Member only pricing sits at the core of the offer. Membership is £39.99, unlocking benefits that includes free delivery, extra savings, unpacking and recycling services for retail purchases, and finance deals on SIM free phones every 24 months. 

Plus there’s an exclusive ‘one size fits all’ member tariff for £12. It’s a straightforward 30 day SIM only deal with 500GB, unlimited calls and texts. It also includes a reasonable 15GB of roaming with an option to top up with boosters. 

The obvious comparison to make is with iD Mobile, which falls under the Curry’s brand. iD has led the way in terms of electronic retail MVNO models, introducing a range of price plans from monthly to SIM only, and device bundles. This leverages its retail strengths and heritage inherited from Carphone Warehouse.  

However, what iD has not achieved yet, is a full integration into the Currys shopper base, whereas it’s clear this is very much the intention of AO. 

It will be interesting to see how this plays out particularly as both MVNOs are on the Vodafone network. There is no difference in coverage or network service so it will come down to proposition and value. 

Will embedded member benefits and simplicity win, or will the more traditional MNO approach of a wide range of tariffs, offers and handsets be preferable? It’s perhaps not something you can split in such a black and white way. Each brand knows its customers and has a proposition to suit. That said, I suspect the cautious approach from AO will need to change to be more bullish and give people a wider range of price plans to choose from.

The trend for retail MVNOs shows no signs of slowing

Of course, AO’s launch is part of an ongoing global trend of retailers launching MVNOs to make loyal customers even stickier. UK examples include Tesco Mobile, Asda Mobile, Superdrug Mobile, Coop Mobile, and further afield I’d point to the German retailer MediaMarkt’s Let’s Go Mobile brand and Bait from Walmart in Mexico. 

We’ll see more over the next 12-24 months. Lidl is already well on its way to introducing mobile in 30 markets and I firmly expect more to follow suit in Europe, but also emerging markets where regulators want to open up competition. It all supports the predictions that the segment will grow by 50% from $4.8bn to 7.3bn by 2031.

Is that really possible? Yes. Everywhere you look there are retailers with a large footprint that can use mobile to convert customer footfall into additional value and loyalty. From supermarkets, through technology stores to fashion brands, they all have the ingredients provided they can create a proposition full of unique value and strike wholesale terms to underpin growth. 

I’m also sure that sooner or later one of the highstreet banks will realise that they need to address the impact of Lendable, Revolut and the Neo banks. Consumers are open to this type of ‘retail’ offer too and with the right help, brands have it in their gift to capitalise on the opportunity quickly. 

But whichever brand is next, one thing is for sure, the UK MVNO environment remains as vibrant as ever. Just the way I like it! 

We have worked with retail brands in developed and emerging markets around the world, helping them understand the scale of the local opportunity and how to bring it to market (you can see how we’ve done it with Apple Premium Re-seller here). If you are a brand trying to understand how mobile will add value, and encourage customer stickiness then get in touch here.

Further reading 

The post AO Mobile introducing a new membership model to the UK mobile market  appeared first on Graystone Strategy.

We’re starting to see satellite take off in countries around the work where regulators are granting permission.

Top of mind is the UK, where, following Ofcom approval O2 Satellite is first out the blocks with its Starling backed services, and Vodafone has inked a deal with AST Space Mobile. In the US, Skylo, Verizon’s direct-to-device (D2D) partner, is the latest name to be seeking FCC approval for services to support IoT, smartphones and wearables.

The post The Art of the Wholesale Deal: Negotiate, renegotiate, grow appeared first on Graystone Strategy.

The post 1 Year On: How Has the VodafoneThree Merger Changed the Market? appeared first on Graystone Strategy.

In terms of strategy, no. I think we could see it from a mile away. Timing wise, yes. To do it a year on from officially merging two brands was sooner than I, and no doubt markets and analysts, had expected. 

The deal is made up of a £4.3m cancellation of shares and an anticipated £700m cost and CAPEX saving. A decent chunk of change in anyone’s book.

