Telecom / Media / Tech
PMP provides guidance to telecom, media and technology players in defining their strategy for a market that has been shaken up by digital « pure players »
Business models turned upside down - reinvention calls
Electronic devices and the deployment of broadband infrastructures have changed the way consumers behave.
Consumers demand instant and constant access to information, everywhere and on multiple devices.
At the same time, new digital services are generating an exponential growth in flow need that forces:
- Telecom operators to constantly invest in their networks
- The media to seek new revenue streams
- Cultural players to undergo transformation in order to seize new digital prospects
Although these players can see their model is under fire, digital also provides them with new potential growth areas: Mobile Banking, IOT, data exploitation/monetization, intelligent transport, remote health, smart advertising…
It is against this backdrop that our operator clients seek to find new revenue streams and to develop partnerships to finance very-high-speed infrastructures.
Operators have to safeguard their historic revenue sources while strengthening their differentials (customer experience, network, innovation services..), finding new growth sources (content, banking, data..), reducing their overheads and entering innovative partnerships (shared infrastructures….)
Media players have to re-think their business models to adapt to new trends and uses.
Media players must adapt their waning, traditional models if they are to match new international competition for audiences. So they need to go for 360° multi-platform, multi-device, multi-format media if they are to develop new revenue strands (SVoD, OTT..) plus also rethink the financing of content.
Cultural institutions can take advantage of digital to develop new sources of revenue.
The challenge is to establish public-private sector partnerships with a view to speeding up the digitalisation of heritage content to make it universally accessible…. thus enhancing the immersive experience of cultural collections and works of art (details, context) to better understand the interaction with these works and reward fairly their creation….
Chief Executive Officer of INWI (ex CEO of Ooredoo)
"PMP has provided us with remarkable support and insight across a range of issues. Their structured and methodical approach helped us to push forward, at an accelerated pace, a strategy plan for the business. The members of the PMP team that assisted us were all professional, dedicated and totally committed to achieving the goals we were seeking.”
Managing Director CEWE France Spain Portugal (ex vp for Strategy at Fnac)
"When we questioned them about the particular market, we saw that PMP displayed an excellent knowledge of it, coupled with a tremendous level of flexibility to work closely with our in-house resources, while still remaining the driving force behind the proposals confided to them, right up to implementation."
Chief Executive Officer of Sade (ex Chairman of Noos)
"For a Directorate-General, PMP is a rare agent for change. Indeed, PMP combines real know-how in the pragmatic programming of sites, with an ability to be in symbiosis with on-site managers. The result: it is the managers who actually run the sites, gauge the right adoption of change in the company but it is PMP that builds the context for understanding and trust, allowing managers to be bold in the face of transformation and to go on to succeed !"
Chief Financial Officer of SACEM
"PMP has been supporting la Sacem over a number of years. We particularly appreciate their ability to listen and to propose tailored solutions that are relevant to the issues we face, whether on highly operational matters or strategic thinking. They integrate both cultural and political dimensions in their approach. Bespoke solutions if you like, driven by highly professional and available teams. For la Sacem, PMP goes beyond consulting…they are a partner."
Analyse and provide support for diversification projects
Assist with the decision to create new activities and prepare launches
Conduct prospective or techno-economic research to facilitate investment decision-making
Promote innovative partnerships
Master the strategy and gear it towards operational success
Plan and implement transformation programmes
Define the medium-term strategic plan and support for operational implementation
Define digital strategy, guidance for in-house transformation
Develop revenue streams and gain customer loyalty
Customer loyalty programme and development of ARPU
Optimize performance of distribution channels
Develop new content monetization models
Creation of product roadmaps
Identification and establishment of partnerships
Optimise economic performance
Design deployment projects for THD Fixed and Mobile infrastructures
Optimise programme schedules for media
Analyse the profitability of activities, products and distribution channels
Performance improvement plans