EastEuro Link - Entry to New Markets

His interests are primarily focused on three functional areas:

Business strategies and marketing concepts
Corporate Finance and business planning
Leading the global ADL competence center of technology economics

Prior to joining Arthur D. Little in May 1997, Dr. Taga worked for several years at Ericsson in the business area Private Networks.
He has and had major responsibility and was in charge of the following assignments:

Was in charge of the B2B strategy developed for a large European alternative telecom provider. The assignment covered; the market requirements for all B2B segments, product portfolio analysis, partner program, distribution strategy as well as a high level process description. The vision was developed for 2011 considering multiple scenarios and strategic options that were assessed qualitatively and quantitatively. A detailed 5 year business plan was the developed accordingly.
Was in charge of the development of a fixed value added services strategy for an operator. The operator asked Arthur D. Little to evaluate whether he should develop a new line of business related to freephone and premium rate fixed line service numbers as well as sophisticated VAS services.
Was in charge of an assignment for the development of a content/media strategy for a European telecoms incitement. Special focus on hybrid platform strategy (DTH/IPTV) and options for content rights exclusivity
Was in charge of an assignment in which the analysis of possible partnering & acquisition options for a European telecoms incumbent within the TV sphere was conducted. Special focus on DTH operator and content producer/provider. Support of negotiations Review and redevelopment of a corporate strategy for an integrated incumbent telecoms operator. This assignment involved a full scale strategy definition process involving all of the company's business units as well as the corporate management. Both a base strategy as well as strategy alterations responding to different market scenarios were defined, based upon an assessment of market trends as well as internal requirements
Joint strategy review for the fixed and mobile division of an incumbent telecoms operator group. In coordination with the group strategy department as well as the boards of both divisions, concepts for the further development of services as well as required access networks were aligned.
Was in charge of the business model development and partnership for a new FTTH operator in a European Capital. The assignment consisted of the analysis and benchmark of European cases/ Lessons learned (incl. business models), an overview on the STB evolution and performance (supplier's offer, peer operations), an assessment of pricing models of peers operators supporting Open Access Models as well as the partnership models with large national and international players (incumbents, altnets, ISPs, media companies etc.). Last but not least evaluated White Label models to resell IPTV and broadband packages to hosted operators in adding to the use of the FTTH access infrastructure.
Was in charge of an assignment for the development of a bid strategy for the acquisition of sports broadcasting rights for a European telecoms incumbent. Support of negotiations and development of bid book
Was in charge of an assignment for Liberty Global in which a global market scenario development was required. What does the future hold for Broadband? As part of the Liberty Global Policy series, we have been asked to carry out an objective review of current developments in what is generically called “The Next Generation Broadband Market”. The results of this study should be of interest to all key market players, as they struggle to make sense of Broadband developments in the short- and mid-term, anticipate the role of regulatory authorities, and decide on what their next moves should be. The following topics where addressed in the report to be released in September 2006:
- Vision on the Next Generation Broadband Market abstract,
- The Concept of Next Generation Networks
- NGN Competition Rating (HFC, FTTH, xDSL)
- Public Policy & Regulatory Recommendations
Supported a major European DBS (Digital Broadcast Satellite) operator to acquire a WiMax License to be used as a return path for its triple play package. We have been asked to analyze the competitive market offers based on IPTV and HFC, prepared the marketing and roll-out plan and submitted the bid including the high level business plan and value proposition with acting telco partners for telephony and value added services.
Was in charge of the provision of a DVB-T / DVB-H bid-book for a European broadcasting operator. The client already operated a nationwide network to emit analogue terrestrial TV- and radio signals. The country's regulatory agency issued a tender for a frequency license aimed at broadcasting digital terrestrial TV (DVB-T and DVB-H). The ADL team supported the client in developing its strategy on how to realize DVB-T (network roll-out, marketing strategy, …), wrote the bid book, co-ordinated further the work of a communication agency and supported lobbying in the country market
Was in charge of the development of an access network strategy for a European incumbent operator. The project ranged from an assessment of the overall technical environment over a market requirements assessment towards a scenario based strategy development process. Among the classic DSL technologies also new disruptive technologies like FTTH/PON and Broadband Wireless Access (e.g. WiMax, iBurst, UMTS TDD/IPW) were included in the assessments. As an outcome, a strategy and roadmap integrating different access technologies and media was developed based on an overall access network model.
