波士顿--互联网战略资料
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波士顿--中国网通：战略咨询报告完整版1
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
Key strategic principles Regulatory overview Market overview Competition overview Business models Next steps
波士顿-中国网通战略咨询报告完课件
01
通过优化产品和服务，提高品牌知名度和客户满意度，从而增
加市场份额。
提升运营效率
02
通过改进内部流程和组织结构，降低成本，提高运营效率。
拓展新业务领域
03
通过战略分析和市场调研，发现新的业务机会和增长点，拓展
新的业务领域。
风险评估与控制
01
市场风险
由于市场竞争激烈，中国网通可能会面临市场份额下降、客户流失等风
波士顿－中国网通战略咨询报告
• 项目背景介绍 • 战略分析 • 咨询建议 • 实施计划 • 预期成果与风险控制 • 总结与展望
01
项目背景介绍
网通公司简介
公司成立时间
中国网通成立于XXXX年，是国内领先的通信服务提供商。
公司业务范围
涵盖固定电话、移动通信、宽带互联网接入、数据传输等多个领 域。
加强了创新能力
提升了品牌形象
在波士顿咨询团队的指导下，中国网通加 强了创新能力建设，推出了一系列具有市 场竞争力的新产品和服务。
通过品牌形象重塑和传播，提升了中国网 通的知名度和美誉度，增强了企业软实力 。
公司未来发展方向
持续推进创新发展
中国网通将继续加大科技创新投入，探索新的业务领域和商业模式， 保持公司在通信行业的领先地位。
险。为了控制这种风险，中国网通需要不断优化产品和服务，提高品牌
波士顿--中国网通：战略咨询报告完整
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
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?
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
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
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?
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
波士顿咨询公司发布最新中国互联网报告——中国数字化进入新时代
熟 黠 透 祝
波 士 顿 豁 公 司鼗怖 最新 中团 互 辋鞭告
— —
中圜敷－ ， ￣入 新 晴代 Ｙｆ －Ｉ －： －：
口 本 赧 宄 者 暮 寅
掾 美 圜波 士 顿 豁 拘 公 司 （ ＣＧ） Ｂ
新媒 髓 蓝皮 害
最 新 餮 怖 的 题 《 圜敷 字化 新 世 代 中
２０： 字媒 艟 和 鼋子 商 步入 主 流 》 ． 敷
随著中圜社交纲站的蓬勃餮展 ， 固 中 口 因素 ， 是 源 於 中 圜消 费 者 的行 而
在 绿 廑 告 市 埸 也 迎 来 了强 劲 增 畏 期 ， 额将 ２ ０ ０ ８年 的 ８％增 畏到 ２ ０％ 。 辖 燮 ： 字 媒 髓 和 鼋 子 商 旃 已成 中 敦
我 预 到 ２ １ ０ ２年 ・ 圜在 缘廑 告所 估份 圜 民 生 活 的主 流 内 容 。特 别 是 舆 以 先 生 表 示 ： “ 们 看 到 了 一系 列 畿 年 中 前 相 比 ，中 圜 纲 民 在 绸 上 花 黄更 多 畴 前 尚不 存 在 的行 。 缘 消 黄活 勤 正 在 连 行 清 通 和 娱 桀 的 人 敷 要 繁 桀 的 丽始 。其 封 商 某 的 殷 示 在 於 中 鞭告 提 醒 任 何 希 望 赢 得 中 圜市 埸 同 ，以 满 足 多 檬 需 求 。比 如 ， 中 固 短 著 剧 烈 的 燮化 ， 逭 馑 僮 是 巨 大 在 而
波 士 顿 豁 公 司鼗怖 最新 中团 互 辋鞭告
— —
中圜敷－ ， ￣入 新 晴代 Ｙｆ －Ｉ －： －：
口 本 赧 宄 者 暮 寅
掾 美 圜波 士 顿 豁 拘 公 司 （ ＣＧ） Ｂ
新媒 髓 蓝皮 害
最 新 餮 怖 的 题 《 圜敷 字化 新 世 代 中
２０： 字媒 艟 和 鼋子 商 步入 主 流 》 ． 敷
随著中圜社交纲站的蓬勃餮展 ， 固 中 口 因素 ， 是 源 於 中 圜消 费 者 的行 而
在 绿 廑 告 市 埸 也 迎 来 了强 劲 增 畏 期 ， 额将 ２ ０ ０ ８年 的 ８％增 畏到 ２ ０％ 。 辖 燮 ： 字 媒 髓 和 鼋 子 商 旃 已成 中 敦
我 预 到 ２ １ ０ ２年 ・ 圜在 缘廑 告所 估份 圜 民 生 活 的主 流 内 容 。特 别 是 舆 以 先 生 表 示 ： “ 们 看 到 了 一系 列 畿 年 中 前 相 比 ，中 圜 纲 民 在 绸 上 花 黄更 多 畴 前 尚不 存 在 的行 。 缘 消 黄活 勤 正 在 连 行 清 通 和 娱 桀 的 人 敷 要 繁 桀 的 丽始 。其 封 商 某 的 殷 示 在 於 中 鞭告 提 醒 任 何 希 望 赢 得 中 圜市 埸 同 ，以 满 足 多 檬 需 求 。比 如 ， 中 固 短 著 剧 烈 的 燮化 ， 逭 馑 僮 是 巨 大 在 而
波士顿--中国网通：战略咨询报告完整版
Assessment of market
opportunities
Economic modeling
Choice of business models to pursue and timing
Major issues
What type of regulatory environment will evolve in China?
