Publications

Format: Dec 2017
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BT's Residential Tariff Increase

On June 1st BT is launching a radically new pricing structure for its 10m BT Together customers, dropping the distinction between local and long distance calls, and introducing a flat rate 6p for off-peak calls of up to an hour. In this report we look at the impact of these changes on BT, its customers and its competitors.

  • BT
  • Yahoo
Telecoms 14 May 2003
Burberry’s digital activism

Reallocation of Burberry’s marketing spend to digital at the expense of magazines since 2009 has been a key driver of the brand’s increased global awareness.

Burberry’s digital activism is tied to its strategy of ‘democratic luxury’ to engage and cultivate a new generation of 20-something potential customers.

Other luxury brands also have digital tactics, but the scale and depth of Burberry’s approach suggests that it is alone in having an integrated retail and communications strategy.

Media 6 August 2012
C&W Worldwide H1 2011/12 results

Cable &Wireless Worldwide’s performance for the six months to September was weak but made to look worse by one-offs

Underlying performance continues to be hit by strong competition and loss of voice revenue, but the impact of this has been made worse by underinvestment in data centres and neglect of the wholesale and SME businesses

The outlook for the year to March 2012 is poor, in line with the June warning. Beyond that, further investment in hosting and related capabilities will be necessary, and we continue to expect modest growth

  • Cable & Wireless
Fixed Line, Telecoms 18 November 2011
C4 and Digital Diversification

Channel 4's digital diversification strategy is a topic we first considered in 2002. At that time, we urged Channel 4 to husband its resources to meet its public service remit and maintain audiences on its terrestrial service, rather than diversify into new digital satellite channels. If anything, the progress of time has reinforced our conclusion that Channel 4's digital diversification strategy is risky. The risks for Channel 4 are greater than for the BBC, since Channel 4's public service remit is funded by advertising alone

  • Channel 4
Media, TV 13 August 2007
C4 and E4

One response to the growth of the satellite and cable households has been for terrestrial broadcasters to launch their own digital channels. These channels are beginning to absorb significant fractions of the total programming budget and in this report we look at the implications for the parent broadcasters. We examine E4, Channel 4’s main satellite entertainment channel, showing that it is likely to remain a drain on the parent for many years to come. Rather than ‘strengthening the brand’ of terrestrial broadcasters, which is the reason normally given for diversification into satellite channels, our research shows that E4 and other services do nothing for the parent company and divert programming expenditure that would otherwise be usefully spent on the terrestrial service.

  • Channel 4
Media 29 November 2002
Cable & Wireless - take away the number you first thought of...

C&W UK has warned of a sharp drop in organic EBITDA for C&W UK in 2006/07

The main underlying culprit was churn; as we predicted, this has risen as the subscriber base matures, choking off subscriber growth and increasing costs 

  • Cable & Wireless
Telecoms 7 February 2006
Cable & Wireless annual results ending 31st March 2006

International subsidiaries continue to perform solidly 

  • Cable & Wireless
Telecoms 30 May 2006
Cable & Wireless full year results to March 2007: a start is a start

The performance of the international business remains solid

  • Cable & Wireless
Telecoms, Fixed Line 28 May 2007
Cable & Wireless full year results to March 2008: International still weak but continuing progress in the UK

International performance continued to be weak apart from Macau, although well within EBITDA guidance. Turnaround in Jamaica remains a significant challenge

  • Cable & Wireless
Telecoms, Fixed Line, Non-UK Telecoms 27 May 2008
Cable & Wireless full year results to March 2009: strong cost control

The UK and international businesses (now ‘Worldwide’ and ‘CWI’) are both continuing to perform well, despite weak revenue growth, thanks to strong cost control. Worldwide is now generating cash organically for the first time in memory

Performance at the newly-acquired Thus has been slightly below expectations, mostly due to increased customer churn. The sale of the ‘mid-market’ part of the business is a possibility

The market was disappointed by guidance for the new financial year. In our view it is both acceptable and achievable

  • Cable & Wireless
Telecoms, Mobile, Fixed Line, Non-UK Telecoms 20 May 2009
Cable & Wireless half year results to Sept 2009: rum punch

The international business (CWI) has been hit by a sharp downturn in tourism, but performance at the UK-based business (Worldwide) remains on course, despite declining revenue

The initial announcement of an intention to demerge Worldwide from CWI will be followed by more details by the end of November

