL has undergone partial privatization with Etisalat and public shareholders owning portions. PTCL aims to be the top ICT provider in the region through excellent customer service and value for shareholders. It offers various services like landlines, wireless broadband, IPTV, and satellite communication to consumers and businesses across Pakistan.
This is a company overview of tw telecom. It contains company history, financials, products & services, competetive advantages, and technology deployment.
Kii Cloud provides a platform for app developers to grow their business through access to capital, distribution partners, and cloud technology. The document highlights Kii's global network and success working with major mobile companies in the US, Japan, China and other markets. Developers can list their app in Kii's catalog to gain promotion and preloading opportunities on devices from Kii's partners reaching hundreds of millions of subscribers.
Comcast operates in the cable service provider industry, which it leads with a 40.3% market share in North America. Porter's Five Forces analysis finds the threat of new entrants is low due to high capital requirements, and industry rivalry is moderate due to a small number of large competitors. Bargaining power of buyers is low as consumers have little influence over pricing, while bargaining power of suppliers is also low as Comcast has many equipment and content providers to choose from. The industry is mature with low growth and high regulation.
Network sharing provides significant operational and capital expenditure savings for mobile network operators through reduced costs of personnel, site leases, maintenance, and infrastructure. While a joint venture between T-Mobile and Orange in the Netherlands achieved opex savings from shared network rollout and infrastructure, differences in strategies and policies led to closing the venture. True cost savings from network sharing are difficult to achieve due to challenges integrating networks while maintaining competition and dealing with associated restructuring costs.
Etisalat is one of the largest telecommunications companies in the world, operating in 18 countries across Asia, the Middle East and Africa. It services over 85 million customers and reported $14.08 billion in revenue and $2.26 billion in net profits in 2015. Etisalat's expansion strategies include acquisitions such as PTCL in Pakistan and Atlantique Telecom in West Africa, obtaining licenses to operate in countries like Afghanistan, and diversifying through joint ventures like one with Visa to launch a smart payment-enabled car.
Global and china wafer foundry industry report, 2010ResearchInChina
The wafer foundry industry experienced significant growth in 2010, with output value projected to increase 37.8% to USD27.6 billion. The overall semiconductor industry output value was also expected to rise substantially. Key factors driving growth included economic recovery, fab-lite strategies by large companies outsourcing production, and increased capital expenditures by major foundries like TSMC and UMC to improve technology and capacity. However, the emergence of Global Foundries as a strong new competitor ended the previous competitive structure among industry leaders.
Choose Quality With Cost Justification Articledrottmayer
This document discusses the importance of investing in network quality for telecommunications companies expanding into Africa. It notes that while upfront costs are higher, focusing on quality will maximize return on investment through increased revenue, lower operating costs, and longer network lifespan. It provides examples of African mobile operators being fined for poor service quality and discusses the network challenges carriers face in optimizing quality across cellular, broadband, fixed line and outside plant infrastructure. The document advocates for carriers to prioritize quality over short-term cost cutting to improve customer satisfaction, reduce subscriber churn, and increase revenue potential through new subscribers and upselling of services.
The document is China Telecom Corporation Limited's 2009 annual report. It discusses China Telecom successfully completing the acquisition of CDMA mobile services in 2008, allowing it to begin full service integrated operations. It also details how China Telecom continued its strategic transformation in 2008 through rapid growth in transformation services like "BizNavigator" and "One Home", helping maintain robust fundamentals despite declines in traditional wireline voice. Subscriber numbers for these new services reached 2.53 million and 23.93 million respectively. The report indicates China Telecom is entering a new era of full service integrated operations.
Key Findings of the Study:
More than 3-fold increase in subscribers since 2008
64.4% of the current subscribers are urban
Total wireless segment accounts for 933.7mn
Wireline accounts for a 3.2% of the overall market
This document provides a detailed report on the global submarine telecommunications industry in 2014. It includes an executive summary and analysis of the worldwide market, major suppliers, financing trends, and regional markets. Key findings include $22.6 billion in proposed new submarine cable projects through 2015 and beyond, with $4.8 billion considered well-positioned for near-term deployment. The report examines factors driving industry growth, including increased bandwidth demand and the ability of most post-1999 systems to support significant upgrades. Regional market sections analyze existing infrastructure and planned new systems for regions including Transatlantic, Transpacific, North America-South America, Australia/New Zealand, Africa, and Asia.
