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Deutsche Telekom Investor Day. Southern & Eastern Europe.
March 18, 2010 Guido Kerkhoff
Deutsche Telekom Investor Day. Southern & Eastern Europe. March - - PowerPoint PPT Presentation
Deutsche Telekom Investor Day. Southern & Eastern Europe. March 18, 2010 Guido Kerkhoff 1 Disclaimer. This presentation contains forward-looking statements that reflect the current views of Deutsche Telekom management with respect to
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March 18, 2010 Guido Kerkhoff
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This presentation contains forward-looking statements that reflect the current views of Deutsche Telekom management with respect to future events. These forward-looking statements include statements with regard to the expected development of revenue, earnings, profits from operations, depreciation and amortization, cash flows and personnel-related measures. You should consider them with caution. Such statements are subject to risks and uncertainties, most of which are difficult to predict and are generally beyond Deutsche Telekom’s control, including those described in the sections “Forward-Looking Statements” and “Risk Factors” of Deutsche Telekom’s Annual Report on Form 20-F filed with the U.S. Securities and Exchange Commission. Among the factors that might influence our ability to achieve our objectives are the progress of our workforce reduction initiative and other cost-saving measures, and the impact of other significant strategic, labor or business initiatives, including acquisitions, dispositions and business combinations, and our network upgrade and expansion initiatives. In addition, stronger than expected competition, technological change, legal proceedings and regulatory developments, among other factors, may have a material adverse effect on our costs and revenue development. Further, the economic downturn in our markets, and changes in interest and currency exchange rates, may also have an impact on our business development and the availability of financing on favorable
materially affect our results at the group and operating segment levels. If these or other risks and uncertainties materialize, or if the assumptions underlying any of these statements prove incorrect, our actual performance may materially differ from the performance expressed or implied by forward-looking
statements to take new information or future events into account or otherwise. In addition to figures prepared in accordance with IFRS, Deutsche Telekom also presents non-GAAP financial performance measures, including, among
These non-GAAP measures should be considered in addition to, but not as a substitute for, the information prepared in accordance with IFRS. Non-GAAP financial performance measures are not subject to IFRS or any other generally accepted accounting principles. Other companies may define these terms in different ways. For further information relevant to the interpretation of these terms, please refer to the chapter “Reconciliation of pro forma figures”, which is posted on Deutsche Telekom’s Investor Relations webpage at www.telekom.com.
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1) By customer numbers. Source: company reports, in Bulgaria DT estimate due to lack of public data.
15% of Group Revenues
19% of Group EBITDA
Croatia Macedonia Albania Romania Bulgaria Hungary Slovakia Bosnia and Herzegovina Serbia FYR Greece Monte- negro Kosovo
No 2
No
No
Fixed: 7 x No 1 Mobile: 6 x No 1 2 x No 2 1 x No 3
No 1
No
No 3
No
No 1
No
No 1
No
No 1
No
No
No 1
No
2009 at > 43% w/o OTE
3.8 mn, thereof retail 3.5 mn
More than 50% of SEE population is a DT mobile customer
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2008 Total Telco Market SEE all
1) DT revenues: only core markets (connectivity markets); organic = FX-adjusted; Source: BCG market Data.
FIXED Market MOBILE Market
2009e SEE all DT market share
x% 79% 77% 38% 40%
2009e Marketshare by country Other countries2 RO SK HR HU GR
Average DT share
x%
2008 2009e SEE all SEE all
79% 78% 38% 41%
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+0.6%2 10.9 10.8 10.5
1) Source BCG-Analysis 2) FX-adjusted on average 2007 F/X rates; OTE proforma estimate incl. January 2009
2007 2008 2009
8 4 2009 2007 2006 2005 8pp
2009: -5%
2008: +3% 2008
Greece Bulgaria Hungary Croatia Slovakia Romania
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Croatia Albania Romania Bulgaria Hungary Slovakia Bosnia and Herzegovina Serbia Greece Monte- negro Kosovo
Macedonia FYR
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Optimize access strategy Align wholesale approach Drive cost efficiency Leverage three screens Defend price premium Grow beyond core Business customer segment Defend price premium Grow beyond core Customer life time value Channel mix & differentiate service Customer centric
Platforms consolidation Drive cost efficency
1 2 3 4 7 6 5 10 8 9 11 10 9 7
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Optimize access strategy Align wholesale approach Drive cost efficiency Leverage three screens Defend price premium Grow beyond core Business customer segment Defend price premium Grow beyond core Customer life time value Channel mix & differentiate service Customer centric
Platforms consolidation Drive cost efficency
1 2 4 7 6 5 10 8 9 11 10 9 7
Customer centric
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Hungary March 2006 Montenegro May 2009 Croatia
Slovakia July 2010 FYRO1 Macedonia Mid 2010
1) Former Yugoslavian Republic of Macedonia
Sales:
Customer Service and Self Service:
skilled agents for fixed and mobile Value Based steering:
Bundle Products and FMC:
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Optimize access strategy Align wholesale approach Drive cost efficiency1 Leverage three screens Defend price premium Grow beyond core Business customer segment Defend price premium Grow beyond core Customer life time value Channel mix & differentiate service Customer centric
Platforms consolidation Drive cost efficency1
1 2 6 5 10 8 9 11 10 9 3 4 7
Drive cost efficiency
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Drive cost efficiency
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* Adjusted for € +0.5 bn M&A effects: mainly OTE Group fully consolidated from Feb. 2009, Zapp (Romania) fully consolidated from Nov. 2009, PosAm fully consolidated from February 2010.
