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1、LEAP,Presented by: Eric Pelander,May 21, 2002,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,2,Contents,Subject or context Major idea or recommendation Benefits or value propositionEv

2、idence and analysis Detailed recommendations and actions,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,3,This Effort Is Designed to Assist the XYZ Company to identify Wireless Market Oppor

3、tunities,Define the Wireless Marketplace and Its Evolution,Describe and Size Wireless Markets,Identify XYZ’s - Addressable Markets,Key market players and dynamicsIBM’s perspective on the key strategic issuesNear-term e

4、volution of the wireless market,Application markets and sizesDevices markets and sizesInfrastructure markets and sizesCurrent players in each market and relative strengths and weaknesses,Identify and describe XYZ -add

5、ressable marketsEvaluate the size of the impact that XYZ can makeIdentify critical success factors,XYZ’s objective is to gain insight into the evolution of the wireless market in order to identify market opportunities

6、 for XYZ,Identify Un-Addressed Opportunities for XYZ,Market compositionKey playersCritical success factorsEvaluate opportunities against XYZ capabilities, customers, channels, and technologies,SUMMARY CONCLUSIONS,Sub

7、ject - Context,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,4,Internet Channels Will Provide Incremental Leads and Revenue,IBM believes there is a substantial opportunity in the online leasin

8、g marketXYZ Company should target the following customer segments:Professional Services and ManufacturingIT, office, and manufacturing collateral classesSmall business, small ticket marketThese customers should be t

9、argeted with a multi-channel approach:IndirectAggregatorsDirectThe major channel to these customers will be the indirect one--through Internet intermediaries that give access to the customer at the point of transacti

10、onEach of these channels appeal to customers with unique buying behaviorsCompetitors are moving into the online leasing space; XYZ Company should move quickly,Major Idea - Recommendation,2024/3/24 >> Document Ti

11、tle,© Copyright IBM Corporation, 2002,5,XYZ Company Should Simultaneously Pursue Three Internet Channels Through a Variety of Partnerships,Target Partners,Channel,Offering,Competitive Intensity,Direct,Traffic driver

12、s for target segments,Educational contentOnline applicationsAutomated credit decisioning,Medium; building among start-up funding aggregators, traditional lessors, and banks,,Indirect,Online StorefrontsOnline exchanges

13、OFPs,Automated credit decisioningEducational contentOnline applications,Medium; aggregators and lessors are moving towards partnering with online vendors,,Aggregator,Aggregators that allow competitive differentiation

14、beyond price,Lease funding and fulfillmentAutomated credit scoring,Low, though VC is pouring into this space,Channels Are Ranked by Relative Priority,Target Segment,Rookie,Established,Savvy,EXECUTIVE SUMMARY,Major Idea

15、- Recommendation,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,6,The Indirect Channel Is the Highest Priority,Our research into customer behaviors suggests that customers are most likely to le

16、ase at the point of purchaseEquipment vendors will drive significant online transaction volumeThis channel allows XYZ Company to leverage its core competency of sourcing deal indirectly: Early indications suggest th

17、at online equipment aggregators and vendors require a smaller fee for deal referrals than offline lease brokers requireA growing number of online equipment vendors currently offer leasing:Branded and unbranded strateg

18、ies are being used,EXECUTIVE SUMMARY,While the indirect channel will drive the most immediate revenue impact, XYC Company should also pursue the direct and aggregator channels in parallel.,Major Idea - Recommendation,202

19、4/3/24 >> Document Title,© Copyright IBM Corporation, 2002,7,Based on the Estimated Volume, Online Revenue and Gross Income Grow Rapidly,Source: Forrester, ELA, US Census, IDC, XYZ , IBM,$ Millions,$ Million

20、s,EXECUTIVE SUMMARY,Key Assumptions,,High Adoption,Low Adoption,Benefits - Value Proposition,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,8,The cable triple play offering significantly overla

21、ps with XYZ ’s core residential service offerings,Competitive Threats,Cable,Wireless Sub.,Portals,Description of Service,Description of Threat,The cable triple play consists of three basic services:Broadcast TVHigh-spe

22、ed dataCable telephonyAncillary services include:Video-on-demandVideoconferencingHome security,Cable providers already sell services to a large majority of the U.S. populationThe cable footprint covers nearly the

23、entire U.S. home populationThe take rate for service is approximately 65%Cable providers are currently digitalizing their networks and deploying high-speed data services which compete directly with XYZ ’s high-growth D

24、SL serviceCable providers are beginning to deploy cable telephony which will compete directly with XYZ ’s core residential serviceCable telephony will become increasingly more of a threat in the next couple of years as