This will be realised by bringing the 100% owned company into the Vodafone Group and leveraging ‘synergies’ and, undoubtedly benefits from technical consolidation.

There are other upsides. The big one being it will neutralise the political concerns about Chinese ownership of critical infrastructure. This is likely to sit well with large enterprise too.

Yesterday, I was asked if I thought this would trigger additional CMA interest.

My gut reaction is that it won’t. There is no real change for consumers, and you could argue that consumers will do better out of the leveraging of intra Vodafone Group benefits. 

Plus, originally there were some substantial competition remedies on the table to ensure consumer and wholesale competition remains at a level comfortable for the CMA.

Which leads me to unpacking another anniversary present / question. One year on, how effective have the remedies been?

Avid readers of my blogs during the run up to, and announcement of the merger will know that remedies were as follows:

1. Investment plan of £11bn to create the largest 5G SA network. This had to be delivered in 8 years with key milestones over that period.
2. Special tariffs that were identified as good value for cash challenged households must be retained for 3 years (2 years left now).
3. A commercial deal was done to allow the merged entity to remain in the site sharing agreement with O2, which involved O2 buying some spectrum from Vodafone Three.
4. A regulator wholesale reference offer was approved, the aim being to maintain competition in wholesale markets. Existing MVNOs also benefitted from some wholesale carve out.

So, has it been successful? At a general level, I would say the UK market is still competitive. The Three brand is still trading and advertising, and as a consumer I haven’t seen a massive price hike, above the usual inflationary increases that the MNOs level (MVNOs not so much). 

I am a Vodafone customer and have been since I started working for them in 2002, and overall I think I have seen improvements in coverage locally through the network sharing and deployment of MOCN.

We haven’t seen the massive MVNO bonanza as I was expecting. But then it’s only been a year.

But, we have seen launches mostly via MVNAs such as eSIMGo, Gigs and Gamma. This includes brands such as Zim, Tekmoni, Rocket mobile, Millwall and other football brands.

In terms of larger multinationals, Gigs has enabled Revolut on Vodafone Three, which is part of a broader mobile strategy across multiple markets. Interestingly, Revolut has used 1Global in other markets so there is healthy competition in Europe.

And we shouldn’t forget the 1Global deal with Lidl which is expected to bring up to 30 MVNOs globally. The UK is likely to be one market that Lidl seeks to build on its increasing grocery market share (8.5%) and a region where it can also integrate its loyalty app.

There have also been a large number of announcements of intent to launch, including AO, Monzo, Klarna and Netonmia.

Part of the remedies include the expectation that Vodafone Three will send an annual report to the CMA detailing progress against milestones and demonstrate that remedies are working as expected. We wait to see what comes out. 

Overall, I would say the wholesale market in the UK is still busy. Large brands are interested and 12 months is really early days, albeit we have used a third of the 3-year window for remedies. 

I would say the next 6-12 months are going to be critical and I am forecasting more, larger brands coming to market, which I’ll report on as they happen. 

So, all that remains to be said is ‘Happy birthday Vodafone Three’! Some surprises but largely expected performance.

The Graystone Strategy team is the official training partner at the MVNOs World congress, where we will deliver three masterclasses on all aspects of delivering a successful MVNO. They are free for conference attendees so be sure to secure your slot. And if you need help determining your MVNO strategy in the wake of this announcement, drop me a line. We’re always happy to give some initial advice. 

The post Vodafone Three’s buy out is no surprise, but what happens for MVNOs could be.  appeared first on Graystone Strategy.

Launching a retail MVNO is, of course, not a new idea. We’ve seen this happen all over the world. But I think it’s the scale that is breathtaking. It’s a huge statement of strategic intent from both sides, and a reminder that retail MVNOs remain one of the most powerful, and, in my opinion, underutilised, growth levers. 

Lidl’s ambition to leverage its retail footprint in multiple countries, combines ingredients successful retail MVNOs boast, including the option to distribute at scale and capitalise on high levels of consumer trust. 

