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1、2020/10/29, Copyright IBM Corporation, 2002,1,Contents,Subject or context Major idea or recommendation Benefits or value proposition Evidence and analysis Detailed recommendations and actions,2020/10/29, Copyright IBM Corporation, 2002,2,This Effort Is Designed to Assist the XYZ Company to identify
2、Wireless Market Opportunities,Define the Wireless Marketplace and Its Evolution,Describe and Size Wireless Markets,Identify 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 factors,XYZs objective is to gain insight into t
4、he evolution of the wireless market in order to identify market opportunities for XYZ,Identify Un-Addressed Opportunities for XYZ,Market composition Key players Critical success factors Evaluate opportunities against XYZ capabilities, customers, channels, and technologies,SUMMARY CONCLUSIONS,Subject
5、 - Context,2020/10/29, Copyright IBM Corporation, 2002,3,Internet Channels Will Provide Incremental Leads and Revenue,IBM believes there is a substantial opportunity in the online leasing market XYZ Company should target the following customer segments: Professional Services and Manufacturing IT, of
6、fice, and manufacturing collateral classes Small business, small ticket market These customers should be targeted with a multi-channel approach: Indirect Aggregators Direct The major channel to these customers will be the indirect one-through Internet intermediaries that give access to the customer
7、at the point of transaction Each of these channels appeal to customers with unique buying behaviors Competitors are moving into the online leasing space; XYZ Company should move quickly,Major Idea - Recommendation,2020/10/29, Copyright IBM Corporation, 2002,4,XYZ Company Should Simultaneously Pursue
8、 Three Internet Channels Through a Variety of Partnerships,Target Partners,Channel,Offering,Competitive Intensity,Direct,Traffic drivers for target segments,Educational content Online applications Automated credit decisioning,Medium; building among start-up funding aggregators, traditional lessors,
9、and banks,Indirect,Online Storefronts Online exchanges OFPs,Automated credit decisioning Educational content Online applications,Medium; aggregators and lessors are moving towards partnering with online vendors,Aggregator,Aggregators that allow competitive differentiation beyond price,Lease funding
10、and fulfillment Automated 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 - Recommendation,2020/10/29, Copyright IBM Corporation, 2002,5,The Indirect Channel Is the Highest Priority
11、,Our research into customer behaviors suggests that customers are most likely to lease at the point of purchase Equipment vendors will drive significant online transaction volume This channel allows XYZ Company to leverage its core competency of sourcing deal indirectly: Early indications suggest th
12、at online equipment aggregators and vendors require a smaller fee for deal referrals than offline lease brokers require A growing number of online equipment vendors currently offer leasing: Branded and unbranded strategies are being used,EXECUTIVE SUMMARY,While the indirect channel will drive the mo
13、st immediate revenue impact, XYC Company should also pursue the direct and aggregator channels in parallel.,Major Idea - Recommendation,2020/10/29, Copyright IBM Corporation, 2002,6,Based on the Estimated Volume, Online Revenue and Gross Income Grow Rapidly,Source: Forrester, ELA, US Census, IDC, XY
14、Z , IBM,$ Millions,$ Millions,EXECUTIVE SUMMARY,Key Assumptions,High Adoption,Low Adoption,Benefits - Value Proposition,2020/10/29, Copyright IBM Corporation, 2002,7,The cable triple play offering significantly overlaps with XYZ s core residential service offerings,Competitive Threats,Cable,Wireless
15、 Sub.,Portals,Description of Service,Description of Threat,The cable triple play consists of three basic services: Broadcast TV High-speed data Cable telephony Ancillary services include: Video-on-demand Videoconferencing Home security,Cable providers already sell services to a large majority of the
16、 U.S. population The cable footprint covers nearly the entire U.S. home population The 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 are beginning to deploy cable telephony which will compete directly with XYZ s core residential service Cable telephony will become increasingly more of a threat in the next couple of years as