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decrease spending for advertisement & agency costs
Equipment and handsets
work force & variable salaries
network availability and quality
box negotiations
(e.g. larger scale call centers)
bad debt
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Optimize access strategy1 Align wholesale approach Drive cost efficiency Leverage three screens Defend price premium Grow beyond core Business customer segment Defend price premium Grow beyond core Customer life time value Channel mix & differentiate service Customer centric
Platforms consolidation Drive cost efficency
1 2 4 7 6 10 8 9 11 10 9 7 3
Optimize access strategy
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Coverage as of YE2009. Fiber: homes passed; xDSL: technical availability.
> 90% of homes
> 70% of homes
315,000 homes
> 60% of homes
> 95% of homes
6,000 homes
> 30% of homes
5,200 homes
> 35% of homes
170,000 homes
> 80% of homes
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1) Demand
2) Competitiveness
all-IP network architecture
rollout plan
Rollout in SEE Drivers
DT’s 3G coverage* Croatia > 57% Greece > 87% Hungary > 55% Slovakia > 14%/>77% F-OFDM Montenegro > 70% Macedonia > 53% Romania > 55% Bulgaria > 69% Albania no 3G licence yet
* Area coverage excl. unpopulated areas with no inhabitants.
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Optimize access strategy Align wholesale approach Drive cost efficiency Leverage three screens Defend price premium Grow beyond core Business customer segment Defend price premium Grow beyond core Customer life time value Channel mix & differentiate service Customer centric
Platforms consolidation Drive cost efficency
1 2 4 7 6 5 10 9 11 10 9 7 3
Leverage three screens
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Telcos TV/ Cable ISPs Other cable
Low willingness to pay for High willingness to pay for Market position
Demand drivers
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350 400 450 500 550 600 650 700 750 800 850 900 2007 2008 2009 +4%
+38%
Customer in thousand
Sources: company data
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* Company data, management estimates; YE2009; overall TV market, across all technical methods
IPTV Sat Cable 68
5%
SK 62 SK
62% 2%
MK MK 14
31% 26%
CG CG 30
36%
HR HR
40% 4%
GR 16 GR
14%
HU
25%
HU 631 407
85%
RO
15%
RO 884
79%
in thousand, YE09 Market Shares* Penetration* 156 236 6 242 27 911
56%
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Fiber: € 22
DSL: € 12 + DSL: € 12 +
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~ 200
1) Total TV revenues, IPTV mainly incl. access revenues (retention & up-selling effects)
~130
~ 500
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Identical Hardware Overlapping Content 1 Head Uplink for 2 countries Lower number of satellites
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Fixed broadband access lines retail Mobile customers
YE 2008 YE 2009 1.1 m 0.9 m +23% YE 2008 YE 2009 9.2 m 7.9 m +17%
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Fixed broadband access lines retail Mobile customers
YE 2008 YE 2009 0.8 m 0.7 m YE 2008 YE 2009 7.3 m 5.9 m +24% +19%
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in € m
Run rate achieved in 20092 Net Effect realized 20091
Per Source Per Company
Terminals 68% Other Procurement 29% OPEX 37% CAPEX 63%
1) Net Effect = Net effect of implemented measures as per YE 2009; 2 achieved Run Rate = Annualized synergies out of successfully implemented measures as per YE 2009
105 75 3% OTE 22% Cosmote 68% RT 9% Other 1%
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TV customers
YE 2008 YE 2009 40.1% 40.9% stable FY 2008 FY 2009 631k 457k +38%
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TV customers
YE 2008 YE 2009 242k 141k +72% FY 2008 FY 2009 45.2% 45.5% stable
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TV customers
YE 2008 YE 2009 63k 36k +75% FY 2008 FY 2009 45.1% 43.0% +1.9%p
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1) Total telco markets in SEE footprint; stable FX; non disclosing competitors estimated by DT 2) Including inorganic effects 3) Total TV, IPTV mainly including access revenues