General

TELECOMMUNICATIONS: STRATEGIC ENVIRONMENT

The client, CEO of a public telecommunications carrier in one of the EU countries, asked GEF to analyze the strategic environment of telecommunications over next ten years. The study analysed the interactions among four major forces which shape this environment: technology, deregulation, competition and consumer demand. It concluded that the traditional distinction between basic services and and value-added services is no longer pertinent. An alternative segmentation approach was recommended.

TELECOMMUNICATIONS: DISCONTINUITIES, THREATS AND OPPORTUNITIES

As a follow-up to the study of strategic environment of an European public telecommunication carrier, GEF analysed the implications of major discontinuities in this environment and sought to identify relevant threats and opportunities which will shape the strategy of the carrier.

PRIVATISATION OF EUROPEAN TELECOMMUNICATIONS

In order to define its approach toward potential privatisation, a major European Telecommunication carrier has requested GEF to analyse current approaches to privatisation in Europe. GEF defined alternative privatisation models and carried out in-depth evaluation of approaches to privatisation in Netherlands, France and Germany. Key elements of alternative privatisation strategies for the client were defined.

YELLOW PAGE INPUT PRICING

GEF acted as an Economic Adviser to the Expert designated by a judge in a dispute between a major telecommunications operator and Yellow Page publisher. The dispute concerned the financial arrangements between the two parties and in particular the price to be paid for the telephone subscriber information. The methodology and the specific price levels recommended by GEF were fully accepted by the Tribunal and later validated by the European Commission.

Data Networks

SWIFT II DIFFICULTIES

Analysis of reasons for repeated delays in the introduction of SWIFT II, the new architecture for the international funds transfer network. Potential implications of these delays for competitive positioning of SWIFT relative to other networks.

INTERNATIONAL FINANCIAL VALUED-ADDED SERVICES STRATEGY

A large international data network, owned a leading industrial corporation, wanted to expand its offering of value-added services to internationally active financial institutions. To spearhead this expansion, it set up a task force, comprising executives from its offices in Europe, United States and Far-East. GEF assisted the Task Force in the analysis of market trends and opportunities identification and screening. Following the screening, a number of specific projects were selected for implementation.

FINANCIAL APPLICATIONS NETWORK

A group of major telecommunication carriers decided to set up a new global network dedicated to the needs and requirements of financial sector. The management of the network requested GEF to assist it in the definition of applications and services to be offered by the network.

MOBILE COMMUNICATIONS

GSM  ALLIANCE STRATEGY

This assignment was in response to the difficulties and delays the carrier experienced in the implementation of a new generation of mobile telecommunications network, based on GSM technology. The senior management of the carrier asked GEF to evaluate the feasibility of an alliance with a partner with relevant experience. GEF defined alternative alliance scenarios, ranked them and recommended a specific scenario, including the choice of a partner. These recommendations were implemented and the carrier has set up a joint venture with the partner.

GSM LICENCE ATTRIBUTION

GEF advised the Minister of Economic Affairs of Belgium Government on the attribution procedure for the second GSM licence. Our advice contributed to the introduction of willingness to pay criterion in the attribution procedure.

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