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1
Software Industry Software Industry Entrepreneurship & Innovation Entrepreneurship & Innovation
—Taiwan Experience—Taiwan Experience
James LiuPresident
Syscom Computer Engineering Co.
November 28, 2007
2
AGENDA
3. Entrepreneurship & Innovation Model
2.The Best e-Service Export of Taiwan
1.Main Driving Force for the Economic Development of Taiwan
3
Taiwan’s Economic Miracle – Impressive Achievements
8.1
2.5
8.5
3.3
9.8
1.7
8
2.1
6.5
2
1953-2000 1960s 1970s 1980s 1990s
Economy growth rateUnemployment rate
1953~2000, the economy in Taiwan climbed up fast,
•The population grew from 8.13 million to 22.22 million.
•The unemployment rate was only 2.52%.
8.1 7.7
3.9
5.6
1953~2000, Taiwan had the highest Average Annual Economic Growth Rate in the world.
Taiwan South Philippines Japan Korea
Average Annual Economic Growth Rate of Taiwan, South Korea, Philippines, and
Japan during 1953~2000
4
Taiwan is No.1 or 2 in 18 Hardware Industries in the World
PRODUCTPRODUCT WW. Market ShareWW. Market Share The First PlaceThe First Place The Second placeThe Second place
1 Motherboard 98.4% V
2 WLAN NIC 87.0% V
3 Server (System & Pure MB) 85.6% V
4 VoIP Router 83.0% V
5 Notebook PC 82.5% V
6 DSL CPE 79.0% V
7 Cable Modem 79.0% V
8 IP Phone 78.0% V
9 PDA 73.4% V
10 VoIP TA 71.0% V
11 LCD Monitor 70.1% V
12 Switch 61.0% V
13 WLAN AP 56.9% V
14 CDT Monitor 50.7% V
15 Large Size LCD Panel 46.4% V
16 DSC 41.8% V
17 ODD 39.6% V
18 Server (System) 34.3% VSource : MIC of III , April 2006.
5
Main Driving Force for the Economic Development
Hardware industry in Taiwan has already got a
great achievement globally.
What’s the main driving force for the next
phase of economic development in Taiwan?
Afterward the information service industry
(including software industry) becomes the
right answer to establish the 2nd generation of
“Taiwan Economic Miracle”.
6
IT Service Industry is the Paradigm of the Future
Worldwide Production Value in SW+IT Services and Hardware during 1997~2010
Source: INPUT, MIC of III, 2003.
Worldwide IT market will be shifted to the software & information service industries
Output Value of Software & IT Services
Output Value of Hardware
Unit : Billion USD
1997-2010 Software& IT services CAGR=57%
1997-2010 Hardware
CAGR=40%
7
Impact at the Beginning of the 21th Century
0
1
2
3
4
5
6
7
8
9
10
SouthKorea
Singapore HongKong
Taiwan China India Indonesia
Comparison of Average Wage per hour in East AsiaComparison of Average Wage per hour in East Asia
Unit: USD/Hr
6.13
0.750.43 0.35
Source: IMD Competitiveness Yearbook, NASSCOM, MIC, DEC 2005.
The main economic driving force hasThe main economic driving force hasbeen globally moving to Asia-Pacific area to been globally moving to Asia-Pacific area to seek for lower labor cost, even from Chinaseek for lower labor cost, even from China
to the Southeast Asiato the Southeast Asia
8
India Miracle in the Software Industry
4,096
5,446
6,348
7,4908,614
9,64810,612
0
2,000
4,000
6,000
8,000
10,000
12,000
2004~2010 IT Market Size in India(Software is not included)
Unit : Billion USD
Ps. The IT market here includes: Computers & Complete Systems, Peripherals Storage, Input/Output, Accessories and Parts. Software is not included.
Source: Yearbook of World Electronics Data 2007, MIC of III re-organized, JUL 2007.
1,0211,358
1,797
2,312
2,923
3,591
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2006~2011 IT Outsourcing Service Market Size in India
Unit : Billion USD
Ps. IT Outsourcing Services include IS outsourcing, Network Management, Desktop Management, Application Management, Hosting Infrastructure Services, Hosted Application Management.
Source: IDC, MIC of III re-organized, JUL 2007.
2004~2010, 2004~2010, CAGR = 17.2%CAGR = 17.2%
2006~2011, 2006~2011, CAGR = 28.6%CAGR = 28.6%
9
What happened and why could India do this?
What happened in India now? Why India can?
Lower wage rate and abundant qualified and English-skilled software engineers that had been trained by colleges, universities and the government make the differences.Non-Indian Asian IT companies can hardly compete with Indian software companies, especially for those accounts in English areas.Asia IT companies need to learn from Indian experience in the development progress of software industry.
Later better than never.
0
10
20
30
40
50
60
70
80
90
100
USA INDIA Other AsiaCountries
Price of Projects, for example……
10
A Good Lesson that Taiwan Learned from India
*Ps. The number announced by SEI is accounted until 16th Nov., 2007.
