1) The financial crisis will impact the communications and media sector in Europe differently than past recessions due to the globalized nature of the current crisis.
2) Telecom operators who have strengthened their balance sheets since 2000 will be in a better position than those still struggling with debt. Weak operators may be targets for asset or customer acquisitions by stronger competitors.
3) The document analyzes how the recession could affect different segments of the sector, including potential impacts like reduced spending on premium content and infrastructure investments being deferred. Each country and company will be differently positioned.
European entertainment imaging industry the new context after the economica...Thierry Perronnet
The document discusses changes in the film financing environment due to the economic crisis. Specifically, it notes that (1) reduced advertising revenue and public funding has decreased financing from broadcasters and producers; (2) new digital technologies have created new opportunities for content production and distribution but also increased price pressure; and (3) coproduction across multiple countries has become more common due to difficulties financing projects from a single source.
This document provides information about the M2M World Europe 2011 conference, which will take place December 12-14 in London. The conference will focus on opportunities that machine-to-machine communications and connected devices bring to telecom operators and MVNOs. It will include sessions on developing commercial strategies for M2M, opportunities in different industry verticals, partnerships along the M2M value chain, and the role of cloud computing. Speakers will represent major telecom operators such as AT&T, Vodafone, Deutsche Telekom, and Telefonica. The conference is co-located with the Connected Vehicle World event to allow joint networking.
The document discusses trends in online and mobile payments. It notes that mobile payments are expected to reach $1 trillion by 2014 as smartphone adoption increases. There are many types of mobile payment methods, including mobile wallets, mobile point-of-sale, payment platforms, carrier billing, and closed-loop systems. NFC technology enables fast and secure card-present payments directly from phones but requires upgrades to handsets and point-of-sale terminals to see broad use. Overall mobile payments are growing rapidly but challenges remain around technology adoption and business models.
The document discusses Swedbank's retail banking strategy of moving from transaction-based banking to relationship-based banking through service concepts that increase customer satisfaction and profitability. It analyzes the bank's performance in different customer segments and identifies areas of potential growth. The strategy aims to empower local branches, improve processes, and better manage the customer base through segmentation into focused profitability-increasing service concepts.
The document provides an overview of Multiplus, TAM Airlines' loyalty program. Some key points:
- Multiplus was established as a separate business unit in 2009 and had its IPO in 2010, operating TAM's loyalty program and forming network partnerships.
- It has over 8 million members and 160 commercial partnerships, allowing members to accumulate and redeem points across multiple programs.
- Multiplus earns revenue from selling points to partners and using the points to purchase rewards from partners. It aims to profit from the spread between these amounts as well as points that expire unused.
Unified Energy Services provides a unified approach to energy procurement and load management through a holistic energy management process. They manage all aspects of the energy process from information acquisition and supplier selection to contract management and implementation. Their process mapping ensures efficiency and accountability at each step. Case studies demonstrate savings of over 25% for commercial real estate customers such as Thompson National Properties, saving over $1.2 million annually across several properties in Texas alone.
Telephone and Data Systems Inc. (TDS) reported financial results for 2001. TDS has wireless and telephone operations, providing services to over 4.3 million customers. In 2001, TDS grew revenues 11% and operating cash flow 8%, while its wireless subsidiary U.S. Cellular grew revenues 10% and operating cash flow 11%. TDS aims to expand its existing operations through acquisitions and exploring new telecommunications businesses.
This document is the 2000 Annual Report for Telephone and Data Systems, Inc. (TDS). In 2000, TDS saw consolidated operating revenues grow 10% and operating cash flow increase 13%. However, net income from continuing operations declined 50% due to substantial gains in 1999. TDS's two main business units - U.S. Cellular and TDS Telecom - both experienced strong growth. U.S. Cellular added nearly half a million new customers and surpassed 3 million customers total. TDS Telecom grew revenues at both its incumbent and competitive local exchange carriers. The report discusses leadership changes and strategic priorities to continue growing customer focus and network capabilities across TDS's telecommunications businesses.
European entertainment imaging industry the new context after the economica...Thierry Perronnet
The document discusses changes in the film financing environment due to the economic crisis. Specifically, it notes that (1) reduced advertising revenue and public funding has decreased financing from broadcasters and producers; (2) new digital technologies have created new opportunities for content production and distribution but also increased price pressure; and (3) coproduction across multiple countries has become more common due to difficulties financing projects from a single source.
This document provides information about the M2M World Europe 2011 conference, which will take place December 12-14 in London. The conference will focus on opportunities that machine-to-machine communications and connected devices bring to telecom operators and MVNOs. It will include sessions on developing commercial strategies for M2M, opportunities in different industry verticals, partnerships along the M2M value chain, and the role of cloud computing. Speakers will represent major telecom operators such as AT&T, Vodafone, Deutsche Telekom, and Telefonica. The conference is co-located with the Connected Vehicle World event to allow joint networking.
The document discusses trends in online and mobile payments. It notes that mobile payments are expected to reach $1 trillion by 2014 as smartphone adoption increases. There are many types of mobile payment methods, including mobile wallets, mobile point-of-sale, payment platforms, carrier billing, and closed-loop systems. NFC technology enables fast and secure card-present payments directly from phones but requires upgrades to handsets and point-of-sale terminals to see broad use. Overall mobile payments are growing rapidly but challenges remain around technology adoption and business models.
The document discusses Swedbank's retail banking strategy of moving from transaction-based banking to relationship-based banking through service concepts that increase customer satisfaction and profitability. It analyzes the bank's performance in different customer segments and identifies areas of potential growth. The strategy aims to empower local branches, improve processes, and better manage the customer base through segmentation into focused profitability-increasing service concepts.
The document provides an overview of Multiplus, TAM Airlines' loyalty program. Some key points:
- Multiplus was established as a separate business unit in 2009 and had its IPO in 2010, operating TAM's loyalty program and forming network partnerships.
- It has over 8 million members and 160 commercial partnerships, allowing members to accumulate and redeem points across multiple programs.
