StrategyofCorporateSalesApril15th,2002BeijingInvestmentConsultantsInc.-ProposalExtranetStrategyandImplementationPlan2ChinaStrategyofCorporateSales1.ProjectScopping2.OurApproach3.Q&AAgendaExtranetStrategyandImplementationPlan3ChinaStrategyofCorporateSales•CanMotorolagainclearmarketleadershipincorporatechannel?-realisticpotentialintheshorttomediumterm-longertermpotential•Whatactionsandinitiativesarerequired?Developaclearstrategyandactionplanto:•Gainclearmarketleadershipforcellularsubscriberunitsincorporatechannel•Focusonkeystrategicindustries,organizationsandstrategiccitiesKeyQuestionsandObjectivesExtranetStrategyandImplementationPlan4ChinaStrategyofCorporateSalesCriticalIssues•Howdocorporatecustomerssegment(byindustry,geographic,#ofemployees,demographicsofemployees)•Howattractivearesegments(size,growth,loyalty,value)?•WhichsegmentsshouldMotorolatarget,participatein,andexit?•Whatisthecorevaluepropositionintargetsegments?•Whatareinitiatives?ExtranetStrategyandImplementationPlan5ChinaStrategyofCorporateSales“Classic”StrategyToolsproprietaryResearch/AnalysisStrategicFrameworkDevelopmentLessonsfromOtherIndustriesCellularHandset“RulesoftheGame”AtcorporatechannelChannelStrategiesIndustriesOrganizationsRegionsorcitiesInsightsforMotorola-Initiatives-actionplansApproachRulesoftheGameOutputStrategicFrameworkExtranetStrategyandImplementationPlan6ChinaStrategyofCorporateSalesWearecombiningproprietarydatawithleadingedgetoolsandtechniquesProprietaryDataCompanyResearchCompetitorDiagnosticMarketReviewDistributorInterviewsRetailerSurveys&InterviewsCustomerSurveysInterviewsFocusGroupsProprietaryAnalysisRootCauseAnalysisClusteringAnalysisforCustomerSegmentationPriceExperienceCurveLoyaltyStrategyFrameworksMarketForecastModelProductLifecycleAnalysisBrandEquityFrameworksA&PEffectivenessAnalysisPricingvs.PerceivedValueAnalysisTools&TechniquesExtranetStrategyandImplementationPlan7ChinaStrategyofCorporateSales1.ProjectScoping2.OurApproach3.Q&AAgendaExtranetStrategyandImplementationPlan8ChinaStrategyofCorporateSalesSalesRequirementsChannelSwitchingServiceIntensiveAccountisprioritizedif:Accountsizing:OwnershipType:AccountPrioritizationMethodologyExtranetStrategyandImplementationPlan9ChinaStrategyofCorporateSalesMining/OilGovernmentProf.ServicesTransportationTV/MediaExplorationAerospaceEducationTelecomGov.TechServicesHighTechFinanceServiceSectorHeavyMFGConstructionRetail/DistributionHotelsAgricultureEnergy120%1008060200200400600MobileRatio(Handsets/1000Heads)GrowthRate(1996-2001E)200,000EstimatedTotalAnnualPurchases(2001)ExtranetStrategyandImplementationPlan10ChinaStrategyofCorporateSalesNewvs.ReplacementPurchasesCustomersophisticationriseswithincreasingreplacementpurchases01234FY94FY95FY96FY97FY98FY99Units(MM)CAGRFY97-FY99E37%90%15%PercentageNewHandsets:~95%77%68%55%ReplacementpurchasesNewpurchasesExtranetStrategyandImplementationPlan11ChinaStrategyofCorporateSalesLargeLargeLargeIndustrySegmentWhilethe~14,000“corporatechina”accountsarespreadacrossallindustrysegments,thelargestopportunitiesareconcentratedinfinance,education,retail/tradeandgovernmentPercentofTotalorganizationMegaMegaMegaMegaFinanceEducationgovernment2,00018001300Total=14,000organizationsMediumExtranetStrategyandImplementationPlan12ChinaStrategyofCorporateSales0%20%40%60%80%100%WillingtoPurchaseDirectFromManufacturerCur...
