Orange Bank is on a roll

Cutting through the noise at Mobile World Congress is a tough job but Orange’s play for the financial industry is certainly a good attempt.

After a successful venture in the French market, Orange Bank CEO Paul De Leusse gave us a brief run-down of future plans for the business. Spain is on the horizon, as is Poland, while the African markets are going to be given some more love.

“The aim of Orange is to build banks in every country we operate as a telco,” said Leusse. “We want a bank which benefits from the telco and brings benefit to the telco.”

It’s a bold ambition for the business, though there certainly is strong progress being made. At the end of 2018, Orange Bank had 248,000 customers, only 40,000 of which were Orange employees, while the synergies between the telco and the bank are very apparent. 150 of the telcos branches now have banking sales people, each of which can open more than 12 accounts a month. Compared to a traditional banking representative opening three or four a month, the numbers are encouraging.

Looking at where the telco benefits the financial business, the facts are somewhat surprising. Using telco data, Leusse claims he can take out the 30% of customers who represent 80% of the credit risk, while the insight on risk is more reliable than the data from the Romanian credit bureau. And of course, the benefits head the other direction as well.

Those customers who have both a banking and telco relationship with Orange are 15% more satisfied, while churn has been decreased. The Polish business has seen a 18% churn reduction, while Orange Money customers in Africa are 40% less likely to. Orange is a massive believer in the convergence business model, but this is taking the idea to another level.

Interestingly enough, fortunes could be greater on the road, with the Spaniards the next to get the banking dream.

Leusse pointed out the in Spain there is no need for the sales staff to be certified by the financial regulator, perhaps suggesting there will be a larger retail footprint. The Spanish market is digitally more advanced than the French, with customers more readily embracing the new normality of the internet.

According to research quoted by Leusse, 77% of Spaniards suggest they would happily do without a banker, while the number is only 51% in France. 66% of Spanish customers would also be open to being advised by Djingo, the telcos digital assistant, while this number is only 50% in France. Launching a bank in Spain could be just as a promising opportunity as France, maybe even bigger.

Xiaomi brought an old phone to Barcelona but added 5G to it

Xiaomi used Mobile World Congress 2019 to launch a 5G version of its Mi Mix 3 smartphone. The product will be available in the markets by May 2019.

Under the banner of “We Make It Happen” and billed as its first Mobile World Congress product launch (despite that it took place one day before MWC started), Xiaomi introduced the Mi Mix 3 5G version. The original 4G version of the phablet / super-sized phone was launched in October 2018. The new 5G reincarnation is powered by Qualcomm’s Snapdragon 855 equipped with the new X50 5G modem.

“Xiaomi has spent tremendous efforts developing a 5G smartphone solution and Mi MIX 3 5G represents Xiaomi’s quest to create innovative products for everyone,” said Wang Xiang, Senior Vice President of Xiaomi. “We are also delighted and honoured to be working with our partners to make 5G a reality for even more users all over the world.”

By partners on this particular occasion he definitely included Qualcomm and Orange, both of which endorsed the product launched. Cristiano Amon, President of Qualcomm Incorporated, shared the stage at the event. “We are thrilled to continue our long-standing collaboration with Xiaomi to help bring deliver unprecedented 5G speeds and transformative user experiences to consumers through their latest flagship smartphone, Mi MIX 3 5G,” he said.

Then a live 5G video call on the Mi Mix 3 5G was made on stage with an off-site Orange Spain executive, using Orange network. This may look commonplace nowadays, but it made history for Xiaomi: it was Xiaomi’s first 5G video call outside of China, the company claimed. It did not let go the opportunity without a subtle poke on AT&T either. When pointing at the on-screen 5G symbol, the Xiaomi product development director stressed this is real 5G, “not fake 5G”.

With the exception of 5G, all the other features and specs of Mi Mix 3 5G are the same as its 4G predecessor. The 5G version will be available in May and is priced at 599€.

Xiaomi Mi Mix 3 launch Feb 2019

Also introduced at the event is Mi 9, its new flagship smartphone launched in China a few days ago. Xiaomi spent a fair amount of time promoting the triple-camera, especially the AI performance to support different picture taking scenarios. Also being highlighted was Mi 9’s full-curved back cover, which it claimed to be inspired by the works of Antoni Gaudí, much to the delight of the local audience.

The Mi 9 is priced at 449€ for the 64GB version, and 499€ for the 128GB version. It is open to pre-order from today in Spain, France, and Italy.

