The document discusses the driving forces behind consolidation in the US mobile telecom market, particularly the proposed T-Mobile-Sprint merger. It notes that mobile spectrum needs are shaping the market, as 5G deployment requires additional mid-band spectrum holdings. The merger would boost the combined entity's scale and spectrum portfolio to better compete with Verizon and AT&T. However, the deal faces antitrust risks, and alternative scenarios are discussed if it fails, such as Sprint being acquired by another player or selling spectrum assets.
Strategic Management Case
T-Mobile US
03/26/2017
Mba-599
Introduction
T-Mobile US, Inc. (NASDAQ: TMUS) is Based in Bellevue, Washington. T-Mobile US is the third largest provider of wireless voice, messaging and data communications services in the United States. T-Mobile US was named after T-Mobile Germany. T-Mobile US offers its services through its subsidiaries such as GoSmart Mobile. T-Mobile US operates two flagship brands, T-Mobile and MetroPCS. T-Mobile acquired MetroPCS in a reverse takeover in 2013. T-Mobile offers post-paid plans and MetroPCS offers pre-paid plans. Deutsche Telekom is the majority shareholder of T-Mobile US, owning 65% of the company. Deutsche Telekom is a German based company. T-Mobile US sells mobile phones, tablets, and wireless internet. T-Mobile US offers unlimited wireless voice, messaging, and data communications. T-Mobile also offers WIFI calling when overseas or if network is out of reach. This technology allows customers to turn a WIFI connection to their own towers. The company offers its services through its advanced 4G LTE network to 71.5 million customers as of 2016. T-Mobile is capable of reaching 308 million in their homes and workplace. The company also offers global plans. T-Mobile US customers can use their services in Canada and Mexico at no extra charge. Customers can also use their phones in Europe using Deutsche Telekom’s network. Customers can also use their cellular devices in Puerto Rico and the U.S Virgin Islands. T-mobile has about 55 million post-paid customers which make up about 77% of its customers. MetroPCS has about 16 million pre-paid customers. T-Mobile also sells service wholesale, including to Google's Project Fi- program, adding another 373,000 customers in the quarter. Between T-Mobile and MetroPCS, T-Mobile US operates about 8000 stores. Most of the stores are authorized vendors and the rest are company owned. According to Fortune.com, Approximately 230 million people live within 10 miles of T-Mobile's (tmus, +1.66%) roughly 3,600 current stores. The company reaches 98% of Americans. T-Mobile US has about 50000 employees. The CEO of the company is John Ledger. He is known to be an outspoken leader and does not fit the mold of a typical CEO. According to CNNMoney.com, Consumer Reports named T-Mobile the number one American wireless carrier and in 2017, T-Mobile was ranked number one in Customer Service Satisfaction by Nielsen.
T-Mobile US started as VoiceStream Wireless PCS which was a subsidiary of Western Wireless Corporation. VoiceStream Wireless was purchased by Deutsche Telekom in 2001 for $35 billion and renamed T-Mobile USA, Inc. Deutsche Telekom completed the acquisition of VoiceStream Wireless Inc. for $35 billion and Southern US regional GSM network operator Powertel, Inc for $24 billion. In 2013, T-Mobile US, Inc. was formed through the business combination between T-Mobile USA and MetroPCS Communications, Inc. The business combination was accounted for a.
Sprint – Strategy Analysis by JNZnetworks.comJamshed Nazar
Sprint's wireless network design is more complex than competitors due to its use of multiple frequency bands and technologies. It relies heavily on its 2500MHz spectrum for LTE but this requires special phones and has coverage limitations compared to lower frequency bands used by competitors. Sprint's network is only competitive in dense urban areas where capacity is key, but it still needs underlying 1900MHz and 800MHz networks for broader coverage. This complexity adds to Sprint's costs and limitations in its data service compared to other carriers. Sprint needs to simplify its network design and acquire more low-band spectrum to improve coverage and competitiveness across different geographic areas.
Sprint – Strategy Analysis by JNZnetwors.com v1.0Jamshed Nazar
Sprint's wireless network design is more complex than competitors due to its use of multiple frequency bands and technologies. It relies heavily on its 2500MHz spectrum for LTE but this requires special phones and has coverage limitations compared to lower frequency bands used by competitors. Sprint's network is only competitive in dense urban areas where capacity is key, but it still needs underlying 1900MHz and 800MHz networks. The analysis suggests Sprint should optimize its network design and focus investment on its strengths in dense urban markets while expanding coverage in other areas. Changes to business strategy around pricing, partnerships, and marketing are also recommended.
This report analyzes the US wireless telecommunications industry. It finds the industry is highly competitive with the four major players being Verizon, AT&T, T-Mobile, and Sprint. Porter's Five Forces analysis reveals intense rivalry between these competitors and high bargaining power of suppliers. Technological innovation and customer satisfaction are key success factors. The industry faces challenges from new entrants like Google and Apple but remains attractive due to continued demand for wireless services and technological advances.
ADV 126 Media Planning & Buying - T-MobileKelly Hsu
This document provides a situation analysis and media plan for T-Mobile US Inc. It discusses T-Mobile's history and background, current market position as the 4th largest wireless carrier, customer satisfaction rankings, and competitive pricing strategies. A SWOT analysis identifies strengths in customer service, pricing, and contract flexibility, as well as weaknesses in coverage, small market share, and lack of iPhone distribution initially. Opportunities include the MetroPCS merger, un-carrier strategies, and increasing subscribers. Threats are larger competitors like Verizon and AT&T, communication apps, and landline providers. The target audience is primarily ages 25-45.
Ravi Gopal is starting an internship analyzing the wireless company Sprint PCS. In late 2001, Sprint PCS was poised to capitalize on growth in wireless data services using its nationwide all-digital CDMA network. However, competitors were gaining advantages and the future of wireless data adoption was uncertain. As Ravi researched the industry, he had many questions about Sprint PCS' strategy and prospects for success against disruptive technologies and changing regulations.
