MVNO Business Essentials

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1 Business Essentials This document has been created by NEREO BUSINESS CONSULTANTS. It is not complete unless supported by the underlying detailed analyses and oral presentation. MBE

2 INDEX THE BUSINESS LAUNCHING A CONCLUSIONS ABOUT US MBE

3 THE BUSINESS What is a A Mobile Virtual Network Operator () provides mobile services without owning spectrum and usually relies on the Mobile Network Operator s (MNO) network infrastructure. MNO END-CUSTOMERS Agreement at price level Quality management (SLAs/KPIs) Mechanisms to garantee the relationship s evolution (new services, price update procedures, ) Value proposition (SAC, products and services) Efficient management of the customer s retention (churn, SRC, customer care) Essentially, business consists in managing two key relationships: Mobile Network Operator (MNO) and the end-user MBE

4 THE BUSINESS Market entry strategies... which means that business is mostly a market segmentation game for mature marketplaces. Handset / Aplications Bundling Segmentation Brand Cost Distribution MBE

5 THE BUSINESS Possible Suitors To tap into the market, s must have existing valuable assets to leverage on more efficiently than their respective Host-MNOs do, in order to add value to the overall mobile services supply chain CORE ASSETS DESCRIPTION Examples of s Segmentation Retailing & Distribution Customer Portfolio Brand Efficiency of Operations Applications/ Contents Customer Management Being able to address specific segments of the market and/or within a particular geographical area Being in possession of an existing distribution network with capillarity and large flow of customers Having an existing customer base on which perform cross-selling of products and loyalty programs Having a brand with renowned business prestige or high level of recognition among the customers Being cost-effective with a lean & mean operating structure Having valuable audio-visual content or innovative applications to be delivered on mobility Being able to offer excellence in the customer experience MBE

6 THE BUSINESS How s create value for MNOs In saturated markets, competition becomes a market-share game, so this new challenge leads MNOs to seek for partnerships to sustain the overall market growth Befor Ownership and Operation Of the Mobile Network Services & IT Platform Customer Care Service Marketing & Sales Distribut. Push Pull Only one Market...by creating offers aligned to the needs of each of the existing segments Currently Ownership of Miblie Network Operation of Mobile Network Services & IT Platform Customer Care Service Marketing & Sales Leveraging on selected partners through outsourcing Executed in-house Distribut. Distribut. Distribut. Pull Pull Push Market Segments Specific offers for each market segment Outsourced to an external partner ()...by dividing the value chain and allowing the entrance of new players through: Radically reducing costs (increasing the EBITDA) Reach new consumers in market segments not yet tapped into (new distribution channels) allow MNOs to address specific market niches which they have not yet tapped into, while incurring lower Subscriber Acquisition Costs (SAC) adding efficiency to the value chain MBE

7 THE BUSINESS Creating a new revenue stream for MNOs. this lead MNOs to develop a completely new business, which is very common in other telecom areas (e.g fixed telephony) MOBILE NETWORK MNO WHOLESALE MNO (Partner) (Partner) RETAIL MNO Through this strategy, MNOs can maintain its current retail business and tackle complementary market niches by reaching partnerships with the appropriate local players MBE

8 THE BUSINESS Benefits of s for the MNOs Besides being a source of growth for the client portfolio, s create significant advantages for the MNOs in terms of improving its business profitability IMPACT OF BUSINESS ON MNO s FINANCIALS Without SAC Substantially Lower With Without ARPU Slightly Lower With EBITDA margin Lower margin % Without With For the Host-MNOs, the EBITDA margins for customers acquired by is 3x the retail one The Subscriber acquisition cost (SAC) in the wholesale business for an MNO is zero, due to it falling on the. The Average Revenue per User (ARPU) in the wholesale business is only slightly inferior to the ARPU of the retail business for the MNO. In this way, the EBITDA margin% of the wholesale business is much higher than that of the retail one for MNOs. s help MNOs to drastically improve their EBITDA margins by reducing SAC costs with only a slight reduction in ARPU MBE

9 THE BUSINESS s in Europe Number of s and their market share in Europe (end of 2009) s Market share Norway: 16 (Mobyson, Sense Talkmore) Finland: 9 (Saunalahti, Oyj) <1% 1% - 5% 5% - 10% 10% - 15% >15% Netherlands: 39 (Simyo, Tele2) U.K.: 25 (Virgin, Tesco) Sweden: 18 (ACN, Sense) Denmark: 16 (CBB Mobil, Telmore) Belgium: 35 (Simyo, Transatel) Germany: 29 (Ay yildiz, Simyo) Luxembourg:2 (KISS, Transatel) Austria: 5 (Yesss!, Tele2) France: 11 (Carrefour, Tele2, Virgin) Italy: 14 Portugal: 5 (COOPVoce) (UZO, Tele2) Spain: 22 (Simyo, Lebara) Switzerland: 5 (COOP Mobile, Tele2) Source: Nereo Analysis with company data s have been quite successful in garnering market share in most European countries MBE

