Telecom
Why Network Quality is More Important Than Ever
By Borje Ekholm
Today, network quality is under the spotlight in every household and enterprise worldwide as more and more work from home. However, as our new research indicates, network performance has always been a mainstay of market demand.
Today, more than ever, we see the value which mobile connectivity brings to our societies. In times of crises, the world’s mobile networks are proving yet again that they can deliver the performance and reliability to support both consumers and enterprises in their hour of need. In fact, quality of the network has been an important driver of market dynamics for a long time.
However, today’s demands for network quality and capacity are not a new development. In fact, they have been driving market demand for a lot longer and to a much greater extent than most would probably expect.
For almost a decade now, we have analyzed why some service providers grow and drive higher revenues than others. We call these leaders Frontrunners. While Frontrunners share common traits, they often deploy a variety of strategies to enable profitable, sustainable growth. The real key to their success is that they seek differentiation to create better return.
In a new analysis, based on 4G life cycle data from more than thirty countries, we have drilled deeper into how much good network performance benefits Frontrunners. And our research shows that investing in network quality is a powerful way for service providers to drive lower churn and/or higher average revenue per user (ARPU).
In all countries we analyzed, the service provider with the highest network quality has either higher ARPU and/or lower churn compared with the service provider with the lowest network quality.
In the top half of cases, where network quality is highest, we found that the lead service provider enjoys a higher average ARPU (+31 percent) and lower average churn (-27 percent). In the bottom half, where network quality is generally lower, we found that some service providers still enjoy higher ARPU (+61 percent) but with higher churn (+39 percent), whiles others have both lower ARPU (-14 percent) and lower churn (-32 percent).
When we looked across all service providers, not just leaders and quality laggards, network quality correlated with increased ARPU and reduced churn.
After macro-economic factors, network quality is one of the biggest influences on churn according to a multivariate analysis. Put simply, investing in network quality keeps subscribers happy. Or, as one executive at a service provider told me: “It is easy to attract customers. The problem is that when they see our poor network performance they leave.”
In aggregate, ARPU fluctuations seem to be driven primarily by macroeconomic factors. However, our analysis of Frontrunners shows significant revenue upsides for those investing first in high performance. The Frontrunner group achieved a 9.9 percent ARPU compound annual growth rate (CAGR) with 4G, while the rest of the market was at -0.8 percent CAGR. With 5G we already see Frontrunners charging price premiums averaging 15 percent.
It is clear that network quality already matters to consumers. This is hardly surprising as the service providers product is their network. We also see that network performance features more prominently in the marketing initiatives from successful service providers.
One of our most successful customers – who have generated a strong market share gain and growth over many years – allocate more than 50% of advertising spend to network performance.
Important for consumers, but we are convinced that the quality of connectivity will mean even more for enterprise users, as enterprises will depend on connectivity for their business survival.
Case studies on the importance of network quality
Let’s look at three examples:
- European market leader defending position
Network quality is a way for a market leader to maintain its leadership over the competition.Between 2010 and 2015, a market leader lost four percentage points market share to a new low price competitor, who surpassed the leader in networking benchmarks from P3, a leading international consulting, engineering and testing services company. The leader then launched a new strategy focusing on increasing capex to offer the best network experience. They regained their lead in P3 benchmarks, and these actions reversed market share losses by gaining 2 percentage points market share. More importantly, they also increased their ARPU lead.
- Challenger surpasses closest competitor in emerging market
Improved network quality can also be a way to build market share. For example, in 2016, a challenger was third in market share and experienced an erosion in ARPU. The company shifted capital expenditures from fixed to mobile, including doubling its 4G footprint in cities.
This gave it the best network in the country, resulting in market share gains and a reversal of the ARPU trend; the provider now shows a stronger ARPU increase than its peers. These gains allowed the challenger to overtake the number two player in the market. Its investment also paid off with more post-paid subscriptions and earnings (EBIDTA) up five percent.
- Market leader in Middle East invests in network quality to stem losses and regain performance lead
From 2010 to 2014, the second player in the market invested heavily in network performance, and the leader lost 10 percentage points of market share. The leader increased capex for 4G, stemming market share losses. Additionally, the leader was able to significantly improve network performance which resulted in faster ARPU growth, churn reduction and an improved Net Promoter Score compared to the competition.
