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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):

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Brasília, April 2nd, 2008.

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Overview and Strategy

 

1

Brasília, April 2^nd, 2008.

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Main Actions in the Restructuring Process

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Single Supplier Project

3

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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

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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

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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

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Videon’s Launch

Strategic Movement

Pioneer initiative in the country

Pilot project in Brasilia

7

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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

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Movements for 2008

9

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Corporate Governance

 

10

Brasília, April 2^nd, 2008.

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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

• Creation of the Board of Directors’ Internal Regulation
  
  
• Creation of Advisory Committees to assist the Board of Directors (Processes, Risks, Compensation and People Management), and elaboration of the respective regulations
  
  
• Support to the Board of Directors’ self-evaluation

11

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Actions Implemented under the Corporate Governance Program

► Support to the implementation of good corporate governance practices

• Revision of the decision process with the implementation of the Company’s Area of Authority.
  
  
• Implementation of the “Joint Management” concept, with amendments to the Company’s Bylaws.
  
  
• Revision of the Company’s Information Disclosure and Use and Securities Trading manual.
  
  
• Deepening of discussions and initiatives regarding “Sustainability” in the Company.
  
  
• Maintenance of the quality standards in corporate events.

12

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Corporate Risk Management as a way to improve the Governance Model

 

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Risk Management’s Attributions and Pillars

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Evolution of SOx for Corporate Risk Management

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The Industry and Regulatory Matters

 

16

Brasília, April 2^nd, 2008.

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Agenda

► Initial Considerations

► Key Trends of the Business

► Regulatory Matters

► Brasil Telecom’s Strategic Axis

17

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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Operations, Network Evolution
and New Services

Brasília, April 2^nd, 2008.

28

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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

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Mobile Operation

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

30

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Mobile Operation Growth

31

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Brasil Telecom’s 3G Operation

 

32

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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

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Broadband Operation: High-Speed Internet Access

►Keep growth with profitability
		• ADSL Broadband
		• Mobile Broadband

34

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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

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Broadband Operation: High-Speed Internet Access

►Keep growth with profitability
		• ADSL Broadband
		• Mobile Broadband

Mobile Broadband: Internet Everywhere

36

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Brasil Telecom’s Videon – IPTV: Coverage Expansion

1^st 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

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Fixed Voice Operation

►Limit the shrinking of fixed voice

38

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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

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Single Phone: Fixed-Mobile Convergence

Fixed and cell phones in one single device

40

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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

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Brasil Telecom’s Bundles of Convergent Offers

			Focus on sales growth and customer loyalty of the current base

42

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Pluri Bundles

43

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Pluri Bundles

44

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Results and 2008 Guidance

 

Brasília, April 2^nd, 2008.

45

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Agenda

►Results’ Evolution

►Balance Sheet Analysis

►Financial Management

►Cash Flow

►2008 Guidance

►Market Disclosure Policy

46

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Results’ Evolution

47

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Financial Performance

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

48

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Operating Costs and Expenses

49

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Revenue Growth

50

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Balance Sheet Analysis

 

51

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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

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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

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Financial Management

 

54

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Financial Management

► Cash Management

► Debt Management

► Financial Services

55

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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

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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

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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

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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

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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

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Cash Flow

61

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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

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2008 Guidance

63

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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

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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

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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

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Market Disclosure Policy

67

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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

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Exhibits

69

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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

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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

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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.

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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.

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