Provided by MZ Data Products
 
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
 

 
FORM 6-K
 
REPORT OF FOREIGN ISSUER
PURSUANT TO RULE 13a-16 OR 15d-16 OF THE
SECURITIES EXCHANGE ACT OF 1934
 
THROUGH April 02, 2008

(Commission File No. 1-15256)
 

 
BRASIL TELECOM S.A.
(Exact name of Registrant as specified in its Charter)
 
BRAZIL TELECOM COMPANY
(Translation of Registrant's name into English)
 


SIA Sul, Área de Serviços Públicos, Lote D, Bloco B
Brasília, D.F., 71.215-000
Federative Republic of Brazil
(Address of Regristrant's principal executive offices)



Indicate by check mark whether the registrant files or will file
annual reports under cover Form 20-F or Form 40-F.

Form 20-F ___X___ Form 40-F ______

Indicate by check mark if the registrant is submitting the Form 6-K
in paper as permitted by Regulation S-T Rule 101(b)(1)__.

Indicate by check mark if the registrant is submitting the Form 6-K
in paper as permitted by Regulation S-T Rule 101(b)(7)__.

Indicate by check mark whether the registrant by furnishing the
information contained in this Form is also thereby furnishing the
information to the Commission pursuant to Rule 12g3-2(b) under
the Securities Exchange Act of 1934.

Yes ______ No ___X___

If "Yes" is marked, indicated below the file number assigned to the
registrant in connection with Rule 12g3-2(b):


Brasília, April 2nd, 2008.



Overview and Strategy

 

1

Brasília, April 2nd, 2008.


Main Actions in the Restructuring Process 
 



Single Supplier Project 
 


3


Single Supplier Project 
 

REDUCES RISKS    SIMILAR MOVEMENTS WORLDWIDE 
 

• Reduces risks of suppliers’ (financial)instability 

• Reduces labor risks and costs 

• Has no risk of dependency, for technological density is low 

   
  New Zealand     
  • Fixed, mobile, data 
• Alcatel-Lucent plans, operates and maintains the network 
  • Fixed, mobile 
• IBM operates IT area 
       
   
       
  • Mobile 
• Ericsson plans and operates the network 
  • Mobile 
• Alcatel-Lucent plans, operates and maintains the network 

4


BrT Call Center and Ryan Project 
 

SITUATION                 COMPLICATION    SOLUTION 
 
•  Service areas with quality rates below expected 

• Rate of satisfaction with service is of 67%. Dissatisfactory, considering the company receives 34 million* calls per month 
• Constant introduction of new products (mobile, broadband, providers, IPTV…)and promotion packages 

• Contractor (Teleperformance)manages the Call Centers 
• Implementation: 

RYAN PROJECT 

•  Creation: 

BrT CALL CENTER 

* 16 million retained at URA and 18 million received by an operator

5


BrT Call Center and Ryan Project 
 

RYAN PROJECT 

FIRST RESULTS 

•  Mapping of the problems faced by customers in their experience with BrT 

•  Correction of systems, processes and training failures found 
 
• Quick service (customers serviced in up to 20 seconds) 
DEC 06  DEC 07 
69%  82% 
 
BrT CALL CENTER 
 •  Customer satisfaction with the Call Center’s service    


•  Termination of agreement with Teleperformance 

•  Internalization of this operation with the creation of a wholly-owned subsidiary (> 10,000 operators)

•  Direct control over operation 

•  New business unit as of 2009 

DEC 06  DEC 07 
67%  74% 
   
• Global cost of the service operation: (R$ million/month) 
JAN 06 JAN 07  JAN 08 
25.1  21.0  17.9 

6


Videon’s Launch 
 

Strategic Movement

Pioneer initiative in the country

Pilot project in Brasilia


7


2006 and 2007 Results 
 

    2005    2006    ∆ %    2007    ∆% 
                     
Gross Revenue (R$ million)   14,687    15,111    +3%    15,997    +6% 
                     
Operational Expenses Cost (R$ million)   7,429    6,803    -8%    7,262    +7% 
                     
EBITDA (R$ million)   2,709    3,494    +29%    3,797    +9% 
                     
EBITDA Margin (%)   27%    34%    +7p.p    34.4%    +0.4p.p. 
                     
