Overview:

Synopsis

Telstra is now a company in transition. It has made a firm commitment to change, based on a structural separation of the organisation. The future of its infrastructure business has, in principle, been secured through the Heads of Agreement it has signed with the government. The $9 billion deal will secure the company an annual flow of around $1 billion.

However, it will now also have to protect/safeguard/preserve its other business, and interesting strategies have been mooted during recent announcements. These all clearly indicate to BuddeComm that the company is transforming itself in order to maximise the new opportunities that are ahead.

Since it will have to take into account the present as well as the transitional period ongoing regulatory conflicts with the industry seem inevitable, at least for the foreseeable future.

1. Synopsis
2. Schizophrenic approach ttransition period
3. Telstra is serious about its new future
4. New business models are required
4.1 Infrastructure
4.2 Middleware – value added infrastructure
4.3 The retail business
5. Unravelling the vertically integrated businesses
6. But what about the rest of the industry?
7. Background information
7.1 Company Overview
7.2 Telstra and the NBN
7.3 NBN Industry at crossroads

Table 1 – Telstra Group revenue by segment – 2006 - 2009
Table 2 – Telstra Group total revenue – 1994 - 2010
Table 3 – Telstra Group sales revenue, EBITDA, EBIT and net profit – 2002 - 2009
Table 4 – 2nd-tier telcos – revenue by provider – 2003 - 2010