Coupled with access to 1Global’s digital expertise, Lidl is on the road to creating a compelling mobile proposition that can be set directly into the retail experience.

The case for retail MVNOs

Looking back over the last five years, MVNO performance has rocketed and, in some countries, MVNOs post better growth than their operator hosts.  

Close to home, retail MVNOs account for over 40% of all MVNO subscribers in the UK. Tesco Mobile alone has over 5 million subscribers and has successfully expanded into Ireland, the Czech Republic, and Slovakia. 

Alongside it, brands like Asda Mobile, iD Mobile (from Currys), Coop Mobile, and Superdrug Mobile are showing that a close bond between the mobile and retail experience pays off. 

You don’t even have to be trading with shops either, as proved by AO’s announcement last June, that it too will launch an MVNO very soon. 

Internationally, the success stories are just as compelling. The standout example is the market disruptor Bait, Walmart’s MVNO in Mexico. It’s seen extraordinary growth and now holds the number two spot in market share, outperforming two established network operators. 

On the other side of the world, Aeon in Japan, and Woolworths in Australia, are great examples of retail MVNOs that work because they already had so many of the ingredients critical for a successful retail MVNO. 

So why do retail MVNOs work?

Having worked across multiple retail MVNOs, including iD in Ireland, Coop Mobile in the UK and Channel Islands, Asda Mobile, Superdrug Mobile, and even the now-retired Mobile by Sainsbury’s, I’ve seen firsthand what separates the successes from the also-rans.

It comes down to a few critical factors.

1. Unmatched customer access

The first, and arguably most important advantage is customer access.

Retailers like Asda and Tesco have tens of millions of customers passing through their stores every week. That level of engagement dwarfs what traditional mobile operators can achieve. Mobile is a low-frequency interaction; grocery retail is often weekly, if not more.

Retailers also typically enjoy significantly higher Net Promoter Scores (NPS) than telecom operators. In simple terms, customers like supermarkets more and are willing to switch to them for their mobile.

2. Low customer acquisition costs and high lifetime value

Retailers with stores are perfectly placed to convert footfall into SIM sales at a fraction of the cost incurred by traditional operators. They have the space in store to allocate to sales either as concessions, or SIM displays at checkouts, and the staffing is taken care of. Plus, with a steady stream of customers through the door, there’s no need for expensive above the line marketing campaigns to drive awareness and footfall.

This dramatically lowers customer acquisition cost (CAC) and gives retailers the flexibility to invest more in customer offers such as bigger data bundles, better loyalty rewards, and / or compete aggressively on price. 

Retail MVNOs perform exceptionally well on key metrics like margin per square foot. I’ve seen how a small footprint in-store can generate disproportionately high lifetime value (CLV), especially when compared to the relatively thin margins on everyday grocery items.

3. Integration with loyalty

The real magic, however, lies in integration. The most successful retail MVNOs don’t treat mobile as a standalone product. They embed it into the broader shopping experience. This is where many weaker propositions fall.

When mobile is linked to loyalty schemes, member pricing, or exclusive discounts, it becomes far more compelling. Customers aren’t just buying a SIM, they’re unlocking additional value with a retailer they already engage with and trust.

And the benefits are felt both ways. Mobile drives retail, and retail drives mobile. As not only does the MVNO generate incremental, recurring monthly revenue, but it also drives the core retail business. 

Some of the best retail MVNOs I’ve seen, incentivise customers to increase their visits to store, and how much they spend using loyalty point accelerators, discounts, and vouchers. This results in significantly higher retail basket spend and improved customer loyalty.

4. Customer perception is king

Trail blazers like Tesco and Aldi Talk legitimised retail MVNOs 20+ years ago and won over generations of consumers who only grew up with the option of a big operator. The latest generation of mobile users have never known a market without MVNOs. The net result is that brand loyalty to MNOs has waned, and there’s a readiness to switch to brands that are not traditionally associated with telecoms. 