- Multiplus earns revenue from selling points to partners and using the points to purchase rewards from partners. It aims to profit from the spread between these amounts as well as points that expire unused.
Unified Energy Services provides a unified approach to energy procurement and load management through a holistic energy management process. They manage all aspects of the energy process from information acquisition and supplier selection to contract management and implementation. Their process mapping ensures efficiency and accountability at each step. Case studies demonstrate savings of over 25% for commercial real estate customers such as Thompson National Properties, saving over $1.2 million annually across several properties in Texas alone.
Telephone and Data Systems Inc. (TDS) reported financial results for 2001. TDS has wireless and telephone operations, providing services to over 4.3 million customers. In 2001, TDS grew revenues 11% and operating cash flow 8%, while its wireless subsidiary U.S. Cellular grew revenues 10% and operating cash flow 11%. TDS aims to expand its existing operations through acquisitions and exploring new telecommunications businesses.
This document is the 2000 Annual Report for Telephone and Data Systems, Inc. (TDS). In 2000, TDS saw consolidated operating revenues grow 10% and operating cash flow increase 13%. However, net income from continuing operations declined 50% due to substantial gains in 1999. TDS's two main business units - U.S. Cellular and TDS Telecom - both experienced strong growth. U.S. Cellular added nearly half a million new customers and surpassed 3 million customers total. TDS Telecom grew revenues at both its incumbent and competitive local exchange carriers. The report discusses leadership changes and strategic priorities to continue growing customer focus and network capabilities across TDS's telecommunications businesses.
The document compares the financial performance of Barclays Bank PLC and Lloyds Banking Group PLC in 2011. It analyzes key performance indicators such as total assets, total liabilities, income, and profit before tax. Barclays performed better financially, with higher total assets of £1.56 trillion compared to Lloyds' £970.5 billion, and profit before tax of £5.97 billion versus Lloyds' loss of £3.54 billion. The document also examines liquidity, profitability, and structure ratios from 2008-2010, finding that Barclays was generally more profitable and better able to meet its financial obligations over this period.
The document discusses data sources available from Post, including Select Post which contains recent lifestyle data on approximately 711,000 addresses, and Do My Move which contains information on people who have moved including their old and new addresses. It also notes that direct mail investments decreased by 2.4% in the first half of 2009 compared to the first half of 2008. The company DM Pige registers and maintains direct mail figures.
The document discusses a two-stage optimized solution for rapid content deployment in multi-dwelling units (MDUs). Stage I involves desktop surveys and optimization of the outside plant and in-building fiber routes. Stage II includes service plan design, construction packaging, and further optimization using automated design tools. The proposed solution aims to reduce engineering costs and time to market through a rule-based, automated approach for MDU fiber network design.
Growth Codes: How do operators turn data growth into profitable revenue growth?Ericsson Slides
Growth Codes show how rethinking both mobile broadband and the role of operators can translate into profitable growth. Operators driven by bold, visionary and explorative mobile broadband strategies are turning data growth into revenue growth. These operators differentiate themselves by balancing superior network performance and an innovative go-to-market strategy. We believe the industry can learn from these examples and that more operators can find success by adapting some of their approaches to these codes.
The interim report summarizes Deutsche EuroShop's financial performance for the first half of 2009. Revenue increased 14% to 163 million euros due to contributions from newly opened shopping centers and increasing ownership of an existing center. Earnings per share grew 41% to 0.89 euros, driven by higher operating income and measurement gains. After the reporting period, Deutsche EuroShop refinanced loans and increased its share capital to fund further growth.
The document summarizes recent economic developments in Botswana in the second quarter of 2005. The major event was the 12% devaluation of the Pula currency and introduction of a new crawling band mechanism for determining the Pula exchange rate. While the devaluation will help boost competitiveness and export-led growth long-term, short-term impacts include higher inflation and reduced economic confidence. Monetary conditions have eased due to the devaluation but domestic economic conditions remain weak. Inflation is expected to rise to 10-11% over the next 2-3 months due to the devaluation.
- Multiplus is a growing loyalty network in Brazil with nearly 9 million members as of 3Q11, up 17% YoY. It had gross billings of R$397 million in 3Q11, up 32.4% YoY.
- The company aims to diversify its revenue sources beyond its main partner TAM Airlines. In 3Q11, 73% of gross billings came from TAM, down from 98% historically.
- Multiplus reported EBITDA of R$78.1 million in 3Q11, up 64.5% YoY, with a margin of 24.3%. Adjusted EBITDA was R$82.3 million, down 7% YoY
Pricing Analytics - Pricing Mobile Data, London 2012cVidya Networks
The document discusses strategies for telecommunications companies to achieve differentiation in mature markets through advanced analytics. It provides examples of how tiered pricing plans can constrain high-usage customers and how new tariff launches can be measured. Additional strategies discussed include zero-rated social networks, happy hours for time-shifting internet usage, speed buttons, and tailored offers personalized for each customer. A case study shows how these analytics helped Orange France think long-term and already outperform main competitors.
Optism Alcatel-Lucent Anthony Belpaire Mobile Payments Conference PresentationOptism
Anthony Belpaire Optism Alcatel-Lucent speaking at the Mobile Payments Conference in Brussels. This conference is a joint organization by LSEC in collaboration with Agoria ICT, Agoria Banking Club, Mobile Mondays Brussels and the European Security Innovation Network. Agoria is a Belgian federation of technology companies, representing in this case both ICT and Banking services. LSEC is an association of information security companies. LSEC has been organizing over the last couple of years over 100 highly professional information security oriented activities. Mobile Monday Brussels brings together developers, manufacturers and services organizations in the domain of mobile applications.
This document summarizes Multiplus S.A., a growing loyalty network in Brazil. Some key points:
1) Multiplus has nearly 9 million members, up 17% year-over-year, and sold over 20 billion points in the third quarter of 2011, up 38.5% year-over-year.
2) Multiplus has an exclusive long-term agreement with TAM Airlines and partnerships with almost 170 other companies.
