By the 25th of July, we expect the Communications Bill will have received royal assent. The Bill, together with Oftel's new tasks as regulator pending the handover to Ofcom, represents the UK's implementation of the new EU telecoms regulatory framework. All licences issued under the existing telecoms regulatory framework will lapse and a new system of authorising providers will begin. This note covers the basics of the new regime, the existing state of play on the UK's implementation, and the main conclusion that can be drawn at this point.

Global Services is the new name for BT's Ignite division. The structure of this important part of BT's business is complex and extremely difficult to understand. BT itself promotes the division as its 'hidden jewel', even though its financial performance in recent years has been little short of catastrophic. Investors rightly remain sceptical.

This note reports on the results of our latest bi-monthly survey in May 2003 of handset owners and purchase intentions for the near future. Highlights include the rising share of Nokia to 57% of the UK handset market, consistent with past survey results indicating that Nokia remains the favoured brand by a wide margin, both for new entrants and for existing users upgrading to a newer model.

On June 9th '3' launched 2 new tariffs aggressively targeting the core of the GSM contract base. In this report we look at the potential impact of these on both H3G and the UK GSM operators.

Part of our regular series on the UK broadband and Internet markets, this note highlights the shifting fortunes of ISPs and cable operators in competing against BT brands on the fast growing residential broadband market.

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.

Perhaps inevitably, ‘3’ opened for business before it was really ready. As a result, its services are patchy and unreliable. Some of these problems will be overcome in the next few weeks. Others will be more intractable. Overall, we can see some potential in 3G style services, but ‘3’ is far from being a competitor to existing 2G offerings.

Vivendi's only agenda at this time is to effect a disposal of its non-core assets for the best price to reduce debt to manageable levels. This note casts a critical eye on prospects for sale of USA Networks (good), Universal Studios (poor) and VU Games (good), as well as the disposal and valuations for other assets such as Universal Music, Groupe Canal+ and Cegetel/SFR.

With the handsets finally available and (to some extent) working, Hutchison 3G's '3' operation has finally launched in the UK. In this report we review the commercial prospects for '3' in particular and 3G in general.

Little research has been done into why consumers move from one supplier to another. Churn, as this phenomenon is known, is much discussed but little understood. We carried out some research to show what types of people churn, why they do it, and whether it is an outcome of a certain type of personality.