T-Mobile USA

A Strategic Analysis

Report Prepared for MBA MGT 689 Team Golf

Professor: George, Vaghese Charbonneau, Glenn
December 10, 2006 Koutropoulos, Apostolos
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TABLE OF CONTENTS

T-MOBILE USA.............................................................................................................................................I

A STRATEGIC ANALYSIS I

INTRODUCTION..........................................................................................................................................1

BACKGROUND / GENERAL ENVIRONMENT.......................................................................................1

COMPANY 1
TECHNOLOGY 1
INDUSTRY 3
COMPETITORS 3
CINGULAR..............................................................................................................................................................3
VERIZON................................................................................................................................................................3
SPRINT-NEXTEL.......................................................................................................................................................4

INTERNAL ENVIRONMENT ANALYSIS.................................................................................................4

RESOURCES 4
DEUTSCHE TELEKOM................................................................................................................................................4
TANGIBLE...............................................................................................................................................................4
INTANGIBLE.............................................................................................................................................................5

T-MOBILE.COM, 2006. T-MOBILE ONCE AGAIN ACHIEVES HIGHEST HONORS IN

WIRELESS RETAIL SERVICE...................................................................................................................5

CAPABILITIES 5
CORE COMPETENCIES 6
STRONG FOCUS ON CUSTOMER SERVICE......................................................................................................................6
TARGETING THE YOUTH MARKET..............................................................................................................................6
DIVERSIFICATION STRATEGY 7

EXTERNAL ENVIRONMENT ANALYSIS................................................................................................7

POLITICAL & REGULATORY 7

NEW TECHNOLOGY 8
ECONOMIC ENVIRONMENT 8
SOCIAL ENVIRONMENT 9

FIVE FORCES ANALYSIS...........................................................................................................................9

INDUSTRIAL COMPETITIVE RIVALRY 9

POWER OF SUPPLIERS 10
THREAT OF NEW ENTRANTS 10
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THREAT OF SUBSTITUTE PRODUCTS 11

POWER OF CUSTOMERS 12

SWOT ANALYSIS.......................................................................................................................................12

STRENGTHS 12
WEAKNESSES 12
OPPORTUNITIES 13
THREATS 13

STRATEGIC FIT.........................................................................................................................................14

PROBLEM STATEMENT..........................................................................................................................14

STRATEGIC ALTERNATIVES.................................................................................................................14

ALTERNATIVE 1: SLOW AND STEADY 14

ALTERNATIVE 2: MERGERS & ACQUISITIONS 15
ALTERNATIVE 3: EXPAND WIFI SEGMENT 15
ALTERNATIVE 4: A COMBINATION OF MERGERS AND SEGMENT EXPANSION 16

RECOMMENDATION................................................................................................................................16

ACTION PLAN............................................................................................................................................16

CONCLUSION 17
EXHIBIT 1: WIRELESS VALUE CHAIN 18

........................................................................................................................................................................18

........................................................................................................................................................................19

........................................................................................................................................................................21

........................................................................................................................................................................22

EXHIBIT 6: PRODUCT LIFE CYCLE - SERVICES...............................................................................23

........................................................................................................................................................................23

EXHIBIT 7: PRODUCT LIFE CYCLE – TECHNOLOGIES..................................................................24

........................................................................................................................................................................24
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EXHIBIT 8: T-MOBILE’S 2006 COVERAGE MAP................................................................................25

........................................................................................................................................................................25

BIBLIOGRAPHY.........................................................................................................................................26

WHITE, B. (2006). APPLES-TO-APPLES COMPARISON OF THE "BIG FOUR" U.S. WIRELESS PROVIDERS' CALLING
PLANS. THE WIRELESS REPORT. RETRIEVED NOVEMBER 30, 2006 FROM
HTTP://WWW.THEWIRELESSREPORT.COM/2006/02/13/APPLES-TO-APPLES-COMPARISON-OF-THE-BIG-FOUR-U-S-WIRELESS-
PROV/ 53
 INTRODUCTION

In recent years, the domestic cellular industry has seen explosive growth in terms of customer
base growth and services offered. During this time, the field of national carriers has, through mergers and
acquisition, shrunk to four major players: Verizon, Cingular, SprintNextel and T-Mobile. Of the major
carriers, T-Mobile is the smallest in terms of number of customers and network coverage. However, the
company has been highly successful in targeting specific niche markets and introducing many new and
popular services. The cellular industry is in the process of migrating to new third generation (3G)
networks. While the other three major carriers have already begun rolling-out their 3G networks, T-
Mobile is still at least 6 months away.

BACKGROUND / GENERAL ENVIRONMENT

Company
T-Mobile USA is the American branch of Deutsche Telekom’s T-Mobile brand. This makes T-
Mobile North America’s only major wireless telecom wholly owned by a foreign entity. T-Mobile USA
was created through a $24 billion acquisition of a number of former US telecommunications companies
such as VoiceStream, Omnipoint and PowerTel. Despite it’s creation through the consolidation of several
large carriers, T-Mobile remains the smallest of the national carriers. T-Mobile’s customer base and
network size are dwarfed by Sprint, Verizon and Cingular.
Despite its relatively small footprint, T-Mobile provides quality services in all major US
metropolitan areas and has obtained access to areas it does not normally serve though roaming
agreements. These roaming agreements are with major carriers that share the same technology such as
Cingular as well as smaller, regional carriers such as Dobson and Unicel. Despite T-Mobile’s small
comparative size, the company is Deutsche Telekom’s second largest market with 22.7 million
subscribers. This number is only surpassed by T-Mobil DE, Deutsche Telekom’s home market.
Since T-Mobile does not have the extensive network coverage that the other major carriers do, T-
Mobile’s focus is on providing services that are unique to T-Mobile. Examples of these unique services
are the T-Mobile Sidekick and services “first seen” on T-Mobile, such as Multimedia Messaging. In
addition to providing these services, they have also historically focused on being a value carrier,
“get[ting] more”1, by having a lot of minutes for less money compared to other carriers, pioneering
Anytime minutes and reducing the cost of unlimited internet on a consumer’s handset2. Finally, T-Mobile
has also diversified its wireless offerings by teaming up with hotels, coffee shops and airports to provide
WiFi access. This enables their customers to be connected to the Internet while on the road using T-
Mobile’s cellular data service, but then when they are located at a Hotspot you can access the Internet via
higher speed WiFi.
In mid 2006, T-Mobile participated in the Advanced Wireless Services (AWS) spectrum auction.
T-Mobile was able to outbid the other carriers to purchase huge swaths of the newly opened up spectrum.
At a purchase price of $4.2 billion, T-Mobile was able to acquire 120 new spectrum licenses that will
enable the company to expand its existing network and launch its own 3G network and services.

