Its rivals, meanwhile, seem to have slowed their rate of sprawl. No longer fuelled by cheap funding, they are building about 40 per cent less than they were in 2025, according to Goldman Sachs research. Not all of the hundred or so will make it out alive. Most would need to more than double the average altnet’s market penetration of about 19 per cent to break even, according to Enders Analysis.

BT’s own capital expenditure has tailed off, set to fall about £1bn this year as it aims to complete its fibre coverage of UK homes by 2032. Keeping up the pace is also easier for BT, where the investment required to build infrastructure that runs past a single home is about half what altnets spend, according to Enders Analysis.

Enders Analysis said 2025 had been “a somewhat stable year” for Channel 4, helped by a better advertising performance than ITV after three years in which the reverse had been true. However, it warned that the broadcaster now faces a volatile advertising market with its lowest cash reserves in more than 20 years.

At the last count, the “altnets” posted losses of more than £1.5bn in 2024, according to Enders Analysis. After accumulating some £9bn of net debt as of 2025, some companies have already been placed into administration, while others have fallen into the hands of lenders.

Tom Harrington, head of Television at Enders Analysis, said Sky sees ITV as a second platform to show already aired on the satellite broadcaster, “potentially at the expense of current levels of new ITV programming. Whatever the initial intention, this will inevitably occur to some extent.”

Harrington added: “Gangs of London or (Sky comedy) Brassic might actually be a supportive complement to (ITV’s) Trigger Point and Midsomer Murders, and an altogether better outcome for Sky than their current onward destination, Netflix.” Those shows could be marketed prominently on ITV and generate more advertising revenue there than on Netflix.

Abi Watson, head of publishing at media analysis firm Enders, said the medium-term play isn’t really about productivity, but what new product categories AI makes possible. “Where AI shortens the cycle from idea to a launched paid product — [like] a new newsletter tier, a verticalized data product, an agentic research interface for subscribers, a B2B agent licensing line — the upside is real because it’s tied to subscription or enterprise revenue rather than internal efficiency,” she said.

“There are ferocious negotiations going on, on really fundamental issues — for instance whether the BBC will take advertising on its website, iPlayer or somewhere else,” said Claire Enders, founder of the media research company Enders Analysis. “These fundamentals have yet to be hammered out, and it’s a negotiation with the Treasury as well. The BBC has never walked out of a charter process without more to do for less.” 

“The U.K., Japan, and Brazil in particular have relatively high online advertising intensity, representing a more valuable opportunity for OpenAI to capitalize on, in addition to having larger ChatGPT audiences,” said Enders Analysis’ senior research analyst Claire Holubowsky.   

A report published today by the PPA (Professional Publishers Association) and Enders Analysis shows publishers are well placed to succeed in an AI world by growing identity-driven communities, reinforcing brand reputation and delivering unique perspectives.

Claire Enders, CEO, Enders Analysis added: “Enders Analysis has long argued that trusted media is a fundamental good, built on original work, editorial judgement, and relationships with audiences measured in decades rather than quarters. We are delighted to have partnered again with the Professional Publishers Association on this research.

“The ground is shifting, and our report is clear-eyed about the pressures. But it also shows the response taking shape. The publishers navigating this period well are investing in direct relationships, distinctive voice, and the formats and communities that machines cannot replicate. The direction of travel is not settled, but nor is it one-way.

The £4.3bn deal values VodafoneThree at an enterprise value of just under £14bn — about 7.7 times next year’s ebitda after depreciation on its lease liabilities, a premium to the roughly 6 times typical for European peers. But Vodafone Three still has a lot of overlapping costs to cut from when Vodafone’s network merged with Three, which means that profit is forecast to grow about 9 per cent a year to 2030 according to Enders Analysis. On that year’s estimates, the acquisition multiple falls to nearer 5.9 times, which is broadly in line with the European sector. Vodafone will be able to spread its general and marketing costs over more revenue.

Karen Egan at Enders Analysis said the deal is “probably for the best as it simplifies the governance of VodafoneThree at a very important time for the company”.

She added: “The price paid looks like quite a full multiple … but it’s a fair one given the growth prospects over the coming years from the merger synergies.