ranking the world's biggest network operators - Total Telecom

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GLOBAL 100 Net income (profi ts) Net income Net income Company name Financial Net income/ rank rank change (net income rank year loss in euro (m) in 2010 Y-o-Y in 2009) 2009-2010 1 0 China Mobile (1) ended 31 Dec 09 11,766 2 6 vodafone (8) ended 31 Mar 10 9,673 3 -1 AT&T (2) ended 31 Dec 09 8,744 4 -1 Telefónica (3) ended 31 Dec 09 7,776 5 4 América Móvil (9) ended 31 Dec 09 4,112 6 -1 NTT (5) ended 31 Mar 10 3,896 7 47 Telkom SA (54) ended 31 Mar 10 3,601 8 -2 France Telecom (6) ended 31 Dec 09 2,997 9 2 Telstra (11) ended 30 Jun 10 2,718 10 -6 verizon (4) ended 31 Dec 09 2,547 11 -1 SFR (10) ended 31 Dec 09 2,530 12 9 KPN (21) ended 31 Dec 09 2,175 13 1 TeliaSonera (14) ended 31 Dec 09 2,075 14 1 SingTel (15) ended 31 Mar 10 2,066 15 -2 Saudi Telecom (13) ended 31 Dec 09 2,020 16 45 Brasil Telecom (61) ended 31 Dec 09 1,952 17 0 KDDI (17) ended 31 Mar 10 1,684 18 -2 Etisalat (16) ended 31 Dec 09 1,678 19 3 MTN (22) ended 31 Dec 09 1,622 20 -8 Telecom Italia (12) ended 31 Dec 09 1,596 21 3 Bharti Airtel (24) ended 31 Mar 10 1,530 22 56 China Telecom (78) ended 31 Dec 09 1,473 23 2 Swisscom (25) ended 31 Dec 09 1,297 24 -6 Telenor (18) ended 31 Dec 09 1,217 25 20 BCE (45) ended 31 Dec 09 1,157 26 60 BT (86) ended 31 Mar 10 1,155 27 -1 Telmex (26) ended 31 Dec 09 1,093 28 -5 MegaFon (23) ended 31 Dec 09 1,042 29 -22 China Unicom (7) ended 31 Dec 09 976 30 -3 Chunghwa (27) ended 31 Dec 09 971 31 3 Belgacom (34) ended 31 Dec 09 904 32 1 Turk Telekom (33) ended 31 Dec 09 855 33 3 Telkom Indonesia (36) ended 31 Dec 09 839 34 -2 Maroc Telecom (32) ended 31 Dec 09 833 35 14 vimpelCom (49) ended 31 Dec 09 782 36 -7 Reliance Comms (29) ended 31 Mar 10 766 37 18 Softbank (55) ended 31 Mar 10 765 38 -18 MTS (20) ended 31 Dec 09 700 39 14 CANTv (53) ended 31 Dec 09 691 40 -1 Portugal Telecom (39) ended 31 Dec 09 683 41 -4 Telus (37) ended 31 Dec 09 667 42 18 Bezeq (60) ended 31 Dec 09 652 43 -8 SK Telecom (35) ended 31 Dec 09 629 44 -1 PLDT (43) ended 31 Dec 09 602 45 -15 Svyazinvest (30) ended 31 Dec 08 594 46 13 MIC/Tigo (59) ended 31 Dec 09 593 47 -16 Turkcell (31) ended 31 Dec 09 515 48 -20 Zain (28) ended 31 Dec 09 513 49 (unranked) C&W Comms ended 31 Mar 10 497 50 -3 SES (47) ended 31 Dec 09 477 Net income Net income Company name Financial Net income/ rank rank change (net income rank year loss in euro (m) in 2010 Y-o-Y in 2009) 2009-2010 51 -9 Bouygues Telecom (42) ended 31 Dec 09 471 52 -8 Qwest Comms (44) ended 31 Dec 09 462 53 11 Tele 2 (64) ended 31 Dec 09 444 54 -8 Shaw (46) ended 31 Aug 09 396 55 1 Telecom Egypt (56) ended 31 Dec 09 372 56 -18 OTE (38) ended 31 Dec 09 370 57 1 KT (Korea Telecom) (58) ended 31 Dec 09 363 58 4 CenturyLink (62) ended 31 Dec 09 356 59 -40 Deutsche Telekom (19) ended 31 Dec 09 353 60 -10 TDC (50) ended 31 Dec 09 320 61 -13 Wind/Infostrada (48) ended 31 Dec09 308 62 9 Taiwan Mobile (71) ended 31 Dec 09 303 63 -12 Orascom Telecom (51) ended 31 Dec 09 264 64 1 Telecom Argentina (65) ended 31 Dec 09 258 65 10 Freenet/Mobilcom (75) ended 31 Dec 09 256 66 -9 Windstream (57) ended 31 Dec 09 233 67 -1 Cellcom Israel (66) ended 31 Dec 09 218 68 -1 Telecom NZ (67) ended 30 Jun 10 214 69 1 LG Telecom (70) ended 31 Dec 09 184 70 -2 Elisa Corp (68) ended 31 Dec 09 177 71 6 Iliad (77) ended 31 Dec 09 175 72 (unranked) AOL ended 31 Dec 09 173 73 (unranked) Inmarsat ended 31 Dec 09 171 74 -2 PCCW (72) ended 31 Dec 09 161 75 -6 Telekom Malaysia (69) ended 31 Dec 09 137 76 5 US Cellular/TDS (81) ended 31 Dec 09 135 77 -1 MetroPCS (76) ended 31 Dec 09 123 78 2 Colt Telecom (80) ended 31 Dec 09 121 79 6 Telekom Austria (85) ended 31 Dec 09 94 80 11 Eircom (91) ended 30 Jun 10 94 81 -8 Frontier (73) ended 31 Dec 09 84 82 -3 MTS Allstream (79) ended 31 Dec 09 67 83 (unranked) TalkTalk ended 31 Mar 10 18 84 6 Liberty Global (90) ended 31 Dec 09 10 85 (unranked) C&W Worldwide ended 31 Mar 10 1 86 -3 BSNL (83) ended 31 Mar 09 1 87 -3 FastWeb (84) ended 31 Dec 09 -34 88 0 Global Crossing (88) ended 31 Dec 09 -98 89 -2 IDT (87) ended 31 Jul 09 -119 90 -38 Oi (52) ended 31 Dec 09 -174 91 2 virgin Media (93) ended 31 Dec 09 -403 92 -3 Level 3 (89) ended 31 Dec 09 -431 93 -1 Intelsat (92) ended 31 Dec 09 -545 94 0 Sprint (94) ended 31 Dec 09 -975 NA NA Comcast ended 31 Dec 09 NA NA NA Rogers ended 31 Dec 09 NA NA NA Hutchison Whampoa ended 31 Dec 09 NA NA (unranked) Time Warner Cable ended 31 Dec 09 NA NA NA Charter ended 31 Dec 09 NA NA NA Cablevision ended 31 Dec 09 NA Source: Company data/Diana Crossland 8 www.totaltele.com November 2010
