Digi’s approach with clear objectives but flexible execution is one that other operators could learn from

Digi’s performance is one of the hidden success stories in the European telecoms market. Digi has consistently grown, in terms of both revenue and geographic reach, which has been rewarded by a rapidly increasing share price (its value has more than doubled in the past year).

Digi is still a relatively small operator (its annual revenue is only just over EUR1.5 billion), but there is much that other, larger players can learn from it. It has a clear approach to what it is trying to do (that is, offer competitively priced fixed, mobile and TV plans) but is flexible in how to achieve this (by using either owned assets, leased assets or partnerships). It is also shunning the trends of other operators; it is not investing in business services or promoting its AI activities. Instead, it is trying to offer a relatively simple, high-quality, good-value connectivity service.

This article explores Digi’s strategy, its potential limitations and what other operators can learn from it. It is part of our research into the future of the service provider.