BCG中国网通战略咨询报告完整版
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波士顿中国网通：战略咨询报告完整版课件
激励与惩罚
根据绩效评估结果，对表现优秀的员工给予 奖励，对表现不佳的员工进行惩罚。
定期评估
定期对公司的绩效进行评估，以便及时发现 问题并采取措施。
持续改进
根据绩效评估结果，对公司的战略计划进行 调整和优化。
战略风险监控与应对
风险识别
风险评估
通过定期的风险评估，识别公司面临的风 险。
对识别出的风险进行评估，确定其对公司 的潜在影响。
03
网通战略环境分析
宏观环境分析
政治环境
中国政府对电信行业的大力支 持，以及不断推出的电信改革 政策，为网通提供了良好的政
策环境。
经济环境
中国经济持续增长，对通信需 求持续增加，为网通提供了广 阔的市场空间。
社会环境
中国社会的信息化程度不断提 高，人们对通信的需求日益增 加，为网通提供了更多的发展 机会。
风险应对
监控与报告
根据风险评估结果，制定相应的应对措施 ，包括规避、减轻、转移和接受风险。
对公司的风险进行持续监控，并及时向上 级领导报告。
06
结论与建议
研究结论
1. 网通在行业中拥有一定的市 场地位和竞争力，但面临激烈的 市场竞争和不断变化的市场环境
。
2. 网通在技术、网络覆盖和服 务方面具有优势，但需要进一步 改善客户体验和提升品牌形象。
足市场需求。
行业趋势
中国电信行业的技术趋势不断 变化，网通需要紧跟技术发展
，提升自身竞争力。
竞争对手分析
01
02
03
中国移动
作为最大的移动通信运营 商，中国移动在移动通信 市场上的份额最大，网通 需要与其竞争。
中国联通
作为主要的电信运营商之 一，中国联通在固定通信 市场上与网通存在竞争关 系。
根据绩效评估结果，对表现优秀的员工给予 奖励，对表现不佳的员工进行惩罚。
定期评估
定期对公司的绩效进行评估，以便及时发现 问题并采取措施。
持续改进
根据绩效评估结果，对公司的战略计划进行 调整和优化。
战略风险监控与应对
风险识别
风险评估
通过定期的风险评估，识别公司面临的风 险。
对识别出的风险进行评估，确定其对公司 的潜在影响。
03
网通战略环境分析
宏观环境分析
政治环境
中国政府对电信行业的大力支 持，以及不断推出的电信改革 政策，为网通提供了良好的政
策环境。
经济环境
中国经济持续增长，对通信需 求持续增加，为网通提供了广 阔的市场空间。
社会环境
中国社会的信息化程度不断提 高，人们对通信的需求日益增 加，为网通提供了更多的发展 机会。
风险应对
监控与报告
根据风险评估结果，制定相应的应对措施 ，包括规避、减轻、转移和接受风险。
对公司的风险进行持续监控，并及时向上 级领导报告。
06
结论与建议
研究结论
1. 网通在行业中拥有一定的市 场地位和竞争力，但面临激烈的 市场竞争和不断变化的市场环境
。
2. 网通在技术、网络覆盖和服 务方面具有优势，但需要进一步 改善客户体验和提升品牌形象。
足市场需求。
行业趋势
中国电信行业的技术趋势不断 变化，网通需要紧跟技术发展
，提升自身竞争力。
竞争对手分析
01
02
03
中国移动
作为最大的移动通信运营 商，中国移动在移动通信 市场上的份额最大，网通 需要与其竞争。
中国联通
作为主要的电信运营商之 一，中国联通在固定通信 市场上与网通存在竞争关 系。
战略管理-BCG中国网通战略咨询报告完整版英文 52页 精品
Capture datacom growth in key business centers with leadingedge products and superior customer service
Top business districts in major urban areas; only the most dense areas in short term
Wholesale/ carrier
Current market size
Residential
Med/large enterprise customers
Carriers
Potential traffic per consumer
AGENDA
Business Models • Domestic and international long-distance voice • Wholesale/carrier • Enterprise solutions • Issues going forward
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
Do not overextend resources in VOIP as it does not fit CNC’s long term strategy
Create “dial-around” solutions for business and interconnect terms
Top business districts in major urban areas; only the most dense areas in short term
Wholesale/ carrier
Current market size
Residential
Med/large enterprise customers
Carriers
Potential traffic per consumer
AGENDA
Business Models • Domestic and international long-distance voice • Wholesale/carrier • Enterprise solutions • Issues going forward
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
Do not overextend resources in VOIP as it does not fit CNC’s long term strategy
Create “dial-around” solutions for business and interconnect terms
波士顿--中国网通：战略咨询报告完整版1
Key strategic principles Regulatory overview Market overview Competition overview Business models Next steps
CONTENT
KEY CNC STRATEGIC PRINCIPLES
The objective of these principles is to provide further clarity in the development and evaluation of the CNC business model
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 aபைடு நூலகம்e the key success factors and assumptions?
