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This document provides an overview of the China telecom market and implications for Siemens COM. It analyzes the industry environment, competitors, operator evaluations and Siemens' performance and strengths/weaknesses. Key points include that the market growth rate is declining as it matures, revenue construction is changing with increased proportions from mobile, broadband and VAS, and operators' capex ratios are becoming more rational. Local players are expected to replicate success in mobile networks from fixed networks.

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BEIJING·SHANGHAI·SHENZHEN Dec . 2005 CONFIDENTIAL China Telecom Market Research and its implication for Siemens COM This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
• TThhee ppuurrppoossee ooff tthhiiss ““PPrroojjeecctt PPrrooppoossaall”” iiss ttoo oouuttlliinnee tthhee ffoorrmmaatt ooff tthhee pprroojjeecctt • TThhee ccoonntteenntt iiss ppuurreellyy uusseedd ttoo iilllluussttrraattee tthhee eenndd pprroodduuccttss.. MMaannyy eexxaammpplleess aanndd ddaattaa uusseedd ddoo nnoott rreepprreesseenntt BBYYNNAA’’ss llaatteesstt kknnoowwlleeddggee ooff tthhee iinndduussttrryy oorr BBYYNNAA’’ss bbeelliieeffss ooff tthhee ssiittuuaattiioonn.. 2 DDIISSCCLLAAIIMMEERR eenndd pprroodduuccttss aanndd tthhee pprroojjeecctt aapppprrooaacchh.. ——Your Strategic Marketing Partner in China
3 CCOONNTTEENNTTSS Our understand and objective Research methodology and content BYNA’s qualification and accumulation Part 1. Part 2. Part 3. ——Your Strategic Marketing Partner in China
4 CCOONNTTEENNTTSS Our understand and objective • Understand • Project objective Research methodology and content BYNA’s qualification and accumulation Part 1. Part 2. Part 3. ——Your Strategic Marketing Partner in China
5 OUR UNDERSTAND AANNDD OOBBJJEECCTTIIVVEE Industry environment Competitors Operators evaluation Siemens performance Siemens SWOT Project objective and scope ——Your Strategic Marketing Partner in China
UUNNDDEERRSSTTAANNDD （（11//66))—— NEW SERVICES AND COMPETITION PROMOTED THE GRWOTH OF SUBSCRIBERS , BUT THE GROWTH RATE DECLINE 2000-2005H1 China telecom market subscribers growth rate 6 2000-2005H1 China telecom market subscribers ——Your Strategic Marketing Partner in China 144.4 179 214.4 263.3 312.4 337.4 85.3 144.8 206.6 268.7 334.8 363.2 Y00 Y01 Y02 Y03 Y04 Y05(H1) 24.0% Source: MII 2005, 09 19.8% 22.8% 69.8% 42.7% 30.1% 24.6% 18.6% 8.0% 8.5% 80% 70% 60% 50% 40% 30% 20% 10% 0% Y00 Y01 Y02 Y03 Y04 Y05(H1) Although the subscriber scale is growing continually, attracted by more and more new service and lower price, but the growth rate dropped down as the market maturation.! UNIT: million person Mobile subscribers Fix subscribers
UUNNDDEERRSSTTAANNDD （（22//66))—— RREEVVEENNUUEE CCOONNSSTTRRUUCCTTIIOONN IISS CCHHAANNIINNGG,, PPRROOPPOORRTTIIOONN OOFF MOBLIE, BROADBAND, AND VAS HAS BEEN RISING INSTANTLY 7 UNIT: BILLION RMB 101.7 119.0 84.5% 77.8% UNIT: BILLION RMB 42.9 43.6 94.9% 91.6% UNIT: BILLION RMB Data communication Long distance connection ——Your Strategic Marketing Partner in China 0.04% 0.06% 0.25% 0.15% 6.4% 7.6% 18.8% 17.4% 42.60% 43.10% 31.9% 31.7% 2004H1 2005H1 Revenue 15.5% 22.2% Y2004H1 Y2005H1 Revenue 5.1% 8.4% Y2004H1 Y2005H1 2004H1-2005H1 China telecom market revenue construction Source: MII 2005,09 2004H1-2005H1 CMCC revenue construction 2004H1-2005H1 CNC revenue construction Revenue 253.6 281.2 Voice and other service VAS Voice and other service broadband Satellite Broadcast paging Mobile communication Local connection Long distance connection revenue was branched by data communication, such as IP, DDN,ATM, and others. Local connection market was branched by mobile service as its price cutting down.
UUNNDDEERRSSTTAANNDD （（33//66))————OOPPEERRAATTEERRSS’’ CCAAPPEEXX BBEECCEEMMEE RRAATTIIOONNAALL 2000-2005 China telecom market CAPEX/Revenue 8 2000-2005 China telecom market revenue 307.4 357.1 411.6 461.0 518.7 295.0 281.2 Y2000 Y2001 Y2002 Y2003 Y2004 E2005 2002－ 2005 China telecom market CAPEX UNIT:BILLION CAGR: 1.5% H2 (Estimate) H2 (Estimate) ——Your Strategic Marketing Partner in China 60% 50% 40% 30% Source: MII 2005, 09 UNIT:BILLION CAGR: 13.4% 203.4 221.5 217.3 135.0 77.8 Y2002 Y2003 Y2004 E2005 H1 (Finished) H1 (Finished) 49.4% 48.0% 41.9% 27.7% 36.9% 20% Y02 Y03 Y04 Y05(H1) E05 The ratio of CAPEX/Revenue is lower year by year after operators listing in Hong kong.
UUNNDDEERRSSTTAANNDD （（44//66))—— BBUUTT 33GG SSTTAARRTT UUPP AANNDD FFMMCC WWIILLLL BBEE SSTTIIMMUULLAARRIIVVEE FFOORR IINNFFRRAASSTTRRUUCCTTUURREE GGRROOWWTTHH 9 Total =100% Y 2006 Y 2007 Y 2008 ——Your Strategic Marketing Partner in China Total 3G investment 30% 40% 40% 3G investment 2G/2.5G investment Fixed infrastructure investment If not including 3G investment, • CTC will cut down CAPEX 1billion every year; • CMCC will also cut down CAPEX 1 billion every year.
LOCAL PLAYERS ARE EXPECTED TO RREEPPLLIICCAATTEE IINN MMOOBBIILLEE NNEETTWWOORRKK TTHHEE SSUUCCCCEESSSS TTHHEEYY EENNJJOOYYEEDD IINN TTHHEE FFIIXXEEDD SSWWIITTCCHHIINNGG MMAARRKKEETT •AAccttuuaall •GGoovveerrnnmmeenntt ttaarrggeettss 10 •7700 •6600 •5500 •4400 •3300 •2200 •1100 •00 123 1 2 3 •MMoobbiillee sswwiittcchhiinngg •FFiixxeedd sswwiittcchhiinngg •BBaassee ssttaattiioonnss 1993 1994 1995 1996 1997 1998 % Source: EIU Pyramid; MII interviews ——Your Strategic Marketing Partner in China – LLooccaall ppllaayyeerrss hhaavvee ccaauugghhtt uupp ttoo iinntteerrnnaattiioonnaall ppllaayyeerrss iinn 22GG tteecchhnnoollooggyy – GGoovveerrnnmmeenntt aanndd ooppeerraattoorr ssuuppppoorrtt aaiimmeedd ttoo hheellpp rreepplliiccaattee llooccaalliizzaattiioonn eexxppeerriieenncceedd iinn ffiixxeedd sswwiittcchhiinngg – MMIIII hhaass ggiivveenn iinnssttrruuccttiioonnss tthhaatt ooppeerraattoorrss sshhoouulldd ggiivvee pprriioorriittyy ttoo ddoommeessttiicc vveennddoorrss wwhheerree ppoossssiibbllee – OOppeerraattoorrss hhaavvee ccoonncceerrnnss aabboouutt oobbttaaiinniinngg tthhee llaatteesstt tteecchhnnoollooggyy – TTDD--SSCCDDMMAA wwoouulldd bbee iimmmmeeddiiaatteellyy aavvaaiillaabbllee ttoo llooccaallss aanndd aalllleevviiaattee ooppeerraattoorr ccoonncceerrnnss •PPllaayyeerrss ((iinncclluuddiinngg bbuutt nnoott eexxcclluussiivveellyy)) •HHuuaawweeii,, ZZhhoonnggxxiinn,, DDaattaanngg,, GGDDCC •FFiixxeedd sswwiittcchhiinngg •MMoobbiillee sswwiittcchhiinngg •11999988 •11999999 •22000000 •22000011 •22000022 •22000033 aanndd bbaassee ssttaattiioonnss
Global venders Local vendors Fixed infrastructure market share Mobile infrastructure market share 2000 2001 2003 2004 2005 -11999979 2000 2001 2003 2004 2005 11 COMPETITION SSTTAATTEE IISS CCHHAANNGGIINNGG 1990 - 1995 1996 - 1999 • Fixed infrastructure market maturated. • Goble vender divert to mobile market-morning market. • Local vender become to dominate in fixed infrastructure market ——Your Strategic Marketing Partner in China • Global venders is also dominated in mobile market. • But leading position is challenge by local venders, such as HW and ZTE. • Local vender penetrated mobile market by service network, software and edge access network.
12 ASB —— WELL LOCALITION AANNDD GGOOOODD TTRRAANNSSIITTIIOONN Stage 1 Stage 2 Stage 3 • Build up high level relationship with China government. • Transit corporation role: foreign company turn to local company • Seeking localization developing roadmap • Move R&D center to China • Unify marketing and platform by customer • Build up office in province to accelerate respond speed ——Your Strategic Marketing Partner in China European R&D center China R&D center
13 ERICSSON (CHINA)—— ADJUSTMENT PPRROODDUUCCTT LLIINNEE FFOOLLLLOOWWIINNGG IINNDDUUSSTTRRYY DDEEVVEELLOOPPMMEENNTT History （ before 2000） • As a global telecom equipment leader, Ericsson had a dominative position in China. • Provide full E2E product line in total China telecom market. • Competition intensification and price decreasing instantly leading Ericsson didn’t enjoy that business unit. • So Ericsson exited fixed market and diverted most of its attention to mobile infrastructure in China market. • Ericsson had alliance with Sony to development handset market to overcome its shortage in product deign. • As full service provision competition start up in 2006, Ericsson prepares to re-entry fixed infrastructure by annexation Marconi. • As the same time Ericsson began provide converging product, such as IMS. ——Your Strategic Marketing Partner in China Current Future Fixed Mobile • Fixed infrastructure • Data network (IP/ATM) • Mobile infrastructure • Handset • Converging product • 3G infrastructure • Service layer product • Support network product •Mobile infrastructure •Handset （ 2001-2003 ） （ 2004-2005 ） （ 2006-2008 ） • Data network (IP/ATM) •Mobile infrastructure • Ericsson will re-enter fixed market by providing converging product and 3G infrastructure. • In mobile infrastructure market, Ericsson will provide W-CDMA, CDMA-1X, and TD-CDMA product, and service application layer product. • Preparing for converging • Targeting in leader in telecom market • Shrink product line from maturatio n market • Diver his attention to his advantag eous market – morning market timely • Made alliance with mutual benefit vendors shrink!
