网通战略咨询报告英文PPT22页

AGENDA
Business Models • Domestic and international long-distance voice • Wholesale/carrier • Enterprise solutions • Issues going forward
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• Majority of wholesale revenue relies on access to mobile carriers
Commitment to utilizing IP/DWDM invlolv risk to mobile carrier business
• RFP to vendors should be based on product requirements vs. technology
Recommendations/Decisions to be Made
Accelerate vendor selection and backbon construction; time to market critical
Wholesale revenue provides significant upside potential
Key strategic principles Regulatory overview Market overview Competition overview Business models Next steps
CONTENT
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Create “dial-around” solutions for business and interconnect terms
Aggressive deployment of backbone infrastructure to provide unparalleled bandwidth
Establish high bandwidth international gateway to differentiate internet access
Enterprise solutions economics very attractive, but substantial complexity and resources involved
Staging of investments and service launc must consider tradeoff between quality o service and coverage
Fight the regulatory battle to ensure favorable approaches to equal access and interconnect
Roadmap for pursu business models a
expected financia performance
Integrated approach CNC business pla
Expected output
Regulatory mapping and CNC share predictions across scenarios
Wholesale/ carrier
Current market size
Residential
Med/large enterprise customers
Carriers
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Potential traffic per consume
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Overall market sizing and revenue forecast blow profile by business model and selected scenarios
Utilize LMDS in intermediat cities and areas where time market is critical
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POTENTIAL BUSINESS MODELS COVER WIDE RANGE OF PRODUCT/MARKET ALTERNATIVES
Opportunity for growth
Products
Emerging datacom
Emerging data niche
Data Voice
Consumer ISP?
Enterprise solutions
Domestic and International Long Distance Voice
Manage pricing and product life cycle effectively to maximize total margin and avoid investing in declining products
Do not overextend ourselves nor blur our “datacom” image
Position offnet voice as first product from “China’s first datacom carrier”
Do not overextend resources in VOIP as it does not fit CNC’s long term strategy
(1) Assuming settlement fees of 10% of revenue
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BUSINESS MODELS SUMMARY: THREE CORE ELEMENTS
Overall approach
Where
How
• “Cash cow” for funding other business model development
Pursue prefix and equal access long distance for business customers as soon as possible to begin establishing relationships
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Long distance voice
Capture early revenue from to fund development of subsequent business models
ISP
Wholesale/Carrier Target mobile carriers and ISPs with backbone transport; consider supplying fixed-line incumbents
AGENDA
Business Models • Domestic and international long-distance voice • Wholesale/carrier • Enterprise solutions • Issues going forward
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Will equal access for voice and data be granted and when?
What effect will WTO have?
How will China datacom market develop?
How large is the overall opportunity for a new entrant?
METHODOLOGY BEING USED TO DEVELOP BUSINESS MODELS AND OVERALL STRATEGY
Strategic implications and capabilities assessment
Regulatory and competitive analysis
Top 60 POPs by end of year 2000 utilizing mix of leased lines from CT and CNC network
Cover POPs in all major calling zones; develop local leased lines network in key locations
Top business districts in m urban areas; only the most dense areas in short term
Focused Deployment • Leverage existing cond to lay in major urban a
Superior service and bandw • Target CT’s weakness i service and bandwidth
How do the market sizing and share assumptions translate into overall top line revenue for CNC?
What capital investments will be necessary to build out metro and long haul fiber networks?
High-bandwidth international gateway critical Preliminary talks with international carrie to success in both wholesale and enterprise should begin ASAP
Superior service with clear positioning
• “The clear alternative to CT”
Enterprise Solutions
Capture datacom growth in business centers with lead edge products and superio customer service
Economic predictions highly sensitive to a set of key assumptions
Scenario modeling will help us decide wh to focus
Overarching question: Can CNC successfully pursue all opportunities outlined in the short/medium term?
APPROACH TO DOMESTIC AND INTERNATIONAL VOICE BUSINESS MODEL
Objectives
Hypothesized Approach
Capture early revenue from launch of prepaid IP calling cards
Assessment of market
opportunities
Economic modeling
Choice of business m to pursue and tim
Major issues
What type of regulatory environment will evolve in China?
- Current areas of focus
CNC AT A CRITICAL STRATEGIC CROSSROADS
Preliminary Conclusions
Offnet VOIP predicted to generate to provide breakeven economics for building backbone1