Is it possible that Taiwan can learn from India?Yes, and we already did.
Taiwan is now No. 9 in the world ( 71, 49/19/0/3 respectively ).
SYSCOM is the first CMMI ML5 company in Taiwan.
QUALITY
QUALITY
ASSURANC
ASSURANC
EE
Japan is No.1 for TQM, thus made the fine reputation in 3C products.
In 1980’sIn 1980’s
India is famous for IT Services industry in the world for its having the biggest number of CMMI appraisals in Asia that was announced by SEI in March 2007.*
In 2000’sIn 2000’s
11
SYSCOM Adopted CMMI Worldwide
USAUSACASEMaker/CA
North-East AsiaNorth-East Asia- DBMaker Japan
Tokyo/Japan
ChinaChina- Ling-An (Xian)
- Syscom (Shenzhen) (Shenzhen/ Beijing/ Shanghai/ Suchou)
EuropeEuropeDBMaker Europe
Italy
South-East AsiaSouth-East Asia-Syscom(Thailand)
(Bangkok)-Syscom(Vietnam)
(Hanoi, HCMC)
TaiwanTaiwan
Global Logistic
Headquarters
CMMI Dashboard Project Management Base
12
AGENDA
3. Entrepreneurship & Innovation Model
2.The Best e-Service Export of Taiwan
1.Main Driving Force for the Economic Development of Taiwan
1313
The Best e-Service Export of Taiwan (BEST)
Mo
tives
Pro
ject
Ad
van
tag
es
Great potentiality for market growth in
the target financial IS market
Taiwan’s financialIS providers are the
paradigm for target market
Successful domain AP paradigm
in Taiwan
Productcommercialization
technology
Capability in international
marketing
Allied with existing leading companies in Taiwan to construct total domain solutions
Accelerate the project to be realized by BEST program
IS providers inTaiwan start to
globalize
14
The Best e-Service Export of Taiwan (BEST)
Taiwan got several BEST fleets in Asia-Pacific area now.Goal: major suppliers to Asia-Pacific region major suppliers to Asia-Pacific region Focus: financial information service, manufacturing financial information service, manufacturing
logistics, information security, and e-government logistics, information security, and e-government
industriesindustries.
GOAL & FocusGOAL & Focus
Currently, Syscom’s stock exchange system, the fraud detection systems, and many other financial solution programs have already obtained great market share in China, as well as obtained contracts from ICBC in China and CTCB in Thailand.
About SYSCOMAbout SYSCOM
15
AGENDA
3. Entrepreneurship & Innovation Model
2.The Best e-Service Export of Taiwan
1.Main Driving Force for the Economic Development of Taiwan
16
Entrepreneurship & Innovation Model
1.Distribution & Value-added Software Development
4. Internationalization
of Marketing Channels
5. Put Emphasis on Quality Assurance
2. Earned Large-scaled Projects and Accounts
3. Commercialization
of Solutions
Innovative International Marketing Progress with Entrepreneurship
17
1. Distribution & Value-added S/W Development
Servers, Networks, & StorageServers, Networks, & Storage
Hitachi
Radware
RouterSwitch
BW ControlBRAS
DHCPAAAIMS
IDPSLB
PON
IDPAV
NetCenter
RD-IIIIDPAV
P2PCDN
Telecom & Domain ApplicationsTelecom & Domain Applications
Secure corporate servers with HIDS
firewall, VPN, and IPS
Remote Dial-In User Service (RADIUS), with HIDS
Desktops/laptops with HIDS and anti-virus software
FTP
server
D M Z VL A N
Web
server
Server
SSL VPN MAILsweeper for SMTP
Switch
Internet
Security - Hardware & SoftwareSecurity - Hardware & Software
AXUS Thin Client
Domain ApplicationsDomain Applications
18
2.Earned Large-scaled Projects and Accounts
Central Trust of ChinaCentral Trust of China
Chinatrust Commercial Bank (Holding)Chinatrust Commercial Bank (Holding)
Jih Sun International Bank (Holding)Jih Sun International Bank (Holding)
E. Sun Commercial Bank (Holding)E. Sun Commercial Bank (Holding)
Taitung Business BankTaitung Business Bank
Taishin International Bank (Holding)Taishin International Bank (Holding)
Taishin Insurance AgencyTaishin Insurance Agency
Joint Credit Information CenterJoint Credit Information Center
Bank of Overseas ChineseBank of Overseas Chinese
FIN
AN
CIA
L
Taiwan Stock ExchangeTaiwan Stock Exchange
Jih Sun Securities/Futures/InvestmentJih Sun Securities/Futures/Investment
Masterlink Securities/FuturesMasterlink Securities/Futures
First Taisec SecuritiesFirst Taisec Securities
Taiwan International Securities GroupTaiwan International Securities Group
Barits International SecuritiesBarits International Securities
Hua Nan Securities/FuturesHua Nan Securities/Futures
Fuhwa Securities/FuturesFuhwa Securities/Futures
Capital Securities/FuturesCapital Securities/Futures
Polaris Securities/FuturesPolaris Securities/Futures
Secu
rities
Shanghai Stock ExchangeShanghai Stock Exchange
China CITIC BankChina CITIC Bank
Bank of CommunicationsBank of Communications
China Financial Futures ExchangeChina Financial Futures Exchange
China Merchants BankChina Merchants Bank
HUTEKHUTEK
MiTAC East China MKLMiTAC East China MKL
Qinhuangdao City Commercial BankQinhuangdao City Commercial Bank
Shenzhen Stock ExchangeShenzhen Stock Exchange
Wenzhou City Commercial BankWenzhou City Commercial Bank
ICBC ThailandICBC Thailand
Overseas
19
3. Commercialization of SolutionsOutstanding Self-R&D Products & Solutions
Service Channel
Domain APP.
