This document provides an overview of KPN, a telecommunications company based in the Netherlands. KPN is the largest telecom provider in the Netherlands with over 50% market share in wireless, wireline, and broadband. Internationally, KPN owns mobile networks in Germany and Belgium and is a mobile virtual network operator in Spain and France. The document discusses KPN's operating segments and financial results, defines key performance metrics, and outlines the company's operating principles around country-specific strategies, customer focus, multi-branding, and lowest cost operations.
The document discusses strategic opportunities for telcos in the digital home market. It notes that convergence is accelerating across different industries like telecom, media, and technology. While the ecosystem is becoming fragmented, telcos have valuable assets like networks, customer relationships, and physical presence that position them well to integrate services. The document outlines initiatives telcos can take in areas like digital home coaching and partnerships to establish leadership in the emerging smart home market.
France Telecom is the leading broadband and mobile provider in Europe. It operates under the Orange brand in 23 countries worldwide, including 13 European countries. Key points:
- Orange has over 177 million customers across five continents.
- France Telecom generates over €52 billion annually in consolidated sales.
- The company provides both mobile and fixed-line services, with mobile being its largest business segment.
- It faces competition from other major telecom companies in each country such as Deutsche Telekom in Germany and Telefonica in Spain.
This document provides an overview of France Telecom SA (Orange). It discusses the company's history, external analysis using Porter's six forces, internal resources and competencies, value chain, business model focused on telecommunications, entertainment and convergence strategy. Recent issues include a new partnership with Google. The summary focuses on key details about the company and industry.
France Telecom is analyzing the wireless telephone market in Quebec, Canada to determine pricing strategies. The document discusses the competitive environment including major competitors like Bell Mobility and Rogers Wireless. It analyzes competitors' service plans and pricing. Market share data shows the top three competitors control over 95% of the market. Demand analysis examines subscriber growth for the major providers from 2009-2010. France Telecom will use this environmental scan, competitive analysis, and examination of demand elasticity to make pricing recommendations for the Quebec market.
The document discusses differentiating IPTV services through convergence. It notes that IPTV subscriptions are growing strongly despite the economic crisis. Asian markets like China are major growth areas. The document advocates converging IPTV with other services like video on demand, online shopping, gaming and more to move beyond being a "dumb" pay TV platform. Examples from South Korea and Hong Kong demonstrate how convergence enriches the user experience and generates new revenue streams. The document promotes BNS as a company with experience and open platforms to help operators achieve this vision of fully converged IPTV.
This document discusses the evolution of IPTV and convergence trends in the television and internet industries. It notes that IPTV subscription growth continues despite the economic downturn and will lead to billions in revenue by 2012. It also summarizes examples of innovative IPTV 2.0 services from South Korea and Hong Kong that integrate interactive features, applications, and education content. Finally, it argues that for IPTV providers to stay competitive, they must think ahead to converge all aspects of consumers' lives through smart entertainment and communications platforms.
Investor Meetings - Paris - Franco Bernabe' presentation (July, 3 - 4 2012)Gruppo TIM
This document provides an overview and agenda for Telecom Italia Group's investor meetings in Paris on July 3-4, 2012. It includes key figures for FY2011, a breakdown of revenues across core markets, strategic priorities for 2012-2014, and financial guidance for FY2012 and the 2012-2014 plan. The agenda covers a Telecom Italia Group overview, 1Q12 results, a focus on ultra-broadband (UBB), financial position and targets, and sustainability. Forward-looking statements are presented but actual results may differ due to risks and uncertainties.
Vivendi is a large international media conglomerate headquartered in Paris, France. It has activities in music, television, film, publishing, telecommunications, the internet, and video games. In 2009, Vivendi had revenues of €27.13 billion, operating income of €3.836 billion, and profit of €830 million with 48,280 employees across 77 countries. Vivendi owns telecommunications subsidiaries including SFR, GVT, and Maroc Telecom which offer services such as mobile, broadband, pay TV, and more. Competitors in the telecom sector include BSNL, Airtel, Reliance, and Idea Cellular in India.
The document discusses strategic opportunities for telcos in the digital home market. It notes that convergence is accelerating across different industries like telecom, media, and technology. While the ecosystem is becoming fragmented, telcos have valuable assets like networks, customer relationships, and physical presence that position them well to integrate services. The document outlines initiatives telcos can take in areas like digital home coaching and partnerships to establish leadership in the emerging smart home market.
France Telecom is the leading broadband and mobile provider in Europe. It operates under the Orange brand in 23 countries worldwide, including 13 European countries. Key points:
- Orange has over 177 million customers across five continents.
- France Telecom generates over €52 billion annually in consolidated sales.
- The company provides both mobile and fixed-line services, with mobile being its largest business segment.
- It faces competition from other major telecom companies in each country such as Deutsche Telekom in Germany and Telefonica in Spain.
This document provides an overview of France Telecom SA (Orange). It discusses the company's history, external analysis using Porter's six forces, internal resources and competencies, value chain, business model focused on telecommunications, entertainment and convergence strategy. Recent issues include a new partnership with Google. The summary focuses on key details about the company and industry.
France Telecom is analyzing the wireless telephone market in Quebec, Canada to determine pricing strategies. The document discusses the competitive environment including major competitors like Bell Mobility and Rogers Wireless. It analyzes competitors' service plans and pricing. Market share data shows the top three competitors control over 95% of the market. Demand analysis examines subscriber growth for the major providers from 2009-2010. France Telecom will use this environmental scan, competitive analysis, and examination of demand elasticity to make pricing recommendations for the Quebec market.
The document discusses differentiating IPTV services through convergence. It notes that IPTV subscriptions are growing strongly despite the economic crisis. Asian markets like China are major growth areas. The document advocates converging IPTV with other services like video on demand, online shopping, gaming and more to move beyond being a "dumb" pay TV platform. Examples from South Korea and Hong Kong demonstrate how convergence enriches the user experience and generates new revenue streams. The document promotes BNS as a company with experience and open platforms to help operators achieve this vision of fully converged IPTV.
This document discusses the evolution of IPTV and convergence trends in the television and internet industries. It notes that IPTV subscription growth continues despite the economic downturn and will lead to billions in revenue by 2012. It also summarizes examples of innovative IPTV 2.0 services from South Korea and Hong Kong that integrate interactive features, applications, and education content. Finally, it argues that for IPTV providers to stay competitive, they must think ahead to converge all aspects of consumers' lives through smart entertainment and communications platforms.
Investor Meetings - Paris - Franco Bernabe' presentation (July, 3 - 4 2012)Gruppo TIM
This document provides an overview and agenda for Telecom Italia Group's investor meetings in Paris on July 3-4, 2012. It includes key figures for FY2011, a breakdown of revenues across core markets, strategic priorities for 2012-2014, and financial guidance for FY2012 and the 2012-2014 plan. The agenda covers a Telecom Italia Group overview, 1Q12 results, a focus on ultra-broadband (UBB), financial position and targets, and sustainability. Forward-looking statements are presented but actual results may differ due to risks and uncertainties.
Vivendi is a large international media conglomerate headquartered in Paris, France. It has activities in music, television, film, publishing, telecommunications, the internet, and video games. In 2009, Vivendi had revenues of €27.13 billion, operating income of €3.836 billion, and profit of €830 million with 48,280 employees across 77 countries. Vivendi owns telecommunications subsidiaries including SFR, GVT, and Maroc Telecom which offer services such as mobile, broadband, pay TV, and more. Competitors in the telecom sector include BSNL, Airtel, Reliance, and Idea Cellular in India.
This document provides an overview of BT Business, the business-to-business division of BT Group plc. It discusses BT Business' market context and strategic investments in areas like fiber broadband, mobile services, IT services, and conferencing. It also describes BT Business' organizational structure, sales channels in the UK and Ireland, and presents a case study of providing services to Anchor Trust, a UK housing and care provider. The key messages are that BT Business is a leading UK provider of fixed telecom services to SMEs and mid-market companies, and it aims to leverage this position to drive growth in mobile and IT services through strategic investments and improved customer service.
Replication and interconnection of digital postal servicespauldon
The document discusses replication and interconnection of digital postal services. It summarizes key initiatives by the Universal Postal Union including identifying best practices, enabling members to implement proven e-services, and enabling international connection of domestic electronic postal services. The UPU is working on standards, e-learning, e-commerce, digital identity, and a global monitoring system to track delivery performance across countries using RFID technology.
New revenue models are challenging traditional business models. The panelists discussed the evolution from vertical silos like television, internet, and telephony to horizontal layers combining connectivity, services, and mobility across devices. Ziggo is the leading cable operator in the Netherlands with 4.1 million households connected across its upgraded network. BBC World News reaches over 70 million weekly viewers across its television channel and digital platforms like websites, social media, apps, and mobile with over 5 million unique mobile users per month. The panel explored challenges and solutions for new revenue streams as business models transition.
