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LEAPPresentedby:EricPelanderMay21,20022019/9/2DocumentTitle©CopyrightIBMCorporation,20022ContentsSubjectorcontextMajorideaorrecommendationBenefitsorvaluepropositionEvidenceandanalysisDetailedrecommendationsandactions2019/9/2DocumentTitle©CopyrightIBMCorporation,20023ThisEffortIsDesignedtoAssisttheXYZCompanytoidentifyWirelessMarketOpportunitiesDefinetheWirelessMarketplaceandItsEvolutionDescribeandSizeWirelessMarketsIdentifyXYZ’s-AddressableMarkets•Keymarketplayersanddynamics•IBM’sperspectiveonthekeystrategicissues•Near-termevolutionofthewirelessmarket•Applicationmarketsandsizes•Devicesmarketsandsizes•Infrastructuremarketsandsizes•Currentplayersineachmarketandrelativestrengthsandweaknesses•IdentifyanddescribeXYZ-addressablemarkets•EvaluatethesizeoftheimpactthatXYZcanmake•IdentifycriticalsuccessfactorsXYZ’sobjectiveistogaininsightintotheevolutionofthewirelessmarketinordertoidentifymarketopportunitiesforXYZIdentifyUn-AddressedOpportunitiesforXYZ•Marketcomposition•Keyplayers•Criticalsuccessfactors•EvaluateopportunitiesagainstXYZcapabilities,customers,channels,andtechnologiesSUMMARYCONCLUSIONSSubject-Context2019/9/2DocumentTitle©CopyrightIBMCorporation,20024InternetChannelsWillProvideIncrementalLeadsandRevenueIBMbelievesthereisasubstantialopportunityintheonlineleasingmarketXYZCompanyshouldtargetthefollowingcustomersegments:–ProfessionalServicesandManufacturing–IT,office,andmanufacturingcollateralclasses–Smallbusiness,smallticketmarketThesecustomersshouldbetargetedwithamulti-channelapproach:–Indirect–Aggregators–DirectThemajorchanneltothesecustomerswillbetheindirectone--throughInternetintermediariesthatgiveaccesstothecustomeratthepointoftransactionEachofthesechannelsappealtocustomerswithuniquebuyingbehaviorsCompetitorsaremovingintotheonlineleasingspace;XYZCompanyshouldmovequicklyMajorIdea-Recommendation2019/9/2DocumentTitle©CopyrightIBMCorporation,20025XYZCompanyShouldSimultaneouslyPursueThreeInternetChannelsThroughaVarietyofPartnershipsTargetPartnersChannelOfferingCompetitiveIntensityDirectTrafficdriversfortargetsegmentsEducationalcontentOnlineapplicationsAutomatedcreditdecisioningMedium;buildingamongstart-upfundingaggregators,traditionallessors,andbanksIndirectOnlineStorefrontsOnlineexchangesOFPsAutomatedcreditdecisioningEducationalcontentOnlineapplicationsMedium;aggregatorsandlessorsaremovingtowardspartneringwithonlinevendorsAggregatorAggregatorsthatallowcompetitivedifferentiationbeyondpriceLeasefundingandfulfillmentAutomatedcreditscoringLow,thoughVCispouringintothisspaceChannelsAreRankedbyRelativePriorityTargetSegmentRookieEstablishedSavvyEXECUTIVESUMMARYMajorIdea-Recommendation2019/9/2DocumentTitle©CopyrightIBMCorporation,20026TheIndirectChannelIstheHighestPriorityOurresearchintocustomerbehaviorssuggeststhatcustomersaremostlikelytoleaseatthepointofpurchaseEquipmentvendorswilldrivesignificantonlinetransactionvolumeThischannelallowsXYZCompanytoleverageitscorecompetencyofsourcingdealindirectly:–EarlyindicationssuggestthatonlineequipmentaggregatorsandvendorsrequireasmallerfeefordealreferralsthanofflineleasebrokersrequireAgrowingnumberofonlineequipmentvendorscurrentlyofferleasing:–BrandedandunbrandedstrategiesarebeingusedEXECUTIVESUMMARYWhiletheindirectchannelwilldrivethemostimmediaterevenueimpact,XYCCompanyshouldalsopursuethedirectandaggregatorchannelsinparallel.MajorIdea-Recommendation2019/9/2DocumentTitle©CopyrightIBMCorporation,20027BasedontheEstimatedVolume,OnlineRevenueandGrossIncomeGrowRapidlySource:Forrester,ELA,USCensus,IDC,XYZ,IBM$Millions$0$20$40$60$80$100$120$14020002001200220032004XYZOnlineGrossIncomeXYZOnlineRevenue$Millions$0$20$40$60$80$100$120$140$16020002001200220032004XYZOnlineGrossIncomeXYZOnlineRevenueEXECUTIVESUMMARYKeyAssumptions•XYZVolumerangesfrom$121MMto$202MMin2004•ChannelPartnerFee=3%•CostofMoney=6.5%•Averagerate=16.5%HighAdoptionLowAdoptionBenefits-ValueProposition2019/9/2DocumentTitle©CopyrightIBMCorporation,20028ThecabletripleplayofferingsignificantlyoverlapswithXYZ’scoreresidentialserviceofferingsCompetitiveThreatsCableWirelessSub.PortalsDescriptionofServiceDescriptionofThreatThecabletripleplayconsistsofthreebasicservices:−BroadcastTV−High-speeddata−CabletelephonyAncillaryservicesinclude:−Video-on-demand−Videoconferencing−HomesecurityCableprovidersalreadysellservicestoalargemajorityoftheU.S.population−ThecablefootprintcoversnearlytheentireU.S.homepopulation−Thetakerateforserviceisapproximately65%Cableprovidersarecurrentlydigitalizingtheirnetworksanddeployinghigh-speeddataserviceswhichcompetedirectlywithXYZ’shigh-growthDSLserviceCableprovidersarebeginningtodeploycabletelephonywhichwillcompetedirectlywithXYZ’scoreresidentialservice−CabletelephonywillbecomeincreasinglymoreofathreatinthenextcoupleofyearsastheDOCSISstandardforVoIPbecomesimplementedHFCcablemaintainsacompetitiveadvantageoverDSLintermsofbandwidthcapacitywhichallowsforadditionalserviceofferingsincludingvideo-on-demandandvideoconferencingCableproviderswillofferbroadandattractivel