Case2-PwC

ＰｒｉｃｗａｔｅｒｈｏｕｓｅＣｏｏｐｅｒｓ

ＣＡＳＥ ＤＩＳＣＵＳＳＩＯＮ

ＢＵＳＩＮＥＳＳ／ＳＴＲＡＴＥＧＹ

Ｉｎｔｅｒｖｉｅｗ　Ｃａｓｅ　Ｓｔｕｄｙ　＃２　

Ｔｅｌｅｋｅｎｅｓｉｓ　Ｉｎｃ．

ＰｒｉｃｅｗａｔｅｒｈｏｕｓｅＣｏｏｐｅｒｓ　ｈａｓ　ｒｅｃｅｎｔｌｙ　ｐｒｏｐｏｓｅｄ　ｏｎ，　ａｎｄ　ａｐｐｅａｒｓ　ｔｏ　ｈａｖｅ　ｗｏｎ，　ａ　ｍａｊｏｒ　ｅｎｇａｇｅｍｅｎｔ　ｔｏ　ｃｒｅａｔｅ　ａｎ　ｉｎｆｏｒｍａｔｉｏｎ　ｔｅｃｈｎｏｌｏｇｙ　ｓｔｒａｔｅｇｙ　ｆｏｒ　Ｔｅｌｅｋｅｎｅｓｉｓ． ＰｒｉｃｗａｔｅｒｈｏｕｓｅＣｏｏｐｅｒｓ　ｈａｓ　ｗｏｒｋｅｄ　ｆｏｒ　Ｔｅｌｅｋｅｎｅｓｉｓ　ｉｎ　ｔｈｅ　ｐａｓｔ，　ｂｕｔ　ｈａｓ　ｎｏｔ　ｄｏｎｅ　ａｎｙ　ｓｉｇｎｉｆｉｃａｎｔ　ｗｏｒｋ　ｆｏｒ　ｏｖｅｒ　ａ　ｙｅａｒ　ａｎｄ　ａ　ｈａｌｆ． Ｔｈｉｓ　ｉｓ　ＰｒｉｃｗａｔｅｒｈｏｕｓｅＣｏｏｐｅｒｓ＇　ｆｉｒｓｔ　ｓｕｂｓｔａｎｔｉａｌ　ｅｎｇａｇｅｍｅｎｔ　ｗｉｔｈ　ｔｈｅ　ｃｏｍｐａｎｙ．　

Ｃｏｍｐａｎｙ　Ｂａｃｋｇｒｏｕｎｄ

Ｔｅｌｅｋｅｎｅｓｉｓ　ｗａｓ　ｆｏｒｍｅｄ　ｉｎ　１９９２　ｂｙ　ｅｘｅｃｕｔｉｖｅｓ　ｆｒｏｍ　ｆｏｕｒ　ｆｏｒｍｅｒ　Ｒｅｇｉｏｎａｌ　Ｂｅｌｌ　Ｏｐｅｒａｔｉｎｇ　Ｃｏｍｐａｎｉｅｓ　（ＲＢＯＣｓ）　ａｎｄ　ｔｗｏ　ｐｒｉｎｃｉｐａｌｓ　ｉｎ　Ｓｉｌｉｃｏｎ　Ｖａｌｌｅｙ　ｔｅｃｈｎｏｌｏｇｙ　ｓｔａｒｔ－ｕｐｓ．　Ｏｎｅ　ｏｆ　ｔｈｅ　ｐｒｉｎｃｉｐａｌｓ　ｉｓ　ｆｒｏｍ　ａ　ｓｔａｒｔ－ｕｐ　ｃｏｍｐａｎｙ　ｔｈａｔ　ｐｉｏｎｅｅｒｅｄ　ａ　ｎｅｗ　ｋｉｎｄ　ｏｆ　ｗｉｒｅｌｅｓｓ　ｐｒｏｐａｇａｔｉｏｎ　ｔｅｃｈｎｏｌｏｇｙ．　

Ｔｅｌｅｋｅｎｅｓｉｓ　ｗａｓ　ｆｏｕｎｄｅｄ　ｏｎ　ｔｈｅ　ｐｒｉｎｃｉｐｌｅ　ｔｈａｔ　ｔｈｅ　ｃｕｒｒｅｎｔ　ｔｅｌｅｃｏｍｍｕｎｉｃａｔｉｏｎｓ ｉｎｄｕｓｔｒｙ　ｉｓ　ｐｏｐｕｌａｔｅｄ　ｗｉｔｈ　ｃｏｍｐａｎｉｅｓ　ｗｈｏ　ａｒｅ　ａｌｍｏｓｔ　ｃｏｎｇｅｎｉｔａｌｌｙ　ｉｎｃａｐａｂｌｅ　ｏｆ　ｏｐｔｉｍｉｚｉｎｇ　ｔｈｅｉｒ　ｆｏｒｍ　ｏｆ　ｏｒｇａｎｉｚａｔｉｏｎ　ａｎｄ　ｃｕｌｔｕｒｅ　ｔｏ　ｍｅｅｔ　ｔｈｅ　ｃｏｍｐｅｔｉｔｉｖｅ　ｃｈａｌｌｅｎｇｅｓ　ｏｆ　ｔｈｅ　１９９０ｓ． Ｔｈｅ　ｆｏｕｎｄｅｒｓ　ｂｅｌｉｅｖｅ　ｔｈａｔ　ｌｏｃａｌ　ｌｏｏｐ　ｔｅｃｈｎｏｌｏｇｙ，　ｗｈｉｃｈ　ｒｅｌｉｅｓ　ｏｎ　ｃｏｍｍｕｎｉｃａｔｉｏｎ　ｄｅｖｉｃｅｓ　ｗｈｉｃｈ　ａｒｅ　ｐｅｅｒｓ　ｉｎ　ａ　ｌａｒｇｅ　ｔｅｃｈｎｏｌｏｇｙ　ｃｏｍｍｕｎｉｔｙ，　ｗｈｅｒｅ　ｅｖｅｒｙ　ｄｅｖｉｃｅ　ｈａｓ　ａ　ｐｅｒｍａｎｅｎｔ　ａｎｄ　ｕｎｃｈａｎｇｅａｂｌｅ　ｉｄｅｎｔｉｆｉｃａｔｉｏｎ，　ｉｓ　ｔｈｅ　ｓｉｌｖｅｒ　ｂｕｌｌｅｔ　ｏｆ　ｔｈｅ　ｔｅｌｅｃｏｍｍｕｎｉｃａｔｉｏｎｓ　ｉｎｄｕｓｔｒｙ，　ａｎｄ　ｔｈａｔ　ｔｈｅ　ＲＢＯＣｓ　ａｒｅ　ｎｏｔ　ｒｅａｄｙ　ｏｒ　ｗｉｌｌｉｎｇ　ｔｏ　ｅｘｐｌｏｉｔ　ｉｔ． Ｌｏｃａｌ　ｌｏｏｐ　ｔｅｃｈｎｏｌｏｇｙ　（ＬＬＴ）　ｉｓ　ｃｏｎｓｉｄｅｒｅｄ　ｂｙ　ＲＢＯＣ　ｍａｎａｇｅｍｅｎｔ　ｔｏ　ｂｅ　ｒａｄｉｃａｌ，　ｕｎｐｒｏｖｅｎ　ａｎｄ　ｕｎｒｅｌｉａｂｌｅ．

