LEAP
Presented by: Eric Pelander
May 21, 2002
Contents
Subject or context
Major idea or recommendation
Benefits or value proposition
Evidence and analysis
Detailed recommendations and actions
2022/4/9 >> Document Title 2© Copyright IBM Corporation, 2002
This Effort Is Designed to Assist the XYZ Company to
identify Wireless Market Opportunities
Define the Define the
Wireless Wireless
Marketplace and Marketplace and
Its EvolutionIts Evolution
Describe and Describe and
Size Wireless Size Wireless
MarketsMarkets
Identify XYZ’s - Identify XYZ’s -
Addressable Addressable
MarketsMarkets
• Key market players
and dynamics
• IBM’s perspective on
the key strategic
issues
• Near-term evolution
of the wireless
market
• Application markets
and sizes
• Devices markets and
sizes
• Infrastructure markets
and sizes
• Current players in
each market and
relative strengths and
weaknesses
• Identify and describe
XYZ -addressable
markets
• Evaluate the size of
the impact that XYZ
can make
• Identify critical
success factors
XYZ’s objective is to gain insight into the evolution of the wireless XYZ’s objective is to gain insight into the evolution of the wireless
market in order to identify market opportunities for XYZ market in order to identify market opportunities for XYZ
Identify Un-Identify Un-
Addressed Addressed
Opportunities for Opportunities for
XYZ XYZ
• Market composition
• Key players
• Critical success
factors
• Evaluate opportunities
against XYZ
capabilities,
customers, channels,
and technologies
SUMMARY CONCLUSIONS
Subject - Context
2022/4/9 >> Document Title 3© Copyright IBM Corporation, 2002
Internet Channels Will Provide Incremental Leads and
Revenue
IBM believes there is a substantial opportunity in the online leasing market
XYZ Company should target the following customer segments:
– Professional Services and Manufacturing
– IT, office, and manufacturing collateral classes
– Small business, small ticket market
These customers should be targeted with a multi-channel approach:
– Indirect
– Aggregators
– Direct
The major channel to these customers will be the indirect one--through Internet intermediaries that
give access to the customer at the point of transaction
Each of these channels appeal to customers with unique buying behaviors
Competitors are moving into the online leasing space; XYZ Company should move quickly
Major Idea - Recommendation
2022/4/9 >> Document Title 4© Copyright IBM Corporation, 2002
XYZ Company Should Simultaneously Pursue Three
Internet Channels Through a Variety of Partnerships
Target
PartnersChannel Offering Competitive Intensity
Direct Traffic drivers for
target segments
Educational content
Online applications
Automated credit
decisioning
Medium; building among start-up
funding aggregators, traditional
lessors, and banks
Indirect Online
Storefronts
Online
exchanges
OFPs
Automated credit
decisioning
Educational content
Online applications
Medium; aggregators and lessors
are moving towards partnering with
online vendors
Aggregator Aggregators that
allow competitive
differentiation
beyond price
Lease funding and
fulfillment
Automated credit scoring
Low, though VC is pouring into this
space
Channels Are Ranked by Relative Priority
Target
Segment
Rookie
Established
Savvy
EXECUTIVE SUMMARYMajor Idea - Recommendation
2022/4/9 >> Document Title 5© Copyright IBM Corporation, 2002
The Indirect Channel Is the Highest Priority
Our research into customer behaviors suggests that customers are most likely to lease at the point
of purchase
Equipment vendors will drive significant online transaction volume
This channel allows XYZ Company to leverage its core competency of sourcing deal indirectly:
– Early indications suggest that online equipment aggregators and vendors require a smaller fee for deal
referrals than offline lease brokers require
A growing number of online equipment vendors currently offer leasing:
– Branded and unbranded strategies are being used
EXECUTIVE SUMMARY
While the indirect channel will drive the most immediate revenue impact, XYC
Company should also pursue the direct and aggregator channels in parallel.
Major Idea - Recommendation
2022/4/9 >> Document Title 6© Copyright IBM Corporation, 2002
Based on the Estimated Volume, Online Revenue and
Gross Income Grow Rapidly
Source: Forrester, ELA, US Census, IDC, XYZ , IBM
$ Millions $ Millions
EXECUTIVE SUMMARY
Key Assumptions
• XYZ Volume ranges from $121MM to $202MM
in 2004
• Channel Partner Fee = 3%
• Cost of Money = %
• Average rate = %
High Adoption Low Adoption
Benefits - Value Proposition
2022/4/9 >> Document Title 7© Copyright IBM Corporation, 2002
The cable triple play offering significantly overlaps with
XYZ ’s core residential service offerings
Competitive Threats
Cable
Wireless Sub.