T-Mobile provides wireless services and solutions for small businesses. They aim to offer award-winning customer service through their "My Trusted Brand" strategy. They have over 33 million subscribers in the US and generate $18.7 billion annually in service revenue. T-Mobile has the largest 4G network in America, covering over 200 million people, and offers business-focused rate plans, devices, and services to meet customers' needs.
This document provides a one-page overview of the global VoIP industry in 2006. It identifies four main customer segments and their key needs. It presents the complete range of phones and devices that customers can use to adopt VoIP services. It identifies different channels through which customers buy phones and services. It distinguishes between traditional carriers and new Internet telecom providers. It lists leading infrastructure and technology players in the industry.
AONTU.com is seeking €200,000 in initial funding to develop an online platform that streamlines the contracting process for businesses. It will allow users to create, sign, and manage contracts digitally. The funding will be used to establish a development team and product. AONTU aims to acquire 7.8% of the €50M Irish market for contract services by year 5, generating €4M in annual revenue. It will target sectors like staffing agencies, micro-lenders, insurers, and telecoms. The platform offers faster signing, search capabilities, and integration with other systems while ensuring compliance. It will generate revenue through paid team/enterprise packages and partnerships with companies in target industries
Defining the IPTV service and content strategyDKAL
This document discusses defining the IPTV service and content roadmap. It introduces the speaker and their experience in launching IPTV services. It then covers shaping the IPTV strategy in relation to content production and aggregation, distribution platforms, and user devices. Case studies on specific IPTV services and the BBC iPlayer are also presented.
E Communication and the Internet - Threat Or Possibility for postal servicespauldon
This document discusses the impact of e-communications and the internet on the postal sector. It notes that mail volumes have declined in 2009 compared to 2008, while parcel volumes have remained steady or grown slightly. It introduces concepts like hybrid mail, e-commerce, and value-added services to leverage opportunities from electronic communications while still delivering physical items. The document advocates for innovation and differentiating the postal industry on the internet through initiatives like .POST to be where customers increasingly interact online.
This document summarizes trends in the IPTV market. Key points include the growth of IPTV subscribers globally, particularly in Asia, reaching 20 million by 2009. Telcos see an opportunity to enter the lucrative pay-TV market and generate additional revenue through IPTV and triple play offerings. Advances in broadband speeds and video compression now allow high quality video delivery over IP networks. The future of IPTV lies in new services like video on demand and the "long tail" of niche content, as well as professional communities and user generated content accessed on televisions. Microsoft is leading the way with its end-to-end IPTV solution partnering with major telcos globally.
How Ott Can Increase Competition In the Mobile Marketerikdeherdt
This document summarizes a presentation on how over-the-top (OTT) services can increase competition in the mobile market. It discusses characteristics of today's mobile markets, the EU preliminary deal to lower roaming prices, and how OTT players providing mobile VoIP and SMS could enhance competition. It argues that access to mobile numbers is key for OTT providers to effectively compete with mobile network operators (MNOs), and that restricting access only to MNOs violates EU framework principles of non-discrimination, equal treatment, and promoting competition.
121010_Mobile Banking & Payments for Emerging Asia Summit 2012_NFC – The Star...spirecorporate
This document provides an overview of StarHub's mobile payment initiative using near field communication (NFC) technology in Singapore. It discusses StarHub's launch of its SmartWallet mobile application that allows users to store payment cards, rewards, and offers on their NFC-enabled smartphones. The application lets users make contactless payments at retail points. The summary also notes some challenges StarHub faced in rolling out the NFC service, such as limited availability of NFC phones and the need for customer education about security and costs. Partnerships across industries and strong regulatory support were found to be key to the success of NFC mobile payment services.
1) FonYou is a startup providing an Online Mobile Telephony (OMT) platform that allows carriers to offer new online telephony services combining web 2.0 and mobile.
2) Their flagship OMT platform has been launched with a Spanish carrier in July 2009.
3) The presentation seeks contacts at UTR in mobile carriers interested in the OMT technology, strategic partners among technology vendors, and investors to accelerate global growth.
Cuál es el futuro de la banda ancha fija y móvilDaniel Osorio
Mobile broadband is proving popular in some European countries and is both complementing and substituting fixed broadband in some cases. Some key points:
- In countries like Austria, a high percentage of broadband subscribers now use mobile broadband, showing substitution of fixed lines.
- However, mobile broadband is also serving complementary uses, with new subscribers and some using both fixed and mobile broadband.
- The low prices of mobile broadband plans in some markets, driven by competition, has accelerated this substitution effect for fixed players.
- Factors like improving technologies and devices, as well as attractive service bundles, continue to drive demand for mobile broadband over both fixed networks and mobile-only usage.
1) The traditional telecom business model is threatened by new technologies and competitors in the 2.0 world, but these changes also open new opportunities for telecom companies that can adapt.
2) To take advantage of opportunities in the 2.0 world, telecom companies need flexible front and back office systems to offer both traditional and new services, and adopt a business approach within and beyond the traditional ecosystem.
3) By identifying and prioritizing potential new customers, designing the right go-to-market strategy, and offering innovative services, telecom companies can turn competitors into customers in the 2.0 world.
The document provides a comparative study of Idea and Vodafone cellular companies in India. It discusses their product profiles, services, marketing strategies and advertising approaches. Idea offers services like EDGE technology, value added services, and targets different customer segments through tariff plans. Vodafone is a global company operating in India through subsidiaries, offering various communication services to consumers and businesses. Both companies focus on network quality and value added features to attract and retain customers in the competitive Indian market.
AT&T introduced its U-verse TV service to offer an enhanced IPTV service that leverages their next-generation IP network and allows customers to bundle it with broadband, home phone, and wireless services. The document outlines the services offered through U-verse TV including DVR functionality across multiple TVs, online photos and videos, on-screen information and more. It also discusses AT&T's strategy to push adoption of bundled services to increase revenue and loyalty, and provides metrics on the growth and satisfaction of U-verse TV subscribers.
Tele2 is a leading European telecommunications company that experienced significant growth in 2005. The number of mobile customers increased by 40% and broadband customers by 109%. Operating revenue grew 16% to SEK 49.9 billion. While investments in infrastructure led EBITDA to remain steady, the number of customers grew by 9% to over 30 million. Tele2 made several acquisitions to strengthen its position in key markets like Russia, the Netherlands, Belgium, and Spain.
NTT DoCoMo: Mobile BeeTV Service - Connected Life Experiences on the MoveCisco Service Provider
NTT DoCoMo faced declining growth and revenue in Japan's mature mobile market. It launched the BeeTV mobile video service through a joint venture with content provider Avex to generate new revenue streams. BeeTV offered short, mobile-optimized video episodes for a low monthly fee. It saw strong customer growth of 550,000 subscribers within two months of launch, proving successful in addressing NTT DoCoMo's business challenges.
This document discusses considerations for mobile IPTV from a Web 2.0 perspective. It defines mobile IPTV as not just IPTV on mobile devices but TV, video, and social TV experiences that can be accessed anywhere. The document outlines how mobile IPTV can leverage the immediacy, ubiquity and social aspects of mobile technologies and the web. It also notes challenges to address like interfaces optimized for mobile and new business models.
VMobile is a Bulgarian telecommunications company that provides landline, mobile, and VoIP services using their own network infrastructure. Their business model combines traditional and alternative telecom approaches to eliminate flaws while maintaining advantages. VMobile aims to optimize voice services through extremely low cost landline and mobile calls, as well as universal service for both personal and corporate customers.
Este documento fornece as previsões de valores financeiros repassados pelo Fundo de Participação dos Municípios (FPM) para cada um dos 217 municípios do estado do Maranhão. Os valores são apresentados de forma líquida, já deduzido o Fundo de Manutenção e Desenvolvimento da Educação Básica e de Valorização dos Profissionais da Educação (FUNDEB), e de forma bruta, incluindo o FUNDEB. As quantias variam de R$315.737,02 a R$4.093.299,07.
BRZoom is a marketing and design agency with offices in Wilton, Connecticut and Baton Rouge, Louisiana. They have 20 brand and design specialists and 30 field representatives nationwide. BRZoom collects cultural information and conducts proprietary research to help clients' brands stay culturally relevant. Their work includes consumer promotions, point-of
This document provides an overview of BT Business, the business-to-business division of BT Group plc. It discusses BT Business' market context and strategic investments in areas like fiber broadband, mobile services, IT services, and conferencing. It also describes BT Business' organizational structure, sales channels in the UK and Ireland, and presents a case study of providing services to Anchor Trust, a UK housing and care provider. The key messages are that BT Business is a leading UK provider of fixed telecom services to SMEs and mid-market companies, and it aims to leverage this position to drive growth in mobile and IT services through strategic investments and improved customer service.
Replication and interconnection of digital postal servicespauldon
The document discusses replication and interconnection of digital postal services. It summarizes key initiatives by the Universal Postal Union including identifying best practices, enabling members to implement proven e-services, and enabling international connection of domestic electronic postal services. The UPU is working on standards, e-learning, e-commerce, digital identity, and a global monitoring system to track delivery performance across countries using RFID technology.
