-1-ENTRYFORPROFITTRANS-COSMOSINC.CHINAENTRYSTRATEGYPRESENTATIONFebruary8,2001-2-AGENDAExecutiveSummaryCallCenterBusiness•MarketOverview•CCCustomerSegmentation-In-houseusers-Outsourcers•Demand•Customer•Economics•Competition•Recommendations-Successbusinessmodel-PartneringstrategyE-CommerceMarketOverviewTCITianjin•CurrentSituationAnalysis•Recommendations-3-AGENDAExecutiveSummaryCallCenterBusiness•MarketOverview•CCCustomerSegmentation-In-houseusers-Outsourcers•Demand•Customer•Economics•Competition•Recommendations-Successbusinessmodel-PartneringstrategyE-CommerceMarketOverviewTCITianjin•CurrentSituationAnalysis•Recommendations-4-CHINAISBECOMINGAHIGHLYDYNAMICCCMARKETChina’scallcentermarkettookoffsince1998withanannualgrowthrateover100%•Non-pagingmarketsizereached54,000seatsin2000Howeverpastgrowthwaslargelydrivenbydemandsfromadministrativedrivensector•Over60%ofthenewCCdemandcomesfromfourpillarindustries:Banking,PostServices,Fixed-lineTelecom,andInsurance•DistinctivepurchasingbehavioridentifiedforthesepurchasesFuturegrowthwillbepropelledbyserviceorientedandoutsourcingsegments•Serviceorientedsegmentexpectedtobe50%oftotalCCmarket•Outsourcingmarketwillgrowatleast50%ayearforthenextfewyears-HoweverlargevarianceexistsforoutsourcingsegmentgrowthOverall,ChinaCCmarketisexpectedtoreachover130,000seatsin2004and340,000seatsin2010-5-CCOURSOURCERSAREEMERGINGBUTSTILLEXPLORING(I)Currently,CCoutsourcingbusinessisbrandnewinChina•Nomorethan30companiesprovidingmerelyabout3,200seatsinservice•Over70-80%supplyconcentratedin4majorcitiesFutureoutsourcingdevelopmentishighlydependentoncurrentplayer’sperformanceandstrategies•Potentialcustomersconcernedaboutquality,confidentiality,informationprocessingability,HR,andprice•Growthwillfluctuatewidelyaccordingtotheindustry’sabilitytosatisfycustomerconcernsandrequirementsnowInshortterm,competitionwillbeminimumduetohighlydifferentiatedpositionsandlargenumberofunexploitedpotentialoutsourcingcustomersInmediumterm,pagingcompaniescanbepowerfulanddesperatecompetitorsinthelow-endoutsourcingmarket•Thatmightdistorttheindustryprofitabilityandtriggerviciouscompetition•Howeverhigh-endoutsourcingmarketmightbeintact-6-Currently,onlylow-price/standardservicevendorsareprofitable•Utilization,andtherefore,long-termcustomers,isthekeyforprofitability•However,high-pricedoutsourcingsolutionsnotwidelyacceptedbythemarketButinthelong-run,webelievehigh-endserviceswillbevaluedbycustomers•Weareencouragedbyrecentpositivenewsonclients’long-termcommitmentstohigh-endoutsourcers•WithChina’spendingWTOEntryandcontinuedeconomicgrowth,webelieveit’sthedirectionHigh-endoutsourcerscanwinthegamebyaggressivelyestablishinglong-termclientbase,andtargetingvariousoutsourcingopportunitiesalongthevaluechain•Fivesuccessfulstrategiesidentifiedfornewcustomerdevelopment•Telemarketingandvalue-addedinformationservicemostlikelytobeoutsourcedCCOURSOURCERSAREEMERGINGBUTSTILLEXPLORING(II)-7-TCISHOULDPARTNERWITHRIGHTLOCALCCOUTSOURCERSApartneringstrategyisessentialforTCItocapturethegreatopportunitiesinChina•TCIlacksabunchoflocalcapabilities,whiletimeiscontingentTCIshouldtargetbothmoneymaking,andmoneylosingtechadvancedoutsourcersduringnegotiationprocess,basedontwoplausiblepartnershipstrategies•Moneymakingones:shareprofitsandleveragelocalstrength•Moneylosingones:controlandnegotiat...
