【正文】 ms ? Strategic Costing ? Online Payment ? Partner Alliance Management ? Dynamic Purchase Analysis Supply Chain ? Create Equity Partnerships with Suppliers ? Drive Performance with Employee Options ? Dynamic Acquisition, Spinoff Strategies Reinvestment ? Provide Instant Online Financing Alternatives ? Revenue Management ? Enable Electronic Billing, Payment ? Webenable Customer, Service Line Profitability ? Develop Common Analytical Platform Revenue Chain 13Mar22 Steps 13Mar22 Cycle 13Mar22 Shared Services … … … 13Mar22 Compare Past Future 13Mar22 T E C H N O L O G Y Better Practice Finance Process Model 13Mar22 Prioritization Sample High Low High Low 13Mar22 Activity maps Voice Films/ Programming Music Video conference Rich Media News Interactive Email Information Transactions Games Media/ Publishing Corporate Communications Advertising Publishing Exhibition Browsers Em. tools Search engines App’n hosting tools User Applications Enterprise app’ns Contentspecific apps Strm’g media Cach’g Netw’k mgmt Metr’g Middleware BIlling “ Walled Garden” Open Portal “ Walled Garden” Open Mobile Portal Fixed ASP ISP Fixed ISP Mobile Intern’l Backbone Bandw’th Trading National Backbone Coloc’n/ Hotelling Network Provision Switching/ routing Coax Copper Fibre Switches and Routers Network Equipment and Infrastructure Hosting Rights of Way Sat. PSTN/ ISDN Dialup Cable Fixed Network Services Coax Mobile 3G 2G Web sites Mobile Handsets PDAs Fixed Handsets TVs Devices Specialist Devices Operating Systems Specialist Local Apps Applications Local Middleware Set top box WASP ASP Multiplexers Fixed Netw’k Eqpm’t Infrastructure xDSL Radio Fibre Current area of activity M’wave HSI GPRS ASPE Data Traditional offline media Key areas of future activity owned or as part of an alliance 13Mar22 Capability assessment 0 1 2 3 4 EXN BW 13Mar22 Assessment 13Mar22 Flow Source: FSI project, 1998 ?Service requirement identified ?Ease of contact for enquiry ?Initial contact enquiry ?Marketing material ?Payment alternatives ?Account set up ?No additional charges ?No billing enquiries required 13Mar22 Segmentation Irregular Risk averse Regular x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x 13Mar22 Segmentation(2) % 707580859095100 150 200 250 300 350 400 450Retention (%) Lifetime NPV 163。56 million 5 OMS Basic proposition Inherently attractive Inherently unattractive 13Mar22 Risk Matrix Note: The bubble size represents the potential financial impact Key Risks falling under the following categories: Low High Medium Manageable risk Mitigation / Negotiation Outside OMFS control A O J Q D E F I M N P R S T U V X W Significance of risk B C G H K L Internal risks Project risks Market risks 13Mar22 Root Cause Analysis 80% 20% 13Mar22 Scenario Development 13Mar22 Sector Chart = $1 billion revenue, 2022 Company E Relative Market Share Real Annual Growth (%) 20% 10% 0% 10% 20% 30% 40% 1X 2X Company F Company C Company B Company K Company A Company G Company H Company I Company J Company D Sector CAGR = % ABC Sector, 1996 2022 13Mar22 Strategy Articulation Map Battlegrounds Key initiatives Necessary petitive advantages Vision 13Mar22 Strategy Articulation 13Mar22 Traffic Light Charts Brand Financial strength Scale/distribution capacity Cross sales leverage Management capability Open platform progress Adoption of technology Structured product capability Segment focus Service capability European wide intent European understanding Overall Strong Weak Average 13Mar22 Bar 2 0 . 42 7 . 49 0 . 02 0 . 43 8 . 63 4 . 63 1 . 64 5 . 9 4 3 . 93 0 . 6454 6 . 91 s t Q t r 2 n d Q t r 3 r d Q t r 4 t h Q t r13Mar22 Empty Bars 4 0 . 2 714 . 6 73 . 7 53 . 2 53 . 0 22 . 9 5156 . 6 31949197919801988198919961997 1998 1999 2022 2022 S u m m a r y13Mar22 Compare 26%22%26%20%25%28% 27%26%2022 202213Mar22 Compare 2 7,7007,0005,2504,6503 , 6 0 03 , 0 5 02 , 6 3 04 , 2 5 09 1 1 之前 9 1 1 之后VLCC 蘇伊士 阿芙拉 靈便型13Mar22 產(chǎn)能與需求增長速度對比 9 6 . 9160230238759 7 . 51 4 8 . 513005010015020025090 93 99 01+%. +%. 單位： TEU 產(chǎn)能 需求量 +%. +%. +%. %. 108萬 13Mar22 ? 機(jī)會成本 ? 營運(yùn)所產(chǎn)生的機(jī)會成本 ? 產(chǎn)生的費(fèi)用 ? 管理人員所支出的費(fèi)用 ? 材料成本 ? 費(fèi)用 ? 折舊 綜合成本 成本 投入成本 機(jī)會成本