ANALYST viewPoiNT DIGITAL TRANSFORMATION Colin Brereton, global communications leader at PricewaterhouseCoopers, outlines five strategic imperatives for success in the fast-moving digital marketplace Colin Brereton global comms leader, PricewaterhouseCoopers Having weathered the recent economic storm telecoms operators now find themselves confronting new, and arguably equally testing, challenges arising from a rapidly-changing digital marketplace. Operators are seeing their traditional sources of revenue squeezed by intense competition, while new market entrants capture the lion’s share of value from new services, applications and content. As a result, operators have found that their previously very firm grip on the digital consumer is being loosened at bewildering speed. To reassert themselves, operators need to address some critical strategic challenges. If they do this successfully, they will be able to reclaim their position as a powerful and indispensable link in the digital value chain. But if they fail, they face a future of declining revenues and narrowing margins, while others continue to reap the massive rewards on offer. Operators must tackle five strategic challenges: owning and understanding the consumer; monetising new services; driving an economic return from rising data traffic; achieving operational simplicity and efficiency; and creating value through consolidation. The first challenge arises from major changes in consumer behaviour. These are highlighted particularly by the way that consumers use smartphones to access content and services. As a result, the digital value chain is fashioning itself into fresh combinations, with new entrants’ ability to build their services around the consumer enabling them to capture most of the value on offer. Getting to the heart of the way customers use services and data is the key to success in the future. Customers’ loyalty and brand trust have shifted from networks to devices. Operators need to better understand their customers to rebuild stronger relationships, ensuring that offerings are tailored flexibly to meet diverse requirements. A one-size-fits-all approach will no longer work. In order to monetise new services effectively, customers must perceive value over and above the charges they pay for network access. The most dramatic illustration of this trend is the rapid growth in application stores offered by handset manufacturers. These now generate more than US$6 billion in annual revenues, with the total predicted to hit US$29 billion by 2013. GLOBAL 100 The rise of data-hungry smartphones also means that operators are supporting consumers’ insatiable appetite for bandwidth without being able to charge appropriately. The most enthusiastic users of digital services are often the least profitable for the networks: One estimate from the US suggests that just 3% of smartphone users consume 40% of all network traffic. In response, some operators are already charging more to higher users of data services. To make these changes palatable to consumers, network operators may have to re-educate them about the value of connectivity and stress the benefits of differentiated pricing to lower users. Responding to consumer demands has left many operators with a legacy of complex, fragmented and expensive systems and operating models. This could prevent rapid strategic execution in the future, so simplification is critical. Customer data is also fragmented and held in silos: sometimes the same customer has accounts across multiple products, yet there is no common access to that information across the enterprise. Unifying customer data in one place can greatly enhance the ability to manage customer loyalty and drive lifetime value. And simplicity of operations will provide the ability to compete, as agility and responsiveness become the key qualities required for success in a fast-changing digital market. Consolidation is also driving change. Just a few years ago, operators from developed economies were busy expanding in emerging markets, but now service providers from those fast-growing economies are eyeing up assets in mature markets (read Total Telecom Plus, November). But consolidation has not always generated the shareholder value promised. Delivering value in the future will require a new approach from service providers that recognises the differences between consumer markets through distinct targeted branding and pricing, while achieving cost and operational benefits from centralised operations and infrastructure. The disruptive effects of digital transformation, pervasive as they are, are far from finished. Operators are still very much in the game; but in order to maintain their chances of victory, they will need to respond quickly and decisively to the new rules of play. n www.totaltele.com November 2010 9
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