Technology
The US wireless market is an amalgam of various technologies ranging from 1G3 (first generation
wireless) to 3G with inherent incompatibilities between these competing technologies. The first
generation wireless technology is called AMPS4. This is a legacy technology due to shut down in 2008.
This is a very hungry technology that requires a lot of spectrum. Most carriers in the industry have moved
1
“get more” was the T-Mobile USA slogan from inception until 2006
2
Reference to unlimited internet for $20/month with the T-Mobile sidekick
3
See exhibits 7 & 8 for more information on various technologies
4
Advanced Mobile Phone System
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customers away from this technology in an effort to better use their scarce spectrum resources.
There are a number of second generation (2G) technologies in play in the US market.
Intermediate Standard-95 (IS-95) or commonly known as “CDMA5” is a digital technology that is
backward compatible with AMPS. This made it the logical choice for companies to deploy that already
own AMPS spectrum. It allowed users to seamlessly hand off between CDMA and AMPS when digital
coverage was nonexistent. CDMA is currently revised and it is one of the global competitors for the
system of choice for carrier deployment. It is spectrum efficient and it is highly secure. The current
standard version for CDMA is IS-856, which is considered a 3G technology
Intermediate Standard 136 (IS-136), more commonly known as TDMA6, was developed as an
alternate choice for carriers that already had AMPS operations and wanted to start to offer digital service
to their customers. Since it is backward compatible to AMPS, it would offer the same benefits as CDMA
did to its carriers – namely seamless transition from digital to analog when a user transitioned to an area
with no digital coverage. TDMA has been determined to be a technological dead end and carriers who
had deployed TDMA have now moved to other technologies such as GSM7 or CDMA.
The GSM range of technologies is a European standard that found worldwide acceptance. This
range of technologies covers second-generation technologies like GSM, GPRS8 and EDGE9 and third-
generation technologies like UMTS10, HSDPA11 and HSUPA.12 The technologies in the GSM group are
compatible with one another in the same way that CDMA and TDMA are compatible with AMPS. A
subscriber with a proper GSM/UMTS handset can roam locally or globally. This has been the main
appeal of this technology.
The ubiquitous nature13 of this technology also allows for greater economies of scale, which
makes it cheaper for carriers to deploy base stations and handsets for this technology. GSM is not
backwards compatible with AMPS, therefore it was a favored technology when new entrants came into
the market and they did not have a first generation technology to constrain them with deployments.
The last second generation technology is iDEN14. This technology was created by Motorola and is
exclusively used by Nextel. iDEN is less of a mobile phone technology and more of an extension to the
Push-To-Talk15 (PTT) technology that has existed for many years. iDEN enabled nationwide use of this
feature and is a technology favored by many companies that want immediate access to an iDEN
subscriber.
Finally, we are currently also seeing the birth of a new standard called WiMAX16. WiMAX is a
wireless broadband solution that has been embraced by some wireless carriers around the world. Since
WiMAX is wireless broadband, it has the capacity to offer not only mobile data, which is a market that
many carriers are pursuing. WiMAX also serves as a cheaper voice-over-IP (VoIP) solution to replace
current 2G and 3G voice and data technologies. WiMAX is being dubbed as a fourth generation
technology.

5
Code Division Multiple Access
6
Time Division Multiple Access
7
Global System for Mobile communications
8
General Packet Radio Service
9
Enhanced Data rates for GSM Evolution
10
Universal Mobile Telecommunications System
11
High Speed Downlink Packet Access
12
High Speed Uplink Packet Access
13
Over 2 Billion subscribers using this technology, 82% of the wireless market globally
14
Integrated Digital Enhanced Network
15
This is the “walkie-talkie” feature on Nextel phones
16
Worldwide Interoperability for Microwave Access
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Industry
The wireless industry in the United States has been shaped by two driving forces. The first is the
rampant mergers and acquisitions that took place in the late 1990s and early 2000s that led to the current
4 national carriers. The other driving force in the industry is the need to be the first to market with new
features and end-user hardware.
The wireless industry started off in the United States with many small carriers offering regional
service. As time elapsed, larger carriers in other areas either bought these smaller carriers as a supplement
to their existing coverage, or the smaller carriers merged with other smaller carriers in order to be better
able to compete with their larger competitors. This trend had continued until recently. The two most
recent examples of this are the buyout of AT&T by Cingular and the merger of Sprint with Nextel.
In terms of unique services offered, services that offer companies competitive advantage, it is
pretty clear to see that a competitive advantage is not sustained for a very long time. Initially, companies
competed on their existing 2G service to offer new services, such as multimedia messaging, which offered
users the ability to send pictures, snapped from their phones, to friends and family. T-Mobile was first in
the market to offer such a service and to make it easily accessible with their “all messages are created
equal” campaign but soon other carriers followed with this offering. These days most carriers not only
market certain services, they are also embroiled in a technological arms race to get to 3G and beyond.
It has been observed that due to the inherent incompatibility of the various technologies used,
certain value added services are not as seamlessly adopted in the US as they are in the European and
Asian markets. Sending a multimedia message from one company, T-Mobile for instance, to another, like
Verizon, does not guarantee that the picture message will get there. While today some of these
incompatibilities have been worked out, as new services roll out, new incompatibilities arise. The
incompatibilities between carriers are based on the inherent incompatibilities with the varying network
technologies used by different carriers.

Competitors
Deutsche Telekom operates the T-Mobile brand in 12 counties worldwide. Their major
international rivals are companies such as Vodafone, which owns a 44% stake in Verizon Wireless,
Orange, O2, TIM and Telefonica. Locally, in the US market, there are three major national competitors:
Cingular, Verizon Wireless and Sprint-Nextel.

Cingular
Cingular Wireless is a non-public company owned by Bell South and (the new) AT&T. Cingular
is itself the result of a number of mergers between many other companies, more recently taking over
AT&T Wireless. The company, like T-Mobile, operates a GSM network and has recently launched its
own 3G version of GSM called HSDPA. The company, unlike T-Mobile, has its roots in first generation
AMPS technology and second-generation TDMA technology. As such, Cingular owns and still operates
AMPS, TDMA, GSM and HSPDA in the spectrum that it owns.
Cingular recently has been somewhat of a pioneer in providing new and innovative services.
They were the first to offer iTunes enabled phones allowing the user to access music from their computer
instead of having to buy music though their cell phones as is the norm with other providers. More recently
Cingular has started to offer phones that also accept music from other content providers such as XM radio
and eMusic. In other service offerings, Cingular has been the first company to successfully compete with
the iDEN standard to offer PTT solutions to the masses in a similar fashion to Nextel.

Verizon
Verizon Wireless is a non-public company owned by Verizon Communications and by the
Vodafone Group. The company is a merger of the Bell Atlantic NYNEX group and the holding that
Vodafone had in the United States. Verizon is a company that has its roots in the first-generation
technology, AMPS. It chose to implement CDMA as its platform of choice for second and third-
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generation wireless. Compared to Cingular, their main competitor, Verizon has less complexity to deal
with because it has not gone though a merger or acquisition in a number of years and it only focuses on
two network technologies, which means that they are efficiently using the resources that they have.
Verizon, like other carriers, has started to offer exclusive phones in order to lure in potential
customers looking for cutting edge technology. As such, they have started offering music phones, such as
the LG Chocolate. They have also played up their international business resources and services by being
able to take advantage of Vodafone co-owning them. They are able to offer international cell phone
service, with coverage anywhere on the Vodafone network. While all carriers have international roaming
these days, having partner networks where the costs of roaming are minimized is a great asset –
something that neither Cingular not Sprint can claim.

Sprint-Nextel
Sprint-Nextel is a public company owned by the Sprint Corporation. Sprint, like T-Mobile,
owned no first generation spectrum and were a later entrant to the market. They chose to go with the
CDMA family of technologies as their choice of technology for wireless telephony deployment. In the
past year, they have merged with the United States’s only iDEN provider, Nextel and they have been in
the process of integrating the two companies and the service offerings of each company. One thing that
makes Sprint-Nextel stand out is its choice of WiMAX as their choice of technology for 4G wireless.
Other carriers have neither announced their plans for 4G, nor have their endorsed any technologies as of
this points.

INTERNAL ENVIRONMENT ANALYSIS

Resources
While T-Mobile is the smallest of the US nation-wide providers, it is a subsidiary of Deutsche
Telekom, one of the world’s major telecommunications companies. It is therefore necessary to look at the
resources of the parent company as well as those of the US division.

Deutsche Telekom
Deutsche Telekom is one of Europe’s largest telecommunications companies. The company is
segmented into Broadband / Fixed Networks, Mobile Communications and Business Customers. Each
segment focuses on its own core competencies. For instance, one of the core competencies of the
Business Customers segment (T-Systems) is provided cutting-edge information systems to
communications companies. The individual segments’ core competencies are provided as a resource to
the other segments within Deutsche Telekom.

