ITV plc national advertising revenues (NAR) from ITV1 fell by £50 million in 2005. This was caused chiefly by a loss of more than 6% in weighted share of commercial impacts in 2004, which enables a proportionately similar reduction in 2005 ITV1 NAR under the CRR remedy. It was offset by total TV NAR growth of about 2.5% in 2005 

BT is clearly positioning its new, 21CN-based wholesale services as an economically viable alternative to both DIY and wholesale LLU 

Vodafone's performance in its core European markets is continuing to worsen in both absolute terms and in relation to its competitors, and its margin progression is weak 

There is little evidence of a revenue meltdown

Vodafone’s discussions with Softbank to exit Japan could remove its most troubled and ill-fitting subsidiary, but only if the structure allows for a clean break, which will require tricky financial engineering given Softbank’s limited ability to pay

We estimate that savings for the typical French contract customer would actually be around 5%, and therefore not worth the extra handset cost and inconvenience involved 

Vodafone announced last week a new extension to its range of music services that will offer European subscribers interactive mobile radio through a collaboration with Sony NetServices

More prominent profile of media in Free's mix of broadband, telephony and IPTV to improve customer retention and attract content owners to Free's broadband distribution channel, while VoIP remains the principal driver for non-access revenues

Vodafone's strategic direction appears little altered since its change of CEO earlier this year. In this report we look at the company’s overall global positioning and prospects.

Last week Enders Analysis interviewed David Elstein. Elstein is leading a team attempting to put in place a new management at ITV in the event that the merger is allowed by the Competition Commission. This note carries his views on the remedies likely to be imposed by the Commission and also on the scope for cost savings and improvements in business strategy at the merged group.

The public debate about the ITV merger has revolved around whether the maintenance of two separate sales houses is the appropriate remedy to be imposed by any Competition Commission inquiry. We argue that the real issues are more complex.

This report picks apart the evidence on why ITV1 is rapidly losing audience share. It shows that more intense competition in terrestrial homes is the key reason, not the impact of the growth of the multichannel universe. The decline of ITV1 is across all times of day and almost all demographic groups. Can ITV turn itself around in the face of this secular decline in audiences?