IBM-PPT制作技巧-英文版.ppt

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1、IBM PPT制作技巧制作技巧-英英文版文版ContentsSubject or context Major idea or recommendation Benefits or value propositionEvidence and analysis Detailed recommendations and actionsDate2 Copyright IBM Corporation,2002This Effort Is Designed to Assist the XYZ Company to identify Wireless Market OpportunitiesDefine t

2、he Define the Wireless Wireless Marketplace and Marketplace and Its EvolutionIts EvolutionDescribe and Describe and Size Wireless Size Wireless MarketsMarketsIdentify XYZs-Identify XYZs-Addressable Addressable MarketsMarketsKey market players and dynamicsIBMs perspective on the key strategic issuesN

3、ear-term evolution of the wireless marketApplication markets and sizesDevices markets and sizesInfrastructure markets and sizesCurrent players in each market and relative strengths and weaknessesIdentify and describe XYZ-addressable marketsEvaluate the size of the impact that XYZ can makeIdentify cr

4、itical success factorsXYZs objective is to gain insight into the evolution of the wireless market XYZs objective is to gain insight into the evolution of the wireless market in order to identify market opportunities for XYZ in order to identify market opportunities for XYZ Identify Un-Identify Un-Ad

5、dressed Addressed Opportunities for Opportunities for XYZ XYZ Market compositionKey playersCritical success factorsEvaluate opportunities against XYZ capabilities,customers,channels,and technologiesSUMMARY CONCLUSIONSSubject-ContextDate3 Copyright IBM Corporation,2002Internet Channels Will Provide I

6、ncremental Leads and RevenueIBM believes there is a substantial 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 sho

7、uld be targeted 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 transactionEach of these channels appeal to customers with unique buying behaviorsComp

8、etitors are moving into the online leasing space;XYZ Company should move quicklyMajor Idea-RecommendationDate4 Copyright IBM Corporation,2002XYZ Company Should Simultaneously Pursue Three Internet Channels Through a Variety of PartnershipsTarget PartnersChannelOfferingCompetitive IntensityDirectTraf

9、fic drivers for target segmentsEducational contentOnline applicationsAutomated credit decisioningMedium;building among start-up funding aggregators,traditional lessors,and banksIndirectOnline StorefrontsOnline exchangesOFPsAutomated credit decisioningEducational contentOnline applicationsMedium;aggr

10、egators and lessors are moving towards partnering with online vendorsAggregatorAggregators that allow competitive differentiation beyond priceLease funding and fulfillmentAutomated credit scoringLow,though VC is pouring into this spaceChannels Are Ranked by Relative PriorityTarget SegmentRookieEstab

11、lishedSavvyEXECUTIVE SUMMARYMajor Idea-RecommendationDate5 Copyright IBM Corporation,2002The 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 transacti

12、on volumeThis channel allows XYZ Company to leverage its 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 current

13、ly offer leasing:Branded and unbranded strategies are 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-RecommendationDate6 Copyright IBM Corporation,2002Based on

14、 the Estimated Volume,Online Revenue and Gross Income Grow RapidlySource:Forrester,ELA,US Census,IDC,XYZ,IBM$Millions$MillionsEXECUTIVE SUMMARYKey AssumptionsXYZ Volume ranges from$121MM to$202MM in 2004Channel Partner Fee=3%Cost of Money=6.5%Average rate=16.5%High AdoptionLow AdoptionBenefits-Value

15、 PropositionDate7 Copyright IBM Corporation,2002The cable triple play offering significantly overlaps with XYZ s core residential service offerings Competitive ThreatsCableWireless Sub.PortalsDescription of ServiceDescription of ThreatThe cable triple play consists of three basic services:Broadcast

16、TVHigh-speed dataCable telephonyAncillary services include:Video-on-demandVideoconferencingHome securityCable providers already sell services to a large majority of the U.S.populationThe cable footprint covers nearly the entire U.S.home populationThe take rate for service is approximately 65%Cable p

17、roviders are currently digitalizing their networks and deploying high-speed data services which compete directly with XYZ s high-growth DSL serviceCable providers are beginning to deploy cable telephony which will compete directly with XYZ s core residential serviceCable telephony will become increa

18、singly more of a threat in the next couple of years as 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 videoconferencing Cable providers wil

19、l offer broad and attractively priced bundles to encourage consumers to switch to cable telephonyCable Triple Play ThreatEvidence-AnalysisDate8 Copyright IBM Corporation,2002Cable offerings will continue to emerge as the digital cable footprint reaches nearly 90%of passed cable homes by 2005Cable co