Tangible
Within the domestic market, T-Mobile has a number of resources at its disposal. T-Mobile’s
GSM network is a resource in terms of the needs of its traveling customers. As was explained in the
industry background, there are two primary cellular network types functioning in the United States, GSM
and CDMA. While CDMA is more heavily used in United States17, GSM is the predominant international
network model. T-Mobile’s hotspot network is another tangible asset. These hotspots can be used by
anyone who has a WiFi enabled laptop / handheld computer and does not need to be a T-Mobile cellular
subscriber. This WiFi hotspot network serves as both a revenue generator for the company but also serves
as a marketing tool since hotspot consumers are exposed to advertising saturated splash screen upon
logging on. In November of 2006, the FCC awarded T-Mobile 120 spectrum licenses representing a large
portion of the available airwaves for 3G networks18. These licenses will be a significant resource as

17
Of the 4 national providers, approximately 108 million are on CDMA networks and 81 million are on GSM networks.
18
http://www.marketwatch.com/News/Story/Story.aspx?guid=%7b9473BE6A-8FA1-421B-8E05-
BB21F23CBB94%7d&siteid=yhoo&dist=yhoo
 -5-

competition between the major carriers based upon 3G services heats up.
One of T-Mobile’s biggest tangible resources is the company’s ability to avail itself to the
resources of T-Mobile’s parent company, Deutsche Telekom. In the United States, handset exclusivity is
a major force in the industry. Handset exclusivity refers to a contract signed between a handset
manufacturer and a cellular services provider that gives the cellular provider the exclusive selling rights to
a specific handset. In recent years, T-Mobile has been able to secure a number of exclusive contracts for
highly in demand phones such as the Motorola PEBL and the HTC Dash. It is unlikely that T-Mobile
would have had the resources, acting on its own, to obtain these highly sought after contracts without the
financial and strategic pull of its parent company.

Intangible
The cellular industry has long been plagued with customer services issues. Common complaints
center on the perception that companies go out of their way to get new customers; but once those
customers sign contract they are no longer important. Despite this industry perception, T-Mobile has, in
the past few years, built up a reputation of providing excellent customer service. T-Mobile was awarded
the J.D. Powers award in 2004, 2005 and 2006 for best wireless retail service provider.19 T-Mobile’s
strength in customer service, and the company's resulting reputation, is a vital resource to the company in
that it provides T-Mobile with a strong customer retention tool.

Capabilities
Companies integrate their resources into their operations and strategies in order to establish
capabilities. Based on its available resources, T-Mobile has built up several capabilities which have
served the company well. T-Mobile has been shown to be very effective in its marketing activities. For
being the smallest of the 4 major carriers, the company has widespread name recognition within popular
culture due to the company’s effective use of highly visible and recognizable spokespeople. Hollywood
stars Jamie Lee Curtis and Catherine Zeta Jones have both served as spokespeople in the last decade. The
company also has significant name brand recognition within the business world through its Hot-spot WiFi
network. Although ‘hot-spots’ can be found a number of location throughout the country, one of the most
prominent locations for T-Mobile is Starbucks.
T-Mobile’s capabilities in terms of customer service are also of great strategic value to the
company. In recent years customer retention has become a significant concern in the cellular industry,
especially with the enactment of number portability in 200320. Given its fourth place position within the
market, T-Mobile has placed significant strategic importance on strengthening and protecting its customer
service capabilities.
Another capability the company has fostered is it effective use of ‘internal out-sourcing’.
Deutsche Telekom treats its internal divisions as separate companies in-terms of outsourcing. Therefore,
T-Mobile has been able to outsource such functions as R&D and billing to its sister company T-Systems.
T-Systems is another segment of Deutsche Telekom specializing in b2b software development and R&D.
T-Mobile’s ability to outsource high-cost functions such as R&D provides a number of strategic
advantages for the company. For one thing, while the outsourcing is a cost for the US T-Mobile division,
the resulting profits are recognized by another Deutsche Telekom segment so that the overall company
benefits. Furthermore, T-Mobile’s US segment stands to benefit from other national division of Deutsche
Telekom’s mobile phone businesses’ outsourced R&D since the all of Deutsche Telekom’s wireless
carriers function on the GSM standard.

19
T-Mobile.com, 2006. T-Mobile Once Again Achieves Highest Honors in Wireless Retail Service.
http://www.tmobile.com/company/PressReleases_Article.aspx?assetName=Prs_Prs_20060504&title=TMobile%20Once
%20Again%20Achieves%20Highest%20Honors%20in%20Wireless%20Retail%20Service
20
Wireless Local Number Portability (WNLP) refers to the ability of a consumer to transfer their telephone number from one
carrier to another. Prior to WLNP, if a consumer switched wireless carriers s/he was forced to change phone numbers. WLNP
also allows a consumer to transfer a number between a land-line and a wireless service.
 -6-

Core Competencies
Core competencies are those abilities and capabilities that a company has, that provide some
competitive strategic value. In order for a capability to be considered a core competency, it must satisfy
four critical objectives. Core competencies must be valuable, rare, costly to imitate and nonsubstitutable.
If a capability satisfies these criteria, then it provides some competitive advantage to a company over its
rivals.

Strong Focus on Customer Service

T-Mobile’s commitment to providing high-quality customer service is of great strategic
importance to the company. This commitment is a means of distinguishing T-Mobile from its competitors
when prices and technology (from a layman’s perspective) are not wildly different within the wireless
industry. Value is created by T-Mobile’s ability to distinguish itself from its competitors in an area other
than price. T-Mobile’s focus on customer service provides value to the customers (in terms of services
received) and value to the company (in terms of customer retention and positive public exposure).
J.D. Powers has reported on a general decrease in customer satisfaction levels in recent years.
However, through this period, T-Mobile has repeatedly been named as the number one wireless service
provider21 in terms of customer service.22 While Verizon periodically scores highly in some categories of
customer service, the other two national providers, Sprint and Cingular, regularly score very poorly in all
categories. Therefore, T-Mobile’s focus on customer service can be categorized as rare; thus fulfilling the
second criteria of a core competency.
It is somewhat counterintuitive to say that quality customer service is a core competency. It is
logical to assume that being courteous, polite and effective are inexpensive to do. Yet, transitioning to a
cultural model that stresses high-quality customer service is incredibly expensive and time consuming.
For many firms that have stressed technology as a means to capture new customers, placing more
emphasis on the existing customer would require a major sea change in corporate culture. This is
something that is not quickly or easily done.
The final criterion for core competencies is nonsubstitutability. All four national carriers offer a
selection of handsets ranging from economy to cutting-edge, from basic to feature-packed. Furthermore,
all the carriers offer the same range of voice and data plans and relatively similar pricing levels and
service coverage. Therefore a wireless carrier needs a way to distinguish itself from the competition. In
many ways, T-Mobile’s core competency of providing quality customer service serves as the company’s
sole method of distinguishing itself from the competition. Given the similarities that exist in many of the
other facets of the industry, it would be difficult for T-Mobile or its competitors to substitute some other
attribute as a means of differentiation.

Targeting the Youth Market

T-Mobile has been successful in positioning itself as the carrier of choice for the youth market. T-
Mobile’s use of spokespeople who are highly popular within the youth market along with T-Mobile’s
lower than average rates have enabled the company to successfully target the youth and young adult
demographic. This market provides significant value to the company for a number of reasons. The youth /
young adult target market is much more likely to rapidly upgrade their existing handsets. This target
market is also much more likely to adopt new services. Recent examples include the wide-spread
adoption of SMS (text messages), ring-back call tones, picture mail and video messaging. All are either
existing or new technologies that were adopted by the youth market long before the older market
segments. These services are typically packaged as add-ons to standard service contracts and thus are a
significant revenue generator for carriers. Furthermore, the youth market is much more likely to use a cell
phone as their sole means of telephone service. Greater reliance on cell phones means increased profits

21
http://www.jdpower.com/telecom/ratings/wireless/index.asp
22
Verizon has won a number of awards, but T-Mobile consistently wins in all categories that J.D. Powers rates.
 -7-

for the cellular companies.

