移动行业的趋势分析(英文版)(ppt 48页).ppt

1、,An Integrated Approach to Billing, Call Center and Customer Relationship Management A Discussion Document August 31, 2000,2,Agenda,Context Key issues for China Mobile The Communications Enterprise Solution Architecture (CESA) Customer Relationship Management (CRM) About PricewaterhouseCoopers,3,Con

2、text,China Mobile facing growing competition from both Unicom and China Telecom CMCCs billing and IT infrastructure are inadequate to sustain competitive advantage Large scale and rapid IT infrastructure development is required CMCC has requested PricewaterhouseCoopers assistance in building a world

3、class IT infrastructure We are the undisputed leaders in this area worldwide, and have unique delivery capabilities in China,4,Key Issues for China Mobile,Key Trends in Mobile Telecoms,5,Average Revenue Per Subscriber is declining ., keeping EBITDA margins flat,The value of mobile voice services has

4、 peaked. Much of the value growth in the US is now substitutive,Mobile voice is maturing,ARPU,Penetration,* Sonera is re-branded Telecom Finland Mobile,6,It is thought that data services will ultimately fill this “value gap”, with mobile devices becoming the ECommerce “tool of choice” for most consu

5、mers,In the US, mobile valuations generally exceed cash generation by a significant margin,Voice Services,Other,70%,100%,% Mobile Value,FMC,Substitution,Data/Broadband,7,Investors believe that the introduction of mobile data technologies will create significant new opportunities.,Asia - Japan, Hong

6、Kong, Taiwan, and Singapore - portend to be leaders in the introduction of mobile data applications,Data 9.6 - 14.5 kbps,SMS,HSCSD,GPRS 115.2 kbps,EDGE,WCDMA 384 kbps - 2 Mbps,Data 9.6,SMS,CDPD 19.2 kbps,CDPD, GPRS 57.6 - 115.2 kbps,136+ 115.2 - 384 kbps,WCDMA 384 kbps - 3 Mbps,Information Broadcast

7、: Weather; banking; news; stocks,File transfer; download,Info access: Intranet access: WWW access; always “on” line; Mobile ISP; image transfer,Info access; Intranet access; real time apps;, interactive sessions,1998,1999 - 2000,2000-01,2001-02,Wireless multimedia, voice, video, multimedia applicati

8、ons, M-commerce,2002+,Data 28.8 kbps,SMS,WCDMA 384 kbps - 3 Mbps,8,Projections of WAP, Cellular Subs, and Internet Subs Growth,-,200,000,000,400,000,000,600,000,000,800,000,000,1,000,000,000,1,200,000,000,1,400,000,000,1996,1997,1998,1999,2000,2001,2002,2003,2004,2005,Projected Cellular Subscribers,

9、Projected PCs Connected to theInternet(Dataquest 10/98),Projected WAP Handsets,Many believe that Internet access will move to the “handset”,9,Mobile data will enable myriad new service opportunities,Consumer,Business,Other,Information Services Entertainment Games Banking E-Commerce E-mail Video tele

10、phony Personal navigation Internet access,Database search Corporate databases Email File transfer Intranet access Internet access Vehicle navigation Video telephony,Specialist products: Telemetry Machine monitoring Navigation Corporate Intranet software,Examples,Future Mobile Value Chain,11, transpo

11、rt and access will become “low value” commodities .,In the consumer market, as the network becomes unbundled, value creation will migrate to either content or solutions,Consumers,CONTENT,SERVICE CREATION,INTEGRATION,MOBILE TERMINALS,TRANSPORT,Value Added Service Provider,ACCESS,Transport,Solutions,C

12、ontent,Operator,Media,Portals, owning a network will not be essential for participation in the mobile consumer market .,12,In the corporate market, mobile operators may lose direct customer access,Solution providers are poised to capture a majority of the value .,IT,Fixed Telecoms,Mobile Telecoms,Co

13、rporate,Today,Corporate,Mobile Telecoms,Corporate,IT,Solution Providers,Fixed Telecoms,The Future,13,MNC Large National SME Personal Household,Content,Transport,Solutions,Most existing mobile operators are not well-positioned except in the traditional personal segment,Poorly Positioned,Moderately Po

14、sitioned,Well-Positioned,Customer Segments,14,Personal,Corporate,GSM (TDMA/CDMA),GSM GPRS DECT Other,UMTS EDGE GMPCS,Country X Country Y,This may lead to a “mobile network break-up”,This “break up” is consistent with what has happened in fixed line services .,15,Key Near-Term Success Factors,Key Iss