Ｔｅｌｅｋｅｎｅｓｉｓ　Ｉｎｃ．　ｉｓ　ｍｏｄｅｓｔｌｙ　ｐｒｏｆｉｔａｂｌｅ，　ｗｉｔｈ　￥１３１，０００，０００ ｉｎ　ｓａｌｅｓ　ａｎｄ　ａｐｐｒｏｘｉｍａｔｅｌｙ　２００，０００　ｃｕｓｔｏｍｅｒｓ　ｓｐｒｅａｄ　ｏｕｔ　ｏｖｅｒ　ｆｏｕｒ　ａｄｊａｃｅｎｔ，　ｍｏｓｔｌｙ　ｒｕｒａｌ　ｇｅｏｇｒａｐｈｉｅｓ．　Ａｐｐｒｏｘｉｍａｔｅｌｙ　９０％　ｏｆ　ｉｔｓ　ｓａｌｅｓ　ｃｏｍｅ　ｆｒｏｍ　ｆｏｕｒ　ｓｍａｌｌ　ｌｏｃａｌ　ｔｅｌｅｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ．　Ｔｈｅ　ｃｏｍｐａｎｙ＇ｓ　ｓｔｒａｔｅｇｙ　ｉｓ　ｔｏ　ｕｓｅ　ｔｈｅ　ｏｐｅｒａｔｉｎｇ　ｅｘｐｅｒｉｅｎｃｅ　ａｎｄ　ｃｕｓｔｏｍｅｒ　ｐｏｓｉｔｉｏｎｉｎｇ　ｏｆ ｔｈｅ　ｆｏｕｒ　ｌｏｃａｌ　ｔｅｌｅｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ｔｏ　ｄｅｖｅｌｏｐ　ａｎｄ　ｉｍｐｌｅｍｅｎｔ　ｌｏｃａｌ　ｌｏｏｐ　ｗｉｒｅｌｅｓｓ　ｓｅｒｖｉｃｅ　ｏｒ　ＬＬＷＳ　（ｏｆｔｅｎ　ｐｒｏｎｏｕｎｃｅｄ　＂ｌａｗｓ＂）．　Ｔｈｅ　ｃｏｎｃｅｐｔ　ｂｅｈｉｎｄ　ｔｈｉｓ　ｓｅｒｖｉｃｅ　ｉｓ　ｂａｓｅｄ　ｏｎ　ｔｈｅ　ｆａｃｔ　ｔｈａｔ　ｔｈｅ　ｃｕｒｒｅｎｔ　ｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ｃｏｎｔｒｏｌ　ｗｉｒｉｎｇ　ｔｏ　ａｎｄ　ｆｒｏｍ　ａ　ｃｅｎｔｒａｌ　ｏｆｆｉｃｅ　ｆａｃｉｌｉｔｙ．　Ｔｈｉｓ　ｆａｃｉｌｉｔｙ　ｉｓ　ｉｎ　ｅｆｆｅｃｔ　ａ　ｂｉｇ　ｓｗｉｔｃｈｉｎｇ　ｂｏｘ．　Ｔｈｅ　ｃｅｎｔｒａｌ　ｏｆｆｉｃｅ　ａｃｔｓ　ｌｉｋｅ　ａ　ｂｉｇ　ｈｕｂ　ｗｉｔｈ　ｍａｎｙ　ｓｐｏｋｅｓ　ｒａｄｉａｔｉｎｇ　ｆｒｏｍ　ｉｔ．　ＬＬＷＳ　ｅｌｉｍｉｎａｔｅｓ　ｔｈｅ　ｃｅｎｔｒａｌ　ｏｆｆｉｃｅ　ａｎｄ　ｓｕｂｓｔｉｔｕｔｅｓ　ｓｉｍｐｌｅ，　ｕｎｏｂｔｒｕｓｉｖｅ，　ｐｒｅｍｉｓｅｓ　ｗｉｒｅｌｅｓｓ　ｒｅｌａｙ　ｅｑｕｉｐｍｅｎｔ． Ｔｈｅｒｅ　ｉｓ　ａｔ　ｌｅａｓｔ　ｏｎｅ　ｌｏｃａｌ　ｌｏｏｐ　ｓｅｒｖｅｒ　ｆａｃｉｌｉｔｙ　ｔｈａｔ　ｉｓ　ｓｏｍｅｗｈａｔ　ａｎａｌｏｇｏｕｓ　ｔｏ　ａ　ｃｅｎｔｒａｌ　ｏｆｆｉｃｅ　ｂｕｔ ｎｏｔ　ｎｅｅｄｅｄ　ｔｏ　ｍａｉｎｔａｉｎ　ｓｅｒｖｉｃｅ．　Ｔｈｅ　ｓｅｒｖｅｒ　ｆａｃｉｌｉｔｙ　ｉｓ　ｕｓｅｄ　ｔｏ　ｍｏｎｉｔｏｒ　ｑｕａｌｉｔｙ　ａｎｄ　ｐｒｏｖｉｄｅ　ａ　ｔｒａｐ　ｆｏｒ　ｂｉｌｌｉｎｇ．　Ｌｏｃａｌ　ｌｏｏｐ　ｗｉｒｅｌｅｓｓ　ｓｅｒｖｉｃｅｓ　ａｒｅ　ｆｕｌｌｙ　ｉｎｔｅｇｒａｔｅｄ．　Ｔｈｅｙ　ｉｎｃｌｕｄｅ　ｔｅｌｅｐｈｏｎｉｃ　ｃｏｍｍｕｎｉｃａｔｉｏｎ　ａｓ　ｗｅｌｌ　ａｓ　ｃｅｌｌｕｌａｒ，　ｐａｇｅｒ，　ｏｎ－ｄｅｍａｎｄ　ｖｉｄｅｏ，　ａｎｄ　＂ｈｉｇｈｗａｙ＂　ｓｅｒｖｉｃｅｓ．　Ｈｉｇｈｗａｙ　ｓｅｒｖｉｃｅｓ　ｐｅｒｍｉｔ　ｃｏｍｐａｎｉｅｓ　ｗｉｔｈｉｎ　ｔｈｅ　ｌｏｃａｌ　ｌｏｏｐ　ｔｏ　ｃｏｍｍ

