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Market segmentation Product differentiation
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Market segmentation Product differentiation

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  1. Business driven architecture> IT in context of Celcom’s market and product strategies > Improving Celcom’s go to market plans New products Improved products Present products Increasingly real-time enabled capabilities required The increasingly complex service landscape that all traditional carriers (including Celcom) face, impose a growing requirement for converged real-time services to appropriately serve Customers’ demand. Product alternatives Product variants Product line extension Market penetration “Self managed plans” Current in-house products and services (primarily pre & post paid mobile products) Content services Product bundles Existing Market WBB … Fibre Voice Low end products Media services Market segmentationProduct differentiation Vertical diversification Aggressive promotion Youth Enterprise Data Services Grab back lost market share Consumer Expanding market Cloud WBB Hosting Bus SME Increasing product & consumer segmentation Market options Business Aged Enterprise SoHo Market development Market extension Diversification 3rd party billing Content services “App stores” Media services New market Machine-2-Machine “NFC” Mobile Advertising Telemetry Any other untapped markets? Campaigns Geospatial

  2. Major Service Impacting Events ..> Fragile Architecture and supporting Infrastructure causing avoidable Incidents >Constitutes a material business and operational risk and needs to be managed • Increasingly complex operating environment represents an ⇑ business risk to Celcom’s revenue generating and customer servicing capabilities .. • The fragility of core applications and services within Celcom represent an increasingly complex and risky operating environment materially affecting revenue generating and customer servicing activities. • A large portion of core applications (like OCS, ORP..) are custom built, and does not meet the operating characteristics and requirements of Celcom’s current and future service portfolio. Mitigation strategies are currently being assessed and developed to limit Celcom’s business exposure in the medium to long-term. • The core infrastructure foundation (systems, storage, backup..) is challenged by lack of cross architectural ‘application’ of technical characteristics and capabilities to sustain DR & BCP requirements. This has and will continue to compound Celcom’s response to such events. • In summary: the current service and application portfolio as well as the underlying technology architecture will require substantial change to sustain the future demands of Celcom’s operating requirement. ⇓ Revenue >RM1.5M ⇓ Revenue >RM5M

  3. Business driven architectureIT drives investments against key market and product strategies Celcom IT strategy …. …. ⇓ CapEx & OpEx Revamped IT Architecture DC Migrations (Wisma & Menara) DR/BCP (KPMG review) Data Center Sites (NTT, Strateq..) Core architecture Operations & Governance Services Infrastructure • Storage • Systems • IP network • SAN • Storage • Systems • IP network • SAN • Real time rating& charging • Analytics • SOA MW • Data • Business intelligence • Operations • SDLC • Partnering • Smart sourcing • SOA governance • Supplier Optimization Drives Celcom strategy Drives Celcom strategy Database ‘cloud’ Product and service enabling architecture Product life-cycle Data Center Converged R/C/B Converged CRM Virtualization Continually evolving rolling forecast of IT program of work against strategic objectives M2M … … … … … +12-18 months

  4. Business driven architecture> Solutions & strategies to be consistently applied to applications & services > Design against key DR/BCP requirements as outlined in KPMG analysis BSS Oracle DB Oracle OVM x86 Oracle SPARC WmWare & UCS Existing data centers Celcom converged CORE Existing data centers Database ‘cloud’ Database ‘cloud’ Network’s “new” data center Menara Celcom NTT Subang Hi-Tech Virtual Machine Virtual Machine Strateq …. Operating system Operating system Server Server Wisma Kepong Storage Storage Network Network

  5. IT DC Migration Program approach

  6. DC Infratsrutcure build and migration projects • The Program so far: • 1. Find DC host • scalable, available, manageable, resilient, cost effective • 2. Fit out DC space – • power, cooling, racks, communications, security • 3. Migrate systems, servers, storage to new DC ? • - Consolidation strategy • Requires a strategic solution which should be scalable, resilient, reliable • - Migration strategy • Requires a Tactical Solution to reduce the risk of outages/breakages and a Strategic Solution for the design of the new host environment to allow long term stability and operational maintenance. • - Decommissioning process & procedures • 4. Handover to Operations

  7. ROI – Using a well difined solution for architecture and infrastructure Facilities Standards Control Operational stability Scalability Resilience Redundancy Improved time-to-market / implementation time Mobility (Risk Managed for Migrations) Sustainable Operational SLA’s

  8. Required Outcome: Agreement to proceed with the Solutions Architecture approach to virtualisation Agreement to gather vendor quotations for minimal sized platforms across the four platform types – to start the “proof of concept” build Agreement to integrate the DC Leasing program of work with this solution approach and work towards delivering a strategic goal of scalable, stable and resilient virtual platforms. Agreement to set up regular reviews for this proposed project and make available funding to progress to a completed solution across all platforms.