Core Tech.
SDPM (Real-time P.M. Platform based on CMMI)
DBMaker OLAP/OLTP
IMAPS Solution Developing Tools
SafeMaker ITAM
Financial
i4MStock Exchange Sys.EBTSForeign Exchange Trading Sys.CreditGuardFutures Trading Sys.Options Trading Sys.VMakerPineReportATMMOMBanTalk
Telecom
Voice PortalWANCenterNETCenterSyscom SIMSyscom GWSecurity Consulting & Total Solution
E-government
OA SystemPersonnel InformationManagement Sys.E-police Information Management Sys.Image OnlineE-Document SolutionOffice AutomationE-form Signing Sys.
Healthcare/Transportation
HISElectronic Medical Case History Sys.Voice Registration SystemHEMSReal-time Transportation Operation Manag. System
e-Commerce m-Commerce v-Commerce
20
Worldwide International Marketing ChannelsUSAUSA• CASEMaker/CA• Marketing and information center
USAUSA• CASEMaker/CA• Marketing and information center
North-East AsiaNorth-East Asia-DBMaker Japan-Tokyo/Japan-Marketing point
North-East AsiaNorth-East Asia-DBMaker Japan-Tokyo/Japan-Marketing point
South-East AsiaSouth-East Asia-Syscom (Thailand) (Bangkok)
-Syscom(Vietnam) (Hanoi, HCMC)
-Marketing point
South-East AsiaSouth-East Asia-Syscom (Thailand) (Bangkok)
-Syscom(Vietnam) (Hanoi, HCMC)
-Marketing point
ChinaChina-LingAn (Xian)-Syscom (Shenzhen) (Shenzhen/ Beijing/ Shanghai/ Suchou)
ChinaChina-LingAn (Xian)-Syscom (Shenzhen) (Shenzhen/ Beijing/ Shanghai/ Suchou)
EuropeEurope-DBMaker Europe -Italy-Marketing point
EuropeEurope-DBMaker Europe -Italy-Marketing point
TaiwanTaiwan-Syscom Headquarters
- R&D center
TaiwanTaiwan-Syscom Headquarters
- R&D center
4. Internationalization
21
CMMI Level 5
• 20042004 :: 11stst software company obtaining CMMI level 3 appraisal in Taiwan software company obtaining CMMI level 3 appraisal in Taiwan
• 20052005 :: Ling-An Computer Co. (one of Syscom’s subsidiaries in China) Ling-An Computer Co. (one of Syscom’s subsidiaries in China)
procured CMMI level 3 appraisal in China procured CMMI level 3 appraisal in China
• 20062006 :: 11stst CMMI Level 5 appraised Taiwan company in July, and CMMI Level 5 appraised Taiwan company in July, and
formally published on SEI’s website in Novemberformally published on SEI’s website in November
CMMI is a key driver for Taiwan software industry because it can:• Ensure the quality of projects to a worldwide warrantable service level• Enhance the software development capabilities with worldwide partners
5. Put Emphasis on Quality Assurance
22
The Importance of CMMI
The influences of the conveyer that invented by Ford in 1913?
Is it just a conveyer? Its key impact……Conveyers enable large-scaled auto-production, thus make our life more convenient and betterSoftware project budgets are highly different in USA and in Taiwan
New software producing procedures must be?RationalQuality Assurance
Adopted globallyHigh-quality
Software Producing Procedures
Software Producing Procedures
Manufacturing Procedures
Manufacturing Proceduresvs.
It’s much important to Information service It’s much important to Information service & software industries to adopt it.& software industries to adopt it.