Lidl and 1GLOBAL make for a winning combination 

Lidl knows it can achieve the same results. It brings enormous scale, a strong value-led brand, and a growing digital and loyalty capability, and when blended with 1GLOBAL’s technical infrastructure and international reach, they’ll be able to execute across multiple markets. 

And, dare I say, with brands like Revolut in the 1GLOBAL stable who knows where Lidl could branch out to. Banking and financial services is also a fast growth MVNO segment. I wouldn’t be surprised if there’s a longer-term strategy there. 

Whatever the future holds, for now they have the ingredients for a highly competitive retail MVNO proposition, and it should prompt other retailers, especially in the UK, to stop and think. 

There are plenty of brands with the scale, loyal customer base and infrastructure to make a retail MVNO work. Morrisons More, Boots and its Advantage card, and the various Co-operative groups, spring to mind as contenders. Even Sainsbury’s, despite the previous exit of Mobile by Sainsbury’s, could revisit the opportunity, particularly given the strength of the Nectar scheme today. 

Given the grocery market is so competitive and the challenger brands are not only taking share and winning the price wars but now sharpening their focus on growth through MVNOs, it would seem fool hardy for other retailers to be complacent.  

In my view, this will spark the next wave of retail MVNOs. Because when one retailer moves, others follow. 

20 years ago, retail MVNOs felt like a risk. Why would a brand take money from the business to invest in an unproven model, when you could build another store, refurbish one to add new product line or even buy a competitor?

But now the numbers stack up. The model is proven, with global success stories and strong underlying economics. We talk about their merit every year at MVNOs World because they work. Not only that, MVNOs work hard for their parent brands. 

For retailers sitting on the sidelines, the question isn’t whether this model works. It’s whether they can afford not to be part of the next generation of retail MVNOs. Those that dally, genuinely risk losing out to competitors on both customer numbers and incremental revenue.

So, if you want to be part of the new era but need help with the proposition, the business case, technology choices, or wholesale contract, then Graystone Strategy can help. Our team have negotiated and launched many successful retail MVNO and are perfectly placed to get your strategy off the ground. To get in touch click here.

You can also book a face-to-face meeting with us at MVNOs World, June 1-3^rd in Amsterdam here.

The post Could the Lidl 1GLOBAL MVNO announcement signal a new wave of retail MVNO growth in Europe?  appeared first on Graystone Strategy.

As stories go, this is significant for the market and indicates the growth potential of operator sub-brands and MVNOs right now, even in a busy market like the UK’s. 

BT ditched an excellent multi-brand strategy

BT has been here before. At peak success, the stable included BT, EE, and Plusnet. The three brands represented three distinct opportunities to acquire more ‘traditional’ consumers (BT), to the more edgy and young (EE), to those prepared to go with a market challenger (Plusnet). But after a brand review last year EE became the lead consumer brand for fixed and mobile and Plusnet lost mobile from it’s portfolio.

The original multi-brand strategy worked as BT, EE and Plusnet not only reached high numbers of consumers across different segments, but they also supported a multi-play strategy of fixed, broadband and mobile, something the other operator sub-brands such as SMARTY, giffgaff and Voxi could not offer at the time.

But as we know, things change, resulting in BT walking away from a multi-play, multi-brand strategy and losing its low cost mobile offer in doing so.

Time for a rethink

This week’s news indicates times have changed again, and a sizable rethink is going on. BT’s hand is somewhat forced as successful MVNOs and sub-brands reign strong, especially in the value end of the sector.

The driving question is: how will BT tap into the ‘value’ space and compete against sub-brands like SMARTY, giffgaff, Talkmobile and Voxi? It’s done it before with Plusnet, afterall. 

These challengers are all winning share, alongside MVNOs like Tesco, iD Mobile, and Lebara – none of which are on the BT network. Not to mention Sky, which has a great multi-play offer in the market.

Top of the strategic imperatives is to establish if BT should build or buy. 

Acquiring an MVNO with brand recognition, established infrastructure and customers, will be very appealing to get the job done quickly. But why go down that route when you could build a sub-brand with your own infrastructure? 

Let’s look at the pros and cons of both.

