business models, strategyegy and internationalisation around the telecom crash what is the influence...
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Business models, strategyegy and internationalisation around
the Telecom CrashWhat is the influence of these strategic choices on the
performance of telecom operator companies in the years 1998-2001
H.Ebbers, Nyenrode University and CEIBS Shanghai
Agenda• Introduction
• Earlier work about KPN
• Theory/ choices
• Research methods
• Results
• Conclusions
Introduction
• Work in progress
• Three students between May 2002 and February 2003
• Guidance of the Center for International Business, Nyenrode University
•Mobile telecommunication
•IP and data services
•Internet, call centre and media- services
•Fixed network
Emphasis is on the first three activities
Core Activities for KPN
Two strategically important joint ventures: KPN Orange (1998) and
BellSouth-KPN (1999)………
• Acquisition of E- plus (Germany) …seen as a growth market
• Acquisition of Orange-KPN Belgium
• Majority stakes in Central and Eastern Europe
KPN Mobile
• Arrangements with NTT- DoCoMo
– Technology sharing
– Minority holding: NTT- DoCoMo aquired a 15% stake in KPN
– UMTS biddings
International expansion
• Regional focus (CEE)
• Control over management
• Divestments driven by debt problems and the 2001 telecomcrash
KPN
Bell South
Orange (UK)
France Telecom
Pannon
UMC
Telkomsel
OTE/ BTC
Euroweb Corp
Telia
E-plus
Comsource
Slovak Telecom
Eirocom
Orange -KPN Belgium
Swisscom
SPT/ Cesky Telecom
Telsource
NTT Docomo
Hutchison #G
Tele Danmark
Join
t ve
ntur
e(50
%)
minority (17%)
majority
(51%)
minority (21%)
=Alliance at the endof 2002
=alliance which KPN is considering to end.
= sold non -core asset or ended alliance
KPN
Bell South
Orange (UK)
France Telecom
Pannon
UMC
Telkomsel
OTE/ BTC
Euroweb Corp
Telia
E-plus
Comsource
Slovak Telecom
Eirocom
Orange -KPN Belgium
Swisscom
SPT/ Cesky Telecom
Telsource
NTT Docomo
Hutchison #G
Tele Danmark
Join
t ve
ntur
e(50
%)
minority (17%)
majority
(51%)
minority (21%)
=Alliance at the endof 2002
=alliance which KPN is considering to end.
= sold non -core asset or ended alliance
KPN’s alliance network within mobile telecommunications
KPN
KPN-Qwest
Wipro/wipronet
DisneyBlast
KPN Belgium
InfonetServices Corporation
Lambda net
EurowebCorp
SchipholTelematics
CESECBEC
Jasz-Tel
AT &T-unisourceservices
Unisource
Telsource
Planet Internet
Telstra Satellite
Utel
=Alliance at the endof 2002
=alliance which KPN is considering to end.
= sold non-core asset or ended alliance
Nokia
Joint Venture
Fixed
IP/data/ICM
KPN
KPN-Qwest
Wipro/wipronet
DisneyBlast
KPN Belgium
InfonetServices Corporation
Lambda net
EurowebCorp
SchipholTelematics
CESECBEC
Jasz-Tel
AT &T-unisourceservices
Unisource
Telsource
Planet Internet
Telstra Satellite
Utel
=Alliance at the endof 2002
=alliance which KPN is considering to end.
