ConvergenceGrowth+Paths... · 2012. 7. 30. · Convergence Vision....
Transcript of ConvergenceGrowth+Paths... · 2012. 7. 30. · Convergence Vision....
Convergence,Growth Paths for Telecom Service Providers
강이훈 실장
(IBM BCS Korea, 통신산업본부)
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Agenda
I. 통신사의 도전과 이슈
- 통신사의 도전과 컨버전스의 의미
- 컨버전스 시대의 통신사 비즈니스 모델과 이슈
II. 컨버전스 시대의 통신사 과제
- 수요 측면
- 공급 측면
III. On Demand에 대한 이해
- On Demand 혁신
- 기대효과
IV. 성공 사례
- Sprint
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Global Telecoms’ Stock Performance
주식시장에서 무선 통신사는 상승 추세를 견지하고 있으나 유선 통신사는 시장 평균을밑돌고 있음.
IBV Full Service and Wireless Telecom Stock Performance Average1,2
Performance relative to Dow Jones Industrial Average and S&P 500; 1997- Sep 2004
0
50100
150
200250
300
350
400450
500
Val
ue o
f Ave
rage
Jan-98
IBV Full Service Telecom Average
DJIA and S&P 500
IBV Wireless Telecom Average
Jan-04Jan-99 Jan-00 Jan-01 Jan-02 Jan-03 0
50
100
150
200
250
300
Jan-04Feb-04Mar-04Apr-04May-04Jun-04
IBV Wireless Telecom Average
IBV Full Service Telecom Average
DJIA and S&P 500
Jul-04Aug-04Sep-04
Note: (1) The IBV Wireline/Full Service Telecom Stock Index tracks the monthly performance of global wireline and full service telecoms relative to the performance of the S&P 500 and the Dow Jones Industrial Average. An index value of 100 indicates the averages are performing on par with the DJIA and S&P, while values above and below indicate outperformance and underperformance, respectively. The operators included in the index are Verizon, SBC, BellSouth, AT&T, Qwest, BT, Deutsche Telekom, France Telecom, Telecom Italia, Telefonica, Korea Telecom, NTT, Telstra. (2) The IBV Wireless Telecom Stock Index follows the same rules as the Wireline Average except the index starts at April 30, 1998. The operators included are AT&T Wireless, Sprint PCS, Nextel, NTT DoCoMo, China Mobile, mmO2, Vodafone, Telefonica Moviles.
Source: IBM Institute for Business Value Analysis; Yahoo! Finance.
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Convergence Vision
장기간의 통신 산업 침체기 이후 IP 네트워크 기반 Convergence Vision이 현실화되고 있음.
IBM’s Vision of Convergence
ANY DEVICEANY CONTENT ANY
ApplicationDevelopers
ContentProviders
Merchants
Home/ SoHo
SMEsEnterprise
Content Aggregation
Customers
Device Proliferation
Partner & Alliance Management
Marketing& New Product Development
Service Delivery Platform
Customer Management
Content & Applications
IP Network
Public Sector
Personal
ion Content & Applicat
Creators
NETWORKSource: IBM/ Economist Intelligence Unit, Global Telecoms Executive Online Survey, Oct 2004
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Global Telecom Exec. Research 2004
통신사업자들은 Convergence를 차세대 성장동력으로 인식하고 있으며, 산업 융합 뿐만아니라 네트워크, 단말기, 서비스 융합 등 중기 매출 성장에도 많은 관심을 가지고 있음.
Global Telecom Executive Research 2004
‘It is essential to embrace [convergence] within the next three years as a source of long term revenue growth’
[% responses from a 112 total]
‘Which factors will have the greatest impact on revenue growth potential over the next 3 years’
[% responses from a 112 total; multiple answers permitted]
2%
4%
13%
43%
38%
5 (StronglyDisagree)
4
3
2
1 (StronglyAgree)
Downward price 66%
67%
70%
74%
75%
pressure
Demand forconvergedservices
Deviceconvergence
Networkconvergence
IndustryConsolidation
Source: IBM/ Economist Intelligence Unit, Global Telecoms Executive Online Survey, Oct 2004
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Global Telecom Exec. Research 2004
음성과 데이터 융합은 이미 완성 단계에 이르렀으며 유무선 통합, 방송사 또는 IT 회사와의융합도 곧 가시화될 것으로 기대됨.