HW —— ONE POINT TO CUT IN AND CCOO--MMAARRKKEETTIINNGG WWIITTHH CCAARRRRIIEERRSS TTOO WWIINN IINN FFIIXXEEDD MMAARRKKEETT 14 • After be an agent, History HW began to R&D PSTN switch, and accelerate penetrate speed in local switch and access speed by local resource, such as HR, good relationship. • HW adopted compliment away to occupy some new market. • HW began to enter mobile market by provide new concept-IN. • As the same time, HW entering the application software market by tailor making and quick respond and good service. • HW build up the leadership position in fixed market by co-marketing ——Your Strategic Marketing Partner in China with carriers. • HW improved his position in CMCC and CUC by providing tailor making and quick respond in service layer. • HW began to entering terminal market and produce PHS terminals. • HW start to R&D converging products. （ before 2000） Current Future Fixed Mobile • PSTN Switch • Optical • Access • Mobile infrastructure (GSM/CDMA) • IN • Other service software • NGN • IMS (converging) • Optical • IP • Access • (AIPppTlVic)a tion （ 2001-2003 ） （ 2004-2005 ） （ 2006-2008 ） •Mobile infrastructure (GSM/CDMA) •Service application software •Handset • HW will provide full product line both in fixed and mobile market. • 3G start up will grandly draw up HW position in China telecom market. • PSTN Switch • Optical • Access • IP • PSTN Switch/IN/NGN • Converging • Optical • Access • IP •Mobile infrastructure (WCDMA/TD/CDMA-1X) •Service Layer •Handset • One point to cut in • Co-marketi ng • Good service • Flexible busines s model • Expand busines s scope. Expand!
Active effecting Negative effecting Less communication with carriers Being distant with Cannot understand carriers demand 15 SIEMENS EVALUATION BY CARRIERS ((BBAASSEEDD BBYYNNAA AACCCCUUMMUULLAATTIIOONN)) • Good quantity • Good Reliability • Well performance • Good quantity • Good Reliability • Well performance Appreciative Appreciative product by carriers product by carriers Instant enlargement Instant enlargement demand demand ——Your Strategic Marketing Partner in China Less communication with carriers Being distant with carriers carriers Cannot understand carriers demand in time in time SSllooww rreessppoonndd ssppeeeedd Vicious circle
SIEMENS PERFORMANC— IN FIXD MARKET, SSIIEEMMEENNSS HHAADD FFAALLLLEEDD IINNTTOO SSEECCOONNDD CCLLAASSSS AANNDD DDRROOPPPPEEDD BBEEHHIINNDD HHWW,, ZZTTEE AANNDD AASSBB Venders NGN Trail in CTC HW 20 ZTE 17 ASB 3 SIEMENS 0 OTHERS 2 TOTAL 42 16 NOT NGN TRAIL ——Your Strategic Marketing Partner in China Venders NGN Trail in CNC HW 12 ZTE 5 ASB 7 SIEMENS 5 OTHERS 7 TOTAL 34 Most provinces have start up NGN trail or entered the business application stage.
SIEMENS PERFORMANC— IN MOBILE MARKET, SSIIEEMMEENNSS DDOOMMAAIINN IISS BBEEEENN CCHHAALLLLEENNGGEE BBYY LLOOCCAALL AANNDD GGLLOOBBLLEE CCOOMMPPEETTIITTOORRSS.. 17 TRX Market Share of CMCC Siemens, 6.9% Ericsson, 38.6% Alcatel, 9.6% Nokia, 16.6% TRX Market Share of CUC Others, 9.5% Switch Market Share of CMCC Alcatel, 12.1% HuaWei, 5.7% Siemens, 12.6% Nortel, 7.6% Ericsson, 28.5% Others, 0.9% ZTE, 5.5% Siemens, HuaWei, 4.4% Nokia, Motorola3,.7% 1.4% ——Your Strategic Marketing Partner in China Motorola, 18.3% Others, 10.0% HuaWei, 13.1% Siemens, 18.5% Nortel, 10.5% Ericsson, Nokia, 8.4% Motorola, 8.6% 31.4% Alcatel, 11.3% 37.5% Nortel, Ericsson, 14.0% 21.9% Others, 0.3% Switch Market Share of CUC Nokia, 32.6% • In CMCC, Siemens is not a leader, but a follower. • In CUC, Siemens is still a leader, but facing with challenging by HW and others .
Opportunities Threatens 18 SIEMENS CURRENT SWOT ANALYSIS BBAASSEEDD BBYYNNAA AACCCCUUMMUULLAATTIIOONN Strength ——Your Strategic Marketing Partner in China Weakness • Good product and well performance • Carriers acceptance • Most part product R&D not in China • Slow respond speed • Long product deliver cycle • Marketing and BD capability • Separated marketing and sales platform • Narrow customer relationship • Service level lower • Customer relationship in CTC and CNC losing • Advantages position in CUC challenged by local and global venders . • Part installed base could take place by other venders both in fixed or mobile to lose Siemens competitiveness base. • In some province, certain installed base market share • Good resource • Both TD or W-CDMA will give much opportunities for Siemens in 3G
Objective 19 PROJECT BACKGROUND AANNDD OOBBJJEECCTTIIVVEESS China telecom industry environment is changing – Macro economic changing create many new opportunities for telecom industry. – Subscribers demand has changed, more revenue coming from VAS. – FMC and 3G would bring many new opportunities for vendors. Carriers are in the stage of strategies transition – Targeting – Service delivery – Infrastructure development Competitors strategies have been changing – Local vendors become grandness – Part global vendor adjusting developing strategies. – The changes could present both threat and chances to Siemens Siemens’s market position in China changed – In traditional fixed market, Siemens had felled to second class; – In new market, Siemens competitiveness doesn’t have advantages. – In CMCC market, Siemens is just stay in the third level in, – In CUC, Siemens leading position is being challenged by HW and other vendors, such as IN. ——Your Strategic Marketing Partner in China • Have a full and deep understand of China telecom current condition and carriers demand, and be aware of the potential implications, • Percipience competitors aspire and strategies, and learning competitors KSF to adjust own marketing strategies. • In the transition process, Siemens should grasp the opportunities to develop a winning mid to long term strategy and build up own core competitiveness .
• KKeeyy iissssuueess • SSuubb iissssuueess • Telecom market changing • Macro environment and industry 20 PPRROOJJEECCTT SSCCOOPPEE ——Your Strategic Marketing Partner in China environment changing and influence on telecom market • Carriers’ strategies transition • Service definition and scope • Carriers infrastructure development. • Carriers investment for infrastructure • Siemens strength and weakness comparing with others venders • What will Siemens do? • Competitor basic information analysis • Market situation and market share analysis • Market landscape and new field entering analysis • Competitiveness comparing by carriers evaluation (value delivery system analysis) • Outline Siemens key product/service offering and stage
21 CCOONNTTEENNTTSS Our understand and objective Research methodology and content • Project content • Project approach • Project design BYNA’s qualification and accumulation Part 1. Part 2. Part 3. ——Your Strategic Marketing Partner in China
22 CCOONNTTEENNTTSS Project content Project approach Project design 11 2 3 ——Your Strategic Marketing Partner in China
23 OVERVIEW OOFF EENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 Part 1. Market changing analysis Part 2. Competitor strategies analysis 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study Part 3. Siemens opportunities and development suggestion 1 2 Siemens SWOT analysis S W O T Opportunities and suggestion
Fixed product Mobile product GSM/GPRS TRX 24 DDEEFFIINNIITTIIOONN OOFF RREESSEEAARRCCHH Service layer Switch Transform & Bearing Access IPTV IN IN TDM SDH/DWDM/ASON/ULH XDSL ——Your Strategic Marketing Partner in China Parlay Enabler LAYER IMS NGN NI WCDMA MOBILE NGN MSTP IP HSDPA WINMAX FTTH/PON MULTI ACCESS Infrastructure level IMDS/MMDS Terminal Home box Wireless model
Infrastructure Fixed product Mobile product 25 LEVEL OF DETAIL IINN EENNDD PPRROODDUUCCTTSS 11..11 GGlloobbaall eennvviirroonnmmeenntt 11..22 DDoommeessttiicc eennvviirroonnmmeenntt – oovveerraallll eennvviirroonnmmeenntt – IInndduussttrryy eennvviirroonnmmeenntt • EEnndd uusseerr • TTeecchhnnoollooggyy • NNeettwwoorrkk 11.. EEnnvviirroonnmmeenntt aannaallyyssiiss 22.. CCaarrrriieerrss ddeevveellooppmmeenntt aanndd ooppppoorrttuunniittiieess aannaallyyssiiss 33.. CCoommppeettiittiioonn aanndd SSiieemmeennss ssiittuuaattiioonn aannaallyyssiiss 44.. MMaarrkkeettiinngg ssttrraatteeggiieess ssuuggggeessttiioonn 22..11 CCaarrrriieerrss ccuurrrreenntt ccoonnddiittiioonn aanndd ddeevveellooppmmeenntt ssttrraatteeggiieess aannaallyyssiiss 22..22 BBuussiinneessss ppllaannnniinngg aannaallyyssiiss – SSeerrvviiccee ddeeffiinniittiioonn – SScchheedduullee – VVaalluuee cchhaaiinn 22..33 TThhoouugghhtt ooff iinnffrraassttrruuccttuurree ddeevveellooppmmeenntt aanndd iinnvveessttmmeenntt 22..44 TTeelleeccoomm mmaarrkkeett aasssseessssmmeenntt 33..11 CCoommppeettiittiioonn llaannddssccaappee aanndd mmaarrkkeett ppeerrffoorrmmaannccee 33..22 CCoommppeettiittiivveenneessss aannaallyyssiiss 33..33 SSiieemmeennss ssiittuuaattiioonn aanndd SSWWOOTT aannaallyyssiiss 33..11 SSiieemmeennss kkeeyy pprroodduucctt//sseerrvviiccee ooffffeerriinngg 33..22 SSiieemmeennss ssttrraatteeggiieess ssuuggggeessttiioonn 33..33 SSiieemmeennss ddeevveellooppmmeenntt ssttaaggee ——Your Strategic Marketing Partner in China
26 OVERVIEW OOFF EENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study 3 4 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
27 1.1.1 GLOBAL TELECOM ENVIRONMENT AANNAALLYYSSIISS Overview End users demand Technology development ——Your Strategic Marketing Partner in China Changing Impact on China Application service delivery Manufacture base transforming
1.1.2 DOMESTIC TELECOM ENVIRONMENT AANNAALLYYSSIISS-- OOVVEERRAALLLL 28 EENNVVIIRROONNMMEENNTT Industry environment reformation • License • Industry structure • Pricing • Interconnection • Equal access • Universal service • Performance levels • GDP • GDP/person • Growth rate and forecast ——Your Strategic Marketing Partner in China • Telecom demand • Communication manner • Role Telecom service • Information industry • Information security • Level of in formalization Policy and regulation Economic environment Society environment Technology environment Driver Obstacle
1.1.2 DOMESTIC TELECOM ENVIRONMENT AANNAALLYYSSIISS-- IINNDDUUSSTTRRYY 29 EENNVVIIRROONNMMEENNTT RREEFFOORRMMAATTIIOONN ——Your Strategic Marketing Partner in China Infrastructure Technology development and product substitute Industry value chain • Technology orientation • Product development • Switch • Transformation • Access network • Service layer • CP/SP development • Interaction among all part with in the chain Complex affection
• As society and business developing, handy communication demand in different 30 1.2 END USERS DDEEMMAANNDD IISS CCHHAANNGGIINNGG Visible communication • Telephone • MAIL • SMS • …… Invisible communication • SKYPE • QQ • MSN • …… ——Your Strategic Marketing Partner in China Fast growing Slow growing Experience service is key driver for growth. Branched by new communication manners in internet area is more urgent than before. • Many new information exchanging manner brought out to facilitate these demand, such as skype, MSN and other invisible manners. Key issue to study: • What is new communication demand? • How will communication manner develop? • What is the implication for carriers service delivery and infrastructures.
