ConvergenceGrowth+Paths... · 2012. 7. 30. · Convergence Vision. 장기간의통신산업침체기이후. IP . 네트워크기반. Convergence Vision. 이현실화되고있음

Convergence,Growth Paths for Telecom Service Providers

강이훈 실장

(IBM BCS Korea, 통신산업본부)

2

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

3

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.

4

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

5

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

6

Global Telecom Exec. Research 2004

음성과 데이터 융합은 이미 완성 단계에 이르렀으며 유무선 통합, 방송사 또는 IT 회사와의융합도 곧 가시화될 것으로 기대됨.


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

7

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

8

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

9

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

10

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

11

Global Telecoms Key Issues

Convergence 시대에 수익을 얻기 위해서는 수요 및 공급 측면에서 다양한 이슈에 직면해있음.


‘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


12

Agenda





- 수요 측면

- 공급 측면


- On Demand 혁신

- 기대효과

IV. 성공 사례

- Sprint

13

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

14

Demand Perspectives

금번 Global Telecom Exec. Research 결과 신규 상품 개발 및 무선 사업으로의 확장이중기 매출 증대의 주요 원천임을 알 수 있었음.


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


15

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

16

Supply Perspectives

융합 환경 하에서 성공하기 위해 현재는 내부 상품 포트폴리오나 조직 역량을 주시하고있으나 외부와의 파트너십에 대한 요구가 점차 증대될 것으로 예측됨.


‘How would you characterise your company’s growth strategy for the next three years?


‘What do you expect to be the primary source of new product development for your business?


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


17

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

18

Agenda





- 수요 측면

- 공급 측면


- On Demand 혁신

- 기대효과

IV. 성공 사례

- Sprint

19

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

20

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

21

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

22

Agenda





- 수요 측면

- 공급 측면


- On Demand 혁신

- 기대효과

IV. 성공 사례

- Sprint

23

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

24

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

25

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]

Documents

ConvergenceGrowth+Paths... · 2012. 7. 30. · Convergence Vision. 장기간의통신산업침체기이후. IP . 네트워크기반. Convergence Vision. 이현실화되고있음