关于移动通信行业的趋势分析(英文版)

AnIntegratedApproachtoBilling,CallCenterandCustomerRelationshipManagementADiscussionDocumentAugust31,20001AgendaContextKeyissuesforChinaMobileTheCommunicationsEnterpriseSolutionArchitecture(CESA)CustomerRelationshipManagement(CRM)AboutPricewaterhouseCoopers2ContextChinaMobilefacinggrowingcompetitionfrombothUnicomandChinaTelecomCMCC’sbillingandITinfrastructureareinadequatetosustaincompetitiveadvantageLargescaleandrapidITinfrastructuredevelopmentisrequiredCMCChasrequestedPricewaterhouseCoopers’assistanceinbuildingaworldclassITinfrastructureWearetheundisputedleadersinthisareaworldwide,andhaveuniquedeliverycapabilitiesinChina3KeyIssuesforChinaMobileKeyTrendsinMobileTelecoms4AverageRevenuePerSubscriberisdeclining...…keepingEBITDAmarginsflatUSACellularEBITDA%1998-2002Source:DLJNote:Thisdatarepresentsresultsfora“typical”cellularcompanyThevalueofmobilevoiceserviceshaspeaked.MuchofthevaluegrowthintheUSisnowsubstitutiveMobilevoiceismaturingARPUPenetration*Soneraisre-brandedTelecomFinlandMobile5Itisthoughtthatdataserviceswillultimatelyfillthis“valuegap”,withmobiledevicesbecomingtheECommerce“toolofchoice”formostconsumersIntheUS,mobilevaluationsgenerallyexceedcashgenerationbyasignificantmarginVoiceServicesOther70%100%%MobileValue

FMC

SubstitutionData/Broadband6Investorsbelievethattheintroductionofmobiledatatechnologieswillcreatesignificantnewopportunities...Asia--Japan,HongKong,Taiwan,andSingapore--portendtobeleadersintheintroductionofmobiledataapplicationsData9.6-14.5kbpsSMSHSCSDGPRS115.2kbpsEDGEWCDMA384kbps-2MbpsData9.6SMSCDPD19.2kbpsCDPD,GPRS57.6-115.2kbps136+115.2-384kbpsWCDMA384kbps-3MbpsInformationBroadcast:Weather;banking;news;stocksFiletransfer;downloadInfoaccess;Intranetaccess;realtimeapps;,interactivesessions19981999-20002000-012001-02Wirelessmultimedia,voice,video,multimediaapplications,M-commerce2002+GSMTDMAPDCData28.8kbpsSMSWCDMA384kbps-3Mbps7ProjectionsofWAP,CellularSubs,andInternetSubsGrowth-200,000,000400,000,000600,000,000800,000,0001,000,000,0001,200,000,0001,400,000,0001996199719981999200020012002200320042005ProjectedCellular

Subscribers

ProjectedPC's

Connectedtothe

Internet

(Dataquest10/98)ProjectedWAP

Handsets

ManybelievethatInternetaccesswillmovetothe“handset”8MobiledatawillenablemyriadnewserviceopportunitiesConsumerBusinessOtherInformationServicesEntertainmentGamesBankingE-CommerceE-mailVideotelephonyPersonalnavigationInternetaccessDatabasesearchCorporatedatabasesEmailFiletransferIntranetaccessInternetaccessVehiclenavigationVideotelephonySpecialistproducts:TelemetryMachinemonitoringNavigation&logisticsproductsAlternativeproducts:ReturnchannelsforbroadcasttechnologiesWirelesshomes9MobiledatawillcreateanewvaluechainformobileoperatorsThecombinationofmultipleservicesandsegmentswillleadtothedevelopmentofacomplexnewvaluechainthatcombinescontent,transportandsolutionsActivitiesCustomerTraditionalMobileValueChainNetworkManagementServiceProvisionNetworkplanningNetworkconstructionNetworkoperationSalesandmarketingBillingCustomercareActivitiesCustomerContentProduction,distributionandaggregationofcontentEditors,Magazines,On-Line,andPortalsCoreandaccesstransmissionofdataInternetbackboneproviders,Accessproviders(e.g.GSMandUMTS)TransportSolutionsHardwareandsoftwaresolutionsenablingtheproductstobeusedSmartphones,PDAsandInternetbrowsers;CorporateIntranetsoftwareExamplesFutureMobileValueChain10…transportandaccesswillbecome“lowvalue”commodities...Intheconsumermarket,asthenetworkbecomesunbundled,valuecreationwillmigratetoeithercontentorsolutionsConsumersCONTENT