ｕｎｉｃａｔｅ　ｗｉｔｈ　ｅａｃｈ　ｏｔｈｅｒ　ａｓ　ｉｆ　ｔｈｅｙ　ｗｅｒｅ　ｏｎ　ａ　ｌａｒｇｅ　ｕｎｉｖｅｒｓａｌ　ｌｏｃａｌ　ａｒｅａ　ｎｅｔｗｏｒｋ．　Ｃｏｍｐｕｔｅｒｓ　ｌｏｃａｔｅｄ　ｉｎ　ｂｏｔｈ　ｈｏｍｅ　ａｎｄ　ｏｆｆｉｃｅ　ａｒｅ　ｉｍｍｅｄｉａｔｅｌｙ　ｉｎｔｅｒｃｏｎｎｅｃｔｅｄ　ｂｙ　ｔｈｅ　ｌｏｃａｌ　ｌｏｏｐ．　Ｉｍｐｏｒｔａｎｔｌｙ，　ｔｈｅｒｅ　ａｒｅ　ｌｉｔｅｒａｌｌｙ　ｎｏ　ｗｉｒｅｓ　ｉｎｖｏｌｖｅｄ　ｉｎ　ａｎｙ　ｏｆ　ｔｈｅｓｅ　ｓｅｒｖｉｃｅｓ　（ｅｘｃｅｐｔ　ｏｆ　ｃｏｕｒｓｅ　ｆｏｒ　ｐｌｕｇｇｉｎｇ　ｉｎｔｏ　ｔｈｅ　ｗａｌｌ　ｔｏ　ｇｅｔ　ｅｌｅｃｔｒｉｃｉｔｙ）． Ｐｈｙｓｉｃａｌ　ｃｕｓｔｏｍｅｒ　ｈｏｏｋ－ｕｐｓ　ａｒｅ　ｎｏｎ－ｅｘｉｓｔｅｎｔ．　Ｃｕｓｔｏｍｅｒｓ　ａｒｅ　ｇｒａｎｔｅｄ　ａｃｃｅｓｓ，　ａｎｄ　ｓｅｒｖｉｃｅｓ　ａｎｄ　ｉｎｆｏｒｍａｔｉｏｎ　ａｒｅ　ｓｅｃｕｒｅｄ　ｔｈｒｏｕｇｈ　ｓｏｆｔｗａｒｅ　ｉｎｔｅｒｆａｃｅｓ　ｉｎ　ＬＬＷＳ　ｄｅｖｉｃｅｓ，　ｓｕｃｈ　ａｓ　ｔｅｌｅｖｉｓｉｏｎ　ｓｅｔｓ，　ｌａｐｔｏｐ　ｃｏｍｐｕｔｅｒｓ，　ｐａｇｅｒｓ，　ｅｔｃ． Ｔｅｌｅｋｅｎｅｓｉｓ　ｈａｓ　ａ　ｎｕｍｂｅｒ　ｏｆ　ａｒｒａｎｇｅｍｅｎｔｓ　ｗｉｔｈ　ｓｏｆｔｗａｒｅ　ａｎｄ　ｈａｒｄｗａｒｅ　ｖｅｎｄｏｒｓ　ｔｏ　ｃｒｅａｔｅ　ＬＬＷＳ　ｄｅｖｉｃｅｓ．

Ｕｎｄｅｒｓｔａｎｄａｂｌｙ，　ｔｈｅ　ｉｎｄｕｓｔｒｙ　ｄｉｓｃｏｕｎｔｓ　ＬＬＷＳ　ａｓ　ａｎｏｔｈｅｒ　＂ｈｉｇｈ　ｔｅｃｈ　Ｃａｌｉｆｏｒｎｉａ　ｆａｎｔａｓｙ．＂ Ｂｅｌｌ　Ｃｏｒｅ　ｅｎｇｉｎｅｅｒｓ，　ｗｈｉｌｅ　ａｃｋｎｏｗｌｅｄｇｉｎｇ　ｔｈｅ　ｆｕｔｕｒｅ　ｐｏｔｅｎｔｉａｌ　ｏｆ　ｌｏｃａｌ　ｌｏｏｐ　ｔｅｃｈｎｏｌｏｇｙ，　ｄｉｓｐｕｔｅ　Ｔｅｌｅｋｅｎｅｓｉｓ＇ｓ　ｃｌａｉｍｓ　ｔｈａｔ　ｔｈｅ　ｂａｎｄｗｉｄｔｈ　ａｎｄ　ｑｕａｌｉｔｙ　ｉｓ　ａｃｔｕａｌｌｙ　ｐｒｅｓｅｎｔ　ｉｎ　ｐｒｏｄｕｃｔｉｏｎ，　ｃｏｍｍｅｒｃｉａｌｌｙ　ａｖａｉｌａｂｌｅ　ｐｒｏｄｕｃｔｓ　ｔｏ　ｂｅ　ｉｎｓｔａｌｌｅｄ　ｉｎ　ｔｈｅ　ｒｅａｌ　ｗｏｒｌｄ．　

Ｔｅｌｅｋｅｎｅｓｉｓ＇　ｄｏｃｔｒｉｎｅ　ｉｓ　ｔｏ　ｃｏｍｐｌｅｔｅｌｙ　ｃｏｎｖｅｒｔ　ａｌｌ　２００，０００　ｃｕｒｒｅｎｔ　ｓｕｂｓｃｒｉｂｅｒｓ　ｏｆ　ｔｈｅ　ｆｏｕｒ　ｌｏｃａｌ　ｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ａｔ　ｏｎｃｅ，　ｗｉｔｈ　ｎｏ　ｐｈａｓｅ　ｉｎ． Ｅａｃｈ　ｏｆ　ｔｈｅ　ｆｏｕｒ　ｌｏｃａｌ　ｃｏｍｐａｎｉｅｓ　ｗｉｌｌ　ｂｅ　ｃｏｎｖｅｒｔｅｄ　ｓｅｐａｒａｔｅｌｙ．

