At a Glance

Our Business

Generation C or Gen C is not an age group; it is an attitude and mindset, a connected generation that represents a significant share of consumerism. It is a very powerful new force in consumer culture built around digital lifestyle, involving creation, curation, connection and community. It is vastly different from the traditional customers and business model. With Gen C, there has been a great shift in consumers’ behaviours in four aspects:

a) The way purchases are made;
b) The types of media consumed;
c) The way information is obtained, and;
d) The way trust and relationships are built.


This has created new rules of consumer engagement where mobility is the core foundation of digital communication, allowing consumers to communicate, transact and gain almost instantaneous feedback and response. E-commerce now is evolving into M-Commerce (mobile-commerce) and into S-Commerce (social-commerce) allowing customers to instantly transact and share.

MGI plans to pursue a strategic approach that represents a major commercial and cultural shift in the way we do business. This approach is not unique across the Internet landscape. Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the world’s most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate

Our Business Approach

The first challenge to become a full fledge digital service provider involves a change in the mindset and culture; we need to view ourselves not as a communication service provider but as a genuine digital competitor. We need to shift away from serving as a channel and toward creating a platform, and the way for us to capitalize on the opportunities in the digital services domain and its associated revenue is to build our business as a digital service provider.
As traditional telecommunication services have reached saturation, MGI must also look at next-generation services as revenue streams. Today's customers want services when, where and how they want them, as well as continuity and access across all devices. In order to stay competitive, we have no choice but to meet these demands.
Customers will spend their money with service providers that can offer them the service choice and instant gratification they learned to expect from the Internet. It means that there is a huge opportunity for MVNOs to take on the role of an integrated digital provider, offering a variety of services that can be delivered directly to the subscribers’ mobile devices.
This model will give MVNOs an advantage over incumbent players who are held back by conventional charging and policy technologies that don’t offer the flexibility for ongoing invention and real-time service delivery. As digital MVNOs are being deployed using the business model and it will be interesting to see if established MNOs can keep pace as data continues to fuel the prospect of new revenue streams.
Although the industry in general remains profitable, telcos are unlikely to return to their previous growth levels as value migrates to other players in the ecosystem, such as OTT players. To remain relevant and competitive to the market, telcos including MNOs and MVNOs must reinvent themselves as Digital Service Providers (DSPs).