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The Early Years Diamond communications was
established in 1971 as a wholly owned
subsidiary of
the post office, then a
public corporation. The
company was
originally called UK CarCom and
control
passed from the Post Office to the then state
owned British Telecom. At this time the
head office
for UK CarCom were
relocated to Edinburgh. In
1984 the UK
government sold a majority stake in
British Telecom, and sold the whole of
UK CarCom.
A controlling share in UK
CarCom was purchased
by a consortium of
London based venture capitalists,
with
the remaining shares being placed with the
main banks and small investors. The new
owners
had seen the opportunities that
were opening up as
a result of the
deregulation of telecommunication
markets. Deregulation involved the
removal of many
government rules and
regulations and the
encouragement of
competition in the market, a
process
that was to be enthusiastically adopted by
many countries. Under British Telecom,
UK CarCom
had specialized in developing
car phone technology.
And prior to the
sale had started to research and
develop mobile phone and network
technologies the
company with its new
owners was well placed to
take
advantage of the rapidly changing and
developing telecommunications markets.
钻石通信成立于
1971
年，作为一家
全资附属公司的
邮局，然后一家公众公司。该公司最初称为英国
CarCom
和控制从邮局传递到当时国有的英国电信。
此时头
部英国
CarCom
办公室迁往爱丁堡。在
1984
年，英国政府出售英国电信公司的多数股权，并整个
销售英国
CarCom
的。
份额的控
制在英国
CarCom
的
购买由总部设
在伦敦的风险投资家组成的财团，与主
要银行和中小投资者，其余股份被放置。新的业主
看
到了商机，开放电信市场解除管制的结果。放松管制
涉及去除
许多政府规章和鼓励竞争的市场，是一个过
程，要满腔热情地被许多国家采纳。根据英国
电信，
英国
CarCom
专业车载电话
技术开发。
在出售前已经
开始研究和开发手机和网络技术公司与
新业主很好地
利用迅速变化和发展的电信市场。
British Telecom had allowed UK CarCom
to operate
under a number of names in
different European
countries, where
they worked in partnership on
small
projects with the then mainly state owned
telecommunications firms. In 1985 the
new owners
decided to end this
fragmented brand approach and
at the
same time decided that the name UK CarCom
was no longer appropriate. They adopted
a single
name that could be used on the
international stage,
and rebranded the
firm Diamond
Telecommunications Plc.
英国电信已经允许英国
CarCom
的一些
名字在不同的
欧洲国家，在那里他们与主要国有电信公司曾在小型
项目合作下运作
。
1985
年，新业主决定结束这种分
散的品牌战略，并在同一时间决定该名英国
CarCom
不再适合。他们通过一个单一的，可用于在国际舞
台
上，并更名公司钻石电讯有限公司的名称。
The Dawn of the Mobile Era
Throughout the remainder of the 1980s
Diamond strengthened its links with
state telecoms
firms across Europe. A
major breakthrough came in
1985 with a
contract to help maintain and expand
the world’s first cellular telephone
network operated
by the Nordic Mobile
Telephone (NMT) service. The
network
operated across several Nordic countries
and was the first to allow customers
the use of their
mobile phones in any
location (international roaming)
regardless of which country they were
in. the NMT
network proved a catalyst
and cellular networks
rapidly began to
develop across Europe and the
developed
world.
纵观
20
世纪
80
年代剩下的钻石加
强其与国有电信公司在整
个欧洲。一个主要的突破是
在
1985
年的合同，以帮助保持和扩大了世界上第一
个蜂窝电话网络由北欧移动电话（
NMT
）服务经营。
网络在几个北欧国家，是第一
个允许客户使用他们的
手机在任何地点（国际漫游），无论哪个国家，他们
证明
NMT
网络的催化剂和蜂窝网络迅速开始在整个
欧洲发展和发达国家。
Diamond first commercially launched
their
hand-held mobile phones in 1986
and although they
were heavy, bulky and
difficult to use, their launch
and
subsequent success represented a significant
step for the company. Their first hand-
held phones
were priced at about $$4000
because of the high
research and
development costs and the need for
highly specialized production
facilities. Whilst the
prices were high
they were comparable with those of
Motorola, and their early entry into
the market gave
them an advantage over
later entrants.
钻石第一款商用在
1986
年推出自己的手持式移动电
话，虽然他们重，体积大，很难使用
，其发射和随后
的成功代表为公司的一个重大步骤。他们的第一台手
持式手机售价在
4000
元左右，因为较高的研究和开
发成本，
并需要高度专业化的生产设施。
虽
然价格高，
他们与摩托罗拉相比，其早期进入市场给了他们一个
后来者的优势。
The Global System
for Mobile communications
(GSM) was
adopted in 1987 as the European
standard. This allowed for high-quality
voice calls,
the ability for customers
to use their phones across
international boundaries, and text
messaging, thus
laying the foundations
for a worldwide boom in
mobile phone
use.