Indoor multi operator solutions - Network sharing and OutsourcingAmirhossein Ghanbari
Indoor solutions as a part of cellular mobile networks’ planning have been used for years in a way to fulfill the lack of an admissible coverage while subscribers experienced using cellular phones indoors. On the other hand, network sharing is a commonly used solution for mobile operators in order to lower their network capital and operational expenditures; that has also commonly been used for Distributed Antenna System (DAS) solutions in indoor deployments. Besides sharing, outsourcing network operation and maintenance has also been widely accepted by wireless carriers all around the world after that IT outsourcing flow, which started in late 90s, seemed to be quite promising for lowering operational costs.
The raise of new technologies in this domain that always promise higher, better and more to subscribers, little by little started to become worrisome since operators began to experience lower revenues from voice services during last couple of years as well as higher demand of capacity. As a result, operators started considering deploying indoor networks as a part of their planned network, with regard to the fact that during recent years the femtocell technology became the hot topic for smallcell deployments. This way, MNOs could exploit benefits of covering customers indoors efficiently as well as offloading mobile data traffic from macro cellular networks. But a question rose afterwards; why sharing and outsourcing in smallcell networks have not taken off yet? as they have been commonly used in macro cellular networks and DAS solutions?
In this MSc thesis, cooperation between different actors of the shared indoor mobile network ecosystem is studied by investigating both possible sharing models and the concept of outsourcing network operation and management for smallcell networks. This investigation has been done based on femtocells as the most suitable technology both for better coverage and higher capacity. During this process, different roles of actors in the ecosystems, the business relations between them and the main drivers of sharing were studied as well as discussing the main beneficiary of sharing, in order to find different types of cooperation and correlation in the ecosystem.
The main research questions in the thesis revolve around absence of sharing either active or passively in indoor mobile networks as well as outsourcing network operation and management. Eventually, a series of possible deployment models for shared and outsourced indoor mobile networks are presented where they have been tried to be verified by a number of use cases. As a result, this study proposes a set of recommendations for different possible operators in the ecosystem in order to formulate a profitable business model for them. These recommendations are believed to enable taking off sharing and outsourcing in smallcell networks.
GCC telcos are facing declining revenue growth and increased competition which is putting pressure on their margins. To address this, they need to undergo a "fitness program" to reduce costs and improve productivity through measures like operational efficiency improvements, strategic sourcing, optimizing subsidies and retention costs, prioritizing capital expenditures, and increasing workforce efficiency. An effective program involves performing an initial assessment to identify improvement opportunities, implementing targeted initiatives, and continuously monitoring metrics to ensure fitness goals are met.
The document provides a strategic analysis of the broadcasting industry and makes recommendations for News Corporation's strategy. It finds that the industry is growing but also facing disruption from new technologies and changing consumer behaviors. It recommends that News Corporation continue its aggressive strategy with emphasis on consumers, content, and convergence. It also provides specific recommendations for News Corporation and its business units, including centralizing content, acquiring more properties, and improving original programming hours.
This document provides an overview of the global mobile market in 2009. Key points include:
- Global mobile data revenues reached $220 billion, with data contributing 26% of total revenues.
- India and China added almost 30 million new mobile subscriptions per month.
- The top 5 mobile carriers globally exceeded $10 billion each in mobile data service revenues.
- NTT DoCoMo led in mobile data service revenues with over $16 billion.
Time Warner Cable's (TWC) business overview document provides information on the company's operations and financial performance. Key points include:
- TWC relies heavily on retail customers who purchase bundled internet, TV, and phone services or who access content online.
- The company comprises video, internet, phone, and publishing services and is restructuring customer service and billing to reduce churn.
- TWC's revenue per customer is lower than industry averages, and competitors introducing new technologies increase costs.
- Major tools and technologies used by TWC include Microsoft Office, Nielsen ratings software, web analytics, marketing research tools, and content delivery networks.
The telecommunications market in Oman saw significant growth in 2009. Mobile phone subscribers increased by 23% compared to 2008, with a penetration rate of 138%. Pre-paid subscribers make up 91% of the mobile segment. While Omantel and Nawras remain the dominant providers, mobile resellers captured 6.5% of the market within six months of launching services. The total number of mobile subscribers grew almost 197% over the past five years. Mobile ARPUs declined by around 15% in 2009 compared to 2007. Nawras' market share relative to Omantel is decreasing as Nawras' pre-paid subscriber base grows rapidly.