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
波士顿-中国网通战略咨询报告完课件
如收入下降、成本上升等。为了控制这种风险，中国网通需要建立健全
的财务预警机制，加强财务管理和风险控制。
06
总结与展望
项目总结
成功实施了战略转型
优化了组织架构和流程
中国网通在波士顿咨询团队的帮助下，成 功地从传统电信运营商转型为综合信息服 务提供商，实现了业务模式的创新。
通过组织架构调整和流程优化，提高了企 业运营效率和客户满意度，进一步提升了 市场竞争力。
组织与人才发展
总结词
组织与人才发展是保障企业持续发展的基石。
详细描述
中国网通应关注组织结构的优化和调整，以提高运营效率和灵活性。同时，应重视人才培养和引进， 建立完善的人才激励机制，激发员工的积极性和创造力。
04
实施计划
短期实施方案
目标明确
短期方案旨在明确中国网通的核心业务和市场定位，通过市场调研 和数据分析，识别出潜在的业务增长点和竞争优势。
公司规模
拥有庞大的客户群体和广泛的网络覆盖，是中国通信行业的领军 企业之一。
项目背景和目标
项目背景
随着通信行业的快速发展和市场竞争 的加剧，中国网通需要制定一份战略 咨询报告，以提升公司的竞争力和市 场地位。
项目目标
本项目的目标是帮助中国网通明确公 司的发展战略，优化业务结构，提高 运营效率，提升客户满意度，以应对 市场变化和竞争挑战。
中国网通需制定有效的竞争策略 ，发挥自身优势，提升市场地位 。可能的策略包括创新业务模式 、提高服务质量、降低成本等。
客户群体分析
客户结构与需求
中国网通的客户群体包括个人用户、企业用户和政府机构等。不同客户群体的需求存在差异，如个人用户注重价格、 服务便利性，企业用户关注定制化解决方案和高效的网络服务。
波士顿中国网通：战略咨询报告完整版课件
波士顿中国网通战略咨询报 告完整版课件
contents
目录
• 引言 • 中国网通市场分析 • 波士顿咨询公司战略建议 • 实施计划 • 预期成果与风险控制 • 总结与展望
01
引言
项目背景
波士顿中国网通是一家在中国大陆提供网络通信服务的公司，随着市场竞争的加剧 和技术的不断更新，公司需要制定一份战略咨询报告来指导未来的发展。
营销组合
通过产品、价格、促销和 渠道等营销组合手段，实 现市场拓展目标，提高品 牌知名度和美誉度。
品牌建设
品牌形象塑造
通过品牌名称、标Байду номын сангаас、口 号等视觉元素，塑造独特 的品牌形象，提升品牌认 知度。
品牌传播
通过广告、公关、活动等 多种传播渠道，提高品牌 曝光度和知名度，增强品 牌影响力。
品牌忠诚度培养
项目实施过程
项目组通过深入调研、访谈、数据分析等方式， 全面了解波士顿中国网通的业务现状和未来发展 需求。在此基础上，项目组提出了一系列针对性 的战略建议和实施方案。
项目目标
本项目旨在为波士顿中国网通提供全面的战略咨 询服务，包括市场分析、竞争态势、业务定位、 组织优化等方面，以提升公司的核心竞争力。
收益。
技术风险
技术更新换代、技术壁垒等因 素可能影响企业的技术竞争力
。
财务风险
资金链断裂、融资困难等因素 可能影响企业的正常运营。
人才风险
人才流失、团队不稳定等因素 可能影响企业的战略实施。
应对策略
加强市场研究
密切关注市场需求变化和竞争 态势，及时调整经营策略。
完善财务管理体系
建立健全财务管理体系，确保 资金安全和稳定运营。
项目成果
contents
目录
• 引言 • 中国网通市场分析 • 波士顿咨询公司战略建议 • 实施计划 • 预期成果与风险控制 • 总结与展望
01
引言
项目背景
波士顿中国网通是一家在中国大陆提供网络通信服务的公司，随着市场竞争的加剧 和技术的不断更新，公司需要制定一份战略咨询报告来指导未来的发展。
营销组合
通过产品、价格、促销和 渠道等营销组合手段，实 现市场拓展目标，提高品 牌知名度和美誉度。
品牌建设
品牌形象塑造
通过品牌名称、标Байду номын сангаас、口 号等视觉元素，塑造独特 的品牌形象，提升品牌认 知度。
品牌传播
通过广告、公关、活动等 多种传播渠道，提高品牌 曝光度和知名度，增强品 牌影响力。
品牌忠诚度培养
项目实施过程
项目组通过深入调研、访谈、数据分析等方式， 全面了解波士顿中国网通的业务现状和未来发展 需求。在此基础上，项目组提出了一系列针对性 的战略建议和实施方案。
项目目标
本项目旨在为波士顿中国网通提供全面的战略咨 询服务，包括市场分析、竞争态势、业务定位、 组织优化等方面，以提升公司的核心竞争力。
收益。
技术风险
技术更新换代、技术壁垒等因 素可能影响企业的技术竞争力
。
财务风险
资金链断裂、融资困难等因素 可能影响企业的正常运营。
人才风险
人才流失、团队不稳定等因素 可能影响企业的战略实施。
应对策略
加强市场研究
密切关注市场需求变化和竞争 态势，及时调整经营策略。
完善财务管理体系
建立健全财务管理体系，确保 资金安全和稳定运营。
项目成果
BCG中国网通战略咨询的报告完整版
Do not overextend resources in VOIP as it does not fit CNC’s long term strategy
Create “dial-around” solutions for business and interconnect terms
Aggressive deployment of backbone infrastructure to provide unparalleled bandwidth
Focused Deployment • Leverage existing conduits to lay in major urban areas
Superior service and bandwidth • Target CT’s weakness in service and bandwidth
Predicted cash flow profile by business model and selected scenarios
- Current areas of focus
45034-05-Interim-14Dec99-TZD-gx-SHI
China Netcom - The Boston Consulting Group --Confidential--Destroy by Shredding--
Carriers
45034-05-Interim-14Dec99-TZD-gx-SHI
China Netcom - The Boston Consulting Group --Confidential--Destroy by Shredding--
Potential traffic per consumer
Create “dial-around” solutions for business and interconnect terms
