Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 12 pages
Data source: Published sources
Topics:
Telecom Italia Mobile (TIM); Innovation as growth strategy; Competitive growth strategy; Italian mobile market; Il Telefonino; Global system for mobile communications (GSM); Vodafone Omnitel, Wind Telecommunicazioni Spa; 2G (second generation), 3G (third generation); Short messaging service (SMS); EDGE (enhanced data rates for global evolution); Freemove alliance; Multimedia messaging service (MMS); Marco De Benedetti; Mature markets; Customer relationship management
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Abstract
Telecom Italia Mobile (TIM) was the largest mobile operator in Italy, a mature market with mobile phone penetration levels exceeding 90%. Despite intense competition, the company was one of the most profitable mobile phone companies in Europe. It sustained its revenue growth in the saturated market through constant innovation and aggressive marketing strategies. The case describes the telecom Industry in Italy and TIM''s leadership role in introducing new and innovative services to its customer. The case helps in discussing TIM''s future growth opportunities and the challenges it faces in Italy, brought about by the introduction of 3G (third generation) services and the advent of a new player.
About
Abstract
Telecom Italia Mobile (TIM) was the largest mobile operator in Italy, a mature market with mobile phone penetration levels exceeding 90%. Despite intense competition, the company was one of the most profitable mobile phone companies in Europe. It sustained its revenue growth in the saturated market through constant innovation and aggressive marketing strategies. The case describes the telecom Industry in Italy and TIM''s leadership role in introducing new and innovative services to its customer. The case helps in discussing TIM''s future growth opportunities and the challenges it faces in Italy, brought about by the introduction of 3G (third generation) services and the advent of a new player.