3) Multiplus' strategy is to diversify its gross billings and redemptions away from over-reliance on TAM by expanding its partnerships network with other industries.
Motorola's 2003 annual report highlights opportunities in multiple areas:
1) Personal communications including 3G handsets and push-to-talk over cellular.
2) Networking through equipment sales to major telecom operators and new switching technology.
3) Mission-critical communications for public safety and enterprises.
4) Emerging technologies like wireless home networking, mobile broadband, and automotive electronics.
This document discusses several key points:
1. A study by CGAP found that customers had difficulty understanding and interpreting interest rates and loan costs. They were more focused on weekly payments than total costs.
2. The study also found customers did not comparison shop for loans and lacked understanding of financial terms, limiting their ability to analyze offers.
3. Participants reported issues like hidden fees, aggressive collections, and poor service. Very few knew of the government agency protecting financial consumers.
4. Further research is needed to help customers better understand disclosure documents and make informed financial decisions.
The document summarizes Daimler's Q1 2009 results. Key points include:
- EBIT fell to minus €1.4 billion from €2 billion in Q1 2008 due to lower unit sales from the economic crisis.
- Net profit decreased from €1.3 billion to minus €1.3 billion.
- Daimler finalized its separation from Chrysler through an agreement that releases it from liabilities and requires cash payments of €0.6 billion through 2011.
- Countermeasures have been initiated to reduce expenses by €4 billion.
Wall Street Technology Jan Feb 2010 38791[1]ypytlik
The back office of Wall Street firms faces increasing demands as regulations tighten and transactions grow more complex. Ten trends will reshape the back office in 2010: 1) Intensifying regulations will drive changes; 2) Pushing for more transparency; 3) Adopting business intelligence for customer insight; 4) Relying more on outsourcing; 5) Using cloud computing; 6) Implementing straight-through processing; 7) Consolidating technology vendors; 8) Upgrading legacy systems; 9) Focusing on data quality; 10) Emphasizing risk management. Back offices must meet new demands while using the same or fewer resources.
- Comcast reported increased revenue, operating cash flow, and operating income for Q1 2009 compared to Q1 2008. Revenue grew 5% to $8.8 billion while operating cash flow grew 8% to $3.4 billion and operating income grew 16% to $1.8 billion.
- EPS grew 13% to $0.27 per share from $0.24 in Q1 2008. Adjusted EPS, which excludes a one-time gain, grew 42% to $0.27.
- Free cash flow increased 95% to $1.4 billion driven by lower capital expenditures and growth in operating cash flow.
IBM System z thinks it might be the right time to consider bringing the first-ever mainframe into your data center. System z’s growth in every key dimension shows mainframe viability despite shop worn competitor critiques of our age, cost, and relevance.
Maroc Telecom reported full-year 2012 results with revenues in line with estimates and EBITDA above expectations. While the company expects EBITDA margins to remain stable in 2013, structural challenges remain due to ongoing price cuts and margin pressure in Morocco. The analyst incorporates the results into estimates and raises 2013-2015 EBITDA forecasts slightly but maintains a Sell rating due to risks from upcoming regulatory changes and competitive pressures that could impact margins. The 12-month price target is lowered to €6.8 based on a dividend yield valuation.
1) Synacor provides a unique, profitable and scalable platform that takes digital media and cable "to the cloud".
2) Their platform has large and engaged consumer base of over 20 million average monthly unique visitors.
3) They have experienced rapid annual revenue growth, with quarterly revenue reaching $30.8 million in Q2 2012, up 91% year-over-year.
The document discusses principles of collaborative leadership and effective trust building. It contrasts non-productive collaborative tendencies like viewing situations as win-lose with collaborative leadership principles like initiating dialogue with open inquiry and sharing power. Effective trust is built by discussing difficult topics, admitting mistakes, sharing information appropriately, and managing expectations honestly. The document also discusses theories related to human needs, fears, and behaviors in relationships.
The document compares the financial performance of Barclays Bank PLC and Lloyds Banking Group PLC in 2011. It analyzes key performance indicators such as total assets, total liabilities, income, and profit before tax. Barclays performed better financially, with higher total assets of £1.56 trillion compared to Lloyds' £970.5 billion, and profit before tax of £5.97 billion versus Lloyds' loss of £3.54 billion. The document also examines liquidity, profitability, and structure ratios from 2008-2010, finding that Barclays was generally more profitable and better able to meet its financial obligations over this period.
The document discusses data sources available from Post, including Select Post which contains recent lifestyle data on approximately 711,000 addresses, and Do My Move which contains information on people who have moved including their old and new addresses. It also notes that direct mail investments decreased by 2.4% in the first half of 2009 compared to the first half of 2008. The company DM Pige registers and maintains direct mail figures.
The document discusses a two-stage optimized solution for rapid content deployment in multi-dwelling units (MDUs). Stage I involves desktop surveys and optimization of the outside plant and in-building fiber routes. Stage II includes service plan design, construction packaging, and further optimization using automated design tools. The proposed solution aims to reduce engineering costs and time to market through a rule-based, automated approach for MDU fiber network design.
Growth Codes: How do operators turn data growth into profitable revenue growth?Ericsson Slides
Growth Codes show how rethinking both mobile broadband and the role of operators can translate into profitable growth. Operators driven by bold, visionary and explorative mobile broadband strategies are turning data growth into revenue growth. These operators differentiate themselves by balancing superior network performance and an innovative go-to-market strategy. We believe the industry can learn from these examples and that more operators can find success by adapting some of their approaches to these codes.
The interim report summarizes Deutsche EuroShop's financial performance for the first half of 2009. Revenue increased 14% to 163 million euros due to contributions from newly opened shopping centers and increasing ownership of an existing center. Earnings per share grew 41% to 0.89 euros, driven by higher operating income and measurement gains. After the reporting period, Deutsche EuroShop refinanced loans and increased its share capital to fund further growth.
