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Branding Marketing & sales

Branding Marketing & sales. Present by Johnson Tung Taiwan Country manager of Telstra Global. About Me. 1988~1992. 1992~1995. 1995~2000. 2003. 2000~2002. 2002-2003. 2003-2007. 2007-2012. 2013 till now. How Much You Know?. How Much You Know?. Brand & Trade Mark. 品牌與商標

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Branding Marketing & sales

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  1. BrandingMarketing & sales Present by Johnson Tung Taiwan Country manager of Telstra Global

  2. About Me 1988~1992 1992~1995 1995~2000 2003 2000~2002 2002-2003 2003-2007 2007-2012 2013 till now

  3. How Much You Know?

  4. How Much You Know?

  5. Brand & Trade Mark 品牌與商標 「品牌」不是「商標」。 「品牌」指的是產品或服務的象徵。而符號性的識別標記，指的是「商標」。品牌所涵蓋的領域，則必須包括商譽、產品、企業文化以及整體營運的管理。因此，brand 不是單薄的象徵，乃是一個企業總體競爭，或企業競爭力的總和。品牌不單包括「名稱」、「徽標」還擴及系列的平面視覺體系，甚至立體視覺體系。但一般常將其窄化為在人的意識中圍繞在產品或服務的系列意識與預期，成為一種抽象的形象標誌。甚至將品牌與特定商標劃上等號。人們從品牌的經驗因素上辨別一個品牌的心理因素。經驗因素通常由品牌的使用經驗構成，心理因素則由品牌的形象，即由與產品或服務相關聯的一切信息和預期所創建的符號性的標識。

  6. Marketing & Sales 行銷定義 美國市場營銷協會下的定義是：行銷是創造、溝通與傳送價值給顧客，及經營顧客關係以便讓組織與其利益關係人（stakeholder）受益的一種組織功能與程序。 菲利普·科特勒下的定義強調了營銷的價值導向：市場營銷是個人和集體通過創造產品和價值，並同別人進行交換，以獲得其所需所欲之物的一種社會和管理過程。 格隆羅斯給的定義強調了營銷的目的：營銷是在一種利益之上下，通過相互交換和承諾，建立、維持、鞏固與消費者及其他參與者的關係，實現各方的目的。 通俗地講，就是通過宣傳、推廣，進而促進產品或服務的銷售。

  7. Branding Industrial Brand Consumer Brand

  8. Globalization

  9. Red Ocean vs. Blue Ocean

  10. GAME CHANGE

  11. The Innovation 克里斯汀生根據創新的情境，把創新分為兩大類，一種是維持性創新（sustaining innovation），一種是破壞式創新（disruptive innovation）。

  12. The example of Disruptive innovation Wire v.s wireless Traditional camera v.s Digital Camera Walkman v.s iPod Video cassette / disk player / Flash memory / cloud PC v.s handheld device MSN v.s Android Japanese / Korea car v.s American car On Line v.s physical store Taiwan 7-11 store New material clothes, shoes… More….

  13. Why failed? Acer (Altos , Gatway, e-Machine, Packard bell and iGware) hTC( Beats graphic 3D…) BenQ(Siemens) Liteon IT (Philips BenQ …) Liteon Mobile (Perlos) Foxconn More

  14. Please SHARE with US

  15. The Global Telecommunication

  16. Telecom Changed our Life

  17. Telecom business model Wire Wireless

  18. Top 10 telecom company of the world China Mobile 213.8 B 88.8 B 20.5 B AT&T 200.1 B 127.3 B 7.3 B Verizon 137.3B 115.7B 0.9B Vodafone 135.7 B 74.4 B 11.1 B America Movil 70.7 B 60.2 B 7.1 B Telefonica 67.1 B 82.3 B 5.2 B Telstra 58.4 B 25.8 B 3.5 B NTT (Docomo) 58.2 B 127 B 5.6 B Deutsche Telekom 48.4 B 76.7 B ( 7 B ) SoftBank 47.2 B 38.7 B 3.8 B