23
A Real-time project management platform with A Real-time project management platform with dashboarddashboard on SDPM that developed by Syscomon SDPM that developed by Syscom
SDPM– Our CMMI ML5 Appraisal Key Base
24
SYSCOM GROUP has installed the SYSCOM GROUP has installed the CMMI Project Management Platform-CMMI Project Management Platform-
SDPMSDPM
25
SYSCOM Adopted CMMI Worldwide
USAUSACASEMaker/CA
North-East AsiaNorth-East Asia- DBMaker Japan
Tokyo/Japan
ChinaChina- Ling-An (Xian)
- Syscom (Shenzhen) (Shenzhen/ Beijing/ Shanghai/ Suchou)
EuropeEuropeDBMaker Europe
Italy
South-East AsiaSouth-East Asia-Syscom(Thailand)
(Bangkok)-Syscom(Vietnam)
(Hanoi, HCMC)
TaiwanTaiwan
Global Logistic
Headquarters
CMMI Dashboard Project
Management Platform for our
Customers Worldwide
CMMI Dashboard Project
Management Platform for our
Customers Worldwide
26
Conclusions
18 items of No.1 or 2for their great market share in the world
18 items of No.1 or 2for their great market share in the world Taiwan MiracleTaiwan MiracleTaiwan MiracleTaiwan Miracle
A good beginning in the21th century at the IS& Software Industries
A good beginning in the21th century at the IS& Software Industries
India MiracleIndia MiracleIndia MiracleIndia Miracle
Learning from each other; it’s the reason why we’re here
Learning from each other; it’s the reason why we’re here
to realize the
““ASOCIO Miracle”ASOCIO Miracle”
to realize the
““ASOCIO Miracle”ASOCIO Miracle”
Thanks to Your Participation.
071120-ASOCIO-ME-CEOslides-v1-0.01
28
Presentation by,Mr Dan E KhooVice President, Business Strategy and Transformation Division, Multimedia Development Corporation (MDeC)
MSC Malaysia MSC Malaysia National ICT National ICT InitiativesInitiatives
29
STRATEGIC BUSINESS LOCATIONMALAYSIA is in the Heart of the Asia Pacific region
“A foreign IT or scientific engineering company should engage with the MSC Malaysia because it is a Hub into Asia.
From Malaysia, we can branch into India, China, other Asian nations and Islamic nations.”
-Bob Bishop, Chairman and CEO, Silicon Graphics Inc., MSC Malaysia
IAP Member
30
Vision 2020: Malaysia to be K-based Economy by 2020
Agriculture-
based Economy
Industrial Production
Economy
K-based Economy 20202020
GD
P p
er
capit
a
Time
TO ACCELERATE K-BASED ECONOMY:Requires Enhancing of Knowledge Infrastructure
Key Enabler: Physical Infrastructure
Key Value Creating Platform
: Knowledge Infrastructure
August 1996 – MSC Malaysia was launched
31
MSC Malaysia VisionThe MSC Malaysia is about changing the way we live, work and play… this special area will be a global test-bed for: the new roles of government; new cyber laws and guarantees; G2B and B2B collaborations; new broadcasting; education; delivery of healthcare; and new technologies …
Government’s Policy Statement at Launch of MSC, 1 August 1996
32
YAB DATO’ SERI ABDULLAH BIN HAJI AHMAD BADAWIPRIME MINISTER OF MALAYSIA10th MSC MALAYSIA ANNIVERSARY
"The MSC Initiative was launched as a catalyst to the national ICT agenda and Multimedia Development Corporation (MDeC) was formed to drive the development of the MSC... "
Facilitating ICT based New Growth Areas: Creative Multimedia Content Industry Shared Services Outsourcing
MSC Malaysia Flagship Applications
MSC Malaysia: Nurturing Human Capital for K-based Economy
MSC Malaysia National Rollout will create K-based Infrastructure
MSC Malaysia National Rollout and Flagship Applications will help reduce the income gap and the digital divide
FIVE (5) THRUST AREAS OF 9TH MALAYSIAN PLAN (2006 – 2010)MSC Malaysia’s Contribution to Realising the National Mission
33
MSC Malaysia Milestones & National Rollout
CyberjayaCentral Corridor
PHASE ONE: 1996-2003 Successfully createthe MSC
1 CorridorComprising 5 Cybercities
PHASE THREE:2010-2020 Transform Malaysia intoa Knowledge society
National Transformation enabled By MSC Malaysia environment
All of Malaysia
Central Corridor
Eastern Corridor
Sabah
Sarawak
Southern Corridor
Cyberjaya
PHASE TWO: 2003-2010 Grow MSC intoa global ICT hub
National Rollout comprisingCybercities and Cybercentres
Web of corridors
Northern Corridor
34
Impact of MSC Malaysia
MSC Malaysia Status Companies
1,947
Revenue RM12.99 b p.a
Jobs Created 63,000+
Export RM 4.08 b p.a
R&D Expenditure RM 814 mil
MSC Malaysia Status companies listed on MESDAQ
52
IP/Patents registered 1,180
As of 9th Nov 2007
35
ICT Industry Development - Technology Focus -
MSC Malaysia Status Companies by Technology Cluster: Operational as at Nov 9th , 2007
IBB, 168, 11%
SSO, 116, 7%
Creative Multimedia, 157,
10%
Mobility, Embedded Software &
Hardware, 330, 21%
IHLs and Incubators, 78,
5%
Application Software, 699,
46%
ClusterAwarded
*Operation
al**
Application Software (AS) 828 699
Mobility, Embedded Software & Hardware (MeSH) 425 330
SSO 135 116
Creative Multimedia 211 157
IBB 264 168
IHLs & Incubators 84 78
GRAND TOTAL 1,947 1,548
36
Meets demand of citizens
Reduces government cost
Increases government efficiency
Enhances awareness on government efforts
Beneficial to government employees
Spin off will grow business sector
Amplify national income per capita*
Drivers to Increase Services Delivery in the Global Market thru MSC Malaysia Flagship as Catalyst
* UN Global e Gov readiness reports “E-government appears to have a strong relation with income per capita.”
