Marketing Strategy Of T Mobile

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ORGANIZATION Since Q1 of 2013, T-Mobile has set the telecommunications industry on fire by trailblazing with the the UN-Carrier strategy. The UN-Carrier strategy is essentially a set of changes to business approaches that have branded T-Mobile as the antithesis of the traditional cell phone carrier, such as Verizon, AT&T, and Sprint. Such changes to business practices include, no service contracts, upgrades whenever you want, and de-subsidizing phones from plans. The strategy has proven to be successful. In Q4 of 2014, T-Mobile took on 2.1 million new customers, overtaking AT&T which sat at 1.9 million new customers. Also, T-Mobile is officially the third largest carrier, overtaking Sprint for the title, with 56 million in total…show more content…
The employees have contributed to generating 29.6 billion in revenues in 2014. All the hard work of the employees and the successes they achieved have not come without a price, unfortunately. KEY ISSUE The telecommunications industry provides a very competitive landscape. Change within the industry is as reliable as the sunrise. And as a catalyst of change within the landscape, T-Mobile usually drives that change. T-Mobile was the first to offer no service contracts, the first to offer unsubsidized phone plans, etc. As a byproduct of this, much is expected of the frontline employees. Frontline retail employees are measured by countless metrics. As most employees will attest, the key issue within T-Mobile is the problems that arise when the focus of the business shifts too quickly. Granted, in a competitive landscape, those within the landscape have to adapt quickly. However, T-Mobile doesn’t necessarily put its frontline employees in the best position in order to succeed. While this will be discussed further in the next section, there is nothing more discouraging as a sales rep than to be given a goal to achieve, given little to no grace period for learning and practicing correct behaviors, and have the focus of the business shift just when reps were beginning to reinforce those behaviors. In turn, this would cause reps not to hit key performance indicators (KPIs).
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