Staging of investments and service launch must consider tradeoff between quality of service and coverage
High-bandwidth international gateway critical Preliminary talks with international carriers to success in both wholesale and enterprise should begin ASAP
Roadmap for pursuing business models and
expected financial performance
Integrated approach to CNC business plan
Expected output
Regulatory mapping and CNC share predictions across scenarios
2019年最新-波士顿 中国网通战略咨询的报告完整版-精选文档
Enterprise solutions economics very attractive, but substantial complexity and resources involved
Staging of investments and service launch must consider tradeoff between quality of service and coverage
How will China datacom market develop?
How large is the overall opportunity for a new entrant?
How do the market sizing and share assumptions translate into overall top line revenue for CNC?
45034-05-Interim-14Dec99-TZD-gx-SHI
China Netcom - The Boston Consulting Group --Confidential--Destroy by Shredding--
-2-
METHODOLOGY BEING USED TO DEVELOP BUSINESS MODELS AND OVERALL STRATEGY
Integrated approach to CNC business plan
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STRATEGY AND THE INTERNET: TRENDS AND PREDICTIONS
Real Tech Conference Peter Stanger
E-COMMERCE IS DEAD
“E-Commerce Is Dead, Long Live E-Commerce” - The Industry Standard, April 2000
Fiber
105
capacity
… with increased throughput ...
103 104
102
0
RealTech Conf-PS-June01-tor-lm
Time
… and powerful network economics
Value, 100 cost
80
60
40
Value increases as the square of connections
“On the B2B exchange side, I don’t think anyone will survive. They are all gone.”
RealTech Conf-PS-June01-tor-lm
-2-
THE CAPITAL MARKETS HAD IT ALL WRONG
$123B
Travelocity Barnsandnobel.com
120
Expedia
Drugstore.com
Egghead.com
100
Webvan
80
Priceline
60
eBay
40
20
Amazon
0 Peak Market Cap
$1Baidu Nhomakorabea.4B
All Other Amazon
eBay
Current Market Cap
RealTech Conf-PS-June01-tor-lm
-3-
IS THE REVOLUTION OVER?
July 28, 1794
RealTech Conf-PS-June01-tor-lm
-4-
THE BUMPY RIDE OF ECONOMIC REVOLUTIONS
1860 - 1890
1895 - 1925
RealTech Conf-PS-June01-tor-lm
-5-
FUNDAMENTAL FORCES ARE AT WORK
Index 120 100
Lower processing costs ...
Workers per bushel of manufactured cotton England 1770-83
- Warren Packard, Draper Fisher Jurvetson
RealTech Conf-PS-June01-tor-lm
-1-
TOM SIEBEL CEO, Siebel Systems
“If you can’t generate profits, significant market share and customer satisfaction, you re out of business.”
Cost increases linearly with connections
Profit Loss
20
0
0
1
2
3
4
5
6
7
8
9 10 n
Value
Connections
Cost
0
2v
6v 12v
20v
30v
42v
56v
72v
90v n(n-1)v
F+0 F+ 2c F+ 3c F+ 4c
F+ 5c F+ 6c F+ 7c F+ 8c F+ 9c F+ 10c
80
Price of the Model T touring car
1908-20
60
40
Price of CPU 20 computing power
$/MIPS 1982-95
0
1770
1910 1985
1775
1915 1990
1780
1920 1995
$/MB 1.00 0.80 0.60 0.40 0.20
Computers
Operating systems
Applications software
Marketing, sales, and distribution
1995
Intel
Motorola AMD Cyrix
Common standards Time based competition
… fragmented radically IBM
- Bryan Rutbert, Warburg Dillon Read
“The living dead have gotten away with murder because the public markets have funded riskier ventures. Look at Amazon.com - if could be the biggest living dead the public markets have ever seen.”