25、 the DOCSIS standard for VoIP becomes implementedHFC cable maintains a competitive advantage over DSL in terms of bandwidth capacity which allows for additional service offerings including video-on-demand and videoconfe

26、rencing Cable providers will offer broad and attractively priced bundles to encourage consumers to switch to cable telephony,Cable Triple Play Threat,Evidence - Analysis,2024/3/24 >> Document Title,© Copyrig

27、ht IBM Corporation, 2002,9,Cable offerings will continue to emerge as the digital cable footprint reaches nearly 90% of passed cable homes by 2005,Cable companies have already updated a large majority of their networks a

28、nd are projected to sell ancillary services at a steep rate of penetration,,Competitive Threats,Cable,Wireless Sub.,Portals,Source: Deutsche Bank equity research 9/06/01.,U.S. Digital Footprint1998 - 2005,U.S. Digital

29、Service Take Rate1998 - 2005,As of 2Q:01, 9.3 million homes were cable telephone ready with 1.2 million subscribers,,,Evidence - Analysis,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,10,Even

30、 though DSL and Cable Modems have similar take rates, Cable modems will dominate due to it larger addressable market,High-speed Data Subscribers21999 - 2005,Due to the fact that DSL access is limited to those customers

31、who reside close to a DSLAM, the cable modem addressable market will exceed the DSL addressable market by 30 million homes by 2005,,Competitive Threats,Cable,Wireless Sub.,Portals,58%,37%,39%,55%,54%,38%,36%,53%,53%,35%,

32、MSDW equity research 6/29/01 and Deutsche Bank equity research 9/06/01CIBC World Markets, Equity Research.SalomonSmithBarney equity research 8/20/0 and Deutche Bank equity research 9/06/01 (includes residential an co

33、mmercial DSL subscribers),Broadband Subscribers (millions),DSL vs Cable Modem Take Rate11999 - 2005,,As of 2Q:01, XYZ had 360K DSL subs out of 3.7M DSL ready homes (9.8%)3,Evidence - Analysis,2024/3/24 >> Docume

34、nt Title,© Copyright IBM Corporation, 2002,11,Cable providers have the opportunity to layer on new service offerings with only marginal incremental capital expense,Incremental CapEx per Subscriber for Additional Se

35、rvice Offerings1,Cable providers have the opportunity to update their cable lines at $1,422 per subscriber to increase the average monthly subscriber revenue by $124 to $194 per month,,Competitive Threats,Cable,Wireless

36、Sub.,Portals,Assumes capital expenditures over a 6 year period discounted at 13% and switch-based cable telephony.Assumes no discount on bundled services, modest take rates and switch-based cable telephony.Source: Bea

37、r Stearns equity research 5/01, ABN Amro equity research 6/0, Deutsche Bank equity research 9/06/01 and IBM analysis.,Incremental Capex per Subscriber,Revenue per Subscriber per Month for All Service Offerings2,Revenue

38、per Subscriber per Month,$194,$1,422,,Incremental Revenue,Evidence - Analysis,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,12,Attractive EBITDA margins allow cable providers to quickly reach

39、breakeven on new service offerings,Incremental EBITDA per Subscriber per Month For Additional Service Offerings1,Assuming a 15% take rate, cable providers can recoup their investment in switch-based telephony in 34 mont

40、hs,,Competitive Threats,Cable,Wireless Sub.,Portals,Assumes a 35% revenue share with ISP for HSD and switch-based cable telephony.Assumes modest take rates and switch-based cable telephony.Source: Bear Stearns equity

41、research 5/01, ABN Amro equity research 6/0, Deutsche Bank equity research 9/06/01 and IBM analysis.,Incremental EBITDA per Subscriber per Month,Payback Period for AdditionalService Offerings2,Months,34,EBITDAMargin,57

42、%,29%,45%,45%,14,26,5,Evidence - Analysis,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,13,Strategic Implications of Our Work Are…,To achieve positive EBITDA and cash flow XYZ ’s business need

43、s to improve dramatically along two critical dimensions:Immediate reduction and subsequent control of operational costsSubstantial revenue growth driven by new customer acquisitionWhile a mix of actions may be impleme

44、nted to improve the ongoing cost structure, new customer acquisition remains essentialIt is therefore imperative that XYZ create a new customer acquisition strategy based on a more detailed understanding of the market

45、and customer needAssuming the revised management plan (base case) is successfully implemented, XYZ will still require minimum additional funding of $130 million and a new capital injection by August of 2001However, gi