37
MyKad significantly improved Governance, transparency and government services delivery.
Greatly enhances National Security No cloning of chip based ID Zero fraud in payment transactions
MSC Malaysia Smart Card Flagship:Reaching out to the People
Access to multiple applications: 9 On-Card and 29 Off-Card to date “ONE COMMON PLATFORM” more than 300 integrated Government Service Centre (GSC)
Convenience for citizens enhanced Reduce queues e.g.. Immigration points, Reduced processing time for passport
renewal 150,000 Points-of-Usage
38
MSC Malaysia Smart School Flagship: Reaching out to the PeopleObjective: Quality education 88 smart schools are nucleus for all 10,000
schools to be ‘smart’ “Quality Education for All” through
Education Development Blueprint (2006-2010)
Smart School Qualification Standards adopted for quality assurance
All Schools will
be Smart by
2010
39
MSC Malaysia Telehealth Flagship: Reaching out to the People
Teleconsultation: 38 hospitals providing Teleconsultation Healthcare
services nationwide 1,000 healthcare professionals trained on Online
Healthcare courses Over 2,000 cases have been transmitted through
the Teleconsultation system since it was implemented
Objective: Better healthcare delivery
Connecting the Rural ClinicsOver 300 rural clinics are connected to Internet
Virtual Library allows healthcare professionals to keep up-to-date with medical and health
knowledge regardless of geographical locations
Continuing Professional DevelopmentMyCPD web-based application provide information and simplify the process for training and development of healthcare professionals
40
MSC Malaysia e-Government Flagship: Reaching out to the People
myGovernment (myServices) portal offers more than 400 online services and 19 SMS services
E-Procurement transaction value grew in 2006: RM 2 billion worth of contracts
Electronic Labour Exchange captured 300,834 job seekers, 1,544,881 vacancies and 823,430 job matches
Objective: Enhancing Government Services Delivery
As of May 2007
41
MSC Malaysia: Rapidly Growing Exports Across Global Market
Over 300 MSC Malaysia status firms exporting to All Major Markets
42
Matching Demand & SupplyMatching Demand & Supply
Internet Based Business (IBB)
Support Services
Creative Multimedia
Mobility, Embedded Software & Hardware (MeSH)
Software Development
SSO
LLOOCCAALL
SSUUPPPPLLYY
Govern
men
t
Con
su
mer
Fin
an
ce &
Ban
kin
g
Man
ufa
ctu
rin
g
Uti
liti
es
Serv
ices
Con
str
ucti
on
Oth
ers
GLOBAL DEMANDGLOBAL DEMAND(ICT Market Segments)(ICT Market Segments)
Knowing what we actually have (MSC Malaysia’s products and services)
Identify differentiation factor (strengths and competencies)
Knowing exactly what to target (matching supply to demand)
Creation demand in emerging markets
43
NZ Smart School StudyNZ Smart School Study
United Arab Emirates - Electronic Government Strategic Plan workshop
United Arab Emirates - Electronic Government Strategic Plan workshop
Kingdom of Bahrain - Kingdom Of Bahrain National Card ConsultancyKingdom of Bahrain - Kingdom Of Bahrain National Card Consultancy
Syria – Decision Support System Consultancy for Prime Minister Dept.
Syria – Decision Support System Consultancy for Prime Minister Dept.
Kingdom of Saudi Arabia, Islamic Development Bank (IDB) – IT Strategy Model for 53 member countries
Kingdom of Saudi Arabia, Islamic Development Bank (IDB) – IT Strategy Model for 53 member countries
Kingdom of Saudi Arabia - Medina E-Government Project, Knowledge Economic City Medina
Kingdom of Saudi Arabia - Medina E-Government Project, Knowledge Economic City Medina
State of Kuwait – Smart Card Project Consultancy for The Public Authority for Civil Information
State of Kuwait – Smart Card Project Consultancy for The Public Authority for Civil Information
Bangladesh – Technology Park Implementation Study
Bangladesh – Technology Park Implementation Study
GCC – Common Guidelines for Interoperable GCC National ID Schemes
GCC – Common Guidelines for Interoperable GCC National ID Schemes
Iran – National E-Comm Strategic RoadmapIran – National E-Comm Strategic Roadmap
MSC Malaysia Global Experience
Lebanon – Smart Card Project Lebanon – Smart Card Project
44
MSC Malaysia Collaboration with ASEAN member Countries
Smart Card Projects: Indonesia, Thailand
Education Content & Pilot Smart Schools:Myanmar, Laos, Cambodia, Vietnam
The Department Of Trade And Industry Of The Republic Of The Philippines
Consortium Information Technology And Multimedia Indonesia
MDeC (E-BUSINESS) & E-National Task Force Of Myanmar
Eco-Cyber ParkGovernment of Brunei
45
Lessons Learnt from ICT Initiatives Governments need to catalyse and facilitate sustainable ICT
development
The investment and transition require long term commitment and strong leadership
Initiatives set must have clear development goals and objectives
ICT strategy should include investment and interventions to generate demand
Investing in ICT R&D will increase the local content and integration for Domestic ICT products
Taking an integrated and holistic approach to ensure synergistic and optimised deployment
The planning and implementation of programs need to recognize the important roles played by different stakeholders: Government, Industry & Civil Society
46
WAY FORWARD ASOCIO Countries must embrace ICT, its developments
and use, if they are to sustain economic growth and remain competitive in the global market place.