= sold non-core asset or ended alliance
Nokia
Joint Venture
Fixed
IP/data/ICM
Introduction
• Companies: Telecom Operators– SBC - KPN - France Telecom– Deutsche Telekom - Telia - Sonera– Vodafone - BT - AT&T – Colt - Cable & Wireless - Infonet– Sprint - MCI Worldcom - QWest
Telecom Content & Valueequipment Carriers/ Service Added Customersindustry Operators Providers Services
Theory• Business Models
– Mintzberg– Cushway & Lodge– Viscio & Pasternack
• Internationalisation• Strategies
– Boston Consulting Group matrix– Porter’s generic strategies– Ansoff’s product/market matrix– Equity and non equity based cooperative agreements
Business Models
V o ice D ata IP
C ab le & W ire less G lob a l
C arib b ean M id d le E as t M acau
C ab le & W ire less R eg ion a l
C ab le & W ire less G rou p
Traditional Model = 0 Emerging Model = 1 Score‘managing assets’ ‘managing resources’ 1998 1999 2000 2001
Businesses built around assets
Businesses built to leverage and develop resources (people, capabilities, knowledge) 0 0 0 0
Portfolio of businesses related in product-market terms
Portfolio of strategic capabilities based on knowledge created 0 0 0 0
Financial investment assigned business unit by business unit
Resource allocation (talent and capital) on a corporate-wide bases 0 0 0 0
Performance measured around assets (utilisation rates, profitability of single business units)
Performance measured on a corporate-wide level driven by knowledge creation and sharing 0 0 0 0
Accountability focussed on business unit financials often impeding and discouraging business interaction
accountability includes growth and best practices sharing 0 0 0 0
Total 0 0 0 0
InternationalisationC&W geographical revenue
US16%
UK41%Europe
6%
Japan9%
Caribbean22%
Asia3%
Rest 3%
more than 90% of revenue local: level 1 less than 90% but more than 50% of revenue local: level 2 less than 50% of revenue local but less than 25% of revenue outside its own continent: level 3 more than 25% but less than 50% of revenue outside its own continent: level 4 more than 50% of revenue outside its own continent: level 5
Strategieshigh
Question Mark Star
Market Growth Rate
Dog Cash Cow
lowlow Relative Market high
Share
Existing product New product
Existing Penetration Product develop-Market Strategies (90%) ment strategies (30%)
New Market development DiversificationMarket Strategies (30%) Strategies (10%)
Broad
1. Cost Leadership 2. Differentiation
Strategic targetMarket
3A. Cost Focus 3B. Differentiation Focus
Narrow/NicheLow-cost Strategic Advantage Uniqueness/
Differentiation
BCG
Porter
Ansoff
Research methods• detailed company analyses
– performance– business models– internationalisation– strategies
Results: Telecom Crash
Return On Equity
-25%
0%
25%
50%
2001200019991998
ROE market
• Market performanceDebt/Equity ratios
50%
100%
150%
2001200019991998
debt equity market
Net profit margin
-25%
0%
25%
2001200019991998
net profit Market
Stock price evolution compared to previous Year
0%
50%
100%
150%
200%
2001200019991998
Market
Results: Business Models (1)
Cushway & Lodge vs performance 1999
0
1
2
3
4
5
6
7
8
0 1 2 3 4
Business Model: 1= product, 2=geo, 3=functional,4 =customer
pe
rfo
rma
nce
SBC
KPN Telecom
France Telecom
Deutsche Telekom
Telia
Sonera
Vodafone
BT
AT&T
Colt
C&W
Infonet
Sprint
MCI-Worldcom
Qwest
Results: Business Models (2)
Viscio and Pasternack score vs performance 2000
0
1
2
3
4
5
6
7
8
0 1 2 3 4 5
Viscio and Pasternack score
pe
rfo
rma
nce
SBC
KPN Telecom
France Telecom
Deutsche Telekom
Telia
Sonera
Vodafone
BT
AT&T
Colt
C&W
Infonet
Sprint
MCI-Worldcom
Qwest
Results: Internationalisation
Internationalisation vs performance 1998
0
1
2
3
4
5
6
7
8
0 1 2 3 4 5
Internationalisation level
pe
rfo
rma
nce
SBC 1998
KPN Telecom 1998
France Telecom 1998
Deutsche Telekom 1998
Telia 1998
Sonera 1998
Vodafone 1998
BT 1998
AT&T 1998
Colt 1998
C&W 1998
Infonet 1998
Sprint 1998
MCI-Worldcom 1998
Results: Strategies
Porter vs performance 2000
0
1
2
3
4
5
6
7
8
0 1 2 3
Porter: 1= Cost Leader, 2=Differentiation, 3= Focus
perf
orm
ance
SBC
KPN Telecom
France Telecom
Deutsche Telekom
Telia
Sonera
Vodafone
BT
AT&T
Colt
C&W
Infonet
Sprint
MCI-Worldcom
Qwest
Results: Performance
Debt/Equity ratio vs performance 1998
0
1
2
3
4
5
6
7
8
0% 100% 200% 300% 400%
Debt/Equity ratio in %
pe
rfo
rma
nce
SBC
KPN Telecom
France Telecom
Deutsche Telekom
Telia
Sonera
Vodafone
BT
AT&T
Colt
C&W
Infonet
Sprint
MCI-Worldcom
Qwest
Conclusions (1)
• Generally a limited correlation between company performance and business models, internationalisation and strategy
• Telecom Crash has little impact on business models, internationalisation and strategy
• Low debt/equity ratio has positive impact on performance both before and after the Telecom Crash
Conclusions (2)• Business Models
• Lack of significant correlation– Customer oriented (Cushway & Lodge) – High Viscio & Pasternack Score
• Internationalisation• Little correlation in 1998, no correlation in other
years
• Strategy• Porter: correlation changes before & after crash• BCG: stars are performing well• Ansoff: move towards penetration after crash