¡¡¡¤ Electric Power
¡¡¡¤ Alcohol Industry
¡¡¡¤ Supermarket Industry
¡¡¡¤ Catering Industry
¡¡¡¤ Steel Industry
¡¡¡¤ Aircraft Industry
¡¡¡¤ Bus Industry
¡¡¡¤ Economical Hotel Industry
¡¡¡¤ Garment Industry
¡¡¡¤ Laser Industry
¡¡¡¤ Electric Bicycle Industry
¡¡¡¤ Home Appliances Chain
¡¡¡¤ E-Payment Industry
¡¡¡¤ Ship-building Industry
¡¡¡¤ Service Providers
¡¡¡¤ Excavator Industry
¡¡¡¤ Solar Cell Industry
¡¡¡¤ Aviation Transportation
¡¡¡¤ Cosmetic Industry
¡¡¡¤ Express Industry
¡¡¡¤ Logistics Industry
¡¡¡¤ Packaging Equipment
¡¡¡¤ Publications Industry
¡¡¡¤ Real Estate Industry
¡¡¡¤ Web Portals Industry
¡¡¡¤ Pharmaceutical Industry
¡¡¡¤ Automotive Components
¡¡¡¤ China¡¯s Banking Industry
¡¡¡¤ China¡¯s Oil Industry
 

Report on the Analysis and Research of Merging and Restructuring of China¡¯s Service Providers

Abstract

1 £® General Survey on the Development of China's Service Providers (SP)

Since the official launch of the short message service by China Mobile on May 17 th , 2000, the value-added service has gone through seven years in China . It can well be said that during these years, the value-added service appeared from naught and is thriving by feeling its way ahead. The competition in the mobile value-added industry has grown more regular by 2005. The data-service income of China Mobile has taken 19% of its total income and 70% of which is obtained from the p2p short message service. The number of China Mobile's global SP has approached 700 while that of local SP has exceeded 2000 with over 0.7 billion short messages being sent each day on the average. Beside the services of short messages and CRBT, the services of cell phones such as surfing the internet, wallet, mobile positioning, games and video are also provided. The subscriber group is huge, the industry scale is large, and the value-added services are various.

The overall income of China 's SMS market has reached 11.83 billion yuan RMB by the second quarter of 2006, with SP income occupying RMB 1.21 billion. The top three are TOM, Tencent and Sina, taking up 12.5%, 9.6% and 9.1% respectively. The following are Linktone and Kong with the market share of 8.6% and 8.3%. The income of mobile IVR market has arrived at 0.65 billion Yuan RMB with 0.49 billion from SP. TOM ON LINE, with its apparent advantages, crowns the list with a market share of 19.3% and is followed by Tencent, Sina and wangxun online, each covering 10.6%, 9.0% and 7.9% respectively. The gross income of the MMS market is 0.4 billion RMB yuan with a SP income of 0.23 billion RMB yuan. Kong.net tops the list with its 22.6% market share and is followed by TOM with 13.8%.

2£® Motives of the Merging and Restructuring of China's SP

As a part of the value-added service of communication, the mobile value-added service has taken a vital part through recent development. With the regulation of the operation of SMS by the Department of the Information Industry and the measures taken by the service providers such as the MISC Platform Management by China Mobile, the management of SMS approaches gradually towards regulated management. As a result of the diversification and rising of the entrance threshold of the service, a number of small SPs withdraw from the market and the market shares are being taken by a certain big providers. At present stage, small-and middle-sized SPs, which cover 90% of the total number of all the SPs, have an income of less than 0.5 million RMB yuan per month and a market share of less than 10%. Meanwhile, the chain of the mobile value-added industry dominated by SPs is extending to industrial application.

Cases of SP Merging and Restructuring

Date

Two Parties

Measure Adopted

2002

Qihoo Co. and Etang ( Shanghai )

Qihoo company purchased Shanghai Ezhitang Information Service Co. Ltd., subordiante of Etang wireless value-added service with 10 million RMB yuan.

2004

TOM Online and Wholewin

TOM Online purchased a major domestic WAP service provider, Wholewin, with 27 million RMB yuan.

2004

Hongkong.com and Beijing Hehe

Hongkong.com purchased Beijing Hehe company from its parent compant, China.com, with no more than 60 million US dollars.

2005

Linktone.com and 9sky.com

Linktone Co. claimed to have signed a protocol of strategic investigation into 9sky.com and the two parties plan to work hand in hand to exploite the service of legal digital music downloading.

2006

Tom ¡¢ Infomax

TOM and Infomax

TOM Online claimed to purchase Infomax with a price of about 75 million US dollars.

