Navigating the Storm: The Impact of the
Economic Crisis and Strategic Responses
6th Arab Advisors Media & Telecoms Converg...
We are in the midst of a global recession

                      Global GDP growth rates, 2006 – 2014E, %

 12%

 10%
    ...
Historically, real TME consumer expenditure has correlated
with the performance of the wider economy
                     ...
The declining spend is severely impacting growth across the
value chain
         Content/Media                            ...
The global crisis combined with a decline in oil prices is
severely impacting the GCC economies
                         A...
Consumer and business confidence has fallen significantly
across the region
      Change in Consumer Confidence           ...
Not all countries in the region are being impacted equally

                                                      Impact o...
Players will need a balanced strategic response

                   Telco Strategic Responses to Downturn


 SAC/SRC Redu...
Outsourcing can help reduce network costs, whilst retaining
focus on customer management and value creation
Typical OPEX B...
Separating out tower companies and network sharing
provide a significant upside in shareholder value
                     ...
Along with addressing cost, operators must take effective
steps to retain their existing customers
       Operator initiat...
The downturn also opens up some growth opportunities


       BSkyB is driving Pay TV Uptake, by creating an affordable HD...
Operators are exercising caution in making bold investments

         Decline in CapEx expected                           ...
But should invest in pursuing growth areas with proven
demand
        Comparison of broadband penetration in GCC and Weste...
Beyond organic growth, operators in the region can leverage
their relatively healthy cash positions for select acquisition...
In summary


 In line with the historical trend, consumer spending on telecom and media is
  being impacted by the global...
Introduction to Capgemini Consulting
and the TME Practice
June 2009


Capgemini Consulting is the strategy
and transformat...
Capgemini is one of the world’s foremost providers of Consulting,
Technology and Outsourcing services




      Global Rea...
Capgemini Consulting is a Global SBU of Capgemini Group
 Global business unit of more than 4,000 consultants working in o...
Capgemini Consulting services support end-to-end Business
Transformation

                               Business Transfor...
Capgemini Consulting runs a global management consulting unit with
over 300 professionals focused on the TME sector

     ...
With its core expertise in business transformation, Capgemini Consulting has
supported its Telecom & Media clients through...
We have built a strong track record of innovative projects in the Middle
East
            Selected Recent Assignments in t...
Our “C4 Advisory Board”, comprising of senior telecom & media leaders
help validate and enrich our views on the market evo...
Capgemini TME Consulting Lab has a global outlook on the sector and
enjoys strong links with influential academics and ind...
Jawad Shaikh
                                       Vice President
                                       Region Head Midd...
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Navigating the Storm: The Impact of the Economic Crisis and Strategic Responses, by Jawad Shaikh, Vice President Capgemini Consulting

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presentation by Jawad Shaikh, Vice President Capgemini Consulting


2009 during 6th Annual Media and Telecoms Convergence Conference’s on June 1st 2009 in Amman, Jordan

In summary
In line with the historical trend, consumer spending on telecom and media is being impacted by the global economic crisis, including in the Middle East
Operators can target bottom-line improvement through adoption of structural cost reduction measures such as outsourcing and network sharing
Protecting revenue must stay in focus –using segmentation and pricing levers, e.g. “recession offers” based on „psychological‟ segmentation to retain, as well as attract customers
With Capex constrained, investment for growth should target areas of proven demand –e.g. broadband in the Middle East
Many major Middle Eastern operators have accumulated healthy war-chests and can take advantage of lower valuations for attractive M&A deals

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Navigating the Storm: The Impact of the Economic Crisis and Strategic Responses, by Jawad Shaikh, Vice President Capgemini Consulting