10 THE BUSINESS Transactions Exit strategies transactions across Western Europe in the last few years serve to highlight that exit strategies have been successfully achieved by investors. Sense/TeliaSonera - Norway Chess/Sense acquired by TeliaSonera Value: 185 million EUR Price per Customer: 457 EUR Year: 2004$ Virgin UK/NTL - UK Virgin UK acquired by NTL Value: 1,060 million EUR Price per Customer: 318 EUR Year: 2006 TELE2/VIRGIN - France Tele2 acquired by Virgin Value: 56 million EUR Price per Customer: 140 EUR Year: 2009 Saunalahti/Elisa - Finland CBB acquired by Sonofon Value: 45 million EUR Price per Customer: 103 EUR Year: 2004 Sense/TeliaSonera - Sweden Sense acquired by TeliaSonera Value: 189 million EUR Price per Customer: 104 EUR Year: 2004 Bibob/Telenor Denmark Bibob acquired by Telenor Denmark Value: 12.5 million EUR Price per Customer: 181 EUR Year: 2009 Tele2/Sunrise - Switzerland Tele2 acquired by Sunrise Value: 33 million EUR Price per Customer: 63 EUR Year: 2008 Allmobility/Vodafone - Germany Allmobility acquired by Vodafone AG Value: 25 million EUR Price per Customer: 62 EUR Year: 2007 Hutchison/CPW - Germany Hutchison acquired by CPW (Carphone Warehouse) Value: 52 million EUR Price per Customer: 96 EUR Year: 2003 MBE

11 INDEX THE BUSINESS Operational Models LAUNCHING A CONCLUSIONS ABOUT US MBE

12 THE BUSINESS Operational Models (I) There are several options for s to build the required infrastructure over the MNO radio access network... FUNCTIONAL MODELS Branded Reseller Service Provider Enhanced SP Full Enabling infrastructure and network provision Content & Service Applications Radio Spectrum Network Switching VAS Service Platform SIM Card Operations Billing Pricing Capability Provisioning Customer Care Branding, Sales & Marketing Own Brand Distribution owns may or may not own MBE does not own

13 THE BUSINESS Operational Models (II) Selecting a specific operational model depends mostly on the commercial strategy that the new player wishes to implement in order to tap into the market Telecommunication companies. Multimedia Companies Utilities Alternative structures Retailers Niche Operators s Branded Reseller Service Provider Enhanced SP Full Network Operator + No network infrastructure Can potentially have a VS platform No capability to set prices No ownership of the client No network infrastructure Can potentially have a VS platform Capability to set prices Possible ownership of the client No network infrastructure Own VAS platform Own billing platform Own Customer Care Ownership of the client With network infrastructure (no radio) Own VAS platform Own billing platform Own Customer Care Ownership of the client Radio Access Network Complete network infrastructure - SIM: not self owned Prices: are based on negotiations with an MNO under a retail-minus regime for the MNO prices Brand: own brand or cobranding with the MNO («powered by»). Business Model: Revenues: based on revenue sharing with the MNO Costs: marketing, sales, distribution SIM: self owned Prices: own and independent from the MNO Brand: own brand or cobranding with the MNO ( powered by»). Client ownership possible Business Model: Revenues: from traffic of it s own customers Costs: wholesale access tariffs, marketing, sales, distribution. OPEX and CAPEX associated to IT platforms SIM: self owned Prices: own and independent from the MNO Brand: own brand. Complete ownership of the client Business Model: Revenues: from traffic of it s own customers Costs: wholesale access tariffs, marketing, sales, distribution. OPEX and CAPEX associated to IT platforms SIM: self owned Prices: own and independent from the MNO Brand: own brand. Complete ownership of the client Business Model: Revenues: from traffic of it s own customers Costs: wholesale access tariffs, marketing, sales, distribution. OPEX and CAPEX associated to IT platforms and network elements Level of ownership of the mobile network infrastructure MBE

14 OPERATIONAL MODELS Economics associated to each model s can be classified broadly into the following 3 models, each with their specific economic implications for the business Host-MNO Host-MNO Host MNO Charges (incoming calls) Incoming Revenues Outgoing Revenues Host-MNO % Margin % of revenues + commission per gross add Incoming Revenues Outgoing Revenues Host MNO Charges Margin Incoming Revenues Outgoing Revenues Host-MNO Charges (outbound calls) Margin BRANDED RESELLER SERVICE PROVIDER - has no control over retail pricing nor over the client, who belongs to the H-MNO agrees with the Host-MNO a certain gross margin over the existing retail offer The may also receive a commission per client acquired Interconnection revenues from incoming traffic go directly to the Host-MNO can establish its own retail rates and owns the client, but not the IMSIs Wholesale rates may vary with the type of call/sms (destination): On/Off Net National / International Interconnection revenues from incoming traffic go directly to the Host-MNO has full control over the retail pricing and also over the client with its own IMSIs The pays the Host-MNO a certain rate per min. for outgoing calls (A-leg) as well as for incoming calls (B-leg) to its endusers Interconnection revenues from incoming traffic go directly to the Full- operational model provides higher margins and total independence from the Host-MNO, and it requires also the lowest effort to be implemented by the MNO MBE

