战略咨询案例BCG：中国网络通讯集团公司战略报告.ppt

CHINA NETCOM BUSINESS PLAN UPDATE December 14, 1999 - Beijing TODAY’S OBJECTIVES Review the overall analysis of regulation, competition, and market development Discuss the specific implications for CNC strategy Review the specific draft business models for CNC How we might attack the business, carrier, and IDD/DLD markets What key trade-offs we need to make What are the key success factors and assumptions? Discuss the initial economics of these business models, and of CNC overall Discuss the specific next steps in two key areas: How to finalize and endorse the overall CNC business model How to move forward with the refined financials, organization design, and the plan for implementation CONTENT Key strategic principles Regulatory overview Market overview Competition overview Business models Next steps KEY CNC STRATEGIC PRINCIPLES The objective of these principles is to provide further clarity in the development and evaluation of the CNC business model These will be revisited and refined as the project progresses Our development of business models will seek to be aligned with the principles Strategic principles and key assumptions will be considered in the following aspects CNC shareholders Backbone business Local access business International gateway business Regulatory strategy Competitive strategy Marketing strategy CNC SHAREHOLDERS Principles: Leverage shareholders’ concerted vision in creating a new generation IP broadband communication infrastructure and a profitable, successful company Leverage shareholders’ existing backbone assets, local access assets, research capabilities and local government relationships to secure time-to-market and create competitive advantage Set a model of a new type of “SOE”, as efficient as the best of the FIE/private companies; beat shareholders’ expectations by delivering high return Assumptions: CAS: strong interest in seeing CNC successful and profitable quickly, stands ready for favorable regulatory influence and r