The document summarizes recent economic developments in Botswana in the second quarter of 2005. The major event was the 12% devaluation of the Pula currency and introduction of a new crawling band mechanism for determining the Pula exchange rate. While the devaluation will help boost competitiveness and export-led growth long-term, short-term impacts include higher inflation and reduced economic confidence. Monetary conditions have eased due to the devaluation but domestic economic conditions remain weak. Inflation is expected to rise to 10-11% over the next 2-3 months due to the devaluation.
- Multiplus is a growing loyalty network in Brazil with nearly 9 million members as of 3Q11, up 17% YoY. It had gross billings of R$397 million in 3Q11, up 32.4% YoY.
- The company aims to diversify its revenue sources beyond its main partner TAM Airlines. In 3Q11, 73% of gross billings came from TAM, down from 98% historically.
- Multiplus reported EBITDA of R$78.1 million in 3Q11, up 64.5% YoY, with a margin of 24.3%. Adjusted EBITDA was R$82.3 million, down 7% YoY
Pricing Analytics - Pricing Mobile Data, London 2012cVidya Networks
The document discusses strategies for telecommunications companies to achieve differentiation in mature markets through advanced analytics. It provides examples of how tiered pricing plans can constrain high-usage customers and how new tariff launches can be measured. Additional strategies discussed include zero-rated social networks, happy hours for time-shifting internet usage, speed buttons, and tailored offers personalized for each customer. A case study shows how these analytics helped Orange France think long-term and already outperform main competitors.
Optism Alcatel-Lucent Anthony Belpaire Mobile Payments Conference PresentationOptism
Anthony Belpaire Optism Alcatel-Lucent speaking at the Mobile Payments Conference in Brussels. This conference is a joint organization by LSEC in collaboration with Agoria ICT, Agoria Banking Club, Mobile Mondays Brussels and the European Security Innovation Network. Agoria is a Belgian federation of technology companies, representing in this case both ICT and Banking services. LSEC is an association of information security companies. LSEC has been organizing over the last couple of years over 100 highly professional information security oriented activities. Mobile Monday Brussels brings together developers, manufacturers and services organizations in the domain of mobile applications.
This document summarizes Multiplus S.A., a growing loyalty network in Brazil. Some key points:
1) Multiplus has nearly 9 million members, up 17% year-over-year, and sold over 20 billion points in the third quarter of 2011, up 38.5% year-over-year.
2) Multiplus has an exclusive long-term agreement with TAM Airlines and partnerships with almost 170 other companies.
3) Multiplus' strategy is to diversify its gross billings and redemptions away from over-reliance on TAM by expanding its partnerships network with other industries.
Motorola's 2003 annual report highlights opportunities in multiple areas:
1) Personal communications including 3G handsets and push-to-talk over cellular.
2) Networking through equipment sales to major telecom operators and new switching technology.
3) Mission-critical communications for public safety and enterprises.
4) Emerging technologies like wireless home networking, mobile broadband, and automotive electronics.
This document discusses several key points:
1. A study by CGAP found that customers had difficulty understanding and interpreting interest rates and loan costs. They were more focused on weekly payments than total costs.
2. The study also found customers did not comparison shop for loans and lacked understanding of financial terms, limiting their ability to analyze offers.
3. Participants reported issues like hidden fees, aggressive collections, and poor service. Very few knew of the government agency protecting financial consumers.
4. Further research is needed to help customers better understand disclosure documents and make informed financial decisions.
The document summarizes Daimler's Q1 2009 results. Key points include:
- EBIT fell to minus €1.4 billion from €2 billion in Q1 2008 due to lower unit sales from the economic crisis.
- Net profit decreased from €1.3 billion to minus €1.3 billion.
- Daimler finalized its separation from Chrysler through an agreement that releases it from liabilities and requires cash payments of €0.6 billion through 2011.
- Countermeasures have been initiated to reduce expenses by €4 billion.
Wall Street Technology Jan Feb 2010 38791[1]ypytlik
The back office of Wall Street firms faces increasing demands as regulations tighten and transactions grow more complex. Ten trends will reshape the back office in 2010: 1) Intensifying regulations will drive changes; 2) Pushing for more transparency; 3) Adopting business intelligence for customer insight; 4) Relying more on outsourcing; 5) Using cloud computing; 6) Implementing straight-through processing; 7) Consolidating technology vendors; 8) Upgrading legacy systems; 9) Focusing on data quality; 10) Emphasizing risk management. Back offices must meet new demands while using the same or fewer resources.
- Comcast reported increased revenue, operating cash flow, and operating income for Q1 2009 compared to Q1 2008. Revenue grew 5% to $8.8 billion while operating cash flow grew 8% to $3.4 billion and operating income grew 16% to $1.8 billion.
- EPS grew 13% to $0.27 per share from $0.24 in Q1 2008. Adjusted EPS, which excludes a one-time gain, grew 42% to $0.27.
- Free cash flow increased 95% to $1.4 billion driven by lower capital expenditures and growth in operating cash flow.
IBM System z thinks it might be the right time to consider bringing the first-ever mainframe into your data center. System z’s growth in every key dimension shows mainframe viability despite shop worn competitor critiques of our age, cost, and relevance.
Maroc Telecom reported full-year 2012 results with revenues in line with estimates and EBITDA above expectations. While the company expects EBITDA margins to remain stable in 2013, structural challenges remain due to ongoing price cuts and margin pressure in Morocco. The analyst incorporates the results into estimates and raises 2013-2015 EBITDA forecasts slightly but maintains a Sell rating due to risks from upcoming regulatory changes and competitive pressures that could impact margins. The 12-month price target is lowered to €6.8 based on a dividend yield valuation.
1) Synacor provides a unique, profitable and scalable platform that takes digital media and cable "to the cloud".
2) Their platform has large and engaged consumer base of over 20 million average monthly unique visitors.
3) They have experienced rapid annual revenue growth, with quarterly revenue reaching $30.8 million in Q2 2012, up 91% year-over-year.