New revenue models are challenging traditional business models. The panelists discussed the evolution from vertical silos like television, internet, and telephony to horizontal layers combining connectivity, services, and mobility across devices. Ziggo is the leading cable operator in the Netherlands with 4.1 million households connected across its upgraded network. BBC World News reaches over 70 million weekly viewers across its television channel and digital platforms like websites, social media, apps, and mobile with over 5 million unique mobile users per month. The panel explored challenges and solutions for new revenue streams as business models transition.
T-Mobile provides wireless services and solutions for small businesses. They aim to offer award-winning customer service through their "My Trusted Brand" strategy. They have over 33 million subscribers in the US and generate $18.7 billion annually in service revenue. T-Mobile has the largest 4G network in America, covering over 200 million people, and offers business-focused rate plans, devices, and services to meet customers' needs.
This document provides a one-page overview of the global VoIP industry in 2006. It identifies four main customer segments and their key needs. It presents the complete range of phones and devices that customers can use to adopt VoIP services. It identifies different channels through which customers buy phones and services. It distinguishes between traditional carriers and new Internet telecom providers. It lists leading infrastructure and technology players in the industry.
AONTU.com is seeking €200,000 in initial funding to develop an online platform that streamlines the contracting process for businesses. It will allow users to create, sign, and manage contracts digitally. The funding will be used to establish a development team and product. AONTU aims to acquire 7.8% of the €50M Irish market for contract services by year 5, generating €4M in annual revenue. It will target sectors like staffing agencies, micro-lenders, insurers, and telecoms. The platform offers faster signing, search capabilities, and integration with other systems while ensuring compliance. It will generate revenue through paid team/enterprise packages and partnerships with companies in target industries
Defining the IPTV service and content strategyDKAL
This document discusses defining the IPTV service and content roadmap. It introduces the speaker and their experience in launching IPTV services. It then covers shaping the IPTV strategy in relation to content production and aggregation, distribution platforms, and user devices. Case studies on specific IPTV services and the BBC iPlayer are also presented.
E Communication and the Internet - Threat Or Possibility for postal servicespauldon
This document discusses the impact of e-communications and the internet on the postal sector. It notes that mail volumes have declined in 2009 compared to 2008, while parcel volumes have remained steady or grown slightly. It introduces concepts like hybrid mail, e-commerce, and value-added services to leverage opportunities from electronic communications while still delivering physical items. The document advocates for innovation and differentiating the postal industry on the internet through initiatives like .POST to be where customers increasingly interact online.
This document summarizes trends in the IPTV market. Key points include the growth of IPTV subscribers globally, particularly in Asia, reaching 20 million by 2009. Telcos see an opportunity to enter the lucrative pay-TV market and generate additional revenue through IPTV and triple play offerings. Advances in broadband speeds and video compression now allow high quality video delivery over IP networks. The future of IPTV lies in new services like video on demand and the "long tail" of niche content, as well as professional communities and user generated content accessed on televisions. Microsoft is leading the way with its end-to-end IPTV solution partnering with major telcos globally.
How Ott Can Increase Competition In the Mobile Marketerikdeherdt
This document summarizes a presentation on how over-the-top (OTT) services can increase competition in the mobile market. It discusses characteristics of today's mobile markets, the EU preliminary deal to lower roaming prices, and how OTT players providing mobile VoIP and SMS could enhance competition. It argues that access to mobile numbers is key for OTT providers to effectively compete with mobile network operators (MNOs), and that restricting access only to MNOs violates EU framework principles of non-discrimination, equal treatment, and promoting competition.
121010_Mobile Banking & Payments for Emerging Asia Summit 2012_NFC – The Star...spirecorporate
This document provides an overview of StarHub's mobile payment initiative using near field communication (NFC) technology in Singapore. It discusses StarHub's launch of its SmartWallet mobile application that allows users to store payment cards, rewards, and offers on their NFC-enabled smartphones. The application lets users make contactless payments at retail points. The summary also notes some challenges StarHub faced in rolling out the NFC service, such as limited availability of NFC phones and the need for customer education about security and costs. Partnerships across industries and strong regulatory support were found to be key to the success of NFC mobile payment services.
1) FonYou is a startup providing an Online Mobile Telephony (OMT) platform that allows carriers to offer new online telephony services combining web 2.0 and mobile.
2) Their flagship OMT platform has been launched with a Spanish carrier in July 2009.
3) The presentation seeks contacts at UTR in mobile carriers interested in the OMT technology, strategic partners among technology vendors, and investors to accelerate global growth.
Cuál es el futuro de la banda ancha fija y móvilDaniel Osorio
Mobile broadband is proving popular in some European countries and is both complementing and substituting fixed broadband in some cases. Some key points:
- In countries like Austria, a high percentage of broadband subscribers now use mobile broadband, showing substitution of fixed lines.
- However, mobile broadband is also serving complementary uses, with new subscribers and some using both fixed and mobile broadband.
- The low prices of mobile broadband plans in some markets, driven by competition, has accelerated this substitution effect for fixed players.
- Factors like improving technologies and devices, as well as attractive service bundles, continue to drive demand for mobile broadband over both fixed networks and mobile-only usage.
1) The traditional telecom business model is threatened by new technologies and competitors in the 2.0 world, but these changes also open new opportunities for telecom companies that can adapt.
2) To take advantage of opportunities in the 2.0 world, telecom companies need flexible front and back office systems to offer both traditional and new services, and adopt a business approach within and beyond the traditional ecosystem.
3) By identifying and prioritizing potential new customers, designing the right go-to-market strategy, and offering innovative services, telecom companies can turn competitors into customers in the 2.0 world.
The document provides a comparative study of Idea and Vodafone cellular companies in India. It discusses their product profiles, services, marketing strategies and advertising approaches. Idea offers services like EDGE technology, value added services, and targets different customer segments through tariff plans. Vodafone is a global company operating in India through subsidiaries, offering various communication services to consumers and businesses. Both companies focus on network quality and value added features to attract and retain customers in the competitive Indian market.
AT&T introduced its U-verse TV service to offer an enhanced IPTV service that leverages their next-generation IP network and allows customers to bundle it with broadband, home phone, and wireless services. The document outlines the services offered through U-verse TV including DVR functionality across multiple TVs, online photos and videos, on-screen information and more. It also discusses AT&T's strategy to push adoption of bundled services to increase revenue and loyalty, and provides metrics on the growth and satisfaction of U-verse TV subscribers.
Tele2 is a leading European telecommunications company that experienced significant growth in 2005. The number of mobile customers increased by 40% and broadband customers by 109%. Operating revenue grew 16% to SEK 49.9 billion. While investments in infrastructure led EBITDA to remain steady, the number of customers grew by 9% to over 30 million. Tele2 made several acquisitions to strengthen its position in key markets like Russia, the Netherlands, Belgium, and Spain.
NTT DoCoMo: Mobile BeeTV Service - Connected Life Experiences on the MoveCisco Service Provider
NTT DoCoMo faced declining growth and revenue in Japan's mature mobile market. It launched the BeeTV mobile video service through a joint venture with content provider Avex to generate new revenue streams. BeeTV offered short, mobile-optimized video episodes for a low monthly fee. It saw strong customer growth of 550,000 subscribers within two months of launch, proving successful in addressing NTT DoCoMo's business challenges.
This document discusses considerations for mobile IPTV from a Web 2.0 perspective. It defines mobile IPTV as not just IPTV on mobile devices but TV, video, and social TV experiences that can be accessed anywhere. The document outlines how mobile IPTV can leverage the immediacy, ubiquity and social aspects of mobile technologies and the web. It also notes challenges to address like interfaces optimized for mobile and new business models.
VMobile is a Bulgarian telecommunications company that provides landline, mobile, and VoIP services using their own network infrastructure. Their business model combines traditional and alternative telecom approaches to eliminate flaws while maintaining advantages. VMobile aims to optimize voice services through extremely low cost landline and mobile calls, as well as universal service for both personal and corporate customers.
Este documento fornece as previsões de valores financeiros repassados pelo Fundo de Participação dos Municípios (FPM) para cada um dos 217 municípios do estado do Maranhão. Os valores são apresentados de forma líquida, já deduzido o Fundo de Manutenção e Desenvolvimento da Educação Básica e de Valorização dos Profissionais da Educação (FUNDEB), e de forma bruta, incluindo o FUNDEB. As quantias variam de R$315.737,02 a R$4.093.299,07.
BRZoom is a marketing and design agency with offices in Wilton, Connecticut and Baton Rouge, Louisiana. They have 20 brand and design specialists and 30 field representatives nationwide. BRZoom collects cultural information and conducts proprietary research to help clients' brands stay culturally relevant. Their work includes consumer promotions, point-of
This document provides an overview and financial highlights of TRC Companies Inc.'s performance in the first quarter of fiscal year 2016. Some key points:
- Net service revenue increased 8% year-over-year to $100.2 million, with growth across all segments.
- Operating income increased 28% to $7.7 million and EBITDA increased 20% to $9.9 million.
