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Essay / Research Paper Abstract
A 5 page paper discussing T-Mobile International’s industry and its place in it. The paper includes an External Factor Evaluation (EFE) Matrix in which opportunities and threats are identified and given weighted scores. T-Mobile’s total weighted score is 2.15, indicating that it is slightly below average in its response to external pressures and conditions. Includes one table. Bibliography lists 9 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KScellT-Mobile.rtf
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Unformatted sample text from the term paper:
provider industry is one that is never static. It also is an industry in which true globalization is progressing dramatically. Currently there is a battle of technologies underway,
one in which T-Mobile International has staked a claim. The purpose here is to perform an external scan of T-Mobile International and to develop an External Factor Evaluation (EFE)
Matrix for the company. T-Mobiles Industry Identifying competitors in the United States is a challenge in that many do not have national presence
in the industry. As a relative newcomer in the US, T-Mobile is one of those service providers. It is growing in coverage, but at the present time it
is focusing, quite understandably, on Americas largest cities. As a much smaller country (and one other than the US), Japan has fewer competitors,
and industry literature discussing the industry is likely to mention all of them. Identifying competitors in Europe is much simpler and straightforward. Vodafone already has acquired most of
the largest competitors that existed a few years ago, and with the exception of T-Mobile, Vodafone itself has little direct competition in most of its European markets. Its acquisition
of German Mannesmann made it Europes largest service provider; it now has more than 100 million customers in 28 countries (Vodafone tops 100m customers, 2002).
For categorization purposes, getting past the myriad plans offered in the US was difficult. In contrast, finding detailed information about competitors in Japan and Europe was challenging.
It appears that conclusions about operations at midrange - well below the broad industry level but above that of lists of individual plans - still lie in the realm
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