// STARTUP COMPARISON
Bulb Energy vs SFR (Altice crisis)
Bulb Energy failed in 2022 due to Bad Timing. SFR (Altice crisis) failed in 2022 due to Unit Economics. Different causes, different sectors, different eras — but the same simulation outcome.
| METRIC | 🔥 Bulb Energy | 🔥 SFR (Altice crisis) |
|---|---|---|
| Sector | Consumer | Consumer |
| Country | UK | France |
| Founded | 2015 | 1993 |
| Died | 2022 | 2022 |
| Raised | £165M | Private equity (Altice) |
| Peak | 1.7M customers | €7.8B revenue |
| Primary Cause | Bad Timing | Unit Economics |
// WHY EACH FAILED
🔥 Bulb Energy
Bad Timing
Bulb Energy served 1.7M UK customers on fixed green energy tariffs. In 2021 wholesale gas prices surged over 400%. Locked into fixed prices, Bulb could not pass costs to customers. It entered UK government special administration in November 2021 — the largest UK energy company failure in history. Octopus Energy acquired it in 2022 for £2.4B.
// LESSON
Fixed-price contracts in commodity markets are inherently short positions. When the commodity moves against you at scale, no brand equity absorbs the loss.
Fixed-price contracts in commodity markets are inherently short positions. When the commodity moves against you at scale, no brand equity absorbs the loss.
🔥 SFR (Altice crisis)
Unit Economics
Altice acquired SFR, France's second-largest telecom, through a leveraged buyout in 2014 for €17B, loading the company with debt. Under Altice ownership, cost-cutting reduced network quality, customer service declined, and churn increased. By 2022, SFR had the worst customer satisfaction ratings in French telecom while carrying massive debt. Altice Europe faced a broader debt crisis in 2023.
// LESSON
Leveraged buyouts of capital-intensive infrastructure businesses create debt traps that can only be escaped through asset sales or restructuring. Cost-cutting in telecom is self-defeating: the network is the product, and cutting the network cuts the product.
Leveraged buyouts of capital-intensive infrastructure businesses create debt traps that can only be escaped through asset sales or restructuring. Cost-cutting in telecom is self-defeating: the network is the product, and cutting the network cuts the product.
// EXPLORE FURTHER