The governments must commit themselves to foster a favorable legal and policy environment for the development and use of ICT as well as for attracting investment.
Mutual agreements need to be achieved in adopting laws and policies based on international norms that promote trust and confidence of the general population.
The more advanced member countries with advance ICT capabilities to share their experiences and technologies with less developed member countries.
47
Summary of Business Opportunitiesin/with MSC Malaysia
Set up your global or regional base in MSC Malaysia
Access Asia and OIC markets Conduct profitable businesses with almost 2,000
MSC Malaysia Status companies High potential projects with the Malaysian
government Start JVs with any MSC Malaysia Status company Become a distributor of MSC Malaysia products
and services in your country/region Set up your R&D centre in the MSC Malaysia Alternative development / offshoring centre for
your clients
48
WCIT 2008 – Enable, Empower, Enrich !
• Take advantage of Malaysia’s leading position in Asia
• Visit us at WCIT2008 in Kuala Lumpur
• MSC Malaysia – “Your IT gateway to Asia”
• “See, Touch & Feel” Malaysia – its vibrancy, its diversity, its culture !
• Our theme – “Enable Empower Enrich”
www.wcit2008.org
49
THANK YOUTHANK YOU
visitwww.msc.com.my
IT Policy in Japan~METI’s IT policy facilitating the
usage of Information Technology by SMEs~November 28.2007
Takeo NATSUMEDirector
Information human resource officeCommerce and Information Policy BureauMinistry of Economy, Trade and Industry
51
Summary
- Feature and present condition of Japan‘s IT Industry
- IT policy facilitating the usage of IT by SMEs
52 (Source: “Services Industry Survey,” METI )
2005 sales in the information services and software industry was ¥14.6 trillion . Employees numbered 574,000. Average growth rate of is over 4%.
Sales and employees
※Research scope was reviewed and expanded in 1998 and 2001.
※Employees in 2000 and beyond includes transferred and dispatched persons.
Sales (Tr yen) Employees (10,000 people)
Sales
Software and IT Services ~Sales and Employee~
Employees
53
Amount of the investment for IT of the big enterprise of the capital 10 billion yen over is an increasing tendency.
0
1,000
2,000
3,000
4,000
5,000
6,000
2000 2001 2002 2003 2004
100 million yen~
100 500 million yen~
500million billion~1yen
billion yen1~10
10 billion yen~
All
( million yen )
An investment for IT of the small and medium enterprise is low.
( Source )” Information Processing Census,” METI (09/2008)
54
Sales in the information services and software industry is concentrated on large cities such as Tokyo, Kanagawa Prefecture, and Osaka Prefecture.
Tokyo9 trillion yen
(90 billion US$)
Hokkaido 0.2 trillion yen(2 billion US$)
Fukuoka 0.3 trillion yen(3 billion US$)
Kanagawa 1.4 trillion yen(14 billion US$)
Osaka 0.9 trillion yen
Aomori 18 billion yen
(180 million US$)
Kagawa 27 billion yen
(270 million US$) 1 US dollar = 100 Japanese yen
The Japanese IT Industry
Kagoshima 24 billion yen
(240 million US$)
Kyoto0.2 trillion yen(2 billion US$)
55
High customization rate compared to USA
High customization ratio and IT investment costs
7.5%
40.0%
41.3%
49.2%
51.2%
10.8%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
米国SCM
日本SCM
100%作り込み 混成 100%パッケージ
(SCM)
物流
管理
ソフ
ト
そのまま使用
100%作り込み 混成
(CRM)
顧客
管理
ソフ
ト
22.1%
31.1%
30.9%
58.8%
47.1%
10.1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
米国CRM
日本CRM
100%作り込み 混成 100%パッケージ
そのまま使用
100%作り込み 混成
Japan SCM
USA SCM
Japan SCM
USA SCM
100% in-house development Mixed development Use as is
Supp
ly C
hain
M
anag
emen
tC
usto
mer
Rel
atio
nshi
p M
anag
emen
t
100% in-house development Mixed development Use as is
56
High IT investment costs compared to West
0
1
2
3
4
5
日本 米国 西欧
平均4.2万円/機能
平均2.3万円/機能
平均3.4万円/機能
Development cost per software function
Ave.\42,000/function
“420US$”
Ave. ¥23,000/function
“230US$”
Ave. ¥34,000/function
“340US$”
Japan USA
EU
High customization ratio and IT investment costs
57
Governmental IT Policy (IT Strategic HQ)
e-Japan Strategy (2001)e-Japan Strategy (2001) New IT Reform Strategy New IT Reform Strategy (2006)(2006)
e-Japan Strategy (2003)Ⅱe-Japan Strategy (2003)Ⅱ
■ Japan’s IT strategy is promoted by all governmental offices and spearheaded by the IT Strategic Headquarters, chaired by the Prime Minister.