The document discusses principles of collaborative leadership and effective trust building. It contrasts non-productive collaborative tendencies like viewing situations as win-lose with collaborative leadership principles like initiating dialogue with open inquiry and sharing power. Effective trust is built by discussing difficult topics, admitting mistakes, sharing information appropriately, and managing expectations honestly. The document also discusses theories related to human needs, fears, and behaviors in relationships.
The document discusses principles and a model for facilitating meaningful change and learning. It outlines principles like deep connections, clear communication, authenticity, navigating weaknesses, and flexibility. The model involves articulating purpose, uncovering wants and offers, working with motivations and resistance, co-creating balanced contracts, and exceeding expectations. It also discusses the progression to connection through interest, attention, focus and connection. The overall goal is partnering to release trapped value in leaders, teams and organizations through dissatisfaction with the current state, visioning the future, taking first steps, and overcoming resistance to change.
This document summarizes and discusses David McCleary's book "Courageous Voices of Truth" which encourages leaders to reflect deeply on themselves in order to liberate their leadership and help it grow. It discusses topics like facing fears and judgments, avoiding pain, speaking truth, and overcoming wounds from the past. It suggests leadership requires courage to look within and make choices that lead to freedom rather than staying trapped by things like adoration, blindness, or competence. The goal is developing self-awareness, accountability, and meaningful connections through facing reality rather than defensiveness or isolation.
This document provides information on three energy efficiency products from a company: GESPER, Powerboss Integra, and Powerboss Eluma. It discusses the history and functionality of the products, including power factor correction, voltage stabilization, harmonics filtering, and surge protection. Customer examples are listed, along with energy savings benefits like reduced equipment wear, longer lifetimes, and cost savings. Pricing, warranty, and application information is also included.
The document discusses several topics related to managing meetings and priorities effectively. It provides keys to holding great meetings such as being prepared, having an agenda, starting and ending on time, having fewer but better meetings, maintaining focus, capturing action items, and getting feedback. It also discusses distinguishing between important and urgent tasks, with important tasks including preparation, prevention, relationship building and skill building, and urgent tasks including crises and deadline projects. Priorities should be managed by putting first things first according to established objectives.
The document discusses change and the emotions that come with it. It uses metaphors of cheese to represent comfort and stability versus exploring new possibilities. Some key ideas presented are:
1. Change is scary but necessary, and it's important to understand where change may lead.
2. Facing vulnerability and accountability helps facilitate meaningful change and learning, while avoidance and defensiveness hinder the process.
3. People experience an emotional rollercoaster when going through change, going from denial and depression to acceptance.
4. It's important to adapt to changes quickly and not cling too tightly to the past or what's familiar. Exploring new possibilities and letting go of old ways of thinking can help one
This document describes the services provided by a manufacturing, engineering and contracting organization. The company has over 20 years of experience providing various services across India, including pre-engineered metal buildings, metal roofing and cladding, false ceiling systems, aluminum windows, doors and partitions, and signage. The company offers benefits such as quick construction times, reduced maintenance costs, and energy efficient buildings.
Flawless Leaders Release Your Trapped ValueDavid McCleary
This document discusses qualities of flawless leadership. It emphasizes self-awareness, self-acceptance, accountability, vulnerability and openness. Flawless leaders reject continuous searching for relevance and instead commit to authentic service and meaningful purpose. They embrace feedback and disagreement in order to continuously learn and adapt.
Operating since 1987, Chopra Aluminium provides a spectrum of services to clients, ranging from pre-engineered metal structured buildings to re-roofing of the existing buildings, from metal roofing and cladding systems to interior and exterior false ceiling systems. First started as a four man operation run from a small room office, Chopra Aluminium now has forty full-time employees and a huge host of part-time contract workers. We continue to focus on filling our clients' needs completely. Our on-time performance has been consistent.
We view every project as opportunity to establish a long term relationship with our clients to achieve results responsive to their aesthetic, functional and budgetary goals. We are capable to provide total engineering solutions related to all above areas, providing efficient, timely & quality services. We believe in creating perfectly balanced construction projects, combining designing with quality construction and thus striking a perfect harmony with customers by providing them real value for investment.
This is a performance ladder or framework for Enterprise Risk Management. It can be used as an audit tool, a maturity model, a benchmarking tool or a model for creating a plan of action.
The Birkman Method is an assessment tool that measures motivation, behavior, interests and reactions under stress through a non-judgmental profile. It identifies effective and productive behaviors as well as needs, motivations and unproductive behaviors. The assessment was developed in 1952 and is used by over 75% of Fortune 500 companies. It provides insights into organizational focus, usual behavior, stress behavior, motivational needs, interests and 11 behavioral components to help improve performance, leadership and goal setting.
Conflict occurs when there are incompatible needs or differing opinions between parties. There are two main approaches to dealing with conflict: conflict management, which tries to manage the conflict without ensuring all parties use the same process, and conflict resolution, which aims to create a solution satisfying all involved. Groups can either fear and avoid conflict, resulting in decreased productivity, or embrace debate and discussion, allowing them to solve problems and access diverse perspectives quickly. The document then discusses types of conflict and assessing conflict handling modes before providing an overview of coaching and effective communication.
Conference 2010 Risk Appetite Includes Handouts And Outputliztaylor
The document discusses setting an organization's risk appetite, which is a combination of its risk capacity and risk tolerance. It explains that determining risk appetite involves multiple steps, including assessing the potential impacts of specific risks on the organization's business drivers, identifying risk thresholds, and developing qualitative and quantitative statements for the organization's risk appetite. The full process requires facilitated workshops and sign-off from the Board to fully establish the risk appetite statement.
1) Teams go through four stages of development: forming, storming, norming, and performing. Each stage builds on the previous one and prepares the team for high performance.
2) Key factors that contribute to high performing teams include clear goals, trust between members, embracing conflict, strong commitment, and focus on results.
3) Common dysfunctions that undermine team performance are an absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results.
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.
All the current theories and market signals point unanimously out that the cloud is one of the factors to completely shake up the market behaviour and totally transform the IT industry. The cloud adoption is going mainstream as it is about to tackle the core of the organisations. Its adoption has reached a considerable enough proportion so that it cannot be ignored anymore by any of the ecosystem players.