SERVICECREATION

INTEGRATION

MOBILETERMINALS

TRANSPORTValueAddedServiceProvider

ACCESSTransportSolutionsContentOperatorMediaPortals…owninganetworkwillnotbeessentialforparticipationinthemobileconsumermarket...11Inthecorporatemarket,mobileoperatorsmaylosedirectcustomeraccessSolutionprovidersarepoisedtocaptureamajorityofthevalue...ITFixedTelecomsMobileTelecomsCorporateTodayCorporateMobileTelecomsCorporateITSolutionProvidersFixedTelecomsTheFuture12MNCLargeNationalSMEPersonalHouseholdContentTransportSolutionsMostexistingmobileoperatorsarenotwell-positionedexceptinthetraditionalpersonalsegmentPoorlyPositionedModeratelyPositionedWell-PositionedCustomerSegments13PersonalCorporateGSM(TDMA/CDMA)GSMGPRSDECTOtherUMTSEDGEGMPCSCountryXCountryYThismayleadtoa“mobilenetworkbreak-up”This“breakup”isconsistentwithwhathashappenedinfixedlineservices...14KeyNear-TermSuccessFactorsKeyIssuesforChinaMobile15Identify,develop,andretaintargetcustomersthroughon-goingsegmentationandanalysisSecureexistingrevenuesthroughrevenueintegritymeasuresBecomecustomercentric,andbegintodevelopaCustomerManagementSystemSwitchfixedtovariablecoststhroughoutsourcingOptimisethebusinessportfoliotocaptureandinvestinnewrevenuesstreamsInPwC’sexperience,5strategicimperativesarecommontodevelopingmobileoperators161.SegmenttheCustomerBaseUnderstandingthetrueprofitabilityofcustomersisessentialtogetfullvaluefromthecurrentcustomerbaseTypicalCustomerProfitabilityDistributionSegmentationvariables:customertypeneeds/usagepatternsservicecomplexitylocationcostsvsrevenuesUnprofitableMarginallyProfitableHighlyProfitablePromotions,productdevelopment,marketing,pricing,salesandsupportshouldfocusonfinding,acquiring,retainingandenhancingprofitablecustomersegments#ofCustomers172.CreateaCustomer-CentredOrganisationTocreate“winning”servicesforcustomers,operatorsincreasinglybuildCustomerManagement(CMS)Systemstocollect,analyze,andusecustomerinformationandperformincreasinglysophisticatedsegmentationexercisesTransactionDataDatabaseMarketingSystemCustomerAcquisitionDirectMarketingCustomerManagementTelephonePersonalComputerMailInternetPlanning/CreateMIDBrokers/branches/dealersTouchPointsAnalysisAreasFinancialManagementOtherSystemsDemographicsCommunicationsHistoryPsychographicsDataSources182.CreatingaCustomerCenteredOrganisation11.3812.16712.5713.4812.675.93.4313.8914.9414.36.643.8315.3516.5616.127.484.2916.9618.3618.190.844.79010203040506019981999200020012002MarketManagementOrderManagementNetworkManagementSource:TheYankeeGroup,1998CustomerManagementBusinessManagement$BnSpendingbytelecomoperatorsonCustomerManagementSystemsisapproachingUS$20billionannually192.CreatingaCustomer-CenteredOrganisationAuditCustomerOps.Corporate&LargeAccts.CustomerOperationsConsumerandSME

