Broadly speaking, the telecom, media & entertainment sector is faced with shrinking revenues. Modern-day consumers have less disposable income, are more reticent about spending and more difficult to target. That does not mean to say that they are unwilling to buy anything. They do however demand good information. Information that is relevant, and presented to them at the right time. To respond to these developments, this sector will need to innovate and structure its existing operations more efficiently. Innovation is more important than ever before, given the fact that the industry has been stripped down to the bone over the last few years. Operational efficiency can only be achieved through structural changes and closer collaboration. But that only touches on internal issues. The real focus should be directed externally, at the customer. And that means better services by innovating faster delivery, simpler offers and greater flexibility. This requires new income streams, pricing innovation through other subscription types. That is a tall order for any organisation. It is difficult to prioritise new departments above existing departments that are typically still responsible for generating most of the revenue.
Another distinctive feature of this sector is the gradual convergence of underlying submarkets. Substantive content and technological channels are increasingly intertwined. Whereas in the past different companies were responsible for different activities, we are now witnessing a gradual convergence through collaboration and takeovers. When all is said and done, however, offering services that are relevant to consumers remains the biggest challenge.
The Telecom, Media & Entertainment is one of our most important sectors. Below is a selection of relevant reference cases for this sector.