Strategic Management Case
T-Mobile US
03/26/2017
Mba-599
Introduction
T-Mobile US, Inc. (NASDAQ: TMUS) is Based in Bellevue, Washington. T-Mobile US is the third largest provider of wireless voice, messaging and data communications services in the United States. T-Mobile US was named after T-Mobile Germany. T-Mobile US offers its services through its subsidiaries such as GoSmart Mobile. T-Mobile US operates two flagship brands, T-Mobile and MetroPCS. T-Mobile acquired MetroPCS in a reverse takeover in 2013. T-Mobile offers post-paid plans and MetroPCS offers pre-paid plans. Deutsche Telekom is the majority shareholder of T-Mobile US, owning 65% of the company. Deutsche Telekom is a German based company. T-Mobile US sells mobile phones, tablets, and wireless internet. T-Mobile US offers unlimited wireless voice, messaging, and data communications. T-Mobile also offers WIFI calling when overseas or if network is out of reach. This technology allows customers to turn a WIFI connection to their own towers. The company offers its services through its advanced 4G LTE network to 71.5 million customers as of 2016. T-Mobile is capable of reaching 308 million in their homes and workplace. The company also offers global plans. T-Mobile US customers can use their services in Canada and Mexico at no extra charge. Customers can also use their phones in Europe using Deutsche Telekom’s network. Customers can also use their cellular devices in Puerto Rico and the U.S Virgin Islands. T-mobile has about 55 million post-paid customers which make up about 77% of its customers. MetroPCS has about 16 million pre-paid customers. T-Mobile also sells service wholesale, including to Google's Project Fi- program, adding another 373,000 customers in the quarter. Between T-Mobile and MetroPCS, T-Mobile US operates about 8000 stores. Most of the stores are authorized vendors and the rest are company owned. According to Fortune.com, Approximately 230 million people live within 10 miles of T-Mobile's (tmus, +1.66%) roughly 3,600 current stores. The company reaches 98% of Americans. T-Mobile US has about 50000 employees. The CEO of the company is John Ledger. He is known to be an outspoken leader and does not fit the mold of a typical CEO. According to CNNMoney.com, Consumer Reports named T-Mobile the number one American wireless carrier and in 2017, T-Mobile was ranked number one in Customer Service Satisfaction by Nielsen.
T-Mobile US started as VoiceStream Wireless PCS which was a subsidiary of Western Wireless Corporation. VoiceStream Wireless was purchased by Deutsche Telekom in 2001 for $35 billion and renamed T-Mobile USA, Inc. Deutsche Telekom completed the acquisition of VoiceStream Wireless Inc. for $35 billion and Southern US regional GSM network operator Powertel, Inc for $24 billion. In 2013, T-Mobile US, Inc. was formed through the business combination between T-Mobile USA and MetroPCS Communications, Inc. The business combination was accounted for a.
Sprint – Strategy Analysis by JNZnetworks.comJamshed Nazar
Sprint's wireless network design is more complex than competitors due to its use of multiple frequency bands and technologies. It relies heavily on its 2500MHz spectrum for LTE but this requires special phones and has coverage limitations compared to lower frequency bands used by competitors. Sprint's network is only competitive in dense urban areas where capacity is key, but it still needs underlying 1900MHz and 800MHz networks for broader coverage. This complexity adds to Sprint's costs and limitations in its data service compared to other carriers. Sprint needs to simplify its network design and acquire more low-band spectrum to improve coverage and competitiveness across different geographic areas.
Sprint – Strategy Analysis by JNZnetwors.com v1.0Jamshed Nazar
Sprint's wireless network design is more complex than competitors due to its use of multiple frequency bands and technologies. It relies heavily on its 2500MHz spectrum for LTE but this requires special phones and has coverage limitations compared to lower frequency bands used by competitors. Sprint's network is only competitive in dense urban areas where capacity is key, but it still needs underlying 1900MHz and 800MHz networks. The analysis suggests Sprint should optimize its network design and focus investment on its strengths in dense urban markets while expanding coverage in other areas. Changes to business strategy around pricing, partnerships, and marketing are also recommended.
This report analyzes the US wireless telecommunications industry. It finds the industry is highly competitive with the four major players being Verizon, AT&T, T-Mobile, and Sprint. Porter's Five Forces analysis reveals intense rivalry between these competitors and high bargaining power of suppliers. Technological innovation and customer satisfaction are key success factors. The industry faces challenges from new entrants like Google and Apple but remains attractive due to continued demand for wireless services and technological advances.
ADV 126 Media Planning & Buying - T-MobileKelly Hsu
This document provides a situation analysis and media plan for T-Mobile US Inc. It discusses T-Mobile's history and background, current market position as the 4th largest wireless carrier, customer satisfaction rankings, and competitive pricing strategies. A SWOT analysis identifies strengths in customer service, pricing, and contract flexibility, as well as weaknesses in coverage, small market share, and lack of iPhone distribution initially. Opportunities include the MetroPCS merger, un-carrier strategies, and increasing subscribers. Threats are larger competitors like Verizon and AT&T, communication apps, and landline providers. The target audience is primarily ages 25-45.
Ravi Gopal is starting an internship analyzing the wireless company Sprint PCS. In late 2001, Sprint PCS was poised to capitalize on growth in wireless data services using its nationwide all-digital CDMA network. However, competitors were gaining advantages and the future of wireless data adoption was uncertain. As Ravi researched the industry, he had many questions about Sprint PCS' strategy and prospects for success against disruptive technologies and changing regulations.
T Mobile's Opportunity to win Sprint and 5Gthomas paulson
T-Mobile has created a unique opportunity for substantial value creation through its focus on enhancing consumer value, the limitations of its competitors like Sprint, and the transition to 5G networks. If the proposed merger with Sprint is approved, allowing T-Mobile to realize synergies, and if 5G adoption accelerates industry growth and margins improve, the company's stock price could rise to over $245 per share, representing a 3x return for investors. The document discusses how T-Mobile has gained significant market share and profitability in recent years through its "Un-carrier" strategy of increasing consumer value and how the Sprint merger would replicate T-Mobile's past successful acquisition of MetroPCS.