15 THE BUSINESS Operational Models Main Business Ratios Depending on the operational model and the segment of the target market selected, payback of the investment can be expected usually between 4 and 6 years Branded Reseller Service Provider Full Subscr. Ownership The Client belongs to the MNO The Client belongs to the The Client belongs to the EBITDA Margin (% of revenues) 10-15% 15-20% 20-25% Project Peak-funding 4-6 Mill. USD 7-10 Mill. USD Mill. USD CAPEX 2 Mill. USD 3-5 Mill. USD (1) Mill. USD (1) Source: NEREO analysis MBE

16 INDEX THE BUSINESS LAUNCHING A CONCLUSIONS ABOUT US MBE

17 LAUNCHING A Phases The Launch of a can be broken down into 3 seperate Phases: Phase I Phase II Phase III I Market Entry Analysis II Negotiations III Launch Preparation + Start-Up A DEFINITION OF STRATEGIC POSITIONING B BUSINESS PLANNING C NEGOTIATIONS WITH MNOs C PROJECT PLAN - LAUNCH D START UP Management Decision (Go No Go) Agreement with Host MNO MBE

18 Offers for new users LAUNCHING A Strategic Positioning The strategic positioning has to be examined in the light of the following variables: Offers for churners Branding & Communication Client Management Distribution Channels Positioning Products & Services Prices Offers for new users Offers for churners MBE

19 INDEX THE BUSINESS LAUNCHING A CONCLUSIONS ABOUT US MBE

20 CONCLUSIONES s are an instrument to stimulate the growth of mobile market once it is approaching or has reached saturation in terms of penetration The s create value in a mature market by segmentation, with offers focussed on the target market and leveraging their assests to introduce efficiency in the value chain as a whole experiences in many countries have demonstrated the importance of an adequate regulatory framework in helping the s flourish. The regulatory framework should explicitly define the rights and obligations applicable to the agents in the business relationship; the, the Host MNO & the Consumer MBE

21 INDEX THE BUSINESS LAUNCHING A CONCLUSIONS ABOUT US MBE

22 CREDENTIALS Telecom Practice NEREO has an extensive experience in the mobile telecoms space worldwide. Entry strategy within the Spanish market for one of the leading pan-european mobile operators Assistance in the acquistion of a TV Broadcast Infrastructure Provider in Spain Developing the entry strategy within several European market for one of the leading pan- European mobile operators Consultancy for multinational IT firm for SMS Premium services within the Spanish market Assistance to a multinational IT firm in topics related to Mobile Number Portability Providing support to one of the Spanish MNOs in connection with regulatory issues strategy in Spain for a well known American Media and Movie Company strategy and launch activities in Costa Rica Developing the entry strategy into the Spanish market for a German Carrying out Due Diligence processes on European s for a Middle-Eastern client with aims of acquiring said operators strategy and negotiations for an ethnic Technical assistance for defining Mobile Termination Rates Defining the strategy and Negotiations with Host MNO for an Islamic in Malaysia Assistance in the valuation of a local GSM operator Valuation of a fixed and mobile telecom player Assessing the feasibility of business for a Saudi based company Negotiating a agreement in Oman for a Bahraini Telecom Firm Assistance in the development of a Private Placement Memorandum for a Kuwaiti Firm MBE

23 CREDENTIALS Our Expertise (I) NEREO has assisted clients in identifying business opportunities, negotiating with Host Network operators and launching s of all models in over 10 countries. Experience Geographical Distribution of projects PROJECTS EXECUTED Central America 1 Project EUROPE 17 Projects Middle-East & Asia 3 Projects Function al Model Branded Reseller Service Provider Full We have executed over 20 projects in the last 4 years leveraging on our Specialisation MBE

24 CREDENTIALS Our Expertise (II) NEREO has gained a unique experience in developing projects of all business models in different countries of the world COUNTRY MNO MODEL COUNTRY MNO MODEL ON GOING MBE

25 CREDENTIALS Our Expertise (III) COUNTRY MNO MODEL COUNTRY MODEL n/d BRANDED RESELLER n/d BRANDED RESELLER BRANDED RESELLER SERVICE PROVIDER SERVICE PROVIDER n/d ENHANCED SERVICE PROVIDER SERVICE PROVIDER MBE

26 NEREO BUSINESS CONSULTANTS C/ Jorge Juan, Madrid MBE

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