OVERVIEW

• The fourth national operator began operations in a highly competitive environment.
• The low-cost operator’s strategy required support in the form of revenue from value-added services, especially new non-standard services.
• The share of revenue from non-tariff services must be at least 5%.
• It is necessary to ensure the implementation and operational support of new solutions

APPROACH AND RESULTS

• Complex market analysis, competitors and the current VAS state of the company.
• Strategic dimensions for B2C and B2B business models were determined and an analysis of industry trends and business cases by dimensions was carried out.
• Conducting cross-functional strategic session to discuss possible directions for the development of non-tariff services.
• Long-list of services initiatives was created and prioritized based on complexity and potential impact.
• Estimation of financial and non-financial effects from initiatives.
• Developing of cross-functional working groups with the involvement of external contractors to implement new services.
• VAS and extra-services revenue was increased to 6% of total revenue in the first 12 months (50% average margin)

OVERVIEW

• The client is one of the biggest owners of class A office real estate in Moscow, performing asset management, real estate management, and property management at their facilities.
• The client’s business model is becoming obsolete due to structural changes in the industry - a premium location is no longer the only competitive advantage in the fight for a tenant.
• The COVID-19 pandemic has pushed necessary market trends by increasing office vacancy.
• Need to create priorities and initiatives to improve the efficiency and business of the company and priority steps to implement initiatives.

APPROACH AND RESULTS

• The analysis of the Russian and international markets, trends was carried out and the key challenges facing the market players and the client were formed.
• Measurements of business models of companies in the industry were determined and an analysis of industry trends and business cases by dimensions was carried out.
• A strategic session was held - brainstorming, initiatives were formed and prioritized to overcome challenges and develop the company
• Transformation strategy was created including transformation of service model, rental and non-rental revenue sources.

OVERVIEW

An electrical utility is rethinking its professional communications system:

• To reach new levels of efficiency
• To completely eliminate engineering paperwork
• To enable guaranteed emergency response
• Have integrated situation management
• Client is considering a TETRA based solution

APPROACH AND RESULTS

• Analyzed in-depth the professional communication need of the client, segmented the needs on basis of business impact and security
• Analyzed and forecasted the global/EU trends in professional communications
• Made a thorough review of available and planned solutions
• Proved several needs segments as excessive and downsized and streamlined the original ToR for the system
• Developed the target system requirements and a detailed implementation roadmap

OVERVIEW

• Growth in revenue from basic services is limited by an agreement with residents, as well as government regulation.
• The share of revenue from non-tariff products and services was less than 1% and was formed by single B2B, B2C and B2B2C products and services
• Need to analyze current non-tariff revenue sources and identify mechanisms for increasing their sales and marginality.
• Create a portfolio of new instruments of non-tariff revenue, which will ensure its growth up to 10% of total revenue
• Provide implementation and operational support of new solutions

APPROACH AND RESULTS

• SWOT analysis of the market, competitors and the current state of the company.
• Conducting a strategic session to discuss possible directions for the development of non-tariff instruments.
• Develop an action plan, prioritize tasks, prioritize initiatives based on complexity and potential impact.
• Estimation of financial and non-financial effects from initiatives.
• Developing of working groups with the involvement of external contractors to implement new services and products.
• Developing of a B2B customer base.
• As a result of implementation, non-tariff revenue was increased to 10% of total revenue in the first 12 months.
• The average margin of new products and services was 63%.

OVERVIEW

• One of the biggest in Eastern Europe development and management company with assets holding leading positions in various regions (including in Russian Federation).
• Dramatic drop in rental and turnover revenue due to government anti-COVID restrictions.
• Fast online retail development and changes in the consumption model of the population
• Need to analyze current revenue sources and to find potential growth areas.
• Create vision, long-term goals of the company, prioritize development directions, roadmap and support to realize the strategy

APPROACH AND RESULTS

• SWOT analysis of the market, competitors and the current state of the company
• Conducting a strategic brainstorming session to discuss possible directions for business development
• Development of an action plan, prioritization of tasks and their prioritization according to the complexity of implementation and potential effect
• Calculation of financial and non-financial effects from initiatives
• A new strategic vision of the company has been created
• The company’s strategy for the development of rental and non-rental revenue has been developed
• EBITDA growth up to + 7.5% YoY

OVERVIEW

• A new (green field) telecom operator and Internet provider is being established in Portugal.
• The business plan is to create a strong B2C contender in fixed Internet and a viable rival to The Mobile 3 (TMN, Vodafone, Optimus) via a virtual operator model
• The task at hand is to develop the optimal configuration of services and ensure fast and efficient launch

APPROACH AND RESULTS

• Team analyzed and segmented the Portuguese market, based on an innovative needs-based segmentation with extensive use of big data technologies
• Identified unique requirements of target segments and products configured: fixed and mobile voice, Internet plans, convergent products
• Developed a practical roadmap that enabled launch and product rollout in record time
• All B2C products were favorably accepted by the market and demonstrated fast uptake, reaching a market share of 10%-25% depending on product.