  1. 1. Navigating the Storm: The Impact of the Economic Crisis and Strategic Responses 6th Arab Advisors Media & Telecoms Convergence Conference Jawad Shaikh, Vice President Capgemini Consulting June 1st 2009 Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group
  2. 2. We are in the midst of a global recession Global GDP growth rates, 2006 – 2014E, % 12% 10% Developing Asia 8% 6% World Middle 4% East The US 2% Europe 0% -2% -4% -6% 2006 2007 2008 2009E 2010E 2014E World United States Europe Developing Asia Middle East Source: IMF, “World Economic Outlook”, April 2009;, World Bank, “Global Economic Prospects 2009”, Dec 2008; Bloomberg, “U.S. Stocks Post Steepest Yearly Decline Since Great Depression”, Jan 2009; IMF, “Global Economy Contracts, With Slow Recovery Next Year”, Apr 2009 1 Copyright © 2009 Capgemini. All rights reserved.
  3. 3. Historically, real TME consumer expenditure has correlated with the performance of the wider economy TME Consumer Spending per Capita, GDP per Capita, YoY Growth Rates, US, 1984 2007, %, Real Terms YoY growth GDP per capita YoY growth, TME Spend per capita 7.0% US Financial Dot.com Bubble Recession (2000-2001) 6.0% (1990-1991) 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 -1.0% -2.0% The current recession is also affecting consumer spend. Source: Capgemini TME Strategy Lab analysis; US Bureau of Economic Analysis 2 Copyright © 2009 Capgemini. All rights reserved. 2
  4. 4. The declining spend is severely impacting growth across the value chain Content/Media Telecoms Devices Q-o-Q Revenue Growth Rates of Q-o-Q Revenue Growth Rates of Y-o-Y Revenue Growth of Top Top Media Players, Q2 08-Q1 09 Top Telcos, Q2 08-Q1 09 Handset Vendors, 2005-08 10% 3.0% 25% 20% 5% 2.0% 15% 0% 10% 1.0% 5% -5% 0% 0.0% -10% -5% -10% -15% -1.0% Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 -15% 2008 2008 2008 2009 2008 2008 2008 2009 2005 2006 2007 2008 Online advertising revenues Voice revenue growth for Mobile handset revenues are in the US expected to European cellcos predicted forecasted to decline by decline by 5% in 2009 to decline by 3.7% in 2009 ~13% Source: Capgemini TME Strategy Lab analysis based on analyst reports, company websites and news releases. 3 Copyright © 2009 Capgemini. All rights reserved.
  5. 5. The global crisis combined with a decline in oil prices is severely impacting the GCC economies Annual Real GDP growth rates,2007-2009(f),% 25% 20% 2007 2008(E) 15% 2009(F) 10% 5% 0% -5% Oman Bahrain Saudi Kuwait Qatar UAE Trade- deficit $77 $75 $49 $33 $24 $23 Breakeven Oil Price Decreasing Vulnerability to Falling Oil Prices Source: MEED Projects, as of July 2008. IMF. Respective Central Banks, NCBC 4 Research, World Bank Estimates, Samba Research. Global Research;Ameiinfo Copyright © 2009 Capgemini. All rights reserved.
  6. 6. Consumer and business confidence has fallen significantly across the region Change in Consumer Confidence HSBC Gulf Business Confidence Index , Jul 2008-Feb 2009, %age Index , Dec 2007-Jan 2009 UK Business Kuwait UAE Bahrain Qatar Oman KSA UK US Confidence Index US Business fell 10% between Confidence Q4 2007 and Q4 Index fell 33% -1.1% 2008 between Dec 07 and Dec 08 98.6 96.8 94 -7.0% 92 -9.5% -11.9% -15.5% 70.3 Dec- Feb- Apr- Jun- Aug- Oct- Dec- -23.5%-23.5% -23.2% 07 08 08 08 08 08 08 Source: Bayt.com and YouGov Mar 2009 CCI report; HSBC Gulf Business Confidence Index; Nationawide& TNS, “Consumer Confidence Index”, March 2009; ABC News, “ Q1 2009: A Confidence Sourball”, march 2009; Trading Economics, “United States Business 5 Economics”, March 2009; ICAEW, “ Business Confidence Index in UK”, 2009 Copyright © 2009 Capgemini. All rights reserved.
  7. 7. Not all countries in the region are being impacted equally Impact of Downturn on Middle Eastern Economies 20% Positive Relatively Qatar Resilient 15% Change in GDP 2008-2009F Relatively 10% Lower Impact 5% Egypt Tunisia Oman Bahrain Jordan 0% KSA UAE Kuwait High Impact Negative -5% -5% 5% 15% 25% 35% 45% 55% 65% 75% 85% Expat Population as % of Total Population LOW HIGH Bubble size represents total population 6 Source: Capgemini Strategy Lab Analysis based on IMF and CIA Factbook data Copyright © 2009 Capgemini. All rights reserved.
  8. 8. Players will need a balanced strategic response Telco Strategic Responses to Downturn  SAC/SRC Reduction  Pricing  People Costs  Micro-segmentation Costs Revenues  IT Consolidation and  Focus on investing Optimization in services with proven demand  Network Sharing  M&A  IT and Network Outsourcing Asset Optimization  CAPEX shifts  Divestiture of non-core operations  Hiving off non-core assets 7 Copyright © 2009 Capgemini. All rights reserved.