Ｔｅｌｅｋｅｎｅｓｉｓ　ｂｏｕｇｈｔ　ｔｈｅ　ｆｏｕｒ　ｌｏｃａｌ　ｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ｉｎ　ｏｒｄｅｒ　ｔｏ　ｈａｖｅ　ｌａｒｇｅ　ｓｃａｌｅ　ｐｉｌｏｔ　ｓｉｔｅｓ　ｆｏｒ　ｌｏｃａｌ　ｌｏｏｐ　ｗｉｒｅｌｅｓｓ　ｓｅｒｖｉｃｅｓ． Ｔｅｌｅｋｅｎｅｓｉｓ＇　ｆｕｎｄａｍｅｎｔａｌ　ｂｕｓｉｎｅｓｓ　ｐｒｏｐｏｓｉｔｉｏｎ　ｉｓ　ｔｈａｔ　ｔｈｅ　ｃｈａｎｇｉｎｇ　ｒｅｇｕｌａｔｏｒｙ　ｌａｎｄｓｃａｐｅ　ｗｉｌｌ　ａｌｌｏｗ　ｉｔ　ｔｏ　ｃｏｍｐｅｔｅ　ｗｉｔｈ　ｌｏｃａｌ　Ｂｅｌｌ　ｔｅｌｅｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ，　ｐｒｏｖｉｄｉｎｇ　ａ　ｈｉｇｈｅｒ　ｐｅｒｆｏｒｍａｎｃｅ，　ｌｏｗｅｒ　ｃｏｓｔ　ａｌｔｅｒｎａｔｉｖｅ　ｔｏ　ｔｈｅ　ｅｘｉｓｔｉｎｇ　ｌｏｃａｌ　ｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ｆｏｒ　ｌｏｃａｌ　ａｎｄ　ｌｏｎｇ－ｄｉｓｔａｎｃｅ　ｔｅｌｅｐｈｏｎｅ　ｓｅｒｖｉｃｅ，　ｐａｇｉｎｇ，　ｃａｂｌｅ　ｔ．ｖ．，　ａｎｄ　ｃｅｌｌｕｌａｒ　ｐｈｏｎｅｓ．

Ｉｎｄｕｓｔｒｙ　Ｔｒｅｎｄｓ

Ｔｈｅ　ｅａｒｌｙ　１９８０ｓ　ｗｅｒｅ　ａ　ｔｉｍｅ　ｏｆ　ｔｕｒｍｏｉｌ　ｆｏｒ　ｔｈｅ　ｔｅｌｅｃｏｍｍｕｎｉｃａｔｉｏｎｓ　ｉｎｄｕｓｔｒｙ． Ｆｏｒ　ｔｈｅ　ｆｉｒｓｔ　ｔｉｍｅ　ｉｎ ｈｉｓｔｏｒｙ，　ＡＴ＆Ｔ　ｗａｓ　ｄｅｒｅｇｕｌａｔｅｄ　ａｎｄ　ｌｏｓｔ　ｉｔｓ　ｍｏｎｏｐｏｌｙ　ｓｔａｔｕｓ． Ｔｈｉｓ　ｍｅａｎｔ　ｃｏｍｐｅｔｉｔｉｏｎ　ｆｏｒ　ＡＴ＆Ｔ　ｗｈｅｒｅ　ｎｏｎｅ　ｈａｄ　ｅｘｉｓｔｅｄ　ｂｅｆｏｒｅ． Ｌｏｎｇ－ｄｉｓｔａｎｃｅ　ｗａｓ　ｔｈｅ　ａｒｅｎａ　ｏｆ　ｃｏｍｐｅｔｉｔｉｏｎ．　

＂Ｔｅｌｅｃｏｍｍｕｎｉｃａｔｉｏｎｓ＂　ｉｎｃｌｕｄｅｓ　ｍｕｃｈ　ｍｏｒｅ　ｔｈａｎ　ｓｉｍｐｌｙ　ｍａｋｉｎｇ　ａ　ｐｈｏｎｅ－ｃａｌｌ． Ｉｔ　ｅｎｃｏｍｐａｓｓｅｓ　ｃａｂｌｅ　ｔｅｌｅｖｉｓｉｏｎ　ｓｅｒｖｉｃｅ　ａｎｄ　ｎｅｔｗｏｒｋ　ｃｏｎｎｅｃｔｉｖｉｔｙ　ｗｈｉｃｈ　ｂｒｉｎｇｓ　ｉｎｔｅｒａｃｔｉｖｅ　ｔｅｌｅｖｉｓｉｏｎ，　ｓｈｏｐｐｉｎｇ　ｆｏｒｕｍｓ，　ｅｄｕｃａｔｉｏｎ　ａｎｄ　ｉｎｆｏｒｍａｔｉｏｎ　ｓｅｒｖｉｃｅｓ　ｉｎｔｏ　ｔｈｅ　ｈｏｍｅ． Ｔｈｅ　ｐｈｏｎｅ　ｌｉｎｅｓ　ｔｈａｔ　ｔｈｅ　ｔｅｌｅｃｏｍｍｕｎｉｃａｔｉｏｎｓ　ｃｏｍｐａｎｉｅｓ　ｃｏｎｔｒｏｌ　ｅｎａｂｌｅ　ｃｏｍｐｕｔｅｒｓ　ｔｏ　ｃｏｍｍｕｎｉｃａｔｅ　ｆｒｏｍ　ｒｅｍｏｔｅ　ｌｏｃａｔｉｏｎｓ，　ａｎｄ　ｃａｎ　ｇａｔｈｅｒ　ｉｎｆｏｒｍａｔｉｏｎ　ｆｒｏｍ　ｄａｔａｂａｓｅｓ　ａｎｄ　ｎｅｗｓ　ｓｅｒｖｉｃｅｓ　ａｒｏｕｎｄ　ｔｈｅ　ｗｏｒｌｄ　ｗｉｔｈｉｎ　ｓｅｃｏｎｄｓ．

Ｔｈｅ　ｐｏｓｓｉｂｉｌｉｔｉｅｓ　ｆｏｒ　ｐｒｏｆｉｔｓ　ｉｎ　ｔｈｉｓ　ａｒｅｎａ　ａｒｅ　ｐｒａｃｔｉｃａｌｌｙ　ｌｉｍｉｔｌｅｓｓ，　ａｎｄ　ｔｈｅ　ｓｐｈｅｒｅ　ｏｆ　ｃｏｍｐｅｔｉｔｉｏｎ　ｉｓ　ｅｘｐａｎｄｉｎｇ． Ｕｐ　ｔｏ　１９９４，　ｏｎｌｙ　ｌｏｎｇ－ｄｉｓｔａｎｃｅ　ｃａｒｒｉｅｒｓ　ｗｅｒｅ　ｉｎ　ｃｏｍｐｅｔｉｔｉｏｎ，　ｂｕｔ　ｌｏｃａｌ　ｃａｌｌｉｎｇ　ａｒｅａｓ　ａｒｅ　ｇｏｉｎｇ　ｔｏ　ｂｅ　ｏｐｅｎｅｄ　ｕｐ　ｆｏｒ　ｃｏｍｐｅｔｉｔｉｏｎ　ｉｎ　ｔｈｅ　ｌａｔｅ　１９９０ｓ．

