Strategy development for telecoms, media and technology (TMT)

600+ corporate strategy engagements

6 continents

TMT executives and shareholders continue to face ever-increasing challenges for return on invested capital. Capex expenditure is seeing continuous growth within an evolving technology landscape, while traditional revenues are stagnant (and sometimes declining) as a consequence of a combination of competitive disruptions. These rapid changes in the technological and market environment create both challenges and opportunities for our clients.

AI can transform an organisation’s ability to improve productivity and reduce operating costs, as well as enhancing user experience and enabling development of new products and services. The speed of AI development creates uncertainty, feeding concern over losing ground to competitors, but there is a risk of chasing the hype with little or no results to show. Success depends on understanding opportunities and threats, acting on them strategically and adapting flexibly to developments in technology and end-user needs.

With over 600 corporate strategy studies delivered across six continents, our specialised corporate strategy practice has helped operator CXOs, boards, and business unit heads in several ways: developing pragmatic strategies to create new revenue streams and develop existing ones; maximising shareholder returns through investment in new technologies and the launch of new products and services; entering new regions and segments through licence acquisitions; company mergers and acquisitions, as well as optimisation and divestment of non-core assets to drive greater scale and valuation upsides.

Corporate growth

This focuses on driving organic and inorganic growth at the corporate level. We develop the business case and strategy for investments in new technologies and services, launch and pricing of new products – including, but not limited to, consumer digital services and enterprise IoT offerings. We also perform this for entries into new geographical markets through licence acquisition, including M&A and spectrum strategy and valuation.

Business unit

We work with business unit VPs (consumer, wholesale and enterprise) to develop and implement strategies that have tangible impact on profit and loss. We independently review product strategies as well as develop new strategies for launching products and services – including demand modelling, product definition and pricing strategy – taking account of the structure and competitive environment for telecoms services in the markets in question.

Infrastructure

We support clients in defining fixed, mobile and internet network and infrastructure strategies, as well as advising on network and infrastructure evolution. With infrastructure divestments (and sometimes investments) becoming key in driving shareholder value for telecoms operators, our work on infrastructure specifically includes advising on all such strategy, corporate finance and operational matters for assets such as towers, fibre, wireless technologies, spectrum, data centres and cloud.

Sustainability

We provide support and advice on how to facilitate and accelerate long-term growth and build resiliency for a sustainable economy. We do this through creating strategic sustainability roadmaps and defining clear goals and KPIs, qualitative and quantitative analysis, process facilitation, project co-ordination, evaluation, and development of policy recommendations.

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