波士顿中国callcener外包投资项目咨询报告.pptx

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February8,2001
AGENDA
ExecutiveSummary
CallCenterBusiness
MarketOverview
CCCustomerSegmentation
In-houseusers
Outsourcers
Demand
Customer
Economics
Competition
Recommendations
Successbusinessmodel
Partneringstrategy
E-CommerceMarketOverview
TCITianjin
CurrentSituationAnalysis
Recommendations
AGENDA
ExecutiveSummary
CallCenterBusiness
MarketOverview
CCCustomerSegmentation
In-houseusers
Outsourcers
Demand
Customer
Economics
Competition
Recommendations
Successbusinessmodel
Partneringstrategy
E-CommerceMarketOverview
TCITianjin
CurrentSituationAnalysis
Recommendations
CHINAISBECOMINGAHIGHLYDYNAMICCCMARKET
China’scallcentermarkettookoffsince1998withanannualgrowthrateover100%
Non-pagingmarketsizereached54,000seatsin2000
Howeverpastgrowthwaslargelydrivenbydemandsfromadministrativedrivensector
Over60%ofthenewCCdemandcomesfromfourpillarindustries:Banking,PostServices,Fixed-lineTelecom,andInsurance
Distinctivepurchasingbehavioridentifiedforthesepurchases
Futuregrowthwillbepropelledbyserviceorientedandoutsourcingsegments
Serviceorientedsegmentexpectedtobe50%oftotalCCmarket
Outsourcingmarketwillgrowatleast50%ayearforthenextfewyears
Howeverlargevarianceexistsforoutsourcingsegmentgrowth
Overall,ChinaCCmarketisexpectedtoreachover130,000seatsin2004and340,000seatsin2010
CCOURSOURCERSAREEMERGINGBUTSTILLEXPLORING(I)
Currently,CCoutsourcingbusinessisbrandnewinChina
Nomorethan30companiesprovidingmerelyabout3,200seatsinservice
Over70-80%supplyconcentratedin4majorcities
Futureoutsourcingdevelopmentishighlydependentoncurrentplayer’sperformanceandstrategies
Potentialcustomersconcernedaboutquality,confidentiality,informationprocessingability,HR,andprice
Growthwillfluctuatewidelyaccordingtotheindustry’sabilitytosatisfycustomerconcernsandrequirementsnow
Inshortterm,competitionwillbeminimumduetohighlydifferentiatedpositionsandlargenumberofunexploitedpotentialoutsourcingcustomers
Inmediumterm,pagingcompaniescanbepowerfulanddesperatecompetitorsinthelow-endoutsourcingmarket
Thatmightdistorttheindustryprofitabilityandtriggerviciouscompetition
Howeverhigh-endoutsourcingmarketmightbeintact
Currently,onlylow-price/standardservicevendorsareprofitable
Utilization,andtherefore,long-termcustomers,isthekeyforprofitability
However,high-pricedoutsourcingsolutionsnotwidelyacceptedbythemarket
Butinthelong-run,webelievehigh-endserviceswillbevaluedbycustomers
Weareencouragedbyrecentpositivenewsonclients’long-termcommitmentstohigh-endoutsourcers
WithChina’spendingWTOEntryandcontinuedeconomicgrowth,webelieveit’sthedirection
High-endoutsourcerscanwinthegamebyaggressivelyestablishinglong-termclientbase,andtargetingvariousoutsourcingopportunitiesalongthevaluechain
Fivesuccessfulstrategiesidentifiedfornewcustomerdevelopment
Telemarketingandvalue-addedinformationservicemostlikelytobeoutsourced
CCOURSOURCERSAREEMERGINGBUTSTILLEXPLORING(II)
TCISHOULDPARTNERWITHRIGHTLOCALCCOUTSOURCERS
ApartneringstrategyisessentialforTCItocapturethegreatopportunitiesinChina
TCIlacksabunchoflocalcapabilities,whiletimeiscontingent
TCIshouldtargetbothmoneymaking,andmoneylosingtechadvancedoutsourcersduringnegotiationprocess,basedontwoplausiblepartnershipstrategies
Moneymakingones:shareprofitsandleveragelocalstrength
Moneylosingones:controlandnegotiateforabargaindeal
ConsideringthelimitednumberofcandidatesinChinaandTCI’stightschedule,abroadersearchcanstrengthenTCI’snegotiationposition
Fivepromisingoutsourcersidentifiedduringtheinterviewprocess
Moneymakingones:ChinaMotion,800Teleservices,andCompaq-Star
Moneylosingones:TCY,ITSShanghai
EC:ONLYSOFTWAREFIRMSANDSIsWORTHPURSUING
Althoughunderbooming,ChinaE-Commercemarketareexperiencingbottlenecks
Onlinepopulationandrevenuesgrew10timesinthepast3years
However,macro-environmentandinfrastructureareproblematic…
…andonlyfewICP/ISPsaremakingmoney
ICP,ISPandtechnologycompanies,asasector,arenotworthTCI’spursuit
ICP:MarketisdownwhilemostChinaICPsarestillattheirearlystagedevelopment
ISP:Highlyfragmentedandregulated,whichsuffocatebothforeignparticipationandprofitability
Techcompanies:SuperioronescanhardlysurviveinChina
However,severaltopventuresintheabovesectorsarequiteinteresting,whichareidentifiedandillustratedindetailforTCI’sfurtherinterest
ICP:;;;
ISP:263Net;Eastnet
TCI-TJ:RSTRUCTURINGANDBUILDINGSTRATEGICALLIANCES
TCI-TJexperienceddifficultiesduetobothpromotionandmanagementissues
Thoughimproving,thefirmisintrinsicallyuncompetitiveinChinamarket
Itshouldrestructureforbetterperformance…
Redefinecorporatemissionsandstrategies
Restructureprojectarrangement,reporting,measurementandincentivesystems
RefocusitssalesonJapanesecompaniesinChinaandinJapan
…andfindstrategicallianceforTCI’sChinaexpansion
TCIshouldonlypartnerwithprestigiouslocalsoftwarecompanyorsystemintegrators
Wisewayscreenedallthepotentialcandidateslistsandfunneleddown5mostpromisingcompaniesforTCI’sfurthercontact
Longshine;GlobaleForce;eBIS;ModernComputer;HuatengSoftware
AGENDA
ExecutiveSummary
CallCenterBusiness
MarketOverview
CCCustomerSegmentation
In-houseusers
Outsourcers
Demand
Customer
Economics
Competition
Recommendations
Successbusinessmodel
Partneringstrategy
E-CommerceMarketOverview
TCITianjin
CurrentSituationAnalysis
Recommendations