The new product launches are packaged as steps taken to carry out the company’s “dual-core strategy” of Smartphone+AIoT that Xiaomi’s founder launched recently. Xiaomi’s executive threw in quite a few impressive numbers as proofs. For example, the number of monthly active users of MIUI (Xiaomi’s skin on top of Android) has reached 224 million; more than 2,000 products have been brought to the market by over 200 companies in the Xiaomi ecosystem; there are 132 million activated Xiaomi consumer IoT products, which has made it the world’s largest consumer IoT company.

It is also collaborating with IKEA and Philips to popularise smart homes and smart lighting. To make the point, Xiaomi’s executive went into a demo home environment on stage, attempting to switch off the smart air purifier with Google Assistant voice command. He did not quite pull it off. The air purifier refused to switch off, twice. Then he gave up.

Ericsson reckons it has finally got the hang of this partnership business

Ericsson’s partnership with Juniper is actually producing results, which makes it a distinct improvement on previous efforts.

The fact that it doesn’t have a fixed line offering has always been a strategic disadvantage for Ericsson. As a result it continually flirts with companies that specialise in that stuff in the hope of being able to offer that elusive end-to-end solution without going to all the hassle of buying one of them, as Nokia did with Alcatel-Lucent.

The most high-profile example of this came when Ericsson announced its engagement to Cisco back in 2015. This strategic partnership was sold as the best of both worlds; bringing all the synergy of a merger without all the hassle. There’s a reason why M&A is still generally the preferred option however, with the Cisco partnership yielding little fruit and being left to wither on the vine.

After a couple of years Ericsson gathered the courage to get back game again, this time taking it slow via the announcement of a backhaul partnership with Juniper. Five months of chilling in front of Netflix together seems to have strengthened the relationship such that the shy couple are now “unveiling further enhancements” to their relationship.

“The positive market response to our expanded partnership with Juniper is a testimony to the strength of our joint end-to-end transport solutions,” said Per Narvinger, Head of Product Area Networks at Ericsson. “We hope to sustain this momentum by further enhancing our leading, high-performance transport portfolio to ensure that next-generation networks continue to benefit our customers.”

“By integrating complementary portfolios and technologies, Juniper Networks and Ericsson continue to partner and further develop end-to-end transport solutions for the 5G era – solutions that give service providers greater flexibility, performance, security and automation,” said Manoj Leelanivas, Chief Product Officer said Juniper Networks.

The rest of the industry seems to be really happy for them and secretly have their fingers crossed that we’ll be hearing the pitter-patter of 5G networks before long. Juniper Networks and Ericsson have implemented renewed DNA core network that supports 5G transport capacity, boosting our 5G readiness,” cooed Mikko Kannisto, Director of Transmission Networks at DNA.

Elsewhere Orange and NTT have been spending a lot more time with each other recently and things have got serious enough for them to sign a strategic R&D framework agreement, no less. What’s more they expect to “mutualise research findings in several key domains,” which sounds downright saucy, the lucky things.

“As Europe embarks on its own 5G journey, our collaboration with NTT will be very precious,” said Stéphane Richard, CEO of Orange Group. “Both parties share a commitment to continuous learning and cultural exchange, which I fundamentally believe is essential in today’s global environment. The mutualisation of our respective research learnings will enable us to identify and develop better services for customers in our respective regions, and support the development of our multinational business customers internationally.”

“Orange is one of the most innovative and important players to cooperate closely in various ways to progress AI, IoT and 5G,” said Jun Sawada, CEO of NTT Group. “With this agreement, we will be able to enhance our capabilities and accelerate digital transformation in various industries, cities, sports and international events in worldwide.”

The weather is expected to be a lot better than it was last year in Barcelona and, with Spring in the air, there’s every chance MWC 2019 will see a lot more telecoms ‘partnerships’ get started, especially after many ‘networking evenings’ on offer. We wish them all the best.

Samsung looks to capitalise on Huawei’s woes

Samsung is reported to be investing heavily in infrastructure business to fill the market gap left by Huawei’s ban from 5G business in the developed markets.

Sources inside Samsung and other industry executives have told the Reuters that Samsung is pouring resources into its telecom infrastructure business unit, aiming to seize the opportunity created by the ban on Huawei in a number of important western markets. Samsung’s infrastructure business had been insignificant until recently, trailing Huawei, Nokia, Ericsson, Cisco, and ZTE, according to figures from the research firm Dell’Oro Group. But it saw a chance when first ZTE then Huawei found themselves being shut out of the lucrative 5G markets in one country after another in the developed world.