Portals
Description of Service Description of Threat
The cable triple play consists of three basic
services:
−Broadcast TV
−High-speed data
−Cable telephony
Ancillary services include:
−Video-on-demand
−Videoconferencing
−Home security
Cable providers already sell services to a large
majority of the . population
−The cable footprint covers nearly the entire .
home population
−The take rate for service is approximately 65%
Cable providers are currently digitalizing their
networks and deploying high-speed data services
which compete directly with XYZ ’s high-growth
DSL service
Cable providers are beginning to deploy cable
telephony which will compete directly with XYZ ’s
core residential service
−Cable telephony will become increasingly more
of a threat in the next couple of years as the
DOCSIS standard for VoIP becomes
implemented
HFC cable maintains a competitive advantage over
DSL in terms of bandwidth capacity which allows
for additional service offerings including video-on-
demand and videoconferencing
Cable providers will offer broad and attractively
priced bundles to encourage consumers to switch
to cable telephony
Cable Triple Play Threat
Evidence - Analysis
2022/4/9 >> Document Title 8© Copyright IBM Corporation, 2002
Cable offerings will continue to emerge as the digital cable
footprint reaches nearly 90% of passed cable homes by
2005
Cable companies have already updated a large
majority of their networks and are projected to
sell ancillary services at a steep rate of
penetration
Competitive Threats
Cable
Wireless Sub.
Portals
Source: Deutsche Bank equity research 9/06/01.
. Digital Footprint
1998 - 2005
. Digital Service Take Rate
1998 - 2005
As of 2Q:01, million
homes were cable
telephone ready with
million subscribers
Evidence - Analysis
2022/4/9 >> Document Title 9© Copyright IBM Corporation, 2002
Even though DSL and Cable Modems have similar take rates,
Cable modems will dominate due to it larger addressable market
High-speed Data Subscribers2
1999 - 2005
Due to the fact that DSL access is limited to those
customers who reside close to a DSLAM, the cable
modem addressable market will exceed the DSL
addressable market by 30 million homes by 2005
Competitive Threats
Cable
Wireless Sub.
Portals
58%
37%
39%
55%
54%
38%
36%
53%
53%
35%
1. MSDW equity research 6/29/01 and
2. Deutsche Bank equity research
9/06/01
2. CIBC World Markets, Equity Research.
3. SalomonSmithBarney equity research 8/20/0 and
Deutche Bank equity research 9/06/01 (includes
residential an commercial DSL subscribers)
B
ro
ad
ba
nd
S
ub
sc
ri
be
rs
(m
ill
io
ns
)
DSL vs Cable Modem Take Rate1
1999 - 2005
As of 2Q:01, XYZ had
360K DSL subs out of
DSL ready homes
(%)3
Evidence - Analysis
2022/4/9 >> Document Title 10© Copyright IBM Corporation, 2002
Cable providers have the opportunity to layer on new
service offerings with only marginal incremental capital
expense
Incremental CapEx per Subscriber for
Additional Service Offerings1
Cable providers have the opportunity to update their
cable lines at $1,422 per subscriber to increase the
average monthly subscriber revenue by $124 to $194 per
month
Competitive Threats
Cable
Wireless Sub.
Portals
1. Assumes capital expenditures over a 6 year period discounted at 13% and switch-based cable telephony.
2. Assumes no discount on bundled services, modest take rates and switch-based cable telephony.
3. Source: Bear Stearns equity research 5/01, ABN Amro equity research 6/0, Deutsche Bank equity research 9/06/01 and IBM analysis.
In
cr
em
en
ta
l C
ap
ex
p
er
S
ub
sc
ri
be
r
Revenue per Subscriber per Month
for All Service Offerings2
R
ev
en
ue
p
er
S
ub
sc
ri
be
r
pe
r
M
on
th
$194
$1,422
Incremental Revenue
Evidence - Analysis
2022/4/9 >> Document Title 11© Copyright IBM Corporation, 2002
Attractive EBITDA margins allow cable providers to quickly
reach breakeven on new service offerings
Incremental EBITDA per Subscriber per Month
For Additional Service Offerings1
Assuming a 15% take rate, cable providers can recoup
their investment in switch-based telephony in 34 months
Competitive Threats
Cable
Wireless Sub.