China Telecom faced declining profits from its voice business and sought to increase its broadband and IPTV services. It partnered with media companies that held IPTV licenses to deliver bundled broadband and TV services. By 2008, China Telecom had 1.5 million IPTV users, 80% of the market, and revenue was shared between China Telecom and its media partners. However, competition from other IPTV and digital TV operators remained a challenge.
NTT Company & Services provides an overview of NTT Group's global business. Key points include:
- NTT Group generates over $130 billion in annual revenue and employs over 45,000 people globally.
- NTT Com has a presence in 69 countries/regions, with subsidiaries and offices in 84 cities across 30 countries/regions.
- NTT offers a wide range of network, cloud, consulting, and other services to enterprise clients globally.
Fiber to the Home: Making That Business Model WorkYankee Group
The document discusses building a generic business model for fiber to the home (FTTH) networks. It finds that for a payback period of less than 5 years, subscriber takeup must be at least 30%. Increasing takeup and reducing costs per home connected have the strongest positive impact on payback. Increasing ARPU and cash margins have a lower effect. Introducing a cost of money increases payback periods, but also increases the sensitivity to improvements. Potential solutions to enhance the business model include addressing underserved business markets, pursuing partnerships, and reconsidering premium and wholesale strategies.
This letter from Duke Energy Australia provides additional information to the National Competition Council on several matters regarding Duke Energy's gas pipeline. It addresses market definitions, Duke Energy's corporate structure and incentives for open access, the likelihood of tacit collusion between pipelines, and methods for assessing market power. Attachments include information on growth in gas demand from electricity generation, literature on excess capacity and tacit collusion, and details on Duke Energy's corporate structure. The letter aims to clarify issues raised by the NCC and support Duke Energy's arguments regarding appropriate regulation of the pipeline.
Provides a clear picture of the current internet and cable industry in the US and where Comcast stands. Also speaks about the financial aspects of Comcast and where it needs to improve.
PTCL is Pakistan's leading telecommunication company that provides telephony and internet services nationwide. It owns and operates Pakistan's telecommunication infrastructure including around 2000 telephone exchanges. While previously fully state-owned, PTCL has undergone partial privatization with Etisalat and public shareholders owning portions. PTCL aims to be the top ICT provider in the region through excellent customer service and value for shareholders. It offers various services like landlines, wireless broadband, IPTV, and satellite communication to consumers and businesses across Pakistan.
This is a company overview of tw telecom. It contains company history, financials, products & services, competetive advantages, and technology deployment.
Kii Cloud provides a platform for app developers to grow their business through access to capital, distribution partners, and cloud technology. The document highlights Kii's global network and success working with major mobile companies in the US, Japan, China and other markets. Developers can list their app in Kii's catalog to gain promotion and preloading opportunities on devices from Kii's partners reaching hundreds of millions of subscribers.
Comcast operates in the cable service provider industry, which it leads with a 40.3% market share in North America. Porter's Five Forces analysis finds the threat of new entrants is low due to high capital requirements, and industry rivalry is moderate due to a small number of large competitors. Bargaining power of buyers is low as consumers have little influence over pricing, while bargaining power of suppliers is also low as Comcast has many equipment and content providers to choose from. The industry is mature with low growth and high regulation.
Network sharing provides significant operational and capital expenditure savings for mobile network operators through reduced costs of personnel, site leases, maintenance, and infrastructure. While a joint venture between T-Mobile and Orange in the Netherlands achieved opex savings from shared network rollout and infrastructure, differences in strategies and policies led to closing the venture. True cost savings from network sharing are difficult to achieve due to challenges integrating networks while maintaining competition and dealing with associated restructuring costs.
Etisalat is one of the largest telecommunications companies in the world, operating in 18 countries across Asia, the Middle East and Africa. It services over 85 million customers and reported $14.08 billion in revenue and $2.26 billion in net profits in 2015. Etisalat's expansion strategies include acquisitions such as PTCL in Pakistan and Atlantique Telecom in West Africa, obtaining licenses to operate in countries like Afghanistan, and diversifying through joint ventures like one with Visa to launch a smart payment-enabled car.
Global and china wafer foundry industry report, 2010ResearchInChina
The wafer foundry industry experienced significant growth in 2010, with output value projected to increase 37.8% to USD27.6 billion. The overall semiconductor industry output value was also expected to rise substantially. Key factors driving growth included economic recovery, fab-lite strategies by large companies outsourcing production, and increased capital expenditures by major foundries like TSMC and UMC to improve technology and capacity. However, the emergence of Global Foundries as a strong new competitor ended the previous competitive structure among industry leaders.
