IBMpresentationmaking培训讲义(共60张).pptx

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1、LEAPPresented by: Eric PelanderMay 21, 20022022-2-27 Document Title 2 ContentsSubject or context Major idea or recommendation Benefits or value propositionEvidence and analysis Detailed recommendations and actions2022-2-27 Document Title 3 This Effort Is Designed to Assist the XYZ Company to identif

2、y Wireless Market OpportunitiesDefine the Wireless Marketplace and Its EvolutionDescribe and Size Wireless MarketsIdentify XYZs - Addressable Markets Key market players and dynamics IBMs perspective on the key strategic issues Near-term evolution of the wireless market Application markets and sizes

3、Devices markets and sizes Infrastructure markets and sizes Current players in each market and relative strengths and weaknesses Identify and describe XYZ -addressable markets Evaluate the size of the impact that XYZ can make Identify critical success factorsIdentify Un-Addressed Opportunities for XY

4、Z Market composition Key players Critical success factors Evaluate opportunities against XYZ capabilities, customers, channels, and technologiesSUMMARY CONCLUSIONSSubject - Context2022-2-27 Document Title 4 Internet Channels Will Provide Incremental Leads and RevenueIBM believes there is a substanti

5、al opportunity in the online leasing marketXYZ Company should target the following customer segments:Professional Services and ManufacturingIT, office, and manufacturing collateral classesSmall business, small ticket marketThese customers should be targeted with a multi-channel approach:IndirectAggr

6、egatorsDirectThe major channel to these customers will be the indirect one-through Internet intermediaries that give access to the customer at the point of transactionEach of these channels appeal to customers with unique buying behaviorsCompetitors are moving into the online leasing space; XYZ Comp

7、any should move quicklyMajor Idea - Recommendation2022-2-27 Document Title 5 XYZ Company Should Simultaneously Pursue Three Internet Channels Through a Variety of PartnershipsTarget PartnersChannelOfferingCompetitive IntensityDirectTraffic drivers for target segments Educational content Online appli

8、cations Automated credit decisioningMedium; building among start-up funding aggregators, traditional lessors, and banksIndirect Online Storefronts Online exchanges OFPs Automated credit decisioning Educational content Online applicationsMedium; aggregators and lessors are moving towards partnering w

9、ith online vendorsAggregatorAggregators that allow competitive differentiation beyond price Lease funding and fulfillment Automated credit scoringLow, though VC is pouring into this spaceChannels Are Ranked by Relative PriorityTarget SegmentRookieEstablishedSavvyEXECUTIVE SUMMARYMajor Idea - Recomme

10、ndation2022-2-27 Document Title 6 The Indirect Channel Is the Highest PriorityOur research into customer behaviors suggests that customers are most likely to lease at the point of purchaseEquipment vendors will drive significant online transaction volumeThis channel allows XYZ Company to leverage it

11、s core competency of sourcing deal indirectly: Early indications suggest that 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 strategies are

12、being usedEXECUTIVE SUMMARYWhile the indirect channel will drive the most immediate revenue impact, XYC Company should also pursue the direct and aggregator channels in parallel.Major Idea - Recommendation2022-2-27 Document Title 7 Based on the Estimated Volume, Online Revenue and Gross Income Grow

13、RapidlySource: Forrester, ELA, US Census, IDC, XYZ , IBM$ Millions$0$20$40$60$80$100$120$14020002001200220032004XYZ OnlineGross IncomeXYZ OnlineRevenue$ Millions$0$20$40$60$80$100$120$140$16020002001200220032004XYZ OnlineGross IncomeXYZ OnlineRevenueEXECUTIVE SUMMARYKey Assumptions XYZ Volume ranges

14、 from $121MM to $202MM in 2004 Channel Partner Fee = 3% Cost of Money = 6.5% Average rate = 16.5%High AdoptionLow AdoptionBenefits - Value Proposition2022-2-27 Document Title 8 The cable triple play offering significantly overlaps with XYZ s core residential service offerings Competitive ThreatsCabl

15、eWireless Sub.PortalsDescription of ServiceDescription of Threat The cable triple play consists of three basic services:Broadcast TVHigh-speed dataCable telephony Ancillary services include:Video-on-demandVideoconferencingHome security Cable providers already sell services to a large majority of the