Net Income (R$ million)   -30    470    N.A.    671    +43% 
                     
CAPEX (R$ million)   1,978    1,451    -27%    1,399    -4% 
                     
Net Debt (R$ million)   1,955    1,312    -33%    490    -63% 
                     
Mobile Accesses (thousand)   2,213    3,377    +53%    4,263    +26% 
                     
Broadband Accesses (thousand)   1,014    1,318    +30%    1,568    +19% 

8


Movements for 2008 
 


9


Corporate Governance

 

10

Brasília, April 2nd, 2008.


Actions Implemented by the Corporate Governance Program 
 

► Redesign of the Governance Portal (layout, navigability, new contents, user manual and etc...)

► Consolidation of procedures for the holding of corporate events (Board of Directors, Fiscal Council and Shareholders’ Meetings), with definition of the corporate chronogram, agenda and call notices.

► Support to the implementation of good corporate governance practices

11


Actions Implemented under the Corporate Governance Program 
 

► Support to the implementation of good corporate governance practices

12


Corporate Risk Management as a way to improve the Governance Model 
 


 


Risk Management’s Attributions and Pillars 
 



Evolution of SOx for Corporate Risk Management 
 




The Industry and Regulatory Matters

 

16

Brasília, April 2nd, 2008.


Agenda 
 

► Initial Considerations

► Key Trends of the Business

► Regulatory Matters

► Brasil Telecom’s Strategic Axis

17


Transformation in the Telco Sector 
 

► The new network generation (multi-service IP) and mobility allow for the so-called ubiquitous services: anything (voice, data and video), anytime, anywhere.

► Consumers and companies will increasingly be attracted by service providers who offer complete solutions, accessible anytime, anywhere.

► Innovative business models, more adequate to modern times, end up being a matter of survival.

18


Key Trends of the Business 
 

Fixed-mobile 
substitution 
  Drivers and Evidences 

• The fixed-mobile substitution keeps growing in Brazil and worldwide 

• On the basis of the pyramid and in the young segment, the substitution effect is more accentuated

• Attack movements of mobile operators, such as Home Zone, encourage the traffic migration even more 

 
Broadband 
growth 
 
New 
technologies 
(wireless)

19


Key Trends of the Business 
 

Fixed-mobile 
substitution 
  Drivers and Evidences 


• 
In Brazil, penetration increased 32% in 2007:
       - Economic expansion, credit, incentives, etc. 

• Diffusion of computers is a fundamental requisite for universalization 

• Governmental actions might speed up the universalization process 

• Municipal initiatives to promote free access start to be worrisome 

 
Broadband 
growth 
 
New 
technologies 
(wireless)

20


Key Trends of the Business 
 

Fixed-mobile 
substitution 
  Drivers and Evidences 


• 
3G already has global scale and was bid by the end of 2007 in Brazil 

• WiMAX is an opportunity for network supplementation, threatening concessioners with the entry of new players 
       - Fixed WiMAX is already in operation in some countries, while mobile WiMAX will be a reality by 2009 
       - It will have an opportunity for success in 3 specific applications: 
         alternative networks, developing regions, and rural zones 
       - However, these opportunities tend to represent a marginal stake of the global market 

• In Brazil there are licenses already, acquired in 2003, and a new bid might be held within the upcoming months 

 
Broadband 
growth 
 
New 
technologies 
(wireless)

21


Other Key Trends of the Business 
 

VoIP Emergency 
  Drivers and Evidences 
 

• VoIP poses a threat to the fixed voice market, and tends to increase with the broadband expansion 

• Phone-to-phone model via cable operators is clearly the largest threat among the VoIP players 

• Broadband penetration and price are the key drivers of VoIP adoption 

Advance in TIC 
chain 
 
Erosion of the 
business 
frontiers 
 
Content and 
aggregation 

22


Other Key Trends of the Business 
 

VoIP Emergency 
  Drivers and Evidences 
 

• IT & Telecom joint purchase is a reality 

• Supplementary logic for the entry of new telecom operators
 includes: differentiation, profitabilization, attack and defense 

• Telecom providers’ positioning in the TIC chain and the means of entry might change, but some successful cases start to consolidate 

Advance in TIC 
chain 
 
Erosion of the 
business 
frontiers 
 
Content and 
aggregation 

23


Other Key Trends of the Business 
 

VoIP Emergency 
  Drivers and Evidences 
 

• Bundles play a key role in the market: 
       - In the USA they represent 30% to 40% of the market, while the triple play accounts for 20% to 25%. 

