A European PTT was diversifying in Asia and required a due diligence study of a mobile operator. Assessed the strategic, financial, market and regulatory issues facing the business. Identified a number of fundamental risks which were not mitigated with appropriate actions.

A potential investor in a start-up European FRA business required a review of the market, revenue, operating costs and capital expenditure assumptions in the business plan. The assumptions were compared with benchmarks from other markets and assessed in the light of likely market developments post liberalisation. The result was a refined and more realistic assumption set that satisfied the requirements of investors.

A minority shareholder wanted to take majority control of a cable TV operator in order to add transfer it?s business experience and improve performance. Due diligence investigations of the market penetration performance, revenue streams and operating cost base were carried out.

Competitive analysis of the UK Portal market for a WAP based new entrant as part of a pan-European rollout. Identified key factors for success in the Portal business and evaluated the players against these criteria. Developed recommendations for achievement of a fast start and rapid build to critical mass.

A major European mobile operator was concerned that current new (pre-paid) connections were of low or negative value. Developed and implemented a CLV measurement system. Identified and valued customer segments. Developed strategy recommendations by customer segment.

A new European wireline operator needed an international network strategy for delivery and receipt of traffic within Europe. The result for the client was a solution that minimised operating costs and retained flexibility to benefit from impending structural and regulatory changes in the market.

Post-acquisition, a mobile operator became the owner of an increasingly diverse range of investments and businesses worldwide. Part of a team that constructed a global strategy for the business. Articulated the nature of a global mobile business and described alternative generic global strategies that could be adopted based on fundamental market trends.

A major equipment vendor was suffering from a low market share despite high quality products. Equipment bids had focused on technical description of features. The bid process was refocused on business benefits to the network operator. This improved both the vendor?s positioning with the operator and the operator?s chances of winning licences.

Analysis of the strategic options for break-up of an acquisition target in order to maximise the value released. Identified and valued the separate business units and developed a grow/hold/disposal strategy for each one.

Demonstration to the MMC of the rate that competition in calls to mobiles was developing in the UK through construction of a model of the development of the UK mobile communications market. Recommendation of suitable regulatory measures to deal with concerns about the level of prices for calls from fixed to mobile. Recommendation of costing approaches best suited to producing a fair assessment of the level of retail prices.

A start-up intending to lay a submarine cable in the Mediterranean needed to understand the cash flow and payback profile. A forecast for the total market was produced including expected sales volumes and revenues for the bandwidth business.

A European PTT seeking an entry into the UK mobile market had identified a suitable acquisition target. Developed a range of valuation perspectives and managed the business modelling process. Showed that the value to the acquirer as a component of a broad based mobile services play was well in excess of the asking price.

A major European mobile operator was concerned about the threat from Virtual Network Operators (VNOs). Developed a proactive strategy showing that it would be possible to dominate this emerging market segment with targeted products exploiting late majority segments.