之震撼和冲击来探讨电信业的版图

從iPhone&WirelessBroadbandInternet之震撼和衝擊來探討電信業的版圖和願景日期:97年5月23日(星期五)時間:下午一時三十分主講人:羅春木博士南方資訊股份有限公司總經理地點:台北科技大學1ResumeforDr.C.M.Lo

•Name：

ChunMooLo（羅春木）•Education：

1979-Ph.D.inElectricalEngineeringUniversityofSouthernCalifornia,

LosAngeles,California,USA

1976-MSinElectricalEngineering

UniversityofSouthernCalifornia,

LosAngeles,California,USA1968-ElectronicsDepartmentofTaipeiInstituteof

Technology,Taipei,Taiwan2

ResumeforDr.C.M.Lo(Con.)

•Experience：

09/2003〜Present-President&CEOof

SouthernInformationSystemsInc.

南方資訊股份有限公司總經理兼執行長

01/2003〜08/2003-Presidentof

VolktekCorp.

定揚科技股份有限公司總經理

1998〜2001-President&CEOof

SouthernInformationSystemsInc.

南方資訊股份有限公司總經理兼執行長

1997〜1998-PresidentofSysgrationInc.

系統電子公司總經理34OUTLINETelecomBusinessModelanditsDevelopmentTheTelecomChallengeswiththeirImpactAppleiPhoneImpactanditsShockonTelecomBroadbandServiceImpactNetworkNeutralityBillSummary5TelecomBusinessModelanditsDevelopmentMonopolyBusinessModel

AT&T–LongDistance/InternationalCall

BabyBells–LocalCallDeregulatedBusinessModel/Liberalization

Dot-Coms-FloppingandBubble,springof2000

6TelecomBusinessModelanditsDevelopment(Con.)

TelecomMeltingDown–655

Telecomcompanies/Broadbandproviders

withacombined$749billioninassetsfiledfor

bankruptcyoverthreeyears(2001-2004)MergeandAcquisition/TelecosConsolidation

AT&T,Verizon&ComcastownTelecos

infrastructures(Networks/Internet)7TelecomBusinessModelanditsDevelopment(Con.)

OperateandCompetefiercelywithboth

rivalsandnewaggressivegiantentrants

–Webservice/Internetservicecompanies

suchasGoogle,Microsoft,Yahoo,Amarzon,eBay&Apple8TheTelecomChallengeswiththeirImpactTheChallengeswithWirelessandBroadbandhaveasignificantimpactonTelecomhowtooperateandcompeteInnovationandinvestmentinnewtechnologies

AT&T’sexclusivedealtosellApple

iPhonehelpeditsignuparecord2.7millionwirelesssubscriberslastquarterof20079TheTelecomChallengeswiththeirImpact(Con.)Persuadecustomerstousetheirphoneformorethanjustvoiceconversationandalsototapintonetformaps,gamesandotherservicesUpgradenetworkstoofferfastinternetconnectionsandnewservicessuchasTV,game,andothers10TheTelecomChallengeswiththeirImpact(Con.)ForthebigcarrierssuchasAT&T,VerizonandQwestthemainchallengesistoslowdefectionsoftraditionallocal-linecustomerswhileproducingfastrevenuegrowthinnewmarketssuchaswireless,internetservices,payTV,andadvertising11TheTelecomChallengeswiththeirImpact(Con.)Thecarriersmustovercometheirreputationforbeing“dumbpipes”andprovetheycanfilltheirnetworkwithinnovativebundleofproductsandservicesthatstrikeachordwithcustomersallwhilebattlingcableoperators,whichpoachingmillionsofphonecustomers,andfendingofformakingpeacewithaggressivenewentrantssuchasGoogle,Microsoft,Yahoo&Apple

12TheTelecomChallengeswiththeirImpact(Con.)Mostphoneandcablecompanies(carriers)arenolongercontentjusttosellwebaccesstoconsumersAfterinvestinginhighspeedpipes,theyalsowanttopeddlemorelucrativeproductssuchasinternet-deliveredTVprograms,movies,andphonecalls.13TheTelecomChallengeswiththeirImpact(Con.)Butsellingthoseextrasputsthephoneandcablecompanies(carriers)incompetitionwithWebservice/Internetservicecompanies14