31 1.3 COMPETITION ENVIRONMENT IISSIINNTTEENNSSIIFFNNGG Telecom market Internet market ——Your Strategic Marketing Partner in China Integrated information service Triple-play network Converging terminal Price competition Price competition PHS branched Revenue Revenue Revenue Revenue Internet branched • SKYPE • QQ • MSN • …… Local connection Changes
competition landscape Case study 32 OVERVIEW OOFF EENNDD PPRROODDUUCCTT 4 Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 5 6 1 2 3 1 2 3 4 Transition and Information (1.5 weeks) Competitor strategies (2 weeks) 3 4 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
IInntteeggrraatteedd iinnffoorrmmaattiioonn sseerrvviiccee pprroovviiddeerr 33 COMPETITION LEADING OOPPEERRAATTEERRSS TTOO TTRRAANNSSIITT Rise mode Transition of HR and organization Service and business model transition Transition of infrastructure Operators of traditional infrastructure ——Your Strategic Marketing Partner in China VVooiiccee MMaarrkkeett ddrriivvee CCuussttoommeerr ddrriivvee PPrrooffiitt ddrriivvee VViiddeeoo ccoonntteenntt BBrrooaaddbbaanndd Investment orientation Scale benefit • Telecom service provider • Internet converges • Leader of SI market Dominating in integrated information value chain TTrriippllee--ppllaayy bbuussiinneessss mmooddeell CTC transition target Transition Road map and investment Service delivery
34 1.4 CARRIERS TRANSITION SSTTRRAATTEEGGIIEESS AANNAALLYYSSIISS Target ——Your Strategic Marketing Partner in China Preparing Action Regulatory framework Transition keystones • Fixed • Mobile • Market share • Landscape • Subscribers • ARPU/MOU • Revenue Milestone Transition Road map and investment • Revenue structure • Investment structure • Cost structure • HR structure • Short term • Middle term • Long term Service delivery
1.5 CARRIERS SERVICE DEFINITION AANNDD DDEEMMAANNDD FFOORR ILLUSTRATIVE 35 IINNFFRRAASSTTRRUUCCTTUURREE ——Your Strategic Marketing Partner in China Basic service VAS Personal Corporation Personal Corporation Voice Data Voice Data Current Future Demand for infrastructure Service network Switch Bearing network Access network Road map and investment Transition Local/distant connection Internet Local/distant connection IP/ATM CRBT/SMS WAP/LBS/ CRBT/ yellow page ICT SAMPLE Service delivery
1.6.1 INFRASTRUCTURE DDEEVVEELLOOPPMMEENNTT RROOAADDMMAAPP Road map 36 Long-distant Confluence GGSSMM TTDD--SSCCDDMMAA GGPPRRSS W-CDMA NGN NGN ——Your Strategic Marketing Partner in China and investment Service delivery Transition (UTRA FDD) 22GG 22..55GG 33GG Fixed infrastructure (NGN) Mobile infrastructure Current Future (voice, data and video converging) local TDM TDM TEDM NGN TDM TDM NGN NGN TDM NGN TDM TDM NGN NGN NGN NGN NGN NGN Y 2005 Y 2006 Y 2007 Y 2008 Service layer converging Switch converging Transformation converging Access converging
37 1.6.2 CARRIERS INFRASTRUCTURE IINNVVEESSTTMMEENNTT FFOORREECCAASSTT CCMMCCCC 22000066 ——Your Strategic Marketing Partner in China Road map and investment Transition Service 2007 2008 2009 2010 3G core network Transformation network Service Layer BBEEIIJJIINNGG SSHHAANNGGHHAAII TTIIAANNJJIINN HHEEBBEEII AANNHHUUII …… …… TTOOTTAALL ILLUSTRATIVE Note: by product, by carrier and by province
Transition Service 38 1.6.2 PRODUCT MARKET OPPORTUNITIES FFIINNDDIINNGG ——Your Strategic Marketing Partner in China NGN IPTV WCDMA GSM GPRS SL Road map and investment Key opportunities in each province of each carrier • Thought of development • Investment and growth rate • Life cycle • Selecting criteria Product investment in certain province of each carriers forecast Y05 Y06 Y07 Y08 Y09 Y10 NGN 3G TDM ILLUSTRATIVE Note: by product, by carrier and by province
39 1.6.3 MARKET OPPTUNITIES AASSSSEESSSSMMEENNTT Evaluation criteria ——Your Strategic Marketing Partner in China Weight （%） Score Attractive-10 7 4 1 ness rating Environment analysis – Overall and industry environment attractiveness Carriers demand (market size) – Market size – Related market growth rate Life cycle and competition degree – Stage in the lifecyle – Industry profitability in related markets IILLLLUUSSTTRRAATTIIVVEE 25% 25% 10% 30% 10% 10 10 10 4 1 2.5 1 0.1 3 1 7.6 Road map and investment Transition Service
40 OVERVIEW OOFF EENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study 1 2 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
41 CCOOMMPPEETTIITTOORR DDEEFFIINNIITTIIOONN Global corporations Local corporations ——Your Strategic Marketing Partner in China
42 CCOOMMPPEETTIITTOORR AANNAALLYYSSIISS——–– PPRROOFFIILLIINNGG TTEEMMPPLLAATTEESS 1. Background information – Starting year – Number of employees – Era analysis 22.. SSttrraatteeggyy ——Your Strategic Marketing Partner in China 33.. PPrroodduucctt//mmaarrkkeett – MMiissssiioonn – VViissiioonn – CCoorrppoorraattee ssttrraatteeggyy – MMaarrkkeett ppoossiittiioonn – KKeeyy pprroodduucctt ooffffeerriinnggss – KKeeyy ccuussttoommeerrss (( iinnssttaalllleedd bbaassee,, ccoossttuummeerr rreellaattiioonn sshhiipp aanndd eexxppeerriieennccee iinn ttrraaiill )) – PPrriiccee lleevveell – Location – Registered capital – Management team – Equity structure – Organization structure – Ownership structure • 5. Value chain strategy – Focus on • R&D • Marketing ( installed base, BD) • Sales force (costumer relation ship and experience in trail ) • Service
43 OVERVIEW OOFF EENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study 3 4 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
44 2. COMPETITOR MMAARRKKEETT SSHHAARREE Market position,Percent •9944 •111111 •113355 •OOtthheerrss 28 28 29 9 9 8 4 5 8 11 11 10 11 10 11 37 37 34 •CCoommppaannyy AA •TThhee ccoommppeettiittoorr •CCoommppaannyy BB •CCoommppaannyy CC •CCoommppaannyy DD 22000033 22000044 22000055 ——Your Strategic Marketing Partner in China •RRaattiioonnaallee aanndd ffuuttuurree ttrreenndd – – – – •110000%%==
GSM TDM OPTICAL NGN IPTV 45 COMPETITOR SSIITTUUAATTIIOONN AANNAALLYYSSIISS Level 1. Leader Level 2. Challenger Leve3. Follower Level 4. Stopgap ——Your Strategic Marketing Partner in China ILLUSTRATIVE
3.2 BYNA WILL EVALUATE EACH VENDERS CCOOMMPPEETTIITTVVEENNSSSS BBYY IINNTTEERRVVIIEEWWIINNGG KKPPII ((KKEEYY PPEERRSSOONN IINNTTEERRVVIIEEWWEEDD))IINN DDEECCIISSIIOONN MMAAKKGGIINNGG PPRROOCCEESSSS 46 CEO Group NGN team Network development Dep. General engineering office O&M Dep. ——Your Strategic Marketing Partner in China CTC technology strategies committee VP（ charge of NW construction ） Province design and institutes Technology Support Decision 省 项 目 小 组 Data/internet Dep. Marketing Dep. Group design/ institutes Decision level Support Implemen t Support Decision making Support Implemen t CTC NGN decision making process Technology Support Decision Technology Support Decision Network development Dep. O&M Dep.
3.2 CARRIERS EVALUATION FOR COMPETITORS’ CCOOMMPPEETTIITTVVEENNSSSS ((BBAASSEEDD VVAALLUUEE CCHHAAIINN)) 47 ——Your Strategic Marketing Partner in China ILLUSTRATIVE Decision making department Decision support department Decision implementation department •R&D •Sourcing/ logistics •Manu-facturing •Marketing •Sales force •Services • Technology • Respond speed • Supply chain • Product quantity • BD • Installed base • Trail experience • CRM • Market share booked in 2005 • Pre-sale • Middle-sale • After-sale Value chain criteria 0 1 4 7 10
3.2 OUTPUT OF EVALUATION EACH VENDERS COMPETITIVENESS ((33//33)) 48 STEP 4. Calculating vendors competitiveness score in product ——Your Strategic Marketing Partner in China TDM 6.9 5.6 4.8 4.7 5.7 5.1 5.7 4.8 6.1 5.4 8.6 7.2 8.6 9.3 9 NI IPTV NGN TOTAL ASB ZTE HW
3.7 CASE STUDY —— CASE SELECTING MMEETTHHOODDOOLLOOGGYY 49 Start off point Market Benchmarking orientation development course Gaps analysis ——Your Strategic Marketing Partner in China Selecting benchmarking competitors Milestone KSF analysis Comparing Siemens with other vendors the same and difference point: •Product line •Technology •Market base • Landscape change • Market share changing • Siemens situation in every each business unit • Who will be Siemens benchmarking in each business unit? • Reason behind every milestone • Summarize KSF in each business unit.
