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| With more than 20+ years in the industry, I have a deep knowledge of the technology-economical and strategical aspects of the ICT & TMT related infrastructure and its supporting architectures. I have been very privileged to have had a international career that have brought me insights and experiences from pretty much all over the globe and vastly different Telco market conditions. Today, I am a board member and senior advisor to several companies spanning traditional telecommunications, infrastructure providers, private equity, and innovative technology companies offering breakthrough innovative software solutions to Telcos. In 2022, I have established my boutique Techno-Economics advisory company, TechNEconomY, that internationally provide advisory support to the ICT and TMT industry. I was the CTIO of T-Mobile Netherlands, successfully leading the technology transformation journey of mobile, fixed, and IT integration and migration of Tele2 Netherlands & Simple, managing the technology aspects of supporting 4 unique brands. During my tenure, T-Mobile Netherlands won the Umlaut best in test award three times including the best network worldwide. I was part of the management team that sold T-Mobile NL to a consortium of Warburg Pincus LLC and Apax Partners LLP at ca. 8.7x the adjusted Ebitda or 5.1 billion euros. Moreover, I was also responsible, as Managing Director, for establishing T-Infra BV Tower Company and onboarding more than 3000+ T-Mobile NL sites. T-Infra BV was later sold to Cellnex for 250 million euros with DTAG retaining a stake pf 38% in the resulting merged tower company (in The Netherlands). Prior, I worked as CTIO in the leading telecommunications company in Hungary, Magyar Telekom, responsible for an aggressive focus on (aerial) fiber to the home deployment across Hungary. Moreover, I have also worked for Ooredoo Group (Qatar) and Deutsche Telekom Group in various leadership roles finding solutions to the big network and IT architectural, techno-economical, cost- and organization-transformative challenges in the Telco Industry. At Deutsche Telekom AG (DTAG), I founded Technology Economics, developing state-of-the-art techno-economical models allowing detailed quantitative strategies to be developed on infrastructure and technology deployment. These models, regarded as best-practice Capex & Opex models, allowed DTAG to allocate its financial resources far more efficiently than had been the norm before this work. A similar Capex and Opex framework were later developed for the Ooredoo Group (Qatar). I hold a Ph.D. in Physics and an M.Sc. degree in Physics and Mathematics (from Aarhus University, Denmark). Moreover, I have taken Insead’s executive course in Finance and is in the process of taking my second master of science degree (MS-DS) in Data Science from University of Colorado Boulder. Throughout my career I have taken numerous courses across the fields of technology, economics, artificial intelligence, and data science, a complete overview you can find at my Linkedin profile. Career Highlights: – Leading the successful integration and migration of Tele2 NL BV technology landscape and customers to T-Mobile within time and money and achieving planned synergies. – Established T-Infra BV Tower Company onboarding 3000+ sites from T-Mobile NL. – Wrote the Technology Bid Book Winning 1 of 2 new Myanmar mobile operator licenses for Ooredoo. – Designed & planned Ooredoo Myanmar winning 3G-only network. – Acting CTIO in Ooredoo Myanmar preparing Ooredoo Myanmar for Commercial Launch. – Formulating Network Sharing 360 Framework, a practical guide to Operators, Regulators & Private firms. – Ongoing support & advise Deutsche Telekom AG on T-Mobile US strategic options (incl. spectrum) & regulatory processes. – Deeply involved in T-Mobile – AT&T merger efforts leading to record breakup fee & spectrum for T-Mobile US. – Orange Netherlands acquisition & post-merger network integration lead. – T-Mobile & Orange UK (EE) joint venture. – Establishing the spectrum strategy framework & in-depth regulatory-economical analysis for Deutsche Telekom. – Adviser on several network sharing projects in the Deutsche Telekom. Feel free to reach out on the email below. Thank you! Dr. Kim |
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sir,
i plan a socieal side genration n india . if i buil in next 2 year approx 50 million subscribe in india and they spent 45 hour spend in per month every subscriber that how many value my socieal side.
Dear Sir,
Its an interesting question that might need a little more detail than provided in your Comment.
To summarize your business plan:
1. Social Media Site for India
2. 50 million active users in 2 years (active user = at least active once per month).
3. On average a user spends 45 hours per month (or 1.5 hour per day).
Lets just see how FB is doing in India … FB has ca. 53 Million accounts (ca. 50% age distribution less than 25) or 4.6% of the Indian population. Compare that to 66% of the Indian population having access to the Internet the FB performance is far from impressive, but also not surprising given the many languages (30 language spoken by more than 1 million pops) and non-Roman scripts in India. Personally I doubt that FB will gain much traction in India and there should be amble space for Social Media business models focusing on share of Indian population mapped to specific language (or dialect) & scripts.
The average of 45 hours per month spend on your social media site appears very aggressive/optimistic. On average (including fake accounts, etc.) a FB users spend about 6 – 8 hours per month (in terms of active FB users the time spend might be between 10 – 15 hours). Maybe you want to review that assumption?!
You are not leaving much info on your revenue model (which is understandable!). You obviously have several options. Though if you stay with traditional online advertisement you can choose traditional click, impression, or action based charging of online advertisement content (i.e., usually abbreviated by cpc, cpi/cpm or cpa). Obviously you might be totally innovative and have a totally different revenue model in mind?
In 2011, India’s online ad spend was ca.US$400 Million. 2012 is on its way towards US$500 Million. The growth rate of Online Ad Spend has been impressive. So maybe the future for a business model aiming at taking a share of the Online Ad Spend is not a bad idea.
I have seen Online Advertisement Spend projections for India at an upper limit of US$15 Billion by 2015 (and as little as US$2 Billion, i.e., factor 3 difference between lower and upper limit!). By 2020 the projected Online Ad Spend range have narrowed to between US$15 to US$20 Billion. Please take these forecasts with great caution! The Indian market is just at its starting point when it comes to online advertisement. If you are choosing another revenue model (e.g., gaming, content streaming, etc..) than online advertisement your revenue potential should be taken from another pool of money and as such influence your value.
For your valuation, assuming you do target online advertisement as primary revenue source, you need to assess what would be a realistic share of the total online spend given the particulars of your target customer base. From here you need to estimate what you operational and capital expenditures will be, etc.. and as such a pretty basic valuation would emerge. I recommend to use at least a 5 year forecast horizon and then adding your terminal value based on realistic future growth assessment.
I know this does not fully answer your question but should give you a path to assess the value of your business model.
Good Luck with your Business Idea ….
Btw. check out the following source: “Indian online ad spend to jump 54% this year: IAMAI”. For non-Indian not comfortable with Sanskrit Numbering System a Crore equals 10 Million. Rs 1 Crore equals approx. 180 thousand US Dollar (i.e., 1 USD “=” 56 RS).
Finally something intelligent! I was thinking and I thought I was alone!
Officially following you now, Doc. Finally someone who talk tech and economics.