  9. 9. Outsourcing can help reduce network costs, whilst retaining focus on customer management and value creation Typical OPEX Breakdown for a Mobile Operator and Potential Savings Through Outsourcing  Network maintenance and management Network 15-18% 23.70% OPEX  Inventory management  Planning and network optimization Subscriber  Payouts on license fees and AMC Acquisition 26.80% and  NOC and Disaster recovery Retention  Application management 22.90% Interconnect  Hardware and software maintenance  Data-center management 7.10% IT 18-20%  Information security 7.80% Customer Service  Internal helpdesk 11.70% Other  Technology Obsolescence-related costs Operators can save up to 5% of their total OpEx through Network outsourcing. 8 Copyright © 2009 Capgemini. All rights reserved.
  10. 10. Separating out tower companies and network sharing provide a significant upside in shareholder value Towers Ownership & Network Sharing Initiatives in India Tower Assets for Selected Operators in India, January 2008, (Units)  Over 70% of the towers are 76,000 owned by tower companies 61,500  Over 36% of the towers are shared, and no. is growing  Sharing passive infrastructure, 36,849 which is 60% of network CAPEX 28,000  Generates OPEX savings as well 19,540 as tenancy revenue stream Independent Bharti Infratel RTIL Operator Indus Tower Owned Companies These initiatives are supported by a clear strategic and financial rationale. Source: Capgemini analysis; GTL Analyst Presentation, March 2008; Frost and Sullivan Estimates, January 2008; TRAI Report on Infrastructure Sharing, May 2008 9 Copyright © 2009 Capgemini. All rights reserved.
  11. 11. Along with addressing cost, operators must take effective steps to retain their existing customers Operator initiatives to retain and attract recession-impacted customers PAYMENT WAIVER EXTENSION OF CREDIT MULTIPLE BRANDS  Waives payments for  Extends credit to  Launched Low-Cost unemployed subscribers Contract subscribers Brand  Offers unemployed a 50%  Provides GBP40 of credit on  Offers shorter contract discount on their bill a 12-month contract with periods GBP10 rental  Targeted at subscribers with  SIM only-offerings with call Telefonica for at least 6  Available on a SIM-only prices at up to 30% lower months contract compared Source: Information Week, “Comcast Profits Rise Despite Recession”, April 2009 10 Copyright © 2009 Capgemini. All rights reserved.
  12. 12. The downturn also opens up some growth opportunities BSkyB is driving Pay TV Uptake, by creating an affordable HD value proposition Sky+ HD Subscribers („000), UK Average Quarterly Growth Rate 17% 27% • Identify a high-growth area, with 1,022 obvious demand: • Pay TV demand rose as out-of-home entertainment became unaffordable 779 • Create compelling proposition to tap the demand: 591 • Slashed entry level prices of Sky+ HD 498 box from £149 to £50 465 422 358 • HD service delivered with strong content 292 portfolio 244 • Promoted limited-time offers e.g. giving ten months of free line rental Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 07 07 07 07 08 08 08 08 09 Source: Capgemini Strategy Lab Analysis; Enders Analysis, “Sky FY 2009 Q3 results: recession- resistant”, May 2009; Enders Analysis, “UK pay-TV in 2009: recession and competition concerns”, 11 Apr 2009; Digital TV Europe, “Sky: a sharper picture”, Mar 2009 Copyright © 2009 Capgemini. All rights reserved.
  13. 13. Operators are exercising caution in making bold investments Decline in CapEx expected Investments are being delayed Global Telecom CapEx, 2008 vs 2009, 2009 2010 2011 2012 2013 Billions of USD Expected LTE Launch Timeline -11% Before Downturn 122 Expected LTE 108 Launch Timeline After Downturn +11% -7% 76 We are not disclosing specific spending on LTE. 71 68 Given the economic circumstances that we‟re 66 in we will probably start out slower in the first quarter than what we did first quarter this year -5% - Verizon CEO, 4Q 08 call 23 22 It won't be until 2012 or 2013 when users really EMEA N America Latin Asia Pac start appreciating LTE. LTE will be too costly in America 2010 - Softbank Mobile 2008 2009 Source: “Global Telecommunications CapEx Forecast”, Yankee Group, March 2009 12 Copyright © 2009 Capgemini. All rights reserved.