Setting up a sub-brand is common practice today. UK examples include Voxi, SMARTY, giffgaff and Talk Mobile but the phenomena is established throughout mature markets.  

It allows you to choose and build a proposition that is 100% complementary to your other brands. It allows you to have total control and leverage some of your network economies of scale.

BUT it takes time to set up, comes with the hefty costs of developing and launching a brand, and, if you seek to leverage too much of the existing ‘masterbrand’ infrastructure, or the skills working within the masterbrand, you can start to stifle the entrepreneurial spirit that a successful sub-brand needs.

Stepping back to a time when sub-brands weren’t a thing, operators only had the option of wholesale deals to find complementary MVNO partners that allowed the MNO to indirectly take share of a customer segment they could not address with the masterbrand.

The alternative approach has always been to find MVNOs which will address segments where the operator masterbrand is not strong. This allows the operator to indirectly target the segments through the MVNO and take their value through wholesale revenues.

But, and it’s a big but, operators don’t control the brand, it comes without the full retail revenues or customer ownership and they don’t set the proposition or pricing. This can be uncomfortable to mobile network operators, because without a level of control it’s hard to stop the MVNO drifting into your lane, and risk no longer being complementary.

Buy an established brand or a fledgling?

The speculation that an acquisition is in the offing, suggests BT has done its homework on all of this and has arrived at a crossroads – a) ‘buy’ an established brand with a large base and then supercharge the operations with MNO capital or b) buy a brand based on its potential. 

We have seen this done in France and Spain extensively over the last few years with a host of operators buying up and integrating MVNOs into a multi-brand portfolio.

BT obviously has significant financial resources so has options. I expect the board will first investigate an acquisition from within its existing wholesale portfolio. These MVNOs are already integrated into BT and the majority of BT’s portfolio (except Lyca) are light MVNOs meaning no SIM swap, and potential customer churn, should BT acquire them.

So what are immediate the options to acquire? It’s a very short list:

• Utility Warehouse offers a good base, a very unique and sticky low cost offer and it’s multi-play. But this presents a bigger question: would BT want to buy the whole business – gas and energy etc too?

• There’s 1p Mobile, the spin off from Utility Warehouse. It’s low cost but would it feel like a credible competitor to SMARTY, Voxi etc?

• Lyca is probably the organisation with the most subscribers and therefore appears a good prospect. BT Wholesale lured the brand away from O2 and it could make sense to go a step further given it’s already hosted on its own infrastructure.

However, BT might not consider it an optimal partner in that Lyca’s heritage is in the low cost international markets not domestic. 

Although Lebara has successfully proven moving from low cost international to a value brand can be done, it’s taken a long time and BT may not have the appetite to commit to a lengthy process with Lyca. There’s also the risk that any acquisition would inherit the long running HMRC dispute.

• Spusu may be an option. Low cost and already doing well against the SMARTY-style brands on Uswitch comparison tables. It signed with BT in 2023 and uses BT infrastructure, and, although an international operation, it may consider spinning off a brand in the UK.

• And then there is the relatively new wild card, Slice. It’s a sub-brand run by Lyca on an existing BT wholesale deal. It boasts a unique proposition and has an excellent user experience. I am a customer myself, albeit only as a back up SIM, but if I was buying for capability then Slice is where I would start my conversations. 

It also has the advantage that the CMA probably wouldn’t scrutinize a purchase too much, given the relatively low customer numbers involved. And let’s be frank, who would have the energy for another protracted merger discussion….

• If I wanted to be wild, I could suggest that with BT’s financial assets they could go BIG and buy on the scale of Revolut, taking the brand into a whole new area. 

This is of course huge speculation on my part. I have no inside track on any of the ideas I’ve mentioned. 

But, it’s got you thinking, hasn’t it? And that’s why I love telecoms. There is always something exciting going on. As ever, we’ll need to watch, listen and learn. 

Need help with your MVNO strategy. Talk to the experts. My team knows the industry inside out and can help you look at the options.