The document discusses the competitive challenges and opportunities in the North American telecommunications market and their implications for players. Key points include:
1) Intense competition exists between incumbent carriers and cable/internet companies for customers in local, long-distance, broadband, and data services. Bankruptcies have reduced opportunities for equipment vendors.
2) Funding for startups has dried up, putting pressure on innovation. Established players like Lucent and Nortel also face an uncertain future.
3) Demand has declined due to the dot-com bust and cautious spending. This reduces opportunities for carriers and equipment vendors.
WORKFORCE MANAGEMENT HARDWARE AND SOFTWARE: BUSINESS DEVELOPMENT STRATEGIES ...Kim Boggio
Comcast is the largest cable provider in the US with 21.5 million subscribers. The document provides an overview of the major companies in the telecom, wireless, broadband and field service markets including Sprint, AT&T, Verizon, Qwest, BellSouth, Cingular, Alltel and others. It estimates that these companies have over 160,000 mobile employees and the potential market for rugged laptops among their field service workers is estimated to be over $560 million over three years.
1) Mobile operators are pursuing fixed-mobile convergence (FMC) using IP Multimedia Subsystem (IMS) platforms to deliver voice services over both fixed and mobile networks. However, as high-speed internet access comes to mobile phones, VoIP services will threaten mobile operators.
2) FMC allows mobile operators to leverage their large customer base initially. But as 3G data services and WiFi networking expand, VoIP providers like Skype will be able to directly compete.
3) To survive long-term, mobile operators must split their business into a mobile access provider and branded internet services, similar to how AOL transitioned from an integrated ISP/content provider. They need to develop internet brands now
T-Mobile US A-Block Spectrum Transaction Slide PresentationTMUS_IR
T-Mobile announced it would acquire 700 MHz A-Block spectrum licenses from Verizon for $3.315 billion. This includes $2.365 billion in cash and transferring some AWS and PCS spectrum licenses valued at $950 million. The acquired spectrum covers 158 million people in key markets like New York, Los Angeles, and Dallas. This enhances T-Mobile's spectrum position and complements its existing mid-band holdings. The company expects benefits like increased subscriber additions and lower future capex from an improved network.
Wireless broadband provides high-speed Internet access over a wide area using wireless technology. It can offer speeds comparable to wired networks like DSL or cable. Fixed wireless networks use stationary connections that can support higher speeds than mobile networks. Wireless Internet service providers (WISPs) offer broadband wireless access, though maximum speeds are typically under 100 Mbps due to limitations of wireless technologies. Demand for wireless broadband in the US has increased the need for additional radio spectrum to be allocated for these services.
The road-to-5 g-the-inevitable-growth-of-infrastructure-costAurelio Machado
1) Mobile network operators will need to significantly increase infrastructure investments between 2020-2025 to support growing data demand and deploy 5G networks. This is estimated to double total network costs during this period.
2) To enable 5G and meet the higher performance standards required, operators will need to invest across all network domains including acquiring new spectrum, upgrading the radio access network with small cells and fiber backhaul, and evolving the core network.
3) While operators can initially upgrade existing 4G networks, they will eventually need to build new macro sites and deploy many small cells, especially in dense urban areas, which will be the primary driver of rising infrastructure costs on the road to 5G.
Hammer Fiber Optics provides high-speed broadband internet using a patented wireless technology. It has exclusive rights to deploy the technology in the United States. The technology can deliver speeds up to 450 Mbps to over 50,000 users per base station at a much lower cost than traditional wired networks. Hammer Fiber is launching service in New Jersey and pursuing partnerships with wireless internet service providers to expand across 25 US markets. It is seeking $35 million in funding to invest in growth through these initiatives.
This document analyzes AT&T's strategy using Porter's Five Forces analysis and a PESTEL analysis. It finds that the threats of new entrants and substitute products are high for AT&T due to capital costs, market competition, and price wars between providers. However, the bargaining power of suppliers is low. It also examines AT&T's value chain, core competencies, competitive advantages in services, and corporate strategy of vertical integration. Recommendations include vertically integrating security platforms, expanding IP services, and unifying wireline and wireless offerings.
The document discusses the implications of spectrum auctions for industry, policymakers, and consumers. It summarizes Canada's 2008 AWS spectrum auction, noting that new entrants bid prices that were 2-3 times higher than in the US auction. This was likely due to the set-aside of spectrum for new entrants and regulations mandating network access. However, high prices may reduce investment. Going forward, continued investment in broadband networks is needed to support economic growth, and intervention should encourage rather than hinder this investment.
Given the central role of telecommunications in the global economy and in the lives of humans worldwide, an understanding of innovation in telecommunications is critical to understanding the global dynamics of innovation generally. The technical, economic, and political dynamism of the sector means that there could be no better time for this work.
The fifth generation of cellular mobile communications, 5G promises to succeed 4G in terms of speed and use cases including extreme high bandwidth, high-density connection, and ultra-low latency. Currently, the global 5G service market is contemplated to be worth USD 21.53 Bn and is envisioned to reach approximately USD 85.84 Bn by the end of 2023. Market Research Future (MRFR) projects the global 5G service market to expand exponentially with a CAGR of 31.9% over the forecast period which ends in 2023.
The document discusses growth projections for broadband, wireless, and fixed line subscribers globally through 2013. It finds that while the recession has slowed growth temporarily, broadband subscribers will increase by 72% and wireless by over 60% by 2013. Fixed lines will decline gradually but be offset by broadband and wireless growth. The Asia-Pacific region will have half of global subscribers but account for only 28% of market value, while North America will have 7% of subscribers but 23% of market value. Growth rates vary widely by country.
