The launch of the fourth mobile network operator in France has so far met with dramatic success, gaining around 1.5 million subscribers in the first month, driven by rock-bottom pricing and a clever mass media PR campaign

Its tariffs are, however, so low that it is very hard to see how they are sustainable in the longer term. In the short term, Free’s economics are boosted by asymmetric voice and text termination rates that result in other operators’ customers effectively subsidising Free subscribers by €5 to €10 a month

This arbitrage is very likely to disappear over the next two years, but Free Mobile can increase its prices when this occurs. Its challenge will be to acquire a critical mass of subscribers before this point, and to retain them thereafter

News International is to launch the Sun on Sunday on 26 February, seven months after closing the News of the World

In the intervening period, Trinity Mirror has picked up the bulk of the 55% of NoW copies that have not entirely fallen out of the market since June 2011

The £150 million revenue once generated by NoW is diminished and dispersed among rival publishers and we estimate that even a triumphant launch would likely generate half to two thirds of the income of the closed title

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

Enders Analysis co-hosted its annual conference, in conjunction with BNP Paribas and Deloitte, in London on 19 January 2012. The event featured talks by 13 of the most influential figures in media and telecoms, and was chaired by Sir Peter Bazalgette. An edited transcript of notes taken during the speaker presentations follows.

The speakers were Sir Martin Sorrell (CEO, WPP), Glen Moreno (Chairman, Pearson), Martin Morgan (CEO, DMGT), David Levin (CEO, UBM), Dan Cobley (MD, Google UK & Ireland), Mike Pocock (CEO, Yell), Vittorio Colao (CEO, Vodafone), Charles Dunstone (Chairman, Carphone Warehouse, TalkTalk Group), Stephen Carter (President, Alcatel-Lucent EMEA), the Rt. Hon. Jeremy Hunt MP (Secretary of State for Culture, Olympics, Media and Sport), Neil Berkett (CEO, Virgin Media), Liv Garfield (CEO, Openreach) and Ed Richards (CEO, Ofcom).

Facebook’s IPO prospectus confirms that the social network is an internet colossus, with 845 million users worldwide and $3.7 billion in revenue in 2011

Growth potential in display advertising, which accounts for the majority of revenue, seems limited with increasing mobile substitution in major ad markets and future user expansion largely in lower yielding countries

There is significant potential to increase income from payments and other businesses beyond social games, but the company’s strategy is unknown at this point

VMed’s Q4 results were again mixed, with underlying cash flow growth hit by high capital expenditure primarily relating to accelerating TiVo box installations

But this strong take up of next generation TV, and real progress at the Mobile and Business divisions, give us confidence that the company’s strategy is working

Management guidance of further cash flow growth from the second half of 2012 is credible, though we continue to expect underlying growth to be limited

Vodafone Europe’s underlying revenue growth declined by 0.7 percentage points in the December quarter, with its Southern European operations continuing to struggle in poor economic environments

Few competitors have reported their results so far, so it is hard to conclude on Vodafone’s competitive performance as yet, but we expect that the slowdown will prove market-wide

The company has stuck to its full year profitability targets, suggesting that strong cost cutting is making up for top line weakness

Around 125m smartphones and over 20m tablets were sold in Q4 2011. If tablets are included, Apple is now the largest PC manufacturer, while smartphones are now outselling PCs

These devices are the battleground for a war of ecosystems in which Apple’s iOS and Google’s Android platforms are dominant and others are hoping for third place at best. iOS and Android sold around 92m units in Q4 and now have an active base between them of around 515m devices

Samsung now accounts for at least half of Android sales and is in some senses more of a rival to Apple than Android itself

Volume growth remained negative, but manageable, and there appears to be little evidence that TalkTalk’s value proposition is losing its appeal

Strong operating leverage, cost reduction and the growing popularity of uncapped bundles has enabled a significant upward revision to EBITDA guidance. However, free cash flow guidance remains unchanged

Management’s confidence regarding churn and further efficiency gains strikes us as credible, but we remain cautious about the potential for strong cash flow growth beyond this financial year

Sky’s 16% year-on-year increase in interim profits reflects strong operating efficiencies and reduced marketing costs due to the slowdown of TV gross additions in a tough economic climate, while continuing low churn underlines its product strengths

Fibre broadband deployment and the January launch of streaming-only services by Lovefilm and Netflix signal increasingly competitive conditions, but Sky is well placed and the challenges should take several years to materialise

Sky management is fully aware of the need for its pay-TV business model to evolve in the age of digital convergence, where innovation and building value are prerequisites of success, and is actively addressing the issues