To join the ranks of Ericsson and Nokia, Samsung is said to be moving strong management resources as well as software engineers from the smartphone unit to the infrastructure business and to have started charming Huawei’s current customers. One of the global heavyweights that has been impressed by what Samsung has got to offer is Orange. After visiting Japan, where Samsung was conducting a 5G trial, Mari-Noëlle Jégo-Laveissière, Orange’s CTO, was happy to include Samsung in its shortlist of alternative suppliers, after the telco decided to ban Huawei, its long-term top supplier, from its 5G business in France. An Orange 5G trial with Samsung will be conducted this year.

One difficulty Samsung needs to overcome is the shortage of talents. To start with it needs good engineers. To this end, Samsung’s heir apparent and de facto head Lee Jae-yong, or Jay Y. Lee as he is known in the western world, has sought the support from the Prime Minister when the latter visited Samsung in January. “We need more software engineers and want to work with the government to find that talent,” Lee was quoted by government officials. Samsung’s infrastructure unit has a workforce of about 5,000 people, both Nokia and Ericsson employ more than 100,000 people, and Huawei is said to have employed 200,000 people.

Another type of people Samsung needs to get onboard is those that can build operator relations. This needs a different skill sets from what Samsung has excelled in dealing with distribution channels for its smartphones, and it needs them to be in all the right places in the mature markets, and, better still, to have already worked with the potential operator customers. Due to the nature of business, trusty relationship with telcos often need to be cultivated for years or even decades.

However, Samsung may have just chosen a perfect timing for expansion. Both Ericsson and Nokia are laying off people, either wholesale shutting down of full business units, or selectively downsizing certain teams. Many of these functions have actually had customer interface experience. Huawei’s founder meanwhile has warned that the company may also need to adopt some cost control measures. Though they could not bolster Samsung’s strengths to the same level of its competitors, these could all be good recruitment targets for Samsung to pounce.

Orange builds out security credentials with SecureData acquisition

Orange has announced the acquisition of SecureData, building out the increasingly extensive cybersecurity operations at the telco.

The Orange Cyberdefense Division is another one of Orange’s ventures into the world of differentiation. Like banking and smart home services, this is not a segment which is necessarily core for the telco, but with a close enough link to connectivity it’s a low risk approach to diversification. With annual sales approaching €300 million, over 1,300 employees and a presence in 160 markets, it is also fast becoming more than just an ‘other bet’.

In SecureData, Orange has bought itself more of a presence in the UK, the largest Western European market for managed security services. SecureData’s existing Security Operations Centre (SOC) in Maidstone will add to the existing 9 Cyber SOC’s and 4 CERT’s around the world. The footprint is steadily increasing, gradually making the Orange security business more appealing to both national and international customers.

“SecureData, just like Orange Cyberdefense, has successfully made the transition toward Managed Security Services, and shares the same passion for Cyber,” said Hugues Foulon, Executive Director of Strategy and Cybersecurity activities at Orange.

“Cybersecurity has become a critical element for both large and small companies as they evolve in an increasing digital-reliant world. We are convinced that the combined expertise of Orange Cyberdefense and SecureData will provide a powerful resource for our customers in ensuring the protection of their valuable data.”

While Orange has not necessarily been spraying the cash everywhere, it has steadily been building its cybersecurity credentials. Aside from this purchase, Atheos and Lexsi are two other examples, with the services now being extended to 160 different countries.

These two acquisitions do date back a few years, though in cybersecurity Orange has once again proved it can think ahead of the game. This is a segment which is only starting to get the attention it rightly, and responsibly, deserves but it has been an ambition for Orange for years.

A recent survey from Tripwire claims 60% of respondents were more concerned about IoT security in 2019 compared to the previous year. IoT is a blossoming segment, an opportunity many companies will want to take advantage of for both new revenues and operational efficiency, but few know how to keep themselves secure. The perimeter of the network is about to vastly expand, but right now it is nothing more than a risk. Security needs to radically rise up the agenda.

Like getting ahead of the fibre trends across Europe, Orange looks like it onto a winner with a focus on cybersecurity. With tighter regulations on data protection and privacy, combined with increased public backlash with recent breaches and leaks, as well as new business models, security is becoming more of a priority for companies. The low-risk, long-thinking approach from Orange definitely looks to be paying off.

Orange steps further into the convergence game

Orange has announced a new partnership with Groupama, adding another branch to the convergence strategy with a home telesurveillance service.

