Mental Models

1668 WordsSep 18, 20137 Pages
RUNNING HEAD: Verizon Wireless Mental Models and Mindsets Verizon Wireless Mental Models and Mindsets University of Phoenix May 1, 2013 Verizon Wireless Mental Models and Mindsets Mental models are how the mind stores memories and ideas relating to reality. These include opinions, attitudes, prejudices, and approaches to different objects, events, and situations. The manner in which one’s mental models work can limit one’s ability to succeed or improve his or her environment. Sometimes managers’ mental models limit a business because they choose to ignore certain factors. Sometimes people only see what they desire to perceive or deliberately ignore pertinent data (Crook & Wind, 2006). For large, vast, and fast-paced…show more content…
Furthermore, angry customers are not shy to tell their friends and acquaintances about their terrible experiences with Verizon Wireless, thus scaring off potential customers (Delsoft, 2012). Based upon revenues, Verizon Wireless is the most profitable wireless communications carrier in the United States, and poised to be the most profitable in the world. The company provides high-quality service and works endlessly to expand and improve upon its infrastructure. The model is very successful and creates the mindset that an ever-improving network is the only way to succeed. The limitation this mental model poses is that the company does not use the advantages of economies of scale to pass savings onto customers. Most customers would be happier to know that their bills were reduced than to know that their phones will receive full 3G service on nearly every square foot of the North American continent. Five Forces Influencing Mental Models at Verizon Wireless Similar to other wireless companies, Verizon has five forces to conduct success against its competitors. The five forces illustrate a representation of the five powers to rise in a low economic environment. These forces, also known as Michael Porter’s Five Forces Analysis, consist of buyer power, supplier power, threat of substitute product and services, threats of new entrants, and finally,
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