Very few other firms have been successful at capturing the youth market. One carrier that is
directly competing with T-Mobile for the youth market is Boost Mobile. Boost is a wholly owned
subsidiary of Sprint and actively targets the youth market. Boost is a pay-as-you-go provider that operates
on Sprint’s iDen network. Although Boost has been successful in capturing market share in the past few
years, it is not a full services carrier and is generally significantly more expensive than T-Mobile. The
other carriers have not enjoyed the popularity that T-Mobile has with the under-25 demographic.
Not only is significant portions of T-Mobile’s marketing aimed at the youth market, many of the
company’s handheld units are designed to specifically target the youth market. In order for a competitor
to re-position itself to actively target with and the likely accompanying expensive exclusivity contracts,
and would most likely face significant refocusing of the existing corporate culture in order to make the
firm more youth friendly.
While firms choose to target specific demographics all the time, the youth market provides
strategic growth opportunities that other demographics do not. As previously noted, the youth market
actively brings in revenue streams at levels that other groups do not in terms of add-on services. While the
average business customer is likely to spend more than the average under-25 customers, there are
drastically more youth customers than there are business accounts. Therefore, T-Mobile’s core
competency of successfully targeting the youth market cannot be substituted for some other market and
likely be as successful.

Diversification Strategy
Because US-based T-Mobile is a subsidiary of Deutsche Telekom, it does not necessarily have
the autonomy to pursue its own diversification strategies. However, T-Mobile is in a position to take
advantage of the parent companies diversification strategy. As has been previously stated, Deutsche
Telekom has diversified into providing wireless, wired and internet communications as well as providing
software and R&D services at the b2b level. US T-Mobile is able to take advantage of the services and
skills offered by its sister companies through Deutsche Telekom’s use of economies of scale. In
economies of scale, firms create value by successfully sharing resources and capabilities at an intra-
corporate level and by transferring core competencies creating in one business unit to another. In
Deutsche Telekom’s case, heavy use of Deutsche Telekom’s T-Systems and its software and R&D
competencies benefits T-Mobile by allowing the US-based company to focus on its own core
competencies. Since these are internal transfers, Deutsche Telekom realizes significant savings over
outsourcing these functions to external companies. Since Deutsche Telekom operates wireless carriers in
a dozen countries, there is a substantial capability and resource pools that can be shared and utilized by
US T-Mobile.

EXTERNAL ENVIRONMENT ANALYSIS

Political & Regulatory

The wireless industry is highly dependent on regulatory oversight from the Federal
Communications Commission (FCC). The FCC regulates the spectrum allocation in the USA and in this
capacity decides two important areas in a carrier’s business. The FCC decides what frequencies will be
used and for what purpose and, through auctions, the FCC hands out slices of the spectrum pie to carriers
who are successful bidders in spectrum auctions.
The major things that the FCC decides is what frequencies are going to be used and who gets to
use them. This is important. Bandwidth allocation, taken in conjunction with the technology a carrier
chooses to use, can make a difference in the price of the equipment used for deploying a wireless
network. If the FCC auctions off frequencies that are not already established, a recent example being the
1700 MHz frequencies auction, costs can be very high. Conversely, if the FCC auctions off frequencies
that are already a global standard, for instance 2100 MHz range, costs are lower due to economies of
scale.
 -8-

The Fair Trade Commission (FTC) also regulates the wireless industry. As we saw in the
background information, there have been a number of consolidations in the wireless industry. In the last
four years two major wireless consolidations have occurred: AT&T and Cingular and Sprint and Nextel
have merged. In both instances the FTC needed to approve the merger in order to ensure that they were
not breaking anti-trust laws and the FCC then needed to adjust the spectrum allocations that these
companies had. When major mergers or acquisitions occur, the FCC requires that spectrum be divested
and sold off.
Other political and regulatory hurdles for wireless carriers include legislation, such as the
Wireless Number Portability Act of 2003 and the recent decision by the copyright office that allows
consumers to unlock their cell phones to be able to use them with another carrier23. First, the wireless
number portability act allows customers greater ability to take their wireless number with them to another
wireless carrier if they are not happy with the service. The recent decision by the copyright office
completes that circle by allowing the customer to take the phone with them as well.
When taking all facts into consideration, we see that the wireless industry is a highly regulated
industry in the United States. It receives oversight from a number of governmental organizations and new
laws enacted by congress influence it. Product offerings and business models are highly influenced by
how much freedom the government gives the wireless industry.

New Technology
Technology is at the forefront of the wireless revolution. However, due to the nature of the
wireless industry, it takes some time for it to gain momentum and there are technologies that are both
disruptive and evolutionary. Currently, there are three mainstream candidates for wireless technology
evolution in the USA. The first candidate is UMTS and this is commonly seen as the evolution of GSM.
To this effect, UMTS is an evolutionary technology as it is backwards compatible with GSM. To the
same effect, there is EV-DO.24 EV-DO is the evolutionary successor to CDMA technology. Finally there
is the new 4G technology WiMAX. WiMAX is seen as a disruptive technology as it is not backward
compatible with either CDMA, or GSM.
Beyond methods for wireless voice and data communication, there are other complimentary
technologies that involve radio and television broadcasting that are making their way to mobile
telephones. These offer subscribers the ability to listen to the radio or view television on their mobile
phones. There are three technologies that are competing in this arena: DVB25, DMB26 and MediaFLO27.
DVB is a European standard that has been adopted in Asia, Africa and the Middle East. DMB is a Korean
standard. DMB has been adopted by other countries but it is not as popular as DVB. Finally, MediaFLO
is a US standard that is developed by Qualcomm and Verizon Wireless. All standards are single direction,
meaning that you can tune into the station you want to listen or view but there is no built-in interactivity.
Finally, there are also established technologies, such as WiFi. In the last two years phones have
been available that take advantage of wireless networks that carriers operate, but they also take advantage
of private WiFi networks, such as the ones owned by T-Mobile and public ones, such as the Municipal
WiFi networks that exist and are evolving to encompass major cities. Technologies, such as UMA28,
bridge the gap between wireless technologies provided by carriers and wireless technologies that exist in
people’s homes, work areas and communities.

Economic Environment
The Economic environment is characterized by slim margins on services offered by the carriers.
23
http://arstechnica.com/news.ars/post/20061124-8280.html
24
CDMA Evolution Data Optimized
25
Digital Video Broadcasting
26
Digital Multimedia Broadcasting
27
Media Forward Link Only
28
Unlicensed Mobile Access
 -9-

All of the carriers are at a disadvantage because they are all competing with one another with services and
the motto for the carriers appears to be how low can you go? This intense price war between the carriers
is making carrier margins thin. Additionally, carriers also heavily subsidize handsets. This subsidizing is
costing the carriers because consumers are expecting increasingly more complex phones with more
features to be provided at cheaper prices.
At the same time that carriers incur these expenses, they also have expenses regarding spectrum
purchases and land purchases or leases in order to erect their cellular towers and infrastructure equipment
expenses. While all these expenses are essentially the cost of doing business, they are expenses
nonetheless that have to be recouped and the price wars and large handset subsidies that were previously
mentioned make it harder for the carriers to recoup costs.

Social Environment
In terms of the social environment there are three segments that are important in the wireless
industry. There is the social segment that is looking for a basic and simple communications. Consumers
that are getting free phones that offer basic voice and text communications characterize this segment.
There is also a segment that is purely business and characterized by the blackberry toting corporate
employees and executives. This segment is generally interested in high availability of services and in
mobile data services like mobile email.
For many years there has been an in-between linking these two major groups that demanded
higher quality handsets and handsets that provided multiple functions. This segment generally looks for
phones that also have PDA functionality, phones that also have built-in music players, phones that allow
you to have access to Instant Messaging (IM) and phones that have built-in GPS navigation, to name a
few. In the past, this segment, what is referred to as a power user, was relatively small. In the last few
years, however, there was been an explosion of users that are demanding phones with these capabilities
and complimentary services offered by carriers.
An example of these phones and related services that has been a great success is the T-Mobile
Sidekick. It is a phone that offered unlimited Internet, access to instant messaging, music playback and a
built-in camera. Services like these differentiate one carrier from one another and the Sidekick has been a
successful differentiator for T-Mobile that has not been easily mimicked by others.

