【正文】 f it may be circulated, quoted, or reproduced for distribution outside the client anization without prior written approval from McKinsey amp。ss BauteileKalkulation* Berechnung aus Basis Anlagenrechnung 4 Umlage proportional zu FTEs 6 10 Weiterverechnung der Gesamtkosten 11 Weiterverrechnung der NWSVollkosten und WSVollkosten (ohne Kapitalkosten und WSMarge) Umlage gem228。sung f252。s fixedline work) ? No significant market risks involved (units with incremental investments to absorb traffic growth) ? Market based pricing, terms to be negotiated between Network and Wireless * CuC = Customer Care Service dvpt. Operations Sales/ CuC* Syst. Integr. ISP/eBusinesses Wireline Network Retail/ SME Custo mers Corporate/ Data solutions Wireless 5 。sse (nur Betrieb) mit Unterdeckungsziel KONZEPTIONELL Unterdeckungs ziel NWS Target Costs f252。gern 14 Rapportierung an Kostentr228。L and balance sheet for disaggregated entities –Better parison with peer groups –No hidden crosssubsidies of unprofitable businesses ? Subsequent global consolidation of vertical businesses with greater synergies than integrated models, . –Wireless –Corporate Data –Inter ? (Stock market) success of focused attackers ? More favorable sum of parts valuation in the capital market expected ? Creation of acquisition currency ? Increased attractiveness for partners ? Increased attractiveness for management talent Accountability Synergies from crosscountry consolidation Transparency SWSWP6320201123FRBRS 4 BUSINESS FOCUS OF MAIN DISAGGREGATED ENTITIES Products Activities Assets ? Semifinished Voice/Data products (fixed line) ? Mobile Voice/Data ? Fixed line Voice ? Standard Data products ? Fixed line Voice ? Mobile Voice ? Data products ? Inter access ? B2C portal ? B2B platforms ? Operations ? Product development ? Wholesale ? Operations ? Product development ? Marketing/Sales ? Product management ? Marketing/Sales ? Product management ? Marketing/Sales ? Systems Integration ? Service Operations ? Operations ? Product development/ Content management ? Marketing/Sales ? Passive infrastructure (Duct, Copper, Fibre) ? Transport platforms (SDH, WDM) ? Voice platforms (IN, Switching) ? Data platforms (FR, X25, ATM, IP) ? Operations Support Systems (OSS) ? Mobile platforms ? Infrastructure (Base stations) ? OSS ? ITsystems (CRM, Billing) ? Selected Data platforms ? ITsystems (CRM, Billing) ? IT Infrastructure (Inter Servers, etc.) Network Business Wireless Retail/SME Customers Corporate/ Data Solutions ISP/eBusinesses Service dvpt. Operations Sales/ CuC* Syst. Integr. ISP/eBusinesses Wireline Network Retail/ SME Custo mers Corporate/ Data solutions Wireless * CuC = Customer Care SWSWP6320201123FRBRS 5 MAIN VALUE FLOWS IN DISAGGREGATED TELCOS Service dvpt. Operations Sales/ Customer Care System Integration ISP/eBusinesses Wireline Network Retail/ SME Custo mers Corporate/ Data solutions Wireless 1 2 3 4 5 ? Voice services –Traffic –Access –VAS ? Standard Data services ? Access ? IP Connectivity ? Voice services –Traffic –Access –Value added services ? Data services –Leased lines –WAN/Networking (IP, ATM, FR etc.) –Other work services (Security etc.) ? Fix to Mobile Termination ? Mobile to Fix Termination ? Mobile services –Voice –Data SWSWP6320201123FRBRS 6 MOTIVATION BEHIND DEVELOPING A VALUE FLOW METHODOLOGY Extract value from investments in work Improve planning and forecasting accuracy and reduce CAPEX spending Identify cost reduction opportunities through creating accountability Improve ability to respond to petitive market pressures (. improve pricing) Enhance position against larger customers / regulator SWSWP6320201123FRBRS 7 1. Structure and value flows of disaggregated incumbent telcos 2. Principles for designing value flows in disaggregated telcos 3. Example of Network Cost Allocation Mechanisms CONTENT SWSWP6320201123FRBRS 8 I get broadband at a too high price from the work division. They need to reduce their cost I need to get work services at the same price from my fixline telco as I would get it from any petitor Even if I reduce my employees by 50%, my cost savings are only 5% Mobile termination rates need to be negotiated on a daily basis. They are not in the business plan I need to get mobile services at a transfer price which allows me to build petitive voice/data bundles ? Interpany value flows are a contentious issue with distinct positions of divisions ? Imperative for clearly defined value flow agreements between the corporate entities Retail Customer Division Mobile Inc./ ISP Inc. Network Division Corporate Customer Division Wholesale Division TYPICAL STATEMENTS IN DIVISIONS OF INTEGRATED TELCOS SWSWP6320201123FRBRS 9 Governance rules _________________________ _________________________