Customer

OperationsNewMediaCustomerOperationsInternetCOOCustomerOperations

Engineering&NetworkConstructionNetworkOperations&MaintenanceChiefInformationOfficer(IT)ChiefTechnicalOfficerFinanceProcurementAdminLegalInvestorRelationsRevenueAssuranceRealEstateChiefFinancialOfficerStrategicPlanningHumanResourcesCorporateCommunicationsCarrierRelations&Reg.AffairsRiskManagementChiefExecutiveOfficerBoardofDirectorsTheorganisationneedstobestructuredaroundkeycustomerandproductgroups,withaccountabilitiesacrossallcustomerfacingfunctions20CurrentRevenuesLostRevenues:LostcallrecordsPoortestphasecontrolDelayedbillingInaccuraterating/discountingInadequatecreditcontrolExcessiveageddebtIneffectivefraudpreventionActiontoenhancerevenueintegritywillflowthroughimmediatelytothebottomline3.SecureexistingrevenuesManymobilebusinessesarelosingrevenuesalreadyearnedbecauseofflawsintheirsystemsandprocesses21ExchangeFilesoverwrittenbeforecollectionFileslost/incompleteorcorruptedInadequateinformationforbillingValiddatarejectedDatanottransferredonatimelybasisRevenueleakagepointscanoccuranywhereintheendtoendrevenuelifecycleandcancausepoorqualityofcustomerservice,lossofreputation,etc...

3.SecureexistingrevenuesBillingandpricingrevenueleakageswillcauseevengreaterproblemswiththemobiledatasincebillingandpricingwillbecomemorecomplexTypicalrevenueleakageproblems……..BillingandPricingIncorrectpricesset-upInconsistentpricesondifferentpricingenginesIncorrect/incompletecustomerdataIncorrectdiscountinformationLossofcallrecords223.SecureallexistingrevenuesUSCellularOperatorUSIXCAsianCellularOperatorISSUEInaccurateinterconnectionchargesIncorrectratingtablesinbillingsystemInadequaterevenueintegritySOLUTIONProcessreviewandchangesBillingaccuracyassessmentDiagnosticreviewRESULT$2millionannualisedsavings$7millionannualisedunderbillingsRevenueintegrityframeworkinplace…givingenhancedshareholdervalue,improvedcustomerserviceandbetterfocusonhighriskareasExamplesRevenuediagnostictoolscanidentifyleakages.Stemmingrevenueleakagescanadd5-10%toannualrevenuesatminimaladditionalcost234.SwitchfixedtovariablecostsOutsourcing,sub-contracting,andco-operationwithotherorganisationscanreplacefixedcostswithmoreflexiblevariablecosts...Activitiesthatcanbeoutsourcedinclude:MarketresearchAdvertisingandpromotionSaleschannelmanagementITmanagementPayrollprocessingFacilitiesmanagementNetworkdesignandconstructionFleetmanagementFixedcostsBreak-evenContributionMargin241. Disposeofnon-core“valuedestroying”businesses2. Reorganisecorebusiness -delayer -simplifyandfocus3. Obtaingreatervaluefromunder-utilisednon-coreassets,e.g.land4. Outsourcenon-strategicprocessesandactivitiesFourStepStrategicReviewIllustrative

ValuecreatingoperationsValuedestroyingoperationsCurrentportfoliovaluePotentialportfoliovalue+ve-ve$5.OptimisethebusinessportfolioManagementshouldseektocontinuallyfine-tunethebusinessportfolioandreinvesttocreatenewvalue