AT&T has faced many challenges throughout its history such as competitors infringing on its patents, antitrust lawsuits from the government, and a rapidly evolving industry. However, AT&T has remained a leader in communications technology for over a century by pioneering technologies like pay phones, radio broadcasts, and transatlantic phone cables. Today, AT&T must continue to innovate and provide superior service and devices to consumers to remain competitive against other major carriers like Verizon, Sprint, and T-Mobile in the tightly contested US market. Recent acquisitions of DirecTV and Time Warner will help AT&T expand its video and media offerings internationally and domestically.
This document provides an overview of the telecommunications industry from 1997-2002, including: massive investments totaling $880 billion that led to overcapacity; the bursting of the dot-com bubble in 2000 that wiped out $2 trillion in market value; and the bankruptcies and job losses that resulted from the telecom bust. It also summarizes key segments of the industry like local exchange, long distance, wireless, and enterprise markets during this period. The document is used to provide context for the challenges facing Telezoo.com.
T-Mobile US is focused on capitalizing on growing demand for LTE/4G technology by 2021. Its branded postpaid and prepaid segments have significantly outperformed competitors over the last three years due to initiatives like the Un-carrier strategy. T-Mobile has also invested heavily in expanding and enhancing its LTE network, covering over 305 million people in the US as of 2015 with plans to continue significant investment through 2016-2017 to further improve coverage and network quality.
- The document provides an overview of India's telecom industry, including its history, key indicators, growth trends, and major players. It discusses the rapid growth of wireless/mobile services and subscribers in recent years.
- Mobile penetration has increased from 3% in 2002 to over 4% now, with wireless subscribers growing at around 2 million per month. The document forecasts that mobile subscribers will reach 175 million by December 2007.
- Average revenue per user (ARPU) for mobile services has declined significantly from 2001 due to intense competition and growth of lower-ARPU prepaid users. The top mobile operators by revenue in 2003-04 are listed.
(1) LTE deployment is growing globally as the established mobile broadband technology (2) The document discusses LTE deployment drivers, business models, and forecasts over 400 million LTE subscribers by 2015 as adoption increases
Where are the LTE deployments ? Jean-Pierre Bienaimé during DigiWorld Summit ...IDATE DigiWorld
(1) LTE deployment is growing globally as the established mobile broadband technology (2) The document discusses LTE deployment drivers, business models, and forecasts over 400 million LTE subscribers by 2015 as networks continue rolling out worldwide (3) Key factors influencing LTE adoption include increasing network capacity, improving the customer experience, and reducing infrastructure costs.
This document provides an overview and quantitative analysis of the proposed merger between Comcast and Time Warner Cable. It summarizes the key details of the merger, outlines the companies involved, and calculates the Herfindahl-Hirschman Index (HHI) for pay-TV and broadband markets both before and after the merger. The HHI calculations show a significant increase in market concentration post-merger, indicating potential antitrust issues that could challenge regulatory approval of the deal.
Jan 2020 CommsMEA - 5G fixed wireless access will reshuffle the fixed vs. mob...Tariq Ashraf
5G will enable significant improvements in network capacity, speed, and latency compared to 4G which will allow operators to offer fixed wireless access plans that can match or replace fixed wireline broadband plans. Operators will be able to provide guaranteed quality of service for 5G fixed wireless access subscribers through network slicing capabilities. This will position 5G fixed wireless access as a true substitute for fixed broadband, enabling operators to charge premium prices. The higher speeds and capacities of 5G will also make it feasible to provide unlimited data plans through fixed wireless access.
T Mobile's Opportunity to win Sprint and 5Gthomas paulson
T-Mobile has created a unique opportunity for substantial value creation through its focus on enhancing consumer value, the limitations of its competitors like Sprint, and the transition to 5G networks. If the proposed merger with Sprint is approved, allowing T-Mobile to realize synergies, and if 5G adoption accelerates industry growth and margins improve, the company's stock price could rise to over $245 per share, representing a 3x return for investors. The document discusses how T-Mobile has gained significant market share and profitability in recent years through its "Un-carrier" strategy of increasing consumer value and how the Sprint merger would replicate T-Mobile's past successful acquisition of MetroPCS.
The document discusses the competitive challenges and opportunities in the North American telecommunications market and their implications for players. Key points include:
1) Intense competition exists between incumbent carriers and cable/internet companies for customers in local, long-distance, broadband, and data services. Bankruptcies have reduced opportunities for equipment vendors.
2) Funding for startups has dried up, putting pressure on innovation. Established players like Lucent and Nortel also face an uncertain future.
3) Demand has declined due to the dot-com bust and cautious spending. This reduces opportunities for carriers and equipment vendors.
WORKFORCE MANAGEMENT HARDWARE AND SOFTWARE: BUSINESS DEVELOPMENT STRATEGIES ...Kim Boggio
Comcast is the largest cable provider in the US with 21.5 million subscribers. The document provides an overview of the major companies in the telecom, wireless, broadband and field service markets including Sprint, AT&T, Verizon, Qwest, BellSouth, Cingular, Alltel and others. It estimates that these companies have over 160,000 mobile employees and the potential market for rugged laptops among their field service workers is estimated to be over $560 million over three years.
1) Mobile operators are pursuing fixed-mobile convergence (FMC) using IP Multimedia Subsystem (IMS) platforms to deliver voice services over both fixed and mobile networks. However, as high-speed internet access comes to mobile phones, VoIP services will threaten mobile operators.
2) FMC allows mobile operators to leverage their large customer base initially. But as 3G data services and WiFi networking expand, VoIP providers like Skype will be able to directly compete.
3) To survive long-term, mobile operators must split their business into a mobile access provider and branded internet services, similar to how AOL transitioned from an integrated ISP/content provider. They need to develop internet brands now
T-Mobile US A-Block Spectrum Transaction Slide PresentationTMUS_IR
T-Mobile announced it would acquire 700 MHz A-Block spectrum licenses from Verizon for $3.315 billion. This includes $2.365 billion in cash and transferring some AWS and PCS spectrum licenses valued at $950 million. The acquired spectrum covers 158 million people in key markets like New York, Los Angeles, and Dallas. This enhances T-Mobile's spectrum position and complements its existing mid-band holdings. The company expects benefits like increased subscriber additions and lower future capex from an improved network.