Additionally, the IT procurement process is also evolving, driven by the rise of social media and a channel mutation towards E-markets. The current transition period is more than favourable to conduct a research and get to know how these trends impact both the entire channel ecosystem.
Navigating the Telecom Cloud: Growth PerspectivesCamille Mendler
This white paper, produced in April 2012, is derived from the Informa Telecom Cloud Monitor, an analytical tool tracking the cloud-related activities of more than 130 operators worldwide.
Cartesian reviews recent operator activity in over-the-top communications. What opportunities exist in fixed and mobile? Which strategies should be considered?
The document discusses strategies for telecom operators to approach the market for machine-to-machine (M2M) communications and the Internet of Things (IoT). It argues that operators currently take tactical, ad hoc approaches and should instead develop a sustainable long-term platform of capabilities. This platform would provide a 'menu' of connectivity, billing, hosting, and other services to customers. Providing a flexible mix of capabilities could position operators at the center of the large and growing IoT opportunity.
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
Signing of the definitive agreements relative to the Veolia Transport - Trans...ve-finance
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Similar to Impact of financial crisis on the Communications & Media sector (20)
Impact of financial crisis on the Communications & Media sector
1. How will the financial crisis
and recession impact
the Communications and
Media sector in Europe?
Communications, media and entertainment
2. Figure 1: Impact of recessions on European telecommunications services revenues (1980-2007)
400
300
USD billions
200
100
0
1980 1985 1990 1995 2000 2005 2010
Recessionary periods (indicative as periods differ by country)
Telecommunications revenues expressed in 1990 real terms
Source: ITU, World Bank and PA Consulting Group
Barring the self-induced dot.com crash of 2000-1, European telecommunications has
been quite resilient during past recessions (Figure 1), less so media and entertainment
where revenues have dropped by 5-15% on each occasion. However, the financial
crisis and its rapid contamination of the globalised economy make this recession very
different from anything we have ever experienced before. The communications, media
and entertainment (CME) sector will be impacted but each segment and market will fare
differently – who will be the winners and losers?
More to the point, what does this mean for you? Even if you feel comfortable
about your own company’s situation, have you thought about your main customers,
suppliers and competitors – how is your market changing? Are there new opportunities
or threats? Have you evaluated the main economic scenarios and developed action
plans accordingly?
For further insight into the crisis and how to respond, see Mark Thomas’s
handbook “Surviving and thriving in the economic crisis” available from
www.paconsulting.com
Who will be the winners and losers?
Pressure on short-term liquidity has been the most immediate impact of the financial crisis
in most industries. Companies that have relied on debt have suddenly found that it is no
longer straightforward or cheap to raise or roll over; having said that, the CME sector is
generally looked on favourably by banks due to its high levels of free cash flow. In fact
numerous companies in the sector have been able to raise debt funding in recent months
but going forwards some will find it much harder than others. Such generalisations tend to
be misleading, so in the following sections we have taken a closer look at the three main
CME segments: operators, content aggregators and suppliers.
3. Figure : Analysis of publicly-quoted European operators
3.0
Winners Potential winners
2.5
2.0
Liquidity
1.5
1.0
0.5
Casualties Targets
0.0
0.0 0.5 1.0 1.5 2.0 2.5 3.0
IV/MV
Figure
The horizontal axis
Operators – most had finished clearing up from the
assesses the level millennium debacle
of over/undervaluation Before the financial crisis hit, most network operators had managed to clean up their
by the market using a
simplified (and intentionally balance sheets following the dot.com crash, consolidation frenzy and 3G licence fee
conservative) form of bubble that coincided with the start of the millennium. A number of companies had even
discounted cash flow which
assumes that long-run
gone so far as starting/restarting dividend payments (eg, Vodafone, FT, DT), commencing
return on equity (ROE) share buy-backs (eg, FT, BT, Telefónica) and restarting their acquisition machines (eg,
will be close to the average Vodafone, FT, Telenor) – particularly with an eye to high-growth emerging markets.
ROE over the last three
years and long-run growth
will be around 3% per There are still a number of operators that hadn’t finished the job for a variety of reasons.
annum. On this axis, more
than one represents an
Typically these are the ones in the bottom right quadrant of Figure 2 that are trying hard
undervalued company, to improve their liquidity position through major cost reduction programmes, dividend
less than one is overvalued. cuts/suspensions and asset sales.
On the vertical axis we
have assessed liquidity, Theoretically some of these companies are takeover targets but competitors will probably
determined by the weighted
average of a number of
be more interested in acquiring specific assets or churning customers – taking advantage
factors: primarily interest of them while they are weak. Acquisitions are more likely to involve unquoted alternative
cover, dividend cover and fixed network operators (‘altnets’) or fourth/fifth mobile operators with cash-strapped
the ratio of debt to equity.
On this axis, a company shareholders who are unable to hold out until valuations begin to recover.
below one is likely to have
substantial difficulties in ‘Operators’ includes fixed, mobile and cable network operators. ‘Content
covering its debt payments
and therefore refinancing aggregators’ includes internet service providers (ISPs), television broadcasters,
its operations. radio broadcasters and print (newspapers and magazines). ‘Suppliers’ includes
network equipment vendors, passive infrastructure providers, handset suppliers,
The circle size represents
annual revenue. IT vendors, system integrators (SIs), etc.