- Net income increased 29% to $4.5 million and backlog increased 23% to $319 million.
- The environmental segment saw 11% revenue growth, while the energy and infrastructure segments grew revenues by 5% and 9% respectively.
- Segment profits increased in energy and
The document discusses various types of adjustments in financial accounting including accruals, prepayments, and irrecoverable debts.
It explains that accruals involve increasing both a balance sheet and income statement account to properly record expenses incurred and revenues earned during an accounting period. Prepayments are costs that are recognized over multiple periods, such as prepaid rent. Irrecoverable debts, or bad debts, refer to accounts that are deemed uncollectible and must be written off.
The document provides examples and journal entries for accrued expenses, accrued revenues, prepaid expenses, unearned revenues, direct write-offs of bad debts, and use of an allowance method for bad debts. It concludes with multiple choice questions
This document provides an overview of quantitative and qualitative research methods. It discusses key differences between the two approaches, including their purposes, perspectives, data types, design considerations, and examples of methods. Quantitative research aims for precision and seeks common features through representative samples and systematic structured methods like surveys. Qualitative research seeks depth of understanding through methods like interviews and aims to understand specific cases in their uniqueness through open-ended flexible inquiry. Both approaches can be combined in mixed methods research.
Axession webinaari | kuinka webinaareilla liidejä myynnille 19.3.14Jani Aaltonen
KONVERTOI LIIDEJÄ.
Webinaarit ovat tehokas tapa tuottaa myynnille liidejä ja nostaa ajatusjohtajuutta asiakkaiden keskuudessa.
Materiaali webinaarista jossa vastauksia kysymyksiin:
- miksi webinaareja kannattaa järjestää
- miten webinaarin markkinointi kannattaa toteuttaa
- millaisia tuloksia on odotettavissa
- mitä pitää ottaa huomioon webinaareissa
Esittäjä: Jani Aaltonen
The document discusses why and how affiliate marketers should leverage social media for their business. It provides an overview of key social media platforms like Facebook, Twitter, YouTube and blogs. It emphasizes that social media allows affiliates to connect directly with customers, generate traffic, and become experts/influencers in their field. The document also outlines best practices for affiliates on social media, such as disclosing affiliate links, providing value to followers, and following etiquette rules to build trust and influence over time.
This document provides an overview presentation for Wellgreen Platinum Ltd. It begins with introductory information about the company, including its revitalized status, world-class asset in the Wellgreen project, solid financial support from investors, and strengthened technical team. It then provides details on the Wellgreen project, including its large scale Ni-Cu-PGM deposit in Yukon, Canada, existing infrastructure access, and 2014 mineral resource estimates. The presentation cautions that it contains forward-looking statements and refers readers to the company's filings for additional information on risks and uncertainties. It highlights the district scale potential around the Wellgreen project and concludes with notes on positive attributes of the project location and payable metal basket.
Paper presented at the Appalachian Research Initiative for Environmental Science Environmental Considerations in Energy Production Conference.This paper identifies the main barriers confronting deployment of Carbon Capture Utilization and Storage (CCUS) and describes incentives that would expedite the use of CCUS, with emphasis on utilization of carbon dioxide (CO2) for enhanced oil recovery (EOR) and enhanced gas recovery (EGR). This is explored mainly within the context of the business/regulatory structure of electric utilities and other factors that bear on deployment of Carbon Capture and Storage (CCS) and especially on CCUS, including federal and state government policies. It also proposes possible steps that should be considered to facilitate deployment of CCS/CCUS.
The discovery of oil and gas-related Technologically Enhanced Naturally Occurring Radioactive Material (TENORM) can be a very adverse surprise with important implications to worker safety, divestment and compliance with operational and material-disposal-related matters, in addition to operational routines. The purpose of this presentation is to examine the geochemical behavior of TENORM-forming constituents harnessing the advantages offered by solution equilibria geochemical models in providing estimates as to the potential for and the probable location of TENORM-bearing precipitates, including those consisting of both radium-enriched alkaline earth (dominantly, barium) sulfates and those consisting of Lead-210. The additional complexity posed by the presence of very high ionic strength oil and gas-related production fluids in the geochemical modeling effort will be shown to be addressed through the use of a specially augmented thermodynamic database; one that additionally includes the ability to simulate changes in solution temperature and oxidation/reduction state and how these changes impact the development of radioactive precipitate. The presentation will provide insight as to how these observations can be leveraged to assess hydrocarbon production within the Michigan Basin as to TENORM formation and further how specific State of Michigan TENORM regulations apply to impacted materials.
Bases para projetos estruturais na arquitetura (yopanan conrado pereira rebello)ErikaZan
O documento discute os desafios da inteligência artificial em fornecer resumos concisos de longos textos mantendo a precisão das informações. Ele argumenta que embora sistemas de IA possam resumir documentos, é difícil para eles entender completamente o significado e o contexto para resumir de forma concisa e precisa.
Media course at abms switzerland universityAngelaaa01
The degree from our school of communication switzerland school of diplomacy switzerland in Media and Communications Management is a study that is useful for students are looking for more managerial skills for puplic speaking, communication manager or even if you want to work in printed advertisment department.
CCS/CCU and Life Cycle Assessment - presentation by Richard Murphy in the Emissions through the CCS Lifecycle session at the UKCCSRC Cardiff Biannual Meeting, 10-11 September 2014
Understanding Uranium Roll-Front Ore Body Formation Aids in Mine Closure Chal...Donald Carpenter
Previous work (Carpenter, 2012) documented the specific benefits associated with application of the understanding of the ore genesis of porphyry copper deposits to acid mine drainage potential and associated mine closure challenges. This present work will continue this discussion and focus on the currently accepted ore genesis model for uranium roll-front type deposits; an important uranium ore body-type especially within the United States. This presentation will describe the evolution of geochemical conditions leading to ore body formation and the geochemical effects induced by open pit mining and how these may be used to understand both the geochemical controls and constraints on residual mine water. The consequences of these processes will be shown to represent specific mine closure challenges.
Reference
Carpenter, D. J., 2012, Understanding How Ore Body Formation Aids in Predicting Acid Mine Drainage Potential, SME 2012 Conference.
The document provides tips for how to get more done through effective time management and project management. It recommends focusing on solving the client's problem, communicating effectively by catering communication to context, managing expectations, tracking time to improve estimates, and making these habits to continually improve performance and results for the client. The overall message is that resources are best spent solving the client's defined problems and communicating well to facilitate solutions.
A MODERN GUIDE TO
LINKBUILDING
A framework for link building in today's tumultuous SEO environment.
Link building describes actions aimed at increasing the number and quality of inbound links to a webpage with the goal of increasing the search engine rankings of that page or website.
“For search engines that crawl the vast metropolis of the web, links are the streets between pages” – Moz Link building is the digital civil engineering of building these streets
Link Building has completely evolved since the beginning of search engine optimization from the Link exchange rush when the basics of link building was getting listed in as many online directories you could get to blog comments , to link networks to the more recent guest posting and press releases
Link building can be frustrating in this age of search engines penalties and bans so it good to understand the importance of links for search engine optimization. While it’s sometimes possible to get a site ranked high in the search engines without worrying too much about links, that’s rarely the case. If you have plenty of competition for your keywords, lots of other websites trying to rank well for the same terms as you, then a solid linking game is essential.
Here’s a taste of what you’ll find inside:
Introduction to Linkbuilding
The death of directories
The birth of Search engines
The anatomy of a link
The “link” mentality
Link exchange
Article syndication
Link baiting
Social Media
Bharti Airtel Limited presented an investor presentation in May 2011. The presentation provided an overview of Airtel as an integrated telecom company offering wireless, fixed line, broadband, DTH, and enterprise services across India and international markets. It summarized Airtel's growth trajectory since 1996 and highlighted its leadership position in the Indian telecom market with over 220 million customers as of 2011. Key performance indicators such as revenue, EBITDA, and operating metrics were also presented to demonstrate Airtel's continued strong financial and operational performance.
Bharti Airtel is a global telecommunications company offering integrated solutions including mobile services, fixed line, broadband and enterprise services. Some key points:
- It is one of the largest mobile operators in the world with over 221 million customers across 19 countries.
- In India, it is the largest private integrated telecom operator with a presence in all 22 telecom circles.
- The company has shown strong growth over the years and achieved $13 billion in revenues and $4 billion in EBITDA in fiscal year 2011.
prezentare rezultate financiare pe 2008 Deutsche Telekomaseceleanu
The document provides an overview of Deutsche Telekom's full year 2008 results and operations. Some key highlights include revenue being flat on an organic basis and adjusted EBITDA increasing 0.8% organically. Free cash flow increased 6.9% and net income more than doubled. The company achieved goals in its strategy of focusing on improving competitiveness in Germany and Central and Eastern Europe, growing abroad with mobile, mobilizing the internet, and building network-centric ICT.