Everyone in the industry is talking about convergence as a means to improve revenues, but few have created quite a splash in the deep-end as the cannon-balling French telco. This latest partnership with Groupama will see the creation of Protectline, a joint platform for the operation and management of home telesurveillance services.

“The upcoming launch of our home telesurveillance service is an important part of Orange’s multi-service operator strategy,” said Stéphane Richard, CEO of Orange. “To deliver the best product possible, we have again chosen to work with Groupama to pool our skills and resources, following on from our Orange Bank partnership.”

With Orange owning 51% of the new venture, it’s a very clever way for the telco to diversify revenue streams. Groupama is already a well-established player in this segment, but Orange has something which every business wants; a humongous subscriber base to potentially sell added-value services into. This is where this partnership is a stroke of genius and an excellent foundation for future convergence growth.

Orange has built a successful business and large customer base through doing what it does very well. Until recently it has focused exclusively on markets which it has a pedigree in; connectivity. Recently it has explored banking, cyber-security, entertainment and smart home services, though each has relevant-industry partners under-pinning the venture, as well as a direct tie back to the core business.

Protectline is another example of how the Orange business is embracing convergence in a low-risk, high-reward manner. Groupama has the expertise while Orange has the sales and marketing capabilities. Each is supplemented the other, leaning on the skills which are brought to the table. Its sounds incredibly simple, because it is, but it is effective. Of course, you have to wonder why there aren’t more in the industry doing this and the answer is relatively simple.

When splitting the risk, you have to split the spoils. If Protectline becomes a roaring success, Orange can only collect 51% of the riches. This might not sound attractive to other telcos, some of which have chosen to go solo on diversification to varying success; just have a look at BT’s attempt to rock Sky’s dominance in the premium TV segment.

Sky is another which has proven to be successful in the convergence and diversification game, branching out from the core TV services to offer broadband and mobile connectivity offerings. However, similar to the Orange example, the risk has been somewhat removed as the broadband offering runs over Openreach infrastructure and the Sky Mobile is a MVNO. The high-risk elements of these diversification ambitions, the CAPEX heavy infrastructure, has been removed from the equation. Sky focuses on what it does best, maintaining a relationship with its customers.

The buzz around convergence has been dying down a bit recently, as while it is an effective strategy few has realised the bonanza which was initially promised. Orange is one of those few who are reaping the considerable benefit, but only because it is not going alone.

The question which remains is whether Orange can nail the customer experience element. This would have been the big hurdle for the banking product, though it seems to have passed with flying colours. Groupama can take the operational risk away from the telco, but customer experience is slightly different in every vertical; Orange will have to prove its worth by being engaging and intuitive if this is to be a success.

Orange has realised where its strengths are and by offering this massive subscriber base as leverage is any future partnerships, it is proving the low-risk convergence game can be a very profitable one.

Huawei employee arrested in Poland on spying allegations

Huawei’s sales director in Poland, who previously served in the Chinese diplomatic corps, has been arrested by the Polish authorities on spying allegations. Huawei immediately terminated his employment.

More details have been disclosed related to the arrest of Wang Weijing, who also goes by the name Stanislaw Wang. After serving as attaché at the Chinese general consulate in Gdansk, Wang joined Huawei’s Poland office in 2011, first as its PR director then as its sales director responsible for selling to the Polish public sector. Wang was detained on 8 January, on allegations of spying, as was first reported by the Polish public broadcaster TVP.

According to TVP, an Orange employee arrested on the same allegations, identified as Piotr D, had worked at the country’s Internal Security Agency (ISA, or “Agencja Bezpieczeństwa Wewnętrznego (ABW)” in Polish), which carried out the arrests. While at ISA one of his responsibilities was issuing security certificates for equipment used by Poland’s public-sector offices. He left the agency earlier after being accused of corruption but was not formally charged.

The offices of Huawei and Orange were searched respectively following the arrests, though a spokesperson for ISA told Reuters that the allegations against Wang were related to individual actions, not directly linked to Huawei. This is also the line Huawei adopted when it promptly severed the employment relationship with Wang, citing that “in accordance with the terms and conditions of Huawei’s labour contract, we have made this decision because the incident has brought Huawei into disrepute.”

Orange said it did not know if the investigation in Piotr D. was linked to his professional work but would continue to cooperate with the authorities.