25AssumptionsandNextStepsKeyIssuesforChinaMobile26LookingForwardPwChasthefollowingassumptionsaboutCMCC’sfutureoperation:CMCC’sbusinesswillgetincreasinglycomplexasaresultofgrowth,competition,technologicalchange,andmarketchangeSignificantperformanceimprovementwillberequiredtosustainshareholdervalueCompetencyinnewservicecreation,mobiledata,andcustomermanagementwillberequiredforsustainable,long-termleadershipStrongpartnershipsandallianceswillbecriticaltosuccess27CESAAnEnterprise-WideSolutionfromPwCForCommunicationsBusinessGrowth28ValueDriversforaTelecomCompanyTheSevenPrincipalValueDrivers:OperatingProfitMarginRevenueGrowthWorkingCapitalCompetitiveAdvantagePeriodCashTaxPaidCapitalExpenditureCostofCapital29CriticalIssuesthatAffecttheValueDriversTimetomarketEfficient,technically

advancednetworkAttracting&KeepingProfitableCustomerBrand

DifferentiationChannel

DistributionFinancingRevenueGrowthOperatingProfitMarginCashTaxPaidWorkingCapitalCapitalExpenditureCostofCapitalCompetitiveAdvantagePeriod30OurResponsetotheTop6CriticalIssuesResponseProvenOrganisationalandBusinessProcessTemplatesPre-integratedSystemSolutionProvenImplementationProcessPre-EvaluatedBest-in-ClassTechnology,VendorsandApplicationsInvestmentGearedtoBusinessGrowthIntegratedCustomerCareFocustoMinimiseChurnandMaximiseRevenueReturnScaleableLow-RiskSolutionLeadingEdgebutBasedonProvenTechnologyIntegratedPerformanceMeasurementFrameworkAOne-Stop-ShopCommunicationsEnterpriseSolutionCriticalIssuesTimetomarketEfficient,technically

advancednetworkAttracting&KeepingProfitableCustomersBrand

DifferentiationFinancingChannel

DistributionRevenueGrowthOperatingProfitMarginCashTaxPaidWorkingCapitalCapitalExpenditureCostofCapitalCompetitiveAdvantagePeriod31WhichResponsesResolveWhichCriticalIssues?TimetoMarketAttractingandKeepingProfitableCustomersFinancingEfficient,TechnicallyAdvancedNetworkBrandDifferentiationChannelDistributionProvenOrganisationalandBusinessProcessTemplatesPre-integratedSystemSolutionProvenImplementationProcessBest-in-ClassSolutionsInvestmentGearedtoBusinessGrowthIntegratedCustomerCareScaleableLow-RiskSolutionLeadingEdgebutProvenTechnologyIntegratedPerformanceMeasurementCriticalIssuesResponses32TypicalCommunicationsBusinessDevelopmentPhasesPhasePhase1-LaunchSingleSolutionProcuredRapidDeploymentRequiredPhase2-GrowthSystemCapacityandPerformanceConstraintsDiverseApplicationsImplementedPhase3-ReplacementSystemBecomesUneconomictoContinuetoScaleandEnhanceReplacementSystemsSelectedandCommissionedPhase4-IntegrationLarge-scaleIntegrationandRe-EngineeringRequiredtodeliverBusinessSynergyPhase5-Support4-IntegrationUpgrades,ongoing,maintenance(in-house)IssueRaiseCapitalProfitpersubscriberCashFlowReturnoninvestmentDifferentiation33TheCESASolutionandItsImpactontheBusinessDevelopmentPhasesCESADevelopmentPhasesPhase1-LaunchIntegratedsolutionprocuredRapiddeploymentPhase2-GrowthUtilizeadditionalfeaturesofsystemScalehardwareAdditionallicensesprocuredMoresophisticatedperformancemeasurementdeployedPhase3-SupportUpgrades,on-goingmaintenancesupportedbyvendorpartnersPhase