Ｔｅｌｅｋｅｎｅｓｉｓ　Ｏｒｇａｎｉｚａｔｉｏｎ

　Ｔｈｅｒｅ　ａｒｅ　ｃｕｒｒｅｎｔｌｙ　ｔｈｒｅｅ　ｂｕｓｉｎｅｓｓ　ｕｎｉｔｓ：　１）　ｒｅｓｉｄｅｎｔｉａｌ，　ｗｈｉｃｈ　ｉｓ　ｄｉｖｉｄｅｄ　ｉｎｔｏ　ｔｈｅ　＂ｐｌａｉｎ　ｖａｎｉｌｌａ＂　ｃｕｓｔｏｍｅｒｓ　ｔｈａｔ　ｈａｖｅ　ｏｎｌｙ　ｏｎｅ　ｐｈｏｎｅ　ｌｉｎｅ　ｉｎｔｏ　ｔ

ｈｅ　ｈｏｕｓｅ　ａｎｄ　ｎｏ　ａｄｄ－ｏｎｓ　ｓｕｃｈ　ａｓ　ｃｅｌｌｕｌａｒ　ｐｈｏｎｅｓ，　ｐａｇｅｒｓ，　ａｄｄｉｔｉｏｎａｌ　ｌｉｎｅｓ，　ｅｔｃ．　ａｎｄ　２）　ｒｅｓｉｄｅｎｔｉａｌ　ｃｕｓｔｏｍｅｒｓ　ｗｈｏ　ｈａｖｅ　ａｄｄ－ｏｎ　ｓｅｒｖｉｃｅｓ　ａｎｄ　ａｒｅ　ｇｏｏｄ　ｃａｎｄｉｄａｔｅｓ　ｆｏｒ　ｔａｋｉｎｇ　ａｄｖａｎｔａｇｅ　ｏｆ　ｔｈｅ　ｎｅｗ　ｔｅｃｈｎｏｌｏｇｙ；　ａｎｄ　３）　ｓｍａｌｌ　ｂｕｓｉｎｅｓｓ． Ｅａｃｈ　ｏｆ　Ｔｅｌｅｋｅｎｅｓｉｓ＇ｓ　ｂｕｓｉｎｅｓｓ　ｕｎｉｔｓ　ｈａｓ　ａ　Ｐｒｅｓｉｄｅｎｔ　ｗｈｏ ｒｅｐｏｒｔｓ　ｔｏ　ｔｈｅ　ＣＥＯ． Ｉｎ　ａｄｄｉｔｉｏｎ，　Ｒ＆Ｄ　ａｎｄ　Ｔｅｃｈｎｏｌｏｇｙ　Ａｓｓｕｒａｎｃｅ，　ｅｓｓｅｎｔｉａｌｌｙ　ａ　ｑｕａｌｉｔｙ　ｍａｎａｇｅｍｅｎｔ　ｐｒｏｇｒａｍ，　ａｌｓｏ　ｒｅｐｏｒｔ　ｄｉｒｅｃｔｌｙ　ｔｏ　ｔｈｅ　ＣＥＯ．　Ｔｅｌｅｋｅｎｅｓｉｓ　ｉｓ　ｔｉｇｈｔｌｙ　ｃｏｎｔｒｏｌｌｅｄ　ｂｙ　ｔｈｅ　ｐｒｉｎｃｉｐａｌｓ　ｗｈｏ　ｆｏｕｎｄｅｄ　ｔｈｅ　ｃｏｍｐａｎｙ　ａｎｄ　ａｌｌ　ｔｈｅ　ｓｅｎｉｏｒ　ｐｏｓｉｔｉｏｎｓ　ｊｕｓｔ　ｄｅｓｃｒｉｂｅｄ　ａｒｅ　ｈｅｌｄ　ｂｙ　ｔｈｅ　ｆｏｕｎｄｅｒｓ．　

Ｔｈｅｒｅ　ａｒｅ　ｒｅａｌｌｙ　ｎｏ　Ｃｏｒｐｏｒａｔｅ　ｆｕｎｃｔｉｏｎａｌ　ａｒｅａｓ　ｓｕｃｈ　ａｓ　Ｆｉｎａｎｃｅ，　Ｐｕｒｃｈａｓｉｎｇ，　Ｄｉｓｔｒｉｂｕｔｉｏｎ，　ａｎｄ　Ｈｕｍａｎ　Ｒｅｓｏｕｒｃｅｓ．　Ｔｈｅｓｅ　ｆｕｎｃｔｉｏｎｓ　ｅｘｉｓｔ ｉｎ　ｔｈｅ　ｏｒｉｇｉｎａｌ　ｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ａｓ　ｔｈｅｙ　ｄｉｄ ｂｅｆｏｒｅ　ｔｈｅ　ｃｏｍｐａｎｉｅｓ　ｗｅｒｅ　ａｃｑｕｉｒｅｄ． Ａｎ　ｏｕｔｓｉｄｅｒ　ｗｉｔｈ　ｔｈｅ　ｔｉｔｌｅ　ｏｆ　Ｃｈｉｅｆ　Ｆｉｎａｎｃｉａｌ　Ｏｆｆｉｃｅｒ　ｒｕｎｓ　ｔｈｅ　Ｃｏｒｐｏｒａｔｅ　ｆｕｎｃｔｉｏｎａｌ　ａｒｅａ．　Ｓｈｅ　ｈａｄ　ａ　ｂｒｉｅｆ　ｔｅｎｕｒｅ　ａｓ　ｔｈｅ　ＣＦＯ　ｏｆ　ａｎ　ＲＢＯＣ． Ｔｈｅ　Ｔｅｃｈｎｏｌｏｇｙ　Ａｓｓｕｒａｎｃｅ　Ｇｒｏｕｐ　ｈｅｌｐｓ　ｓｕｐｐｏｒｔ　ｔｈｅ　ｅｘｉｓｔｉｎｇ　ｃｏｍｍｕｎｉｃａｔｉｏｎｓ　ａｎｄ　ｎｅｔｗｏｒｋｉｎｇ　ｉｎｆｒａｓｔｒｕｃｔｕｒｅ．

