1、Dec 7, 2007,ROADiBROM, Beijing,1,北京大学教授, Aubusson Trace Consulting, 前任总裁, Motorola研究院（中国） John C. Chiang, Ph.D. (姜家齐博士),Dr. Chiang has been a Visiting Professor of Department of Management of Technology, Peking University, School of Software and Microelectronics, since Feb of 2006. He is also a Part
2、ner of DragonBridge Capital, a US based merchant bank with China as the prime serving market. With offices in Beijing and Shanghai, DragonBridge Capital works with rapid growing and ambitious Chinese companies to compete successfully in the global market. Dr. Chiang was born in Beijing, raised in Ta
3、iwan, received his Ph.D. from The Johns Hopkins University in USA, in 1975. He received his EMBA from Georgia State University in USA, in 1989. After his academic career at universities in the US and Taiwan, Dr. Chiang joined Bell Laboratories in 1979, and later had held progressive technical and ma
4、nagerial positions at Racal-Milgo, Hayes, and GTE, all in the US. Dr. Chiang was Senior Vice President of Operations at KG Telecom and led the launch of the first private mobile services in Taiwan, during 1997-2000. Dr. Chiang joined Motorola China in 2000 in the infrastructure business unit, spearh
5、eaded the post-WTO strategy, and led its Applied Research Center receiving CMM 5 certification, the first in China. He, then, moving to Motorola China HQ, served as Vice President - Motorola Asia Pacific, Inc., and Senior Director of Strategy and Business Development. Since 2003, he assumed the role
6、 of Director of Motorola China R&D Institute, the largest R&D presence among multinationals in China, and in 2004, he assumed the role of the founding president of Motorola (China) Technologies, Limited. Dr. Chiang has decades of experience in management in high tech industries in US and in Greater
7、China. He had led several corporate wide efforts in international technical standards, regulatory and trade policies, since 1994. Dr. Chiang is a frequent speaker on technology management, venture investment, international business management, high performance enterprises, effective leaderships at u
8、niversities and industry forums. He serves as Vice Chair of China Association of Standards and is on the China Advisory Board of Institute of Electrical and Electronics Engineers. He also serves as board member of several other organizations and enterprises.,Dec 7, 2007,ROADiBROM, Beijing,2,Critical
9、 Challenges for Value Chains of Mobile Digital Convergence ROADiBROM, Beijing Dec 7, 2007,John C. Chiang 姜家齐 Peking University - School of Software & Microelectronics (Partially based on master degree thesis of Ms. Fiona Zhao/赵文霞),Dec 7, 2007,ROADiBROM, Beijing,3,Value Chain for Mobile Digital Conve
10、rsion,The Traditional Mobile Value Chain,Mainly in consumer/ender user applicationsMobile carrier based business practice is the key,Dec 7, 2007,ROADiBROM, Beijing,4,Value Chain Trend 1,Mobile operators with expanded roles to meet market demand,Advantages,Weaknesses,Rich potential clients and channe
11、l: China Mobile has 1 million enterprise customers High bargain power Monopoly,Learning curve for totally understand customer needs Coordination capability System integration and software development,Dec 7, 2007,ROADiBROM, Beijing,5,Note：China Mobile Applications on Enterprise Mobility,Source: ,Dec
12、7, 2007,ROADiBROM, Beijing,6,Value Chain Trend 2,Increased complexity in value chain Emerging new integrated service providers,New integrated service provider: set a platform integrate & several parts to a whole solution package. Make the SP, SI, terminal providers all enclosed in this package. From
13、 single linear chain to circle value chain,Possible earning sources: software royalty fee; revenue sharing fee,Dec 7, 2007,ROADiBROM, Beijing,7,Challenges for This Trend,WeaknessesGrow slowly, need a long time to develop New business models. Too many revenue sharing parties. Partnership model. Diffi
14、cult to set operational procedures. Potential high risk, if failure,Optimistic： Win-win between operators and integrators Win-win between integratorsand other providers,Pessimistic： Status quo Broken partnership Burned customers and failed business,Advantages Branding effect Better total customer ne
15、ed：Integrate related products Better operations support: working with operators, & other stakeholders.,Dec 7, 2007,ROADiBROM, Beijing,8,International Considerations,Who may be better candidates for this role? Government Policy for foreign players?Brand and capability at international level,Dec 7, 20
16、07,ROADiBROM, Beijing,9,Managing Value Chain - Fundamentals,Dec 7, 2007,ROADiBROM, Beijing,10,International Considerations,International recognition/brand? Time limit for delivering? Division of labors & project management in multinational settings? Operational logistics in multinational environment? Most important: Success stories and lessons learned in other parts of the world,Dec 7, 2007,ROADiBROM, Beijing,11,Thanks,