Global Telecom Executive Research 2004
Impact of different types of Telecom Convergence within next three years: Telecom Execs responding ‘very strong’ or ‘strong’
[% responses from a 112 total; multiple answers permitted]
46%
51%
66%
77%
88%
Device
Telco & IT
Telecoms &Media
Fixed & Mobile
Voice & Data
• Voice and data convergence (VoIP, voice as an application)
• Access technology convergence (Wireline, wireless, cellular)
• Convergence of telecoms, broadcast media and content services
• IP/ IT network convergence (next generation network architecture)
• Device convergence (consumer electronics converging with traditional telecoms)
Despite low perceived impact, we believe that device convergence will play a vital role in adoption of consumer-focused converged services
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Emerging Converged Services Focus
상품/서비스 융합이 발전함에 따라 제공되는 가치는네트워크 기술 중심이 아니라애플리케이션/컨텐츠 솔루션, 매니지드 서비스, 그리고 전송 세가지로 특화되고 있음.
Traditional Product Focus Emerging Converged Services Focus
Combine Voice & Data Content distribution, performance monitoring, security, operations management
Switched VoiceLocal
NationalRegional
International
DataDSL
IP VPN3G
Wireless Cellular/ PCSWireless LAN
Broadband Wireless
Rich content & applications Eg VoIP IP PBX, video on-demand, gaming, music, downloads, voicemail convergence
Applications/ Content Solutions
Managed Services
Transport
Seamless, high-speed bandwidth connectivity over all access channels
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Emerging Horizontal Structure
상품/서비스 융합이 발전함에 따라 제공되는 가치는 네트워크 기술 중심이 아니라 고객과서비스, 단말기 중심으로 특화되고 있으며 수직적 상품 구조에서 수평적 구조로 변화하고있음 .
Mobile Services
Mgt (HLR)
Mobile backbon
eRI
2G/ 2.5G
Mobile Fixed Line (voice) Data Devices
Open network
Services
Switch
Switched Network
RI
DSLLeased LinesFR/ X25/
ATM
DSLLeased lineFR / X25 / ATM
IP backbone
ISP Platform
WiFi
3G
2G
IP BackboneIP
Gateway
Access IPDSLFTTHCable
Switched Voice
Converged Services Content
3rd
Parties
Traditional Vertical Structure Emerging Horizontal Structure
Source: IBM Institute for Business Value (IBV) analysis based on FT company data
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Business Model in Convergence Era
Convergence 시대에는 보다 광범위한 비즈니스 모델이 제시되고 가시화될 것으로 예상됨.
Potential PlayersBusiness Model Overview
Fixed ICT Operator
Retail connectivity & ICT (inc Managed Services, BPO) to enterprisesLeverage network assets & expertise
Global Services
Home Broadband
Service Provider
Targets consumer & SoHo with triple play bundles, maybe mobileOwned last mile assets
Integrated Operator
(fixed & mobile)
Full service provider, broad segmentsDelivers rich comms, entertainment & security servicesInfrastructure heavy
Wireless Network Operator
Retails & wholesales mobile services using own radio network assets
Virtual Operator(fixed &/or mobile)
Expert in service packaging & customer managementRetails to focused customer segmentsInfrastructure/ asset light
Network UtilityWholesales fixed or mobile connectivity & network services to service providers
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Convergence Structure
간단히 말해서 융합 서비스를 제공키 위해서는 통신사가 고객 니즈 중심으로 서비스 제공구조의 단순화 및 재편이 이루어져야 함.
The Plan: Seamlessly integrated operations cost effectively serve customer segments
The Reality: Disjointed operations & redundant capabilities drive an inefficient cost structure and an inconsistent customer experience
ProductSilo 3
SmallBusiness
GlobalBusiness
Government
Wholesale
Mediumand LargeBusiness
SalesStandardized methods to allow fast delivery of the right solutions & pricing across the portfolio
MarketingSegment differentiated offers that integrate services
Product SpecificServices
Marketing, Communications
Mediumand LargeBusiness
SmallBusiness
GlobalBusiness
Design, Price,Propose, Quote &
Contract
Wholesale Government
Service Delivery,Billing & Care Service Delivery, Billing and Care
Low cost, high quality delivery organized around the customerShared Services
ProductSilo 1
ProductSilo 2
Source: IBM analysis
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Global Telecoms Key Issues
Convergence 시대에 수익을 얻기 위해서는 수요 및 공급 측면에서 다양한 이슈에 직면해있음.
Global Telecom Executive Research 2004
‘How significant are the following barriers to growth’[% responding extremely significant or significant from a 112 total base;
multiple responses permitted]Key Issues
61%
62%
79%
87%
Operationalchallenges
Understandingdemand
Regulation
Competition Virtual operators, VoIP & WiMax pure plays
VoIP treatment, spectrum licensing,Competitive pressures on operators with
Significant Market Power
Understanding evolving customer demand Improving segmentation
Network revitalizationFaster time to market
Right skills for data services
Source: IBM/ Economist Intelligence Unit, Global Telecoms Executive Online Survey, Oct 2004
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Agenda
I. 통신사의 도전과 이슈
- 통신사의 도전과 컨버전스의 의미
- 컨버전스 시대의 통신사 비즈니스 모델과 이슈
II. 컨버전스 시대의 통신사 과제
- 수요 측면
- 공급 측면
III. On Demand에 대한 이해
- On Demand 혁신
- 기대효과
IV. 성공 사례
- Sprint
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New Value Proposition for Convergence
상이한 고객군의 진화하는 요구에 대한 이해는 새로운 융합 가치 제언을 수립함에 있어서핵심이라 할 수 있음.