46、ven that the management plan assumes flawless execution against a demanding set of improvements in all aspects of the business, contingency plans should be considered immediately; these could include more drastic operati

47、ng improvement and/or acquisition,STRATEGIC IMPLICATIONS,Recommendations - Actions,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,14,Operational Implications Are…,Broaden focus on SMC improveme

48、nts from cycle time to also include productivity improvement over timeContinue effort to migrate network to a data center focus and eliminate POPsContinue focus on channel partners as a source of customersContinue to

49、pursue customer purchase of equipmentConduct business cases including break-evens and market assessments for new product launch decisions (e.g., software provisioning, direct attach storage, development environment)Con

50、duct business cases around any initial investments requested by channel partners; adjust terms to ensure partner delivers on their portion of obligations,OPERATIONAL IMPLICATIONS,Recommendations - Actions,2024/3/24 >

51、> Document Title,© Copyright IBM Corporation, 2002,15,Operational Control and Tracking Implications of Our Work Are…,Define and assign product codes for all expenses and POs, assets, and GL entries so that costs

52、can be tracked by productProvide an integrated data source for customer orders including (product) line items ordered, servers on line, bandwidth usage and discounts, that can be sorted by product and customerReview e

53、xpenses against budget with each operating manager, director, and AVP monthly to ensure accountability for expenses and capital at every levelCreate linkages between circuit cost information in the GL and utilization st

54、atistics in Engineering for a single source of circuit economic dataIdentify and resolve recurring expenses in the general ledger which are miscoded (for department),OPERATIONAL IMPLICATIONS,Recommendations - Actions,20

55、24/3/24 >> Document Title,© Copyright IBM Corporation, 2002,16,IBM Strategy & Change Practice’s Presentation Format Template, All Rights Reserved,,2024/3/24 >> Document Title,© Copyright IBM C

56、orporation, 2002,17,Any preliminary or disclaimer text can go here. For example:This PowerPoint template is primarily intended for documents meant to be read or used as a “l(fā)eave behind.” It may be used for either col

57、or or black and white printouts. Presentations intended for delivery to a large audience in a large room should use the template with the dark color background.,Introduction,2024/3/24 >> Document Title,© Copy

58、right IBM Corporation, 2002,18,Contents or agenda page,Framing the issuesComponents of loyaltyCustomer lifetime value analysisIdentifying loyalty driversMoving forward,Note that the contents/agenda items are

59、written in sentence case.Title the page “Contents” if the document is meant to be read or is a “l(fā)eave behind.” Use “agenda” if the document will be presented formally. This page should appear at the beginning of eac

60、h section, with the highlighted section appearing in teal/bold and with an arrow in front of it.,,,Agenda,2024/3/24 >> Document Title,© Copyright IBM Corporation, 2002,19,Contents or agenda page – with sub-to

61、pics,Design elementsBasic elements Color paletteCapitalizationIconic TrackersText layoutsBulleted textPlace cardsEnhanced listsQuotesGraphic layoutsGraphsTables and matricesDiagramsScreen shots,Remember

62、 to change the document title tracker (found on the Slide Master) when you create a new document. It should match the name of the PowerPoint file.,,,Design elements,2024/3/24 >> Document Title,© Copyright IB

63、M Corporation, 2002,20,Design elements in this template are based on several factors,The font Bodoni is used in the “IBM Strategy & Change” headerIBM currently uses Bodoni in its Global Services logo as well as in

64、 its e-business logosA pixelated arrow is used as a kicker box indicator and to indicate Contents/Agenda item selectionIBM currently uses the same pixelated arrow on their Web siteThe arrow is made up of small squar

65、esThe gray, square dotted line under the page header echoes the square dots used in the pixelated arrowThe line does not run the entire width of the pageSince the line is gray and dotted, it does not compartmentaliz

66、e the page as would a solid black line,Design elements > basic elements,Example of e-business Logo,Source: Elements are separated by semicolons; Elements are separated by semicolons, with no period,2024/3/24 >>

67、 Document Title,© Copyright IBM Corporation, 2002,21,This is the headline, which should typically be writtenas a complete sentence,The headline is Arial, 20 point, bold, blackIt should not be resizedIt should not

68、 have more than two linesWhen a headline is two lines long, choose a division that is grammatically logical and aesthetically pleasingIdeally, the top line should be moderately longer than the lower lineAvoid dividin

69、g articles from nouns, prepositions from prepositional phrases,verbs from nouns, etc.The text above the headline is called the “running header” or “breadcrumb”It is Arial, 12 point, lowercase, plain, light graySub-t