• Bundles have a very strong rationale for operators and customers 

• Triple play will be the most expressive bundle and TV will play a core role 

Advance in TIC 
chain 
 
Erosion of the 
business 
frontiers 
 
Content and 
aggregation 

24


Other Key Trends of the Business 
 

VoIP Emergency 
  Drivers and Evidences 
 

• Strong growth of mobile ARPU in the USA; 71% of the content revenue is from traffic 

• In Brazil, SMS is still little diffused  

Advance in TIC 
chain 
 
Erosion of the 
business 
frontiers 
 
Content and 
aggregation 


25


Regulatory Matters 
 

VOICE:

Numberportability in fixed and mobile

Resale of minutes

VoIP Regulation

Efficient use of spectrum

PGO Revision

DATA:

Invitation to bid for remainders of 3G (H Band)

WiMAX invitation to bid

VIDEO:

PL/29 – Pay-TV sector and Cable Law

Grant Plan for cable TV and MMDS

RATES:

Cost models for interconnection of network use (fixed and mobile)

WACCRegulation

26


Strategic Axes 
 

 
Portfolio 

Develop
 increasingly convergent and appropriate offers for each customer segment 
    Fixed voice   
Limit erosion through segmentation, loyalty, retention, use of installed capacity and with products for the low-income segment 
 
  Broadband  
Grow with profitability, exploring capillarities, expanding wireless coverage, striving against competition, and seeking the lower-income segment 
 
  Mobile   
Maintain growth with offers which are appropriate for each region and segment, increasing scale and assuring profitability 
 
  Data   
Remain in the forefront in the offer of innovative services, encouraging the migration to IP solutions and developing new markets and businesses 
 
  Internet   
Explore the market opportunities, increase the ARPU and take steps towards   being a “Web 2.0” provider 
 

  New Technologies   
Use emerging technologies (Wi-Fi, WiMax, 3G, FFTX, etc.) so as to keep a portfolio which is always up-to-date and innovative 
 
  Acquisitions   
Seek inorganic growth opportunities in telecommunications and correlated segments 

Regulatory    Operating Efficiency    Customer Service 
Having a harmonious 
and constructive 
relationship 
  Managing inputs and 
resources so as to ensure 
the value generation goal 
  Internalizing the service so as to 
improve quality and the sub- 
segmented treatment to customers 
     

27


Operations, Network Evolution
and New Services

Brasília, April 2nd, 2008.

28


Operation’s Strategic Macro Guidelines 
 

Growth 
Drivers 
       
  •   
Keep on expanding the mobile operation so as to gain scale, assuring profitability. 
       
  •   
Expand the broadband operation with segmented bundles, improving the profitability.
       
 
Business 
Defense 
       
  •   
Minimize the drop in the fixed voice operation through convergent customer loyalty and expansion in low- income segments. 
       

29


Mobile Operation 
 

Keep on expanding the operation so as to gain scale, assuringprofitability


30


Mobile Operation Growth 
 


31


Brasil Telecom’s 3G Operation 
 

 


32


3G Positioning  
 

   
3G means more than data, speed and even voice   
       
     – Improved spectral efficiency   
       
     – Reduced network cost   
       


In addition to advanced products such as Mobile Video and Mobile TV, Brasil Telecom will use 3G to leverage core products in the Brazilian market, such as voice (FLAT FEE) and SMS.

33


Broadband Operation: High-Speed Internet Access  
 

Keep growth with profitability 
    ADSL Broadband 
    Mobile Broadband 


34


Broadband Growth and Penetration   
 


Broadband
access
growth
  Broadband Accesses (x 1,000)
   
    Company    2006    2007    Variation 
    Brasil Telecom    1,318    1,568    + 19% 
   
    Telemar    1,128    1,518    + 35% 
   
    Telefônica    1,607    2,053    + 28% 
   
    GvT    137    246    + 79% 
   
    Net    862    1,423    + 65% 
   

 

Broadband
penetration
in fixed
lines
  Broadband / Lines in Operation (%)
   
    Company    2006    2007 
    Brasil Telecom    16%    20% 
   
    Telemar    8%    11% 
   
    Telefônica    13%    17% 
   

35


Broadband Operation: High-Speed Internet Access
 

Keep growth with profitability
    ADSL Broadband 
    Mobile Broadband 

Mobile Broadband: Internet Everywhere


36


Brasil Telecom’s Videon  IPTV: Coverage Expansion
 

1st Operator to launch in Brazil in Sept-07



The expansion of the service is subject to a positive sign of the possibility that we can offer a complete product, including pay-TV (PL 29). 