50 OVERVIEW OOFF EENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study 1 2 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
3.1 BYNA WILL CONDUCT SIEMENS SWOT BBYY BBEENNCCHHMMAARRKKIINNGG 51 Gaps with carriers demand • Price • Service • Technology and product • Respond speed • Localization and presence • Service support and BI • TCO GGaappss wwiitthh ccoommppeettiittoorrss • Strategic target • Value chain • R&D • Supply chain • Marketing • Sales force • Service • KSF gaps ——Your Strategic Marketing Partner in China ILLUSTRATIVE SSttrreennggtthh WWeeaakknneessss OOppppoorrttuunniittyy TThhrreeaatt SIEMENS Value chain R&D Supply chain Marketing Sales Service SIEMENS SWOT
BYNA WILL OUTLINE SIEMENS PRODUCT/ SSEERRVVIICCEE PPOORRTTFFOOLLIIOO BBYY MMAARRKKEETT PPOOTTEENNTTIIAALL AANNDD SSIIEEMMEENNSS CCOOMMPPEETTIITTVVEENNEESSSS 7.5 Strong Weak 1.0 Weak 5.0 Strong 9.0 5.0 SIEMENS Competitiveness Note : Bubble size= market size ( From Score list of Siemens competitiveness in the area of XX business) 52 ( From Score list of market potential of XX business) Market Attractive ——Your Strategic Marketing Partner in China
BYNA WILL GIVE SIEMENS CHINA TELECOM MMAARRKKEETT DDEEVVEELLOOPPMMEENNTT SSUUGGGGEESSTTIIOONN BBAASSEEDD PPRROODDUUCCTTPPOORRTTFFOOLLIIOO PPRRIIOORRIITTIIZZAATTIIOONN MMAATTRRIIXX 53 Strong Market Potential Weak Strong ——Your Strategic Marketing Partner in China Siemens Competitiveness Focused support – Concentrate the best assets of the Group – Ensure the sales of Bus – Prioritize the allocation of HR Gain returns – Avoid excessive follow-on investment – Gain short-term cash returns to support key development and BUs Focused Development – Have the best R&D resources of the group – Develop business fast – Prioritize allocation of HR Consider exit or selected development – Gradual exit through spin-off or close-down – Selected development of several business Business 2 Business 1 Business 4 Business 5 Business 3 ILLUSTRATIVE
WE DEFINE CLEAR GROWTH HORIZONS FOR THOSE PRODUCTS THAT REMAIN IN THE PORTFOLIO 54 HHoorriizzoonn 11:: DDeeffeenndd aanndd eexxppaanndd ccoorree bbuussiinneessss ——Your Strategic Marketing Partner in China HHoorriizzoonn 22:: AAggggrreessssiivveellyy bbuuiilldd nneeww bbuussiinneessss HHoorriizzoonn 33:: CCrreeaattee ooppttiioonn wwiitthh mmiinniimmaall iinnvveessttmmeenntt •KKeeyy pprroodduucctt •KKeeyy cchhaarraacctteerriissttiiccss
55 OOPPEERRAATTIIOONN SSUUGGGGEESSTTIIOONN Gap 2 Gap1 Gap 4 Gap 5 Gap 3 ——Your Strategic Marketing Partner in China • Operation suggestion– long term • Operation suggestion– middle term Large • Operation suggestion– short term Gaps Lest Most Importance Small R&D • Product delivery • Respond speed Supply chain • Producin g capacity Marketing • BD •… Sales • CRM • Trail Service • Pre- • Middle – • After - Others •… •…
Form : Excel &Word & PPT 《Competitors development strategies analysis report》 56 KEY OUTPUT OOFF TTHHIISS PPRROOJJEECCTT 《CMCC/CTC/CNC/CUC development and infrastructure investment analysis report 》 PPaarrtt 11 PPaarrtt 22 PPaarrtt 33 Form : Excel &Word & PPT 《Siemens opportunities and development strategies suggestion 》 Form : Excel &Word & PPT ——Your Strategic Marketing Partner in China
57 CCOONNTTEENNTTSS Project content Project approach Project design 11 2 3 ——Your Strategic Marketing Partner in China
Content Methodology •market segment Carrier-province-product 58 OUR RREESSEEAARRCCHH AAPPPPRROOAACCHH SStteepp 11. . SStteepp 22. . SStteepp 33. . SStteepp 4 4.. Step 5. •market •selecting ——Your Strategic Marketing Partner in China RBP (resource based potential) • Market evaluation • Siemens strength and weakness KPI Benchmarking •Marketing attracting BCG & RPB •Developing a •short/middle/long-term •strategies Value chain design Organization Operation process
59 CCOONNTTEENNTTSS Project content Project approach Project design 11 2 3 ——Your Strategic Marketing Partner in China
STEP 1. STEP 2. STEP 3. Key person selecting Sample selecting • Questionnaire design is based 60 PROJECT DESIGN—— QQUUEESSTTIIOONNAAIIRREE DDEESSIIGGNN Questionnaire design Background inducing method ——Your Strategic Marketing Partner in China interviewer background and responsibility in decision making process. Questionnaire 1 2 3 41
STEP 1. STEP 2. STEP 3. Key person selecting Sample selecting Based decision making process • Based position and responsibility 61 PROJECT DESIGN—— KKEEYY PPEERRSSOONN SSEELLEECCTTIINNGG Questionnaire design ——Your Strategic Marketing Partner in China in decision making process. Decision making Decision support Decision implement
STEP 1. STEP 2. STEP 3. Key person selecting Sample selecting 62 PROJECT DESIGN—— SSAAMMPPLLEE SSEELLEECCTTIINNGG Questionnaire design Large Market potential Such as Step1: The system solution promotes the service solution;such as Siemens now. ——Your Strategic Marketing Partner in China Sample selection matrix Weak Guangdong Siemens’s position Strong Smal l Such as Beijing Such as Guangxi Step2: The service solution promotes the system equipments in the future;such as HUAWEI now. Total sample= 4 carriers HQ + 3 Siemens advantage area+ 3 Siemens planning to enter
SSAAMMPPLLEE CCOONNSSTTRRUUCCTTUURREE • Interviewed persons are those who are involved in the decision making process and has 63 OOppeerraattoorrss’’ HHQQ  Key persons in Planning, Construction, Network, Data and Marketing Departments ——Your Strategic Marketing Partner in China 4-5 persons understanding of the market dynamics: Provincial Branches  Provincial HQ and two selected city branches, key persons in Marketing, O&M, Planning Departments 10-12 persons EExxppeerrttss  Technical or Marketing experts who have good knowledge in the area who may come from telecom research institute 1-2 persons CCoommppeettiittoorrss  Ericsson  ASB  HW/ZTE 4-5 persons (option) Siemens internal  Incumbent persons in product lines, marketing and sales both in HQ and in local 2-3 persons Note: It is a suggestion for a fully interview of an operator in a province branch, and some person needn’t double interviewed when it goes more than a province. It will be shaped according to actual situation.
64 SIEMENS installed base RPM (Resource-Potential Matrix ) ——Your Strategic Marketing Partner in China Siemens client relation ship base Siemens internal resource Siemens potential RRPPMM MMEETTHHOODD
To ensure this project implemented successfully, a special team should 65 TTeeaamm bbuuiillddiinngg aanndd dduuttyy be build up consisted of BYNA and ERICSSON Steering Committee Siemens (TBD) Project co-leadership Core project team BYNA Grace Yan Xianze Liu Zhangkun Yu Na Liu Shijie Yang Yue Lu ——Your Strategic Marketing Partner in China • Supervise and control project oriental • Project general plan • Steering report writing • Coordinate team action • Report to team timely • progress schedule and quality control and guarantee • Supervise interview questionnaire and final report • Conform final plan in detail including scope, approach, name list, schedule and final end product. • Questionnaire design • Deep interview • Data collection and analysis • Final report writing • Report to team manager and leader. BYNA Dr. Zhicheng Deng BYNA Shiyang (Research director) Siemens (TBD) Duty PPRREELLIIMMIINNAARRYY Siemens (TBD)
66 BACKGROUND OOFF BBYYNNAA TTEEAAMM MMEEMMBBEERRSS Zhicheng Deng PH.D（BUPT） Experience： • Communication division, information device department,MII • Vice president of CCID CONSULTING • Director of internet business department in CNC • Expert of CMIS • Member of Youth Branch of Beijing Communication Association Genlan Cheng MBA (BUPT) Experience： Expert of technology standard Department manager CNCC Information center director CNGL Expert of Network MII Synchronization ——Your Strategic Marketing Partner in China Principle relative experience: • Developing and launched a marketing plan for a leading Chinese wireless operator • Developing a win market strategy of fix network in China for an international telecom equipment vender. Principle relative experience: • Formulated a strategy to grow the China sales for a global telecommunications company • Developing a win market strategy of fix network in China for an international telecom equipment vender.
Principle relative experience: • Helped a leading U.S. telecommunications equipment manufacturer to develop its growth strategy in China • Developing a win market strategy of fix network in China for an international telecom equipment vender. 67 Yang Shi PH.D （BUPT） Experience： ZTE mobile dep. Vice director in marketing department Member of Youth Branch of Beijing Communication Association Grace Yan （BIT） Experience: CCID Senior consultant Director of south of China office CDC investment consulting (Beijing) Co. Ltd. Senior project manager Vice-director of consulting department ——Your Strategic Marketing Partner in China Principle relative experience: • Formulating a wireless terminal launching plan in China for a large Korea electronic MNC. • Developing a win market strategy of fix network in China for an international telecom equipment vender. • Helped a large electronic MNC to develop its marketing strategy in China, including brand positioning, communication, pricing and service BACKGROUND OF BBYYNNAA TTEEAAMM MMEEMMBBEERRSS
68 Zhangkun Yu Master（BUPT） experience： Gosun.ltd. senior manager CRC consultant Xianze Liu Master（CUFE） experience： CCID Consultant UP-POINT senior consultant ——Your Strategic Marketing Partner in China • Assisted a telecom equipment firm to improve its business unit in third party distribution business to improve its return on capital , increase revenue and customer satisfaction • Developing a win market strategy of fix network in China for an international telecom equipment vender. • Assisted a telecom equipment firm to improve its business unit in third party distribution business to improve its return on capital , increase revenue and customer satisfaction • Developing a win market strategy of fix network in China for an international telecom equipment vender. BACKGROUND OF BBYYNNAA TTEEAAMM MMEEMMBBEERRSS
69 SScchheedduullee ——Your Strategic Marketing Partner in China Time Frame Remark ID Task W1 W2 W3 W4 W5-W8 W9-W11 2 work teams parallel provincial interview Preparation 1 Proposal 2 Internal communication Optimization and details 3 Interview questionnaires 4 Interview sample and time fixed Execution 5 HQ interview 6 Provincial interview 7 Information collection 8 Analysis Report 11 Draft report 12 Report pre-comments and amend 13 Final report 14 Feedback Prophase Interim report Interim report Final report
70 CCOONNTTEENNTTSS Part 1. Part 2. Part 3. • BYNA’s qualification Our understand and objective Research methodology and content BYNA’s qualification and accumulation • BYNA’s accumulation ——Your Strategic Marketing Partner in China
71 BBYYNNAA’’SS QQUUAALLIIFFIICCAATTIIOONN • Good relationship with carriers HQ • Good relationship with province carriers Good information collection channel ——Your Strategic Marketing Partner in China Deep understand in China telecom industry • Deep background of ICT • Powered support by telecom experts Global consulting experiences • Experience with famous global consulting company • Local staff with good know-how of China telecom market Four advantages • Served for top ten vendors • Many successful cases Many successful cases
BYNA’S TARGET—— LEADER IN TTEELLEECCOOMM CCOONNSSUULLTTIINNGG AND ANALYSYS COMPANY UNDERSTANDING SINOMC ACCENTURE 72 METHOD OF CONSULTING NORSN ——Your Strategic Marketing Partner in China LEADER OF TELECOM CONSULTING INDUSTRY TELECOM CONSULTING COMPANY LOCAL CONSULTING COMPANY FOREIGN CONSULTING CONCENTRATION ON CHINA TELECOM MARKET LOW HIGH HIGH LOW BYNA MCKINSEY CRC INFORSAGE BCG CCID OOUURR PPEERRCCEEPPTTIIOONN:: LLOOCCAALL,, PPRROOFFEESSSSIIOONNAALL AANNDD IINNTTEERRNNAATTIIOONNAALL BYNA TARGETING
• Long time cooperating with global consulting companies make BYNA absorb abundant experiences. 73 ABUNDANT EXPERIENCE AANNDD LLOOCCAALL KKNNOOWW--HHOOWW ——Your Strategic Marketing Partner in China THE BOSTON CONSULTING GROUP • As the same time, local staff and good know-how in China telecom market makes BYNA have deep and full understand of carriers demand . Experience in carriers 36% Experience in vendors 28% Local education (BUPT) 46%
74 Good information collection channel ——Your Strategic Marketing Partner in China BYNA investigate channel covered BYNA investigate channel uncovered Total = 19 provinces BYNA had build up good relationship within the covered provinces in project process, and all the channel will provide sufficient insurance for project implementation.
CMCC/CTC /CNC/CUC HQ 75 Many successful cases will give ppoowweerreedd iinnssuurraannccee Project Scope • China fixed telecom market middle and long term development strategies for certain global vendors. ——Your Strategic Marketing Partner in China CTC &CNC HQ 8 province investigation Method • Top 10 venders competitiveness comparing in 3G market • China telecom service market analysis • China service layer and system integration market study. CMCC/CTC /CNC/CUC HQ 10 province investigation CMCC/CTC /CNC/CUC HQ 6 province investigation KPI interview Benchmarking RBP BCG KPI interview Benchmarking RBP KPI interview RBP KPI interview Benchmarking RBP
76 KEY SUCCESS FACTORS OOFF OOUURR CCOOLLLLAABBOORRAATTIIOONN •SSuucccceessssffuull ccoollllaabboorraattiioonn ——Your Strategic Marketing Partner in China Full commitment of key decision makers to support project objectives and build consensus Open, direct and on-going communication with stakeholders Availability of necessary financial and personal resources Strategic transfer of skills from CRC Open atmosphere and immediate discussion/ resolution of project related issues Commitment to adhere to proposed time plans and deadlines Clear project organization and approach Availability of and access to databases, infrastructure and interview partners

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西门子项目PPT面板

  • 1.
    BEIJING·SHANGHAI·SHENZHEN Dec .2005 CONFIDENTIAL China Telecom Market Research and its implication for Siemens COM This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
  • 2.
    • TThhee ppuurrppoosseeooff tthhiiss ““PPrroojjeecctt PPrrooppoossaall”” iiss ttoo oouuttlliinnee tthhee ffoorrmmaatt ooff tthhee pprroojjeecctt • TThhee ccoonntteenntt iiss ppuurreellyy uusseedd ttoo iilllluussttrraattee tthhee eenndd pprroodduuccttss.. MMaannyy eexxaammpplleess aanndd ddaattaa uusseedd ddoo nnoott rreepprreesseenntt BBYYNNAA’’ss llaatteesstt kknnoowwlleeddggee ooff tthhee iinndduussttrryy oorr BBYYNNAA’’ss bbeelliieeffss ooff tthhee ssiittuuaattiioonn.. 2 DDIISSCCLLAAIIMMEERR eenndd pprroodduuccttss aanndd tthhee pprroojjeecctt aapppprrooaacchh.. ——Your Strategic Marketing Partner in China
  • 3.