16、 U.S. populationThe cable footprint covers nearly the 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 DSL service Cable providers a

17、re 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 the DOCSIS standard for VoIP becomes implemented HFC cable maintains a competitive advantage over DSL in term

18、s of bandwidth capacity which allows for additional service offerings including video-on-demand and videoconferencing Cable providers will offer broad and attractively priced bundles to encourage consumers to switch to cable telephonyCable Triple Play ThreatEvidence - Analysis2022-2-27 Document Titl

19、e 9 Cable offerings will continue to emerge as the digital cable footprint reaches nearly 90% of passed cable homes by 2005Cable companies have already updated a large majority of their networks and are projected to sell ancillary services at a steep rate of penetrationCompetitive ThreatsCableWirele

20、ss Sub.PortalsSource: Deutsche Bank equity research 9/06/01.U.S. Digital Footprint1998 - 2005U.S. Digital Service Take Rate1998 - 2005As of 2Q:01, 9.3 million homes were cable telephone ready with 1.2 million subscribersEvidence - Analysis2022-2-27 Document Title 10 Even though DSL and Cable Modems

21、have similar take rates, Cable modems will dominate due to it larger addressable marketHigh-speed Data Subscribers21999 - 2005Due to the fact that DSL access is limited to those customers who reside close to a DSLAM, the cable modem addressable market will exceed the DSL addressable market by 30 mil

22、lion homes by 2005 Competitive ThreatsCableWireless Sub.Portals58%37%39%55%54%38%36%53%53%35%1. MSDW equity research 6/29/01 and Deutsche Bank equity research 9/06/012. CIBC World Markets, Equity Research.3. SalomonSmithBarney equity research 8/20/0 and Deutche Bank equity research 9/06/01 (includes

23、 residential an commercial DSL subscribers) Broadband Subscribers (millions)DSL vs Cable Modem Take Rate11999 - 2005As of 2Q:01, XYZ had 360K DSL subs out of 3.7M DSL ready homes (9.8%)3Evidence - Analysis2022-2-27 Document Title 11 Cable providers have the opportunity to layer on new service offeri

24、ngs with only marginal incremental capital expenseIncremental CapEx per Subscriber for Additional Service Offerings1Cable 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 Threa

25、tsCableWireless Sub.Portals1. Assumes capital expenditures over a 6 year period discounted at 13% and switch-based cable telephony.2. Assumes no discount on bundled services, modest take rates and switch-based cable telephony.Source: Bear Stearns equity research 5/01, ABN Amro equity research 6/0, D

26、eutsche Bank equity research 9/06/01 and IBM analysis.Incremental Capex per SubscriberRevenue per Subscriber per Month for All Service Offerings2Revenue per Subscriber per Month$194$1,422Incremental RevenueEvidence - Analysis2022-2-27 Document Title 12 Attractive EBITDA margins allow cable providers

27、 to quickly reach breakeven on new service offeringsIncremental EBITDA per Subscriber per Month For Additional Service Offerings1Assuming a 15% take rate, cable providers can recoup their investment in switch-based telephony in 34 months Competitive ThreatsCableWireless Sub.Portals1. Assumes a 35% r

28、evenue share with ISP for HSD and switch-based cable telephony.2. Assumes modest take rates and switch-based cable telephony.Source: Bear Stearns equity research 5/01, ABN Amro equity research 6/0, Deutsche Bank equity research 9/06/01 and IBM analysis.Incremental EBITDA per Subscriber per MonthPayb

29、ack Period for AdditionalService Offerings2Months34EBITDAMargin57%29%45%45%14265Evidence - Analysis2022-2-27 Document Title 13 Strategic Implications of Our Work AreTo achieve positive EBITDA and cash flow XYZ s business needs to improve dramatically along two critical dimensions:Immediate reduction

30、 and subsequent control of operational costsSubstantial revenue growth driven by new customer acquisitionWhile a mix of actions may be implemented to improve the ongoing cost structure, new customer acquisition remains essentialIt is therefore imperative that XYZ create a new customer acquisition st

31、rategy based on a more detailed understanding of the market 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, given that the management