37


Fixed Voice Operation
 

Limit the shrinking of fixed voice


38


Total Control
 

Concept & Characteristics 

 
-100% fixed prepaid plan, targeted at the low-income segment (C, D and E). There are 3 plans: 50,100 and 200 minutes, which can be used for local calls to any BrT fixed or mobile phone; 

- 43% of the clients who acquired the product never had fixed telephones, and the others (57%) were out of the base for at least 5 months. 

 
      Sales action: Door-to-Door (Arrastão)
 
 

39


Single Phone: Fixed-Mobile Convergence
 


Fixed and cell phones in one single device 

40


Single Phone Evolution: SIP/WiFi 
 


Mobility of fixed telephone
 
Savings, convenience and simplicity
    Flat tariff on WiFi network, with no geographical restrictions
    Automatic Handover from the WiFi to the mobile network
    Automatic connection in Wi-Fi networks

41


Brasil Telecom’s Bundles of Convergent Offers
 

       
  Focus on sales growth and customer loyalty of the current base 
     

42


Pluri Bundles 
 


43


Pluri Bundles 
 


44


Results and 2008 Guidance

 

Brasília, April 2nd, 2008.

45


Agenda 
 

►Results’ Evolution

►Balance Sheet Analysis

►Financial Management

►Cash Flow

►2008 Guidance

►Market Disclosure Policy

46


Results’ Evolution

47


Financial Performance  
 


* Dividends of Brasil Telecom S.A. excludes payment to Brasil Telecom Participações.

48


Operating Costs and Expenses 
 


49


Revenue Growth 
 


50


 

Balance Sheet Analysis

 

51


Balance Sheet - Assets 
 

    2006    2007 
                                                                                                                                             R$ million         
CURRENT ASSETS    7,498.1    7,436.0 
   Cash and cash equivalents    4,063.4    3,893.5 
   Accounts Receivable (Net)   2,127.7    2,189.7 
   Deferred Taxes and Taxes Recoverable    944.1    804.5 
   Other    363.0    549.3 
LONG-TERM ASSETS    2,128.4    2,967.1 
   Loans and Financings    2.9    6.2 
   Deferred Taxes and Taxes Recoverable    1,649.5    1,793.2 
   Other    476.0    1,167.7 
PERMANENT ASSETS    8,167.3    7,026.2 
   Investments (Net)   330.1    201.5 
   Property, Plant & Equipment, and Intangible (Net)   7,698.8    6,713.8 
   Deferred Assets (Net)   138.5    111.0 
TOTAL ASSETS    17,793.8    17,429.3 

52


Balance Sheet - Liabilities 
 

    2006    2007 
                                                                                                                                               R$ million         
CURRENT LIABILITIES    4,852.4    4,727.4 
   Loans and Financings    1,109.5    496.8 
   Suppliers    1,474.7    1,483.0 
   Taxes, charges, and contributions    893.3    832.2 
   Dividends Payable    614.4    1,016.5 
   Other    760.5    898.9 
LONG-TERM LIABILITIES    5,852.7    5,629.7 
   Loans and Financings    4,265.6    3,886.6 
   Other    1,587.1    1,743.1 
MINORITY INTEREST    1,811.1    1,825.7 
SHAREHOLDERS' EQUITY    5,277.6    5,246.5 
   Capital Stock    2,596.3    2,596.3 
   Capital reserves    309.2    309.2 
   Profit reserves    306.3    266.0 
   Retained Earnings    2,086.6    2,095.9 
   Treasury Shares    (20.8)   (20.8)
TOTAL LIABILITIES    17,793.8    17,429.3 

53


Financial Management

 