    3 CCOONNTTEENNTTSS Ourunderstand and objective Research methodology and content BYNA’s qualification and accumulation Part 1. Part 2. Part 3. ——Your Strategic Marketing Partner in China
  • 4.
    4 CCOONNTTEENNTTSS Ourunderstand and objective • Understand • Project objective Research methodology and content BYNA’s qualification and accumulation Part 1. Part 2. Part 3. ——Your Strategic Marketing Partner in China
  • 5.
    5 OUR UNDERSTANDAANNDD OOBBJJEECCTTIIVVEE Industry environment Competitors Operators evaluation Siemens performance Siemens SWOT Project objective and scope ——Your Strategic Marketing Partner in China
  • 6.
    UUNNDDEERRSSTTAANNDD （（11//66))—— NEWSERVICES AND COMPETITION PROMOTED THE GRWOTH OF SUBSCRIBERS , BUT THE GROWTH RATE DECLINE 2000-2005H1 China telecom market subscribers growth rate 6 2000-2005H1 China telecom market subscribers ——Your Strategic Marketing Partner in China 144.4 179 214.4 263.3 312.4 337.4 85.3 144.8 206.6 268.7 334.8 363.2 Y00 Y01 Y02 Y03 Y04 Y05(H1) 24.0% Source: MII 2005, 09 19.8% 22.8% 69.8% 42.7% 30.1% 24.6% 18.6% 8.0% 8.5% 80% 70% 60% 50% 40% 30% 20% 10% 0% Y00 Y01 Y02 Y03 Y04 Y05(H1) Although the subscriber scale is growing continually, attracted by more and more new service and lower price, but the growth rate dropped down as the market maturation.! UNIT: million person Mobile subscribers Fix subscribers
  • 7.
    UUNNDDEERRSSTTAANNDD （（22//66))—— RREEVVEENNUUEECCOONNSSTTRRUUCCTTIIOONN IISS CCHHAANNIINNGG,, PPRROOPPOORRTTIIOONN OOFF MOBLIE, BROADBAND, AND VAS HAS BEEN RISING INSTANTLY 7 UNIT: BILLION RMB 101.7 119.0 84.5% 77.8% UNIT: BILLION RMB 42.9 43.6 94.9% 91.6% UNIT: BILLION RMB Data communication Long distance connection ——Your Strategic Marketing Partner in China 0.04% 0.06% 0.25% 0.15% 6.4% 7.6% 18.8% 17.4% 42.60% 43.10% 31.9% 31.7% 2004H1 2005H1 Revenue 15.5% 22.2% Y2004H1 Y2005H1 Revenue 5.1% 8.4% Y2004H1 Y2005H1 2004H1-2005H1 China telecom market revenue construction Source: MII 2005,09 2004H1-2005H1 CMCC revenue construction 2004H1-2005H1 CNC revenue construction Revenue 253.6 281.2 Voice and other service VAS Voice and other service broadband Satellite Broadcast paging Mobile communication Local connection Long distance connection revenue was branched by data communication, such as IP, DDN,ATM, and others. Local connection market was branched by mobile service as its price cutting down.
  • 8.
    UUNNDDEERRSSTTAANNDD （（33//66))————OOPPEERRAATTEERRSS’’ CCAAPPEEXXBBEECCEEMMEE RRAATTIIOONNAALL 2000-2005 China telecom market CAPEX/Revenue 8 2000-2005 China telecom market revenue 307.4 357.1 411.6 461.0 518.7 295.0 281.2 Y2000 Y2001 Y2002 Y2003 Y2004 E2005 2002－ 2005 China telecom market CAPEX UNIT:BILLION CAGR: 1.5% H2 (Estimate) H2 (Estimate) ——Your Strategic Marketing Partner in China 60% 50% 40% 30% Source: MII 2005, 09 UNIT:BILLION CAGR: 13.4% 203.4 221.5 217.3 135.0 77.8 Y2002 Y2003 Y2004 E2005 H1 (Finished) H1 (Finished) 49.4% 48.0% 41.9% 27.7% 36.9% 20% Y02 Y03 Y04 Y05(H1) E05 The ratio of CAPEX/Revenue is lower year by year after operators listing in Hong kong.
  • 9.
    UUNNDDEERRSSTTAANNDD （（44//66))—— BBUUTT33GG SSTTAARRTT UUPP AANNDD FFMMCC WWIILLLL BBEE SSTTIIMMUULLAARRIIVVEE FFOORR IINNFFRRAASSTTRRUUCCTTUURREE GGRROOWWTTHH 9 Total =100% Y 2006 Y 2007 Y 2008 ——Your Strategic Marketing Partner in China Total 3G investment 30% 40% 40% 3G investment 2G/2.5G investment Fixed infrastructure investment If not including 3G investment, • CTC will cut down CAPEX 1billion every year; • CMCC will also cut down CAPEX 1 billion every year.
  • 10.
    LOCAL PLAYERS AREEXPECTED TO RREEPPLLIICCAATTEE IINN MMOOBBIILLEE NNEETTWWOORRKK TTHHEE SSUUCCCCEESSSS TTHHEEYY EENNJJOOYYEEDD IINN TTHHEE FFIIXXEEDD SSWWIITTCCHHIINNGG MMAARRKKEETT •AAccttuuaall •GGoovveerrnnmmeenntt ttaarrggeettss 10 •7700 •6600 •5500 •4400 •3300 •2200 •1100 •00 123 1 2 3 •MMoobbiillee sswwiittcchhiinngg •FFiixxeedd sswwiittcchhiinngg •BBaassee ssttaattiioonnss 1993 1994 1995 1996 1997 1998 % Source: EIU Pyramid; MII interviews ——Your Strategic Marketing Partner in China – LLooccaall ppllaayyeerrss hhaavvee ccaauugghhtt uupp ttoo iinntteerrnnaattiioonnaall ppllaayyeerrss iinn 22GG tteecchhnnoollooggyy – GGoovveerrnnmmeenntt aanndd ooppeerraattoorr ssuuppppoorrtt aaiimmeedd ttoo hheellpp rreepplliiccaattee llooccaalliizzaattiioonn eexxppeerriieenncceedd iinn ffiixxeedd sswwiittcchhiinngg – MMIIII hhaass ggiivveenn iinnssttrruuccttiioonnss tthhaatt ooppeerraattoorrss sshhoouulldd ggiivvee pprriioorriittyy ttoo ddoommeessttiicc vveennddoorrss wwhheerree ppoossssiibbllee – OOppeerraattoorrss hhaavvee ccoonncceerrnnss aabboouutt oobbttaaiinniinngg tthhee llaatteesstt tteecchhnnoollooggyy – TTDD--SSCCDDMMAA wwoouulldd bbee iimmmmeeddiiaatteellyy aavvaaiillaabbllee ttoo llooccaallss aanndd aalllleevviiaattee ooppeerraattoorr ccoonncceerrnnss •PPllaayyeerrss ((iinncclluuddiinngg bbuutt nnoott eexxcclluussiivveellyy)) •HHuuaawweeii,, ZZhhoonnggxxiinn,, DDaattaanngg,, GGDDCC •FFiixxeedd sswwiittcchhiinngg •MMoobbiillee sswwiittcchhiinngg •11999988 •11999999 •22000000 •22000011 •22000022 •22000033 aanndd bbaassee ssttaattiioonnss
  • 11.
    Global venders Localvendors Fixed infrastructure market share Mobile infrastructure market share 2000 2001 2003 2004 2005 -11999979 2000 2001 2003 2004 2005 11 COMPETITION SSTTAATTEE IISS CCHHAANNGGIINNGG 1990 - 1995 1996 - 1999 • Fixed infrastructure market maturated. • Goble vender divert to mobile market-morning market. • Local vender become to dominate in fixed infrastructure market ——Your Strategic Marketing Partner in China • Global venders is also dominated in mobile market. • But leading position is challenge by local venders, such as HW and ZTE. • Local vender penetrated mobile market by service network, software and edge access network.
  • 12.
    12 ASB ——WELL LOCALITION AANNDD GGOOOODD TTRRAANNSSIITTIIOONN Stage 1 Stage 2 Stage 3 • Build up high level relationship with China government. • Transit corporation role: foreign company turn to local company • Seeking localization developing roadmap • Move R&D center to China • Unify marketing and platform by customer • Build up office in province to accelerate respond speed ——Your Strategic Marketing Partner in China European R&D center China R&D center
  • 13.
    13 ERICSSON (CHINA)——ADJUSTMENT PPRROODDUUCCTT LLIINNEE FFOOLLLLOOWWIINNGG IINNDDUUSSTTRRYY DDEEVVEELLOOPPMMEENNTT History （ before 2000） • As a global telecom equipment leader, Ericsson had a dominative position in China. • Provide full E2E product line in total China telecom market. • Competition intensification and price decreasing instantly leading Ericsson didn’t enjoy that business unit. • So Ericsson exited fixed market and diverted most of its attention to mobile infrastructure in China market. • Ericsson had alliance with Sony to development handset market to overcome its shortage in product deign. • As full service provision competition start up in 2006, Ericsson prepares to re-entry fixed infrastructure by annexation Marconi. • As the same time Ericsson began provide converging product, such as IMS. ——Your Strategic Marketing Partner in China Current Future Fixed Mobile • Fixed infrastructure • Data network (IP/ATM) • Mobile infrastructure • Handset • Converging product • 3G infrastructure • Service layer product • Support network product •Mobile infrastructure •Handset （ 2001-2003 ） （ 2004-2005 ） （ 2006-2008 ） • Data network (IP/ATM) •Mobile infrastructure • Ericsson will re-enter fixed market by providing converging product and 3G infrastructure. • In mobile infrastructure market, Ericsson will provide W-CDMA, CDMA-1X, and TD-CDMA product, and service application layer product. • Preparing for converging • Targeting in leader in telecom market • Shrink product line from maturatio n market • Diver his attention to his advantag eous market – morning market timely • Made alliance with mutual benefit vendors shrink!
  • 14.
    HW —— ONEPOINT TO CUT IN AND CCOO--MMAARRKKEETTIINNGG WWIITTHH CCAARRRRIIEERRSS TTOO WWIINN IINN FFIIXXEEDD MMAARRKKEETT 14 • After be an agent, History HW began to R&D PSTN switch, and accelerate penetrate speed in local switch and access speed by local resource, such as HR, good relationship. • HW adopted compliment away to occupy some new market. • HW began to enter mobile market by provide new concept-IN. • As the same time, HW entering the application software market by tailor making and quick respond and good service. • HW build up the leadership position in fixed market by co-marketing ——Your Strategic Marketing Partner in China with carriers. • HW improved his position in CMCC and CUC by providing tailor making and quick respond in service layer. • HW began to entering terminal market and produce PHS terminals. • HW start to R&D converging products. （ before 2000） Current Future Fixed Mobile • PSTN Switch • Optical • Access • Mobile infrastructure (GSM/CDMA) • IN • Other service software • NGN • IMS (converging) • Optical • IP • Access • (AIPppTlVic)a tion （ 2001-2003 ） （ 2004-2005 ） （ 2006-2008 ） •Mobile infrastructure (GSM/CDMA) •Service application software •Handset • HW will provide full product line both in fixed and mobile market. • 3G start up will grandly draw up HW position in China telecom market. • PSTN Switch • Optical • Access • IP • PSTN Switch/IN/NGN • Converging • Optical • Access • IP •Mobile infrastructure (WCDMA/TD/CDMA-1X) •Service Layer •Handset • One point to cut in • Co-marketi ng • Good service • Flexible busines s model • Expand busines s scope. Expand!
  • 15.