2006

TCC and Hurray

TCC purchased 5.02% of Hurray's share with 5.8 million US dollars.

2006

Moloon and Shulan

Moloon, a cellphone game company, recently overtly claimed that it has purchased the cellphone game developer, Guangzhou Shulan Sofeware Technology Co. Ltd. entirely.

2006

Monstermob and W-Infinity Communications

British cellphone ring and game maker, Monstermob company purchased Beijing W-Infinity communications Co. Ltd. with 81.50 million US dollars. Monstermob had already developed its business in China by purchasing Atop Century (with 100 million US dollars) and cellphone game maker M Dream Software company.

3£® Analysis on the Trend of Merging and Restructuring of China's SP

Though the income of mobile value-added service industry SP reaced more than 5 billion RMB yuan in 2005, the competition between the SPs will be accordingly aggravated. As a result, in the following two years 40% SPs will be dropped out or conformed. In its development, any market must face a certain phase when big companies merge small ones, and in the present phase, China 's SPs are facing such a situation where most SPs will be to choose between being purchased or withdrawing from the market.

Analysis by us :

1. The amalgamation of content providers (CP) and service providers (SP).

In order to achieve the optimization and restructuring of resources and increase the competitiveness of the enterprises, the merging and restructuring of SP enterprises will occur frequently in a certain scale. The purchase of CP and SP will enable the purchasers to adjust its business structure and expand the business field. CPs, with their original content and resources, and SPs, with their capability of business renovation and resources conformity, will complement reciprocally and obtain mutual development. The boundary between SP and CP will become more and more obscure. Big CPs such as disc companies will provide content service by way of purchasing SPs; and big SPs will intervene into the making of music and films in the means of purchasing or combining CPs so as to accelerate the development of original content. The merging of CP and SP is the current momentum.

2. The amalgamation of wireless value-added providers and internet game providers.

Linktone's domination of Shenzhen Yuanhang in 2005 realized the first domestic conformity of the wireless value-added provider and internet game provider. The joint adventure of MSN Business Group and Shanghai Alliance Investment Ltd. ushered MSN into China . Microsoft and China 's renowned mobile software and service provider, Tsinghua-Shenxun Science & Technology Co. Ltd. signed an exclusive agreement of strategic cooperation and purchased part of the latter's capital. Kong.net signed contract with shareholders of Tianjin Mammothworld Technology Co. Ltd. to purchase 100% of its shares. All the cases above indicate that China 's SP is undergoing profound reforms and changes and this trend will continue.

3. The purchase of oversea investment.

After the adjustments of industrial policies, foams of the SP market have been greatly reduced and the stocks of some public companies have regained the original market value. With the opening-up of 3G market, some foreign investment chooses to enter China 's SP market in this period via purchase or investment. All these cases show the significance of content service and SP value.

4. The amalgamation of wireless service and internet.

Under the double challenge at home and abroad, one third of China 's SP have withdrawn from the market. Those companies cannot last in China 's market because they lack both original content and traditional channels as support. And those remain are internet companies that have the internet as their estate and thus combine the wireless service with the internet.

Chapter 1. Research Introduction
Part 1. Research Background
Part 2. Research Content
Part 3. Research Method
Part 4. Research Group
Part 5. Research Conclusion


Chapter 2. Status Quo of Global SP Development between 2006 and 2007
Part 1. Features of global SP development
1¡¢ 3G service begins an era of rapid development
2¡¢ World-wide expansion of the global SP service mode
3¡¢ Shift of service emphasis into digital service of the mobile SP
Part 2. Analysis of the competition structure of global SP
1¡¢ Europe and America
2¡¢ South Korea
3¡¢ Japan


Chapter 3. Status Quo of China¡¯s SP Industry and Analysis of Development Trend
Part 1. General introduction to China¡¯s SP service development
1¡¢ Imbalance in local distribution of value-added service providers
2¡¢ Variety of services and the constant development of SMS
3¡¢ Severe polarization of SP and serious competition
Part 2. Analysis of the investment of China¡¯s SP between 2006 and 2007
1¡¢ Analysis of market scale of China¡¯s SP
2¡¢ Analysis of the estate investment of China¡¯s SP
3¡¢ Analysis of the profit of China¡¯s SP
Part 3. Analysis of the operation of China¡¯s SP
4¡¢ Types of services of China¡¯s SP
4.1¡¢Comprehensives
4.2¡¢Professional
4.3¡¢Specialized
5¡¢ Analysis of the major service of China¡¯s SP
5.1¡¢SMS (Short Messaging Service) Service
5.2¡¢MMS (Multimedia Messaging Service) Service
5.3¡¢WAP (Wireless Application Protocol) Service
5.4¡¢IVR (Interactive Voice Response) Service
6¡¢ Analysis of the major profiting modes o China¡¯s SP
6.1¡¢Imaginary operation mode
6.2¡¢Wireless interactive game mode
6.3¡¢Cell phone video mode
7¡¢ Analysis of the supply-and-demand structure of SP value-added service from 2007 to 2010
7.1¡¢Analysis of the business structure of SP value-added service from 2007 to 2010