Was in charge of the assessment of business opportunities in Eastern Europe for the wholesale department of a Western European incumbent. Building on an approach defined together with the client, the team assessed, in an initial step, potential wholesale opportunities in 17 Eastern European countries. Based on the result of this initial evaluation, a number of countries were selected for a more detailed analysis. In the second phase of the project, the selected markets were assessed in more detail especially concerning market opportunities due to disruptive technologies (e.g. Broadband Wireless Access i.e. WiMax, iBurst, CDMA-EV-DO).
Was in charge of the development and implementation of a broadband strategy for an incumbent telecoms operator. The project included a detailed analysis of the companies potential target market for broadband services as well as its existing customer base in fixed and mobile. The project yielded six strategic options on how to exploit the broadband challenge to generate maximum value for the company. As a result of the project, the client changed its existing broadband strategy significantly, implementing a migration path from various existing products towards higher-value broadband services.
Review and development of a legal and structural organization concept for an incumbent telecoms operator group. Based on inputs from the company's supervisory board, objectives for the company's development were derived. Based on international benchmarking, different viable organization structure options were identified. In a coordinated process with the company's management, a recommendation for the future level 1 organization structure was developed.
Was in charge of the strategic assessment and recommendation for a European national railway company assessing opportunities in participating in a PMR (professional mobile radio) network rollout for public authorities. Within a tight timeframe, four strategic options were assessed qualitatively and quantitatively, leading to a clear recommendation as well as a proposal of next steps for the client's management board as well as shareholders.
Was in charge of the re-branding strategy and implementation of a major CEE incumbent, moving to the brand of the mother company, leading European Network Operator. ADL was responsible for definition of the re-branding concepts, project time-line, developing a detailed MS Project implementation plan with risk analysis. Additionally, project budget was defined, as well as communication and reporting system. In the second phase ADL has successfully coached the implementation of the overall plan within 4 months.
Was in charge of the high level Red Flag analysis of a global player on the RFID hardware and solutions market on behalf of an investor interested in further capital injection. We have carried out analysis on: market and competition in the RFID environment with focus on potential market opportunities, company's overall and go-to-market strategy, evaluation of past financial performance and future sales forecasts, and assessment of technology roadmap and degree of innovation in offered products.
Coached a project in which ADL was in charge of building the negotiations between a fixed-line and a mobile operator on potential strategic options for a co-operation in the area of fixed/mobile convergent services for business and residential users. The two main work streams consisted of carrying out an analysis on both partners providing an independent assessment of their specific strengths and weaknesses, and identifying strategic options and providing recommendations for a sustainable cooperation.
Managed preparations for roll-out of a new line of business of a leading ISP in Central Eastern Europe. Assessed strategic options of a recent start-up, led development of business and marketing plans and co-ordinated commercial, technical and operational tasks involved.
Developed in the process of a bid submission for the largest CaTV network in Europe, a consumer proposition for PayTV and interactive TV services. Innovative services were integrated in the business plan such as e-commerce based applications (home shopping, gaming, interactive advertising etc.). Aspects such as convergence of EPG (Electronic Program Guide) and Internet portal for Web-TV services were also considered in the service rollout plan in conjunction with selected suppliers (mainly for the system platform) and partners (mainly for content).
Was in charge of the set-up of an overall corporate strategy for a larger second GSM European operator. The ADL team evaluated a range of different development paths that the operator could alternatively take, provided both qualitative and financial evaluation of each path and supported the operator's board's decision making process. We evaluated the likely development's in the market's fixed and mobile voice and data services and opportunities for our client to grow in each of these markets organically or via acquisitions. We also provided a defense strategy for the potential market entry of a third operator or of MVNOs. The team also provided a particularly detailed assessment of alternative technologies that our client was considering, ranging from GSM 900 via CDMA EV-DO and UMTS to mobile broadband wireless access technologies such as i-burst or IP wireless.