Portals
1. Assumes a 35% revenue share with ISP for HSD and switch-based cable telephony.
2. Assumes modest take rates and switch-based cable telephony.
3. Source: Bear Stearns equity research 5/01, ABN Amro equity research 6/0, Deutsche Bank equity research 9/06/01 and IBM analysis.
In
cr
em
en
ta
l E
B
IT
D
A
p
er
S
ub
sc
ri
be
r
pe
r
M
on
th
Payback Period for Additional
Service Offerings2
M
on
th
s
34
EBITDA
Margin 57% 29% 45% 45%
14
26
5
Evidence - Analysis
2022/4/9 >> Document Title 12© Copyright IBM Corporation, 2002
Strategic Implications of Our Work Are…
To achieve positive EBITDA and cash flow XYZ ’s business needs to improve
dramatically along two critical dimensions:
– Immediate reduction and subsequent control of operational costs
– Substantial revenue growth driven by new customer acquisition
While a mix of actions may be implemented to improve the ongoing cost
structure, new customer acquisition remains essential
It is therefore imperative that XYZ create a new customer acquisition strategy
based on a more detailed understanding of the market and customer need
Assuming the revised management plan (base case) is successfully
implemented, XYZ will still require minimum additional funding of $130 million
and a new capital injection by August of 2001
However, given that the management plan assumes flawless execution
against a demanding set of improvements in all aspects of the business,
contingency plans should be considered immediately; these could include
more drastic operating improvement and/or acquisition
STRATEGIC IMPLICATIONSRecommendations - Actions
2022/4/9 >> Document Title 13© Copyright IBM Corporation, 2002
Operational Implications Are…
Broaden focus on SMC improvements from cycle time to also include
productivity improvement over time
Continue effort to migrate network to a data center focus and eliminate POPs
Continue focus on channel partners as a source of customers
Continue to pursue customer purchase of equipment
Conduct business cases including break-evens and market assessments for
new product launch decisions (., software provisioning, direct attach
storage, development environment)
Conduct business cases around any initial investments requested by channel
partners; adjust terms to ensure partner delivers on their portion of obligations
OPERATIONAL IMPLICATIONSRecommendations - Actions
2022/4/9 >> Document Title 14© Copyright IBM Corporation, 2002
Operational Control and Tracking Implications of Our Work
Are…
Define and assign product codes for all expenses and POs, assets, and GL
entries so that costs can be tracked by product
Provide an integrated data source for customer orders including (product) line
items ordered, servers on line, bandwidth usage and discounts, that can be
sorted by product and customer
Review expenses against budget with each operating manager, director, and
AVP monthly to ensure accountability for expenses and capital at every level
Create linkages between circuit cost information in the GL and utilization
statistics in Engineering for a single source of circuit economic data
Identify and resolve recurring expenses in the general ledger which are
miscoded (for department)
OPERATIONAL IMPLICATIONSRecommendations - Actions
2022/4/9 >> Document Title 15© Copyright IBM Corporation, 2002
IBM Strategy & Change Practice’s Presentation
Format Template, All Rights Reserved
2022/4/9 16
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2022/4/9 17
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2022/4/9 18
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a
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and
at
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to
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with
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That
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Which
You
Capitalization Rules When Using Title Case
Verbs:
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Be
Cut
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Is
Run
Use
Upper Case Examples Lower Case Examples
in
into
nor
of
off
on
or
out
2022/4/9 23
In the iconic tracker, the lines are light gray,
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Design elements > iconic trackers
S
tr
en
gt
h
of
S
ol
ut
io
n
Strength of Company
Low
High
Low High
AC
Nielsen
Kenosia
Mercari
Information
Resources, Inc. (IRI)
Interactive Edge
Demantra
RW3 Technologies
Category Management Solution Vendors: Overall Positioning
2022/4/9 24
Contents or agenda page
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2022/4/9 25
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2022/4/9 26
Our new format for “place” or “monopoly cards”
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2022/4/9 28
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Enhanced List Title
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Source: IBM analysis, June 2001
2022/4/9 29
Here is a standard format for presenting quotes; pay
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“We went about building these things [industry exchanges]
all wrong. The days of thinking everyone will come together
in these big marketplaces and sing ‘Kum-ba-ya’ are gone.”
– Fadi Chehade, CEO, Viacore
“We’ve got a tremendous opportunity to deliver greater
value to strategic accounts and drive productivity and
revenue growth through ‘private’ trade management
initiatives.”
– Representative of food/beverage manufacturer
“We are…creating a private system marketplace. It is literally
focused on integrating us, our bottlers, and our customers so
all information is seemless.”
