Secteur Telecommunications Eurogroup Consulting
A sector in reconstruction after years of friction in the operators’ core business
Telecom operators have been forced to deal with major challenges as they face intensified competition in their core business, while maintaining their strategy of massive investment in network development (4G, optical fibre) in order to manage rising bandwidth demand (the generalisation of smartphones and the spread of connected equipment and over-the-top services). Of course, investing massively in networks and innovation at a time when turnover and operating margins are falling is a great challenge. In France and Europe, operators' income is drying up and attempts to diversify content have not reduced this trend.
Across Europe, a review of the European regulatory framework began in 2016 and provided a response to changes in the market: priorities and regulatory resources of the sector should be amended.
On a national level, there was an acceleration in sector concentration in 2014, which was still ongoing in 2016 with the emergence of 3 complete, convergent national landline and mobile operators. These restructurations enabled the operators to gain new financial and operational leeway so as to invest in ambitious infrastructures in order to increase superfast-broadband coverage for mobile devices (4G and subsequent technologies) and landlines, especially with the national Superfast Broadband Plan, coordinating the initiatives of local authorities, central government and operators.
Searching for new sources of growth
Just as general consumer networks are facing problems related to increasing demand for bandwidth and coverage, the emergence of new markets for connected objects is creating an opportunity to set up low-bandwidth telecom networks with more universal coverage and a worldwide footprint, possibly providing a source of growth for operators with high-point base stations or satellites. These networks face issues such as the stabilization of technological choices, the concrete expression and design of user-based innovation, and the technical and operational capacity to provide new levels of secured communication.
Aside from this, telecom operators are continuing to study new opportunities for growth related to various approaches: invest in the assets produced by their network-operator skills (cloud computing, dedicated wholesale and B2B public networks), continue to offer wider ranges of services for subscribers (distribution of content), exploit the mass data they control (big data) to optimise network management and provide new B2C and B2B services.
Indeed, aside from the network constraints it involves, exponential growth in the volume of data exchanged (+70% per annum), especially because of new uses of mobile Internet, is also a major asset for operators. Big data technologies, which encompass the collection, storage and analysis of information are opening up new opportunities like the use of data generated by the network, connection to platforms and to smart objects to produce added-value data or offer new services (connected cities, smart meters, traffic information in real time, the adaptation / optimisation of public-transport networks, visitor numbers at shopping centres and tourist locations, health chips, new, better-targeted service offers, etc.).
Because of their technical resources (infrastructure, control of data flow) and commercial assets (sales network, mass subscriber base), telecom operators are recognised players advantageously positioned in new markets, such as the smart city and new-generation banking.
Grasping these opportunities means rapidly gaining a foothold in areas of growth by means of strategic partnerships and the development of appropriate internal skills. Given the context, the human and operational transformation (development of skills, modes of operation, occupations, etc.) of groups, particularly the historical operator, is a strategic issue in itself.
L'offre Eurogroup Consulting - Telecommunications Eurogroup Consulting
Support for corporate transformation
- Adapting organizations, departments and skills to new issues and opportunities: reviewing operational models and sourcing, and adapting skills models, especially in relation to IT.
- Digitising the company and providing support for the managerial line and staff during this transformation.
- Deploying project steering and facilitation systems that include a cooperative dimension.
- Conducting project audits: diagnosis of the causes of difficulties encountered, risk assessment, plan of action for improvement.
- Optimising organizational performance: lean / lean office.
Deployment of strategy plans aimed at large populations
- Mobilizing sales teams and customer advisors around the brand and products, and 3.0 culture to make them better customer ambassadors.
- Deploying a new strategy via mass adoption systems using different media and tools adapted to the staff, their working environments and the corporate culture.
New store experiences
- Capitalising on digital technologies.
- Developing new services to enhance the customer experience.
- Redesigning store experience.