■ METI Minister serves as Deputy Chairman of IT Strategic HQ and plays an important role in its activities.
ObjectiveBuilding IT foundations (Make Japan advanced IT nation in 5 years.)
Important areas (5) ・ Building of network infrastructure・ Building environments for e-commerce・ Materializing e-government services, etc.
ObjectivePromoting IT use
Important areas (7, technological competitiveness) ・ Medical care: e-charts, medical care billing・ Governmental services: Online national/local services・ Technological competitiveness: Building new IT infrastructure (Ubiquitous networks, developing IT human resources) etc.
Objective Structural Reforms via utilization of IT (Completion by FY2010)
Important areas (15)・ Medical care reform via use of IT・ Eco-friendly society driven by IT ・ World’s most convenient and efficient online governmental services ・Strengthening business cooperation by establishing IT management・ World’s most secure IT society・ Developing world-class IT human resources
etc.
IT Strategy HQ MembersIT Strategy HQ Members
Chairman : Prime MinisterDeputy Chairman: Minister of State for Science
and Technology PolicyChief Cabinet SecretaryMETI Minister, MIC Minister
Members: All ministers excluding Chairman and Deputy Chairman, Advisors (8)
Other (2) President, Council for the Promotion of Regulatory ReformPresident, IT Reform Strategy Evaluation Council of Experts
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世界最先端に向けて重点的に取り組むべき主な施策(案)世界最先端に向けて重点的に取り組むべき主な施策(案)
Pursuit of IT Solution power Pursuit of IT Solution power for Structural Reform for Structural Reform
Structural reform of healthcare industry Structural reform of healthcare industry through IT Solutionsthrough IT Solutions
- Overcome the challenges faced by Japanese society by using IT
Solutions ◆◆ 100% complete on-line processing of 100% complete on-line processing of
medical care expense receipts medical care expense receipts
Environmentally-friendly society fullyEnvironmentally-friendly society fully using IT Solutionsusing IT Solutions
◆◆ Efficient energy management, recycling and Efficient energy management, recycling and distribution through IT Solutionsdistribution through IT Solutions
The world’s most advanced safeThe world’s most advanced safe and reliable IT societyand reliable IT society
◆◆ Damage mitigation by sharing disaster Damage mitigation by sharing disaster information via terrestrial digital broadcasts information via terrestrial digital broadcasts
The world’s safest road trafficThe world’s safest road traffic environmentenvironment
◆◆ Traffic accident prevention through Traffic accident prevention through Intelligent Transport systemIntelligent Transport system
The world’s most convenient and The world’s most convenient and efficient electronic governmentefficient electronic government
◆◆ 50% or more actual use of on-line 50% or more actual use of on-line applications and filingsapplications and filings
Enhance business competitiveness Enhance business competitiveness using IT Solutions in managementusing IT Solutions in management
◆◆ Efficient collaboration within and Efficient collaboration within and among companies through IT among companies through IT SolutionsSolutions
Prosperous lifestyles throughoutProsperous lifestyles throughout people’s lifetimespeople’s lifetimes
◆◆ Increased use of telecommuting and e-Increased use of telecommuting and e-learninglearning
Priority IT Measures
59
METI’s IT PolicyImplementation of the “New IT Reform Strategy”, “ Economic and Fiscal Reform
2007”, and the “Economic Growth Initiative”
● Strategic technology development
・ Green IT Project ・ Dream Chip
Project
● Product safety initiatives / environmental measures
● International trade policy / Home appliance distribution policy
● Promotion of innovation ・ Jaspar Project ・ Information Grand
Voyage Project
● High-level IT human resources development
● Market innovation
● IT use by SMEs businesses
・ IT use via SaaS ・ Tax incentives
● Increasing IT investment
● Electronic tags, electronic commerce
Hardware SoftwarePromotion of IT use
Promotion of electronic government
Information security / Privacy protection
Home appliance recycling
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1. Promoting IT use by SMEs businesses
【課題】 ●特に中小ユーザ企業における IT 活用の遅れ
2. Improving efficiency of IT investment
【 Issues 】 ●Use of IT is late particularly with small
to Midium businesses.
【 Policies 】●The “IT-Keiei Ouentai”●Promote IT use with SMEs businesses
via “SaaS” (Software as a Service).●Strengthen competitiveness via tax
incentives for introducing IT.