1Phase

2Phase

3Phase

4$TypicalInvestmentCESAInvestmentPhase

5TypicalDevelopmentPhasesPhase1-LaunchSingleSolutionProcuredRapidDeploymentRequiredPhase2-GrowthSystemCapacityandPerformanceConstraintsDiverseApplicationsImplementedPhase3-ReplacementSystemBecomesUneconomictoContinuetoScaleandEnhanceReplacementSystemsSelectedandCommissionedPhase4-IntegrationLarge-scaleIntegrationandRe-EngineeringRequiredtodeliverBusinessSynergyPhase5-SupportUpgrades,ongoingmaintenance(in-house)34ACompleteEnterpriseArchitectureforCommunicationsBusinessesReferenceDataModelBest-in-ClassProductSetDataWarehouseDataModelCurrentSystemsPre-IntegratedforQuickStartInterfaceDefinitionOrganizationalBuildandBusinessProcessModelImplementationServiceIntegratedPerformanceMeasurementFrameworkPre-integratedSystemSolution35OrganizationalBuildandBusinessProcessModel=InScopeCustomerValueChainMarketIdentificationProductManagementMarketingSalesServiceDeliveryServiceAssuranceBillingContactManagementMIPMMASSSDSABICCNetworkManagementValueChainPlanNetworkDesignNetworkConstruct/ConfigureNetworkServiceGenerationTestNetworkManagetheNetworkManageNetworkPerformancePNDNCNSGTNMNMPManageHRManageFinancePlan&GovernBusinessManageSupplyChainBusinessOperationsProcessMaintainExternalRelationshipsPEMSMFHRDeployandManageIS/OutsourcingD36IntegratedPerformanceMeasurementFrameworkCustomerValuechainMarketIdentificationProductManagementMarketingSalesServiceDeliveryServiceAssuranceBillingCustomerContactManagementProductDefinitionProductPlanningProductDevelopmentProductDeploymentProductTrackingProductRetirementMarketResearch&AnalysisCustomerSegmentationProductSegmentationMarketStrategyDevelopmentCampaignManagementProspectManagementPricing&PackagingChannelSupportCustomerManagementReportingSalesStrategyDefinitionChannelManagementAccountPlanningSellingSaleCloseCustomerWinbackandRetentionOrderFulfillmentServiceProvisionCustomerManagementCustomerQueriesContactManagementTroubleManagementUpsellingandCross-sellingManagementSLAManagementInternalReportingRegulatoryReportingUsageCollectionRatingBillCalculationBillRenderingPaymentProcessingDebtProcessingSettlementBillingPaymentProcessingDebtProcessingInter-ConnectBillingTurnovergrowthProfitMarginTaxRateWorkingCapitalFixedRatesCostofCapitalGrowthdurationCostperlineinstalledCostperlineservicedInterconnectioncostOverhead/employeeCross-subsidymobilehandsetsFixedlinepenetrationCellularcoverageDigitalization/ATMprojectsSubscriber/BasestationGDPgrowthMarketGrowthMarketshareTariffplans/RegulationChurnrateValueDriversTypicalMeasures/Micro-drivers/projects(Solutiontocontainsetofpre-developedvaluereports)37ApplicationsimplementingtheCustomerValueChainintheDemonstrationMarketIdentificationProductManagementMarketingSalesServiceDeliveryServiceAssuranceBillingCustomerContactManagementMIPMMASSSDSABICCMI-1MarketResearch&AnalysisMI-2CustomerSegmentationMI-3ProductSegmentationPM-1ProductDefinitionPM-2ProductPlanningPM-3ProductDevelopmentPM-4ProductDeploymentPM-5ProductTrackingPM-6ProductRetirementMA1-MarketStrategyDevelopmentMA2-CampaignManagementMA3-ProspectManagementMA4-Pricing&PackagingMA5-ChannelSupportMA6-CustomerManagementReportingSS1-SalesStrategyDefinitionSS2-ChannelManagementSS3-AccountPlanningSS4-SellingSS5-SaleCloseSS6-CustomerWinbackandRetentionSD1-OrderFulfillmentSD2-ServiceProvisionCC1-CustomerManagementCC2-CustomerQueriesCC3-ContactManagementCC4-TroubleManagementCC5-UpsellingandCross-sellingManagementSA1-SLAManagementSA2-InternalReportingSA3-RegulatoryReportingBI1-UsageCollectionBI2-RatingBI3-BillCalculationBI4-BillRenderingBI5-PaymentProcessingBI6-DebtProcessingBI7-SettlementBillingBI8-Inter-ConnectBillingApplicationIntegration:VantiveGenevaOracleApps.1138SystemsImpactontheValueChainMediationdeviceTroubleTicketingWorkFlowManagementOrderProcessingAutomaticCallDistribution/CTIUsageRatingAccountsReceivable‘network’InventoryServiceProvision.WorkForceManagementProspectManagementServiceLevelAgreementDataWarehouseCustomersInventoryProductsIntegratedBillingMarketIdentificationSalesServiceDeliveryProductDevelopmentMarketingBillingCustomerCareServiceAssuranceTroubleTicketingVRUDataW’hse-customerseg.-productseg.DataW’hse-whatifs-customeranal.-productanal.-unitanal.DataW’hse-customerseg.-productseg.DataW’hseAccessNetworkManagementSupportSystemsSalesForceAutomation39AnIntegrationArchitectureandPreferredVendorProductSetSingleCSRuserinterfaceSinglepointoforderentryUseworkflowengine(Vantive)tosupport/CSRprocessSingletechnologyplatformUtilizestandardAPIsBuiltupongeneric/reusableintegrationwhereachievableIntegratedDesignPrinciplesCustomerFieldService-CustomerContactCallCenter-TroubleTicketing-Vantive-ProvisioningFraudDataWarehousing-OracleAppsSales&Marketing-VantiveNetworkManagementMediationPointofSaleBilling