32、 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 operating improvement and/or acquisitionSTRATEGIC IMPLICATIONSRecommendations - Actions2022-2-27 Document Titl

33、e 14 Operational Implications Are Broaden focus on SMC improvements from cycle time to also include productivity improvement over time Continue effort to migrate network to a data center focus and eliminate POPs Continue focus on channel partners as a source of customers Continue to pursue customer

34、purchase of equipment Conduct business cases including break-evens and market assessments for new product launch decisions (e.g., software provisioning, direct attach storage, development environment) Conduct business cases around any initial investments requested by channel partners; adjust terms t

35、o ensure partner delivers on their portion of obligationsOPERATIONAL IMPLICATIONSRecommendations - Actions2022-2-27 Document Title 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 can be tr

36、acked by product Provide 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 customer Review expenses against budget with each operating manager, director, and AVP monthly to ensure ac

37、countability for expenses and capital at every level Create linkages between circuit cost information in the GL and utilization statistics in Engineering for a single source of circuit economic data Identify and resolve recurring expenses in the general ledger which are miscoded (for department)OPER

38、ATIONAL IMPLICATIONSRecommendations - Actions2022-2-27 Document Title 16 IBM Strategy & Change Practices Presentation Format Template, All Rights Reserved 2022-2-27 Document Title 17 Any preliminary or disclaimer text can go here. For example:This PowerPoint template is primarily intended for docume

39、nts meant to be read or used as a “leave behind.” It may be used for either color 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. Introduction2022-2-27 Document Title 18 Contents or agenda p

40、ageFraming the issuesComponents of loyaltyCustomer lifetime value analysisIdentifying loyalty driversMoving forwardNote that the contents/agenda items are written in sentence case.Title the page “Contents” if the document is meant to be read or is a “leave behind.” Use “agenda” if the document will

41、be presented formally. This page should appear at the beginning of each section, with the highlighted section appearing in teal/bold and with an arrow in front of it.Agenda2022-2-27 Document Title 19 Contents or agenda page with sub-topicsDesign elements Basic elements Color palette Capitalization I

42、conic TrackersText layoutsBulleted textPlace cardsEnhanced listsQuotesGraphic layoutsGraphsTables and matricesDiagramsScreen shotsRemember 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 elements2

43、022-2-27 Document Title 20 Design elements in this template are based on several factors The font Bodoni is used in the “IBM Strategy & Change” header IBM currently uses Bodoni in its Global Services logo as well as in its e-business logos A pixelated arrow is used as a kicker box indicator and to i

44、ndicate Contents/Agenda item selection IBM currently uses the same pixelated arrow on their Web site The arrow is made up of small squares The gray, square dotted line under the page header echoes the square dots used in the pixelated arrow The line does not run the entire width of the page Since th

45、e line is gray and dotted, it does not compartmentalize the page as would a solid black lineDesign elements basic elementsExample of e-business LogoSource: Elements are separated by semicolons; Elements are separated by semicolons, with no period2022-2-27 Document Title 21 This is the headline, whic

46、h should typically be writtenas a complete sentence The headline is Arial, 20 point, bold, black It should not be resized It should not have more than two lines When a headline is two lines long, choose a division that is grammatically logical and aesthetically pleasing Ideally, the top line should

47、be moderately longer than the lower line Avoid dividing 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 gray Sub-topics are preceded by “” and

48、 sub-subtopics are preceded by “” Include the header even if the document is short and has no sections (put the title of the document in there in such a case)Design elements basic elements sub-sub-sections if necessaryInsert a carriage return in headlines and other text as appropriate to avoid “wido

49、ws” an unbalanced look where only a word or two appear on the second line.Subtitles Are 16 pt., Bold Teal, and in Title Case2022-2-27 Document Title 22 This color palette is based on the IBM Global Services Consulting Web page The use of blue, teal, and gray creates a somewhat monochromatic palette

50、that is both sophisticated and soothingSelect from the palette shown below for graphsand other color elementsColor PaletteThe fewer colors used the betterDesign elements color paletteIBM Global Services Web PageR-16G-136B-218R-24G-130B-125R-113G-24B-210R-255G-0B-0R-185G-185B-185R-150G-150B-150R-0G-9