FIVE FORCES ANALYSIS

Industrial Competitive Rivalry

In the US market, competitive rivalry is quite heated in both the post-paid and prepaid market
segments. In the prepaid market segments industrial rivals are competing to get customers that generally
do not want to have a monthly bill and just use their phone for the occasional voice call or text message.
Prepaid customers do not generally care for the value added services that are available on post paid plans.
In the post-paid market carriers are not only competing on value, but also on value-added services that
they have available.
In the prepaid market there are a great number of players and T-Mobile is one of the major
competitors in this market. T-Mobile is by far the most recognized prepaid carrier in the US offering their
“straight up prepaid29.” Prepaid cellular has always had a stigma in the US, associated usually with people
that could not afford cellular service or had a bad credit rating and thus could not get cellular service.
Additionally, prepaid service was always a worse deal than post-paid in the US because airtime that is
purchased has an expiration. The concept of an expiring gift-card, or losing money you’ve paid for a
service but not actually receiving it has been made illegal in many states, but it is still a fact in wireless
prepaid.
T-Mobile, having a heavy European influence due to its parent company, has adopted more of a
European outlook on prepaid services, something which has given them an edge over the competition.

29
Slogan for T-Mobile ToGo prepaid circa 2006
 - 10 -

Their expiration times are the longest in the prepaid wireless industry and they offer SIM30 only prepaid
packages for consumers to bring phones that they might already own. Additionally, T-Mobile offers
affordable mobile Internet packages, on prepaid and offers cutting edge devices, like the Sidekick, on
their prepaid services as well. T-Mobile is well ahead of the pack with regards to this market because of
the way that they have approached it.
In the post-paid market, consumers are looking to “get more” and to this effect carriers are not only
competing on the price of voice calls but also on what value added services they will be providing.
Carriers are offering a great big sea of reduced rates, unlimited nights and weekends minutes, reduced
rates for Anytime minutes, Rollover minutes and many other features to entice consumers to subscribe to
their services. This area is a major battleground and it draws parallels to Wal-Mart’s low price displays.
Carriers use their low-cost voice rates to get customers to switch. Once they switch their services, value-
added services might not be as cheap as similar offerings by competitors.
Value-added services are special services carriers attempt to be unique. A major battleground for
carriers in the value-added services arena is mobile data. Cingular, Verizon and Sprint are all in what
seems to be an arms race for better and faster data services. Their marketing efforts are generally aimed at
one another and they generally tend not to focus too much on T-Mobile. One exception to this is the short
lived television ads that compared T-Mobile’s Hotspot WiFi service with Verizon’s EV-DO citywide
service. Cingular, Sprint and Verizon also are going after the same markets and they are offering similar
phones and services: services such as music downloads, video-on-demand and phones that double up as
MP3 players. To this extent, they are by and large ignoring T-Mobile and they are either generalizing
their attacks or they focus on attacking one another and leave T-Mobile mostly out of the line of fire.
Additionally, industrial rivalry encompasses areas of perception of quality and variety of service.
In terms of quality of service, the major competitors are battling in the arenas of customer service and size
of their networks. We can see evidence of competitive rivalry in these areas by looking at J.D. Power &
Associates annual reports where T-Mobile has been ranked the best in customer service both in-store and
telephone support for the last three years and T-Mobile has been very public about the fact that they have
received such distinguished awards. On the other hand there are a plethora of commercials by Verizon
Wireless touting their nationwide digital network.

Power of Suppliers
The wireless industry has many suppliers for the many different aspects of their business. The
power of suppliers is somewhat limited in terms of infrastructure equipment. The market for
infrastructure is an oligopoly. There are several suppliers, Ericsson, Nokia and Nortel being some of
them. The analogy that we would draw is the same as a company looking to implement an ERP system.
There are only a few suppliers in the market and those have a small degree of control.
There is, of course, the handset market. There are many device manufacturers and historically, in
the US, carriers did have a lot of control over the handset manufacturers. The carriers, as resellers of the
phones, would put the phones though rigorous testing before they sold them in their stores. Additionally,
if they did not get a good deal from the phone manufacturers they would threaten to not carry any of their
phones in their stores. This Wal-Mart-like way is how the industry still operates today. Carriers have the
final say as to what is sold in their stores, however there are indications that the mobile phone makers are
fighting back. Recently Nokia and Motorola have opened stores where they showcase and sell phones
independently of carriers. This is similar to the AppleStore model that Apple Computers has been so
successful in implementing in the last five years. It is conceivable that in the next three to five years more
phone-only stores will to challenge the stronghold that carriers have as to what phones are sold on their
network.

Threat of New Entrants

There are only two ways to enter into the wireless carrier market: become a full-fledged carrier

30
Subscriber Information Module
 - 11 -

like T-Mobile or Verizon, or become an MVNO31. The threat of new entrants to the market is minimal,
almost non-existent. There are two reasons for this: regulatory hurdles and push-back from established
players.
Regulatory oversight of the wireless industry makes it very difficult to enter any mobile market as
a full-fledged operator. A competitor must already be an established company with a lot of working
capital to deploy towers, equipment, market their services and establish a network of resellers. This is, of
course, assuming that you are able to buy spectrum from the FCC in order to operate to your wireless
service. If you do not participate in an auction, similar to the one that occurred in August of 2006, then
you will not be able to purchase any spectrum and thus you are not able to provide any service.
Another avenue to entering the mobile market is to become an MVNO. As an MVNO, a company
leases airtime from established players in the mobile market. An example of such a company is TracFone.
The major hurdle here is being able to find a profitable segment to market your services to. If a
competitor does not have a concrete plan, they run the risk of going into debt because in they are not just
leasing airtime from established players, they are also competing with them for a piece of the wireless pie.
Due to the realities that MVNOs face, most target a specific niche market. TracFone, for instance,
targets users that do not often use wireless phones by marketing their nationwide prepaid plans and
focusing on their long expiration dates and inexpensive handsets. TúYo Mobile markets to the Latino
community, while 7-eleven wireless and Circle-K wireless are going after crowds that frequent their
stores and therefore find it more convenient to purchase recharge cards for their wireless service there.
These are just a few examples of MVNOs. The MVNO market in the USA is saturated with more than 30
national MVNOs. All 4 national carriers offer spectrum for lease by MVNOs.

Threat of Substitute Products

In the wireless industry there are substitute products for some services, however there does not
exist substitute products for all products and services that T-Mobile offers. The services that are
substitutable are services that are widely available to all carriers such as voice communications, text and
picture messaging. The battleground for these services is price and quality. These services are really
commodities for the carriers and, as such, can only compete on these two dimensions.
There are, of course, things that are not substitutable, or are substitutable after a period of
exclusivity. Two examples of these are the T-Mobile Sidekick and RIM32 exclusives such as the
Blackberry Pearl. The T-Mobile Sidekick has been a product that has had no direct substitute and no
successful direct competition in the market. It has been a product that T-Mobile international has
popularized and has received an exclusive distribution for the USA. This product has a large consumer
following and has been an instrument for T-Mobile to capture subscribers from other competitors. Many
people have a phone from one carrier for voice communications, but they might also have a T-Mobile
account in order to be able to use a Sidekick. As such, this product can also be seen as a gateway for T-
Mobile to get more customers to switch to their service and also an instrument to retain customers that
want to use another carrier for voice, but still retain T-Mobile service as well.
T-Mobile has also procured the rights to be the first to market with exclusive devices like the
Blackberry 7100 and the Pearl. These devices debuted on the T-Mobile network first and T-Mobile has /
had exclusive rights to these handsets for some period of time before the same phones were available on
other networks. The availability of these phones coupled with the ability to port your existing number can
contribute to customers switching carriers in order to get that new phone they want.
There are services that can have substitutes, however there are no indications yet as to whether
they will have substitutes or not. One such example is UMA. UMA, as previously described, allows a
phone that has WiFi to be able to seamlessly go from a cellular network to a WiFi network without
dropping a call. This would allow a customer to have unlimited calling when they are using WiFi, so they
do not waste their cellular minutes when they have WiFi Access. Technically, it is possible for other

31
Mobile Virtual Network Operator
32
Research In Motion – makers of the Blackberry line of handhelds
 - 12 -

carriers to imitate this service that T-Mobile is offering. However, there is no indication yet whether
competitors are interested in competing with this service.