  14. 14. But should invest in pursuing growth areas with proven demand Comparison of broadband penetration in GCC and Western economies points to unaddressed demand Mobile Penetration in Select Geographies Broadband Penetration in Select Geographies Across the World, (% of Population), Q4 2008 Across the World, (% of Households), Q4 2008 193% 153% 152% Penetration 115% 103% 117% 110% Gap 73% 63% 51% 51% 39% 35% 26% 17% 5% 4% 3% GCC Average Saudi Arabia UAE Western Average Egypt Qatar GCC Average Saudi Arabia UAE Western Average Oman Bahrain Egypt Qatar Kuwait Oman Bahrain Kuwait Source: Telecom Tiger 26th May 2009; “Mobile Social Networking has 12.3 Million 13 Friends in the USA and Western Europe”, August 2007. Copyright © 2009 Capgemini. All rights reserved.
  15. 15. Beyond organic growth, operators in the region can leverage their relatively healthy cash positions for select acquisitions M&A activity has plummeted in the region But players have sizeable war-chests Number of deals, Q1 08 & Q1 09 100 Cash and cash equivalents, Q4 2008, Q1 2009, $Bn, Net Debt/EBITDA ratio, 2008 80 -61% 60 Cash Reserves Net Debt/EBIDTA Ratio 40 2.3 -77% 1.96 20 1.73 1.5 1.1 1.1 0 Oubound Inbound+ Domestic 40 -0.1 Value of disclosed deals, Q1 08 & Q1 09 -0.3 5.8 30 4.5 4.2 Q1 2008 Q1 2009 3.4 3.3 20 2.2 -78% 10 1.0 0.7 -79% 0 Oubound Inbound + Domestic Zain STC Etisalat Qtel Orascom Batelco Vodafone FT Source: Capgemini analysis based on Company financial statements. Factiva 14 Copyright © 2009 Capgemini. All rights reserved.
  16. 16. In summary  In line with the historical trend, consumer spending on telecom and media is being impacted by the global economic crisis, including in the Middle East  Operators can target bottom-line improvement through adoption of structural cost reduction measures such as outsourcing and network sharing  Protecting revenue must stay in focus – using segmentation and pricing levers, e.g. “recession offers” based on „psychological‟ segmentation to retain, as well as attract customers  With Capex constrained, investment for growth should target areas of proven demand – e.g. broadband in the Middle East  Many major Middle Eastern operators have accumulated healthy war-chests and can take advantage of lower valuations for attractive M&A deals 15 Copyright © 2009 Capgemini. All rights reserved.
  17. 17. Introduction to Capgemini Consulting and the TME Practice June 2009 Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group
  18. 18. Capgemini is one of the world’s foremost providers of Consulting, Technology and Outsourcing services Global Reach Three Business Lines Five Global Sectors • North America, • Consulting services: • Telecom, Media & Europe and Asia – The largest European management Entertainment consultancy, with over 4,000 • Over 90,000 consultants across 30 countries • Financial services employees – Helping clients with Business • Public sector • 300 offices in more Transformation – encompassing, 30 countries Strategy, Operations & Technology • Manufacturing/retail • Revenues 2008: • Technology services: • Energy, Utilities € 8.7 billions – Architecture and design Chemical – Application and data – Infrastructure • Outsourcing services: – Business process outsourcing – IT outsourcing INTRODUCTION TO TME CONSULTING.PPT ©2009 Capgemini – All Rights Reserved 01/06/2009 00:35 | 17
  19. 19. Capgemini Consulting is a Global SBU of Capgemini Group  Global business unit of more than 4,000 consultants working in over 30 countries  Europe‟s largest management consulting firm  €700m revenue in 2008 (8% of Capgemini Group revenues)  Long-standing heritage within the Capgemini Group, with strong Business- Transformation experience and industry-leading clients Capgemini Consulting mission: Advising and supporting organisations in transforming their business from innovative strategy through to execution, with a consistent focus on sustainable results. INTRODUCTION TO TME CONSULTING.PPT ©2009 Capgemini – All Rights Reserved 01/06/2009 00:35 | 18
  20. 20. Capgemini Consulting services support end-to-end Business Transformation Business Transformation Leader • Phase 1 • Customer • Innovation & • Shared services • Accelerated IT experience Prod. Lifecycle Rationalization • Technology transformation Management • Finance (AIR) Transformation transformation (Business & IT • Planning, • Customer • Sustainable IT Strategy) Logistics & segmentation • Employee Cost Fulfilment • Post Merger transformation Management Integration • Sales • Operational effectiveness Excellence – • Technovision • People & incl. BeLean ™ Organisation Change • Multi-channel • Strategic • CIO Advisory optimisation - sourcing • Restructuring; sales & P2P service • Asset Mgmt Business Transformation: a journey from innovative strategy to sustainable performance. INTRODUCTION TO TME CONSULTING.PPT ©2009 Capgemini – All Rights Reserved 01/06/2009 00:35 | 19
