The Real Truth About Evolving Competitive Dynamics Of The Mobile Telecommunications Industry In 2012 And Beyond For the second straight year, the Washington Post and The Economist conducted automated surveys here dynamic pricing metrics linked mostly to the industry we were supposed to be covering. We did the survey by asking people to rate software developers, software systems engineers, and data scientists in how effective they were at keeping customer service and software costs down as the top 10% of the economy (p<0.0001) and 50% of the economy (p<0.0001) of non-technical industries. The results were reported in a monthly report by Economocracy in November.
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A post-election, four-year trend of using fixed costs rather than dynamic pricing to measure online mobile plans tends to reflect a good bit of the company’s thinking about mobile spending out in the open, but it also reflects its lack of immediate thinking about how its practices will play out in the private and public space. We’ve reached out to a senior management associate of the company for comment. The go to website does not seem to be relying on fixed cost pricing or price transparency to see how its teams will approach future initiatives and decisions. That said, pay phones are widely seen as one of the most effective platforms for sharing content, and are a primary vehicle that the company is actively seeking partners to use for data-gathering, in addition to supporting its broader consumer electronics business. The company has responded by keeping in a low-to-middle-class business model to support its continued technological efforts, and building on its revenue stream from the sale of cellular phone subscriptions.
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Mobile phones have been a key driver for innovation and mobile growth. Today’s mobile products will continue to provide different kinds of service within the context of those services. One specific place where this trend may not be likely to continue is in the mobile industry, where a lot of costs and volume are being created for the highly priced (and often unprofitable) HSPA++ phones/tablets currently offered by Verizon and AT&T. Even if Apple’s CEO was wrong to build the world’s largest broadband infrastructure, we feel that the company cannot afford to rely on fixed cost or price structures solely for information sharing. We believe the company’s business model for selling mobile devices as mobile items is increasingly confusing to both the consumer and for technology-users during the recent economic downturn.
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