– Everett Darby, Managing Director,
Coca-Cola eBusiness & eVentures
“[The company] is updating back-end systems and front-end
customer interfaces. This will help us participate in exchanges.
But we have to do it anyway, to get our house in order.”
– Representative of package foods manufacturer
Comments from Industry Executives
Text layouts > quotes
Source: IBM primary research interviews, Dec 00; Wall Street Journal, 16 Mar 01; BtoB, 08 Jan 01
2022/4/9 30
Contents
Design Elements
Graphic elements
Color palette
Capitalization
Iconic Trackers
Text Layouts
– Bulleted text
– Place cards
– Enhanced lists
– Quotes
Graphic Layouts
– Tables and matrices
– Graphs
– Diagrams
– Screen shots
Agenda
2022/4/9 31
Two-by-two matrix with labels centered
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Subtitles Are 2 Points Smaller Than Chart Title, Not Bolded and in Italics
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2022/4/9 32
Three-by-three matrix with labels in boxes
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Text goes here
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necessary
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necessary
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necessary
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necessary
Label
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Bulleted if
necessary
Text goes here
Bulleted if
necessary
Label
Text goes here
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necessary
Text goes here
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necessary
Text goes here
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necessary
Graphic layouts > tables and matrices
Chart Title
2022/4/9 33
Two-column table containing text (with category labels)
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2022/4/9 34
Booz-Ball tables should be clean and organized, all of the
same color, and individual circles should not be too large
Breadth and Depth
of Functionality
Strength of
Architecture
Ability to Support
Ease of
Implementation
Overall Strength
of Solution
ACNielsen
Information
Resources, Inc. Kenosia
Interactive
EdgeDemantra Mercari RW3 Tech
Graph Title, Time Period
Subtitle
Graphic layouts > tables and matrices
HighLow
Key:
2022/4/9 35
Five-segment value chain (with one highlighted segment)
Graphic layouts > diagrams
Chart Title
Bullet
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Four-part org chart
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Big Honcho (resize box if needed)
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Graphic layouts > diagrams
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The overall goal is to include all relevant information
while keeping the graph as simple as possible
Cumulative Number of Rhodes Scholars, 1900-1980
Harvard vs. Yale
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Harvard
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2022/4/9 38
In all graphs, the colors must alternate dark and light
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Subtitle
Graphic layouts > graphs
A
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La
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Source: What’s the source?
Bar graph, 2 data series
A
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Axis Title
Graphic layouts > graphs
Data Series Label
Data Series Label
Source: What’s the source?
Title, Time Period
Subtitle
2022/4/9 40
Data labels are optional; if used, make them bold
A
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Axis Label
A
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Axis Label
Graph Title, Time Period a
Subtitle
Graph Title, Time Period b
Subtitle
Graphic layouts > graphs
Source: (a) Source for first graph; b) Source for second graph
2022/4/9 41
Stacked bar graph
21
35
40
84
54
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Axis Title
Graphic layouts > graphs
Source: What’s the source?
Title, Time Period
Subtitle
2022/4/9 42
100% stacked bar graph
A
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e
Axis Title
Graphic layouts > graphs
Source: What’s the source?
Title, Time Period
Subtitle
Column 1
Column 2
Column 3
Column 4
Column 5
Key
2022/4/9 43
Stacked column graph
21
35
40
84
54
CAGR
1995-1999
Total xx%
A
xi
s
La
be
l
Axis Label
Dataset 5 xx%
Dataset 4 xx%
Dataset 3 xx%
Dataset 2 xx%
Dataset 1 xx%
Source: What’s the source?
Title, Time Period
Subtitle
Graphic layouts > graphs
2022/4/9 44
100% stacked column graph
A
xi
s
La
be
l
Axis Label
CAGR
1995-1999
Dataset 5 xx%
Dataset 4 xx%
Dataset 3 xx%
Dataset 2 xx%
Dataset 1 xx%
Source: What’s the source?
Title, Time Period
Subtitle
Graphic layouts > graphs
2022/4/9 45
Waterfall chart, double step
A
xi
s
T
itl
e
Axis Title
Title, Time Period
Subtitle
Dataset 1
Dataset 2
Source: What’s the source?
Graphic layouts > graphs
2022/4/9 46
Tornado chart: back-to-back bar graphs
Axis Title
Category A
Category B
Category C
Category D
Category F
Axis Title
Category E
Source: What’s the source?