Telecom Italia Group reported its 1Q09 results, focusing on cost control and cash flow generation. Revenues declined 3.8% organically due to challenges in the domestic market from channel restructuring and the economy. However, EBITDA was largely stable as cash costs fell 7.5%. Looking ahead, Telecom Italia will continue restructuring sales channels and controlling costs while implementing new offers to boost revenues in key segments.
Telecom Italia key takeaways and plan targets document outlines the following:
1) Telecom Italia operates in both mature and emerging economies, with Italy as a cash cow market and Latin America providing growth opportunities.
2) Between 2011-2013, Telecom Italia generated over 22 billion Euros in operating free cash flow while stabilizing revenues and EBITDA.
3) The plan targets continued capital discipline with a focus on debt reduction to below 28 billion Euros and yearly dividend growth of around 15%.
4) For 2011 specifically, the plan updates project broadly stable revenues and EBITDA versus 2010, with capex of around 4.8 billion Euros.
At 110615 2010 2011 Annual Consolidated Results PresentationThomas Weihs
Revenues for the full year 2010-2011 were €564.2 million, down slightly from the previous year. Operating income rebounded to €13.1 million after a loss in 2009-2010, driven by a return to profitability in both the direct and indirect distribution segments. Net income was €6.1 million compared to a net loss in the previous year, representing a turnaround in profitability. The company expects market growth to continue into 2011-2012, supported by equipment upgrades to 4G networks and increased data usage.
This document summarizes a 400-page report by Concise Insight on Vodafone's strategic markets. The report provides a thorough analysis of Vodafone's operations in 26 countries, including 7-year subscriber, revenue and handset forecasts. It examines Vodafone's investments, competitors and regulatory environment in each market. The report also analyzes Vodafone's financial performance, mobile trends, and challenges facing the new management.
Italian Equity Roadshow 2012 - Tokyo - Alex Bolis presentation (June 2012)Gruppo TIM
Telecom Italia Group held investor meetings in June 2012. The presentation included the following:
1) Telecom Italia Group reported revenues of €29.9 billion for 2011, up 2.7% year-over-year. EBITDA was €12.3 billion, flat compared to 2010.
2) Telecom Italia leads the domestic Italian market with over 32 million mobile lines and 14.5 million fixed accesses. In Brazil, TIM is the second largest mobile operator with 57.6 million lines.
3) Forward-looking statements in the presentation involve risks and uncertainties that could cause actual results to differ from projections. Telecom Italia undertakes no obligation to update such
Investor Meetings - Hong Kong and Singapore - Alex Bolis presentation (June 2...Gruppo TIM
Telecom Italia Group held investor meetings in June 2012 to provide an overview of the company, highlight its leadership positions across key markets including Italy, Brazil, and Argentina, and outline its strategic priorities of proactively managing the domestic market in Italy for cash generation while continuing business expansion in Brazil and managing growth and profitability in Argentina.
20100602 f tpresentationin-telaviv-vdeffinalthegreglowe
- France Telecom-Orange is a major global telecommunications company operating in both developed and developing markets worldwide. It has a diversified business model including home, personal, and enterprise customers.
- As of 2009, it had 51 billion euros in revenues, served over 193 million customers group-wide, and had 181 thousand employees across its operations.
- The presentation provides an overview of France Telecom-Orange's operations and performance, with a focus on strategic directions, key figures for 2009, and quarterly results for Q1 2010. It also contains customary cautionary statements about forward-looking projections.
PT's residential business saw strong growth in 2010, driven by the success of its Meo pay-TV service. Meo achieved a 30% market share in just 33 months and led independent surveys on service quality. Meo's innovative offerings like HD/3D channels and multi-room DVR helped drive a 5.2% increase in residential revenues in 4Q10, reversing years of declines. This residential growth has supported overall market share gains for PT in broadband.
Telecom Italia FY 2009 Preliminary ResultsGruppo TIM
Telecom Italia Group reported preliminary full year 2009 results. Organic domestic EBITDA was €10.1 billion, down 2% year-over-year, while the organic EBITDA margin improved to 46.5%. Cash cost efficiencies of €0.9 billion were achieved in Italy. TIM Brasil EBITDA grew 9.6% to €1.29 billion with a margin of 25.7%, up 2.3 percentage points. Adjusted net financial position was approximately €34 billion at year-end 2009. Final results may differ materially depending on legal proceedings involving a subsidiary.
Telecom Argentina - Full Year 2011 Preliminary Results & 2012-14 Plan Outline...Gruppo TIM
Telecom Italia's preliminary full-year 2011 results showed strong growth. Revenues increased 26.5% to €3.22 billion and EBITDA rose 24.1% to €1.035 billion. The company's mobile business in Argentina performed well, with market share gains and a 16% increase in average revenue per user. Looking ahead, Telecom Italia outlined plans to continue expanding its customer base and driving revenue growth through 2014.
Telecom Italia – Telecom Argentina FY 2011 Preliminary Results and 2012‐14 Pl...Gruppo TIM
Telecom Italia's preliminary full-year 2011 results showed strong growth. Revenues increased 26.5% to €3.22 billion and EBITDA rose 24.1% to €1.035 billion. The company's mobile business in Argentina performed well, gaining market share and increasing average revenue per user by 16%. Looking ahead, Telecom Italia outlined plans to continue investing in growth through 2014 to further expand its networks and services.
Telefónica delivered a presentation on sustainable growth at a conference in Frankfurt on May 27th, 2010. The presentation discussed growth opportunities in the telecom sector, Telefonica's differential growth profile, and ambitions for mergers and acquisitions. It also provided updates on performance in Spain, Latin America, Europe, and key metrics like revenue, customer base, and mobile broadband development. The presentation positioned Telefonica to maintain its leading growth profile through geographical and business diversification, with strong growth potential across its markets through at least 2012.
NetCom had a very successful 1999, with significant growth and profitability. Key events included strong growth in Comviq mobile subscribers in Sweden, including prepaid customers, cost savings initiatives, the launch of a new internet portal joint venture, and investments to expand broadband infrastructure. NetCom focused on providing high quality services at lower prices through efficient operations. The annual report discusses NetCom's operations and performance across mobile, internet, fixed line, and cable TV services in Sweden, Denmark, Norway and other countries.
Telefónica is focused on delivering sustainable growth by capitalizing on opportunities in the telecom sector. The company aims to maintain its differential growth profile through geographical and business diversification. It is expanding broadband access both fixed and mobile to support increasing traffic demands, while improving its customer base quality. Telefónica is growing revenues from applications and new business areas to diversify beyond traditional connectivity services.
This document provides an overview of Deutsche Telekom Group and its operating segments in 2010. It includes the following key points:
1) Deutsche Telekom is one of the world's leading telecommunications companies with over 129 million mobile customers across over 50 countries.
2) In Germany, revenue declined slightly in the fixed network business but mobile communications revenue increased 3%. Deutsche Telekom invested almost €5 billion in Germany's broadband network.
3) The Europe operating segment saw tough economic conditions impact revenue, but broadband and high-value contract customers provided growth areas.
4) In the US, Deutsche Telekom expanded its high-performance 4G network and doubled 3G/4G smartphone users on the network
TIM Participações S.A. reported its results for the second quarter of 2008. [1] The company saw a 1% growth in average revenue per user (ARPU) despite an overall market drop, supported by increased minutes of use. [2] Value-added services revenue grew 21% quarter-over-quarter and 49% year-over-year. [3] EBITDA increased 19% quarter-over-quarter to R$637 million, with a recovering EBITDA margin of 20.0%, despite partial spillover of trends from the first quarter of 2008.
Marketing Day with BMO Capital Markets - Jan2020EXFO Inc.
Philippe Morin, CEO of EXFO, presented at a marketing day with BMO Capital Markets on January 8, 2020. In fiscal year 2019, EXFO saw bookings grow 11.2% year-over-year to $297.8 million while revenue increased 6.4% to $286.9 million. EXFO's net loss was reduced 79.8% year-over-year to $2.5 million. For fiscal year 2020, EXFO has set a profitability target of $24 million in adjusted EBITDA. EXFO is well positioned for growth driven by fiber buildouts and 5G deployments through its test and measurement and service assurance, systems and services offerings.
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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2. Investor Relations
Safe harbor
Non-GAAP measures and management estimates
This presentation contains a number of non-GAAP figures, such as ‘existing’ and ‘disposed’ revenues and other income,
EBITDA and free cash flow. These non-GAAP figures should not be viewed as a substitute for KPN’s GAAP figures.
KPN defines EBITDA as operating result before depreciation and impairments of PP&E and amortization and impairments
of intangible assets. Note that KPN’s definition of EBITDA deviates from the literal definition of earnings before interest,
taxes, depreciation and amortization and should not be considered in isolation or as a substitute for analyses of the results
as reported under IFRS. In the net debt/EBITDA ratio, KPN defines EBITDA as a 12 month rolling average excluding book
gains, release of pension provisions and restructuring costs, when over EUR 20m. Free cash flow is defined as cash flow
from operating activities plus proceeds from real estate, minus capital expenditures (Capex), being expenditures on PP&E
and software, and excluding tax recapture at E-Plus.