Chapter 4. Analysis on the Policy and Environment of China¡¯s SP Investment from 2007 to 2010
Part 1. Analysis of the macroeconoy
Part 2. Policy of internet
Part 3. Analysis of the policy of communication operation
Part 4. Industrial policy of 3G


Chapter 5. Analysis of the Major Obstacles of SP Development
Part 1. Analysis of the risks of SP industry development
1. Technological risks of SP industry
2. Operational policy risks of SP industry
3. Market positioning risks of Sp industry
Part 2. Problems concerning the development of China¡¯s SP industry

Chapter 6. Analysis of the Status Quo of China¡¯s SP Merging and Restructuring
Part 1. Analysis of the features and overall trend of merging and restructuring of SP enterprises
Part 2. Obstacles of merging and restructuring of China¡¯s SP
1. Obstacles of policy
2. Obstacles of fund
3. Obstacles of technology

Chapter 7. Analysis of Cases of Oversea SP Merging and Restructuring
Part 1. Microsoft¡¯s purchase of Tsinghua-Shenxun
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring
Part 2. Japanese SPIndex¡¯ purchase of Shenzhen SkyInfo Telecom
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring
Part 3. German JAMSTER¡¯s purchase of Beijing Linkrich
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring
Part 4. British MonsterMob¡¯s purchase of Hangzhou M Dream
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring

Chapter 8. Analysis of the Trend of Merging and Restructuring of Foreign SP in China
Part 1. Analysis of the development of foreign SP in China
1. Features of investment
2. Areas of investment
3. Performance in the market
4. Structure of investing products
5. Trend of investment
Part 2. Analysis on the investment, merging and restructuring of Japanese SPIndex Company in China
1. Investment of SPIndex in China
2. Analysis of the core competitiveness of SPIndex
3. Analysis of the trend of merging and restructuring of SPIndex
Part 3. Analysis on the investment, merging and restructuring of GXS
1. Investment of GXS in China
2. Analysis of the core competitiveness of GXS
3. Analysis of the trend of merging and restructuring of GXS      
Part 4. Analysis on the investment, merging and restructuring of British MonsterMob
1. Investment of MonsterMob in China
2. Analysis of the core competitiveness of MonsterMob
3. Analysis of the trend of merging and restructuring of MonsterMob
Part 5. Analysis on the investment, merging and restructuring of German JAMSTER
1. Investment of JAMSTER in China
2. Analysis of the core competitiveness of JAMSTER
3. Analysis of the trend of merging and restructuring of JAMSTER

Chapter 9. Analysis of Cases of Domestic SP Merging and Restructuring
Part 1. Qihoo¡¯s purchase of all net license plates of Shanghai Etang 
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring
Part 2. TOM¡¯s purchase of Infomax
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring
Part 3. Shanda¡¯s purchase of wireless SP Hurray
1. Analysis of the background and core value of merging and restrict
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring
Part 4. TCC¡¯s purchase of Hurray
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring
Part 5. Moloon¡¯s purchase of Shulan
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring
Part 6. Linktone¡¯s purchase of 9sky music
1. Analysis of the background and core value of merging and restructuring
2. Analysis of the process and plan of merging and restructuring
3. Analysis of the development strategy of merging and restructuring

