某咨询中国callcenter外包投资项目咨询报告.pptx
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1、ENTRY FOR PROFITTRANS-COSMOS INC. CHINA ENTRY STRATEGY PRESENTATION February 8, 2001AGENDA Executive Summary Call Center BusinessMarket OverviewCC Customer Segmentation-In-house users-OutsourcersDemandCustomerEconomicsCompetitionRecommendations-Success business model-Partnering strategy E-Commerce M
2、arket OverviewTCI TianjinCurrent Situation AnalysisRecommendationsAGENDA Executive Summary Call Center BusinessMarket OverviewCC Customer Segmentation-In-house users-OutsourcersDemandCustomerEconomicsCompetitionRecommendations-Success business model-Partnering strategy E-Commerce Market OverviewTCI
3、TianjinCurrent Situation AnalysisRecommendationsCHINA IS BECOMING A HIGHLY DYNAMIC CC MARKET Chinas call center market took off since 1998 with an annual growth rate over 100%Non-paging market size reached 54,000 seats in 2000 However past growth was largely driven by demands from administrative dri
4、ven sectorOver 60% of the new CC demand comes from four pillar industries: Banking, Post Services, Fixed-line Telecom, and InsuranceDistinctive purchasing behavior identified for these purchases Future growth will be propelled by service oriented and outsourcing segmentsService oriented segment expe
5、cted to be 50% of total CC marketOutsourcing market will grow at least 50% a year for the next few years-However large variance exists for outsourcing segment growth Overall, China CC market is expected to reach over 130,000 seats in 2004 and 340,000 seats in 2010CC OURSOURCERS ARE EMERGING BUT STIL
6、L EXPLORING (I) Currently, CC outsourcing business is brand new in China No more than 30 companies providing merely about 3,200 seats in serviceOver 70-80% supply concentrated in 4 major cities Future outsourcing development is highly dependent on current players performance and strategiesPotential
7、customers concerned about quality, confidentiality, information processing ability, HR, and priceGrowth will fluctuate widely according to the industrys ability to satisfy customer concerns and requirements now In short term, competition will be minimum due to highly differentiated positions and lar
8、ge number of unexploited potential outsourcing customers In medium term, paging companies can be powerful and desperate competitors in the low-end outsourcing marketThat might distort the industry profitability and trigger vicious competitionHowever high-end outsourcing market might be intact Curren
9、tly, only low-price/standard service vendors are profitableUtilization, and therefore, long-term customers, is the key for profitabilityHowever, high-priced outsourcing solutions not widely accepted by the marketBut in the long-run, we believe high-end services will be valued by customersWe are enco
10、uraged by recent positive news on clients long-term commitments to high-end outsourcersWith Chinas pending WTO Entry and continued economic growth, we believe its the direction High-end outsourcers can win the game by aggressively establishing long-term client base, and targeting various outsourcing
11、 opportunities along the value chainFive successful strategies identified for new customer developmentTelemarketing and value-added information service most likely to be outsourcedCC OURSOURCERS ARE EMERGING BUT STILL EXPLORING (II)TCI SHOULD PARTNER WITH RIGHT LOCAL CC OUTSOURCERS A partnering stra
12、tegy is essential for TCI to capture the great opportunities in ChinaTCI lacks a bunch of local capabilities, while time is contingent TCI should target both money making, and money losing tech advanced outsourcers during negotiation process, based on two plausible partnership strategiesMoney making
13、 ones: share profits and leverage local strengthMoney losing ones: control and negotiate for a bargain dealConsidering the limited number of candidates in China and TCIs tight schedule, a broader search can strengthen TCIs negotiation positionFive promising outsourcers identified during the intervie
14、w processMoney making ones: China Motion, 800 Teleservices, and Compaq-StarMoney losing ones: TCY, ITS ShanghaiEC: ONLY SOFTWARE FIRMS AND SIs WORTH PURSUING Although under booming, China E-Commerce market are experiencing bottlenecksOnline population and revenues grew 10 times in the past 3 yearsHo
15、wever, macro-environment and infrastructure are problematic and only few ICP/ISPs are making money ICP, ISP and technology companies, as a sector, are not worth TCIs pursuitICP: Market is down while most China ICPs are still at their early stage developmentISP: Highly fragmented and regulated, which
16、 suffocate both foreign participation and profitabilityTech companies: Superior ones can hardly survive in China However, several top ventures in the above sectors are quite interesting, which are identified and illustrated in detail for TCIs further interestICP: ; S; A; DISP: 263Net; Eastnet TCI-TJ
17、: RSTRUCTURING AND BUILDING STRATEGIC ALLIANCES TCI-TJ experienced difficulties due to both promotion and management issuesThough improving, the firm is intrinsically uncompetitive in China market It should restructure for better performanceRedefine corporate missions and strategiesRestructure proje
18、ct arrangement, reporting, measurement and incentive systemsRefocus its sales on Japanese companies in China and in Japan and find strategic alliance for TCIs China expansionTCI should only partner with prestigious local software company or system integratorsWiseway screened all the potential candid
19、ates lists and funneled down 5 most promising companies for TCIs further contact-Longshine; Global eForce; eBIS; Modern Computer; Huateng SoftwareAGENDA Executive Summary Call Center BusinessMarket OverviewCC Customer Segmentation-In-house users-OutsourcersDemandCustomerEconomicsCompetitionRecommend
20、ations-Success business model-Partnering strategy E-Commerce Market OverviewTCI TianjinCurrent Situation AnalysisRecommendationsCC MERELY A BUSINESS PRACTICE BEFORE 1997High telecom chargeLow phone penetrationWeak service attitudeWidespread industry monopolyCommercial CC less than 10,000 seats in 19
21、97(2)Phone call charge(cents per minute)ChinaUSPhone penetration (%)# of phones(1)(million)1997825399229Automotive Example: Expert Survey1997PriceCompetition focus (%)(1) Fixed line + mobile (2) Excluding about 50,000 seats in paging companySource: World Development Report 1999/2000; China Auto Mark
22、et 1997; Jarding Fleming Research; interviewsQualityService StyleNational monopoly Banking Telecom Insurance UtilitityRegional protected Steel Auto Petrochemical Tobacco .Monopolized industry estimated 55% of industrial outputHigher telecom penetrationCOMMERCIAL CC TOOK OFF SINCE 1998Especially in N
23、on-Paging Service SectorPenetration (%)YearCAGRFixed lineMobile37%83%Non-paging CC seats (000)YearCAGR = 129%Intensified competitionMost industries capacity over productionDeclining retail pricesYearGDP indexRetail price indexIndexGrowing awareness of technologyInternet users (mio)E-Commerce revenue
24、 (US$M)Gradually reduced telecom feeSource: Jarding Fleming Research; China Statistics Yearbook; interviews; OECD; China TelecomLong distance (RMB/min)(1.2)(0.8)(1.0)(0.7) 800 km3518-35 RMB 10 millionRMB 5-10 millionRMB 1-5 millionSource: Huicong IT Business NetworkICPSIGNIFICANT TRANSITION AND SHAK
25、EOUT EXPECTEDSmall-to-medium, generic information service portals will face bankruptcy in a yearRegional portals with similar business will seek merger to survive in the coming shakeoutB2B will focus more on providing proprietary, value-added services (online and offline) to small-to-medium corporat
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