  19. The Global Network

  20. The Global telecom business

  21. Challenge of Global telecom Supply > demand Regulation Over expansion Market competition The step of globalization Technology replacement Free communication

  22. The reaction for global telecom • Globalization • Value- Added Service Solution • Equipment (CPE) bundle sell • M&A to increase product portfolio • Consultancy selling • Partnership or Alliance • New technology migration • SOLD IT OUT

  23. Telstra Business Plan for Taiwan Market

  24. Index 1. Taiwan market outlook Page 3 2. Taiwan market competition Page 4 3. Taiwan market competition SWOT analysis Page 5 4. Addressable Strategy market for Telstra in Taiwan Page 6 5. Product Solutions to support business growth Page 7 6. 5 years Business plan Page 8 7. Operation Headcount Overview Page 9 8. Human Capital assessment – Sales & technical Page 10 9. Higher risk vs safety mode of investment Page 11 10. Conclusion Page 12

  25. Taiwan Market outlook TW A-end large MNC: US100K MRR or above Like Acer, Asus, Evergreen Marine, EVA air, CAL, Foxconn,hTC… Small Business Network spending 1~2K Long term strategy (3~5 yrs) MNC Strategy targeting A-end accounts (selling cycle: 1 to 2 yrs) Like D-Link, Trend, Synnex, WanHai Line, Quanta, Compal, Inventec, YangMing Line, Advantech, Liteon Group, SPi, KuanYang, SangYang Merry, ASE, TungYang, …at about 5K~8K accounts Media Business Network spending 5~50K Short term strategy (1~3 yrs) Solution cascaded sell Small Media Business Network spending 2~5K General A-end accounts (selling cycle: 3 months~1 yr) IP, VPN solution at about 12~15K accounts Small business – looking for emerging industry & potential client Like Apps, branded foods, Hospital, government • Network Spending definition: Fixed line network (VPN,IP,MPLS,IPLC…) • TW SMB (2011 report, Capital under US$280M /employee less than 200 people) at 1,280,000 accounts, 97.63% of total enterprise. • YoY growth rate 4.84% in 2011.

  26. Taiwan Market Competition (enterprise business) Focus on all A-end in country account connection+ solution sell. Package deliver (IPL, IP related, VPN Network, cloud, Last mile and tied with CPE for long term contact solution offer). Partner with different carrier to extend global coverage, like Tata, BT, SingTel… Focus on high value, solution , high margin, consultative, global MNC account sell. A-end biz is significant drop ping… OBS ATT Verizon Focus on large account, SI, solution added , large B/W sell. Aggressive price, flexible solution Cut-in approach with future up-selling as long term invest BT NTT Sing Tel Pac Net CHT Tata,Singtel… Number of PoPs (global coverage) Focus on medium size accounts that need China, cross country connection. Solution value-add sell in high C/P. Niche Player China Telecom HK DYX CPC Net Sparq/ATT TFN/BT ATPG Chief Revenue Global Region Local Carrier Carrier Carrier - This is only limited to direct enterprise sales ,partnership /alliance sales are exclusive (like Tata ,BT…)

  27. Taiwan Market Competition Analysis • Global carrier take valuable MNC acct. Where’s TW? • Why regional player in TW can gain better position? • Foot print in Taiwan for A or B end? • Product standardize or product limitation? • Short or long term investment? • Wait for Taiwan business model transforming. • Early comer might not be the winner, like global player • Patient for business growth and profit increase • Loose core business competence • Eager on ROI • Local business culture respect and local product • Time to market? Turn around time? • Business stability v.s variance change • Chinese lose in begin and win in future approach • Cost /performing employee in Taiwan for now • Account ownership v.s deal ownership • Maturity on Service solution / consultative sell? (Tip) • Business future insight. Not only B2B but also B2C • Finance balance pressure? • MNC account exercise