The term ‘existing’ indicates that only the Getronics business that was part of KPN Group as at the end of the reporting
period of the interim financial statements are included. The term ‘disposed’ refers to the Getronics business which is no
longer part of KPN Group at the end of the reporting period of the interim financial statements. The term ‘existing and
disposed’ refers to, and only to, businesses that were part of Getronics at the initial consolidation of Getronics within the
KPN Group on 23 October 2007.
The term ‘Dutch Telco business’ is defined as the Netherlands excluding Getronics, iBasis and book gains on real estate.
All market share information in this presentation is based on management estimates based on externally available
information, unless indicated otherwise. For a full overview on KPN’s non-financial information, reference is made to KPN’s
quarterly factsheets.
Forward looking statements
Certain statements contained in this presentation constitute forward-looking statements. These statements may include,
without limitation, statements concerning future results of operations, the impact of regulatory initiatives on KPN’s
operations, its and its joint ventures' share of new and existing markets, general industry and macro-economic trends and
KPN’s performance relative thereto, and statements preceded by, followed by or including the words “believes”, “expects”,
“anticipates” or similar expressions.
These forward-looking statements rely on a number of assumptions concerning future events and are subject to
uncertainties and other factors, many of which are outside KPN’s control that could cause actual results to differ materially
from such statements. A number of these factors are described (not exhaustively) in the 2008 Annual Report.
2
4. Investor Relations
KPN profile1
Market leader in the Netherlands, mobile challenger abroad
The Netherlands Germany Belgium
Wireless Position 3 Position 3
Position 1 Market share 15.5% Market share >17%
Market share ~50% Customers 18.2m Customers 3.5m
Wireline • ‘Challenger’ network operator • ‘Challenger’ network operator
Position 1 • Own brands and partners • Own brands and partners
Market share >50% • Part of KPN as of 2000 • Part of KPN as of 1998
Broadband
Position 1
Market share 44%
Group financials
Revenues FY 2008 € 14.6 bn
• Integrated market leader in telecoms
• Own brands and partners EBITDA FY 2008 € 5.1 bn
• Leading business ICT service provider FTE 35,502
Market cap ~€ 16 bn
Net Debt € 12 bn
Spain
Position n/a
Market share < 0.3% France
España
Customers ~0.2m Position n/a
Market share < 0.1%
• MVNO on Orange network France
< 0.1m
Customers
• Own brands and partners
• Launched in January 2008 • MVNO on Bouygues network
• Own brands and partners
• Launched in January 2009
Mobile and Fixed Network Operator
Mobile Network Operator
Mobile Virtual Network Operator (MVNO)
1 Numbers relate to Q2 2009 unless stated otherwise; market shares are management estimates 4
6. Investor Relations
Operating principles
Executing our strategy along clear principles
Country-specific strategies Customer focus Multi-branding / distribution
Price
• Strategy tailored to local markets • Services based on customer needs Value
• Integrated market leader in NL • No technology push • Segmented market approach
• Challenger in Germany and Belgium • Customer Lifecycle Management • Many own and third party channels
Lowest cost Open access model Proactive
Content Services
Migration to IP
Control
Applications
IP/Ethernet
IP/Ethernet
Backbone network
backbone
network
Mobile
Mobile network
Network Copper acces
Copper access Fiber access
Fiber acces
UMTS/HSDPA
umts/hsdpa Network
network VDSL network
network
vdsl
• Focus on operational excellence • Infrastructure sharing • Turning early exposure to market
• Competitive cost base • Committed wholesale partner trends into key strength
6
7. Investor Relations
Financing principles
Prudent financing policy and strong focus on shareholder remuneration
Prudent financing policy Growing dividend per share Share repurchases
• Combining attractive • Targeting dividend per share of • Using surplus cash for share
shareholder remuneration and € 0.80 in 2010 as part of ‘Back repurchases
flexibility to invest in business to Growth’ strategy
• € 7.5 bn in shares repurchased
• Protecting interests of both • Dividend pay-out of 40-50% of since 2004, >30% of total
shareholders and bondholders free cash flow2 outstanding shares
• Net debt / EBITDA ratio • € 1 bn share repurchase
between 2.0x and 2.5x1 program for 2009 ongoing
Refinancing Credit rating Selective M&A
• Redemptions financed well • Current ratings BBB+ (S&P) and • Clear focus on value creation
ahead Baa2 (Moody’s)
− Issued € 1.5 bn in bonds in • Right asset at the right price as
February 2009
• Committed to minimum credit main principle
rating of resp. BBB and Baa2
• Tendered 34% of € 1.3 bn
• Successful track record of
redemption for 2010
• S&P upgraded outlook from buying market share and
‘negative’ to ‘stable’ BBB+ in capabilities in past years
• € 1.5 bn of undrawn credit lines December 2008
1 Based on 12 months rolling EBITDA excluding book gains/losses, release of pension provisions and restructuring costs, all over € 20 mn
2 Defined as cash flow from operating activities, plus proceeds from real estate, minus Capex and excluding tax recapture at E-Plus 7
8. Investor Relations
Share price performance
Strategies executed by KPN leading to market outperformance
Shareholder returns KPN share price outperformance2
€ ‘Back to growth’
• Track record of delivering 2008-2010
14
shareholder value
‘Attack-Defend-Exploit’
• Returning excess cash to 12 2005-2007
shareholders
10
• € 13.6 bn returned to shareholders ‘Turnaround’
since 2002 2002-2004 +87%
– € 5.8 bn dividend 8
– € 7.8 bn share repurchases1
• Strengthened financial profile 6
between 2002 and Q1 2009
– Equity value increased from
4
~€ 15 bn to ~€ 18 bn -31%
– Net debt decreased from
-43%
~€ 16 bn to ~€ 12 bn
2
Jan 2002 2004 2006 2008 August 2009
KPN Dow Jones Telco Index AEX Index
1 Of which € 1 bn share repurchase program committed in 2009
2 Source Bloomberg; performances based on prices of 1 January ’02 until 20 August ’09
8
9. Investor Relations
KPN the Netherlands: Historic perspective
“Innovative” strategy to drive value in most competitive market
Position Proactive strategy
• Revitalized commercial strategy
• Competition from 4 other Mobile operators
Mobile 2004
– Launch of multi-brands to service all
• Pressure on all key metrics (market share,
segments, e.g. youth, no-frills
revenue, EBITDA margin)
– Expand captive channels and strategic
• Underrepresented in youth & value for partnerships with key external retail
money segment
– Alignment customer value and SAC/SRC
• Limited presence in external retail
• In-country consolidation through Telfort
• Strong competition from 5 major cable
operators (90% penetration), 4 alternative • All-IP strategy with Attack/Defend/Exploit
DSL networks and C(P)S operators
Fixed 2005
– Drive new (IP) revenue streams (Attack)
• Continued revenue and EBITDA decline in – Maintain share in traditional markets (Defend)
traditional services – Achieve structurally lower cost base (Exploit)
• Contraction “Fixed” market due to mobile • In-country consolidation of ISPs / Alt DSL
substitution and price pressure
and new capabilities
• Accelerating net line loss to competition
9
10. Investor Relations
KPN the Netherlands: Achievements
Leading position through successful strategy
Consumer market Business market
• Consumer strategy delivering results • Solid revenue and profitability trends up to
– Revenue decline stopped per Q4 ’08 Q2 ’09, current economic climate brings
– Shift to customer value and investments for growth challenges
– Simplification program
• Net line loss at relatively low levels • Stable market shares in most segments
• 12% market share in TV
• Sustained leadership in wireless • Actions to mitigate impact from economic
– Quality of net adds continues to improve downturn are paying off
– Carefully managing SAC/SRC
Getronics Wholesale & Operations
• Successful transition during 2008 • Business case FttH and FttC
• Timely disposals at good prices – Implementing fiber in five cities each in 2009
– Focus on workspace management – Evaluation by end of 2009
– Total consideration of disposals >€ 500 mn • Significant cost cutting programs
• Synergies and cost reductions on track • Real estate disposal program ongoing
• Pre-emptive measures taken to maintain – € 180 mn sold in 2008
profitability goals – Focus on value optimization rather than on timing
– 10 % staff reduction on total of about 14,000 FTE
10
11. Investor Relations
Mobile International: Historic perspective
Challenger strategy to unlock value from market dominated by competition
Position Challenger strategy
Customer • Target segments through multi-
2002: targeting brands, create brand preference
• Outrun and outnumbered by competition
– Low market share
– Under deployed and underutilized network • Launch MVNOs with strong and