Communications, media and entertainment
4. Figure : Timeline showing recessions and major telecommunications developments
First GSM First 3G
network live network live
Early liberalisation EU
such as UK duopolies liberalisation
1980 1985 1990 1995 2000 2005 2010
Figure 4: Impact on operators of the crisis and recession
Slower handset Consumers Reduced expenditure
replacement for premium content
Operators Content
Reduced
aggregators
expenditure
Reduced
Deferred CapEx Enterprises advertising
Increased outsourcing
Deferred CapEx
Suppliers
Reduced lending Deferred CapEx
Higher borrowing costs Increased outsourcing
Banks
Figure 5: Analysis of publicly-quoted European content aggregators
3.0
Winners Potential winners
2.5
2.0
Liquidity
1.5
1.0
0.5
Casualties Targets
0.0
0.0 0.5 1.0 1.5 2.0 2.5 3.0
IV/MV
4
5. How will the recession affect operators? In the recessions of the 1980’s and 1990’s,
operators fared reasonably well but cast your mind back to those days and the industry
landscape was very different (see Figure 3). It was dominated by fixed voice incumbents;
some countries were still liberalising their telecommunications markets; and, mobile
operators were still the new kids on the block. Will it be different this time? Figure 4
summarises our view of the main impacts on operators.
As of today most pundits believe that the main impact of consumers tightening their
belts will be delayed mobile handset replacements – tough for the handset suppliers
but beneficial for operators that subsidise handsets. That is, unless someone starts
a price war to win over the more price-sensitive customers.
The enterprise market will be affected by companies trying to reduce costs or going
out of business. This might be offset somewhat by greater expenditure on productivity-
improving services and solutions.
Be careful about your forecasts for new services or any growth in existing services.
Consumers and enterprises alike are unlikely to spend more on communications in the
current environment unless they can see a clear business case with low up-front costs.
A longer-term issue that shouldn’t be forgotten will be the need for some governments
to raise additional funding to pay for the bailouts and economic stimulus packages.
Any increases in personal or corporate taxation will affect consumers and enterprises,
which in turn will impact operators – as we show in Figure 4. Of more concern is any
form of sector-specific taxation such as that contained in the 2010 US Budget plan,
“A New Era of Responsibility”, which proposes a tenfold increase in spectrum fees
over the next few years. Might this happen in your market?
Content aggregators – suffering from advertising cutbacks
This segment didn’t get into such a mess at the start of the millennium as the operators
and so in most cases companies are less leveraged – except for those who have a
(newspaper/magazine) print background or have expanded into telecommunications.
A number of European network operators (such as Deutsche Telekom, France
Telecom, Telefónica, and Vodafone) grew over the last 20 years through international
expansion. Although their domestic markets may have matured, they are continuing
to grow through their exposure to emerging markets. The same has not been true
of the content aggregator segment except for a few rare cases such as Vivendi
and RTL. Most are heavily reliant on their domestic markets and consequently
very exposed to their vagaries.
Advertising is the critical revenue stream in this segment. In recessions advertising
expenditure typically shrinks by 5-15% – even though industry bodies argue that the
most successful companies behave to the contrary.
Communications, media and entertainment
5
6. Figure 6: Impact on content aggregators of the crisis and recession
Slower handset Consumers Reduced expenditure
replacement for premium content
Operators Content
Reduced
aggregators
expenditure
Reduced
Deferred CapEx Enterprises advertising
Increased outsourcing
Deferred CapEx
Suppliers
Reduced lending Deferred CapEx
Higher borrowing costs Increased outsourcing
Banks
Figure 7: Analysis of publicly-quoted global suppliers
3.0
Winners Potential winners
2.5
2.0
Liquidity
1.5
1.0
0.5
Casualties
Targets
0.0
0.0 0.5 1.0 1.5 2.0 2.5 3.0
IV/MV
Figure 8: impact on suppliers of the crisis and recession
Slower handset Consumers Reduced expenditure
replacement for premium content
Operators Content
Reduced
aggregators
expenditure
Reduced
Deferred CapEx Enterprises advertising
Increased outsourcing
Deferred CapEx
Suppliers
Reduced lending Deferred CapEx
Higher borrowing costs Increased outsourcing
Banks
6
7. The recession is therefore more significant for this segment than the financial crisis.
In previous recessions print has always lost market share to television and radio.
Since the dot.com crash, the Internet’s market share has grown rapidly and we expect
that this will continue through this recession, albeit at a slower pace, at the expense of
all other media. The winners in this segment will be the companies that have strongly
embraced or grown up with the Internet. The losers will be any print-based companies
that failed to see the trend, for some of whom it could be the end of the road.
Equipment and service suppliers – a mixed picture
There are many European-based suppliers but the segment is best viewed from a
global level and by its sub-segments: network equipment vendors, handset suppliers,
IT vendors, system integrators (SIs), etc. A few key players, such as Samsung, NSN
and Huawei are missing from the chart because they are divisions of larger groups
or are not publicly quoted. Despite this it is clear from our analysis that the network
equipment vendors and handset suppliers are in for a stormy ride whereas the SIs
are in better shape.
Having been hit hard by the dot.com crash, European and North American network
equipment vendors have been under huge pressure during the last decade from China.
Massive overcapacity has been addressed initially by major cutbacks and then through
consolidation, such as Alcatel-Lucent and NSN. Many of these companies are still
bleeding cash and so the recession will necessitate further cutbacks, mergers
and possibly bankruptcies.
Unfortunately the financial crisis and recession, combined with low cost competition
from Asia, are a ‘perfect storm’ for equipment vendors (see Figure 8). Not only is their
indebtedness a problem but most of their operator and enterprise customers are looking
to defer capital expenditure to improve their own liquidity. For example, will mobile
operators try to sweat their 2G and 3G investments through upgrades rather than
investing in 4G as the vendors hope?
However, as the English proverb goes, “every cloud has a silver lining”, and for the
network equipment vendors the maturing European telecommunications markets is
increasing demand for network outsourcing to reduce operators’ operating costs.
Some mobile handset suppliers are hoping that smartphone take-up will compensate
for slowing sales of other handset models but the deeper and longer the recession the
less likely that consumers will be willing to spend on handset replacements – regardless
of the new applications and services they might offer.
Because system integrators (SIs) typically work across many industries they were
less exposed to the dot.com crash although they did suffer somewhat from a post-Y2K
hangover. Most are not hardware manufacturers and have built substantial outsourcing
businesses which provide recurring revenues. The financial crisis will have a low impact
on most SIs because their liquidity is generally better than the network equipment
vendors’. However the recession is likely to reduce operators’ and content aggregators’
expenditure on applications development as it capitalised. Much more importantly for
SIs will be their exposure to industries harder hit by the crisis and recession, such as
financial services, retail and manufacturing.