  21. 21. Capgemini Consulting runs a global management consulting unit with over 300 professionals focused on the TME sector Global Track Record in the Convergent Industry Worldwide Presence Mobile, Fixed-line & Broadband Media & Entertainment Our TME offices Americas Europe Middle East  Atlanta  Düsseldorf  Oslo  Dubai Telecom & Media Enablers  Cambridge  Helsinki  Paris  New York  London  Rome Asia Pacific  El  Madrid  Stockholm  Mumbai Segundo,  Shanghai  Milan  Utrecht California  Munich  Sydney Capgemini TME Consulting’s raison d’être is deep industry knowledge and close collaboration with our clients. INTRODUCTION TO TME CONSULTING.PPT ©2009 Capgemini – All Rights Reserved 01/06/2009 00:35 | 20
  22. 22. With its core expertise in business transformation, Capgemini Consulting has supported its Telecom & Media clients through all of the major waves of change TME Consulting Practice Capabilities Strategy Definition Business Creation Operations Efficiency  Vision engineering/value  “In a box ®” methodology  Business Simplification innovation (Capgemini trademark)  Customer journey management Tools and  Growth strategy/market entry  Launch Profile  Path to profit/cost optimisation Methodologies  Functional strategy (commercial  Product Lifecycle Management  End to end process redesign product, technology, etc.)  Customer Experience definition  Revenue Assurance  Due-diligence, PMI, Exit  PMI process  Group synergy strategy: product,  Group function design and launch  Synergy implementation From national marketing, network, IT, sourcing  Governance, tracking & reporting  Group function implementation companies to  Group governance vs. national design and plan  Sourcing implementation global groups operations  Group innovation process design  Tracking and reporting execution  Privatization  Telco-in-a-box  Governance From monopoly  Competition facing strategy  Proposition development  Customer experience processes to competition  Management alignment  Competitive pricing  Downsizing & efficiency Telecom Revolutions  Organization Design  3-Play strategy  3-Play launch  QoS improvement program From PSTN to  Entry Market/Go To Market  IPTV launch  Unbundling acceleration program 3-Play  CPE Strategy  TV channel negotiation  Broadband sales push program  Distribution strategy  Box Company creation  Pricing optimization  Fixed Mobile convergence  Broadband launches (network,  Customer Support convergence From Mobile to Strategy products, in DSL or WiMAX)  Convergent segmentation Broadband  Corporate strategy (acquisition)  Organization redesign  Convergent business processes  Portfolio definition  Pricing definition  Content Strategy for Telco  Content acquisition (football rights,  Advertising revenues optimisation From Telecom  Acquisition Strategy movies)  Pay TV player subscription to Media  Multi-screen strategy  Pay TV launch  QoS optimisation (Mobile TV,  DVB-H Licence acquisition  Catch Up TV Mobile TV launch IPTV) INTRODUCTION TO TME CONSULTING.PPT ©2009 Capgemini – All Rights Reserved 01/06/2009 00:35 | 21
  23. 23. We have built a strong track record of innovative projects in the Middle East Selected Recent Assignments in the Middle East and Africa (2007-2008) • Defined the Strategy and the Post Merger Integration plan for the acquired ISP by a Mobile operator • Identified the different Marketing Synergies between the subsidiaries for a Telecom Group M&A • Helped clients bid for mobile and fixed licences • Due diligence of technology players & operators; PMI and 100 Day plan processes • Launch of 1st WiMAX operations in Middle East Mobile & • 1st MVNO deal in Middle East Broadband • Launch of Mobile Operators in Middle East, North Africa and Turkey Launches • Launch of 3G/HSDPA network and services • Go-To Market Strategy in Africa for Middle East operator, leveraging India Best Practices Major • Transformation of Ministry of Communication in Kuwait Transformation • Transformation of major telecom player in Egypt Projects • Defined the Broadband Strategy, Go To Market and Value Proposition for a Mobile Operator for its Broadband operations in Middle East and Africa and Fixed- • Defined the Broadband and Wholesales Strategy of an incumbent in Jordan Mobile • Defined the Fixed Mobile Convergence portfolio for a leading