    Active effecting Negativeeffecting Less communication with carriers Being distant with Cannot understand carriers demand 15 SIEMENS EVALUATION BY CARRIERS ((BBAASSEEDD BBYYNNAA AACCCCUUMMUULLAATTIIOONN)) • Good quantity • Good Reliability • Well performance • Good quantity • Good Reliability • Well performance Appreciative Appreciative product by carriers product by carriers Instant enlargement Instant enlargement demand demand ——Your Strategic Marketing Partner in China Less communication with carriers Being distant with carriers carriers Cannot understand carriers demand in time in time SSllooww rreessppoonndd ssppeeeedd Vicious circle
  • 16.
    SIEMENS PERFORMANC— INFIXD MARKET, SSIIEEMMEENNSS HHAADD FFAALLLLEEDD IINNTTOO SSEECCOONNDD CCLLAASSSS AANNDD DDRROOPPPPEEDD BBEEHHIINNDD HHWW,, ZZTTEE AANNDD AASSBB Venders NGN Trail in CTC HW 20 ZTE 17 ASB 3 SIEMENS 0 OTHERS 2 TOTAL 42 16 NOT NGN TRAIL ——Your Strategic Marketing Partner in China Venders NGN Trail in CNC HW 12 ZTE 5 ASB 7 SIEMENS 5 OTHERS 7 TOTAL 34 Most provinces have start up NGN trail or entered the business application stage.
  • 17.
    SIEMENS PERFORMANC— INMOBILE MARKET, SSIIEEMMEENNSS DDOOMMAAIINN IISS BBEEEENN CCHHAALLLLEENNGGEE BBYY LLOOCCAALL AANNDD GGLLOOBBLLEE CCOOMMPPEETTIITTOORRSS.. 17 TRX Market Share of CMCC Siemens, 6.9% Ericsson, 38.6% Alcatel, 9.6% Nokia, 16.6% TRX Market Share of CUC Others, 9.5% Switch Market Share of CMCC Alcatel, 12.1% HuaWei, 5.7% Siemens, 12.6% Nortel, 7.6% Ericsson, 28.5% Others, 0.9% ZTE, 5.5% Siemens, HuaWei, 4.4% Nokia, Motorola3,.7% 1.4% ——Your Strategic Marketing Partner in China Motorola, 18.3% Others, 10.0% HuaWei, 13.1% Siemens, 18.5% Nortel, 10.5% Ericsson, Nokia, 8.4% Motorola, 8.6% 31.4% Alcatel, 11.3% 37.5% Nortel, Ericsson, 14.0% 21.9% Others, 0.3% Switch Market Share of CUC Nokia, 32.6% • In CMCC, Siemens is not a leader, but a follower. • In CUC, Siemens is still a leader, but facing with challenging by HW and others .
  • 18.
    Opportunities Threatens 18 SIEMENS CURRENT SWOT ANALYSIS BBAASSEEDD BBYYNNAA AACCCCUUMMUULLAATTIIOONN Strength ——Your Strategic Marketing Partner in China Weakness • Good product and well performance • Carriers acceptance • Most part product R&D not in China • Slow respond speed • Long product deliver cycle • Marketing and BD capability • Separated marketing and sales platform • Narrow customer relationship • Service level lower • Customer relationship in CTC and CNC losing • Advantages position in CUC challenged by local and global venders . • Part installed base could take place by other venders both in fixed or mobile to lose Siemens competitiveness base. • In some province, certain installed base market share • Good resource • Both TD or W-CDMA will give much opportunities for Siemens in 3G
  • 19.
    Objective 19 PROJECTBACKGROUND AANNDD OOBBJJEECCTTIIVVEESS China telecom industry environment is changing – Macro economic changing create many new opportunities for telecom industry. – Subscribers demand has changed, more revenue coming from VAS. – FMC and 3G would bring many new opportunities for vendors. Carriers are in the stage of strategies transition – Targeting – Service delivery – Infrastructure development Competitors strategies have been changing – Local vendors become grandness – Part global vendor adjusting developing strategies. – The changes could present both threat and chances to Siemens Siemens’s market position in China changed – In traditional fixed market, Siemens had felled to second class; – In new market, Siemens competitiveness doesn’t have advantages. – In CMCC market, Siemens is just stay in the third level in, – In CUC, Siemens leading position is being challenged by HW and other vendors, such as IN. ——Your Strategic Marketing Partner in China • Have a full and deep understand of China telecom current condition and carriers demand, and be aware of the potential implications, • Percipience competitors aspire and strategies, and learning competitors KSF to adjust own marketing strategies. • In the transition process, Siemens should grasp the opportunities to develop a winning mid to long term strategy and build up own core competitiveness .
  • 20.
    • KKeeyy iissssuueess• SSuubb iissssuueess • Telecom market changing • Macro environment and industry 20 PPRROOJJEECCTT SSCCOOPPEE ——Your Strategic Marketing Partner in China environment changing and influence on telecom market • Carriers’ strategies transition • Service definition and scope • Carriers infrastructure development. • Carriers investment for infrastructure • Siemens strength and weakness comparing with others venders • What will Siemens do? • Competitor basic information analysis • Market situation and market share analysis • Market landscape and new field entering analysis • Competitiveness comparing by carriers evaluation (value delivery system analysis) • Outline Siemens key product/service offering and stage
  • 21.
    21 CCOONNTTEENNTTSS Ourunderstand and objective Research methodology and content • Project content • Project approach • Project design BYNA’s qualification and accumulation Part 1. Part 2. Part 3. ——Your Strategic Marketing Partner in China
  • 22.
    22 CCOONNTTEENNTTSS Projectcontent Project approach Project design 11 2 3 ——Your Strategic Marketing Partner in China
  • 23.
    23 OVERVIEW OOFFEENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 Part 1. Market changing analysis Part 2. Competitor strategies analysis 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study Part 3. Siemens opportunities and development suggestion 1 2 Siemens SWOT analysis S W O T Opportunities and suggestion
  • 24.
    Fixed product Mobileproduct GSM/GPRS TRX 24 DDEEFFIINNIITTIIOONN OOFF RREESSEEAARRCCHH Service layer Switch Transform & Bearing Access IPTV IN IN TDM SDH/DWDM/ASON/ULH XDSL ——Your Strategic Marketing Partner in China Parlay Enabler LAYER IMS NGN NI WCDMA MOBILE NGN MSTP IP HSDPA WINMAX FTTH/PON MULTI ACCESS Infrastructure level IMDS/MMDS Terminal Home box Wireless model
  • 25.
    Infrastructure Fixed productMobile product 25 LEVEL OF DETAIL IINN EENNDD PPRROODDUUCCTTSS 11..11 GGlloobbaall eennvviirroonnmmeenntt 11..22 DDoommeessttiicc eennvviirroonnmmeenntt – oovveerraallll eennvviirroonnmmeenntt – IInndduussttrryy eennvviirroonnmmeenntt • EEnndd uusseerr • TTeecchhnnoollooggyy • NNeettwwoorrkk 11.. EEnnvviirroonnmmeenntt aannaallyyssiiss 22.. CCaarrrriieerrss ddeevveellooppmmeenntt aanndd ooppppoorrttuunniittiieess aannaallyyssiiss 33.. CCoommppeettiittiioonn aanndd SSiieemmeennss ssiittuuaattiioonn aannaallyyssiiss 44.. MMaarrkkeettiinngg ssttrraatteeggiieess ssuuggggeessttiioonn 22..11 CCaarrrriieerrss ccuurrrreenntt ccoonnddiittiioonn aanndd ddeevveellooppmmeenntt ssttrraatteeggiieess aannaallyyssiiss 22..22 BBuussiinneessss ppllaannnniinngg aannaallyyssiiss – SSeerrvviiccee ddeeffiinniittiioonn – SScchheedduullee – VVaalluuee cchhaaiinn 22..33 TThhoouugghhtt ooff iinnffrraassttrruuccttuurree ddeevveellooppmmeenntt aanndd iinnvveessttmmeenntt 22..44 TTeelleeccoomm mmaarrkkeett aasssseessssmmeenntt 33..11 CCoommppeettiittiioonn llaannddssccaappee aanndd mmaarrkkeett ppeerrffoorrmmaannccee 33..22 CCoommppeettiittiivveenneessss aannaallyyssiiss 33..33 SSiieemmeennss ssiittuuaattiioonn aanndd SSWWOOTT aannaallyyssiiss 33..11 SSiieemmeennss kkeeyy pprroodduucctt//sseerrvviiccee ooffffeerriinngg 33..22 SSiieemmeennss ssttrraatteeggiieess ssuuggggeessttiioonn 33..33 SSiieemmeennss ddeevveellooppmmeenntt ssttaaggee ——Your Strategic Marketing Partner in China
  • 26.
    26 OVERVIEW OOFFEENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study 3 4 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
  • 27.
    27 1.1.1 GLOBALTELECOM ENVIRONMENT AANNAALLYYSSIISS Overview End users demand Technology development ——Your Strategic Marketing Partner in China Changing Impact on China Application service delivery Manufacture base transforming
  • 28.
    1.1.2 DOMESTIC TELECOMENVIRONMENT AANNAALLYYSSIISS-- OOVVEERRAALLLL 28 EENNVVIIRROONNMMEENNTT Industry environment reformation • License • Industry structure • Pricing • Interconnection • Equal access • Universal service • Performance levels • GDP • GDP/person • Growth rate and forecast ——Your Strategic Marketing Partner in China • Telecom demand • Communication manner • Role Telecom service • Information industry • Information security • Level of in formalization Policy and regulation Economic environment Society environment Technology environment Driver Obstacle
  • 29.
    1.1.2 DOMESTIC TELECOMENVIRONMENT AANNAALLYYSSIISS-- IINNDDUUSSTTRRYY 29 EENNVVIIRROONNMMEENNTT RREEFFOORRMMAATTIIOONN ——Your Strategic Marketing Partner in China Infrastructure Technology development and product substitute Industry value chain • Technology orientation • Product development • Switch • Transformation • Access network • Service layer • CP/SP development • Interaction among all part with in the chain Complex affection
  • 30.
    • As societyand business developing, handy communication demand in different 30 1.2 END USERS DDEEMMAANNDD IISS CCHHAANNGGIINNGG Visible communication • Telephone • MAIL • SMS • …… Invisible communication • SKYPE • QQ • MSN • …… ——Your Strategic Marketing Partner in China Fast growing Slow growing Experience service is key driver for growth. Branched by new communication manners in internet area is more urgent than before. • Many new information exchanging manner brought out to facilitate these demand, such as skype, MSN and other invisible manners. Key issue to study: • What is new communication demand? • How will communication manner develop? • What is the implication for carriers service delivery and infrastructures.
  • 31.
    31 1.3 COMPETITIONENVIRONMENT IISSIINNTTEENNSSIIFFNNGG Telecom market Internet market ——Your Strategic Marketing Partner in China Integrated information service Triple-play network Converging terminal Price competition Price competition PHS branched Revenue Revenue Revenue Revenue Internet branched • SKYPE • QQ • MSN • …… Local connection Changes
  • 32.
    competition landscape Casestudy 32 OVERVIEW OOFF EENNDD PPRROODDUUCCTT 4 Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 5 6 1 2 3 1 2 3 4 Transition and Information (1.5 weeks) Competitor strategies (2 weeks) 3 4 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
  • 33.
    IInntteeggrraatteedd iinnffoorrmmaattiioonn sseerrvviicceepprroovviiddeerr 33 COMPETITION LEADING OOPPEERRAATTEERRSS TTOO TTRRAANNSSIITT Rise mode Transition of HR and organization Service and business model transition Transition of infrastructure Operators of traditional infrastructure ——Your Strategic Marketing Partner in China VVooiiccee MMaarrkkeett ddrriivvee CCuussttoommeerr ddrriivvee PPrrooffiitt ddrriivvee VViiddeeoo ccoonntteenntt BBrrooaaddbbaanndd Investment orientation Scale benefit • Telecom service provider • Internet converges • Leader of SI market Dominating in integrated information value chain TTrriippllee--ppllaayy bbuussiinneessss mmooddeell CTC transition target Transition Road map and investment Service delivery
  • 34.