Power of Customers
The customers have a quite a substantial amount of power in the wireless industry, however this
is not total power over the industry. Due to key legislative actions, such as the wireless number portability
act of 2003, consumers now have an easier time changing carriers if they are dissatisfied with the service
that they are getting. Prior to 2003 there was a great barrier that needed to be overcome when switching
carriers – that was getting a new number.
This might not seem like a major problem; however it is a major problem for professionals and
businesses that use their cell phone for commercial purposes. In years past, if the company wanted to
change phone companies, they also needed to change numbers, which meant that they would have to
reprint business cards, change phonebooks and communicate with clients to notify them of the change.
Now that customers can take their number with them, the barriers for switching are much lower.
The wireless industry is also one that has a fixed number of customers to attract. One carrier’s
loss is generally another carrier’s gain. This means that companies will go the extra mile to retain
customers and they will go even further to keep major accounts, such as corporate accounts, from
jumping ship and going to a competitor.

SWOT ANALYSIS

Strengths
A particularly effective strength of T-Mobile is its commitment to providing quality customer
service. This has served the company well in terms of both attracting and retaining customers. T-Mobile
has repeatedly garnered awards for the quality of its customer services. This has served to effectively
differentiate T-Mobile from its competitors when other features, such as plan pricing and handset
availability (in terms of features offered), are fairly uniform across the industry.
Deutsche Telekom’s model of internal outsourcing, where the individual national carriers
outsource their R&D to Deutsche Telekom’s T-Systems allows the smaller carriers to, in effect, pool their
overall R&D budgets. The individual carriers are then able to exclusively, in terms of their national
markets, take advantage of the larger organization’s R&D efforts. Furthermore, since Europe and Asia’s
networks and technologies are far more advanced than those in the United States and Europe and Asia
typically have access to new handset technology up to a year before the US market, technologies rolled-
out in the domestic market have had significant real-world testing already done.
Another strength is T-Mobile’s positioning as the carrier of choice within the youth market. This
under-25 market segment is one of the heaviest user groups of cellular technology and associated
services. Since these associated services, such as ring-tones, video messaging and picture mail, are fee for
service options above and beyond normal calling plans, these services are significant revenue streams for
T-Mobile.
T-Mobile derives significant strength through its parent company, Deutsche Telekom. By using
economies of scale, Deutsche Telekom is able to strengthen all of its national carriers by coordinating and
distributing the resources, capabilities and core competencies of all its individual business segments.
Furthermore, since Deutsche Telekom is present in the wireless markets of most EU countries and
follows the global GSM network model, US T-Mobile is able to attract customers based upon the
customers’ phones working nearly anywhere on the globe.

Weaknesses
T-Mobile has had problems attracting and retaining customers due to the spottiness of its network
outside of major metropolitan areas. When a cellular customer is forced to roam on another carrier’s
network, there are often significant fees involved as well as a number of premium features, such as SMS,
picture mail and on-line access that do not work correctly. T-Mobile’s current network coverage in rural
 - 13 -

and exurban areas is a weakness the company will have to correct if they wish to grow outside of their
current coverage areas.
T-Mobile has been slow to unveil and launch its 3G network. In the meantime, other networks,
most publicly Sprint, have launched their 3G networks. In fact, in recent months, Sprint33 has prominently
featured the superior download speed over Cingular and T-Mobile’s 2.5G EDGE networks. While T-
Mobile will soon launch its 3G network, its market position has been weakened by being last to market.

Opportunities
There are many opportunities for T-Mobile to expand and to gain a sustainable competitive
advantage. The first and most obvious opportunity is T-Mobile’s recent spectrum purchases for the
deployment of third generation cellular technologies. T-Mobile officially received the spectrum on
November 30, 2006 and they have already chosen the manufacturers that will provide the technical
infrastructure. This means that they are now ready to go ahead and deploy 3G in the areas where they
have purchased the right to operate.
Another opportunity is that increasingly many cities and municipalities in the United States have
started to be interested in the idea of citywide municipal WiFi networks. While many landline and cable
telecommunications companies have fought this in the past, it is increasingly obvious that cities are
viewing citywide WiFi as a service they are interested in providing. T-Mobile already has a track record
in providing WiFi service in many locations nationwide. This is a great opportunity for them to expand
their customer base and become a provider for citywide WiFi. Since there is a new generation of WiFi34
coming out that quadruples current WiFi data speeds and almost doubles the range of current WiFi
technology, providing citywide WiFi offers not only additional revenue streams, but also a platform to
expand their up-and-coming UMA initiative.
T-Mobile also has the advantage of having a very popular device among the teen to late 20’s
market. This device is of course the sidekick, which is a T-Mobile exclusive. They have the ability to
leverage the current and growing popularity of this device platform in order to gain further market share
and expand the popularity of this device to other market segments.
Finally, T-Mobile can take advantage of their international affiliations to offer low international
roaming rates for businesses. This could be a differentiating factor for T-Mobile’s business model given
that roaming internationally is generally expensive. Reduced roaming could help T-Mobile to increase its
subscriber base in the home market by winning over a few key corporate accounts. In addition to
roaming, because of their international nature they might be able to get access to capital funds to purchase
another minor competitor in the US. Given that mergers and acquisitions have characterized the US
market, it is not outside the realm of possibilities for T-Mobile to acquire the fifth largest carrier in the US
(Alltel) in order to increase their capacity.

Threats
There are of course threats to T-Mobile. These threats come from the established players and
from municipal WiFi initiatives. First, as mentioned in the opportunities, many cities and municipalities
are interested in offering free WiFi access either throughout their city or, at least throughout certain
commercial or touristy districts. There are two local examples of this: OpenNet35 in Salem and OpenNet
on Newbury Street in Boston. OpenNet offers free WiFi access to anyone with a WiFi enabled laptop,
PDA or cell phone. Since T-Mobile offers pay-per-access WiFi access in many locations, including hotels
and coffee shops, if citywide WiFi initiatives are launched, T-Mobile will likely be forced to end this
service due to a drop in demand.
The second threat comes form other carriers. While T-Mobile is not under the threat of being
purchased by another national carrier, they are in danger of being somewhat marginalized by the business
33
Sprint.com from spring through autumn 2006.
34
WiFi 802.11n specification
35
http://www.salemopen.net/
 - 14 -

and corporate users. There are many marketing campaigns by other major competitors touting their “more
bars in more places36,” their “most reliable wireless broadband network37,” or their “largest voice and
wireless broadband network38.” Although T-Mobile is fighting back with their “get more39” and “stick
together40” campaigns by giving business people more wireless airtime and mobile data, T-Mobile runs
the risk of adding to the perception that they are indeed not able to compete on a nationwide market.

STRATEGIC FIT

The ongoing large-scale rollout of 3G networks, as well as the increasing desire and need on the
part of the consumer for a cell phone that works internationally, places T-Mobile in a position to
dramatically increase its market share from it current fourth place position. Much of T-Mobile’s
resources, capabilities and competencies are focused on the company’s strong customer service skills,
strong presence in the youth market and the advantages offered through T-Mobile’s parent company
Deutsche Telekom. Taking these factors into account, as well as the opportunities they represent, T-
Mobile is in a position to strategically grow its customer base by expanding its services and network.
While T-Mobile is well positioned to grow in the coming years, its lack of abilities in certain
areas exposes the company to some significant threats. T-Mobile’s failure to launch its 3G network before
its competitors has led to its competitors being able to reap the benefits that come with being first to
market. Furthermore, while T-Mobile’s positioning as a youth-oriented carrier has been generally
successful for the company, it has served to isolate many business and corporate customers. T-Mobile is
further threatened by the growing drive towards free or heavily subsidized municipal WiFi. Customers
would have little use for T-Mobile’s Hotspot services if they are able to receive free internet access
through the local government. This could hurt far more than T-Mobile’s WiFi business segment as the
Hotspot service has served as an effective marketing tool for other T-Mobile services and products.

PROBLEM STATEMENT

T-Mobile must determine a strategy for achieving greater market share while maintaining a
competitive advantage. Any such strategy must look at growing T-Mobile from its current position as the
smallest of the national carriers with a substantially smaller network than its competitors. Finally, this
strategy must account for T-Mobile overcoming its late entry into the 3G marketplace.