Despite the troubles it has run into in markets like the US, New Zealand, Japan, and the UK, Huawei’s business in Eastern Europe has been largely unperturbed. However the latest twist in Poland and the earlier arrest of Meng Wanzhou, Huawei’s CFO, in Canada might put this position under pressure. On Saturday 12 January, Joachim Brudzinski, Poland’s interior minister, called for a EU-NATO joint position with regard to banning Huawei from these markets when speaking on a Polish commercial radio station. “There are concerns about Huawei within NATO as well. It would make most sense to have a joint stance, among EU member states and NATO members,” said Brudzinski.

Then on Sunday 13 January, Karol Okonski, a government official responsible for cyber security, told Reuters that Poland could consider forbidding the public sector from using Huawei products while probing the legal measures to limit Huawei’s access to the private sector. “We do not have the legal means to force private companies or citizens to stop using any IT company’s products. It cannot be ruled out that we will consider legislative changes that would allow such a move,” Okonski said.

Huawei has always denied that it poses security threats, or it spies on behalf of the Chinese government. In a statement it sent out to media after its CFO’s arrest and it sent again after the arrests in Poland, Huawei stressed that it “complies with all applicable laws and regulations in the countries where it operates, and we require every employee to abide by the laws and regulations in the countries where they are based.”

Incidentally, the South China Morning Post reported earlier that, shortly before her arrest in Canada, Meng Wanzhou and Ren Zhengfei, the founder of Huawei and Meng’s father, hosted a town hall meeting for Huawei employees. According to a transcript distributed to Huawei staff and seen by SCMP, both executives discussed extensively on compliance. Cases were divided into “red” and “yellow” lines. By red line, Meng meant the rules where there is “no bargaining and must be strictly complied with”, while by yellow line she referred to cases where strict compliance is not operationally feasible, and the company can build in the costs of flouting the rules as “sunk costs.” She cited labour risks as an example.

“Of course, beyond the yellow and red lines, there may still be another scenario, and that is where the external rules are clear-cut and there’s no contention, but the company is totally unable to comply with in actual operations. In such cases, after a reasonable decision-making process, one may accept the risk of temporary non-compliance,” quoted by SCMP.

Ren also urged his staff to consider both cost and benefit in compliance cases, especially related to laws of the US and EU. SCMP quoted him challenging those present when answering a question: “We must not bind ourselves up just because the US is attacking us. If our hands and feet are bound, then we will not be able to continue producing, then what’s the point of compliance?”

Orange squares up to OTTs in battle for smart home

With it abundantly clear connectivity alone is not enough to meet the profitability ambitions of the telcos, Orange has made a fresh push to wrestle control of the smart home away from those greedy internet players.

As expected, the Orange and Deutsche Telekom partnership has flourished into a diversification venture. For Orange, the team will be launching the Djingo Speaker, while DT will be launching its own version branded the Magenta Speaker. These are fundamentally the same product, operated by the same AI, tailored for the individual markets.

New products should hardly come as a surprise, but this is the tip of the spear aimed directly at the useful ecosystem created by Amazon and Google in the smart home.

Originally the router might have appeared to be the logical focal point of the fabled smart home ecosystem, though inactivity from the telcos and aggressive deployment from the OTTs has seen this shift to the smart speaker. Orange’s Live Box will seemingly be the home of the connected services portfolio, though with the smart speaker the team now have an interface which is increasingly becoming normalised with the consumer.

The big question is whether Orange is able to demonstrate the value of itself as a provide to the customer, above and beyond what the OTTs can offer. And they are playing an interesting angle.

“The business model is based on the subscription charge,” said Stephane Ricard, Orange CEO. “We won’t squeeze your data to make money.”

With the world quickly turning against the data-sharing economy, thanks to governments gradually exposing the complicated nature of the data machine, this might be a useful statement to make. Orange will charge a subscription for the added value services, not use personal information as a commodity in the manner the OTTs are.

This is where Orange might find its first challenge. Less than one in four French citizens have a connected device today, aside from a smartphone, while only 10% make use of a digital assistant. The initial connected life services offered by Orange, linking up everything from connectivity to banking and entertainment, will be free, though monetization depends on luring customers to the more premium services, such as security.

This is one of the services which will be placed on top of the connected ecosystem created by Orange in the smart home. Working in partnership with Groupama, the Protected Home is a security solution which can be remotely managed by the user. There will be future joint ventures and solutions launched on top of the smart home ecosystem, but Orange needs to convince the user it is worth it in the first instance.

With low penetration of connected devices and virtual assistants, the French clearly aren’t that enthused by consumer IOT right now. Perhaps the Orange brand, a trusted and credible company in France, can change this image. Though whether it can compete toe-to-toe with the likes of Google and Amazon in developer power, remains to be seen. We doubt it, though perhaps the world does not need an overly complex virtual assistant right now.