Ｔｅｌｅｋｅｎｅｓｉｓ　Ｃｕｒｒｅｎｔ　Ｓｉｔｕａｔｉｏｎ

ＰｒｉｃｅｗａｔｅｒｈｏｕｓｅＣｏｏｐｅｒｓ　ｗａｓ　ｒｅｔａｉｎｅｄ　ｂｅｃａｕｓｅ　ｏｆ　ｔｈｅｉｒ　ｋｎｏｗｌｅｄｇｅ　ｏｆ　ｔｈｅ　ＲＢＯＣｓ　ａｎｄ　ａｎ　ａｕｄｉｔ　ｒｅｌａｔｉｏｎｓｈｉｐ　ｗｉｔｈ　ｔｈｅ　ｆｏｕｒ　ｌｏｃａｌ　ｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ． Ｔｈｅｙ　ｗｅｒｅ　ｒｅｔａｉｎｅｄ　ｂｙ　Ｔｅｌｅｋｅｎｅｓｉｓ　ｆｏｒ　ｓｐｅｃｉａｌ　ｓｔａｒｔ－ｕｐ　ｓｅｒｖｉｃｅｓ，　ｌｅｇａｌ　ａｎｄ　ｒｅｇｕｌａｔｏｒｙ　ｃｏｕｎｓｅｌ　ａｎｄ　ａｓｓｉｓｔａｎｃｅ　ｉｎ　ｄｅａｌｉｎｇ　ｗｉｔｈ　ｏｂｔａｉｎｉｎｇ　ａｄｄｉｔｉｏｎａｌ　ｖｅｎｔｕｒｅ　ｃａｐｉｔａｌ　ｆｉｎａｎｃｉｎｇ． Ｂｅｃａｕｓｅ　ｏｆ　ｔｈｅ　ｔｅｃｈｎｏｌｏｇｙ　ｎａｔｕｒｅ　ｏｆ　Ｔｅｌｅｋｅｎｅｓｉｓ，　ｔｈｅ　ＰｒｉｃｗａｔｅｒｈｏｕｓｅＣｏｏｐｅｒｓ　Ｆｉｎａｎｃｉａｌ　Ａｄｖｉｓｏｒｙ　Ｓｅｒｖｉｃｅｓ　ｐａｒｔｎｅｒ　ｃｏｎｔａｃｔｅｄ　ＩＴ　Ｓｔｒａｔｅｇｉｃ　Ｓｅｒｖｉｃｅｓ．　Ｔｈｅ　Ｆｉｒｍ　ｈａｓ　ｎｏｗ　ｂｅｅｎ　ａｓｋｅｄ　ｔｏ　ｄｅａｌ　ｗｉｔｈ　ｔｈｅ　ｏｐｅｒａｔｉｏｎａｌ　ｄｉｍｅｎｓｉｏｎｓ　ｏｆ　Ｔｅｌｅｋｅｎｅｓｉｓ　ａｓ　ｉｔ　ｃｏｍｍｅｎｃｅｓ　ｄｅｔａｉｌｅｄ　ｔａｃｔｉｃａｌ　ｐｌａｎｎｉｎｇ　ｆｏｒ　ＬＬＷＳ　ａｃｔｉｖａｔｉｏｎ． Ａｎｏｔｈｅｒ　ｍａｎａｇｅｍｅｎｔ　ｃｏｎｓｕｌｔｉｎｇ　ｆｉｒｍ　ｉｓ　ｐｒｏｖｉｄｉｎｇ　ｓｏｍｅ　ｂｕｓｉｎｅｓｓ　ｓｔｒａｔｅｇｙ　ｃｏｎｓｕｌｔｉｎｇ　ｔｏ　Ｔｅｌｅｋｅｎｅｓｉｓ．

ＰｒｉｃｅｗａｔｅｒｈｏｕｓｅＣｏｏｐｅｒｓ　ｈａｓ　ｂｅｅｎ　ａｓｋｅｄ ｔｏ　ｐｒｏｐｏｓｅ　ｏｎ　ｔｈｒｅｅ　ｍａｊｏｒ　ｓｔａｇｅｓ　ｏｆ　ｗｏｒｋ：　１）　ｐｒｏｃｅｓｓ　ｖｉｓｉｏｎ； ２）　ｔａｃｔｉｃａｌ　ｄｏｃｔｒｉｎｅ；　３）　ｉｎｆｒａｓｔｒｕｃｔｕｒｅ　ａｎｄ　ｖａｌｕｅ． Ｔｈｅｓｅ　ａｒｅ　ｍｅａｎｔ　ｔｏ　ｇｉｖｅ　Ｔｅｌｅｋｅｎｅｓｉｓ　＂ｐｒｏｃｅｓｓ　ｅｆｆｉｃａｃｙ．＂ Ｔｈｉｓ　ｉｓ　ｔｈｅｉｒ　ｌａｎｇｕａｇｅ．

Ｔｈｅ　ｃｕｒｒｅｎｔ　ｃｏｍｐａｎｙ　ｉｓ，　ｉｎ　ｅｆｆｅｃｔ，　ｔｈｅ　ｃｏｍｂｉｎａｔｉｏｎ　ｏｆ　ｔｈｅ　ｆｏｕｒ　ｓｍａｌｌ　ｓｏｕｔｈｅｒｎ　ｔｅｌｅｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ｔｈａｔ　ｗｅｒｅ　ａｃｑｕｉｒｅｄ　ａｎｄ　ａｒｅ　ｎｏｗ　ｏｐｅｒａｔｅｄ　ｂｙ　Ｔｅｌｅｋｅｎｅｓｉｓ．　Ｈｏｗｅｖｅｒ，　ｅｘｃｅｐｔ　ｆｏｒ　ｔｏｐ　ｍａｎａｇｅｍｅｎｔ，　ｔｈｅ　ｖａｓｔ　ｍａｊｏｒｉｔｙ　ｏｆ　ｅｍｐｌｏｙｅｅｓ　ｏｆ　ｔｈｅ　ｔｅｌｅｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ｗｅｒｅ　ｒｅｔａｉｎｅｄ，　ａｓ　ｗｅｒｅ　ｔｈｅ　ａｄｍｉｎｉｓｔｒａｔｉｖｅ　ａｎｄ　ｏｐｅｒａｔｉｏｎａｌ　ｓｕｐｐｏｒｔ　ｓｙｓｔｅｍｓ． Ｓｏｍｅ　ｏｆ　ｔｈｏｓｅ　ｅｍｐｌｏｙｅｅｓ　ａｒｅ　ｖｅｒｙ　ｅｘｃｉｔｅｄ　ｔｏ　ｂｅ　ａｂｌｅ　ｔｏ　ｐａｒｔｉｃｉｐａｔｅ　ｉｎ　ｔｈｉｓ　ｏｐｐｏｒｔｕｎｉｔｙ，　ｂｕｔ　ａ　ｌｏｔ　ｏｆ　ｔｈｅ　ｏｌｄ　ｔｉｍｅｒｓ　ａｒｅ　ｄｕｂｉｏｕｓ　ａｎｄ　ａｐｐｒｅｈｅｎｓｉｖｅ．