The post BT’s in the market for a low cost brand. What are the acquisition options? appeared first on Graystone Strategy.

And now, both will have telecom brands in common, as the headlines across the tech press show. Yes, the new kid on the MVNO block is Mr Beast, real name Jimmy Donaldson.

 “Mr Beast could cause trouble for TMobile and Verizon.”

“Mr Beast’s Wackiest Challenge Yet: Launching a Phone Company.”

“MrBeast’s Mobile Phone Ambition Could Rival Reynolds, Trump Family Ventures”

Not so whacky 

It falls against a backdrop of past success for other big name personalities. Ryan Reynold’s Mint Mobile is often hotly discussed as a model to emulate. In a nutshell, it capitalised on the critical ingredients new MVNOs need. A good, fair, simple pricing model and a strong brand, in this case, backed by the caché of a superstar founder.

This week’s stories about Mr Beast’s intentions read as a sensational move. It’s a surprise that the YouTube superstar, who has around 430million subscribers, would dare to launch a mobile company. Yet, to anyone in the industry (especially those twice the age of the 27-year-old) it’s a no brainer.

Why does it make sense?

There is of course a lot to get right when launching a new mobile brand. You must have the right wholesale agreements in place, a great proposition and a simple way for users to purchase, activate and manage an account. Above all, MVNOs must be different to everything else on the market, and be ready to spend on marketing, especially when no one has ever heard of you before.  

Mr Beast has a head start with regards to many of those ingredients. A huge global reach negates the need for the level of marketing and spend other brands would need to stump up. The scale of the audience provides the channel to market and simply equates to a huge revenue potential. This gives Donaldson significant bargaining power at the table, so getting the right deals for launch shouldn’t be too hard.

Should MNOs be worried?

There’s very little existing operators (MNO or MVNO) can do to bolster their brands from the ripples, or more likely, bow waves, that will come from a launch by a mega star of this ilk. 

And let’s face it, the first time mobile users who are joining the market, ones that have grown up with YouTube, might not even consider another provider for their mobile. That’s something MNOs and MVNOs alike will need to face up to.

MNOs might want to ensure they have a chance to be the wholesale provider though – think of the revenue! 

It won’t all be plain sailing

That said, launching an MVNO with global reach comes with challenges. Maintaining a great brand experience across multiple markets is top of the watch list. It’s operationally complex, with a multitude of different mobile wholesale deals to manage, and different regulatory regimes to negotiate.

I’ve seen this be the downfall in many scaling MVNOs. It takes meticulous knowledge and care to get right. It’s not impossible, but you certainly can’t blunder in thinking your superstar brand status will do all the talking.

There’s also the acute point that mobile is competitive. You can’t launch and hope things will look after themselves. The money might roll in to begin with, but if there’s an ounce of dissatisfaction, or a failure to give people special treats for their loyalty, then things will unravel.

Mr Beast will need a team that can keep innovating on proposition, so his audience stays hooked. Look at the effort MVNO football clubs go to, day in day out, to keep their users ‘sticky’. It takes everything from free content, special merch, and access to insider knowledge or early tickets sales that other fans can’t get, to keep people on the network.

Potential for a Mint-Ryan-Reynolds-style sale

If Mr Beast can deliver on this, then he probably not only has a successful business but also a brand he could sell to an MNO (or other digital darling) that needs to grow its portfolio and access a market it wouldn’t otherwise be able to reach. Ryan Reynolds’ Mint Mobile was successfully sold for a reported $1.35billion, so why not Jimmy’s?

Should Trump Ventures be worried?

Personally, I think Trump Ventures’ mobile ambitions will be unaffected by this news. The overlap on target audience is probably limited, and Mr Beast joining the competitive fray won’t be the thing that influences how successful Trump Mobile is. (You can see a blog on wrote about this earlier in the year here.)

Fortune favours the brave

All things considered, and if everything aligns for launch in 2026, then I think the Mr Beast brand has made a brilliant decision. The brand value, breadth and energy has the potential to make a fortune.

