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2016‐11‐16
1
Operator strategies Market entry
Market opportunity
• Market and background data
• Market entry alternatives
2016‐11‐16
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Market entry analysis
Market & background
data
Customer base analysis
Service analysis
Revenue analysis
Cost analysis
Financial analysis
Risk assessment
What is the market opportunity for a new entrant
Which are the target segments, potential size of customer base
What services to offer
What are the resulting revenues
What are the resulting costs
Which are the key financial results
Risk vs. opportunity
Market opportunity ?
• Market size
• Number of players
• Margins eg. Degree of competition
• Threat of other new entrants
• Competitors market positioning
• Regulatory environment, network, interconnect, NR etc
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Different position possibilities
• Service Provider, acts as a reseller or distributor of MNO or MVNO services. Own brand, Own SIM´s, no network.
• Mobile virtual network operator, own core network and service network. Own interconnect agreements. No access network.
• Mobile network operator, fully owned infra. Own licenses.
Customer base analysis
• Population
• Penetration – multiple SIM, inactive users
• Churn – available market data, post‐paid & pre‐paid
• Addressable market – target segments of covered population
• Market share assumptions
• Coverage strategy
• Usage pattern, voice, data
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Service analysis
• Competitors service offerings – gaps ?
• Short term – long term
• Revenue generating – cost driving
• Consequence – market position, pricing, services
Revenue analysis
• Voice ARPU – usages out x Tariffs + Usages in x Termination rates
• Data ARPU ‐ fixed tariffs, usage based tariffs, termination rates
• ARMU
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Revenue – impact and uncertainty
Impact
Uncertainty
Market share
Termination
ARPU
Data revenues
Cost analysis
• Direct costs – NR, Termination in other networks (mobile, fixed and int. roaming)
• Sales related costs, marketing, Retention, sales & distribution, Customer service
• Network costs
• IT costs
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Cost – impact and uncertaintyImpact
Uncertainty
G&A
Customer care
Network OPEX
Interconnect
Retention
Subsidies
Network CAPEX
Market position
• We position the company as low
price with high value for money.Basic and inexpensive priceplan. 3G not apparent in our marketing
• Target segment is domestic and international massmarket: primarily cost‐aware segments who are looking for basic services & value for money
• Service portfolio contains services that work on 2G & 3G handsets
• We expand the service portfolio as customerbase & profitability grows
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the smart mobile choice in Spain
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Why Spain and why TeliaSonera?1. Good and timely business opportunity to invest
in profitable growth based on the strengths of our home market operations
2. Price for 3G‐network equipment has fallen significantly and turnkey contracts possible
3. The availability of 3G terminals at commercial viable prices
4. Revised 3G license conditions
5. Strong Spanish partner
6. Experience and knowledge on how to build a cost efficient and competitive mobile operation in competitive markets
7. There is room for a fourth player on the Spanish market
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Road to success
1. Low fixed costs ensure long term competitiveness
2. Flexible and cost efficient organization
3. Own high quality 3G network creating sustainable contribution to margin over time
4. Easy‐to‐use services at transparent and attractive prices
5. Experience & know‐how
6. High market potential
7. Timing
8. Long term commitment
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”Yoigo slashes prices in the mobile telephony sector”
”The fourth operator revolutionizes the market with 0.12 Euro for any call to fixed or mobile”
”Yoigo launches with the cheapest fare”
”The fourth operator has an aggressive commercial plan with calls at 0.12 Euro per minute”
Expansión, 30 November 2006
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From deal to launch in record time (< 6 months)
Yoigo milestones post acquisition
15 Jun 29 Jun 2 Aug 19 Sep 10 Oct 26 Oct 31 Oct 11 Nov 1 Dec
CEOappointed
TeliaSonera increases ownership to 76.6%
2G roamingagreement
with Vodafone re‐signed
Launch of Yoigo brand
Managed servicecontract
with Ericsson
First call on
3G network
Distribution agreement with The
Phone House
Launch of
services
Agreement withEricsson on 3G radio,
network and service equipment
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Yoigo strategy ‐ Vision and MissionVISION:
Our market and what we want to beIn the dynamic Spanish market…
… Yoigo will be the European benchmark operator for
SIMPLICITY and EFFICIENCY
MISSION:How do we do it Zero broken promises
One minute to get started
Two times more cost effective
3G is an evolution,not a revolution
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Yoigo strategy ‐ PositioningPrice
Service quality
Yoigo is positioned as a no frills operator with own network
focusing on
SIMPLICITY, EFFICIENCYAND LOW COST
High
Low
Simplicity
Physical DigitalChannel
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Yoigo strategy ‐ Brand
We wanted:
• Something fresh in the Spanish market that stands out
• “Empty” brand without connotation
•With available .com address
We evaluated:
• Continuing with Xfera
• “Importing” a brand from TS group
• Developing a new brand
Why Yoigo?
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The Spanish market in brief
• An oligopoly market: three other operators: Telefonica (52%), Vodafone (26%) Amena (22%). Amena gained 15% in its first year & continues to grow at expense of TM.
• High EBITDA margins: TM 48%, Vod 38%, Amena 27% (Spain #3 in Europe) All existing players have launched 3G. Virtually no 3G services have been launched.
• ARPU: Market average € 29,36 of which data c. 15%
• Penetration: 91%. c. 40 million mobile subscribers.
• 50% of handset stocks renewed annually
• 70%‐80% of market is based on handset renewals
• No player offering financed terminals
• Offering: prepaid 60% of customer base
• Underdeveloped price‐plans from all operators (minute‐bundling). Few add on.
– Price example: standard SMS € 0,15 abroad €0,60 – Average consumer price c. € 0,19 / min– Opening charge €0,12
• There is as yet no obligation to register pre‐paid subscribers’ or establish identity
• MVNO legislation implies greater Licence flexibility but closing window of opportunity
• Fixed Mobile migration: current residental pricing c. €17 / month. Foreign residences occupied c. 6 months giving real cost €34/ month + traffic.
• TM & VOD were to launch 3G (commercial) Q4 2004 –this has not happenedInterconnect prices are high (TM cheapest at €0,115), dropping at c. 15% p.a.
• 70 million tourists per year, only 6% visit Madrid
• International Calls: immigrants and tourists drive the calling card business, this can be leveraged though TIC
• Internet: pentration c. 30%, and increasing fast. No operator making use of internet sales.
• Competition for traditional points of sale – little use of non‐traditional POS
• No targetted offering towards chosen segment
• No ’no‐frills’ operator on market.
• High terminal subsidies and retail commissions is the major challenge
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Conlusions
• Low threat of new entrants, except XferaRegulator supporting 4th 3G licensee market entry, but low MVNO threat
• Low rivalry among existing operators‐ Oligopoly market• Medium‐low bargaining power of buyers ‐ Number portability
push and increasing Internet usage increases power, but very similar offers of current players
• Low bargaining power of suppliers ‐ In line with global trend• Medium threat from substitutes ‐Main threat from non‐
substitution of GSM subscriptions and traffic• High market attractivity with low threat from new entrants
(except Xfera) and low rivalry among existing operators resulting in high EBITDA margins
24
We have done one of Europe’s fastest
start‐ups and…
We succeeded in our goal to launch
before the end of the year
ROBUST BUSINESS CASE BENCHMARK LOW COST
SHARP BUSINESS FOCUS 3G‐LICENSE / 2G‐ROAMING