Tag: multiplay

Introduction to Veon

Geographical footprint and brands

Veon came into being at the start of 2017, a rebrand of VimpelCom. The Amsterdam-based telco was founded in its current form in 2009 when shareholders Telenor and Alfa agreed to merge their assets in VimpelCom and Ukraine’s Kyivstar to create VimpelCom Ltd.

Veon is among the world’s 10 largest communications network operators by subscription, with around 235 million customers in 13 countries (see Figure 1).

Figure 1: Veon’s geographical footprint (September 2017)

Source: Veon, STL Partners

The telco operates a number of brands across its geographical footprint (see Figure 2).

Figure 2: Veon’s brands (September 2017)

Source: Veon, STL Partners

Veon’s largest market is Russia, where it has over 58 million mobile subscribers, making up 24% of its global total. Pakistan and Bangladesh comprise its second-largest markets by subscribers, while it has over 30 million customers in Italy under its Wind Tre brand, a joint venture with CK Hutchison (see Figure 3).

Figure 3: Veon mobile customers by region, H2 2017 (millions)

Source: Veon, STL Partners

A brief history of Veon

• 1992: Veon began life as Russian operator PJSC VimpelCom in 1992.
• 2009: VimpelCom Ltd. founded as Telenor and Alfa Group (Altimo) agree to merge their assets in VimpelCom (Russia and CIS) and Ukraine (Kyivstar).
• 2010: VimpelCom acquires Orascom Telecom Holding (operating in Pakistan, Bangladesh, Algeria) and Wind Italy from Egypt’s Naguib Sawiris.
• 2017: VimpelCom Ltd. rebrands as Veon.

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The somewhat unusual development of both Veon’s shareholder structure and geographical footprint means the telco faces some unique challenges, but has also enabled a degree of flexibility in the company’s path to transformation.

Veon’s shareholder structure – an enabler of transformation

At the time of writing, Veon is 47.9%-owned (common and voting shares) by Alfa (via investment vehicle LetterOne), and 19.7% by Norway’s Telenor (with the remaining 32.4% split between free float and minority shareholders).

This structure means that the company is less beholden to dividend-hungry shareholders, allowing the telco more ease of alignment than many of its contemporaries. This extra “breathing space” also allows change to occur faster with fewer levels of managerial approval required, whilst the board of directors has given its backing to Veon’s transformation journey, offering full “top-down support”. Nevertheless there is some doubt about how the transformation plans will be greeted at local OpCo level, and the group faces some serious cultural challenges in this area.

Faced with lacklustre organic growth and in the face of headwinds of currency devaluations in its former Soviet markets, Veon has chosen to, in the words of CEO Jean-Yves Charlier, “disrupt itself from within”.

Reversing the revenue decline

Speaking at Veon’s rebrand in February 2017, CEO Charlier spoke of how the telco sector has been backed into a corner by aggressive disruptive start-ups like Skype and WhatsApp, meaning the industry now needs to reinvent itself and find new paths to growth.

The company began by improving its capital structure, in part through the consolidation of operations in two of its largest markets, with the mergers of Mobilink and Warid to form Jazz in Pakistan, and the formation of joint venture Wind Tre from Wind Italy and CK Hutchison’s Tre (3).

Veon states it has realigned its corporate culture and values, introduced a robust control and compliance framework, and significantly cut its cost base, and the operator returned to positive revenue and EBITDA growth in the second quarter of 2017.

Contents:

• Executive Summary 
• Introduction to Veon
• Veon’s digital strategy
• What are the strengths of Veon’s offering?
• What must Veon do to succeed?
• Will Veon make it work?
• Introduction
• Introduction to Veon
• The path to total transformation
• Veon’s digital strategy
• Reinvent customer experience
• Network virtualisation
• The product
• An omni-channel platform
• The strengths of the holistic platform
• Can Veon’s consumer IP communications proposition succeed? 
• Can Veon beat the GAFA and Chinese giants to the market?
• What must Veon do to succeed?
• Conclusions

Figures:

• Figure 1: Veon’s geographical footprint (September 2017)
• Figure 2: Veon’s brands (September 2017)
• Figure 3: Veon mobile customers by region, H2 2017 (millions)
• Figure 4: Veon revenue and EBITDA, Q4 2015-Q2 2017 ($ billion)
• Figure 5: Veon’s transformation from telco to tech company
• Figure 6: Penetration of leading social networks in Russia (2016)
• Figure 7: Veon IT stack scope of responsibilities
• Figure 8: VEON app screenshots – a IP communication platform
• Figure 9: Veon app access requirements
• Figure 10: Comparison of consumer IP communications plays
• Figure 11: Veon – a SWOT analysis

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