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A journal for telecom, cable, satellite, and internet executives
 Sep 2007 (Vol 12, No.2)
The theme of this issue is agile and prepared. At a time when traditional industry boundaries are blurring as players strive to develop new business and cost models, the dual challenges of reshaping and restructuring both at the industry and corporate level are mandatory for future success. This issue's articles include:
- The groundwork of convergence
by Simon Lamb and Philip Shepherd
As the communications industry continues reshaping its operations and business models in preparation for a convergent, customer-centric world, M&A activity has been rebounding dramatically. To date, however, many deals have reflected the renewed strength of incumbents' financial bases and a reshuffling of global portfolios rather than a drive to pull together the various components needed to create and deliver integrated services. With domestic and cross-border consolidation set to continue, executing sound deals and learning from the lessons of the dot-com deal frenzy will be key to success.
- Getting the whole picture
by Steve Couch and Debra De'Ath
Historically, the failure of acquirers to focus on human resources risks and issues has caused many M&A deals to destroy value. Today, as mergers and acquisitions continue apace in the communications industry, successful dealmakers need to raise their game in HR due diligence in order to reveal "hidden" HR costs and potential pitfalls. People-related issues that acquirers, vendors, and investors should focus on include pension liabilities, tax processes, share options, and contractors. Without rigorous due diligence in those areas, buyers may find they have acquired some nasty surprises.
- Change in direction
by Deborah Bothun and Mike Kelley
Digital media and communications technology are doing far more than enabling consumers to access new forms of content. They are actually driving a social renaissance that is creating unprecedented opportunities for the advertising industry to execute its core aims in powerful new ways. PricewaterhouseCoopers calls this opportunity lifestyle advertising - and its three foundations are relevance, engagement, and trust. As new media and distribution platforms emerge, the ways in which brands pursue those three as objectives of their customer relationships will need to continue to change.
- Perspectives
We have interviews with executives from three leading communications incumbents around the globe: Ben Verwaayen, CEO of the UK's BT Group; Marcel Smits, CFO of KPN in the Netherlands, and Sol Trujillo, CEO of Australia's Telstra.
Get Your Copy Here
Read more by downloading our Communications Review - Agile and prepared (pdf file, 723KB) for your reference. |