15、ues for China Mobile,16,Identify, develop, and retain target customers through on-going segmentation and analysis Secure existing revenues through revenue integrity measures Become customer centric, and begin to develop a Customer Management System Switch fixed to variable costs through outsourcing

16、Optimise the business portfolio to capture and invest in new revenues streams,In PwCs experience, 5 strategic imperatives are common to developing mobile operators,17,1. Segment the Customer Base,Understanding the true profitability of customers is essential to get full value from the current custom

17、er base,Typical Customer Profitability Distribution,Segmentation variables: customer type needs/usage patterns service complexity location costs vs revenues,Unprofitable,Marginally Profitable,Highly Profitable,Promotions, product development, marketing, pricing, sales and support should focus on fin

18、ding, acquiring, retaining and enhancing profitable customer segments,# of Customers,18,2. Create a Customer-Centred Organisation,To create “winning” services for customers, operators increasingly build Customer Management (CMS) Systems to collect, analyze, and use customer information and perform i

19、ncreasingly sophisticated segmentation exercises,Transaction Data,Database Marketing System,Customer Acquisition,Direct Marketing,Customer Management,Telephone,Personal Computer,Mail,Internet,Planning / Create MID,Brokers/branches/dealers,Touch Points,Analysis Areas,Financial Management,Other System

20、s,Demographics,Communications History,Psychographics,Data Sources,19,2. Creating a Customer Centered Organisation,11.38,12.16,11.23,5.24,3.07,12.57,13.48,12.67,5.9,3.43,13.89,14.94,14.3,6.64,3.83,15.35,16.56,16.12,7.48,4.29,16.96,18.36,18.19,0.84,4.79,0,10,20,30,40,50,60,1998,1999,2000,2001,2002,Mar

21、ket Management,Order Management,Network Management,Source: The Yankee Group, 1998,Customer Management,Business Management,$ Bn,Spending by telecom operators on Customer Management Systems is approaching US$ 20 billion annually,20,2. Creating a Customer-Centered Organisation,Audit,Customer Ops.,Corpo

22、rate &,Large Accts.,Customer,Operations,Consumer,and SME,Customer,Operations,New Media,Customer,Operations,Internet,COO,Customer,Operations,Engineering,& Network,Construction,Network,Operations &,Maintenance,Chief,Information,Officer (IT),Chief,Technical,Officer,Finance,Procurement,Admin,Legal,Inves

23、tor,Relations,Revenue,Assurance,Real Estate,Chief,Financial,Officer,Strategic,Planning,Human,Resources,Corporate,Communications,Carrier Relations,& Reg. Affairs,Risk,Management,Chief Executive Officer,Board of Directors,The organisation needs to be structured around key customer and product groups,

24、with accountabilities across all customer facing functions,21,Current Revenues,Lost Revenues: Lost call records Poor test phase control Delayed billing Inaccurate rating/discounting Inadequate credit control Excessive aged debt Ineffective fraud prevention,Action to enhance revenue integrity will fl

25、ow through immediately to the bottom line,3. Secure existing revenues,Many mobile businesses are losing revenues already earned because of flaws in their systems and processes,22,Exchange Files overwritten before collection Files lost/incomplete or corrupted Inadequate information for billing Valid

26、data rejected Data not transferred on a timely basis,Revenue leakage points can occur anywhere in the end to end revenue lifecycle and can cause poor quality of customer service, loss of reputation, etc .,3. Secure existing revenues,Billing and pricing revenue leakages will cause even greater proble

27、ms with the mobile data since billing and pricing will become more complex,Typical revenue leakage problems.,Billing and Pricing Incorrect prices set-up Inconsistent prices on different pricing engines Incorrect/incomplete customer data Incorrect discount information Loss of call records,23,3. Secur

28、e all existing revenues,US Cellular Operator,US IXC,Asian Cellular Operator,ISSUE,Inaccurate interconnection charges,Incorrect rating tables in billing system,Inadequate revenue integrity,SOLUTION,Process review and changes,Billing accuracy assessment,Diagnostic review,RESULT,$2 million annualised s

29、avings,$7 million annualised underbillings,Revenue integrity framework in place, giving enhanced shareholder value, improved customer service and better focus on high risk areas,Examples,Revenue diagnostic tools can identify leakages. Stemming revenue leakages can add 5-10% to annual revenues at min