Building Propositions
Residential -At Home
Personal -On The Move
Enterprise -In the Office
• Reach & scale• Flexibility• Efficiency• Control• Cost & value
Principal Needs
• Simplicity• Premium quality• Ubiquitous broadband• Personalisation
• Quality• Security• Trusted brand• Personalisation• Price attractiveness
• Secure IP VPN• Managed ICT & voice• Mobility
Comms Proposition
• Broadband experience• Seamless roaming• Device synchronisation
• Triple Play• Seamless VoIP/ PSTN• Packaged/ Flat rate tariffs
• Metro Ethernet/ Fibre• DSL / CATV• Cellular/ Wireless LAN
Key Access• Cellular (2.5, 3G)• Wireless LAN
• DSL/ CATV• WiMax
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Demand Perspectives
금번 Global Telecom Exec. Research 결과 신규 상품 개발 및 무선 사업으로의 확장이중기 매출 증대의 주요 원천임을 알 수 있었음.
Global Telecom Executive Research 2004
Which of the following areas offer your company the greatest opportunities for revenue growth over the next
three years?[Those responding ‘Extremely Significant’ or ‘Significant’, n=111;
multiple responses permitted]
Which of the following service areas offer greatest opportunities for revenue growth over the next three
years?[ Those responding ‘Extremely Significant’ or ‘Significant’,
n=112; multiple responses permitted]
41%
60%
61%
63%
92%
Diversification
New channels
New markets
Customerintimacy
New products/services 76%
55%
54%
44%
36%
Cellular / mobile
Fixed Wireless Access (egWLAN, WiMax)
Fixed line broadband
Managed IT services
Home Networks
Source: IBM/ Economist Intelligence Unit, Global Telecoms Executive Online Survey, Oct 2004
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Demand Perspectives
Convergence를 통한 신규 상품 개발 및 혁신, 고객 중심, 파트너십 등이 성장을 위한 Key Enabler일 것으로 분석됨.
Consumer-focused Enterprise-focused
Common initiatives
Customers
Products
New
NewExisting
Home Networks Games & Music
Better targeted propositions
Managed ICT Services
Growing Through Convergence
Rich voice/ VoBroadband
Customer Intimacy New Channels
Product Development & Innovation
Partnering
New Markets
Customer experience
New geographic marketsBroadband access
Wholesale
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Supply Perspectives
융합 환경 하에서 성공하기 위해 현재는 내부 상품 포트폴리오나 조직 역량을 주시하고있으나 외부와의 파트너십에 대한 요구가 점차 증대될 것으로 예측됨.
Global Telecom Executive Research 2004
‘How would you characterise your company’s growth strategy for the next three years?
[% responses from a 112 total]
‘What do you expect to be the primary source of new product development for your business?
[% responses from a 112 total]
3%
5%
19%
26%
46%
Consumerelectronics
Other
IT & Computing
Media &Entertainment
Internalorganisation
24%
28%
29%
41%
47%
Focus onpremiumservices
SP Alliances
M&A activity
Affordable &reliable services
Core markets &customers
Source: IBM/ Economist Intelligence Unit, Global Telecoms Executive Online Survey, Oct 2004
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Supply Perspectives
융합 상품/서비스의 성공적 제공은 고객 요구의 분석과 탁월한 고객 관리에 의해 실현됨.
Telecoms Process Chain
Develop New Markets & Products
Acquire & Manage Customers
Develop & Provide Network Services
Manage Enterprise SupportCustomer
DemandMarketingNew Product Development
SalesCustomer CareBilling & Collections
Order fulfilmentService assuranceNetwork development
ITHRFinanceProcurement
Supply-side activities to profit from convergence
Operator Response
Multi-access Seamless roamingWholesale partnerships
Next Generation Network/ Service Delivery PlatformDevice management
Innovation & NPDConsistent brandingFlexible pricing
Enhanced NPD processContent/ app partneringEnhanced marketing
Single view of the customerBill for multiple services
Single distribution/ salesSingle customer interfaces/ enhanced customer care platformsconverged billing
Customer centric organisational designFocus on value-generating functions
Organisational re-designFocus on differentiating functionsOutsource non-core functions
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Agenda
I. 통신사의 도전과 이슈
- 통신사의 도전과 컨버전스의 의미
- 컨버전스 시대의 통신사 비즈니스 모델과 이슈
II. 컨버전스 시대의 통신사 과제
- 수요 측면
- 공급 측면
III. On Demand에 대한 이해
- On Demand 혁신
- 기대효과
IV. 성공 사례
- Sprint
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On Demand Transformation Initiatives
통신사 과제들을 Value Chain에 대입해보면 6개의 On Demand 혁신 과제들이 도출됨 .