Choose Quality With Cost Justification Articledrottmayer
This document discusses the importance of investing in network quality for telecommunications companies expanding into Africa. It notes that while upfront costs are higher, focusing on quality will maximize return on investment through increased revenue, lower operating costs, and longer network lifespan. It provides examples of African mobile operators being fined for poor service quality and discusses the network challenges carriers face in optimizing quality across cellular, broadband, fixed line and outside plant infrastructure. The document advocates for carriers to prioritize quality over short-term cost cutting to improve customer satisfaction, reduce subscriber churn, and increase revenue potential through new subscribers and upselling of services.
The telecom industry in India ranks 3rd globally and has the 2nd largest network in Asia. It has experienced rapid growth, with wireless subscribers increasing from 150 million in 2007 to over 850 million in 2012. However, the industry now faces challenges of market saturation, declining revenues due to intense price competition, and low ARPU. The future of the industry depends on expanding rural connectivity, leveraging new technologies like 3G, increasing value-added services, and more infrastructure sharing between providers. Strict regulation by TRAI has both helped and posed difficulties for telecom companies in India.
Network sharing can provide significant benefits for mobile operators, including:
1) Freeing up cash by reducing costs for sites that are unprofitable, allowing funds to be used in more strategic areas.
2) Increasing network quality and coverage at a lower cost than standalone networks through shared infrastructure investments.
3) Potential opex savings of up to 35% on technology costs and 5% on total costs through network sharing agreements.
Micro coaxial high speed cable industry report (g lobal, german & usa)Nethaji SE
The global market for coaxial cable was worth $3.04 billion in 2009 and is estimated to reach $4.29 billion by 2013. China possesses about 60-70% of the global market for corrugated coaxial cable. The demand for coaxial cable in China is projected to increase at a 14.8% CAGR from 2012-2020 for use in base stations and indoor environments. Major exporters of coaxial cable include China at 18% and major importers include the United States at 14%.
Status of the Power Electronics Industry 2019 by Yole DéveloppementYole Developpement
Long term growth of the power electronics market is driving 300mm wafer-based production.
More information on: https://www.i-micronews.com/products/status-of-the-power-electronics-industry-2019/
The new role of Governments in deregulated telecom markets. Who is responsibl...Agustin Argelich Casals
Conference of Mr. Georges Mokhbat at 14th Diada de les Telecomunicacions de Catalunya
The new role of Governments in deregulated telecom markets. Who is responsible for “Digital Highways”
SAT Group Inc. is pitching an investment for their self-supporting telecommunications tower that addresses safety, cost, and time issues with current tower maintenance practices. The tower will allow remote raising and lowering of antennas to eliminate dangerous climbing and provide maintenance access. This is expected to save telecom companies costs on insurance and technician salaries while reducing downtime. The $5.65M investment will fund prototype development, equipment, and initial operations. Financial forecasts project strong revenue growth and profitability over the next 5 years as the market expands. Key milestones include developing prototypes, partnering with AT&T, and beginning production.
Post recession outlook of the electronics industry and connectors roadmappranaliparab
This document provides a summary and analysis of the electronics industry and connector market from 2009-2019. It examines how the 2008-2009 recession impacted the industry and provides forecasts for recovery. It also outlines several technology roadmaps, including trends in areas like semiconductors, printed circuit boards, and data storage that will influence connector demand and design. Product roadmaps are provided for specific connector types like IC sockets. The document aims to help connector companies understand and prepare for the changing requirements and challenges in the coming years.
Global and china pcb (printed circuit board) industry report, 2010ResearchInChina
In 2009, the global PCB industry output value decreased 15.83% to $40.6 billion due to falling PCB shipments and average prices. The substrate and rigid PCB sectors declined most sharply at 50% and 20%, while the flexible PCB sector only fell 3.8%. From 2000-2009, consumer electronics PCBs and package substrates increased by 15.8% and 68%, while other sectors like computers and communications declined. Main production areas were still China, Japan, Taiwan, South Korea, while Europe and the US were in recession.
The document discusses telecommunications market opportunities in Africa, the Middle East, and ASEAN countries. It identifies significant potential for fiber optic duct infrastructure projects worth over $50 million in these regions. Local manufacturing is emerging as a major challenge due to import duties and freight costs. The summary recommends strategies like setting up local manufacturing facilities through partnerships in high-growth countries to reduce costs and gain market share.