AppleiPhoneImpactanditsShockonTelecom

iPhone–theslickphone/webbrowser/musicalplayer/cameraAT&T’sexclusivedealtoselliPhonetohelpeditsignuparecord2.7millionwirelesssubscriberslastquarterof2007ApplealsotakesabiteoutofAT&T’smarginsforiPhone.15AppleiPhoneImpactanditsShockonTelecom(Con.)RemakeUScellularbusiness($140billion)bydeterminingwhatservicesconsumersgetandleavingthecarriersoutofloop.Upendingtwodecadesofconventionalwisdomaboutnatureofcompetitionindigitalmarket–customerjustwantagreatexperiencetheydon’tbuyplatforms.16AppleiPhoneImpactanditsShockonTelecom(Con.)WintelPCstandard–notionofaplatformisaveryPC-orientedwayoflookingatworldandthousandofvendorscompetedtobuildproductsontopofthatplatform.Apple’sstrategy:Farsimple–focusonmakingthe“bestproduct”andrewardswillfollow17AppleiPhoneImpactanditsShockonTelecom(Con.)iPhoneredefinethemobilephoneexperience

AsanyBlackBerryorTreoownerknows

all25millionsmartphonesoldin2006offersimilarcapabilitiessuch

aswebbrowsingande-mail,nonehascapturedtheheartofthemainstreamconsumers.18AppleiPhoneImpactanditsShockonTelecom(Con.)

iPhoneerasemyriadfrustrationsfacedby

hundredsofmillionphoneusers–frommaddeninglycomplexmenus,totheinabilitytofindacontactwhileonacallMakingthecomplexsimpleiPhoneistousenaturaluserinterfacesuch

asmulti-touchscreenhandset19AppleiPhoneImpactanditsShockonTelecom(Con.)Appleisheadandshouldersaboveothersinmakingtheactualmachineyouusetopullupwebpages,music,TVshows,moviesandsoon,perhaps,phoneconversationApplearemovingfromadistributor–drivenparadigmtoaconsumer-drivenparadigmandApplegetscustomers.Andnotjustanycustomers,butthosewhowillpayapremium20AppleiPhoneImpactanditsShockonTelecom(Con.)AppleusethesameiPodinnovativebusiness

modelforiPhone

Appledefinedthe16servicesiniPhone

thatarehighlightedonitshomepages,anduserssignupforthemviaiTunes,notonAT&T’shomepageorinitsstores.Normally,carriersintheU.S.controlhow

cell-phonesarepricedandmarketed,right

downtodecidingwhethertheywillturnon

capabilitiesbuiltintothephones.21AppleiPhoneImpactanditsShockonTelecom(Con.)

WhatismadetheiPhoneahit

isitssmoothintegrationofhardwareandsoftwareanditseasyoperation.TheiPhonedeviceweavestogetherawidearrayofcomputer-likefunctionsinaway

thateventechnophobescanmasterinminutes.22AppleiPhoneImpactanditsShockonTelecom(Con.)

ConvertcarrierCPE(CustomerPremisesEquipment)–orientedconcepti.e.smartphonetoauser-friendly/easyoperation–orientedconsumerproduct.AppleiPodbusinessmodelisattemptingtoshatterthesocalledwalled-gardenmodelofwirelesscompaniesinwhichtheycontrolthewirelessinternetgatewayandthecontentthatisfeaturedonthehandsetscreen.23AppleiPhoneImpactanditsShockonTelecom(Con.)Insummary

ThekeytoiPhonesuccessare:

-Tomakethe“bestproduct”for

customers-ToutilizethesameiPodinnovativebusinessmodelserviceviaiTunes

-Togetcustomerswhocanpayapremium

priceforpremiumservice24

BroadbandServiceImpact

Theexplosionofonlinevideoandtherebirthoftelecomhappenaroundthesametime.Thebandwidth-hungryservicessuchasYouTube,MySpace,VideoEggarecausedtheglobalinternettrafficgrowsatcompoundedannualrateof75%ayear25BroadbandServiceImpact(CON.)Ahigh-speeddatanetworksuddenlymakesiteasierandcheaperforallkindsofworkersandbusinessmentoplaceorders,servicecustomers,anddrumupnewbusiness.Mainstreamorganizationsalsohaveknitbroadbandnetworksintothefabricoftheirdailyoperations.26BroadbandServiceImpact(CON.)Insummary

Provideaninnovativebundleofproductsandservices

toincreaserevenuesquicklyandeffectivelyOfferfaster,speedybroadbandinternetconnectionsandnewservicestothewirelinecustomers

ProvideinternetbackboneservicetoalliancewithWebserviceandinternetservicecompaniestojointly

developnewbusinesssuchasmobileinternetand

broadbandinternetservices27NetworkNeutralityBillGoogleetal(Microsoft,Yahoo!,AmazonandeBay)fearbroadbandcarriers(AT&TandVerizon)willtieuptrafficwithnewtollsandcontrols.Thebroadbandcarriers/thenetworkoperatorscouldblockconsumersfrompopularsitessuchasGoogle,AmazonorYahoo!infavoroftheirown