John Beshears, Francesca Gino, Jonathan Lee, Sean Yixiang Wang
Harvard Business School (916043-PDF-ENG)
February 14, 2016
In 2013, the US wireless industry was in the midst of a costly transition. As consumers began to use more sophisticated mobile devices, the top four industry players spent a lot of money upgrading their infrastructures to provide high-speed and reliable data services. T-Mobile, the smallest of the big four wireless providers, fell short of its competitors and risked falling further behind in the competition for market share. In this terrifying business environment, T-Mobile’s new CEO declared war on the rest of the industry by denouncing competitive pricing practices and reversing the traditional contract-based business model. This case provides an overview of the state of the wireless industry in 2013 and follows TMobile’s first steps in transforming its position in the market.
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