移动通信全球系统（
GSM
）于
1987
年通过的欧洲标
准。这使
得高品质的语音通话，能够为客户跨越国际
边界，短信，从而使用他们的手机在手机使用
一个世
界性的热潮奠定了基础。
In
the late 1980s and throughout the 90s further
deregulation of the telecommunications
markets
enabled Diamond to capitalize
on a number of
opportunities. The
company continued to work
closely with
several of the former state telecoms
firms in developing and operating
mobile networks,
further cementing its
position as an influential player
in
the
telecommunications market.
Diamond’s main
focus has remained in
Europe, but they have
ventured into the
North and South American, and
Asian
marketplaces. The recent
’opening
-
up’ of the
Chinese market is currently providing
Diamond with
opportunities for further
expansion both in the
provision of
networks and in sales of mobile devices.
This expansion has, and will continue
to require
substantial investment. In
1998 the owners sought
fresh capital
from existing share holders to allow
them to take advantage of the expansion
opportunities.
在
2
0
世纪
80
年代后期和
90
年代整个
电信市场的进一步开放，使钻石把握了一
些机会。
该
公司继续紧密合作，与一些前国有电信企业在开发和
运营移动网络，进一步巩固了其作为一个有影响力的
球员在电信
市场的地位。
钻石的主要焦点仍然在欧洲，
但他们已经进军北美
和南美，亚洲交易市场。最近的
“
开放的中国市场目前提供的钻
石，
无论是在提供网络
和移动设备的销售额为进一步扩张的机会
。
这种扩张，
将继续需要大量的投资。
1998
年业主开始寻找新鲜
的资本从
现有的股份持有人，让他们利用扩张机会。
The
Internet Era
In 2000 Diamond was a
medium sized producer of
handsets which
could connect to the internet (3G
technology). This significant
development ensured
that consumers had
the products that met and
continue to
meet their growing telecommunications
needs, ranging from downloading music,
watching
TV, web browsing to
multiplayer online gaming.
Diamond has
invested heavily in market research
and
has been very successful in identifying market
trends and then using the latest
technological
developments to satisfy
customer needs.
在
2000
年，钻石是一个中型的手机生产商，可以连
接到互联网（
3G
技术）。
这显着的发展，确保消费
者的产品能够满足并不断满足他们日益增长的通信需
求，包括从网上下载音乐，看电视
，多人在线游戏的
网页浏览。钻石已经投入巨资进行市场调研，并在识
< br>别市场趋势，然后用最新的技术发展，以满足客户的
需求一直是非常成功的。
Intense competition and rapid
changes in mobile
technologies have
resulted in very large research
and
development costs. New products are
continually being developed, and market
expectations demand a steady stream of
innovative
products. As a consequence
diamond has entered
into partnership
agreements with Siemens and
Nokia to
allow for the joint development of new
products and the sharing of technology.
At the same
time they have entered into
several partnership
agreements with
other Network operators to jointly
develop networks in emerging markets.
Diamond is
working with its partners to
continue to develop and
market cutting-
edge products and to raise its
standards of service as a major Network
operator. In
addition, a number of
working agreements have
been made with
industry bodies (see Appendix 1)
involved in establishing common
specifications and
protocols within the
industry. The company views
partnership
agreements as a crucial part of its
strategy in entering new markets and in
particular
the Chinese market which has
enormous potential.
激烈的竞争和移动通信技术的快速变化已经
导致非常
大的研究及开发成本。
新产品不断被开发，市场预期<
/p>
需要源源不断的创新产品。其结果是钻石与西门子和
诺基亚签订合
作协议，以允许联合开发的新产品和技
术的共享。与此同时，他们已经进入了几个与其他
网
络运营商的合作协议，共同开发在新兴市场的网络。
钻石正与
它的合作伙伴，继续发展和市场的尖端产品
和服务标准，以提高其作为一个主要的网络运
营商。
此外，一些工作协议已在行业内建立共同的规范和协
议所
涉及的行业机构（见附件
1
）。该公司认为作为
一个重要组成部分，其战略合作伙伴关系协议，在进
入新的市场，特别是中国市
场具有巨大的潜力。
Reorganization
Diamond underwent a reorganization in
2001
rearranging itself into a number
of core business
areas (see Appendix
2). Prior to this, the production
of
mobile devices and operating mobile networks
had been run as a single division.