US Telco Case Presentation - Deloitte Maverick 2016Anil K
US Telco is exploring organic and inorganic growth opportunities to expand its telecommunications infrastructure services globally. It currently has over 85,000 sites globally. Through mergers and acquisitions, it aims to increase market share, expand colocation services, and diversify geographically. US Telco has identified 4 potential acquisition targets that would provide access to new markets and technologies. TeleMo Networks and ASA Towers are seen as the best strategic fit due to their expertise in leasing and distributed antenna systems. Integration risks include employee attrition, cultural differences, and realizing synergies.
STARK Corporation PCL held a roadshow in January 2020 to outline its vision of becoming an ultracompetitive leader in everything it does. The presentation provided an overview of STARK's business background and transformation from a media company to an electrical wire and cable manufacturer. It highlighted STARK's strategic acquisitions and expansion plans, which will make it the largest wire and cable producer in Asia with over $1.5 billion in projected revenue. The presentation also reviewed STARK's financial performance, manufacturing capabilities, certifications, and vision to extend into new high-margin products and services to become a "Super Incubator" in the industry.
1) The document discusses the Australia Japan Cable (AJC) project, a $520 million submarine cable system linking Sydney, Australia to Japan via Guam.
2) Key sponsors of the project were Telstra, Japan Telecom, and Teleglobe. The cable was expected to have an asset life of 15 years.
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2. Safe Harbor Statement
Except for the historical statements made herein, the statements made in this
presentation are forward-looking statements that could cause actual results to
differ materially from those projected in forward-looking statements include, but
are not limited to, general business conditions, managing growth, and political
and other business risks. All forward-looking statements are expressly qualified
in their entirety by this Cautionary Statement and the risks and other factors
detailed in the Company’s reports filed with the Securities and Exchange
Commission. Fushi Copperweld, Inc. undertakes no duty to update these
forward-looking statements.
3. Fushi Copperweld – Who we are
• World’s largest manufacturer of bimetallic wire; principally copper-clad
aluminum and copper-clad steel
• Operate through wholly-owned subsidiaries Fushi International
Our business (Dalian), based in Dalian, P.R.C., and Copperweld Bimetallics LLC,
based in Fayetteville, Tennessee. Over 100 years of operating
experience
• Exclusive worldwide rights to proprietary cladding technologies and
processes
• Global sales network serving over 60 countries in North and South
America, Europe, Africa, and Asia.
• Manufacturing facilities in Dalian, P.R.C., Fayetteville, Tennessee, and
Market reach Telford, England
• Market share leader in Asia, North America, and Europe
• Nasdaq Global Select.……………………………………………………….FSIN
• Price (May 15 2009)….…...………………………………………………...$7.78
• Market Capitalization……………………………………...…......$217 million
• Fully Diluted Shares Outstanding……………………………..27.9 million
Key metrics
• 2008 Revenues (FY end December 31)…..……….........$221.4 million
• 2008 EPS…………………………………………………….……………..…...$1.00
• Q2’09 EPS Guidance………………………………………………$0.21 - $0.25*
*Non-GAAP Diluted EPS
4. Investment Highlights
• Leading designer, developer, manufacturer, and innovator of copper-cladded bimetallic products in
China– China is the world’s largest and fastest growing market for bimetallic wire
• Well positioned to benefit from China’s infrastructure buildout and 3G expansion
• Significant opportunities to enhance profitability at Fayetteville, TN facility
• Underutilized capacity (~40%) provides opportunity for growth with minimal capex needs
• Healthy balance sheet with no net debt
• Insiders own over 40% - highly incentivized to create shareholder value
• Attractive opportunities for accretive acquisitions
• Trading at attractive valuations
• 8.3 2009E p/e*
• $203.9 million book value
• Both multiples are at a meaningful discount to other U.S. comparables
*2009 estimated EPS based off Roth Capital Partners and Jefferies & Company, Inc. consensus estimates
5. Bimetallics’ Competitive Advantage
Cost benefits and technological advantages of bimetallics. Due to the technology associated with cladding,
there are significant barriers to entry in this field
CCA CCS
• Primary end markets include: Telecom • Primary end markets include: Telecom
(braid and RF cables for cell towers) and (CATV and telephony drop cables), Utility
Utility (power transmission and grounding (grounding cables) , and Transportation
applications) (Catenary wire for electrified railways)
• Combines the conductivity and corrosion • Combines the strength and durability of
resistance of copper with the light weight steel with the conductivity and corrosion
and relatively low cost of aluminum resistance of copper
• Compared to solid copper wire, CCA weighs • Lower cost of implementation due to easier
63% less, yielding 2.7 times more wire for handling and less risk of breakage
the same weight
• Lowered risk of theft as impossible to
• Has the same utility and functionality of separate copper cladding from core metal
pure copper, but can be up to 65% cheaper
• Lowered risk of theft as impossible to
separate copper cladding from core metal
6. Expansive Global Distribution
• Fushi Copperweld is a worldwide brand with a sales presence in over 60 countries. In First Quarter 2009
we served roughly 300 customers in 38 countries from our facilities in Dalian, PRC; Fayetteville,
Tennessee; and Telford, U.K.