54


Financial Management 
 

► Cash Management

► Debt Management

► Financial Services

55




Cash Management 
 

Optimization of
Financial
Applications’
Profitability 
 
  • Migration from DI Funds to Fixed- Income and Multi-Market Funds 
  • Increase in exposure to private risk 
      Goal:
Minimum
100.5% of CDI
 
       
     
 
 
Non-recurring
impacts
 
  • Payment of 3G license – R$ 488 MM 
       
 
  • Other Operational Revenues 
       
 
  • Other acquisitions 
       

56


Debt 
 

► Main Creditors*    ► Amortization Schedule 
     
As of 12/31/2007    

           
           
           
  As of 12/31/2007        R$ Milllion
  YEAR    TOTAL    % 
   2008    496.8    11.3% 
   2009    608.5    13.9% 
   2010    719.7    16.4% 
   2011    778.5    17.8% 
   2012    640.9    14.6% 
   2013    641.7    14.6% 
   2014 forward    497.3    11.4% 
  TOTAL    4,383.4    100.0% 
           
           
           
             
             
* Without hedge adjustments            

 

57


Debt Management 
 

Access to
attractive

financing
sources 
 
  • Cost of debt is lower than Cash profitability 
    Cost of Debt:
80% of CDI 
   
   
   
 
 
Liability
Management 
 
  • Advance payment of the 4th issue ofdebentures (R$500 million)
    Settled Debt
Cost:
108.4% of CDI 
       
 
  • Bonds Repurchase in 2009 
   
 
 
Low foreign
exchange
exposure 
 
  • Cash exposure to foreign currency:
    9%
     
       
         
         

 

58


Ratings 
 

Fitch Ratings     Rating 
 
BTP    IDR – Issued Default Rating (Global Scale)National Scale    BBB 
         
BTSA    IDR – Issued Default Rating (Global Scale)   BBB 
  PRI Notes (Political Risk Insurance)   BBB 
  National Scale    AA+br 
  Debentures 5th issuance    AA+br 
 
S&P     Rating 
 
BTP    National Scale    brAA+ 
         
BTSA    National Scale    brAA+ 
  Debentures 5th issuance    brAA+ 
 
Moody’s     Rating 
         
BTSA    Global Scale    Ba1 
  Debentures 4th issuance – Global scale    Ba1 
  National Scale    Aa1 
  Debentures 4th issuance – National Scale    Aa1 

59


Financial Services and Relationship Program 
 

Initiatives to generate new income sources and
Retain Clients 
 
       
       
Main Initiatives    Financial Services   
       - BrT’s co-branded Credit Card   
       - Consumer Credit - CDC   
       - Personal Loans   
       - Insurance   
  Relationship Program   
       
       
Main Goals    Generate new source of revenue   
  Reduce churn   
  Shield base for portability   
  Increase products sales   
       
       
Other Initiatives    Mobile Payments
Online Payments 
 
       


60


Cash Flow

61


Cash Flow 
 

R$ million    2006   2007        Variation 
       
               
Operating Activities    2,385  2,409     
  • Court deposits – R$ 872 MM 
               
Investing Activities    (1,490) (1,270)    
  • CAPEX Management 
               
Financing Activities    454  (1,309)    
  • Advanced amortization ofDebentures – R$ 500 MM 
     
  • BNDES Amortization – R$ 800 MM 
               
Cash Flow in the Period    1,349  (170)      
  • Dividend Payment – R$ 493 MM 
       
  • New BNDES Financings – R$ 600 MM 

 

62


2008 Guidance

63


Result Indicators  Consolidated 
 

    2006  2007    2008 Guidance
Variation % 
           
           
Net Operating Revenue (R$ million)   10,297  11,059    ~ +3.4% 
           
Operating Costs and Expenses (R$ million)   (6,803) (7,262)   ~ +2.8% 
           
EBITDA (R$ million)   3,494   3,797    ~ +4.5% 
           
Number of Fixed Accesses     8,418  8,034    Stable 
           
Number of Broadband Accesses     1,318  1,568    ~ +22% 
           
Fixed ARPU (R$)
 
71.12
78.97
 
~ -5.0%
           
ADSL ARPU (R$)
 