Telecom CarrierImperatives
Enterprise Transformation
New Service Models to Drive Revenue Growth
Manage Convergent, On
demand Customer Needs
Drive to Next Generation Networks
High Level Telecom Value Chain
IBM Telecom On Demand Transformation Initiatives
Telecom Industry Specific
Cross-
Industry
Developing New
Markets and
Products
Acquiring and
Managing Customers
Developing and
Providing Network Services
Enterprise Management
Marketing
Sales
Customer Care
Billing & Collections
Order fulfillment
Service Assurance
Network Development
IT
HRFinance &
AccountingProcurement
Opt
imis
e th
e Pa
ralle
l Cos
t and
Cap
ital B
ase
New Product Development
Service Development and Delivery – New Service Creation
CRM and Contact Center Transformation (BTO)Operating Support Systems and Billing Transformation
Network Transformation
On Demand Operating Environment and IT SimplificationEnterprise Management BTO and Applications
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Essentials of On Demand
이를 위해 비즈니스 혁신, 운영 환경 혁신, 유연한 금융 및 제공 옵션 등이 On Demand의필수 요소임 .
Increasing flexibility is the key—business models, processes, infrastructure, plus financing and delivery
Flexible Financial & Delivery Options
BusinessTransformation
BusinessTransformation
On DemandOperating
Environment
On DemandOperating
Environment
Business Processes
Industry Expertise, Architectures & ServicesBusiness Transformation DiagnosisBusiness Transformation OutsourcingOn Demand Innovation Services
IntegrationVirtualizationAutomation
IT OutsourcingUtility ServicesGlobal Financing
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Benefits for On Demand
On-Demand 혁신을 통한 효과는 약 25 ~ 50%의 Free Cash Flow 증대로 예측되었으며시작점의 현황과 혁신 수행의 범위 등에 따라 변동될 수 있음.
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
New ServiceCreation
CRM BTO OSS/BSSTransformation
On DemandComputing
EnterpriseManagement
Incr
ease
in F
CF
$US
Milli
on
Benefits of on demand Initiatives1
Capex ReductionsOpex Reductions
Revenue Upside
12.7%
18.9%
8.4%
4.5%5.5%
Note: (1) Benefits based on a hypothetical wireline telecom with $30 Billion in annual revenues, and past client experience.Source: FCC ARMIS Database; IBM Institute for Business Value (IBV) Analysis.
• This chart shows the benefits resulting from an illustrative play at a typical U.S. wireline carrier
• The benefits of the initiatives are shown using flexible financial models (like BTO, in some client transformation cases an initial investment may be required
• By implementing the other 5 on demand initiatives, telecom operators can free up significant cash flow for major network transformations
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Agenda
I. 통신사의 도전과 이슈
- 통신사의 도전과 컨버전스의 의미
- 컨버전스 시대의 통신사 비즈니스 모델과 이슈
II. 컨버전스 시대의 통신사 과제
- 수요 측면
- 공급 측면
III. On Demand에 대한 이해
- On Demand 혁신
- 기대효과
IV. 성공 사례
- Sprint
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On Demand References
VisionThe only carrier with complete portfolio of all-distance wireline and wireless voice and data servicesThe first carrier to offer one account team and one contract across all services Expanding our robust local, national and international footprintPartnering to bring the power of mobility and integration to enterprise
Global Wireline and Wireless Communication Provider
26 million customers in over 100 countries
67,000 employees worldwide
$26 billion in annual revenues in 2003
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On Demand References
Sprint and IBM Customer Service Partnership
Business challenge
Significantly improved customer service Cost savings of over $550 million dollars in the next three years Increased flexibility to scale service according to demand and to adapt in real-time to changing market conditions and new service offeringsCustomer service reinforced as a core organizational capabilityImproved management information and controlsMore effective, productive and satisfied employees
Benefits to expect realizeSlowing subscriber growthDeclines in revenue per minute. Lowest customer satisfaction performance Highest cost structure in the industry
Approach – BTO for 5 yrsOperate: Customer Contact CentersTransformation
- Customer Strategy & Customer Facing Processes
- Agent Management - Revenue Enhancement- Self-service Technology Infrastructure - Desktop - Change Management- Benefits Realization
Transition: Handling the key people and organizational issues
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Thank you for your attention
On Demand, It’s your business.
For More Information, Please Contact:
강 이훈 실장
Communication SectorIBM Business Consulting ServicesDirect Dial: 02-3781-5362, [email protected]