钻石在
2001
年进行了重组，重新安排到了一
些核心
业务领域（见附录
2
）。在此之
前，已生产的移动设
备和运营移动网络运行作为一个单一的分裂。
Increasing competition led Diamond to
separate
these two core parts of the
business, creating a
division for each.
Diamond networks had until 2001
exclusively used Diamond phones. Sales
of
Diamond phones to other networks had
been
restricted to small networks in
emerging markets to
keep the phones
largely exclusive to Diamond
network
customers. This was severely restricting
growth, and this combined with intense
competition
between networks and
between mobile phone
manufacturers
meant that change was essential.
日益激烈的竞
争导致钻石分开这两个核心部分业务，
为每个创建的一个部门。钻石网络独家使用，直到
2001
年的钻石手机。
被限制小型网
络到其他网络销售
的钻石手机在新兴市场中，主要是独有的钻石网络客
< br>户保持手机。这严重制约增长，并结合网络和手机厂
商之间的激烈竞争意味着改变
是必不可少的。
After
the
reorganization, the Diamond networks were
allowed to sell phones produced by
other
manufacturers, providing greater
choice for their
network customers. At
the same time the mobile
devices
division was permitted to sell their phones to
competing networks allowing access to a
much
larger market. Sales of Diamond
phones have
gradually grown since the
change in strategy, and
new customers
have been attracted to the Diamond
networks because of the greater handset
choice.
重组后，钻石网络销售其他制造商生产的手机，他们
< br>的网络客户提供更大的选择。与此同时，移动设备部
门被允许出售自己的手机，允
许获得更大的市场竞争
网络。钻石手机的销售逐渐增长，因为在战略上的变
化，而被吸引到新客户的钻石网络，因为更大的手机
选择。
< br>
Growth has also been vigorously
pursued
through the use of imaginative
promotional
campaigns, which while
successful have led to a
relatively
slow growth in turnover and profit. The
main problem has been the need to cut
prices fo
mobile devices as a result of
highly competitive
offerings form other
firms. Similar competitive
pressure has
led to a reduction in the tariffs
Diamond can charge their network
customers.
Whilst the number of
handsets sold has risen, and
more
network users have been signed up, the
downward pressure on prices has led to
lower profit
margins and a reduced rate
of growth in
turnover.(See Appendix 4)
增长也得到了大力推行
通过富有想象力的促销活动，导致营业额
和利润的增
长相对缓慢，而成功的使用。主要的问题一直需要降
价
FO
作为一个高度竞争力的产品，形成其他公司的
移动设备。类似的竞争压力已经导致关税的减少钻石
可以收取他
们的网络客户。虽然售出的手机数量已经
上升，并已签署了更多的网络用户
，价格下调的压力
已导致较低的利润率和营业额增长减按（见附件
4
）
As part of
its overall marketing strategy Diamond
has adopted a strong stance in relation
to the
environment, and actively seeks
to promote social
responsibility and
environmental sustainability. They
were
one of the first phone manufacturers in the
world to offer a comprehensive mobile
phone
recycling scheme. They offer a
mobile application
that provides
information and offers discounts on
‘environmentally friendly’ products and
services.
Prototype products made from
plant-based plastics,
and recycled
metals and alloys are nearing
readiness
for launch. The development of a sensory
wrist strap made from solar cells that
provides
information about the local
environment and health information and
which can
interact with Diamond mobiles
is also nearing
completion, Diamond
continues to invest money in
other
innovative products but will only do so if the
products will have a positive impact
upon people’s
quality of life and a
minimal impact upon the
environment.
(See Appendix 3 )
作为其整体营销战
略的
钻石已经采取了强硬立场，在有关环境，并积极
寻求促进社会责任和环境可持续性。他们
是一个在世
界第一手机制造商提供了一个全面的手机回收计划。
他们提供了一个移动应用程序，提供信息和提供环保
的产品和服务的折扣。即将准备推出
原型产品由植物
基塑料，再生金属和合金。
感官的发展腕带由太
阳能
电池提供的信息对当地的环境和健康信息，并可以与
钻石手
机也接近尾声，钻石将继续投入资金等创新产
品，但只能这样做，如果产品将产生积极的
影响后，
人们的生活质量和对环境的影响微乎其微
。
（见附录
3
）
Expansion into the Chinese Market
China is potentially the largest global
telecommunications market. It leads
both the US
and India in size and
provides Diamond with an
unrivalled
opportunity to generate growth. There are
currently upwards of 750,000,000 mobile
subscribers in China with an additional
8,000,000
being added each month. There
is still room for
massive expansion and
projections from market
analysts
suggest that a further 600,000,000
subscribers in China will be
enlisted within the next five years.
Competition is
likely to be severe with
43 foreign national
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