Chapter 10. Analysis of the Core Competitiveness in Merging and Restructuring
of China¡¯s Major SP Enterprises
Part 1. Kong.net
Part 2. Hurray
1. Analysis of infotechnology competitiveness
2. Analysis of marketing mode
3. Operation of corporate capital 
4. Analysis of corporate development strategy and of the trend of merging and restructuring
Part 3. Onchina
1. Analysis of infotechnology competitiveness
2. Analysis of marketing mode
3. Operation of corporate capital 
4. Analysis of corporate development strategy and of the trend of merging and restructuring
Part 4. TOM
1. Analysis of infotechnology competitiveness
2. Analysis of marketing mode
3. Operation of corporate capital 
4. Analysis of corporate development strategy and of the trend of merging and restructuring
Part 5. Linktone 
1. Analysis of infotechnology competitiveness
2. Analysis of marketing mode
3. Operation of corporate capital 
4. Analysis of corporate development strategy and of the trend of merging and restructuring
Part 6. Sohu
1. Analysis of infotechnology competitiveness
2. Analysis of marketing mode
3. Operation of corporate capital 
4. Analysis of corporate development strategy and of the trend of merging and restructuring
Part 7. Tencent
1. Analysis of infotechnology competitiveness
2. Analysis of marketing mode
3. Operation of corporate capital 
4. Analysis of corporate development strategy and of the trend of merging and restructuring
Part 8. Sina
1. Analysis of info-technology competitiveness
2. Analysis of marketing mode
3. Operation of corporate capital 
4. Analysis of corporate development strategy and of the trend of merging and restructuring

Chapter 11Analysis of the Opportunities of Merging and Restructuring of China¡¯s SP Industry Chain
Part 1. Analysis of the SP industry chain
Part 2. Analysis of the opportunities of merging and restructuring of SP and IT 
comprehensive websites
Part 3. Analysis of merging and analysis of SP and CP
Chapter 12. Analysis of the Opportunities of Large-Scale Merging and Restructuring 
of China¡¯s SP Enterprises
Part 1. Analysis of the opportunities of merging and restructuring of large soft drink enterprises
1. Sina
1.1 Analysis of corporate strategy of development
1.2 Bottle neck of corporate strategy of development
1.3 Analysis of possibilities of merging and restructuring
2. Sohu
1.1 Analysis of corporate strategy of development
1.2 Bottle neck of corporate strategy of development
1.3 Analysis of possibilities of merging and restructuring
3. Tencent
1.1 Analysis of corporate strategy of development
1.2 Bottle neck of corporate strategy of development
1.3 Analysis of possibilities of merging and restructuring
Part 2.  Analysis of the opportunities of merging and restructuring
 of medium-and-small soft drink enterprises
1. Beijing Hongxun Communication Technology Co. Ltd.
1.1 Analysis of possibilities of merging and restructuring
1.2 Analysis of the value of merging and restructuring 
2. Woncore Communication Co. Ltd.
2.1 Analysis of possibilities of merging and restructuring
2.2 Analysis of the value of merging and restructuring 
3. Beijing Linkrich
3.1 Analysis of possibilities of merging and restructuring
3.2 Analysis of the value of merging and restructuring
4. China Motion Telecom
4.1 Analysis of possibilities of merging and restructuring
4.2 Analysis of the value of merging and restructuring
5. Beijing Airway Telecommunication
5.1 Analysis of possibilities of merging and restructuring
5.2 Analysis of the value of merging and restructuring
6. Beijing Bewinner Communications
6.1 Analysis of possibilities of merging and restructuring
6.2 Analysis of the value of merging and restructuring
7. Shanghai Emapgo
7.1 Analysis of possibilities of merging and restructurin
7.2 Analysis of the value of merging and restructuring
8. Shenzhen Anpeng 
8.1 Analysis of possibilities of merging and restructurin
8.2 Analysis of the value of merging and restructuring
9. Shenzhen SkyInfo
9.1 Analysis of possibilities of merging and restructurin
9.2 Analysis of the value of merging and restructuring
10. Xiamen Xiangtone
10.1 Analysis of possibilities of merging and restructurin
10.2 Analysis of the value of merging and restructuring

Chapter 13. Analysis of Merging and Restructuring Opportunities between China¡¯s 
SP Enterprises and Multi-national Corporations
Part 1.Analysis of merging and restructuring opportunities of domestic multi-national corporations
Part 2. Analysis of the merging and restructuring opportunities abroad

Chapter 14. Analysis of the Risks of Merging and Restructuring of China¡¯s SP 
Part 1. Risks of the national policies of Information Industry
Part 2. Risks of monopoly of SP
Part 3. Risks of value-added service technology
Part 4. Risks of value-added service credit

Chapter 15. Suggestions on Merging and Restructuring of China¡¯s SP

Contact Us:

EMAIL: bd#acunion.net »ò acunion#sina.com
Tel : 8610-65958131 / 65853379 -801 ¡¡¡¡
Fax : 8610-65855276

 


Copyright©2004-2012 Asia Consulting Alliance£¬ All Rights Reserved
°æ™àËùÓС¡†ÖÞ“ÃËÖJԃ¾W¡¡
¾©ICP×C050764̖ ¡¡