    34 1.4 CARRIERSTRANSITION SSTTRRAATTEEGGIIEESS AANNAALLYYSSIISS Target ——Your Strategic Marketing Partner in China Preparing Action Regulatory framework Transition keystones • Fixed • Mobile • Market share • Landscape • Subscribers • ARPU/MOU • Revenue Milestone Transition Road map and investment • Revenue structure • Investment structure • Cost structure • HR structure • Short term • Middle term • Long term Service delivery
  • 35.
    1.5 CARRIERS SERVICEDEFINITION AANNDD DDEEMMAANNDD FFOORR ILLUSTRATIVE 35 IINNFFRRAASSTTRRUUCCTTUURREE ——Your Strategic Marketing Partner in China Basic service VAS Personal Corporation Personal Corporation Voice Data Voice Data Current Future Demand for infrastructure Service network Switch Bearing network Access network Road map and investment Transition Local/distant connection Internet Local/distant connection IP/ATM CRBT/SMS WAP/LBS/ CRBT/ yellow page ICT SAMPLE Service delivery
  • 36.
    1.6.1 INFRASTRUCTURE DDEEVVEELLOOPPMMEENNTTRROOAADDMMAAPP Road map 36 Long-distant Confluence GGSSMM TTDD--SSCCDDMMAA GGPPRRSS W-CDMA NGN NGN ——Your Strategic Marketing Partner in China and investment Service delivery Transition (UTRA FDD) 22GG 22..55GG 33GG Fixed infrastructure (NGN) Mobile infrastructure Current Future (voice, data and video converging) local TDM TDM TEDM NGN TDM TDM NGN NGN TDM NGN TDM TDM NGN NGN NGN NGN NGN NGN Y 2005 Y 2006 Y 2007 Y 2008 Service layer converging Switch converging Transformation converging Access converging
  • 37.
    37 1.6.2 CARRIERSINFRASTRUCTURE IINNVVEESSTTMMEENNTT FFOORREECCAASSTT CCMMCCCC 22000066 ——Your Strategic Marketing Partner in China Road map and investment Transition Service 2007 2008 2009 2010 3G core network Transformation network Service Layer BBEEIIJJIINNGG SSHHAANNGGHHAAII TTIIAANNJJIINN HHEEBBEEII AANNHHUUII …… …… TTOOTTAALL ILLUSTRATIVE Note: by product, by carrier and by province
  • 38.
    Transition Service 38 1.6.2 PRODUCT MARKET OPPORTUNITIES FFIINNDDIINNGG ——Your Strategic Marketing Partner in China NGN IPTV WCDMA GSM GPRS SL Road map and investment Key opportunities in each province of each carrier • Thought of development • Investment and growth rate • Life cycle • Selecting criteria Product investment in certain province of each carriers forecast Y05 Y06 Y07 Y08 Y09 Y10 NGN 3G TDM ILLUSTRATIVE Note: by product, by carrier and by province
  • 39.
    39 1.6.3 MARKETOPPTUNITIES AASSSSEESSSSMMEENNTT Evaluation criteria ——Your Strategic Marketing Partner in China Weight （%） Score Attractive-10 7 4 1 ness rating Environment analysis – Overall and industry environment attractiveness Carriers demand (market size) – Market size – Related market growth rate Life cycle and competition degree – Stage in the lifecyle – Industry profitability in related markets IILLLLUUSSTTRRAATTIIVVEE 25% 25% 10% 30% 10% 10 10 10 4 1 2.5 1 0.1 3 1 7.6 Road map and investment Transition Service
  • 40.
    40 OVERVIEW OOFFEENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study 1 2 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
  • 41.
    41 CCOOMMPPEETTIITTOORR DDEEFFIINNIITTIIOONN Global corporations Local corporations ——Your Strategic Marketing Partner in China
  • 42.
    42 CCOOMMPPEETTIITTOORR AANNAALLYYSSIISS——––PPRROOFFIILLIINNGG TTEEMMPPLLAATTEESS 1. Background information – Starting year – Number of employees – Era analysis 22.. SSttrraatteeggyy ——Your Strategic Marketing Partner in China 33.. PPrroodduucctt//mmaarrkkeett – MMiissssiioonn – VViissiioonn – CCoorrppoorraattee ssttrraatteeggyy – MMaarrkkeett ppoossiittiioonn – KKeeyy pprroodduucctt ooffffeerriinnggss – KKeeyy ccuussttoommeerrss (( iinnssttaalllleedd bbaassee,, ccoossttuummeerr rreellaattiioonn sshhiipp aanndd eexxppeerriieennccee iinn ttrraaiill )) – PPrriiccee lleevveell – Location – Registered capital – Management team – Equity structure – Organization structure – Ownership structure • 5. Value chain strategy – Focus on • R&D • Marketing ( installed base, BD) • Sales force (costumer relation ship and experience in trail ) • Service
  • 43.
    43 OVERVIEW OOFFEENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study 3 4 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
  • 44.
    44 2. COMPETITORMMAARRKKEETT SSHHAARREE Market position,Percent •9944 •111111 •113355 •OOtthheerrss 28 28 29 9 9 8 4 5 8 11 11 10 11 10 11 37 37 34 •CCoommppaannyy AA •TThhee ccoommppeettiittoorr •CCoommppaannyy BB •CCoommppaannyy CC •CCoommppaannyy DD 22000033 22000044 22000055 ——Your Strategic Marketing Partner in China •RRaattiioonnaallee aanndd ffuuttuurree ttrreenndd – – – – •110000%%==
  • 45.
    GSM TDM OPTICALNGN IPTV 45 COMPETITOR SSIITTUUAATTIIOONN AANNAALLYYSSIISS Level 1. Leader Level 2. Challenger Leve3. Follower Level 4. Stopgap ——Your Strategic Marketing Partner in China ILLUSTRATIVE
  • 46.
    3.2 BYNA WILLEVALUATE EACH VENDERS CCOOMMPPEETTIITTVVEENNSSSS BBYY IINNTTEERRVVIIEEWWIINNGG KKPPII ((KKEEYY PPEERRSSOONN IINNTTEERRVVIIEEWWEEDD))IINN DDEECCIISSIIOONN MMAAKKGGIINNGG PPRROOCCEESSSS 46 CEO Group NGN team Network development Dep. General engineering office O&M Dep. ——Your Strategic Marketing Partner in China CTC technology strategies committee VP（ charge of NW construction ） Province design and institutes Technology Support Decision 省 项 目 小 组 Data/internet Dep. Marketing Dep. Group design/ institutes Decision level Support Implemen t Support Decision making Support Implemen t CTC NGN decision making process Technology Support Decision Technology Support Decision Network development Dep. O&M Dep.
  • 47.
    3.2 CARRIERS EVALUATIONFOR COMPETITORS’ CCOOMMPPEETTIITTVVEENNSSSS ((BBAASSEEDD VVAALLUUEE CCHHAAIINN)) 47 ——Your Strategic Marketing Partner in China ILLUSTRATIVE Decision making department Decision support department Decision implementation department •R&D •Sourcing/ logistics •Manu-facturing •Marketing •Sales force •Services • Technology • Respond speed • Supply chain • Product quantity • BD • Installed base • Trail experience • CRM • Market share booked in 2005 • Pre-sale • Middle-sale • After-sale Value chain criteria 0 1 4 7 10
  • 48.
    3.2 OUTPUT OFEVALUATION EACH VENDERS COMPETITIVENESS ((33//33)) 48 STEP 4. Calculating vendors competitiveness score in product ——Your Strategic Marketing Partner in China TDM 6.9 5.6 4.8 4.7 5.7 5.1 5.7 4.8 6.1 5.4 8.6 7.2 8.6 9.3 9 NI IPTV NGN TOTAL ASB ZTE HW
  • 49.
    3.7 CASE STUDY—— CASE SELECTING MMEETTHHOODDOOLLOOGGYY 49 Start off point Market Benchmarking orientation development course Gaps analysis ——Your Strategic Marketing Partner in China Selecting benchmarking competitors Milestone KSF analysis Comparing Siemens with other vendors the same and difference point: •Product line •Technology •Market base • Landscape change • Market share changing • Siemens situation in every each business unit • Who will be Siemens benchmarking in each business unit? • Reason behind every milestone • Summarize KSF in each business unit.
  • 50.
    50 OVERVIEW OOFFEENNDD PPRROODDUUCCTT Telecom environ -ment changing Carrier strategies transition Basic information Market situation and carrier evaluation ——Your Strategic Marketing Partner in China Carriers service definition Infrastructure development and investment Environment (2 weeks) Carrier development (3 weeks) End users demand changing Competition changing 20.0 15.0 10.0 5.0 0.0 1997 1998 1999 2000 4 5 6 1 2 3 1 2 3 4 Transition and competition landscape Information (1.5 weeks) Competitor strategies (2 weeks) Case study 1 2 Siemens SWOT analysis S W O T Opportunities and suggestion Part 1. Market changing analysis Part 2. Competitor strategies analysis Part 3. Siemens opportunities and development suggestion
  • 51.
    3.1 BYNA WILLCONDUCT SIEMENS SWOT BBYY BBEENNCCHHMMAARRKKIINNGG 51 Gaps with carriers demand • Price • Service • Technology and product • Respond speed • Localization and presence • Service support and BI • TCO GGaappss wwiitthh ccoommppeettiittoorrss • Strategic target • Value chain • R&D • Supply chain • Marketing • Sales force • Service • KSF gaps ——Your Strategic Marketing Partner in China ILLUSTRATIVE SSttrreennggtthh WWeeaakknneessss OOppppoorrttuunniittyy TThhrreeaatt SIEMENS Value chain R&D Supply chain Marketing Sales Service SIEMENS SWOT
  • 52.
    BYNA WILL OUTLINESIEMENS PRODUCT/ SSEERRVVIICCEE PPOORRTTFFOOLLIIOO BBYY MMAARRKKEETT PPOOTTEENNTTIIAALL AANNDD SSIIEEMMEENNSS CCOOMMPPEETTIITTVVEENNEESSSS 7.5 Strong Weak 1.0 Weak 5.0 Strong 9.0 5.0 SIEMENS Competitiveness Note : Bubble size= market size ( From Score list of Siemens competitiveness in the area of XX business) 52 ( From Score list of market potential of XX business) Market Attractive ——Your Strategic Marketing Partner in China
  • 53.
    BYNA WILL GIVESIEMENS CHINA TELECOM MMAARRKKEETT DDEEVVEELLOOPPMMEENNTT SSUUGGGGEESSTTIIOONN BBAASSEEDD PPRROODDUUCCTTPPOORRTTFFOOLLIIOO PPRRIIOORRIITTIIZZAATTIIOONN MMAATTRRIIXX 53 Strong Market Potential Weak Strong ——Your Strategic Marketing Partner in China Siemens Competitiveness Focused support – Concentrate the best assets of the Group – Ensure the sales of Bus – Prioritize the allocation of HR Gain returns – Avoid excessive follow-on investment – Gain short-term cash returns to support key development and BUs Focused Development – Have the best R&D resources of the group – Develop business fast – Prioritize allocation of HR Consider exit or selected development – Gradual exit through spin-off or close-down – Selected development of several business Business 2 Business 1 Business 4 Business 5 Business 3 ILLUSTRATIVE
  • 54.
    WE DEFINE CLEARGROWTH HORIZONS FOR THOSE PRODUCTS THAT REMAIN IN THE PORTFOLIO 54 HHoorriizzoonn 11:: DDeeffeenndd aanndd eexxppaanndd ccoorree bbuussiinneessss ——Your Strategic Marketing Partner in China HHoorriizzoonn 22:: AAggggrreessssiivveellyy bbuuiilldd nneeww bbuussiinneessss HHoorriizzoonn 33:: CCrreeaattee ooppttiioonn wwiitthh mmiinniimmaall iinnvveessttmmeenntt •KKeeyy pprroodduucctt •KKeeyy cchhaarraacctteerriissttiiccss
  • 55.