Telford
Dalian
Fayetteville
4% 4%
20%
72%
Net sales breakdown by region Q1 2009:
China Americas Europe Other
7. Applications of Bimetallics
Each category below can serve as a significant revenue driver. Shown are area percentage of sales.
Q1 2009
1
4
41
54 FY 2008
1
5
Telecom
39 Utility
55
Transportation
Other
8. Impact of China’s Infrastructure Investment
Large scale capital expenditures in infrastructure related projects within China is expected to grow
demand of bimetallic products in telecommunication, utility and transportation markets
Stimulus Package 3G
• Central government announced stimulus • China Mobile, China Unicom and China
package Nov. 2008, it totals nearly $586 Telecom planned capex projects for 3G
billion USD network totals$58 billion USD over next
three years
• Stimulus focused on infrastructure buildout
in rural areas ($54 billion USD), power • Approximately 60,000 base stations to be
grid and highways ($27 billion USD) and built in first phase (2009-2010)
areas worst hit by earthquake ($146.5
billion USD) • China Unicom and China Telecom plan to
spend approximately $4.4 billion USD on
• Minster of Railway’s plans to build over ECDMA and CDMA networks
30,000 kilometers of new railways by 2012;
expects $87.9 billion USD on railway
construction in 2009
*Source: Ministry of National Development and Reform; Ministry of Industry and Information Technology; Ministry of
9. Targeted Growth Markets
Telecommunication Electrical Utility
• China 3G network buildout – P.R.C. Products:
Ministry of Industry & Information
Technology estimates up to $58 billion •Transmission & distribution infrastructure to
USD in investment over next two to benefit from government stimulus packages
three years •P.R.C. power grid underdeveloped -
• Lower mobile and broadband power T&D assets require increased
penetration rates in emerging investment
Asian economies
Transportation
• Catenary/overhead cable for Grounding Wire
electrified railways – spending on
railway construction in PRC • Partnership with AFL Telecommunications
increased by 80%, to $87.9 billion provides instant access to sales & distribution
USD in 2009 networks in U.S. and Europe
• Automotive harness wire – lower •Historically a “copper” application – low
weight of CCA allows for increased market penetration levels for bimetallics allow
fuel efficiency and more compact room for growth
design
10. Dalian Facility Overview
• Located in Northeast China
• Attractive access to waterway
• Modern, state-of-the-art machinery
• 40,000 MT annualized CCA capacity
• Leading provider bimetallic wire in China:
China is the world’s largest and fastest growing
market for bimetallic market wire
• Plans to add 4,100 MT annualized CCS
capacity in 2009; will be first facility in China
to have large-scale CCS production capabilities
• Primary end markets include telecom and
utility
• ISO 9001 certified
• Awarded High Grade Foreign Investment
Project status in Dalian
11. Tennessee Facility Overview
• Acquired in Q4 2007 for $22.5 million
• Leading bimetallic wire provider in the Americas, Europe, Middle East and North Africa
• Provided company important entry into growing U.S. market
• 12,400 MT annualized CCA capacity; 16,300 MT annualized CCS capacity
• Added scale and compelling new products
• Primary end markets include telecom and utility
• Underutilized CCS and CCA lines will relocate to Dalian, saving $24 million in capex
• Currently losing money
• New management recently installed
• Expect facility will break even or be profitable by 2010
• Q1 initiatives resulted in annual cost savings of $1.2 million; new manufacturing processes
could further improve profitability, even without an increase in demand
• Growing revenues by
• ISO 9001 and IS0 14001 certified, houses
industry-leading research and testing lab
12. Impact of Copper Prices
• Price products on a metals Spot Prices Jan. 08- Apr. 09
plus cost basis; fluctuations in
raw materials directly impact
$4.00
ASPs $3.50
•Pricing mechanism allows for
$3.00
the cost of price changes in raw $2.50
$/ lb.