STRATEGIC ALTERNATIVES

T-Mobile is facing a number of issues that it must overcome and opportunities that it must
correctly take advantage of if it is to grow its market share. The abilities of the company, its competitive
advantages and the result of the SWOT analysis leads to the following four strategic courses of action
could lead to market share and profits growth.

Alternative 1: Slow and Steady

Despite the publicity and hype surrounding 3G, most customers have no need at this time for the
services and products that 3G makes possible. SMS had been around for a decade before it took off.
Picture mail was available for several years before it became popular. One significant reason is that most
people do not frequently upgrade their hardware. Consequently, it takes several years for a critical mass
36
Cingular marketing campaign circa 2006
37
Verizon Wireless marketing campaign circa 2006
38
Sprint marketing campaign circa 2006
39
circa 2003-2006
40
circa 2006
 - 15 -

of people to have compatible hardware. While the other carriers are pushing forward with marketing
campaigns focusing on 3G technologies that consumer do not yet have a need for, T-Mobile should
maintain its focus on proven technologies and exceptional customer support. T-Mobile also will maintain
and expand its niche marketing and unique services as it works towards a successful roll-out and launch
of its 3G UMA network.
This approach has the benefit of functioning within T-Mobile’s existing core competencies while
not stretching resources during a period when T-Mobile’s competitors are expending huge amounts of
resources while rushing 3G technologies to market. The disadvantage to this approach is that it provides
virtually no new growth opportunities. This approach also carries the risk of customers leaving en masse
if T-Mobile is unable to get their 3G network up and operational before a critical mass of consumer want
access to 3G technologies.

Alternative 2: Mergers & Acquisitions

With this plan of action, T-Mobile would look for acquisitions targets in order to expand their
network and the number of customers that they have. In this scenario, T-Mobile would merge or acquire
Alltel, the fifth largest carrier in the US. T-Mobile did just spend a lot of money for the spectrum auctions
and has committed to beginning the deployment of 3G technology, thus they already have spent a
considerable amount of money. T-Mobile would thus have to leverage its international connections in
order to acquire the funds for this merger or acquisition.
There are many advantages to this, the main one being that Alltel has a lot of customers and has
quite a large footprint in the US market. By taking over Alltel, T-Mobile would instantaneously expand
its GSM network in areas that it currently has no coverage without paying roaming fees. Additionally,
because Alltel is also running an AMPS and a CDMA network, they currently have Verizon, Sprint and
Cingular as customers. Alltel sells airtime on its networks to these carriers. By merging, T-Mobile would
have access to additional revenue that they previously did not have and this could be a way for paying for
the purchase of Alltel.
The main disadvantage is the degree of uncertainty involved with this merger or acquisition. Due
to the fact that the wireless industry is regulated by several governmental organizations, there is no
guarantee that T-Mobile will be able to keep its entire spectrum and, therefore, all the customers that
Alltel currently has. It is possible that the FTC would require that the new merged company divest some
of its properties. Of course, since T-Mobile and Alltel and only the fourth and fifth largest carriers in the
US, this might not happen.

Alternative 3: Expand WiFi Segment

Many people focus on a lot on the cellular segment of T-Mobile, however not many look at their
wireless Hotspots. In this alternative strategy, T-Mobile would expand its WiFi segments by becoming a
municipal WiFi provider. As was described earlier, municipal WiFi is something that many cities and
towns are looking toward implementing. Since T-Mobile has experience in deploying Wireless networks,
this should not prove too difficult.
The advantages of this strategy are that T-Mobile already has a proven track record with Wireless
Hotspots. By providing municipal WiFi networks they are guaranteed to have a certain amount of revenue
when they are providing this service to a city. Additionally, since T-Mobile is starting the UMA initiative
this year, the company is gaining access to an infrastructure, paid for by someone else, to increase its
coverage area and provide better quality phone services.
There are two disadvantages with this strategy. T-Mobile is going to start competing with
established wire line providers such as Verizon and Comcast. This means that they would need to be
more aggressive in advertising their Hotspot services and they would be competing against companies
that they had not competed with before. The flip side to this argument of course is that since citywide
WiFi networks are increasingly becoming a reality, the battle is coming to T-Mobile, so T-Mobile will
need to make the first move. The other disadvantage is that even if T-Mobile provides a city with WiFi
service, it doesn’t necessarily mean that they can piggyback their UMA service onto it.
 - 16 -

Alternative 4: A combination of Mergers and Segment Expansion

T-Mobile could choose to pursue an aggressive expansion drive. This alternative would
incorporate both alternatives 2 and 3 from the above paragraphs. In order to dramatically increase its
market share in a short time, T-Mobile should acquire one of the larger regional cellular companies, in
this case, Alltel. As described above, this provides the advantage of dramatically and quickly increasing
T-Mobile’s customer pool. As Alltel currently employs 2 incompatible network technologies, T-Mobile
should begin the process of migrating customers over to GSM / UMA model phones as existing handset
are replaced. Too quick a migration will cost the company a large number of customers. In the meantime,
T-Mobile can collect revenue based upon Alltel’s CDMA roaming agreements with Verizon Wireless and
Sprint.
At the same time as the acquisition of Alltel, T-Mobile should ramp-up its WiFi Hotspot service
and begin marketing it to municipalities. By acting proactively, T-Mobile can position itself as one of the
providers of choice for cities and town entering the municipal WiFi market. While the infrastructure
outlay for this initiative may be large, the strategic advantage T-Mobile gains in terms of public exposure,
advertising revenue streams and consumer awareness of T-Mobile’s other products are enormous. The
obvious disadvantage of this approach is that this is a huge expansion and upheaval for T-Mobile and it
potentially threatens the culture of quality customer services and shifts focus away (at least temporarily)
from T-Mobile’s most successful market segment, the youth market.

RECOMMENDATION

It is our recommendation, the T-Mobile adopt an aggressive expansion plan through the use of
acquisitions and WiFi expansion. We make this recommendation for a number of reasons. Baring the
collapse of one of the major competitors, it is unlikely that T-Mobile will be able to capture enough of the
market from its competitors to ever dramatically increase its market share. Acquiring Alltel’s 15 million
customers, even while allowing for some attrition, would put T-Mobile in a much more realistic place to
directly compete with the big three cellular companies. That being said, there still is not likely to be
significant short or mid-term changes in market share number once Alltel is conglomerated into T-
Mobile. It is necessary, therefore, for T-Mobile to execute other initiatives to increase its market share
and customer base. By ramping-up T-Mobile’s WiFi services, the company is creating significant future
income streams, opening up whole new marketing avenue and providing a valuable service to its existing
and potential customers boosting new contracts and retention. It cannot be stressed enough, however, that
while this new growth initiative will likely require some adjustments to T-Mobile’s corporate culture, T-
Mobile’s senior management should ensure that the company’s commitment to providing high-quality
customer service be maintained. The recommended growth plan will generate a significant number of
new customers. Retention, especially with the former Alltel customers, will be difficult. T-Mobile’s
customer service will prevent many people from leaving the company.

ACTION PLAN

The following action plan lists several general steps that T-Mobile must take in order to
implement the recommended course of action. The recommendation and this action plan make the
assumption that Alltel is either willing to be bought by T-Mobile or is open for a hostile takeover attempt.
In real-time, however, Alltel is not currently for sale; however this recommendation can be applied to any
of the larger regional cellular companies.
T-Mobile will immediately announce that they are purchasing Alltel. Given the relative ranking
of T-Mobile and Alltel, a rapid approval by the SEC and FCC are hoped for. Shortly thereafter, T-Mobile
will approach several candidate cities about test-piloting city-wide WiFi with rollout to coincide with
testing of T-Mobile UMA 3G network. During this time newly hired WiFi initiative staff as well as
transitioning Alltel staff will undergo extensive training on T-Mobile’s If timed correctly, by the 4th
 - 17 -

Quarter of 2007, Alltel’s customers will be fully integrated into T-Mobile, the first prototype city-wide
networks will be coming on-line (neighborhood trial basis) and the UMA networks will be available for
public consumption.