Was in charge of the development and implementation of a business solutions strategy for a European mobile operator. Building upon a detailed assessment of the national business market (including a large scale primary market survey), the team defined and quantified the demand for different business solutions in different industries and segments. Based on this demand overview, a service offering was designed in detail, including the required processes, as well as technical and organizational changes. Based on a review of the operator's capacities, partnering needs were identified and appropriate partners were selected.
Was in charge of the development of a mobile value added service strategy for a leading European mobile operator. Starting with an assessment of the current local market situation, the project utilized a large scale international benchmarking approach to identify trends in mobile applications and define a detailed development roadmap for the client. In addition, the project also included the definition of promotion and partnership strategy.
Was in charge of the evaluation of a strategic partnership between a mobile operator and a leading European betting and gambling service provider. The analysis included the performance of the service provider in large European markets on service portfolio as well as segment level. A discounted cash flow valuation was conducted to valuate the share of equity of the mobile operator. Strategic and financial options on how to further develop synergies between the online and mobile gambling applications were developed, as well as recommendations on how and whether or not the mobile operator shall increase its equity stake in the partnership.
In charge of a due diligence, bid book, financial model and evaluation of the acquisition of 35% in an integrated operator in a MENA-country on behalf of a leading, publicly quoted operator in the MENA region. 15 ADL consultants were involved in the project, the challenge was also to align ADL's work stream, having the overall responsibility, with the tasks of an investment bank, of a leading legal firm and of auditor advisors who were also advising the client
Was in charge of a due diligence assignment of a North African new entrant mobile GSM operator. ADL's project team, provided a bankable business case and a detailed, hundred pager due diligence report. The key assumptions behind the banking case were described in detail in the due diligence report, including approximately one dozen up-to-date benchmarks from other Middle-East, North African or CEE mobile operators. The due diligence report of about 150 pages has been used by leading West European Banks during the syndication of a loan of several hundred Euros. The team has ensured timely delivery of the report; which is being used by the financing institutions to convince their risk committees as well as syndicating banks of the solidity of the audited North African mobile operator.
Coached a 3G network project in supporting a leading European greenfield operator to define its strategy and to set up its operations. A framework for strategic options considering market entry strategies (incl. MVNO) and a shared network rollout plan was developed. The financial business model was set up for 5 scenarios representing various strategic options. Furthermore, the team conducted negotiations on network sharing options with existing GSM operators as well as screened local content partners and prepared negotiations on potential co-operations.
Coached an international team of 9 consultants for the strategy development and market assessment of mobile location based services for a leading Central European mobile operator. The strategy development included pricing, short / medium / long-term product portfolio, service rollout, service description and mobile location based content management.
Lead a project for a European mobile operator specifying the requirements for a new Management Information System. The MIS was specified to represent vital functions serving multiple purposes in an organization such as: controlling and reporting, validating the strategy and extracting conclusions in order to define new directions, support business planning and last but not least, customer management i.e. refine segmentation, churn prevention and management, initiate corrective measures, align processes and system requirements to better serve our client’s customers.
Lead a project in which Arthur D. Little has developed a new integrated financial model for a mobile operator fulfilling the requirements of two accounting standards. ADL integrated P&L Statements from more than 20 operational plans (from each profit/cost center) and prepared financial statements according to US GAAP, as well the local accounting requirements. The whole process was performed in close collaboration with one of the main strategic shareholder of the company.
Was in charge of a project where ADL carried out a the due diligence of a European TETRA operator investigating the feasibility of the business plan and marketing approach as well as the overall strategy for the operation. The assessment included comparisons with competitive technologies as well as the review of the "private – public partnership model" i.e. the contract between the operator and the governmental agencies. The final write-up of a comprehensive and structured report, was presented and handed over to 10 financing institutions who considered granting a syndicated loan to the operator.
Was in charge of a project were ADL carried out a top level due diligence assessment of the revenues and non-technical operating expenses of an Eastern Europe mobile phone network operator. Based on ad hoc analysis and thorough benchmarking, ADL made recommendations on drivers projections and overall business plan revisions.