– Generating negative cash flow Distribution new distribution channels and
• Distribution dominated by competition expand captive channels
• Improve network coverage to
Operational drive Fixed-Mobile substitution
2005: excellence and simplify operations
• Outrun and outnumbered by competition (outsourcing)
– Low market share
– High acquisition costs relative to ARPU • Focus on margin and pay-back
Financial
– Under deployed and underutilized network time; align SAC/SRC with
model
• Distribution dominated by competition customer value
11
12. Investor Relations
Mobile International: Achievements
Impressive turnaround through challenger strategy
Successful customer targeting Distribution strengthened
• Multiple brands launched with leading position • MVNOs with strong and new distribution
per segment channels launched on our network
– Simple, low and uniform pricing, no-frills • Captive channels expanded
segment – Acquired shops e.g. SMS Michel, Allo Telecom
– leading internet distribution through Simyo
– Value for money flat rates for heavy
users, Fixed-Mobile substitution – Biggest retailer in Germany
– >4,000 points of sale
– Attractive rates to Turkey and within
community, ethnic segment – Ethnic focus
Operational excellence Financial model
• Simplified operations • Outperforming market growth
– Outsourcing of network operations / maintenance – Share of new brands
– Smart follower strategy for advanced services – Fixed-Mobile substitution
– More customer facing staff • Profitable growth due to wholesale partners
• Network coverage improved – Low acquisition costs, outsourcing
– E-GSM in Germany improved indoor coverage • Amongst most profitable #3 operator
– EDGE deployed for data in Belgium – Short pay-back period
12
14. Investor Relations
Highlights Q2 2009
• Resilient results reflect continued focus on EBITDA and free cash flow, whilst
maintaining market shares
• Solid performance Dutch Telco business, strong EBITDA growth
• Mobile International service revenues flat, Challenger strategy resulting in continued
EBITDA growth
• Early anticipation of economic downturn is paying off
• Confirming EBITDA, free cash flow and dividend projections
Financial highlights
• Revenues and other income from existing operations € 3,411 mn, down 2.0% y-on-y
• EBITDA of € 1,322 mn, up 5.3% y-on-y
• Free cash flow1 of € 739 mn, on track to meet full-year guidance of ~ € 2.4 bn
• € 1.0 bn SBB for 2009 started in November 2008, ~72% completed at 24 August ’09
• Interim dividend declared for 2009 of € 0.23 per share, up 15% compared to 2008
1 Defined as cash flow from operating activities, plus proceeds from real estate, minus Capex and excluding tax recapture at E-Plus 14
15. Investor Relations
Economic downturn
Impact predominantly in business market, pre-emptive measures paying off
Impact so far Measures taken and results
• Consumer • Reduction of ~1,000 FTE in temporary
– No material impact, except roaming staff
• Business • Tariff reduction of 20% for services
– Decline traffic volumes and roaming from third parties
– Requests for contract renegotiations
• € 100 mn savings on purchasing
• Getronics already contracted with suppliers
– Decline in outsourcing and consulting
business • ~€ 60 mn annual savings from ~10%
FTE reduction at Getronics
• W&O
– No material impact, except for real • Resilient financial performance given
estate disposals current market conditions
• Mobile International • Market shares not impacted by
– No material impact, except roaming economic downturn
15
16. Investor Relations
Group results
Strong profitability across the group, lower revenues mainly due to iBasis
€ mn Q2 ’09 Q2 ’08 % YTD ’09 YTD ’08 %
Revenues and other income (reported) 3,411 3,662 -6.9% 6,807 7,232 -5.9%
– Getronics revenues (disposed) - 181 - 14 373 -
Revenues and other income (existing) 3,411 3,481 -2.0% 6,793 6,859 -1.0%
Operating expenses 2,669 3,006 -11% 5,433 5,928 -8.4%
– of which Depreciation1 391 407 -3.9% 783 816 -4.0%
– of which Amortization1 189 204 -7.4% 399 378 5.6%
Operating result 742 656 13% 1,374 1,304 5.4%
Financial income/expense -212 -175 21% -387 -340 14%
Share of profit of associates -2 - - -1 -6 -83%
Profit before taxes 528 481 9.8% 986 958 2.9%
Taxes -158 -128 23% -299 -271 10%
Profit after taxes 370 353 4.8% 687 687 0%
Earnings per share2 0.22 0.20 10% 0.41 0.39 5.1%
EBITDA3 (existing) 1,322 1,256 5.3% 2,556 2,477 3.2%
– Getronics EBITDA (disposed) - 11 - - 21 -
EBITDA3 (reported) 1,322 1,267 4.3% 2,556 2,498 2.3%
• Revenues mainly down due to iBasis, following shift from revenues to gross margin
• EBITDA in Q2 ’09 negatively impacted by € 26 mn restructuring provision at Getronics
1 Including impairments, if any
2 Defined as profit after taxes per ordinary share / ADS on a non-diluted basis (in €), based on a weighted average of 1,662 mn shares 16
3 Defined as operating result plus depreciation, amortization & impairments
17. Investor Relations
Group cash flow Q2 ’09
Free cash flow of € 0.7 bn in Q2 ’09
€ mn Q2 ’09 Q2 ’08 % • Free cash flow of € 739 mn,
Operating result 742 656 13% down 7.4% y-on-y
Depreciation and amortization1 580 611 -5.1% – € 75 mn positive effect from
Interest paid/received -123 -145 -15% tax prepayment in Q1 ’09
Tax paid/received 58 -85 n.m. – € 60 mn tax benefit in Q2 ’09
Change in provisions -61 -41 49%
– Strong working capital
Change in working capital2 -75 190 n.m.
improvement in Q2 ’08
Other movements -1 -9 89%
– € 5 mn proceeds from real
Net cash flow from operating 1,120 1,177 -4.8% estate disposals in Q2, due to
activities current market circumstances
Capex3 386 451 -14%
• Capex down 14% y-on-y
Proceeds from real estate 5 1 >200% – Different Capex phasing at
Tax recapture E-Plus - 71 - Getronics
– Capex for handset lease in
Free cash flow4 739 798 -7.4% Germany decreasing following
€ 30 mn sale and lease back
Dividend paid 664 637 4.2%
agreement in Q2 ’09
Share repurchases 196 374 -48%
Cash return to shareholders 860 1,011 -15%
1 Including impairments, if any
2 Excluding changes in deferred taxes
3 Including Property, Plant & Equipment and software
4 Defined as net cash flow from operating activities, plus proceeds from real estate, minus Capex and excluding tax recapture at E-Plus 17
19. Investor Relations
Ambition 2008-2010
KPN entering a growth phase with ‘Back to Growth’ strategy
‘Back to growth’
Value
2008-2010
• The Netherlands reaching inflection
‘Attack-Defend- • Continued growth Mobile International
Exploit’ • Additional growth from recent acquisitions
2005-2007
• Ahead of the curve with All-IP strategy
• Strategic M&A: Telfort, Getronics and iBasis
‘Turnaround’
2002-2004 • Challenger strategy at E-Plus
• Turnaround BASE Belgium
• ‘Line in the sand’ at KPN Mobile the Netherlands
• Sale of non-core assets
Time
19
20. Investor Relations
Outlook
Confirming EBITDA and free cash flow outlook for 2009 and 2010
Reported1 Outlook Outlook • Focus on EBITDA and cash
2008 2009 2010 flow, rather than revenues
• Confirming EBITDA, free cash
Revenues and In line with
€ 14.0 bn € 13.6-13.8 bn flow and dividend projections for
other income1 2009
2009 and 2010
Meaningful • Adjusting revenue outlook, due
EBITDA1 € 5.0 bn step towards > € 5.5 bn to revenue performance iBasis
2010 target and lower real estate sales
– Guiding for revenues of
€ 13.6 - 13.8 bn in 2009
Capex € 1.9 bn ~ € 2 bn ~ € 2 bn – Revenues for 2010 expected to
be in line with 2009
– Limited EBITDA impact
Free cash flow2 € 2.6 bn ~ € 2.4 bn > € 2.4 bn • Dividend per share for 2009
making meaningful step
towards 2010 target
Meaningful
Dividend per € 0.60 step towards € 0.80
share • Expecting € 50-100 mn real
2010 target
estate proceeds in 2009
1 Excluding disposed operations at Getronics
2 Free cash flow defined as cash flow from operating activities, plus proceeds from real estate, minus Capex and excluding tax recapture at E-Plus 20
21. Investor Relations
Strategic progress Consumer
Consumer strategy delivering results
‘Back to Growth’ strategy Achievements H1 ’09
Strengthen position as • Increase in EBITDA and margins
leading consumer − Managing customer base for value
service provider − Cost reductions from simplification
• Net line loss at low levels
− Retention offers reducing PSTN/ISDN loss
Market share growth in − Partly offset by slowdown in broadband market
broadband and
strengthening wireless • Sustained leadership in wireless
− Quality of net adds continues to improve
− Carefully managing SAC/SRC
− Migration Debitel customers on track
Reach inflection in
EBITDA • Secured competitive position in TV market
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22. Investor Relations
Strategic progress Business
Solid performance in challenging markets
‘Back to Growth’ strategy Achievements H1 ’09
Benefit from leading • Solid financial performance in challenging
position in infrastructure markets
− Revenue growth slowing down to 0.2% YTD
− Strong growth in EBITDA and margins
− Actions to mitigate economic impact are
paying off
Preferred supplier for