67.10
71.70
 
Stable

64


Mobile Telephony 
 

    2006  2007    2008 Guidance Variation % 
           
Services’ Net Revenue (R$ million)   1,247  1,746    ~ +8% 
           
EBITDA (R$ million)   (142)          54    ~ +200% 
           
Number of Mobile Accesses (thousand)
 
3,377
 4,263
 
~ +30%
           
Mobile ARPU (R$)
 
31.30
34.20
 
Stable

65


CAPEX / Net Revenue 
 


  CAPEX (R$ million)   Guidance 
  Operating / Regulatory / 3G    1,700 
  3G License    500 
  TOTAL    2,200 
   
  • Permanent negotiation with suppliers 
   
  • Creation of Internal Investments Committee 
   
  • Positive impact of exchange variation 
   
   
   
   
   
   
   
   

66


Market Disclosure Policy

67


Market Disclosure Policy 
 

Financial Reports    Additional Disclosures    Focus on Investor 
 
• Quarterly Results
• Management Report (yearly)
• Filings with CVM, SEC, NYSE
• All information released in Portuguese and English (BTP and   BTSA)
• IFRS 
  • Key business drivers and non-financial measurements
• Website in line with the best corporate governance practices
• Guidance: Board of Executive Officers’ financial forecasts       
  • Customer satisfaction surveys
• Quarterly conference calls and webcasts
• Participation in local and international roadshows and conferences
• Meetings with analysts and investors
• Annual Investors’ Day event 
   
   
   
   
   
         
         
   

 

68


Exhibits

69


Cash and Cash Equivalents 
 

LIQUIDITY PER COMPANY    Cash    Net Debt 
  2006    2007    2006    2007 
   Brasil Telecom Participações    1,432.3    1,462.9    (1,432.3)   (1,462.9)
   Brasil Telecom Cons. (except for Mobile)   2,172.1    931.8    3,183.4    3,431.3 
   Brasil Telecom Celular    459.0    1,498.8    (439.2)   (1,478.5)
TOTAL    4,063.4    3,893.5    1,311.9    489.9 

70


Sundry Assets 
 

SUNDRY CURRENT ASSETS    2006    2007 
     Other Amounts Recoverable    104.2    124.2 
     Court Deposits    119.1    329.4 
     Inventories    64.2    32.7 
     Other    75.5    62.0 
TOTAL    363.0    548.3 
 
 
 
SUNDRY LONG-TERM ASSETS    2006    2007 
   Income Securities    3.3                     3.7 
   Court Deposits    429.9    1,069.1 
   Other Assets    42.8               94.9 
TOTAL    476.0    1,167.7 

71


Disclaimer 
 

This presentation contains forward -looking statements. Such statements are not statements of historical fact, and reflect the beliefs and expectations of the Company's management. The words “anticipates”, “believes”, “estimates”, “expects”, “forecasts”, “intends”, “plans”, “predicts”, “projects” and “targets” and similar words are intended to identify these statements, which necessarily involve known and unknown risks and uncertainties. Accordingly, the actual results of operations of the Company may be different from the Company's current expectations, and the reader should not place undue reliance on these forward -looking statements. Forward -looking statements speak only as of the date they are made, and the Company does not undertake any obligation to update them in light of new information or future developments.

72


   

 


 
SIGNATURE
 
 
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

Date: April 02, 2008

 
BRASIL TELECOM S.A.
By:
/SPaulo Narcélio Simões Amaral

 
Name:  Paulo Narcélio Simões Amaral
Title:     Chief Financial Officer
 

 

FORWARD-LOOKING STATEMENTS

This press release may contain forward-looking statements. These statements are statements that are not historical facts, and are based on management's current view and estimates offuture economic circumstances, industry conditions, company performance and financial results. The words "anticipates", "believes", "estimates", "expects", "plans" and similar expressions, as they relate to the company, are intended to identify forward-looking statements. Statements regarding the declaration or payment of dividends, the implementation of principal operating and financing strategies and capital expenditure plans, the direction of future operations and the factors or trends affecting financial condition, liquidity or results of operations are examples of forward-looking statements. Such statements reflect the current views of management and are subject to a number of risks and uncertainties. There is no guarantee that the expected events, trends or results will actually occur. The statements are based on many assumptions and factors, including general economic and market conditions, industry conditions, and operating factors. Any changes in such assumptions or factors could cause actual results to differ materially from current expectations.