Was in charge of a project were ADL performed a due diligence assessment of a North African mobile phones network operator’s business plan, focusing on reviewing the market, strategy and revenue aspects of the business plan. ADL's involvement also included the audit of the financial model, the assessment of risks through sensitivity analyses and scenario planning.
Built a telco and ISP start-up, was Arthur D. Little is holding an equity stake, and co-managed all activities from concept to operations. As project manager, he was in charge of 20-30 consultants (exceeding initial start-up staff) who developed a market-entry strategy entering five CEE countries, developed marketing plan, business plan, network and operations plan. The team has in addition designed all relevant operating processes as well as conducted the internal and external training. From concept to reality – the team has managed to beat a record time in the telco history in 86 days i.e. from the 1st kick-off meeting to launch date and revenue generation in the 1st market .
Lead a team to develop a business plan and strategy for a leading Austrian ISP covering five lines of business i.e. Application Service Provider, Broadband, Portal, Dial-up services and CEE expansion. The business was reflecting a compelling story line developed for an IPO, and compliant to standards subject to a due diligence process through Venture Capitalists and Investment Bankers.
For one of the largest Internet Service Providers in Austria, developed a business strategy enabling them to migrate from an Internet Access Provider to an Integrated Communication Provider i.e. developed strategic options to maximize shareholder value, and reviewed the company’s business plan considering the retained strategic options (incl. detailed pro forma spreadsheet modeling for fixed voice services as well as ADSL).
Lead a bid for a majority ownership stake in a CEE incumbent for a major Western telecom operator. Managed seven work streams consisting of the bid strategy, the marketing plan, the business plan, the network and operation plan, the HR & Organization plan, the Know-how transfer plan and the bid production management. The bid was providing a compelling offer for three strategic business units (fixed, mobile, Internet).
Lead a bidding project on behalf of Austrian shareholders of a leading ISP willing to conclude a deal with a strategic partner. Seven players (top local players and several international ISPs) visited the data room organized within Arthur D. Little facility; few of them have been short-listed based on the price and potential ability to maximize value of the shareholders' remaining stake. The team managed the bid process till financial closure supporting the decision making process of the shareholders and managing the interfaces between all involved parties i.e. the shareholders, the ISP and all bidders.
Lead a project for the preparation of a license bid for building and operating a 3rd GSM network in one of the CEE countries on behalf of a leading German-French consortium. The focus was on the bid strategy and on the commercial plan as well as the bid production.
Assisted a leading telecommunication supplier to design its electronic commerce concept to support its business processes (mainly customer care and order management).
Assisted several European mobile operators to develop their marketing strategy (incl. segmentation, value proposition, offer creation, market communication, loyalty program etc.) to launch pre-paid services throughout their cellular mobile networks. Prepaid vs. standard offer positioning were performed as well considering cannibalization risks. Review and evaluation of the business plan to measure the long-term impact of the overall results were carried out and monitored.
Coached the launch of loyalty program for an incumbent operator. The assignment focused mainly in defining the appropriate customer management strategy (i.e. define profitable segments and bundling products and services) to ensure the long term relationship with their most valuable customers.
Developed a global integrated Supply Chain Management concept to achieve 90% delivery time reduction for a leading European telecommunication supplier. Offered on-site coaching of the client’s organization to rollout the concept worldwide.
Re-engineered the market introduction process to launch new products and services for a fixed network operator. All interfaces within the organization supporting the launch process were identified and amended to reduce time to market and secure the highest quality of the services toward the customers.

Karim Taga received a Master of Science in 1989 from the Ecole Supérieure de l’Energie et des Matériaux, Orléans France with a master thesis accomplishment at the University of California Berkeley. After his studies he worked as a research assistant at the Vienna University of Technology where he developed an infrared fibre optical sensor. He received his Ph.D. in 1992 followed by an MBA in International Business from the Webster University St Louis Mi in 1993.

Karim Taga is fluent in French and Arabic (mother tongue), English and German.