Wireless broadband provides high-speed Internet access over a wide area using wireless technology. It can offer speeds comparable to wired networks like DSL or cable. Fixed wireless networks use stationary connections that can support higher speeds than mobile networks. Wireless Internet service providers (WISPs) offer broadband wireless access, though maximum speeds are typically under 100 Mbps due to limitations of wireless technologies. Demand for wireless broadband in the US has increased the need for additional radio spectrum to be allocated for these services.
The road-to-5 g-the-inevitable-growth-of-infrastructure-costAurelio Machado
1) Mobile network operators will need to significantly increase infrastructure investments between 2020-2025 to support growing data demand and deploy 5G networks. This is estimated to double total network costs during this period.
2) To enable 5G and meet the higher performance standards required, operators will need to invest across all network domains including acquiring new spectrum, upgrading the radio access network with small cells and fiber backhaul, and evolving the core network.
3) While operators can initially upgrade existing 4G networks, they will eventually need to build new macro sites and deploy many small cells, especially in dense urban areas, which will be the primary driver of rising infrastructure costs on the road to 5G.
Hammer Fiber Optics provides high-speed broadband internet using a patented wireless technology. It has exclusive rights to deploy the technology in the United States. The technology can deliver speeds up to 450 Mbps to over 50,000 users per base station at a much lower cost than traditional wired networks. Hammer Fiber is launching service in New Jersey and pursuing partnerships with wireless internet service providers to expand across 25 US markets. It is seeking $35 million in funding to invest in growth through these initiatives.
This document analyzes AT&T's strategy using Porter's Five Forces analysis and a PESTEL analysis. It finds that the threats of new entrants and substitute products are high for AT&T due to capital costs, market competition, and price wars between providers. However, the bargaining power of suppliers is low. It also examines AT&T's value chain, core competencies, competitive advantages in services, and corporate strategy of vertical integration. Recommendations include vertically integrating security platforms, expanding IP services, and unifying wireline and wireless offerings.
The document discusses the implications of spectrum auctions for industry, policymakers, and consumers. It summarizes Canada's 2008 AWS spectrum auction, noting that new entrants bid prices that were 2-3 times higher than in the US auction. This was likely due to the set-aside of spectrum for new entrants and regulations mandating network access. However, high prices may reduce investment. Going forward, continued investment in broadband networks is needed to support economic growth, and intervention should encourage rather than hinder this investment.
Given the central role of telecommunications in the global economy and in the lives of humans worldwide, an understanding of innovation in telecommunications is critical to understanding the global dynamics of innovation generally. The technical, economic, and political dynamism of the sector means that there could be no better time for this work.
The fifth generation of cellular mobile communications, 5G promises to succeed 4G in terms of speed and use cases including extreme high bandwidth, high-density connection, and ultra-low latency. Currently, the global 5G service market is contemplated to be worth USD 21.53 Bn and is envisioned to reach approximately USD 85.84 Bn by the end of 2023. Market Research Future (MRFR) projects the global 5G service market to expand exponentially with a CAGR of 31.9% over the forecast period which ends in 2023.
The document discusses growth projections for broadband, wireless, and fixed line subscribers globally through 2013. It finds that while the recession has slowed growth temporarily, broadband subscribers will increase by 72% and wireless by over 60% by 2013. Fixed lines will decline gradually but be offset by broadband and wireless growth. The Asia-Pacific region will have half of global subscribers but account for only 28% of market value, while North America will have 7% of subscribers but 23% of market value. Growth rates vary widely by country.
AT&T has faced many challenges throughout its history such as competitors infringing on its patents, antitrust lawsuits from the government, and a rapidly evolving industry. However, AT&T has remained a leader in communications technology for over a century by pioneering technologies like pay phones, radio broadcasts, and transatlantic phone cables. Today, AT&T must continue to innovate and provide superior service and devices to consumers to remain competitive against other major carriers like Verizon, Sprint, and T-Mobile in the tightly contested US market. Recent acquisitions of DirecTV and Time Warner will help AT&T expand its video and media offerings internationally and domestically.
This document provides an overview of the telecommunications industry from 1997-2002, including: massive investments totaling $880 billion that led to overcapacity; the bursting of the dot-com bubble in 2000 that wiped out $2 trillion in market value; and the bankruptcies and job losses that resulted from the telecom bust. It also summarizes key segments of the industry like local exchange, long distance, wireless, and enterprise markets during this period. The document is used to provide context for the challenges facing Telezoo.com.
T-Mobile US is focused on capitalizing on growing demand for LTE/4G technology by 2021. Its branded postpaid and prepaid segments have significantly outperformed competitors over the last three years due to initiatives like the Un-carrier strategy. T-Mobile has also invested heavily in expanding and enhancing its LTE network, covering over 305 million people in the US as of 2015 with plans to continue significant investment through 2016-2017 to further improve coverage and network quality.
- The document provides an overview of India's telecom industry, including its history, key indicators, growth trends, and major players. It discusses the rapid growth of wireless/mobile services and subscribers in recent years.
- Mobile penetration has increased from 3% in 2002 to over 4% now, with wireless subscribers growing at around 2 million per month. The document forecasts that mobile subscribers will reach 175 million by December 2007.
- Average revenue per user (ARPU) for mobile services has declined significantly from 2001 due to intense competition and growth of lower-ARPU prepaid users. The top mobile operators by revenue in 2003-04 are listed.
(1) LTE deployment is growing globally as the established mobile broadband technology (2) The document discusses LTE deployment drivers, business models, and forecasts over 400 million LTE subscribers by 2015 as adoption increases
Where are the LTE deployments ? Jean-Pierre Bienaimé during DigiWorld Summit ...IDATE DigiWorld
(1) LTE deployment is growing globally as the established mobile broadband technology (2) The document discusses LTE deployment drivers, business models, and forecasts over 400 million LTE subscribers by 2015 as networks continue rolling out worldwide (3) Key factors influencing LTE adoption include increasing network capacity, improving the customer experience, and reducing infrastructure costs.