materials to be passed through CU
to customers, mitigating risk
$2.00
from fluctuations of metal costs $1.50 AL
$1.00 Steel
• Fushi Copperweld products
are effectively “engineered $0.50
composite conductors” - do not
$0.00
produce commodity products
Oct
Jan
Apr
Jan
Apr
Mar
Mar
Feb
May
Jun
Sep
Nov
Feb
Jul
Dec
Aug
*Source: New York Commodities Exchange (COMEX) high-grade copper trading prices January 2008 - Apr 2009
14. Highly Experienced Management Team
Mr. Fu is the Chairman and CEO of Fushi Copperweld, which he founded in
Chairman & CEO 2001. Mr. Fu holds a degree in engineering from PLA University of Science
and Technology. Under his leadership, Fushi has experienced phenomenal
Li Fu
growth.
Wenbing Christopher Wang has served as CFO of Fushi Copperweld since
President/CFO 2005 and President since January of 2008. Mr. Wang has worked for
Redwood Capital, China Century, and Credit Suisse First Boston. Mr. Wang
Chris Wang
holds an MBA from the University of Rochester. Mr. Wang was named one
of the top ten CFOs of 2007 in China by CFO magazine.
Dwight Berry oversees Fushi Copperweld's sales, R&D, and manufacturing
Chief Operating operations at all locations wordwide. Mr. Berry has 15 years of direct
Officer CATV/wire and cable experience and over 20 years experience in
Dwight Berry manufacturing management. Mr. Berry's education includes a B.S. from
Mississippi College and the Wharton Financial School at the University of
Pennsylvania.
15. Strong Balance Sheet
(in USD) March 31, 2009
Cash 42,716,858
Accounts Receivable 44,327,752
Inventories 19,542,327
PP&E 118,212,704
Other Assets 34,248,751
TOTAL ASSETS 278,243,550
Short-Term Debt 14,125,266
Accounts Payable 5,382,595
Long-Term Debt 44,628,582
Other Liabilities 3,040,466
TOTAL LIABILITIES 67,178,909
Shareholders’ Equity 203,866,847
17. 2009 First Quarter Results and Outlook
Q1 2009 Results 2009 Outlook
• GAAP EPS of $0.11 • Adjusted Non-GAAP EPS for Q2’09
projected to be $0.21-$0.25
• Adjusted Non-GAAP EPS of $0.14
• Expect sequentially growth quarter over
• CCA volume shipped from Dalian increased quarter in 2009 due to:
1% compared to first quarter 2008 despite
global economic slowdown • Absence of Chinese New Year;
• Dalian operated at only 67% capacity in • Increased profitability at Dalian
1Q09; well positioned to capitalize on facility due to stimulus package and
expected near term growth economic revitalization; and
• Q1 seasonally weak quarter due to Chinese • Increased profitability at Fayetteville
New Year facility due to cost savings initiatives
18. Investment Highlights
• Leading designer, developer, manufacturer, and innovator of copper-cladded bimetallic products in
China– China is the world’s largest and fastest growing market for bimetallic wire
• Well positioned to benefit from China’s infrastructure buildout and 3G expansion
• Significant opportunities to enhance profitability at Fayetteville, TN facility
• Underutilized capacity (~40%) provides opportunity for growth with minimal capex needs
• Healthy balance sheet with no net debt
• Insiders own over 40% - highly incentivized to create shareholder value
• Attractive opportunities for accretive acquisitions
• Trading at attractive valuations
• 8.3 2009E p/e*
• $203.9 million book value
• Both multiples are at a meaningful discount to other U.S. comparables
*2009 estimated EPS based off Roth Capital Partners and Jefferies & Company, Inc. consensus estimates
19. Contact Us
Investor contact • Nathan Anderson
VP/Investor Relations
nanderson@fushicopperweld.com
Beijing office
• Fushi Copperweld, Inc.
TYG Center Tower B, Suite 2601
Dong San Huan Bei Lu Bing 2
Beijing PRC 100027
Telephone: +86. 139.1150.8107
US Mobile: +1.931.652.2433
Thank you!