, Motorola John C. Chiang, Ph.D. ()

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
Partner 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 Taiwan, 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 managerial 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, spearheaded 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 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 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 universities 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 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 Conversion

The Traditional Mobile Value Chain

•

Mainly in consumer/ender user applications

•

Mobile carrier based business practice is the key


Dec 7, 2007

ROADiBROM, Beijing

4

Value Chain Trend 1

Operators

SI’s


Platform
Providers


Terminal
Producers


Enterprises

Mobile operators with expanded roles to meet market demand

Advantages

Weaknesses


Rich potential clients and
channel: 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

ADC
（
䅰灬楣A瑩潮t䑡瑡⁃敮瑥r
）

MAS
（
Mo扩汥b䅧敮琠卥牶敲
）

Enterprise

SME

Major clients

Foundations

For those who has not OA, ERP,
MIS, mailing system

For those who equipped with OA,
ERP, MIS, mailing system


Solutions

Mobile mailbox
；

Wireless network
；

Mobile sales/logistics;

Mobile OA

Mobile mailbox
；

Mobile finance
；

Mobile Customer Service
；

Mobile OA;

Mobile ERP

Application Platform
provider

Microsoft

Partners, examples

Jobems

——

mobile sales/logistics
；

Aspire
-
tech

——
full network key applications, Blackberry
；

Umpay

——
bank application solutions
；

Leadtone
——
mobile mailbox

Source:
www.chinamobile.com.cn


Dec 7, 2007

ROADiBROM, Beijing

6

Value Chain Trend 2



Operat
ors

SP

SI

Integrat
ors


The

3
rd

Party

SW

developer
s

Enterpr
ises

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 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


Weaknesses



Grow slowly, need a long time to
develop


New business models. Too many
revenue sharing parties.


Partnership model. Difficult to set
operational procedures. Potential
high risk, if failure

Optimistic
：


Win
-
win between operators

and integrators


Win
-
win between integrators


and other providers

Pessimistic
：


Status quo


Broken partnership


Burned customers and

failed business


•

Advantages


Branding effect


Better total customer need
：
Integrate related products


Better operations support:
working with operators, &
other stakeholders.

Dec 7, 2007

ROADiBROM, Beijing

8

Compatibility



Enterprise solutions will have to
consider multinational enterprises


Enterprise solutions, with local
adaptations, with global
coordination



Service provisions, not too
different from the landline
experiences


Key Players


Global perspectives with local capabilities

International Considerations


Who may be better candidates
for this role?


Government Policy for foreign
players?



Brand and capability at
international level


Dec 7, 2007

ROADiBROM, Beijing

9


Knowing customer needs


Technical savvy


Operational excellence to ensure delivering the
promised services


Resources leveraging, reducing low value
development investment


Not too different from the hardware world

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