SWOT Analysis on T-Mobile MGMT303 January 27‚ 2013 T-Mobile USA‚ Inc. was first created in the early 2000s‚ headquartered in Bellevue‚ Washington owned by German-based Deutsche Telekom AG and its founder John W. Stanton. T-Mobile is a cell phone service that provides wireless voice messaging and data services in the United States‚ Puerto Rico and the Virgin islands. The company is the fourth-largest wireless carrier in the U.S. market. In 2005 T-Mobile had reached 20 million customers‚ following
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broadband. This company has the highest number of branch and provide the widest area with their network coverage. Company Background Celcom started its operation as STM Cellular Communications in 1988 with Fleet Group and Telekom Malaysia as shareholders. Subsequently Telekom Malaysia sold its 51% shareholding to the TRI group which was controlled by Tajuddin Ramli. Fleet Group’s share meanwhile was transferred to the Time Engineering group which was later sold to TRI. In the initial years Celcom
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1. What is Matav’s Strategy? Has it been successful? Matav used to be an inefficient government agency. Since being privatized‚ Matav went with the overlay strategy-first built the infrastructure backbone‚ then worked step by step; Matav began to match organization to customer and improved the quality of network by using fibre-optic cables and putting into expats. At that time‚ Matav had a monopoly in Hungary. In 2000‚ Matav expand its international market by buying share of MakTel which is Macedonia’s
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COMPANY BACKGROUND Celcom started its operation as STM Communication in 1988 with Fleet Group and Telekom Malaysia as shareholders. Subsequently Telekom Malaysia sold its 51% shareholding to the TRI group which was controlled by Tajuddin Ramli. Fleet Group’s share meanwhile was transferred to the Time Engineering group which was later sold to TRI. In the initial year Celcom experienced a tremendous growth is subscriber base and network coverage under the stewardship of Rosli Man‚ the President of
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consumers. So they made the decision to move onto privatizing the company to then become a customer oriented organization. They used the overlay strategy so they could create a backbone and work step by step. By privatizing‚ they were able to have Deutsche Telekom from Germany to have controlling interest in the company. This made them become the largest telecommunications in central Europe and dominated the fixed line market segment with 80%. Belonging to such a powerhouse company could help them have
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the history of the company since the privatization process was the largest foreign investment in Hungary. Matav’s majority shareholder ‚ Deutsche Telekom was one of the largest Telecommunications companies in Europe‚ and was involved in all kinds of Telecommunication Business Services. Therefore ‚ Matav benefited from the technical expertise of Deutsche Telekom ‚ and became a fully integrated Telecommunications company. Even the culture of the corporation had changed into a customer-oriented culture
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Strategy of Mannesmann to takeover Orange: STRATEGY 1. Block takeover by Vodafone 2. Orange gives Mannesmann a great strategic fit‚ as it increases market share in the UK 3. Vodafone will unlikely be allowed‚ from an antitrust perspective‚ to merge with Mannesmann after the acquisition of Orange; Vodafone already has
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successful? Matav‚ being the Hungarian Telecommunications Powerhouse‚ had secured their foothold in most of the communications market in Hungary‚ including business services‚ residential services‚ Internet and Mobile. Their parent company Deutsche Telekom wanted them to remain an integrated telecommunications company. Since their objectives were laid out in front of them‚ they were facing a stagnant fixed mobile market in Hungary with the only scope of expansion being the broadband market. So
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Question 11. In early 2003 Bristol-Myers Squibb announced that it would have to restate its financial statements as a result of stuffing as much as $3.35 billion worth of products into wholesalers’ warehouses from 1999 through 2001. The company’s sales and cost of sales during this period was as follows: 2001 2000 1999 Net sales $18‚139 $17‚695 $16‚502 Cost of products sold 5‚454 4‚729 4‚458 The company’s marginal tax rate during the three years was
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through established companies and new entrants. Now looking inside the company‚ some of its strengths are‚ its parent company‚ Deutsche Telekom is one of Europe’s largest telecommunication companies. It has experienced with full integrated telecommunications companies. Also‚ Matav gained experience through acquisition of Markel and its parent company‚ Deutsche Telekom. Individual business units‚ which operate separate management teams allowing each unit to focus on their level of expertise‚ each
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