-GenevaBusinessSupport-OracleAppsIntegrationWithinscopeofdemonstrationOutsidescopeofdemonstrationCoreApplicationArchitectureofCESAInternetAccessPaperAccessVoiceAccessCallCentreCUSTOMERSCustomerManagementSupportApplicationsBillingDataWarehouseProcurementFinanceAssetManagementProjectAccounting/Mngt.HRABC

AnalysisCustomerAnalysisBusinessUnitAnalysisServiceCentreMISMarketingWORKFLOWSalesandMarketingFieldServiceCustomerContactCallRatingInvoiceCalculationInvoiceRenderingCommon

UserInterfaceDataCollectorNetworkManagementCentreFraudManagementDataCollectorCustomersInventoryProductsIntegrateddatarepositoryCDRMediation&ServiceProvisioning41AProvenImplementationApproachDesign/BuildIntegrateImplementTechnologyInfrastructureProjectManagementMethodologyApplicationsImplementationHProjectManagementAProjectScopingandPlanningBEstablishTechnicalStrategyandDevelopmentStructureCDataPlanningISupportDevelopmentandEstablishProductionInfrastructureQMaintainTechnicalInfrastructureandITReadinessOCutoverPlanningRSystemIntegrationTestingTExecuteCutoverandRolloutUImplementationSupportandRefinementKCustomCodeDesignandBuildJDataConversionManagementGTransitionManagementFOrganizationalDynamicsandImpactAssessmentETeamTrainingNOrganization&FacilitiesDesignPUserProceduresandTrainingDevelopmentSTrainingDeliveryManageCommunicationsSecureCommitmenttoChangeBuildTeamsandTransferSkillsMSecurityandControlsDProcessAnalysisLProcessDesignandSystemPrototypingOrganizationalChangeBusinessProcessChangeIntegratedMulti-TrackApproachAnalysisGTransitionManagement42AFlexibleImplementationApproachEstablishedTelco(Possiblenewbusinessventure)Contractsigned1Month4months11months7mon