30、imal additional cost,24,4. Switch fixed to variable costs,Outsourcing, sub-contracting, and co-operation with other organisations can replace fixed costs with more flexible variable costs .,Activities that can be outsourced include: Market research Advertising and promotion Sales channel management

31、IT management Payroll processing Facilities management Network design and construction Fleet management,Fixed costs,Break-even,Contribution Margin,25,1. Dispose of non-core “value destroying” businesses,2. Reorganise core business - de layer - simplify and focus,3. Obtain greater value from under-ut

32、ilised non-core assets, e.g. land,4. Outsource non- strategic processes and activities,Four Step Strategic Review,Illustrative,Value creating operations,Value destroying operations,Current portfolio value,Potential portfolio value,+ ve,- ve,$,5. Optimise the business portfolio,Management should seek

33、 to continually fine-tune the business portfolio and reinvest to create new value,26,Assumptions and Next Steps,Key Issues for China Mobile,27,Looking Forward,PwC has the following assumptions about CMCCs future operation:,CMCCs business will get increasingly complex as a result of growth, competiti

34、on, technological change, and market change Significant performance improvement will be required to sustain shareholder value Competency in new service creation, mobile data, and customer management will be required for sustainable, long-term leadership Strong partnerships and alliances will be crit

35、ical to success,28,CESA,An Enterprise -Wide Solution from PwC For Communications Business Growth,29,Value Drivers for a Telecom Company,The Seven Principal Value Drivers:,Operating Profit Margin,Revenue Growth,Working Capital,Competitive Advantage Period,Cash Tax Paid,Capital Expenditure,Cost of Cap

36、ital,30,Critical Issues that Affect the Value Drivers,Time to market,Efficient, technically advanced network,Attracting & Keeping Profitable Customer,Brand Differentiation,Channel Distribution,Financing,Revenue Growth Operating Profit Margin Cash Tax Paid Working Capital Capital Expenditure Cost of

37、Capital Competitive Advantage Period,31,Our Response to the Top 6 Critical Issues,Response,Proven Organisational and Business Process Templates Pre-integrated System Solution Proven Implementation Process Pre-Evaluated Best-in-Class Technology, Vendors and Applications Investment Geared to Business

38、Growth Integrated Customer Care Focus to Minimise Churn and Maximise Revenue Return Scaleable Low-Risk Solution Leading Edge but Based on Proven Technology Integrated Performance Measurement Framework,A One-Stop-Shop Communications Enterprise Solution,Critical Issues,Time to market,Efficient, techni

39、cally advanced network,Attracting & Keeping Profitable Customers,Brand Differentiation,Financing,Channel Distribution,Revenue Growth Operating Profit Margin Cash Tax Paid Working Capital Capital Expenditure Cost of Capital Competitive Advantage Period,32,Which Responses Resolve Which Critical Issues

40、?,Time to Market Attracting and Keeping Profitable Customers Financing Efficient, Technically Advanced Network Brand Differentiation Channel Distribution,Proven Organisational and Business Process Templates Pre-integrated System Solution Proven Implementation Process Best-in-Class Solutions Investme

41、nt Geared to Business Growth Integrated Customer Care Scaleable Low-Risk Solution Leading Edge but Proven Technology Integrated Performance Measurement,Critical Issues,Responses,33,Typical Communications Business Development Phases,Phase Phase 1 - Launch Single Solution Procured Rapid Deployment Req

42、uired Phase 2 - Growth System Capacity and Performance Constraints Diverse Applications Implemented Phase 3 - Replacement System Becomes Uneconomic to Continue to Scale and Enhance Replacement Systems Selected and Commissioned Phase 4 - Integration Large-scale Integration and Re-Engineering Required

43、 to deliver Business Synergy Phase 5 - Support 4 - Integration Upgrades, ongoing, maintenance (in-house),Issue,Raise Capital,Profit per subscriber,Cash Flow,Return on investment,Differentiation,34,The CESA Solution and Its Impact on the Business Development Phases,CESA Development Phases Phase 1 - L

44、aunch Integrated solution procured Rapid deployment Phase 2 - Growth Utilize additional features of system Scale hardware Additional licenses procured More sophisticated performance measurement deployed Phase 3 - Support Upgrades, on-going maintenance supported by vendor partners,Phase 1,Phase 2,Pha

