| BCG-中国网通战略咨询报告(完整英文版) |
| 文件类型： |
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| 界面语言： |
简体中文 |
| 授权方式： |
免费软件 |
| 软件大小： |
1.42 MB |
| 作 者 ： |
佚名 |
| 整理时间： |
2006-10-22 |
| 软件简介： |
CHINA NETCOM BUSINESS PLAN UPDATE
December 14, 1999 - Beijing
TODAY’S OBJECTIVES
Review the overall analysis of regulation, competition, and market development
Discuss the specific implications for CNC strategy
Review the specific draft business models for CNC
How we might attack the business, carrier, and IDD/DLD markets
What key trade-offs we need to make
What are the key success factors and assumptions?
Discuss the initial economics of these business models, and of CNC overall
Discuss the specific next steps in two key areas:
How to finalize and endorse the overall CNC business model
How to move forward with the refined financials, organization design, and the plan for implementation
CONTENT
Key strategic principles
Regulatory overview
Market overview
Competition overview
Business models
Next steps
KEY CNC STRATEGIC PRINCIPLES
The objective of these principles is to provide further clarity in the development and evaluation of the CNC business model
These will be revisited and refined as the project progresses
Our development of business models will seek to be aligned with the principles
Strategic principles and key assumptions will be considered in the following aspects
CNC shareholders
Backbone business
Local access business
International gateway business
Regulatory strategy
Competitive strategy
Marketing strategy
CNC SHAREHOLDERS
Principles:
Leverage shareholders’ concerted vision in creating a new generation IP broadband communication infrastructure and a profitable, successful company
Leverage shareholders’ existing backbone assets, local access assets, research capabilities and local government relationships to secure time-to-market and create competitive advantage
Set a model of a new type of “SOE”, as efficient as the best of the FIE/private companies; beat shareholders’ expectations by delivering high return
Assumptions:
CAS: strong interest in seeing CNC successful and profitable quickly, stands ready for favorable regulatory influence and research support; wants opportunities for networking R&D
MOR and SARFT: extensive backbone and access assets and ROW
main focus on using MOR for right of way, helping them participate in telecom
will not use SARFT local CATV in the near term, but they are a key user of the backbone
Leverage CATV’s city backbone
MOR will continue to favor CNC over Unicom, provided CNC meets the expectation as a profit center for MOR
Shanghai Municipal Gov't: Eager to make Shanghai as China’s test ground for building high-tech infrastructure (e.g. the integration of telecom, CATV, Internet)
in particular, testing HFC to deliver broadband internet
one issue: SPT and ATT JV; how to handle?
BACKBONE BUSINESS
Principles:
Target advanced backbone among 15 key cities in Eastern China; start with 2 cores from shareholders but quickly build own network
Use backbone for a variety of wholesale and retail voice and data services
Maintain the leading edge IP/packet network, both for technological superiority and to fulfill shareholder mission
Maintain the best cost position, using ROWs, purchasing clout, right technology
Build reserve capacity/conduit to deter others
Assumptions:
The costs of construction and ROW will be the majority of new network costs
virtually all of the network will use MOR or SARFT right of way
Network will be IP or packet in nature
Deployment plan will keep costs low, build out quickly, and create good position
lay large number of conduits in one time
later fill, light up, and color fiber strands
lease out conduit/fiber/bandwidth to maximize return (utilization)
LOCAL ACCESS BUSINESS
Principles:
Be very focused in local deployment, targeting priority business areas only
Emphasize broadband to the customer, using FTTB and LMDS where logical
Seek strong local market share, especially in new data services growth areas
Differentiate from China Telecom by superior services, quality, responsiveness
Build strong local team to enable fast service response
Emphasize “end to end” network ownership and management
Assumptions:
SH, BJ, GZ, and SZ business districts as targets for the near term
These account for the vast majority of business telecom demand
Need to set specific estimates for timing and sequence of deployment
Assume that CNC will have access to key city ROW, such as subway systems
Will need specific assumptions about the ease and cost of hooking up buildings
Assume that primary emphasis will be on FTTB, but that LMDS can play an important role, especially in initial deployment and in secondary cities
Will need specific assumptions about timing of adding secondary cities
INTERNATIONAL GATEWAY BUSINESS
Principles:
CNC will be one of few players with a full international license
Vital to enable CNC to provide end-to-end services, global data services, and higher margin IDD service
HK gateway link may be strategically important
Assumptions:
HK as one of the key location for international connection
a major traffic destination
a major relay location
International voice remains highly profitable segment in medium term future
Expect high growth together with steep price drop in international services
Actively plan ahead for joining international sub-oceanic cable consortium
REGULATORY STRATEGY
Principles:
Must actively lobby for favorable regulatory decisions, together with shareholders
provide regulators with international benchmarking for best practices
align CNC objectives with fair competition, and public interests
have effective senior management focus on lobbying issues
Be careful about committing investment if regulatory issues too uncertain
Ensure CNC strategy addresses national economic development priorities
Pay careful attention to managing relations with China Telecom
Expected WTO in 2000 will imply greater opening of the market in the future
Assumptions:
At least a 2-3 year window when CNC can continue to enjoy favorable policy treatment, while also working to straighten out regulatory issues at local level
Many key regulations remain in grey areas, where CNC can play a role in shaping the policy
Will need to make specific assumptions on a number of regulatory issues, and develop several scenarios
Assume that CT and Unicom are the only full service competitors, but several niche players
WTO will introduce FDI into China’s telecom market by 2002, but infrastructure play remain tightly controlled (still limited competition) until 2004/5
may be opportunity for some form of partnership with foreign telcos
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