However, as I said before, picking the right markets, negotiating the right pricing and putting in place the right proposition is where the magic lies. So, if you are reading this, Mr Beast, don’t be a stranger. I’ll help you get what you need for world domination!

Drop me a WhatsApp on +447766244962

The post Mr Beast trumps Donald to go mobile. It’s the MVNO story we should have expected. appeared first on Graystone Strategy.

It’s a polarising subject so the analysis that follows takes a view of how a celebrity or business person can use existing brand value and assets to access the world of mobile.For those reasons it’s the MVNO we didn’t expect, but makes perfect sense.

If you look around the world, celebrities, YouTube stars, football clubs are all moving into the MVNO space. It makes better commercial sense for those people who have become a brand in their own right because launching a beauty range or a vodka relies on repeat purchase. Mobile contracts provide a recurring revenue. 

Most recently, Jason Bateman, Sean Hayes, and Will Arnett of the Smartless Podcast announced their MVNO, to significantly less fanfare. They’ve followed in the footsteps of Ryan Reynolds who was involved in Mint. Mint was acquired by T-Mobile for $1.35bn in May 2024. This alone shows you the draw to getting involved in the industry. 

From a business perspective, when I was assessing potential MVNO partners in my wholesale days at Vodafone, we always looked for organisations that had customer access, a well-known brand, distribution and points of differentiation.

Taking that into account, celebrities score well and so would a businessman with a big following. In this case, Trump has lots of assets to work with. The Truth social platform provides a captive audience and his other businesses provide intel on customer behaviour. 

It’s also worth looking at the bigger picture. The path of celebrities using their brand to create a product is well trodden. There have been many celebrity fragrances, alcoholic and energy drinks, clothing labels and so on. All of them can be classed as brand licencing deals.

As I understand it, licencing for Trump Corp has done well – $10m from bibles, watches, and sneakers (that’s trainers to us Europeans) and bigger money (some $30m) through hotel licencing in Dubai, India and Vietnam. Mobile isn’t such a big leap in this context. 

The appeal of mobile for any brand or celebrity is that if it is done correctly it generates a monthly recurring revenue, and that will likely drive more long term value than trainers or perfume.

I suspect some of the appetite has come from watching Mint’s success. Although Mint wasn’t specifically focused on fans of Ryan Reynolds, his involvement certainly drove up awareness and added some star quality. When Mint sold to T-Mobile, Ryan Reynolds allegedly made $300m. That alone gives a celebrity 300m reasons to get involved in MVNOs. 

More broadly, if we look at market conditions in the US, there is substantial growth expected in MVNO. It’s forecasted to take another 5% US market share by 2029. The total market is expected to reach 459m subscribers by 2029, so this helps you understand the scale and growth potential of even 1% let alone 5%. 

But this isn’t just a US trend. There have been pushes into mobile by social media influencers, football clubs and many more brands across Europe and beyond. I bet that we will see more online personality brands join the telecoms market soon, for exactly the reasons outlined above. 

However, nothing is guaranteed. Having a brand is a big help in terms of driving awareness and reaching a captive audience. But your offer still needs to be materially different to anything else. Otherwise it won’t get traction. 

If you solve a need that other carriers can’t or deliver an enhanced brand experience (as Revolut and countless fintechs have recently) then you will be on the upward curve. Barça Mobile is a great example of a brand that’s intent on giving fans access to exclusives and experiences they can’t get on another network.

Not all the details about what you’ll get on 47 Mobile are public, or even clear – the claim of an all American smartphone has prompted queries in the press. But telemedicine and concierge type services have been mentioned. With so many businesses in its stable, Trump Corp will be able to enhance the offer in lots of surprising ways. 

I think the real story is who will be next? Who will be motivated to seize on the opportunity of MVNO? It might be someone you and I have never heard of, but your kids have. Leads me to close by saying Watch Out World – more wealthy baseball-cap-wearing giants could be coming our way. 

If you’d like to make a ‘mint’ from your MVNO idea then Graystone Strategy can help you assess the potential and develop the strategy to make it s success.

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