Title, Time Period
Subtitle
Graphic layouts > graphs
2022/4/9 47
Tornado chart: horizontal stacked chart
Axis Title
Category A
Category B
Category C
Category D
Category E
Category F
Category G
Category H
Source: What’s the source?
Title, Time Period
Subtitle
Graphic layouts > graphs
2022/4/9 48
Basic line graph without data labels or markers
Source: What’s the source?
Title, Time Period
Subtitle
A
xi
s
La
be
l
CAGR
1995-2002E
. xx%
Worldwide xx%
Graphic layouts > graphs
2022/4/9 49
Combination line and column graph: dual-axis
A
xi
s
T
itl
e
Axis Title
Dataset 1
Dataset 2
A
xis T
itle
Source: What’s the source?
Title, Time Period
Subtitle
Graphic layouts > graphs
2022/4/9 50
Area graph: data labels inside
Axis Label
A
xi
s
La
be
l
Source: What’s the source?
Title, Time Period
Subtitle
Graphic layouts > graphs
2022/4/9 51
Pie graph: labels on outside
Title, Time Period
Total = xx million
Order the pieces from
largest to smallest,
unless some other order
is logically more
appropriate.
In general, the angle of
the first slice should be
set to zero degrees.
Graphic layouts > graphs
Source: What’s the source?
2022/4/9 52
Initial Project Timeline (In Weeks)
Gantt chart/timeline diagram
Activities 1 2 3 4 5 6 7 8
Refine Approach
Develop Hypotheses
Conduct Marketscape Scans
Interviews & Internal Assessment
Identify Business Model
Opportunities
Develop Opportunity Profiles
Develop Path Forward
Key Milestones
Graphic layouts > diagrams
2022/4/9 53
Timeline
3rd Quarter, 1998
Stockholders vote to
donate money to
charity
2nd Quarter, 2000
Millennial riots and Y2K bug cause
market shutdown
Startups go on sale and Company
collects $200 million in bailout
1998 1999 2000 2001
1st Quarter, 1998
Company posts net
profit of $20M for 1997
2nd Quarter, 1999
Bill Gates initiates hostile takeover
of company
Company develops pie in face
strategy
4th Quarter, 2001
“20 Acres and a Digital
Superhighway” program
wins stock blue-chip status
2002
Chart Title
Graphic layouts > diagrams
If Company leverages profits to enter new markets, it
could emerge as an industry leader by 2002.
2022/4/9 54
Porter’s five forces
Threat of New
Entrants
Threat of
Substitutes
Bargaining
Power
of Suppliers
Bargaining
Power
of Buyers
Industry
Rivalry
Graphic layouts > diagrams
2022/4/9 55
Three interlocking circles
Graphic layouts > diagrams
Label 1 Label 2
Label 3
Label A
Label B Label C
Note: You can check “Semi-transparent” in the “More
Fill Colors” dialog box to create the overlapping color
effect (used on the Label A, B, C section).
2022/4/9 56
Four-piece puzzle (assembled)
Graphic layouts > diagrams
2022/4/9 57
Screen shots should crop out the window/browser
elements and have a 1 pt. light gray outline
Sold its brick-and-mortar retail operations and became a
completely virtual, online corporation in 1998
At that time, the company launched its web site along
with an auction site called
Merged with OnSale in 1999 in a $400M deal
– Merged its site with OnSale
– All auction features offered under OnSale name on Egghead
site
The site offers hourly express auctions, 24-hour
auctions, and multiple-day auctions
Vendor and Model
Graphic layouts > screen shots
New, refurbished, and close-out products
Items include computer equipment, electronics,
software, sporting goods, accessories, tools, health and
fitness, cruises and tours, and tee times
Products Sold
Avoid distorting the screen shot (as may have happened in
this example) by stretching or squeezing it along only one
dimension – maintain the aspect ratio.
2022/4/9 58
For More Information, Contact the S&C Production Support Team:
Valerie Leavitt
S&C Production Support Team Lead
Direct Dial:
T/L:
leavittv@
Nick Woodside
S&C Production Support Specialist
Direct Dial:
T/L:
woodside@
Eve Goldberg
S&C Production Support Specialist
Direct Dial:
T/L:
evegold@
Hector Serrano
S&C Production Support Specialist
Phone:
T/L:
vsst2@
Sandi Gregson
S&C Production Support Specialist
Direct Dial:
T/L:
sgregson@
Beth Reeves
S&C Production Support Specialist
Direct Dial:
T/L:
eareeves@
2022/4/9 59