mobile operator and a fixed incumbent Convergence • Developed the Broadband and WiMAX strategy of an Incumbent to face the arrival of the 2nd fixed line operators • Redesigned new media strategy for a leading Middle Eastern media player: linear and non linear contents services, interactive services, addressing the 3 screens (TV, PC, mobile). Media • Defined the Mobile Strategy for a leading free-to-air TV channel in the Middle East; defined Partnerships Convergence Strategy with operators, positioning for the segmented offer and described the roll out strategy • For a Pay-TV player in Middle East, defined the IPTV strategy and business case INTRODUCTION TO TME CONSULTING.PPT ©2009 Capgemini – All Rights Reserved 01/06/2009 00:35 | 22
  24. 24. Our “C4 Advisory Board”, comprising of senior telecom & media leaders help validate and enrich our views on the market evolution History The C4 Board of Advisors, 2008  Chair: Lord Birt  Didier Bonnet, Vice President & Global Leader, TME, Capgemini  Dana Dunne, CEO, AOL Europe  Kaj-Erik Relander, CEO Accel Partners  Pascal Cagni, CEO & Vice President - EMEA, Apple  Stefano Mazzitelli, CEO, Telecom Italia Sparkle  Peter Erskine, Chairman, O2 / Telefonica  Olivier Fleurot, Executive Chairman, Publicis  The TME “C4 Advisory Board” was  Frank Rövekamp, Global Chief Marketing Officer, Vodafone Group founded in 2006 to provide an  Patrick Vien, Chairman and CEO, Warner Music Int’l environment for industry players to  Clive Ansell, President - Strategy, Marketing & Propositions, BT plc  Joanna Shields, President - International, Bebo engage in open, honest, fact-based  Jon Gisby, Director of New Media, Channel 4 discussion on the implications of the  Dallas Clement, SVP Strategy & Development, Cox Communications converging communications industries  Francis Deprez, Chief Strategy Officer, Deutsche Telekom  Peter Bazalgette, Chief Creative Officer, Endemol  The Board of Advisors meets twice a  Tony Cohen, CEO, Fremantle Media year and, with their blend of insight and  Emily Bell, Director, Digital Content, Guardian News and Media experience, shapes debate on the rapidly  Carolyn Fairbairn, Head of Strategy & Corporate Development, ITV changing communications, content and  Eelco Blok, Member of the Board of Management, KPN technology landscape  Patrick Barwise, Emeritus Professor of Management and Marketing, London Business School  Keith Pardy, Senior Vice President - Strategic Marketing, Nokia  Professor George Yip, Dean, RSM Erasmus University  Francesco de Leo, Strategy Director, Wind INTRODUCTION TO TME CONSULTING.PPT ©2009 Capgemini – All Rights Reserved 23 01/06/2009 00:35 | 23
  25. 25. Capgemini TME Consulting Lab has a global outlook on the sector and enjoys strong links with influential academics and industry analysts Recent research publications London Cross  Digital native: how young people modify the Telecom and Boston Paris Media landscape Mumbai  Music Labels: striking the right chord for stimulating revenues VOD challenge for DTH platform  When TV face web 2.0 Media  Mobile Media advertising  Towards Advertising 2.0 ?  Team comprised of consultants, research  Future of TV models: broadcasting and beyond analysts and sector experts  Conducts in-depth research & analysis to form Points of View on sector evolution  Meeting the Local Search Challenge Internet and address client questions  New ways for digital music distribution  Accesses a variety of proprietary and public  Internet Players vs. Telcos: Worlds In Collision? information sources  Leverages internal Group knowledge as well as networks with external experts  Evaluating Fiber Deployment for European Operators  Links with influential academics and  Recent Trends in the Indian MVNO Market industry analysts Telecom  IPTV opportunities & threats for DSPs and DDT players  Joint study with INSEAD on Value Innovation WiMAX: The Last Mile Winner? in the mobile sector  Joint study on Telecom & Media sector with  Growing Mobile Data Revenues: Opportunities in European analysts IDATE Infotainment  Content exchange with Forrester, Gartner,  Mobile content Enders, etc. INTRODUCTION TO TME CONSULTING.PPT ©2009 Capgemini – All Rights Reserved 01/06/2009 00:35 | 24
  26. 26. Jawad Shaikh Vice President Region Head Middle East & Africa Consulting Services Mobile: +971 50 274 6862 Telecom Media & Entertainment Direct: +44 870 238 2222 Dubai, UAE Jawad.shaikh@capgemini.com Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group

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