Ａｌｌ　ｔｅｌｅｐｈｏｎｅ　ｃｏｍｐａｎｙ　ｐｒｏｃｅｓｓｅｓ　ａｎｄ　ｆｕｎｃｔｉｏｎｓ　ａｒｅ　ｅｓｓｅｎｔｉａｌｌｙ　ｔｈｅ　ｓａｍｅ　ａｓ　ｂｅｆｏｒｅ　ｔｈｅ　ａｃｑｕｉｓｉｔｉｏｎ　ｂｙ　Ｔｅｌｅｋｅｎｅｓｉｓ． Ｔｅｌｅｋｅｎｅｓｉｓ　ｃｏｎｃｅｎｔｒａｔｅｄ　ｏｎ　ｅｓｔａｂｌｉｓｈｉｎｇ　ａ　ｓｉｍｐｌｅ，　＂ｎｏ　ｆｒｉｌｌｓ＂　ｓｙｓｔｅｍ　ｆｏｒ　ｃｏｌｌｅｃｔｉｎｇ　ｆｉｎａｎｃｉａｌ　ａｎｄ　ｏｐｅｒａｔｉｎｇ　ｉｎｆｏｒｍａｔｉｏｎ　ｏｎ　ｔｈｅ　ｔｅｌｅｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ｂｕｔ　ｄｉｄ　ｖｉｒｔｕａｌｌｙ　ｎｏｔｈｉｎｇ　ｔｏ　ｃｈａｎｇｅ　ｔｈｅ　ａｃｔｕａｌ　ｏｐｅｒａｔｉｏｎｓ　ｏｆ　ｔｈｅ　ｃｏｍｐａｎｉｅｓ．

Ｍａｒｌｅｙ　ａｎｄ　Ｃｒａｔｃｈｅｔ　（ｔｈｅ　ｔｗｏ　ｓｉｌｉｃｏｎ　ｖａｌｌｅｙ　ｅｎｔｒｅｐｒｅｎｅｕｒｓ）　ｅｘｐｅｃｔ　ｔｈａｔ　ｔｈｅ　ｃｏｎｓｕｌｔａｎｔ　ｓｅｌｅｃｔｅｄ　ｗｉｌｌ　ｂｅ　ａｂｌｅ　ｔｏ　ｂｒｉｎｇ　ｆｒｅｓｈ　ｃｒｅａｔｉｖｅ　ｉｄｅａｓ　ｔｏ　ｔｈｅ　ｐｒ

ｏｃｅｓｓ　ｏｆ　ｗｈａｔ　ｔｈｅｙ　ｔｅｒｍ　ｉｓ　＂．．．ｃｒｅａｔｉｎｇ　ａ　２１ｓｔ　Ｃｅｎｔｕｒｙ　ｃｏｍｐａｎｙ　ｆｏｒ　ａ　２１ｓｔ　Ｃｅｎｔｕｒｙ　ｂｕｓｉｎｅｓｓ．＂　Ｉｎｃｌｕｄｅｄ　ｉｎ　ｔｈｅｉｒ　ｄｅｆｉｎｉｔｉｏｎ　ｏｆ　ｐｒｏｃｅｓｓ　ｅｆｆｉｃａｃｙ　ｉｓ　ｔｈｅ　ｎｏｔｉｏｎ　ｏｆ　＂ｅｎｔｅｒｐｒｉｓｅ　ｅｘｔｅｎｓｉｂｉｌｉｔｙ，＂　ｏｒ　ｐｕｔ　ｍｏｒｅ　ｓｉｍｐｌｙ　ｐｕｔ　ｔｈｅ　ｃａｐａｂｉｌｉｔｙ　ｔｏ　ｓｅａｍｌｅｓｓ　ｔｅａｍ　ｗｉｔｈ　ｅｘｔｅｒｎａｌ　ｓｕｐｐｌｉｅｒｓ　ｉｎ　ａ　ｖａｒｉｅｔｙ　ｏｆ　ｖａｌｕｅ－ａｄｄｉｎｇ，　ｉｎｔｅｇｒａｔｉｖｅ　ｒｅｌａｔｉｏｎｓｈｉｐｓ　ｔｈａｔ　ｃａｎ　ｂｅ　ｅｐｉｓｏｄｉｃ　ｏｒ　ｐｅｒｓｉｓｔｅｎｔ．　Ｐａｒｔｉｃｕｌａｒｌｙ　ｉｍｐｏｒｔａｎｔ　ｉｓ　ｔｈｅ　ａｓｐｅｃｔ　ｏｆ　Ｔｅｌｅｋｅｎｅｓｉｓ　ｓｔｒａｔｅｇｙ　ｉｎ　ｗｈｉｃｈ　ｖｅｎｄｏｒｓ　ｗｉｌｌ　ｐｒｏｖｉｄｅ　ＬＬＷＳ　ｃｏｍｐａｔｉｂｌｅ　ｄｅｖｉｃｅｓ　ｔｏ　ｃｕｓｔｏｍｅｒｓ　ｗｈｏ　ｗｉｌｌ　ｐａｙ　ａ　ｏｎｅ－ｔｉｍｅ　￥１５　ｆｅｅ　ｆｏｒ　ｔｈｅ　ｅｑｕｉｐｍｅｎｔ．

Ａｌｌ　ｆｏｕｒ　Ｔｅｌｅｋｅｎｅｓｉｓ　ｅｘｅｃｕｔｉｖｅｓ　ｅｘｐｅｃｔ　ｔｈａｔ　ｔｈｅ　ｐｒｏｃｅｓｓ　ｅｆｆｉｃａｃｙ　ｉｎｉｔｉａｔｉｖｅｓ　ｗｉｌｌ　ｉｎｃｌｕｄｅ　ｉｎｆｏｒｍａｔｉｏｎ　ｓｙｓｔｅｍｓ　ａｎｄ　ｔｅｃｈｎｏｌｏｇｙ　ｓｔｒａｔｅｇｙ　ａｎｄ　ｐｌａｎｎｉｎｇ．　Ｔｈｅｙ　ｗａｎｔ　ｔｈｅ　ｃｏｎｓｕｌｔａｎｔ　ｔｏ　ｐｒｏｖｉｄｅ　ａ　ｇｕａｒａｎｔｅｅｄ　＂ｏｐｅｒａｔｉｏｎａｌ　ｐｒｏｆｉｌｅ＂　ｔｈａｔ　ｓｔａｔｅｓ　ｔｈａｔ　ｔｈｅ　ｒｅｃｏｍｍｅｎｄｅｄ　ｃｏｎｆｉｇｕｒａｔｉｏｎ　ｏｆ　ｈａｒｄｗａｒｅ　ａｎｄ　ｓｏｆｔｗａｒｅ，　ｃｏｓｔｉｎｇ　￥ｘｘ　ａｎｄ　ｏｐｅｒａｔｉｏｎａｌ　ｂｙ　１９ｙｙ　ｗｉｌｌ　ｂｅ　ａｂｌｅ　ｔｏ　ｓｕｐｐｏｒｔ　ｔｈｅ　ｌｏｃａｌ　ｌｏｏｐ　ｗｉｒｅｌｅｓｓ　ｓｅｒｖｉｃｅ　ｂｕｓｉｎｅｓｓ．