OVERVIEW

• New telecom operator in Portugal developed plans to reach out into the Lusophone world with telco products

APPROACH AND RESULTS

• Team developed an optimal product format (tariffs and service agreement) aimed at African and Brazilian population in Portugal and their families in respective countries
• Extensive research in Angola, Mozambique, and Brazil enabled team to fine tune product characteristics
• Ericsson-based platform was developed and launched
• Product became the most successful Africa-oriented telecom plan in Portugal for 10 years, received consumer awards

OVERVIEW

• A global mobile operator realized the need to change its approach to sales and revisit the channel mix
• Consultants hired to develop a new sales channel strategy aiming at superseding competition in sales effectiveness
• The Iberian market to be used as pilot, its strategy to be applied to several other markets (Latin America)

APPROACH AND RESULTS

• Team did a thorough analysis of customer behavior, decision making, and, subsequently, resulting conversion and retention, with the use of advanced digital tools
• Channel attractiveness map was developed, detailed Subscriber Acquisition Cost (SAC) and Customer Retention Cost (CRC) models developed for every current and potential new channels
• Special discussion was held on direct vs. indirect channels with financial implications of a lean in either direction
• Target channel map was developed and a detailed roadmap to implementation designed

OVERVIEW

• Mobile operators in Portugal decided to jointly develop the first mobile payment solution in Europe
• Consultants were tasked with developing the solution and launching it in Portugal and define external markets and plans to enter them

APPROACH AND RESULTS

• Team developed an innovative product concept based on financial transactions over USSD protocol. This was the first such product in Europe using mobile verification and error-free transaction support
• IT architecture based on Eversystems platform was developed and successfully launched, MPay product being the first of its kind commercially working in Europe
• Under the name Passaporte Brasil the platform was transferred and successfully launched in Brazilian market, also being the first of a kind in the South American continent

OVERVIEW

• European mobile provider needed a clear understanding of the forthcoming network investment in new Eastern European markets, including Russia
• Key issue at hand was the need for a speeded-up or rather slowed\staged approach to mobile data rollout and, consequently, the technology roadmap to be employed

APPROACH AND RESULTS

• The centerpiece of the work was the forecast of data use requirements for the upcoming 5 years in the target market, based not only on the history of more advanced markets, but also on in-depth research in target populations
• The analysis led to a rather voice-centric development that enabled an efficient investment roadmap
• The forecast proved correct, having enabled the most efficient technology strategy for the operator

OVERVIEW

• Corporate Strategy included a high potential development area in M2M\IoT
• Consultants hired to develop a detailed strategy in the IoT area, specify segments to play, products and services, identify key customers

APPROACH AND RESULTS

• Forecast of IoT services demand over the Strategy horizon from all industry verticals
• Identification of target segments and sub-segments to serve in the key verticals
• Identification of value chain elements where the Operator can play most effectively
• Development of target products and services map to serve the key segments
• Investment plan development
• Strategy implementation roadmap

OVERVIEW

• The government of Azerbaijan put forth a program to boost transport infrastructure and enhance the country’s income from cargo transit
• Consultants were to develop the detailed and actionable strategy to reach the transit targets and ensure optimal purpose-focused investment

APPROACH AND RESULTS

• Project team forecasted the relevant world trade flows and developed scenarios for specific cargo flows through the republic of Azerbaijan
• Team defined specific parameters of required infrastructure and developed investment plan and financing structure of the relevant infrastructure projects
• Team developed the target organization of the Transit Authority and detailed key support systems, HR requirements
• Detailed launch plan was approved by the Azerbaijan government in January 2020 and is now being launched

OVERVIEW

• The government of Kazakhstan developed an ambitious program for logistics industry development on the basis of China-Europe trade
• The country’s # 1 container carrier was to carry out the task of boosting transit revenue and building infrastructure
• Consultants were to work out a detailed strategy and roadmap to attract Chinese and European cargos to the route through Kazakhstan based on the modern logistics infrastructure and services

APPROACH AND RESULTS

• Team ran a detailed analysis and developed innovative segmentation of logistics services customers in China, South East Asia, Iran, and Europe, defined drivers to switch from deep sea to inland rail transport
• Marketing campaigns and detailed customers segment strategies were developed
• Investment objects were defined and described, resulting in coherent infrastructure build up and services rollout plan