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Ericsson Moves to Win in the All IP-Convergence World ,[object Object],Venkatraman,[object Object],McGrath ,[object Object],March 27-29, 2009,[object Object],1,[object Object],2009: INTECH Business Case Competition,[object Object]
Setting:,[object Object],Post Mobile World Congress, 2009,[object Object],Favorable industry trends,[object Object],4 billion subscribers in the world,[object Object],Mobile broadband is here,[object Object],Strong growth in traffic,[object Object],Strong performance trend by Ericsson,[object Object],Great recent wins in the marketplace,[object Object],Solid financial performance,[object Object],2,[object Object]
Setting,[object Object],Post Mobile World Congress, 2009,[object Object],Favorable industry trends,[object Object],4 billion subscribers in the world,[object Object],Mobile broadband is here,[object Object],Strong growth in traffic,[object Object],Strong performance trend by Ericsson,[object Object],Great recent wins in the marketplace,[object Object],Solid financial performance,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],But.. How well is Ericsson positioned for the future?,[object Object],3,[object Object]
There is still potential growth,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],4,[object Object]
Ericsson’s recent  performance is encouraging,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],5,[object Object]
2009: An Inflection Point,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],The US Senate Appropriations Committee estimates that for every USD 1 invested in broadband networks, USD 10 are returned to society.,[object Object],The returns could be even higher with mobile broadband networks as they are cheaper and faster to build than fixed networks.,[object Object],6,[object Object]
Carl-HenricSvanberg is cautiously optimistic,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],2008 Annual Report,[object Object],7,[object Object]
Yet.. The marketplace is competitive and complex,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],New competitors?,[object Object],Profitablegrowth?,[object Object],Margin shifts?,[object Object],Valueproposition?,[object Object],8,[object Object]
Competitors.. Familiar and New…,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],9,[object Object]
Listen to the CEOs of two competitors: (2) Alcatel Lucent,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],10,[object Object]
Carl-Henric’s request to Hans Vestberg,[object Object],Take a fresh look at how well Ericsson is positioned for the future,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],11,[object Object]
Vestberg’s preliminary framing,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],Ericsson’sProfitableGrowth,[object Object],12,[object Object]
1. All Communicating  World,[object Object],“A single, common IP infrastructure that can handle all network services, including fixed and mobile communications, for voice and data services and also video services such as TV.”,[object Object],What will this world look like in 2015? 2020? Can you provide better clarity of this space?,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],13,[object Object]
2. Margin Shifts,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],Products,[object Object],Services &Solutions,[object Object],?,[object Object],Is this assumption generally valid?,[object Object],How should Ericsson capitalize on this trend?,[object Object],14,[object Object]
3. Acquisitions and Alliances,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],What do you see as part of the future portfolio in Ericsson? Why?,[object Object],?,[object Object],15,[object Object]
4. Global Scale and Competencies,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],How to further leverage Ericsson’s global scale? What can Ericsson learn from other companies?,[object Object],16,[object Object]
5. Open Innovation,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],Is there a strategicrole for open innovationwithin Ericsson?,[object Object],17,[object Object]
Vestberg’s preliminary framing is your starting point,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],Ericsson’sProfitableGrowth,[object Object],“Issues areinterrelated”,[object Object],18,[object Object]
Your Task,[object Object],Develop a presentation to lay out your analysis of how well Ericsson is positioned to win in the all-IP converged world,[object Object],Identify how Ericsson can position to win along the five themes as a starting frame but feel to free to frame the opportunities and challenges as you see them,[object Object],Delineate risks and vulnerabilities that you see as you analyze the marketplace and competitive actions,[object Object],Provide your well reasoned recommendations to guide Ericsson over the next decade. ,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],19,[object Object]
Guidelines,[object Object],Review the attached background material as a starting point and then embark on your search—widely and deeply!,[object Object],Please make reasonable assumptions when necessary and be prepared to justify them when asked by the judges,[object Object],Make the best use of the 24 hours to craft powerful and compelling recommendations for Ericsson to win in the all-IP world. ,[object Object],(c) Boston University School of Management and Ericsson, 2009,[object Object],20,[object Object]

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