Ｔｈｅｒｅ　ａｒｅ　ｆｏｕｒ　ｄｉｓｔｉｎｃｔ　ｆｌａｖｏｕｒｓ　ｏｆ　ｌｅｇａｃｙ　ｓｙｓｔｅｍｓ　ａｃｒｏｓｓ　ｔｈｅ　ｆｏｕｒ　ｃｏｍｐａｎｉｅｓ． Ｈａｒｄｗａｒｅ　ａｎｄ　ｓｏｆｔｗａｒｅ　ｉｓ　ｄｉｆｆｅｒｅｎｔ，　ｗｉｔｈ　ｔｈｒｅｅ　ｏｆ　ｔｈｅ　ｃｏｍｐａｎｉｅｓ　ｈａｖｉｎｇ　ａｎ　ＩＢＭ　ｍａｉｎｆｒａｍｅ　ｉｎ　ａｄｄｉｔｉｏｎ　ｔｏ　ｏｔｈｅｒ　ｃｏｍｐｕｔｅｒｓ． Ｔｅｌｅｋｅｎｅｓｉｓ　ｉｎｓｔａｌｌｅｄ　ＩＭＲＳ　ｏｎ　ａ　ｈｉｇｈ　ｅｎｄ　ｘ４８６　ｃｏｍｐｕｔｅｒ　ｔｏ　ｐｒｏｖｉｄｅ　ｆｉｎａｎｃｉａｌ　ｃｏｎｓｏｌｉｄａｔｉｏｎ　ａｎｄ　ｒｅｐｏｒｔｉｎｇ　ｏｆ　ｔｈｅ　ｆｏｕｒ　ｃｏｍｐａｎｉｅｓ．　Ｓｐｒｅａｄｓｈｅｅｔ　ｄｉｓｋｓ　ｐｒｅｐａｒｅｄ　ａｔ　ｍｏｎｔｈ　ｅｎｄ　ａｒｅ　ＦｅｄＥｘｅｄ　ｔｏ　Ｔｅｌｅｋｅｎｅｓｉｓ　ｈｏｍｅ　ｏｆｆｉｃｅ　ｉｎ　Ｂｅｒｎａｒｄｓｖｉｌｌｅ，　Ｎｅｗ　Ｊｅｒｓｅｙ　ａｎｄ　ｌｏａｄｅｄ　ｉｎｔｏ　ＩＭＲＳ．　

Ｑｕｅｓｔｉｏｎｓ

Ｄｏ　ｙｏｕ　ｂｅｌｉｅｖｅ　ｙｏｕ　ｈａｖｅ　ｅｎｏｕｇｈ　ｉｎｆｏｒｍａｔｉｏｎ　ｔｏ　ｄｅｖｅｌｏｐ　ａｎ　Ｂｕｓｉｎｅｓｓ／ＩＴ　ｓｔｒａｔｅｇｙ　ｆｏｒ　ｔｈｉｓ　ｃｌｉｅｎｔ？ Ｉｆ　ｎｏ，　ｗｈａｔ　ａｄｄｉｔｉｏｎａｌ　ｉｎｆｏｒｍａｔｉｏｎ　ｗｏｕｌｄ　ｙｏｕ　ｒｅｑｕｉｒｅ？

Ｗｈａｔ　ｓｋｉｌｌｓ　ｗｏｕｌｄ　ｔｈｅ　ｃｏｎｓｕｌｔｉｎｇ　ｔｅａｍ　ｎｅｅｄ　ｔｏ　ｓｕｃｃｅｓｓｆｕｌｌｙ　ｃｏｍｐｌｅｔｅ　ｔｈｉｓ　ｅｎｇａｇｅｍｅｎｔ？

Ｈｏｗ　ｗｏｕｌｄ　ｙｏｕ　ｓｔｒｕｃｔｕｒｅ　ｔｈｅ　ｗｏｒｋ　ｆｏｒ　ｔｈｉｓ　ｅｎｇａｇｅｍｅｎｔ？

Ｗｈａｔ　ａｒｅ　ｔｈｅ　ｒｉｓｋｓ　ｔｈａｔ　Ｔｅｌｅｋｅｎｅｓｉｓ　ｆａｃｅｓ？

Ｓｈｏｕｌｄ　ＰｗＣ　ｇｕａｒａｎｔｅｅ　ａｎ　＂ｏｐｅｒａｔｉｏｎａｌ　ｐｒｏｆｉｌｅ＂？ Ｉｆ　ｓｏ，　ｓｈｏｕｌｄ　ｔｈｅｒｅ　ｂｅ　ａｎｙ　ｃａｖｅａｔｓ　ｉｎｃｌｕｄｅｄ　ｉｎ　ｔｈｅ　ｇｕａｒａｎｔｅｅ？

Ｗｈａｔ　ｔｙｐｅｓ　ｏｆ　ｂｕｓｉｎｅｓｓ　ｐｒｏｃｅｓｓｅｓ　ｗｉｌｌ　ｂｅ　ｎｅｅｄｅｄ？

Ｈｏｗ　ｗｏｕｌｄ　ｙｏｕ　ｉｎｔｅｇｒａｔｅ　ｔｈｅ　ｐｒｏｃｅｓｓｅｓ　ｏｆ　ｔｈｅ　ｆｏｕｒ　ｅｘｉｓｔｉｎｇ　ｌｏｃａｌ　ｐｈｏｎｅ　ｃｏｍｐａｎｉｅｓ　ａｎｄ　Ｔｅｌｅｋｅｎｅｓｉｓ？

Ｗｈａｔ　ｋｉｎｄｓ　ｏｆ　ｉｎｆｏｒｍａｔｉｏｎ　ｓｙｓｔｅｍｓ　ｗｉｌｌ　ｔｈｅ　ｃｏｍｐａｎｙ　ｒｅｑｕｉｒｅ？

Ｗｈｅｒｅ　ｃａｎ　ＰｗＣ　ａｄｄ　ｔｈｅ　ｍｏｓｔ　ｖａｌｕｅ　ｉｎ　ｔｈｅ　ｅｎｇａｇｅｍｅｎｔ？ （ｉ．ｅ．，　ｏｆ　ａｌｌ　ｔｈｅ　ｉｔｅｍｓ　ｔｈａｔ　Ｔｅｌｅｋｅｎｅｓｉｓ　ｒｅｑｕｅｓｔｅｄ　ａｓｓｉｓｔａｎｃｅ　ｗｉｔｈ，　ｗｈｅｒｅ　ｓｈｏｕｌｄ　ｗｅ　ｆｏｃｕｓ？）　

１（１），提供海量管理资料免费下载！更多免费下载，尽在１（１）

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M B A面试自我介绍集团标准化小组：[VVOPPT-JOPP28-JPPTL98-LOPPNN]

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