Download as ppt, pdf, or txt
Download as ppt, pdf, or txt
You are on page 1of 7

Telco Capital

Expenditure Reduction
Contact: Chris Harrop
Mike Garstka
James Rauen
Date: June 2001
Copyright© 2000 Bain & Company, Inc.

This information is confidential and was prepared by Bain & Company, Inc. solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
Site Confidentiality Guidelines
This toolkit has a need for higher-than-normal confidentiality. The following
guidelines apply to all content on this site
 No references that can identify client or country
- No names of client, competitors, or identifiable products
- No reference to geographical region (e.g., Asia-Pacific)
 All data thoroughly disguised
- Not ok, even if publicly available:
 Dollar figures (e.g., revenues, share price)
 Performance statistics (e.g., call handling times)
 Other statistics (e.g., number of stores, headcount)
- Ok
 Improvements expressed as percentage or index
 Relative market shares
 Aggregate financial impact of Bain work “$__M”
 Content Effected
 Case Summaries, Attachments, Support Modules
 Exceptions
 GXC generated headers, links to external content, site
administration documents
 All other GXC guidelines still apply

If you have questions, please contact Chris Harrop, the VP


in Sydney responsible for the Optus relationship
CapitalExpenditureReduct
ion 2
Optus Relationship
1. Eliminate low-return capital investments

Initiative Result Case


 Re-prioritize  Reduced in-year  P2T Phase 1
investment capital budget
program based on from ~$1.5B to
CFROI and margin target of ~$1.1B
contribution
 Add rigorous  These changes  Y20, P5T
gates and KPIs to have recently
product been implemented
development following an
process organisational
restructure
 Change product  This project is still  P7T Business
mix in favor of underway as of 1 Components
offerings with Jun 2001 Analysis
higher ROA

CapitalExpenditureReduct
ion 3
Optus Relationship
2. Reduce asset construction process costs

Initiative Result Case


 Coordinate sales  Increased  Y23
and installation of installations per
residential cable technician per day
connections by 55%

 Coordinate sales  Reduced  Y57


and installation of installation cycle
business customer time by 35% over
connections a period where
volume grew by
100%

CapitalExpenditureReduct
ion 4
Optus Relationship
3. Reduce cost of procured assets

Initiative Result Case


 Renegotiate price  Reduced price  Y19
with network paid for customer
equipment premise
vendors, based on equipment by
assessment of 10-20%
their cost
structure
 Consolidate  Reduced cost of  Y54
vendors and procured indirect
improve services by $25M
processes by
which these
services are
procured (much of
this cost is
capitalized)

CapitalExpenditureReduct
ion 5
Optus Relationship
4. Improve timing of investments

Initiative Result Case


 Create planning  “Red-yellow-  Y19
cell and BAPUG green” building
report developed;
salesforce
targeted at
accessible
buildings;
network spend
timing improved

CapitalExpenditureReduct
ion 6
Optus Relationship
5. Improve budget and planning processes

Initiative Result Case


 Link planning  Capital  P2T Phase 2
process to targets expenditure
for revenue, processes
profit, capex, changed to
ROACE; tighten tighten criteria for
process for projects
approval of
expenditures

CapitalExpenditureReduct
ion 7
Optus Relationship

You might also like