Users don’t need a virtual assistant to restock fridges, or arrange meetings, they just a link to control the smart home. This is an area which the user is still getting used to, therefore perhaps its inability to create an overly-complex and super-intelligent virtual assistant will work in its favour?

Orange’s ambition is to be a multi-service vendor with connectivity acting as the bridge between various different services. The banking venture is now a year old, making steady progress, and the team will hope the same success can be replicated in the smart home segment.

Orange plans banking profitability by 2023

With many commentators expressing doubt over Orange’s banking venture, it might come as somewhat of a surprise the team are planning to be profitable by 2023.

After launching the financial business last year, the company is collecting customers increasingly quickly and is currently in the planning stages of its pan-European assault. Spain is next on the list, but it is the profitability and larger revenue growth contributions to the Orange Group business which are capturing attention.

“The entry of Orange into the non-telco services, should be viewed as defensive and pre-emptive actions,” Ramon Fernandez, Executive Director of Finance, Performance and Europe at Orange told Telecoms.com. “It’s a key lever to stimulate growth beyond what the mature telco business can offer.”

This is seemingly how Orange is viewing the banking services. With profitability and growth in the traditional telco segments constantly eroding, any operator which wants to seek bumper returns will have to search elsewhere. In the Orange business, this has taken the form of cyber security solutions, entertainment, the enterprise cloud segment and finally, banking.

Mobile finance might seem like a significant step away from the traditional telco business, though there are common factors which all each to function and grow. This isn’t just a case of grabbing entirely new revenues, the convergence strategy is winning through again.

As it stands, the banking product in France currently has 200,000 customers, though ambitions are to have two million by 2026. Of those customers, 60% are opening accounts in the stores across France. This is a significant opportunity for Orange, as while there are certainly cross-selling benefits from telco to finance and vice-versa, the finance business does not exist without the retail footprint across the country. Fernandez described this as the ‘phygital’ world, which gives Orange an advantage over other digital challenger banks, of which there are quite a few in France.

That said, the retail footprint isn’t the only benefit. Brand awareness is now up to 45% thanks to the strong position of the Orange business in France, though the data which the banking team can lean on is critical. With services being launched in the loans and credit world, telco customer billing data can be used to understand the risk profile of customers. Identifying the right customers, with an acceptable level of risk, is key for the business and this is where the telco business can really drive benefits as well.

The important factor from a marketing perspective, which Fernandez and Paul de Leusse, the bank’s CEO, have been keen to emphasise is this is not being sold as a traditional bank; they aren’t selling a traditional banking relationship, they are selling the way to use a banking application on the phone. Orange doesn’t want to innovate on products, this is viewed as dangerous, but instead focus on user experience. AI is being pushed heavily, with digital interactions being preferred. This will mean not all customers relevant, but those who are demonstrate a desire for AI-interactions. de Leusse claims 45% of current customers prefer this route, and with a median age of 42, it isn’t just the digital natives who are adopting.

For the moment, the team are still in aggressive customer acquisition mode, this will continue through year two before a few years of stabilizing OPEX. Scalability is obviously critical here, and is set to start making an impact as the team has already negotiated a reduction in manufacturing costs for cards this month. This will make a notable impact on the launch of the Spanish finance business which will launch early next year with Romania to follow quickly afterwards.

This is where profitability will come from. By 2023, the team plan to break even, projecting revenues of €500 million with four million customers spread through seven countries. Only five of these countries will have a fully-functioning bank, though Orange Money services will plug the gaps elsewhere. While many telcos would shirk at the prospect of going into finance, Orange is approaching it as a convergence opportunity. The simplest way to look at this is regimented loyalty.

In years gone, telcos used to use the complicated process of switching providers as a means to enforce loyalty. With regulators now tackling this frustrating part of customer engagement, new ideas are needed. Convergence is one of those, as while there are pricing benefits to the customer, tying as many services as possible into one provider makes leaving a nightmare. If you were to take all of Orange’s services now, upon leaving you would have to search for providers for mobile, broadband, banking, entertainment and security. Having all of your bills in one place is nice when you’re happy, but leaving is a disaster; it is essentially enforced loyalty.

This might sound negative, and it is slightly nefarious, but this should not detract from an interesting and ambitious move from Orange. Telcos are searching for new revenues to compensate from the OTT assault, and this is proving to be a successful venture.