This document provides an overview and quantitative analysis of the proposed merger between Comcast and Time Warner Cable. It summarizes the key details of the merger, outlines the companies involved, and calculates the Herfindahl-Hirschman Index (HHI) for pay-TV and broadband markets both before and after the merger. The HHI calculations show a significant increase in market concentration post-merger, indicating potential antitrust issues that could challenge regulatory approval of the deal.
Similar to 20190308 - Why the US spectrum war is the driving force behind US telecoms M&A.pptx (20)
Jan 2020 CommsMEA - 5G fixed wireless access will reshuffle the fixed vs. mob...Tariq Ashraf
5G will enable significant improvements in network capacity, speed, and latency compared to 4G which will allow operators to offer fixed wireless access plans that can match or replace fixed wireline broadband plans. Operators will be able to provide guaranteed quality of service for 5G fixed wireless access subscribers through network slicing capabilities. This will position 5G fixed wireless access as a true substitute for fixed broadband, enabling operators to charge premium prices. The higher speeds and capacities of 5G will also make it feasible to provide unlimited data plans through fixed wireless access.
Telecoms maturity model: from an utility service provider to a digital facili...Tariq Ashraf
The document discusses the maturity model for telecom operators as they transition to digital strategies. It outlines three phases: 1) traditional utility model focused on network quality and usage-based pricing, 2) advanced model adding home services like TV and focusing on household customers, and 3) next generation model providing ubiquitous connectivity across multiple platforms with premium unlimited options. As telecom operators progress through these phases, they can provide digital services by leveraging their network access, curating product/service bundles, and improving omnichannel customer service to position themselves as digital facilitators for clients.
CommsMEA - Hetnets - paving the way for the “ultraband” ageTariq Ashraf
The document discusses the relationship between mobile operators and Wi-Fi technology. It describes how Wi-Fi was initially seen as competing with mobile networks but operators are now embracing it to offload traffic. Two approaches to integrating LTE and Wi-Fi networks are discussed: using LTE in unlicensed spectrum bands or linking LTE and Wi-Fi to aggregate traffic across both networks. The document concludes that mobile operators will eventually provide unified connectivity across Wi-Fi and mobile networks using self-organizing networks to manage traffic across the heterogeneous network.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
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20190308 - Why the US spectrum war is the driving force behind US telecoms M&A.pptx
1. 1
Tariq Ashraf
Why the US mobile spectrum war is the driving force
behind the T-Mobile - Sprint merger and the changes
in the US telecoms market structure
Tariq Ashraf
2. 2
Tariq Ashraf
Executive summary
Mobile spectrum needs are the driving force behind the US telecoms M&A frenzy
The US telecoms regulator (FCC) and mobile operators chose to prioritize mmWave spectrum in order to launch 5G; however mmWave
limitations make this choice unsustainable in the longer run, increasing mid-band spectrum attractiveness
In their quest to launch nation-wide 5G networks, mobile operators are increasingly looking for additional ways of acquiring mid-band
spectrum, mainly through M&A deals
Spectrum allocation and holdings have been shaping the US telecoms market for the past decades and will remain the main driver M&A
and partnerships for the 5G era
Spectrum, spectrum,
spectrum
Key players
US telecoms market
The US mobile telecoms market is mainly fragmented between 4 national players
A long awaited merger between Sprint/T-Mobile might boost T-Mobile spectrum and Sprint business fortunes
In order to approve the merger, the DoJ (Department of Justice) wants to establish a 4th mobile player to maintain market competition
Possible scenarios
Sprint: while struggling on the business front, Sprint holds the most important share of mid-band spectrum making it an attractive target
Dish: holds significant spectrum, but does not operate a telecoms network, and is faced with a March 2020 deadline to launch its network
T-Mobile: needs to acquire spectrum in order to power network operations and its upcoming nation-wide 5G network
Other players: Verizon and AT&T need spectrum while non-telecoms players (Charter, Comcast, Amazon …) are looking for telecoms
synergies and/or mobile telecoms diversification
Merger goes through Merger plan falls apart
T-Mobile / Sprint merger as the cornerstone of the US telecoms market
New T-Mobile sells Boost and some spectrum
holdings to Dish, who can:
‐ Run an MVNO
‐ Build/upgrade a network with dedicated
spin-off and/or resell the business
The new T-Mobile sells Boost & some spectrum
holdings to Amazon who will partner with Dish
to build a new mobile network
Sprint is acquired by another player (Dish, Comcast, Amazon, …)
or Sprint to sell a part of its spectrum to other mobile operators
T-Mobile to find alternatives to get spectrum (Leasing or asset
swap with Dish, lobbying toward FCC for the C-band auction … )
3. 3
Tariq Ashraf
The US mobile telecoms market is fragmented between different categories of
players… a Sprint merger would allow T-Mobile to challenge the mobile "big twos"
Spectrum policy in the USA has led to spectrum assets imbalance among telecoms (And non-
telecoms) operators…
This created a marketplace for operator-to-operator transactions
Verizon had a lot of spectrum, yet its 4G push was so successful, that the company is craving
for more for both 4G and 5G
T-Mobile bought MetroPCS and repurposed its spectrum for 4G yet it needs mid-band
spectrum for its 5G roll out
Sprint had a legacy spectrum war chest thanks to multiple acquisitions (Clearwire…)
Tier 1
Tier 2
Tier 3
National
players
Regional
players
T-Mobile, as the distant No. 3 to Verizon - Inc. and AT&T Inc., has probably grown almost as
much as it can on its own. Its achievements are quite impressive, but the company might have
peaked as a smaller, low-cost, pure-play mobile provider.
Sprint and T-Mobile need one another to go up against Verizon and AT&T, both companies
have a much more solid future together. Apart, they're fighting a small fight against each
other while the Big Twos telecoms operators spread out to TV-and-movie entertainment and
cable-and-streaming services.