Aggressive deployment of backbone infrastructure to provide unparalleled bandwidth
Focused Deployment • Leverage existing conduits to lay in major urban areas
Superior service and bandwidth • Target CT’s weakness in service and bandwidth
Predicted cash flow profile by business model and selected scenarios
- Current areas of focus
45034-05-Interim-14Dec99-TZD-gx-SHI
China Netcom - The Boston Consulting Group --Confidential--Destroy by Shredding--
Carriers
45034-05-Interim-14Dec99-TZD-gx-SHI
China Netcom - The Boston Consulting Group --Confidential--Destroy by Shredding--
Potential traffic per consumer
波士顿--中国网通：战略咨询报告完整
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
The objective of these principles is to provide further clarity in the development and evaluation of the CNC business model
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
The objective of these principles is to provide further clarity in the development and evaluation of the CNC business model
波士顿中国网通战略咨询报告完整版
波士顿中国网通战略咨询报告完整版一、市场背景分析波士顿是美国最重要的科技创新中心之一，具有极高的科技含量和发展潜力。
中国作为全球最大的互联网市场之一，拥有庞大的用户群体和激烈的市场竞争环境。
中国网通作为中国电信行业的一员，具备广泛的网络资源和运营经验。
因此，波士顿中国网通战略合作具有良好的市场前景。
二、合作模式分析1.产业合作：波士顿中国网通可在通信设备、网络技术、云计算等领域展开合作，通过共同研发和创新，提升双方核心竞争力，实现互利共赢。
2.市场拓展：双方可联合开拓中国和波士顿地区市场，通过共同品牌推广和渠道资源整合，提高市场占有率和知名度。
3.人才交流：波士顿中国网通可实现人才互派和技术培训，加强员工能力提升和学习交流，促进创新和合作。
三、战略目标设定1.打造科技创新中心：通过合作，波士顿中国网通可以共同建立科技创新实验室或研发中心，提升科技创新能力，推动新技术在通信行业的应用。
2.建立品牌认知度：双方可以通过品牌合作，共同推广波士顿中国网通产品和服务，提高品牌知名度和市场份额。
3.提升用户体验：通过共同合作，波士顿中国网通可以提供更优质的网络服务和产品，提升用户的使用体验，满足用户需求。
四、实施策略1.技术创新：波士顿中国网通可加强在通信设备、网络技术等领域的研发与创新，推动新技术在互联网行业的应用，提高产品竞争力和市场占有率。
2.市场拓展：双方可以通过共同渠道整合和品牌推广，扩大市场份额和用户规模。
3.合作共赢：双方要加强合作，充分发挥各自的优势资源，实现互利共赢，共同提升竞争力和市场影响力。
4.培训与人才交流：波士顿中国网通可进行人才培养和交流，提高员工能力和技术水平，促进双方的创新和合作。
五、风险与挑战1.市场竞争：中国互联网市场竞争激烈，波士顿中国网通需要面对来自其他竞争对手的市场挑战，需要制定有效的市场策略和竞争对策。
2.技术风险：科技行业发展迅速，技术更新换代快，波士顿中国网通需要不断跟进最新的技术发展，避免技术滞后带来的风险。
BCG中国网通战略咨询报告完整版
Establish high bandwidth international gateway to differentiate internet access
Superior service with clear positioning
• “The clear alternative to CT”
Enterprise Solutions
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
Cover POPs in all major calling zones; develop local leased lines network in key locations
Position offnet voice as first product from “China’s first datacom carrier”
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?
Do not overextend resources in VOIP as it does not fit CNC’s long term strategy
Superior service with clear positioning
• “The clear alternative to CT”
Enterprise Solutions
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
Cover POPs in all major calling zones; develop local leased lines network in key locations
Position offnet voice as first product from “China’s first datacom carrier”
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?
Do not overextend resources in VOIP as it does not fit CNC’s long term strategy
BCG-中国网通：战略咨询报告完整版2(PPT 52页)
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
What capital investments will be necessary to build out metro and long haul fiber networks?