F+ nc
-6-
MANY INDUSTRIES EXPERIENCING A REDEFINITION OF COMPETITIVE BOUNDARIES
1985
Microprocessors, integrated circuits,
memory chips
COMPUTER INDUSTRY
IBM , Digital
… lower storage costs ...
Cost ($/MB)
Harddrive size (GB)
100 Average HD size in PC at
75 retail (GB)
50
25
0.00
0
1995 1996 1997 1998 1999 2000 2001 2002 2003
Dell Packard Bell
“Going, Going, Gone: Business-to-Consumer Sector Goes Bust” - Forbes.com, April 2000
“Can you build a brand online selling third-party goods? The answer is no, even though everyone used to think the answer was yes”
Real Tech Conference Peter Stanger
E-COMMERCE IS DEAD
“E-Commerce Is Dead, Long Live E-Commerce” - The Industry Standard, April 2000
Fiber
105
capacity
… with increased throughput ...
103 104
102
0
RealTech Conf-PS-June01-tor-lm
Time
… and powerful network economics
Value, 100 cost
80
60
40
Value increases as the square of connections
“On the B2B exchange side, I don’t think anyone will survive. They are all gone.”
RealTech Conf-PS-June01-tor-lm
-2-
THE CAPITAL MARKETS HAD IT ALL WRONG
$123B
Travelocity Barnsandnobel.com
120
Expedia
Drugstore.com
Egghead.com
100
Webvan
80
Priceline
60
eBay
40
20
Amazon
0 Peak Market Cap
$1Baidu Nhomakorabea.4B
All Other Amazon
eBay
Current Market Cap
RealTech Conf-PS-June01-tor-lm
-3-
IS THE REVOLUTION OVER?
July 28, 1794
RealTech Conf-PS-June01-tor-lm
-4-
THE BUMPY RIDE OF ECONOMIC REVOLUTIONS
1860 - 1890
1895 - 1925
RealTech Conf-PS-June01-tor-lm
-5-
FUNDAMENTAL FORCES ARE AT WORK
Index 120 100
Lower processing costs ...
Workers per bushel of manufactured cotton England 1770-83
- Warren Packard, Draper Fisher Jurvetson
RealTech Conf-PS-June01-tor-lm
-1-
TOM SIEBEL CEO, Siebel Systems
“If you can’t generate profits, significant market share and customer satisfaction, you re out of business.”
Cost increases linearly with connections
Profit Loss
20
0
0
1
2
3
4
5
6
7
8
9 10 n
Value
Connections
Cost
0
2v
6v 12v
20v
30v
42v
56v
72v
90v n(n-1)v
F+0 F+ 2c F+ 3c F+ 4c
F+ 5c F+ 6c F+ 7c F+ 8c F+ 9c F+ 10c
80
Price of the Model T touring car
1908-20
60
40
Price of CPU 20 computing power
$/MIPS 1982-95
0
1770
1910 1985
1775
1915 1990
1780
1920 1995
$/MB 1.00 0.80 0.60 0.40 0.20
Computers
Operating systems
Applications software
Marketing, sales, and distribution
1995
Intel
Motorola AMD Cyrix
Common standards Time based competition
… fragmented radically IBM
- Bryan Rutbert, Warburg Dillon Read
“The living dead have gotten away with murder because the public markets have funded riskier ventures. Look at Amazon.com - if could be the biggest living dead the public markets have ever seen.”
F+ nc
-6-
MANY INDUSTRIES EXPERIENCING A REDEFINITION OF COMPETITIVE BOUNDARIES
1985
Microprocessors, integrated circuits,
memory chips
COMPUTER INDUSTRY
IBM , Digital
… lower storage costs ...
Cost ($/MB)
Harddrive size (GB)
100 Average HD size in PC at
75 retail (GB)
50
25
0.00
0
1995 1996 1997 1998 1999 2000 2001 2002 2003
Dell Packard Bell
“Going, Going, Gone: Business-to-Consumer Sector Goes Bust” - Forbes.com, April 2000
“Can you build a brand online selling third-party goods? The answer is no, even though everyone used to think the answer was yes”