Telecom & Pay TV

Grow new-service revenue without losing the core

Operators and pay-TV businesses balance an established revenue base with new services, content and partnerships. We help set the commercial priorities across both, shape the propositions and deliver the plan with your team.

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Who we work with in Telecom & Pay TV

Operators

Pay-TV operators and telecom operators with media and entertainment services.

Technology and content partners

The technology and content partners that serve them.

Sales and pipeline problems we solve

The challenge

An established base and new services compete for the same commercial attention

  • Proposition and bundle design.

    Content, connectivity and services must be packaged and priced so the bundle creates value rather than discount.

  • Retention and value.

    Churn and ARPU depend on commercial choices as much as on network or product.

  • Content and platform partnerships.

    Streaming partners, rights and aggregation change the economics of the pay-TV offer.

  • B2B and wholesale.

    Business and wholesale revenue needs its own motion, pipeline and owners.

  • Technology vendors selling to operators.

    Long cycles, procurement-led buying and complex partnerships need a disciplined approach.

Where companies get stuck. New services do not reach scale, bundles erode margin, partnerships are signed but not activated and the commercial organisation defends the base instead of growing it.

Where we start in Telecom & Pay TV

One commercial plan for the base and the new services

We help prioritise where growth comes from, design propositions, pricing and partnerships, build the sales motions and put revenue operations and AI to work.

Growth & Market ExpansionProposition, pricing and packagingA clear proposition for each buyer, and pricing and packaging that capture the value you create.Growth & Market ExpansionPartnerships, distribution and channelsPlatform and distribution deals, telco and reseller partnerships, and partner programmes that generate pipeline.Growth & Market ExpansionMarket and growth strategyWhere to grow and in what order, which revenue models fit (advertising, subscription, FAST, licensing, enterprise), and whether the market an investment case assumes is really there.AI-Enabled TransformationRevenue operations, systems and dataPipeline definitions, forecasting, CRM and data leadership can trust, and coverage and incentive design.AI-Enabled TransformationAI opportunity and prioritisationWhere AI improves commercial results, a review of the commercial technology already in place, and priorities across one company or a portfolio.Diligence & Value CreationCommercial performance improvementReviews of commercial performance, pricing and retention opportunities, growth from existing customers, and the commercial leadership, organisation and incentives that make the plan work.

GrowthBridge™: from ambition to performance

  1. Part 1: Opportunity and prioritiesWe start from your ambition and the facts: the market, your customers, your commercial performance and your team. Together we agree where the value is and what matters most.What you getClear, shared prioritiesLearn more
  2. Part 2: Commercial designWe shape the choices that deliver those priorities: markets, propositions, pricing, partners, the sales motion, the organisation and the role of AI.What you getA practical plan with ownersLearn more
  3. Part 3: Execution enablementWe work alongside your team to put the plan into practice: on live deals, with partners, in systems and in how people work day to day.What you getChange that shows up in the businessLearn more
  4. Part 4: Sustained performanceWe help embed the new ways of working, build capability in your team and track progress, so performance holds as our involvement changes.What you getResults the team can keep building onLearn more

Under every part: Sector judgement, Operating experience, AI with human judgement

See our approach

Our difference in Telecom & Pay TV

  • Pay-TV and telecom experience.

    We have worked in and with operators and know how the commercial organisation makes decisions.

  • Media economics inside the bundle.

    Content and platform partnerships evaluated with media, not only telecom, logic.

  • Execution with your team.

    Propositions, partners and operations delivered alongside the people who own the numbers.

Questions

Do you work with operators or with vendors?

Both: operators on propositions, partnerships and growth; vendors on the commercial motion into operators.

Can you help with content partnerships?

Yes: partner selection, the commercial model and the activation plan.

Where does AI help an operator commercially?

Pricing and offer decisions, retention actions and the workflows of sales and customer teams.

How do you address the challenge of declining revenues in legacy telco services?

We examine where the business can create value beyond commoditised legacy offers: the target customers, adjacent services, pricing and packaging, partnerships and routes to market. We test those choices against the commercial economics and the capabilities needed to deliver them, rather than assume that a new technology category creates profitable growth.

We’re expanding into the US or EU market. How do you navigate different regulatory environments?

Regulatory requirements are constraints in the commercial market-entry plan. We identify where local requirements, partners and specialist advice affect the route to market, and work within the scope agreed with you. We provide commercial support, not a substitute for jurisdiction-specific legal or regulatory advice.

Thinking on Telecom & Pay TV

How we think about the commercial choices in this sector.

Trends

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