Sprint is an ailing business, losing clients to T-Mobile with a low-rated network reputation
A Sprint/T-Mobile merger offers incomparable synergy opportunities, and boosts business
momentum as it would give more scale to the combined entity to take on "the big twos"
T-Mobile-Sprint would rationalize and enhance one single national network
…leveraging the greatest value Sprint offers which would be its spectrum (Sprint has a
spectrum war chest stemming from its Clearwire acquisition, those holdings complementing
T-Mobile's)
The new entity could be commercially aggressive in new markets as it could serve more
clients
…yet multiple reports have indicated that T-Mobile has offered or is considering additional
and more tangible conditions to obtain approval from the DoJ, enabling and accelerating a
new well-funded competitor into the US wireless market.
Why merge two tier 2 telecoms operators?
Achieving scale, in order to compete on
commercial grounds, investment, network...
with tier 1 telecoms operators
Acquiring spectrum holdings in order to
power network operations and complement
each other
AT&T and Verizon are still unchallenged at the top due to their scale (In terms of client base
as well as spectrum holdings)
Sprint and T-Mobile are expanding out their networks and working to establish competitive
differentiation through pricing and marketing,
Smaller players such as regional players such as C-Spire, US Cellular and Cellular One trying
to catch up with their own 4G services.
The US mobile telecoms market is three-tiered Rationale for a T-Mobile/Sprint merger
4. 4
Tariq Ashraf
Spectrum allocation and holdings have been shaping the US telecoms market for the
past decades, now the "race for 5G" is turning into a "gold rush for mid-band"
Mid-band vs. mmWave spectrum: round 2, fight!
Current ownership as well as need for mid-bands is going to shape
the US telecoms market
Spectrum land grab
Sprint has the biggest chunk of US allocated
spectrum in the US market, which makes
Sprint the most coveted company for the
past 3 years
Sprint could bolster its holdings as the FCC
prepares to open up a slice of valuable mid-
band spectrum in the 2.5GHz band: it will be
able to consolidate 194MHz of contiguous
mid-band spectrum (EBS-CBS bands)
mmWave spectrum has much ado about nothing?
The FCC has been pushing forward with a mmWave 5G spectrum strategy while the rest of
the world has made the mid-band spectrum choice
Yet disappointing early mmWave 5G launches by Verizon, have shifted the focus from
mmWave to mid-band in the US: indeed even if mmWave spectrum enables high
throughput, it does requires a clear line of sight, and has very low real life results in urban
dense areas
Spectrum bands
Low-band newly allocated spectrum for mobile networks include the 600 MHz and 700 MHz
bands. These bands are ideal for wide-area and outside-in coverage as well as for deep
indoor coverage
Mid-band new spectrum has been widely allocated in the 3.5 GHz band, with more
spectrum planned to be made available in the 1.5 GHz (L-band) and 5 GHz (unlicensed)
bands. This will enable high-capacity and low-latency networks with better wide-area and
indoor coverage than high-band spectrum, the mid-band spectrum is an optimal
compromise between coverage, quality, throughput, capacity and latency.
High-band (mmWave) spectrum clearly provides the anticipated leap in data speed,
capacity, quality and low latency promised by 5G. New spectrum bands are typically in the
range 24 GHz to 50 GHz, with contiguous bandwidths of more than 100 megahertz per
network.
Source: Ericsson
Mid-band holdings of main US mobile operators (Mhz)
T-Mobile has been playing catch-up getting spectrum via public auctions so far, and bets on
its Sprint acquisition to bolster its spectrum position, also its lobbying against a private C-
Band auction (Satellite operators owned mid-band spectrum) who will favour big-pocketed
operators only (Namely Verizon and AT&T)
Verizon has (Wrongly) bet on mmWave and now needs to expand its 5G network via mid-
band spectrum for dense and very dense areas, yet cannot acquire any telecoms operators
due to anti-trust concerns
AT&T face the same conundrum and needs to get mid-band spectrum, it cannot scoop a
telecoms operators in order to get spectrum yet could swap DirecTV for Dish mid-band
spectrum
Dish has swaths of spectrum, yet did put it to use it so far, albeit having an obligation to
deploy a network by March 2020
5. 5
Tariq Ashraf
The T-Mobile-Sprint merger is facing 50/50% odds depending on DoJ possible
remedies, both outcomes do impact the US mobile market structure as well as market
competitive dynamics
Merger goes through Merger plan falls apart
1
2
T-Mobile / Sprint merger
The new T-Mobile sells Boost & some
spectrum to Amazon that will partner with
Dish to build a new mobile network
and enriches its AWS offering by extending
the network capabilities of its cloud
offering (Edge computing) and creating a
new wholesale business
The new T-Mobile sells Boost and some
spectrum to Dish that can:
Launch an MVNO, while deploying
its own network
Deploy a telecoms infrastructure
and spin-off the business
Bundle Boost and its spectrum
and reselling it to a 3rd party that
will invest on infrastructure
3
4
Sprint is partially or
entirely acquired by
another company &
serves as the
foundation of a new
wholesale B2B
business for the
acquiring company
Sprint sells a chunk of
its spectrum holdings
to another company in
order to raise money to
update its network
5
6
T-Mobile sells a stake
to Dish: spectrum in
exchange for shares
Dish leases a part or its
entire spectrum
holdings to T-Mobile
7
T-Mobile tries to lobby
the FCC in order to get
better buying
conditions for new
spectrum auctions
NEW
NEW
For Sprint For T-Mobile
6. 6
Tariq Ashraf
Merger goes through as DoJ requires "acceptable" spectrum business remedies
2-step
approach
T-Mobile & Sprint do accept DoJ remedies and sells Boost mobile business,
some spectrum holdings and a chunk of former Sprint’s network
(Boost is a prepaid business and is not considered as a key asset for the new
T-Mobile combination)
A third party finds these divested assets complementary to its ongoing activities and is
willing to purchase them.