45、se 3,Phase 4,$,Typical Investment,CESA Investment,Phase 5,Typical Development Phases Phase 1 - Launch Single Solution Procured Rapid Deployment Required Phase 2 - Growth System Capacity and Performance Constraints Diverse Applications Implemented Phase 3 - Replacement System Becomes Uneconomic to Co

46、ntinue to Scale and Enhance Replacement Systems Selected and Commissioned Phase 4 - Integration Large-scale Integration and Re-Engineering Required to deliver Business Synergy Phase 5 -Support Upgrades, ongoing maintenance (in -house),35,A Complete Enterprise Architecture for Communications Business

47、es,Reference Data Model,Best-in-Class Product Set,Data,Warehouse,Data Model,Current,Systems,Pre- Integrated for Quick Start,Interface,Definition,Organizational Build and Business Process Model,Implementation Service,Integrated Performance Measurement Framework,Pre-integrated System Solution,36,Organ

48、izational Build and Business Process Model,= In Scope,Customer Value Chain,Product Management,Marketing,Sales,Service Delivery,Service Assurance,Billing,Contact Management,MI,PM,MA,SS,SD,SA,BI,CC,Network Management Value Chain,Plan Network,Design Network,Construct/ Configure Network,Service Generati

49、on,Test Network,Manage the Network,Manage Network Performance,PN,DN,CN,SG,TN,MN,MP,Manage HR,Manage Finance,Plan & Govern Business,Manage Supply Chain,Business Operations Process,Maintain External Relationships,P,E,MS,MF,HR,Deploy and Manage IS / Outsourcing,D,37,Integrated Performance Measurement F

50、ramework,Customer Value chain,Market Identification,Product Management,Marketing,Sales,Service Delivery,Service Assurance,Billing,Customer Contact Management,Turnover growth Profit Margin Tax Rate Working Capital Fixed Rates Cost of Capital Growth duration,Cost per line installed,Cost per line servi

51、ced,Interconnection cost,Overhead/employee,Cross-subsidy mobile handsets,Fixed line penetration,Cellular coverage,Digitalization /ATM projects,Subscriber / Base station,GDP growth,Market Growth,Market share,Tariff plans /Regulation,Churn rate,Value Drivers,(Solution to contain set of pre-developed v

52、alue reports),38,Applications implementing the Customer Value Chain in the Demonstration,Market Identification,Product Management,Marketing,Sales,Service Delivery,Service Assurance,Billing,Customer Contact Management,MI,PM,MA,SS,SD,SA,BI,CC,Application Integration: Vantive Geneva Oracle Apps.,11,39,

53、Systems Impact on the Value Chain,Mediation device,Trouble Ticketing,Work Flow Management,Order Processing,Automatic Call Distribution/CTI,Usage Rating,Accounts Receivable,network Inventory,Service Provision.,Work Force Management,Prospect Management,Service Level Agreement,Data Warehouse,Customers,

54、Inventory,Products,Integrated Billing,Trouble Ticketing,VRU,Data Whse - customer seg. - product seg.,Data Whse - what ifs - customer anal. - product anal. - unit anal.,Data Whse - customer seg. - product seg.,Data Whse Access,Network Management,Support Systems,Sales Force Automation,An Integration A

55、rchitecture and Preferred Vendor Product Set,Single CSR user interface Single point of order entry Use workflow engine (Vantive) to support / CSR process Single technology platform Utilize standard APIs Built upon generic / reusable integration where achievable,Integrated Design Principles,41,Core A

56、pplication Architecture of CESA,Internet Access,Paper Access,Voice Access,Call Centre,C U S T O M E R S,Customer Management,Support Applications,Billing,Data Warehouse,Procurement,Finance,Asset Management,Project Accounting/ Mngt.,HR,ABCAnalysis,Customer Analysis,Business Unit Analysis,Service Centr

57、e,MIS,Marketing,WORK,FLOW,Sales and Marketing,Field Service,Customer Contact,Call Rating,Invoice Calculation,Invoice Rendering,C o m m o n U s e r I n t e r f a c e,Data Collector,Network Management Centre,Fraud Management,Data Collector,CDR Mediation & Service Provisioning,42,A Proven Implementation Approach,Design/Build,Integrate,Implement,Technology Infrastructure,Project Management Methodology,Applications Implementation,H Project Management,A Project Scoping and Planning,B Establish Technical Strategy and Development Structure,C Data Planning,I Support Development and Establish Produc