With little prospect of growth at International in the second half, and a successful turnaround phase at Worldwide beginning to draw to a natural conclusion, the demerger may not have the impact some had hoped

  • Cable & Wireless
Telecoms, Fixed Line, Non-UK Telecoms 9 November 2009
Cable & Wireless half year results to September 2007: International weak but encouraging progress in UK

International performance was hit by problems in Jamaica and was weak generally except for Panama and Macau

  • Cable & Wireless
Telecoms 15 November 2007
Cable & Wireless half year results to September 2008: free at last

The UK business (EAUS) is continuing to improve ahead of guidance as expected and its turnround can now be judged a success. Management has announced an aggressive plan to extract synergy from the recently acquired Thus

  • Cable & Wireless
Telecoms, Mobile, Fixed Line 12 November 2008
Cable & Wireless UK business update. "My gaff, my rules."

C&W UK’s new Chairman John Pluthero’s turnaround strategy involves shedding 27,000 business customers and focusing on 800 of the largest accounts

Viability is a major concern. Although the Freeview channels and much of the on-demand content will be free, subscriber acquisition costs probably will exceed £200, while per subscriber on-demand revenues are unlikely to amount to much more than £1 or £2 per month 

  • Cable & Wireless
Telecoms 1 March 2006
Cable & Wireless Worldwide annual results to March 2010: continuing strong cost control

C&W Worldwide’s first set of annual results since demerger were flattered by the inclusion of a full year of Thus

Nonetheless, management has continued to execute well despite difficult market conditions. Excellent cost control generated another year of strong underlying cash flow growth, albeit from a low base

Looking ahead there are grounds for continuing optimism, despite minimal guidance, although the rate of cash flow growth is set to drop, as cost reduction becomes progressively more challenging

  • Cable & Wireless
Telecoms 26 May 2010
Cable & Wireless Worldwide full year results 2010/11

C&W Worldwide’s performance over the year to March was weak, with the most meaningful metrics showing positive but very low growth

The sharp decline in the mid-market business appears to be over, but price pressure and accelerating loss of ‘traditional’ voice revenue is preventing further progress

Guidance for the year to March 2012 is uninspiring. Beyond that, growing momentum in cloud services and the overseas businesses should generate more significant progress, but organic growth looks set to remain modest

  • Cable & Wireless
Fixed Line, Telecoms 25 May 2011
Cable & Wireless Worldwide interim results 2010/11: not much excitement

C&W Worldwide’s performance over the six months to September was strong in terms of cash flow growth, although this was partly due to lower bad debt cost

Revenue decline is easing, but weakness in the mid-market business and reduced public sector spending are weighing on EBITDA

Looking ahead, this should improve somewhat, as the retail mid-market business recovers, but we expect growth in the core business to remain unexciting

  • Cable & Wireless
Telecoms, Fixed Line 19 November 2010
Cable & Wireless Worldwide: Turnaround or acquisition, easier said than done

Cable & Wireless Worldwide’s new CEO Gavin Darby has outlined a turnaround strategy for a business which is not performing that badly in context, against the backdrop of Vodafone considering a bid to buy the company

Mr Darby’s strategy is yet to be finalised, but in outline contains lots of initiatives which are good in theory but hard to implement in practice, especially in a weak macroeconomic climate, in the face of intense competition

Integrating Vodafone UK’s mobile wireline backhaul and core networks with C&W WW’s UK network would yield slim synergies, as the most expensive part of Vodafone’s wireline network has little overlap with that of C&W WW

We think that Vodafone is more likely to be interested in using C&W WW to help sell integrated fixed-mobile products to corporate customers, and, to a lesser extent, SMEs. Whether the benefits will outweigh the significant integration headaches is something only Vodafone can decide

  • Vodafone
  • Cable & Wireless
  • BT
Fixed Line, Mobile, Telecoms 17 February 2012
Cable & Wireless/Thus: a deal worth doing

In our view the potential for synergies from an acquisition of Thus by C&W, though more limited than might be supposed, would still have a significant impact on the combined entity at the EBITDA level

  • Cable & Wireless
Mobile, Telecoms 30 June 2008
Cable & Wireless: UK vs. the 'exotics'

This report examines the medium-term prospects for Cable & Wireless. In 2003, analysts sensed a new dawn for C&W following the arrival of new management and the company's exit from the US.

  • Cable & Wireless
Telecoms 13 May 2004

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