Communications, media and entertainment
7
8. Figure 9: Scenario examples
Base case
GDP
Lost Decade 2
Great Depression 2
2008 2009 2010 2011
What does this mean for you?
Even dropping down from the global to a regional level is still a generalisation from your
perspective. What you are most interested in is your own market, which in most cases
tends to be a specific country. You need to develop your (short- and long-term) action
plans based on what you think might happen to the overall economy and its impact on
the key players in your market.
What might happen in the economy?
Examples of three scenarios (see Figure 9) that you might evaluate:
• A normal recovery starting in late 2009 or early 2010
• Major depression where the economy gets much worse – as bad as or worse than
the Great Depression of the 1930s
• Very slow recovery similar to Japan’s ‘Lost Decade’ of the 1990s.
‘Base Case’: most companies are already taking appropriate actions assuming a base
case where the economy starts to recover later in 2009 or early 2010. Cost reduction
is important (particularly need for working capital) but it is also important to ensure the
business will be competitive when the recovery begins. The company needs to be agile
and well positioned in the marketplace so that it is able to take advantage of market
opportunities as fast as, or faster than, potentially weakened competitors. Targeted
investments should also be considered seriously where management believes the
earliest and strongest growth opportunities will occur in the recovery.
‘Great Depression ’: operators and content providers must understand what such a
bleak scenario means for their business. In the CME sector it will mean low (and falling)
revenue per customer, few opportunities for up-selling new services, and demand
8
9. for services that reduce ongoing costs for both consumers and enterprises. Because
inflation will be negative, there will be a tendency to wait before spending money and
this will encourage operators to put minimum upfront costs onto a contract or focus much
harder on pre-pay (or pay as you go) models so that customers can manage costs more
actively. In the most extreme cases, operators may have to change their operations
dramatically (in some cases perhaps withdrawing all subscription services) so that they
can operate a much more simplified business model to enable them to make profits
in such difficult times. Such models have been used by operators in many developing
and emerging economies, particularly in Africa and India, and operators in developed
economies may need to learn from them
Ultimately this type of scenario may unleash a ‘mega-consolidation’ where only one or
two converged infrastructure-based operators are able to operate profitably in a country,
testing the judgement of regulators, competition authorities and governments.
Needless to say the outlook for infrastructure and service providers will be extremely
difficult – downsizing and consolidation will become the order of the day. Any introduction
of new technology such as LTE will be suspended for as long as the depression lasts.
With the fall-off in capital investment, services such as outsourcing will become critical to
the survival of many suppliers.
‘Lost Decade ’: rather than negative growth, operators and content providers will need
to prepare for stagnation. To address this, similar measures can be taken as for a major
depression scenario (see Great Depression 2) but in less extreme ways. Cost savings
for consumers and enterprises will still dominate but subscription-based services will be
more attractive. Competition will be harsh and building a sustainable cycle of continuing
enhancements to service packages for the same cost will be critical to retain customers
and generate strong margins.
Communications, media and entertainment
9
10. Figure 10: Analyse your market for each scenario
Market Actions
Medium to
Scenarios You Customers Suppliers Competitors Short term
long term
?
Normal recovery
Great Depression 2
Lost Decade 2
Equipment suppliers will struggle but the introduction of new technology will still be
possible yet delayed, just as 3G was successfully introduced in Japan during its Lost
Decade. Outsourcing will grow steadily as operators work hard to find all possible cost
savings. Some supplier consolidation will occur albeit not at the same pace as in the
major depression scenario.
How will your market change?
Undoubtedly the key players in your market have already been impacted by the financial
crisis and the recession. It is dangerous to assume that the status quo will remain
unchanged even in your base case scenario. Take a fresh look at your main customers,
suppliers and competitors using the analysis set out in the first section of this document
for each of the scenarios that you have identified – see Figure 10.
Major customers: are any of them in the Casualties or Targets quadrants? What would
be the impact on your business of them being acquired or going bankrupt? How much
do they currently owe and are their payments taking longer? Should you be proactive
and enter into discussion with their senior managers to find out more details and perhaps
offer help in some way (not necessarily financial)?
Critical suppliers: are any of them in the Casualties or Targets quadrants? What would
be the impact on your business of them being acquired or going bankrupt? Do you have
alternative suppliers to whom you could switch? As with some of your customers, should
you be proactive and enter into discussion with their senior managers?
10
11. Figure 11: Develop action plans and contingency plans
Market Actions
Medium to
Scenarios You Customers Suppliers Competitors Short term
long term
Normal recovery In progress
Great Depression 2 Contingency
Lost Decade 2 Contingency
Vulnerable competitors: what would be the impact on your business of them being
acquired or going bankrupt? Assuming that you are in better shape, do they have assets
that you might be interested in acquiring? How else might you take advantage of their
current weakness – what might you do to attract their customers or better employees to
you? Could the market situation attract new competitors?
Government: when looking at the medium to long term outcomes for your market, don’t
forget to consider the effect of the financial crisis on the government. As highlighted
in the earlier section on operators, there may be taxation and licence fee implications
resulting from the government’s actions to address the crisis.
What should you do?
By now your executive management team should already have a good understanding
of your liquidity position and taken the necessary actions with shareholders and banks
regarding maturing short-term debt, interest payments and dividends.
Have you done everything regarding revenue assurance, capital expenditure deferment
and operating cost reduction? Our experience is that these tend to be approached
from an accounting or process perspective with limited understanding of the underlying
technology or appreciation of the customer impact. There may be quite a bit more that
you can do without damaging the customer experience or your brand.
Do you have short-term contingency plans in place for the other scenarios,
particularly with respect to events concerning other market players (customers,
suppliers and competitors)? See Figure 11.
Communications, media and entertainment
11