1 2
Deal type Participants Details Rationale
M&A + Alliance
Dish acquires
assets sold by the
New T-Mobile
The new T-Mobile sells Boost and some spectrum holdings
to Dish and a significant chunk of Sprint’s former network
to Dish + new T-Mobile or Dish sells spectrum holdings to
Verizon
Prerequisite : T-Mobile signs a deal to sell Sprint's network should the merger goes through for
a sound price, reducing Sprint’s acquisition cost
As Dish lacks a telecoms network, the company enters a
temporary MVNO agreement with T-Mobile before
building a network before March 2020
T-Mobile & Sprint sell Boost since T-Mobile has already shifted most of its
prepaid client base to postpaid
Dish continues to enrich its spectrum holdings & Verizon gets the spectrum it
needs to maintain network quality, while New T-Mobile meets DoJ
requirements for a merger
Dish either gets a ready to use network or either has a business model
justifying building a new network (Wholesale + traditional MNO)
The new T-Mobile sells Boost and some spectrum holdings
to Dish
Dish deploys and operates its own network using some of
its spectrum. This new operator gets spun off or is sold to a
third party
Dish keeps some unused spectrum which is ultimately sold
Boost becomes the new 4th mobile operator using Dish’s new network and
provides wholesale services to cable operators. This new entity becomes
ultimately a spin-off of Dish and could be purchased by a consortium of
cable operators.
By doing so, Dish increases overall spectrum scarcity and is able to sell its
remaining spectrum at a price premium
The new T Mobile sells Boost & some spectrum to Dish
Dish repackages Boost and its spectrum and resells it to
Amazon that build its own network
Dish monetizes its spectrum either directly by selling it, or indirectly by
selling its shares in the new JV
Amazon would be able to cross-sell its customers with mobile services and
would be able to put forward its content in a context of diminishing net
neutrality
Amazon can enter the market with competitive offers in order to build its
market share, these offers could be bundled to Amazon prime
Amazon enriches its enterprise offering by extending the network
capabilities of its cloud offerings (Edge computing) and creating a new
wholesale business
M&A + Alliance
Amazon acquires
assets sold by the
New T-Mobile
The new T-Mobile sells Boost & some spectrum to Amazon
Amazon either buys Dish’s spectrum or creates a new JV
with Dish dedicated to build and operate a new mobile
network
NEW
NEW
NEW
Merger goes through
NEW
7. 7
Tariq Ashraf
Merger falls through: T-Mobile deems DoJ remedies too high a price for Sprint (1/2)
Failure
reasons
Too many concessions requested by DoJ: required
spectrum divesture is deemed too important…
…outweighing Sprint substantial restructuring and
investments required in order to turn the business
around…
As Sprint, T-Mobile share the same client pool,
T-Mobile already poached Sprint’s high value
customers and doesn’t need to acquire Sprint low-
value customers
1 2 3
Deal type Participants Details Rationale
M&A
Sprint is acquired
either entirely or
partially by another
company
Full-blown acquisition of Sprint by Dish and business spin-
off including Dish & Sprint spectrum holdings in order to
sell it to another company for a premium value
Dish would avoid having to build a new mobile network from scratch
Dish makes a significant premium by reselling its new combined spectrum
holdings
Full-blown acquisition of Sprint by a cable company or a
consortium of cable companies
Would allow cable companies to launch a mobile business with convergent
offers in dense areas on their footprint, and providing nation-wide wholesale
services in areas where they don’t
Full acquisition of Sprint by Amazon or partial acquisition
in exchange for access to Sprint upgraded network
Amazon would be able to cross-sell its customers with mobile services and would
be able to put forward its content in a context of diminishing net neutrality
Amazon enriches its enterprise offering by extending the network capabilities of
its cloud offerings (Edge computing) and creating a new wholesale business
Sprint finances its network upgrade & creates a new enterprise business
(Wholesale) open to new players and is no longer 100% dependent on its ailing
B2C business
Spectrum sale
Sprint sells a
Chunk of its
spectrum holdings
Sale of a chunk of Sprint’s spectrum portfolio to other
mobile operators or a tech company willing to enter the
telecoms market
Sprint could finance for its network investment
AT&T and/or Verizon could scoop spectrum holdings in order to enhance their
mid band spectrum holdings for their nation-wide 5G networks
Future buyer
Merger plan falls apart
8. 8
Tariq Ashraf
Merger falls through: T-Mobile deems DoJ remedies too high a price for Sprint (2/2)
Deal type Participants Details Rationale
M&A
T-Mobile sells a
stake to Dish:
spectrum in
exchange for shares
Asset swap : Dish sells its spectrum in exchange for shares of
T-Mobile, turning Dish into the new main shareholder along
Deutsche Telekom
Dish becomes the new T-Mobile main shareholder. Dish can monetize its
spectrum holdings and generate value trough a well managed subsidiary
Dish no longer needs to deploy a new mobile from scratch network by
March 2020
T-Mobile gets new mid-band spectrum, allowing it to deploy a nation-wide
5G network in order to remain in the 5G game
Alliance
Dish leases its
spectrum to T-
Mobile
Leasing of Dish spectrum to T-Mobile for financial payments
Would allow Dish to monetize its spectrum holdings while removing its
network deployment obligations
T-Mobile gets hold of the mid-band spectrum it needs it order to deploy its
nation-wide 5G network
Lobbying
T-Mobile lobbies
the FCC to get
better conditions to
acquire new
spectrum
Intense lobbying toward FCC in order to facilitate new
spectrum acquisition
(C-Band Alliance & CBRS spectrum in particular)
Would allow T-Mobile to solve its mid band spectrum crunch issue at a
reasonable cost
Yet seems unlikely to be successful
Failure
reasons
Too many concessions requested by DoJ: required
spectrum divesture is deemed too important…
…outweighing Sprint substantial restructuring and
investments required in order to turn the business
around…
As Sprint, T-Mobile share the same client pool,
T-Mobile already poached Sprint’s high value
customers and doesn’t need to acquire Sprint low-
value customers
1 2 3
Merger plan falls apart