波士顿某电信企业咨询报告en

customers
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
POTENTIAL WHOLESALE CUSTOMERS INCLUDE ISPs, MOBILE OPERATORS, AND FIXED LINE CARRIERS
ISPs offer significant potential if CNC can provide superior bandwidth access and
to international gateway
•Current satisfaction among regional ISPs very low
•International gateway license in conjunction with high bandwidth trans-oceanic carrier alliance could provide vastly superior service
Mobile carriers will be searching for lower cost alternatives to carry long distance traffic due to intensifying competition
•CNC’s new high capacity VoIP network and international gateway likely to yield lower costs
Fixed line carriers potentially looking for alternatives
•Existing long-haul transport infrastructure limited
•China Telecom could even be a possible customer given current focus on increasing residential teledensity
ENTERPRISE SOLUTIONS BUSINESS MODEL MOST COMPLEX WITH HIGH CAPEX AND OPEX REQUIREMENTS...
Building metropolitan fiber rings to offer access to medium and large businesses poses significant challenge
•Operating expenses required dwarfs long haul network costs on a per city basis
•Complexity in obtaining night-of-way varies by districts within each city
•Designing fiber route and network configuration requires significant experience
Converting customers to full CNC service may not be as easy as it seems on
surface
•Initial risk for companies utilizing new entrant
•Coverage issues for offering service to all business locations
•Experienced sales-force with established relationships a must
中国人力资源开发网（简称:中人网）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?
68.25 22.75
MONTE CARLO SIMULATION PROVIDES VERY USEFUL OUTPUT 95% certainty that with the inputs provided, 5 year NPV will be greater than 239M RMB
Statistically impossible for the project to have a negative NPV based on provided inputs
Forecast mean is actually higher than our base case value (381M vs. 318M) due to effects of variable inputs
A sensitivity report generated from the simulation tells us that average building
size contributes the most to output variance, therefore it is the most important
input to focus on clarifying
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。