  28. Addressable strategy market in Taiwan Business Trend Bonus for Telstra: China market rather than mfging cross all China, factory relocate to middle of China from coast Manufacturing plant move to south Asia due to China cost increase ECFA benefit take from China trading benefit to FIS industry Branding globalization trend to prevent single market risk and higher margin take Regional needs rather than global before 2018. (ECFA report,2011) Manufacture: IT, tradition, high-tech, textile, shoes, tire, leading EMS (foxconn, Wistron…) Finance: Top FSI in TW (CTCB, Fubon, Megabank…) from ECFA ( China) benefit taker on global expansion Brand/Service: Foods (85 ℃), Service (Designed product ), Brand (Acer, BenQ, hTC,Asus….) Transportation: Marine(Evergreen, YangMing,WanHai), Airline (EVA, China Airline, Morrison), & large forwarder. Others: Emerging/ potential like Gaming (China cooperate-cloud), Food , Soft/light industry design (crystal/ ceramic article product)

  29. Product solution to support BIZ Growth Communication efficient / cost saving Multiple product for choices/cost driven Everywhere is data for access Trend/ convenient for comm. Case lead & control System standardize Network lead orders take, solution drives high profit gain Taiwan needs competitive network price + advance business solution to support customer biz growth and foot-print expansion around the world!

  30. Taiwan Business 5 years Forecast • We are setting the QBR TGT 6K MRC with rule 78 for revenue generation at 1st year. • The TGT will be increase every year but sales package need to be reviewed as well every year. • The previous year P/E and churn for 10% for 1st year and additional 5% increase for following yrs. • We are targeting revenue over US$10M (include Network+ Non Network) ..

  31. Taiwan Operation Headcount Overview • Definition of job title • - sales account manager can sell both network and non-network services includes, solution combination, cloud, VPN, mobility, CPE, UC&C, conferencing…all account business related issues. • - Solution Manager should cover solution design, review, sourcing, package as well network tear 1 trouble shoot cover both network and non-network. Involved the pre-sales and account maintain. • -Service manager should follow up all post sales, technical trouble shoot, service coordination and account post sales activities (up-sell). He or she should work closely with ROC for all after service support and customer faced issue. • - Administrator responsible all region office coordination, local office affairs, customer local invoice, financial support, AR, sales daily support, order processing and support… further to be assigned • - Local Manager response all business monitor, team built, government regulation deal, target setting/achieving and regional office coordination and communication. • - Outsourcing : we need outsource none-core business to 3rd party include legal, accounting finance, regulation coordination . (To be further identified) • - Operation usually own by region or global operation H.Q include node support, monitor, circuit supply, general support and local carrier relationship build (circuit cost negotiate and delivery management) and cost center should not bear from sales team.

  32. Human Capital assessment – Sales & technical • Guideline for Assessment: • Total sales related SG&A should less than 15% within first 5 yrs in average. • All staffs should in commission base to focus on account support, maintain and development. • Prevent to increase organization too big although over 300% YoY growth to reduce risk • Staff should enjoy the merit increase if quota achieved. Real award! • Office location can be considered in lower rental fee for non-A grade office (under policy) • Others benefit (group insurance& health check, meal, party, outing…) covered by SG&A

  33. . Higher risk vs safety mode of investment • Use best of local intelligent rather than global operation in the beginning • Recruit the right/experienced to reduce the investment cost for all above stuffs • The independent official operation can start after revenue over US3M • Transparent finance sharing to know the operation cost.

  34. Conclusion Act as regional provider, support in global, solution in local Local strategy solution partnership alliance (both Network and SI) Deal in account base, not individual deal base on growth account Minimum investment with maximum harvest Global standard (network related) v.s local flexibility (solution) on Taiwanese client Respect local culture and understand customer needs Small (less than 15) but beauty (QBR) sales team in Taiwan Operate Taiwan and involved to China in same business culture territory

  35. My Advise to You Be Brave to be Different Forever learning w/ Right Manner Endless improvement Working Hard & Smart (play hard) Trust You Can Thinking out of Box , Never ME TOO Never Give up Dream BIG but start for SMALL

  36. You TELL Me

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