    55 OOPPEERRAATTIIOONN SSUUGGGGEESSTTIIOONN Gap 2 Gap1 Gap 4 Gap 5 Gap 3 ——Your Strategic Marketing Partner in China • Operation suggestion– long term • Operation suggestion– middle term Large • Operation suggestion– short term Gaps Lest Most Importance Small R&D • Product delivery • Respond speed Supply chain • Producin g capacity Marketing • BD •… Sales • CRM • Trail Service • Pre- • Middle – • After - Others •… •…
  • 56.
    Form : Excel&Word & PPT 《Competitors development strategies analysis report》 56 KEY OUTPUT OOFF TTHHIISS PPRROOJJEECCTT 《CMCC/CTC/CNC/CUC development and infrastructure investment analysis report 》 PPaarrtt 11 PPaarrtt 22 PPaarrtt 33 Form : Excel &Word & PPT 《Siemens opportunities and development strategies suggestion 》 Form : Excel &Word & PPT ——Your Strategic Marketing Partner in China
  • 57.
    57 CCOONNTTEENNTTSS Projectcontent Project approach Project design 11 2 3 ——Your Strategic Marketing Partner in China
  • 58.
    Content Methodology •marketsegment Carrier-province-product 58 OUR RREESSEEAARRCCHH AAPPPPRROOAACCHH SStteepp 11. . SStteepp 22. . SStteepp 33. . SStteepp 4 4.. Step 5. •market •selecting ——Your Strategic Marketing Partner in China RBP (resource based potential) • Market evaluation • Siemens strength and weakness KPI Benchmarking •Marketing attracting BCG & RPB •Developing a •short/middle/long-term •strategies Value chain design Organization Operation process
  • 59.
    59 CCOONNTTEENNTTSS Projectcontent Project approach Project design 11 2 3 ——Your Strategic Marketing Partner in China
  • 60.
    STEP 1. STEP2. STEP 3. Key person selecting Sample selecting • Questionnaire design is based 60 PROJECT DESIGN—— QQUUEESSTTIIOONNAAIIRREE DDEESSIIGGNN Questionnaire design Background inducing method ——Your Strategic Marketing Partner in China interviewer background and responsibility in decision making process. Questionnaire 1 2 3 41
  • 61.
    STEP 1. STEP2. STEP 3. Key person selecting Sample selecting Based decision making process • Based position and responsibility 61 PROJECT DESIGN—— KKEEYY PPEERRSSOONN SSEELLEECCTTIINNGG Questionnaire design ——Your Strategic Marketing Partner in China in decision making process. Decision making Decision support Decision implement
  • 62.
    STEP 1. STEP2. STEP 3. Key person selecting Sample selecting 62 PROJECT DESIGN—— SSAAMMPPLLEE SSEELLEECCTTIINNGG Questionnaire design Large Market potential Such as Step1: The system solution promotes the service solution;such as Siemens now. ——Your Strategic Marketing Partner in China Sample selection matrix Weak Guangdong Siemens’s position Strong Smal l Such as Beijing Such as Guangxi Step2: The service solution promotes the system equipments in the future;such as HUAWEI now. Total sample= 4 carriers HQ + 3 Siemens advantage area+ 3 Siemens planning to enter
  • 63.
    SSAAMMPPLLEE CCOONNSSTTRRUUCCTTUURREE •Interviewed persons are those who are involved in the decision making process and has 63 OOppeerraattoorrss’’ HHQQ  Key persons in Planning, Construction, Network, Data and Marketing Departments ——Your Strategic Marketing Partner in China 4-5 persons understanding of the market dynamics: Provincial Branches  Provincial HQ and two selected city branches, key persons in Marketing, O&M, Planning Departments 10-12 persons EExxppeerrttss  Technical or Marketing experts who have good knowledge in the area who may come from telecom research institute 1-2 persons CCoommppeettiittoorrss  Ericsson  ASB  HW/ZTE 4-5 persons (option) Siemens internal  Incumbent persons in product lines, marketing and sales both in HQ and in local 2-3 persons Note: It is a suggestion for a fully interview of an operator in a province branch, and some person needn’t double interviewed when it goes more than a province. It will be shaped according to actual situation.
  • 64.
    64 SIEMENS installedbase RPM (Resource-Potential Matrix ) ——Your Strategic Marketing Partner in China Siemens client relation ship base Siemens internal resource Siemens potential RRPPMM MMEETTHHOODD
  • 65.
    To ensure thisproject implemented successfully, a special team should 65 TTeeaamm bbuuiillddiinngg aanndd dduuttyy be build up consisted of BYNA and ERICSSON Steering Committee Siemens (TBD) Project co-leadership Core project team BYNA Grace Yan Xianze Liu Zhangkun Yu Na Liu Shijie Yang Yue Lu ——Your Strategic Marketing Partner in China • Supervise and control project oriental • Project general plan • Steering report writing • Coordinate team action • Report to team timely • progress schedule and quality control and guarantee • Supervise interview questionnaire and final report • Conform final plan in detail including scope, approach, name list, schedule and final end product. • Questionnaire design • Deep interview • Data collection and analysis • Final report writing • Report to team manager and leader. BYNA Dr. Zhicheng Deng BYNA Shiyang (Research director) Siemens (TBD) Duty PPRREELLIIMMIINNAARRYY Siemens (TBD)
  • 66.
    66 BACKGROUND OOFFBBYYNNAA TTEEAAMM MMEEMMBBEERRSS Zhicheng Deng PH.D（BUPT） Experience： • Communication division, information device department,MII • Vice president of CCID CONSULTING • Director of internet business department in CNC • Expert of CMIS • Member of Youth Branch of Beijing Communication Association Genlan Cheng MBA (BUPT) Experience： Expert of technology standard Department manager CNCC Information center director CNGL Expert of Network MII Synchronization ——Your Strategic Marketing Partner in China Principle relative experience: • Developing and launched a marketing plan for a leading Chinese wireless operator • Developing a win market strategy of fix network in China for an international telecom equipment vender. Principle relative experience: • Formulated a strategy to grow the China sales for a global telecommunications company • Developing a win market strategy of fix network in China for an international telecom equipment vender.
  • 67.
    Principle relative experience: • Helped a leading U.S. telecommunications equipment manufacturer to develop its growth strategy in China • Developing a win market strategy of fix network in China for an international telecom equipment vender. 67 Yang Shi PH.D （BUPT） Experience： ZTE mobile dep. Vice director in marketing department Member of Youth Branch of Beijing Communication Association Grace Yan （BIT） Experience: CCID Senior consultant Director of south of China office CDC investment consulting (Beijing) Co. Ltd. Senior project manager Vice-director of consulting department ——Your Strategic Marketing Partner in China Principle relative experience: • Formulating a wireless terminal launching plan in China for a large Korea electronic MNC. • Developing a win market strategy of fix network in China for an international telecom equipment vender. • Helped a large electronic MNC to develop its marketing strategy in China, including brand positioning, communication, pricing and service BACKGROUND OF BBYYNNAA TTEEAAMM MMEEMMBBEERRSS
  • 68.
    68 Zhangkun YuMaster（BUPT） experience： Gosun.ltd. senior manager CRC consultant Xianze Liu Master（CUFE） experience： CCID Consultant UP-POINT senior consultant ——Your Strategic Marketing Partner in China • Assisted a telecom equipment firm to improve its business unit in third party distribution business to improve its return on capital , increase revenue and customer satisfaction • Developing a win market strategy of fix network in China for an international telecom equipment vender. • Assisted a telecom equipment firm to improve its business unit in third party distribution business to improve its return on capital , increase revenue and customer satisfaction • Developing a win market strategy of fix network in China for an international telecom equipment vender. BACKGROUND OF BBYYNNAA TTEEAAMM MMEEMMBBEERRSS
  • 69.
    69 SScchheedduullee ——YourStrategic Marketing Partner in China Time Frame Remark ID Task W1 W2 W3 W4 W5-W8 W9-W11 2 work teams parallel provincial interview Preparation 1 Proposal 2 Internal communication Optimization and details 3 Interview questionnaires 4 Interview sample and time fixed Execution 5 HQ interview 6 Provincial interview 7 Information collection 8 Analysis Report 11 Draft report 12 Report pre-comments and amend 13 Final report 14 Feedback Prophase Interim report Interim report Final report
  • 70.
    70 CCOONNTTEENNTTSS Part 1. Part 2. Part 3. • BYNA’s qualification Our understand and objective Research methodology and content BYNA’s qualification and accumulation • BYNA’s accumulation ——Your Strategic Marketing Partner in China
  • 71.
    71 BBYYNNAA’’SS QQUUAALLIIFFIICCAATTIIOONN • Good relationship with carriers HQ • Good relationship with province carriers Good information collection channel ——Your Strategic Marketing Partner in China Deep understand in China telecom industry • Deep background of ICT • Powered support by telecom experts Global consulting experiences • Experience with famous global consulting company • Local staff with good know-how of China telecom market Four advantages • Served for top ten vendors • Many successful cases Many successful cases
  • 72.
    BYNA’S TARGET—— LEADERIN TTEELLEECCOOMM CCOONNSSUULLTTIINNGG AND ANALYSYS COMPANY UNDERSTANDING SINOMC ACCENTURE 72 METHOD OF CONSULTING NORSN ——Your Strategic Marketing Partner in China LEADER OF TELECOM CONSULTING INDUSTRY TELECOM CONSULTING COMPANY LOCAL CONSULTING COMPANY FOREIGN CONSULTING CONCENTRATION ON CHINA TELECOM MARKET LOW HIGH HIGH LOW BYNA MCKINSEY CRC INFORSAGE BCG CCID OOUURR PPEERRCCEEPPTTIIOONN:: LLOOCCAALL,, PPRROOFFEESSSSIIOONNAALL AANNDD IINNTTEERRNNAATTIIOONNAALL BYNA TARGETING
  • 73.
    • Long timecooperating with global consulting companies make BYNA absorb abundant experiences. 73 ABUNDANT EXPERIENCE AANNDD LLOOCCAALL KKNNOOWW--HHOOWW ——Your Strategic Marketing Partner in China THE BOSTON CONSULTING GROUP • As the same time, local staff and good know-how in China telecom market makes BYNA have deep and full understand of carriers demand . Experience in carriers 36% Experience in vendors 28% Local education (BUPT) 46%
  • 74.
    74 Good informationcollection channel ——Your Strategic Marketing Partner in China BYNA investigate channel covered BYNA investigate channel uncovered Total = 19 provinces BYNA had build up good relationship within the covered provinces in project process, and all the channel will provide sufficient insurance for project implementation.
  • 75.
    CMCC/CTC /CNC/CUC HQ 75 Many successful cases will give ppoowweerreedd iinnssuurraannccee Project Scope • China fixed telecom market middle and long term development strategies for certain global vendors. ——Your Strategic Marketing Partner in China CTC &CNC HQ 8 province investigation Method • Top 10 venders competitiveness comparing in 3G market • China telecom service market analysis • China service layer and system integration market study. CMCC/CTC /CNC/CUC HQ 10 province investigation CMCC/CTC /CNC/CUC HQ 6 province investigation KPI interview Benchmarking RBP BCG KPI interview Benchmarking RBP KPI interview RBP KPI interview Benchmarking RBP
  • 76.
    76 KEY SUCCESSFACTORS OOFF OOUURR CCOOLLLLAABBOORRAATTIIOONN •SSuucccceessssffuull ccoollllaabboorraattiioonn ——Your Strategic Marketing Partner in China Full commitment of key decision makers to support project objectives and build consensus Open, direct and on-going communication with stakeholders Availability of necessary financial and personal resources Strategic transfer of skills from CRC Open atmosphere and immediate discussion/ resolution of project related issues Commitment to adhere to proposed time plans and deadlines Clear project organization and approach Availability of and access to databases, infrastructure and interview partners

Editor's Notes

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