Key insights from our analysis
Successful service providers use a variety of strategies to create differentiation that fit their local market and their position in that market.
In the three examples above, we saw operators defending and regaining market leadership by increasing their investments in network performance.
Although network quality isn’t the only way to create differentiation and drive value for customers, it’s clear that it is a cornerstone of successful strategies and improved commercial KPIs. This has been historically true through the deployment of 4G and as our society and daily lives will depend even more on advanced digital services, we expect quality mobile connectivity to be of even greater importance in the 5G era.
Borje Ekholm is President & CEO of Ericsson.
Clydestone Ghana Plc has filed a writ of summons and statement of claim against MTN Ghana, MTN Group Limited and Mobile Money Fintech Limited, alleging unauthorized use of its intellectual property.
The company announced the court action at the Ghana Stock Exchange, confirming proceedings in the Commercial Division of the High Court of Ghana.
The case relates to work commissioned in 2007 that Clydestone alleges was later used without authorisation or compensation.
Clydestone said the claim involves proprietary intellectual property, confidential commercial information and operational methodology developed during the engagement. The company is seeking declarations, damages and equitable remedies.
In a statement, Clydestone said MTN Ghana engaged it in 2007 to develop a commercial and operational framework for a mobile money business.
“The work was developed and delivered by the company’s founder and Group CEO, Paul Jacquaye, and included a full mobile money ecosystem covering the commercial model, operational architecture, implementation methodology and business case.”
Clydestone said the work was commissioned on the understanding that a non-disclosure agreement and memorandum of understanding would be signed.
It alleges these agreements were not finalised despite repeated requests.
The company further alleges MTN Ghana later used its proprietary work and methodology without authorisation or compensation, including in MTN Mobile Money Ghana and other markets.
Clydestone said the alleged use has continued since the launch of MTN Mobile Money Ghana in 2009.
“The wrongful use of that work has been ongoing since 2009. What has changed is the availability of independently verifiable information that documents its scale and commercial significance,” the company said.
It cited the GSMA State of the Industry Report on Mobile Money 2026 and MTN Ghana’s 2025 annual report as evidence of the platform’s scale.
According to Clydestone, the reports show approximately 19.3 million active users and annual revenue of about GHS 6.0 billion ($516m).
The company said it reviewed its records following these publications and concluded there were sufficient grounds to initiate legal proceedings.
It added that it has received no payment or acknowledgement for the work since December 2007, and that pre-action correspondence in 2026 received no substantive response.
“The Board of Directors has unanimously authorised the commencement of these proceedings,” the company said.
Jacquaye said: “This case is about accountability for commissioned intellectual property.
“When independent publications in 2025 and 2026 revealed the scale of the mobile money business, we reviewed all documentation relating to the original engagement and concluded these proceedings were necessary.”
MTN Group Limited, named as a defendant, had not commented at the time of publication.
In a development that underscores the fragile state of Nigeria’s telecommunications grid, an incident of infrastructure vandalism in Delta State has severely disrupted network connectivity, leaving thousands of subscribers stranded.
The breach, where a robber attacked the sites, occurred at an IHS-managed telecom node in the ASB region on July 8, 2026, immediately knocking 33 base stations offline across 2G, 3G, and 4G spectrums.
The situation in the region escalated drastically by morning when a separate fibre-optic cable cut severed primary transmission lines. Because the compromised node serves as a critical fibre convergence point, the secondary fibre cut triggered a cascading failure.
This secondary disruption ballooned the number of dark sites from 33 to 103, temporarily paralysing digital communications, banking, and commerce in the affected communities.
Industry sources reveal that the financial and logistical toll of such incidents is becoming unsustainable for Mobile Network Operators (MNOs).
Currently, network providers are utilising 20 per cent more spare parts than initially budgeted for the fiscal year.
This unpredictable depletion of technical reserves has stripped operators of their supply buffers, making inventory management and financial forecasting increasingly difficult for telecom executives.
Consequently, engineering teams have been forced to cannibalise materials originally designated for network expansion and new site rollouts just to perform emergency restorations on the damaged sites.