business market • Stable market shares, except for small
decrease in wireless voice
• Customer satisfaction continuously
increasing, reflected in ‘Net Promotor Score’
Revenue growth with
‘best-in-class’ margins
22
23. Investor Relations
Strategic progress Getronics
Improving performance despite challenging market conditions
‘Back to Growth’ strategy Achievements H1 ’09
• Improving revenue and profitability trends
− Better than expected in challenging markets
Benelux market leader
• Created Benelux market leader following
integration with KPN Business Segment
• Established ‘Global Workspace Alliance’ to
strengthen global presence through partners
Expand global
workspace management • 1,400 FTE reduction program largely done
• Focus on EBITDA and cash flow, rather than
revenues
‘Best-in-class’ margins • On track for ambition of 8% EBITDA margin
in 2010
23
24. Investor Relations
Strategic progress Mobile International
Sustained market outperformance through challenger strategy
2006 – 2007 2008
Establishing the business model Refining the business model
• Strong top-line growth through focus • Sustained customer growth, driven by new
on voice / SIM-only with multi-brands brands and wholesale
Germany
• Step change in EBITDA through SIM- • Continued Fixed-Mobile substitution
only, wholesale and outsourcing • Focused marketing and network rollout
• Sustained top-line growth by focus on • Optimization of retail tariffs and wholesale
consumer segments and wholesale portfolio
Belgium
• Efficiency through smart follower for • Expansion of captive distribution
new technology • Tailwind from more favourable MTA ruling
• First-mover to tap attractive segment • Spain launched in January 2008, fastest
Inter- growing MVNO
• Leveraged wholesale partners across
national
footprint • French MVNO prepared, Simyo launched in
MVNOs
• Prepared international MVNO rollout January 2009
Sustained market outperformance
Robust financial business model, amongst most profitable # 3 operators
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26. Investor Relations
Strategy going forward
Confident to achieve outperformance with Challenger strategy
Strategy going forward Regional approach
• Unlocking substantial untapped market potential
through further intensifying execution of Challenger Hamburg
strategy
Germany
Berlin
Dusseldorf
• Expanding addressable market by moving into Cologne
regions and segments that are underrepresented
Frankfurt
– Regions with below average market share
– Move into SME/SoHo and high-value Post Paid
Munich
• Business model with built-in flexibility in cost base
driving strong profitability
Belgium
Brussels
• Smart-follower investment strategy based on
return on capital employed (ROCE)
Region with high Post Paid share
Targeting 20-25% service revenue market share in next few years
EBITDA margin of at least 35%
26
27. Investor Relations
Rest of World
MVNOs in Spain and France on track, Ortel lagging behind but actions taken
• Fastest growing MVNO with stable ARPU from value-for-money offers
Spain
• Growth accelerating following new Simyo marketing campaign
• Continued growth from blau and wholesale partners
• Expecting to become cash flow positive in 2010
• Relatively stable sales in first months without significant marketing
France • Growth accelerating following new Simyo marketing campaign
• Launch of several partners and brands in H2 ’09
• Expecting to become cash flow positive in 2011
• Performance Ortel lagging behind plan, due to further increase in
Ortel competition in cultural segment in Q2 ’09
– Strong focus on price promotions leading to high inactivity and churn
• Structured actions taken to improve performance
– E.g. less focus on customer acquisition, but more on usage incentives
27
28. Appendix
For further information please contact
KPN Investor Relations
Tel: +31 70 44 60986
Fax: +31 70 44 60593
ir@kpn.com
www.kpn.com/ir
29. Investor Relations
Personnel1
• Decrease of 7,474 FTE y-on-y
– Reduction of 643 FTE in the Netherlands
(excl. Getronics and acquisitions)
– Reduction of 6,595 FTE at Getronics, mainly
43,409 from divestments
42,976
– Reduction of 319 FTE at KPN abroad,
38,919 mainly in call centers
8,372 8,240 36,702 35,638 35,502
4,840
4,940 • Decrease of 136 FTE compared to
4,972 4,901
Q1 ’09
12,398 12,313 12,020 – Reduction of 195 FTE at Getronics due to
9,973 9,181 9,057 restructuring
– Partly offset by increase at Mobile
International
8,544 8,640 8,639 8,399 8,231 8,321
• Cumulative reduction of 7,103 FTE in the
Netherlands since 2005
– Excluding Getronics and acquisitions
– Related to reduction target of 10,000 FTE by
14,095 13,783 13,420 13,390 13,254 13,223
2010
Q1 '08 Q2 '08 Q3 '08 Q4 '08 Q1 '09 Q2 '09 – Taking number of outsourcing decisions in
early 2010 at the latest
Personnel domestic Personnel abroad
Getronics domestic Getronics abroad
1 New organizational structure as of Q1 ’09, following integration of part of KPN Business Market into Getronics; restated numbers for 2008
29
30. Investor Relations
Wireline services
Profitability increase driven by managing customer base for value
€
29 30 29 30 30
• Managing customer base for value
Customer
• Stable ARPUs in increasingly
value
26
25 26 25 26
competitive markets
• Multi-brand strategy targeting different
Q1 '07 Q2 '07 Q3 '07 Q4 '07 Q1 '08 Q2 '08 Q3 '08 Q4 '08 Q1 '09 Q2 '09
segments, e.g. KPN and Telfort
ARPU traditional voice ARPU Broadband
X 1,000
Net line loss1
Q1 '07 Q2 '07 Q3 '07 Q4 '07 Q1 '08 Q2 '08 Q3 '08 Q4 '08 Q1 '09 Q2 '09
• Net line loss at low levels
-40 -30 -25 -25
-50
• Increase to 50k in Q2 ’09 due to lower
-90
-70 growth in broadband, while
-100
-110
PSTN/ISDN loss continues to decline
-165
€ mn
22.7% 22.7% 23.7% 26.9%
21.5% 18.6% • Strong profitability increase while
EBITDA
maintaining stable broadband market
280
share
227 235 226 194 244
• Market share stable at ~44% since
Q1 '08 Q2 '08 Q3 '08 Q4 '08 Q1 '09 Q2 '09 early 2007
EBITDA EBITDA margin
1 PSTN / ISDN line loss + growth VoIP Consumer + growth ADSL only + growth WLR; management estimates
30
31. Investor Relations
Getronics
Risk profile substantially improved and strong progress on strategic priorities
Revenues by segment • Getronics acquired to create prime
2007 2008 (existing)1 contractor for managed ICT services
– Customers increasingly requiring all
~20%
~40%
telecom and ICT services from one vendor
~50%
~60%
~30%
• Expedient transformation at Getronics
– Disposals of non-core assets, e.g. North
America and Business Application Services
Workspace management Application integration Other (in total ~€ 0.9 bn annual revenues)
– Integration of part of KPN Business market
Revenues by geography
into Getronics (~€ 0.9 bn annual revenues)
2007 2008 (existing)1
~20%
• Risk profile substantially improved and
~35%
~50%
strong progress on strategic priorities
– Part of earlier announced synergies already
~15% ~80%
realized
– Growing number of joint contract wins and
Benelux North America Other international upselling to existing customers
1 Revenue data for 2008 excluding disposals and including operations transferred from KPN Business Market
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32. Investor Relations
Fiber
Balanced approach in fiber rollout, evaluation of 2x5 cities by end of 2009
Key principles Current status and next steps
• Fiber rollout driven by fast return on • Fiber initiatives in 2x5 cities, based on
investment and proven customer FttC and FttH
demand
• Evaluation by end 2009, determining
• Maximizing customer value during fiber speed and direction of further rollout
rollout, as measured by ARPU and
EBITDA developments • Taking sufficient time to fine-tune
delivery processes and IT
• Majority of fiber-related Capex already – Some operational issues relating to
scalability of fiber operator
committed and in plans for 2009 and
– Improving operational excellence
2010 throughout the supply chain
• Focus on regional rollout, rather than • Reaching ~850k homes passed by end
comprehensive national rollout of 2009
– ~400k FttH (via Reggefiber JV)
– ~450k FttC (via KPN)
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33. Investor Relations
FttH approach
Committed to selected FttH rollout following approval of Reggefiber JV
Fiber-to-the-Home • Joint venture with Reggefiber for FttH
In-home
closed in December
Analog / – Following approval from Dutch competition
digital TV
authority (NMa)
Fixed telephony
• KPN taking 41% in JV that will construct
and operate passive infrastructure
Broadband
– Majority of FttH investments shared in JV,
FTU1 up to 100 Mbps
but not consolidated on KPN balance sheet
– Option to increase share when reaching
certain targets
• Open network with access to passive
infrastructure regulated by OPTA
KPN
Backbone
– Access tariffs set for next three years, clarity
ODF2 on tariff structure for subsequent years
– Access fee ranging from € 12-17.50 / month,
depending on Capex per home passed
Owned and operated by KPN
Owned and installed by Reggefiber JV
1 Fiber Termination Unit
2 Optical Distribution Frame 33