20、mpanies have already updated a large majority of their networks and are projected to sell ancillary services at a steep rate of penetrationCompetitive ThreatsCableWireless Sub.PortalsSource:Deutsche Bank equity research 9/06/01.U.S.Digital Footprint1998-2005U.S.Digital Service Take Rate1998-2005As o

21、f 2Q:01,9.3 million homes were cable telephone ready with 1.2 million subscribersEvidence-AnalysisDate9 Copyright IBM Corporation,2002Even though DSL and Cable Modems have similar take rates,Cable modems will dominate due to it larger addressable marketHigh-speed Data Subscribers21999-2005Due to the

22、 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 million homes by 2005 Competitive ThreatsCableWireless Sub.Portals58%37%39%55%54%38%36%53%53%35%1.MSDW equity research 6/29/01 and 2.Deutsch

23、e 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 residential an commercial DSL subscribers)Broadband Subscribers(millions)DSL vs Cable Modem Take Rate11999-2005As of 2Q:01,XYZ had 360K DSL

24、 subs out of 3.7M DSL ready homes(9.8%)3Evidence-AnalysisDate10 Copyright IBM Corporation,2002Cable providers have the opportunity to layer on new service offerings with only marginal incremental capital expenseIncremental CapEx per Subscriber for Additional Service Offerings1Cable providers have th

25、e 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 ThreatsCableWireless Sub.Portals1.Assumes capital expenditures over a 6 year period discounted at 13%and switch-based cable telephony.2.Assumes no

26、discount on bundled services,modest take rates and switch-based cable telephony.3.Source:Bear Stearns equity research 5/01,ABN Amro equity research 6/0,Deutsche Bank equity research 9/06/01 and IBM analysis.Incremental Capex per SubscriberRevenue per Subscriber per Month for All Service Offerings2Re

27、venue per Subscriber per Month$194$1,422Incremental RevenueEvidence-AnalysisDate11 Copyright IBM Corporation,2002Attractive EBITDA margins allow cable providers to quickly reach breakeven on new service offeringsIncremental EBITDA per Subscriber per Month For Additional Service Offerings1Assuming a

28、15%take rate,cable providers can recoup their investment in switch-based telephony in 34 months Competitive ThreatsCableWireless Sub.Portals1.Assumes a 35%revenue share with ISP for HSD and switch-based cable telephony.2.Assumes modest take rates and switch-based cable telephony.3.Source:Bear Stearn

29、s 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 MonthPayback Period for AdditionalService Offerings2Months34EBITDAMargin57%29%45%45%14265Evidence-AnalysisDate12 Copyright IBM Corporation,2002Strategic Im

30、plications of Our Work AreTo achieve positive EBITDA and cash flow XYZ s business needs 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 impl

31、emented 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 and customer needAssuming the revised management plan(base case)is successfully

32、implemented,XYZ will still require minimum additional funding of$130 million and a new capital injection by August of 2001However,given that the management plan assumes flawless execution against a demanding set of improvements in all aspects of the business,contingency plans should be considered im

33、mediately;these could include more drastic operating improvement and/or acquisitionSTRATEGIC IMPLICATIONSRecommendations-ActionsDate13 Copyright IBM Corporation,2002Operational Implications AreBroaden focus on SMC improvements from cycle time to also include productivity improvement over timeContinu

34、e effort to migrate network to a data center focus and eliminate POPsContinue focus on channel partners as a source of customersContinue to pursue customer purchase of equipmentConduct business cases including break-evens and market assessments for new product launch decisions(e.g.,software provisio

35、ning,direct attach storage,development environment)Conduct business cases around any initial investments requested by channel partners;adjust terms to ensure partner delivers on their portion of obligationsOPERATIONAL IMPLICATIONSRecommendations-ActionsDate14 Copyright IBM Corporation,2002Operationa

36、l Control and Tracking Implications of Our Work AreDefine and assign product codes for all expenses and POs,assets,and GL entries so that costs can be tracked by productProvide an integrated data source for customer orders including(product)line items ordered,servers on line,bandwidth usage and disc

37、ounts,that can be sorted by product and customerReview expenses 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 statistics in Engineering for

38、 a single source of circuit economic dataIdentify and resolve recurring expenses in the general ledger which are miscoded(for department)OPERATIONAL IMPLICATIONSRecommendations-ActionsDate15 Copyright IBM Corporation,2002IBM Strategy&Change Practices Presentation Format Template,All Rights Reserved

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