This diversion of resources significantly delays the rollout of new infrastructure, stifling the nation’s broader broadband penetration targets and stalling anticipated revenue generation for the telecom companies.
The Nigerian Communications Commission (NCC) recently noted an average of 1,744 weekly attacks on telecom infrastructure nationwide, including over 1,100 fibre cuts.
As operators endure protracted back-and-forth negotiations with insurance firms to cover these sudden hardware losses, stakeholders are intensifying calls for the strict enforcement of the Federal Government’s recent designation of telecom assets as Critical National Information Infrastructure (CNII) to safeguard Quality of Service (QoS).
MTN Nigeria, in partnership with the Worldwide Fund for Nature (WWF) through the Nigerian Conservation Foundation (NCF), the United Nations Development Programme (UNDP) Nigeria and Deloitte Nigeria, has launched the third edition of the Nigeria PachiPanda Challenge.
The initiative is designed to empower young innovators and entrepreneurs to develop practical solutions to environmental challenges while advancing Nigeria’s green economy.
The programme forms part of MTN’s annual Africa PachiPanda Challenge, which supports climate entrepreneurship and sustainability under the company’s Ambition 2030 strategy.
This year’s edition is themed “Nature Meets Innovation: Unlocking Africa’s Green Economy.”
It invites young innovators, entrepreneurs and Small and Medium Enterprise (SME) founders between the ages of 18 and 35 to develop innovative solutions addressing Nigeria’s environmental challenges.
According to the organisers, entries are expected in four thematic areas: Climate Change, Climate-Smart Cities and Urban Resilience, Community Conservation, and Pollution.
The challenge seeks to encourage young Africans to transform innovative ideas into scalable solutions capable of promoting environmental sustainability and economic development.
Applications are open to individuals and teams of up to three members.
Ten finalists will be selected to participate in a four-day boot camp and pitch event in Lagos, where they will receive mentorship, business development support and training in human-centred design.
The finalists will refine their innovations before presenting them to a panel of industry experts.
The top three winners will share a ₦10 million prize pool, with the overall winner receiving ₦5 million, the first runner-up ₦3 million, and the second runner-up ₦2 million.
In addition to the cash prizes, winners will gain access to mentorship, industry networks and business support platforms to help scale their innovations.
The Nigerian champions will also represent the country at the Africa PachiPanda Finale, where they will compete with winners from other participating African countries.
Speaking on the initiative, Chief Corporate Services and Sustainability Officer at MTN Nigeria, Mr Tobe Okigbo, said environmental sustainability and economic development must progress together.
“As a business deeply connected to the communities we serve, we recognise that environmental responsibility and economic development must go hand in hand.
“The Nigeria PachiPanda Challenge provides an opportunity for young innovators to develop solutions that address local environmental challenges, strengthen youth entrepreneurship and contribute to long-term sustainability.
“We are excited to see how young people across the country will respond to this year’s theme and demonstrate that eco-innovation can be a powerful force for positive change,” he said.
Director-General of the Nigerian Conservation Foundation, Dr Joseph Onoja, said empowering young people remained essential to protecting the environment.
“Innovation works best when young people lead it. By backing the PachiPanda Challenge, we are handing the next generation the tools to protect nature and the confidence to act.
“Their ideas today will safeguard our planet for the generations that follow,” he said.
Also speaking, Chief Innovation Officer at UNDP Nigeria, Dr William Tsuma, said innovation remained central to sustainable development.
“When young innovators co-create solutions to real problems, they drive inclusive growth and push us closer to a sustainable society for all. That is exactly what this challenge unlocks,” he said.
Chief Growth Officer, Deloitte West Africa, Mr Bernard Orji, said the partnership would help participants transform promising ideas into viable and scalable ventures.
“Great ideas need sharpening to succeed. Through our collaboration, we will help these young innovators pressure-test their thinking, build commercial confidence, and turn promising concepts into ventures that can scale and last,” he said.
Applications for the challenge open on July 29 and close on Aug. 28, while the boot camp and final pitch event will hold from Oct. 19 to Oct. 22, 2026.
The organisers said the initiative aligns with broader efforts to promote youth entrepreneurship, environmental sustainability and innovation-driven economic growth across Nigeria.
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