Conclusion
T-Mobile has been struggling to grow beyond its fourth place position in the US cellular market.
However, other than its market share issues the company has otherwise been very successful. T-Mobile is
known for its dedication to high-quality customer service. The company has also been very successful in
capturing the youth market as well it Hotspot public WiFi products. That being said, if T-Mobile wants to
grow its profits and consumer base than it will need to take a new approach to sales and growth.
Based upon an analysis of the T-Mobile’s internal and external environment, it is our
recommendation that T-Mobile implement an aggressive expansion and growth strategy. We recommend
that T-Mobile purchase Alltel, the largest of the regional carriers. Such a purchase would add
approximately 15 million subscribers to T-Mobile’s customer pool. Also, since Alltel manages both GSM
and CDMA networks, T-Mobile can take in revenue from the extensive roaming agreements Alltel has
with Sprint and Verizon. The purchase of Alltel will take care of short-term growth. Mid- to long-term
growth can be realized by focusing on T-Mobile’s Hotspot WiFi network and its expansion into
municipal WiFi. Successful adoption of T-Mobile as a municipal WiFi provider will provide T-Mobile
with enormous amounts of public exposure, advertising revenue and new marketing media. While
successful implementation of these growth recommendations will gain millions of new customers, T-
Mobile cannot abandon its commitment to customer service. This commitment has served T-Mobile very
well and should continue. Customer retention is just as important as customer acquisition.
 - 18 -

EXHIBITS

Exhibit 1: Wireless Value Chain

 - 19 -

Exhibit 2: Learning, Adoption and Experience Curve

 - 20 -

Exhibit 3: Characteristics of Discontinuous Innovations

 - 21 -

Exhibit 4: Managing Disruptive Technologies

 - 22 -

Exhibit 5: Hurdles that slow adoption

 - 23 -

Exhibit 6: Product Life Cycle - Services

 - 24 -

Exhibit 7: Product Life Cycle – Technologies

 - 25 -

Exhibit 8: T-Mobile’s 2006 Coverage Map

 - 26 -

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 - 29 -

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 - 31 -

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 - 32 -

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Cingular Wireless. (2005). (Press Release) Introducing the latest 'catch' from Cingular: the Firefly
Phone. In time for holidays, cingular offers cool, fun mobile phone for Tweens that helps keep
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Cingular Wireless. (2005). (Press Release) The cingular messaging awards celebrate the 'the of the best'
in Text, IM, Picture and video messages. Cingular customers are invited to enter unique online
awards program that recognizes creative expression and utilizes messaging-themes user generated
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 - 33 -

Cingular Wireless. (2004). (Press Release) Cingular delivers on Iowa and Western Illiois Network
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Cingular Wireless. (2004). (Press Release) Cingular flips switch on number portability.
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Cingular Wireless. (2004). (Press Release) Cingular gets down to business with nation's largest wireless
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Cingular Wireless. (2004). (Press Release) Cingular offers Microsoft Direct Push technology for the
Cingular 8125, 2125 Devices. Companies introduce easy-to-deploy enterprise class push e-mail
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Cingular Wireless. (2004). (Press Release) Cingular submits first port request. http://www.cingular.com:
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Cingular Wireless. (2004). (Press Release) cingular wireless refutes lawsuits files by the foundation for
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Cingular Wireless. (2004). (Press Release) Roayl Carribbean International and Celebrity Cruises Offer
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 - 44 -

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mobile.com/Company/PressReleases.aspx

T-Mobile USA. (2006). (Press Release) T-Mobile USA Launches New Community Outreach Program
Tapping Into Employee Volunteerism Nationwide. http://www.t-mobile.com: T-Mobile USA.
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T-Mobile USA. (2006). (Press Release) T-Mobile USA Once Again Receives Highest Ranking in
Wireless Customer Care by J.D. Power and Associates. http://www.t-mobile.com: T-Mobile USA.
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T-Mobile USA. (2006). (Press Release) T-Mobile USA reports record fourth quarter and full year 2005
results.. http://www.t-mobile.com: T-Mobile USA. Retrieved November 19, 2006, from
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mobile.com/Cms/Files/Published/0000BDF20016F5DD010312E2BDE4AE9B/0000BDF20016F5DE
0109CCD52DA93572/file/TMUS_Q4%202005%20Earnings%20Release.pdf

T-Mobile USA. (2006). (Press Release) T-Mobile USA secures rights from FCC to auctioned spectrum.
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mobile.com/Company/PressReleases.aspx

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YOU CLOSED TO THE FIFA WORLD CUP. http://www.t-mobile.com: T-Mobile USA. Retrieved
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T-Mobile USA. (2006). (Press Release) T-Mobiles Receives highest Marks for Wireless Call Quality,
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 - 45 -

T-Mobile USA. (2005). (Press Release) Deutsch Telekom to Provide $2 Million to Help Hurrica
Katrina's Smalest Victims. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5, 2006,
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T-Mobile USA. (2005). (Press Release) New Ad Campaign highlights T-Mobile ToGo as the "Straight
Up" Prepaid Solution. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5, 2006, from
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T-Mobile USA. (2005). (Press Release) T-Mobile and Catherine Zeta-Jones Agree to 'Get More
Advertising'. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5, 2006, from http://t-
mobile.com/Company/PressReleases.aspx

T-Mobile USA. (2005). (Press Release) T-Mobile Brings Today's Hottest Artists Up Close and Personal.
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Agreements and Customer Growth. http://www.t-mobile.com: T-Mobile USA. Retrieved November
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T-Mobile USA. (2005). (Press Release) T-Mobile Inks Broad Marketing Partnership with NBA and
WNBA. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5, 2006, from http://t-
mobile.com/Company/PressReleases.aspx

T-Mobile USA. (2005). (Press Release) T-mobile Now Offers Wireless Calls to Mexico for Five Centes
Per Minute. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5, 2006, from http://t-
mobile.com/Company/PressReleases.aspx

T-Mobile USA. (2005). (Press Release) T-Mobile USA reports fourth quarter and full year 2004 results..
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mobile.com/Cms/Files/Published/0000BDF20016F5DD010312E2BDE4AE9B/0000BDF20016F5DF
010980E5CA0EC674/file/2004_Q4.pdf

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Messages. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5, 2006, from http://t-
mobile.com/Company/PressReleases.aspx

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the New Blackberry Internet E-mail Service for Yahoo! Mail Users. http://www.t-mobile.com: T-
Mobile USA. Retrieved November 5, 2006, from http://t-mobile.com/Company/PressReleases.aspx

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mobile.com/Company/PressReleases.aspx

T-Mobile USA. (2005). (Press Release) T-Mobile USA enabled KODAK-EASYSHARE-ONE Digital
Camera Owners to Share Pictures 'On the Go' at More than 5,000 T-Mobile HotSpot Locations
Nationwide. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5, 2006, from http://t-
mobile.com/Company/PressReleases.aspx
 - 46 -

T-Mobile USA. (2005). (Press Release) T-Mobile USA Grants Customers Freedom of Choice by
Declaring "All Messages are Created Equal". http://www.t-mobile.com: T-Mobile USA. Retrieved
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T-Mobile USA. (2005). (Press Release) T-Mobile USA Gulf Coast Wireless Network Coverage at or
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Retrieved November 5, 2006, from http://t-mobile.com/Company/PressReleases.aspx

T-Mobile USA. (2005). (Press Release) T-Mobile USA Kicks off Digital Life with the Introductions of the
T-Mobile Sidekick II Juicy Couture Edition and the T-Mobile Sidekick II Mister Cartoon Edition.
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Talking!. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5, 2006, from http://t-
mobile.com/Company/PressReleases.aspx

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Outdoor Wi-Fi HotSpot at South Street's Headhouse Square. http://www.t-mobile.com: T-Mobile
USA. Retrieved November 5, 2006, from http://t-mobile.com/Company/PressReleases.aspx

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Instant Hit with the Nokia 6800 Messaging Phone. http://www.t-mobile.com: T-Mobile USA.
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 - 47 -

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Deployment of WIreless Hotspots. http://www.t-mobile.com: T-Mobile USA. Retrieved November 5,
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mobile.com/Company/PressReleases.aspx

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mobile.com/Company/PressReleases.aspx
 - 48 -

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 - 49 -

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