Roadmap for pursuing business models and
expected financial performance
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?
Predicted cash flow profile by business model and selected scenarios
- Current areas of focus
45034-05-Interim-14Dec99-TZD-gx-SHI
China Netcom - The Boston Consulting Group --Confidential--Destroy by Shredding--
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• The objective of these principles is to provide further clarity in the development and evalua tion 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
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
CONTENT
• Key strategic principles • Regulatory overview • Market overview • Competition overview • Business models • Next steps
KEY CNC STRATEGIC PRINCIPLES
• 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 p lan 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?
CNC SHAREHOLDERS
• Principles: • Leverage shareholders’ concertgeneration IP broadband communication infra structure and a profitable, successful company • Leverage shareholders’ existing backbone assets, local access assets, research capabilities and local gove rnment 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 sharehold ers’ expectations by delivering high return
• 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
• Assumptions: • CAS: strong interest in seeing CNC successful and profitable quickly, stands ready for favorable regulator y 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 cent er for MOR • Shanghai Municipal Gov't: Eager to make Shanghai as China’s test ground for building high-tech infrastr ucture (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?
• These will be revisited and refined as the project progresses • Our development of business models will seek to be aligned with the principles
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
CONTENT
• Key strategic principles • Regulatory overview • Market overview • Competition overview • Business models • Next steps
KEY CNC STRATEGIC PRINCIPLES
• 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 p lan 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?
CNC SHAREHOLDERS
• Principles: • Leverage shareholders’ concertgeneration IP broadband communication infra structure and a profitable, successful company • Leverage shareholders’ existing backbone assets, local access assets, research capabilities and local gove rnment 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 sharehold ers’ expectations by delivering high return
• 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
• Assumptions: • CAS: strong interest in seeing CNC successful and profitable quickly, stands ready for favorable regulator y 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 cent er for MOR • Shanghai Municipal Gov't: Eager to make Shanghai as China’s test ground for building high-tech infrastr ucture (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?