【 Issues 】●Customized systems common compared to USA and Europe
【 Policies 】●Improve efficiency in IT investment
via focus on core businesses.
【課題】 ●特に中小ユーザ企業における IT 活用の遅れ
3. Building infrastructure for electronic tags and e-commerce
【 Issues 】● Promotion of information-sharing beyond
boundaries of businesses and industries essential towards finding solutions to social issues such as the environment and safety concerns
【 Policies 】●Build common infrastructure for using
electronic tags and e-commerce.
Issues and Policies for Promotion of IT use
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Encouraging small and medium-size businesses to put IT management into practiceManageme
nt innovation
Productivity improveme
nt
A public/private sector network is being built to provide support so that small businesses
themselves can innovate management and improve productivity by using IT. (Launched
01/2005)Support was upgraded and strengthened in 2007 to emphasize putting IT management “into
practice,” by offering training opportunities, collecting and disseminating examples of best
practices and developing support projects with local communities.
The “IT-Keiei Ouentai”
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Training opportunities
・ Manager training・ CIO training・ 1-day training・ Training by sector, etc.
63
・ SMEs IT Management Award・ Presentations on web pages etc
Collecting/Disseminating examples of best practices
64
Support in coordination with local communities
Local IT management support teams *(Local governments & Private sectors support for introducing IT via IT vendors, banks, etc.)
65
Application softwareCustomer
manage-mentPersonnel
manage-mentFinance
manage-ment
Company A userCompany B user
Internet
User purchases information processing service.
Service vendor handles operation and maintenance.
Merit ① Less cost burden than earlier information systems
Merit② Little need for IT know-how or IT-versed personnel
- Introduction, operation and maintenance costs are low because common services are provided by information processing firms.
- Because common services are provided, user businesses have little need for specialized knowledge or personnel.
Promote IT use via SaaS with small businesses which lack Promote IT use via SaaS with small businesses which lack adequate financial resourcesadequate financial resources
Small and Medium-Size Businesses via SaaS
66 66
Key Goal IndicatorWe have to achieve the following targets by 2010,
-To raise the percentage of enterprises utilizing IT to the world’s highest levels; -To Increase the percentage of some part of SMEs utilizing IT as fundamental businesses tools to 60% or more;
-To establish an infrastructure for EC, electronic commerce, harmonized internationally and increase the percentage of its usage to 60% or more;
-To Increase the percentage of usage of EC by SMEs to 50% or more of total trade partners by FY 2010.
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M E T IMinistry of Economy,
Trade and IndustryThank you very much
Building Asian MultinationalsProtection to Domination
Deepak GhaisasVice Chairman
November 28, 2007
Presentation Path:
Protection to Domination
Seven Strategic Steps
Our Experience at i-flex
Current Strengths
Asia - Strong economic fundamentals
Rise in Indian Multinationals
Wipro
i-flex
Ranbaxy
Titan
Protection to Domination
Succeeding to become MNC
risking
competing
failing
leading
Value Differentiation
Effi
cien
cy &
Pro
duct
ivity
New Business Metric
value-to- time
SPEEDINTEGRATIONIN
NOVATION
Capability Platform to be Dominative
M&A
Financing & Risk Mgt.Capital ProductivityStatutory Mgt.
Skills & Processes
Domain Knowledge
Global Communities
Cross Border Cultures
IPRBranding
Franchise
Seven Strategic Steps
Seven Strategic Steps
Domination
CurrentBusiness
ExistingCompetitionArena
Step out intoNew CompetitionArena
ExistingGeographies
Expand intoNew Geographies
ExistingIndustry Structure
Acquisition/ Consolidation within current
Industry
ExistingValue Delivery System
Innovation Of value Delivery System
ExistingProducts &Services
Innovation Of Products & Services
Maximization of Existing Customers
Attracting new Customers
Our experience at i-flex
What we followed at i-flex
‘FLEXCUBE’ - A Global Brand in BFSI
Get the unfair advantage
No 1 for last 5 years – from 2002 to 2007
Serviced 700+ customers across 130 countries
i-flex Presence
Cyprus Malaysia
Ghana Netherlands
India Nigeria
Jamaica Singapore
Japan South Africa
Kenya Sri Lanka
Kuwait Uganda
London Zambia
Support Presence
Subsidiaries & Offices:Amsterdam Bangalore Chennai
Mumbai US (New Jersey,New York) Pune Singapore
Presence:Australia Japan Kenya
Nigeria South Africa UK
UAE Zimbabwe
Customer Locations
Globally Diversified Revenue
Asia Pacific21%
Latin America
and Caribbean
1%
Middle East and
Africa22%
USA33%
Europe23%
Growing Global Brand Recognition
Thank You
Deepak.Ghaisas@iflexsolutions.com
Thank You
Deepak.Ghaisas@ iflexsolutions.com
“ Today out of the Fortune 500 companies, 260 are Indian Clients. When we march towards a new India, I would like the IT industry to lead the march by proclaiming that “260 of Fortune 500 are Indian MNCs.
This is my dream”
……..Dr. APJ Kalam
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