关键的战略原则(ppt)
CONTENT
Key strategic principles

Regulatory overview

Market overview

Competition overview

Business models

Next steps

AGENDA
Business Models
Domestic and international long-distance voice
Wholesale/carrier
Enterprise solutions
Issues going forward
METHODOLOGY BEING USED TO DEVELOP BUSINESS MODELS AND OVERALL STRATEGY


POTENTIAL BUSINESS MODELS COVER WIDE RANGE OF PRODUCT/MARKET ALTERNATIVES
AGENDA
Business Models
Domestic and international long-distance voice
Wholesale/carrier
Enterprise solutions
Issues going forward
APPROACH TO DOMESTIC AND INTERNATIONAL VOICE BUSINESS MODEL

LARGE MARKET WITH POTENTIAL TO GAIN SHARE QUICKLY
CAREFUL MANAGEMENT OF PRE-PAID CALLING CARD BUSINESS NECESSARY TO ALIGN WITH LONG TERM STRATEGY
Prepaid calling cards call for different capability set and target customers than longer term business models
Focus on consumers will not complement long term vision of providing enterprise solutions
Mass advertising and marketing around a low-cost position may not fit image required for future needs

Three factors important to consider in managing prepaid calling card business
Attempt to position cards in marketing messages as the first product from a company that is building the most advanced network in PRC
Consider selling cards to businesses for their traveling personnel to begin establishing enterprise relationships
Carefully manage product life cycle to begin pulling back marketing investment as wholesale and enterprise business models grow
CNC VOIP REVENUE AND MARKET SHARE EXPECTATIONS

AGENDA
APPROACH TO WHOLESALE/CARRIER BUSINESS MODEL


OVERALL WHOLESALE MARKET SIZE IS SUBSTANTIAL AND GROWING AT A MODEST RATE Anticipated Price Decrease in Leased Lines Limits Overall Revenue Growth

…BUT TECHNOLOGICAL LIMITATIONS AND COMPETITIVE CHALLENGE ARE IMPORTANT FACETS TO MANAGE

AGENDA
Business Models
Domestic and international long-distance voice
Wholesale/carrier
Enterprise solutions
Issues going forward
APPROACH TO ENTERPRISE SOLUTIONS BUSINESS MODEL
ENTERPRISE SOLUTIONS SUMMARY


CUSTOMER NEEDS EXIST THRUGHOUT THE VALUE CHAIN CT’s Offering Yields Significant Gaps
STAGED PRODUCT INTRODUCTION NECESSARY TO MANAGE QUALITY Hypothesized Product Introductions
CNC SHOULD USE CREATIVE WAYS TO GROW THE MARKET, AVOID HEAD TO HEAD COMPETITION
TOTAL GDP VS. GDP/CAPITA IS A PRELIMINARY INDICATOR FOR ATTRACTIVE LOCAL ACCESS MARKETS Example: 15 Initial Cities with POPs on CNC Network
VERY DENSE MARKETS SUCH AS SHANGHAI BEST SERVED BY METRO FIBER RINGS

MEDIUM SIZED CITIES WITH HIGH GDP/CAPITA SUCH AS FUZHOU BEST SERVED WITH LMDS SOLUTION

OTHER CITIES OF SIZEABLE POPULATION BUT RELATIVELY LOW GDP/CAPITA MAY NOT WARRANT INVESTMENT Example: Shijiazhuang


OVERALL ECONOMICS ATTRACTIVE FOR PHASE I BUILDOUT IN TOP FOUR CITIES
GOING FORWARD, CITIES WILL NEED TO BE ANALYZED ON A CASE BY CASE BASIS
RECAP OF OVERALL PHASE I ECONOMICS AND KEY ISSUES
AGENDA
Business Models
Domestic and international long-distance voice
Wholesale/carrier
Enterprise solutions
Issues going forward
EMERGING OPPORTUNITIES EXIST FOR CONSUMER ISP AND ADVANCED DATA SERVICES
Residential ISP
CNC may be in unique position to offer true broadband internet access due to IP network and international gateway
What strategies will capture significant value while minimizing development time and necessity for brand equity?

Web Hosting/Data Centers
Niche competitors such as Exodus in the U.S. aggressively pursuing this business model
Will opportunities develop in the near term for China and could CNC supply resources necessary?

E-commerce solutions
Many telcos in Europe and U.S. offering e-commerce solutions
Will opportunities develop in the near term for China and could CNC supply resources necessary?
ENVIRONMENTAL UNCERTAINTIES LEAD TO THREE BASIC SCENARIOS TO BE ANALYZED
MONTE CARLO SIMULATION WILL ALLOW FOR GAUGING THE EFFECTS OF UNCERTAINTIES IMPLIED IN SCENARIOS Example: Effect of Average Building Size, Tier 1 Business Proportion & Spending on Shanghai Metro Access Economics

CONTENT
Key strategic principles

Regulatory overview

Market overview

Competition overview

Business models

Next steps

NEXT STEPS
Agree on business mix assumptions

Develop organization structure
Agree on key principles and objectives
Timeline, key milestones

Develop implementation action plan
High level plan (by quarters) till Jan 2002
Detailed plan (by month) Jan-Jul 2000
Key milestones, process control

Integrate and refine overall CNC financial
Objectives and assumptions for financial model
Scenarios / sensitivities

ORGANIZATION DESIGN METHODOLOGY
MAJOR OUTPUTS: ORGANIZATION DESIGN
IMPLEMENTATION PLAN DESIGN METHODOLOGY
MAJOR OUTPUTS: IMPLEMENTATION PLAN
WORKPLAN(1)

关键的战略原则(ppt)