Every month when I get my wireless bill, I look at the number of unused minutes and texts and start ranting. "That's it, I've finally had it," I say. "I'm going prepaid."
Except I don't.
My service plan fits me like a size 2 foot in a size 15 shoe. So far in February I've used zero of my 5,000 night and weekend minutes; 55 of my unlimited mobile-to-mobile minutes; 11 of my 450 anytime minutes; and sent just 28 of the 1,500 text messages available in my plan.
On average, I pay over $60 per month for the 120 minutes of voice and 150 text messages I send every month. My rollover minutes go to waste and my text messages go unused.
The contract on my first phone – which broke after four months from biking in the rain too often – is long expired, as is the contract from my fourth phone – which died in a beverage-related accident during grad school. (I bought my refurbished second and third phones from a local cell phone repair shop.)
Given my propensity to destroy anything and everything with circuits, it's really not worth my while to renew my contract in exchange for a fancy new handset. I'll just break it.
My current phone, a low-tech, indestructible Nokia model that draws sneers from techies, has lasted me over two years – a record in my book. It texts and calls just fine, which is all I use it for.
So why do I stay with postpaid service? Laziness, most likely.
During my monthly bout of aggravation with my service plan three weeks ago, I called AT&T to see if I could switch to its Go Phone prepaid service. The answer: yes – but I could only do so at one of its carrier stores, which happens to be located halfway across town. I don't have a car. None of my friends have cars. Hauling myself halfway across Madison, Wis., to deal with a store clerk on my day off does not sound like fun to me.
I suppose could sign up with a prepaid carrier like Boost Mobile, but I don't want to have to buy a new phone. First of all, I don't want to spend money on one. Second, I like my phone. It's like a raggy old sweatshirt I wouldn't wear in public, but that I can't bear to part with. I don't want to give it up for another carrier.
I'm also worried about coverage. I might not use my phone for anything but talking to my family and texting my boyfriend, but I need my phone to work at trade shows around the country. The last thing I need is zero bars when I'm on deadline in some random conference center.
Despite complaints from all those data-heavy iPhone users, AT&T's basic coverage has never failed me. I have grown accustomed to the sight of those comforting bars. I fear that prepaid coverage isn't as good as postpaid – a concern that's probably not entirely rational – but my ability to do my job during crucial times of the year depends on my cell phone coverage. AT&T's network is my safety blanket.
All of this makes me sound pretty lazy, but I don't think I'm all that different from the majority of wireless subscribers. Like everyone else, I'm busy. Most days of the month I have better things to do than fret over the massive amounts of unused texts and voice minutes on my service plan.
Dean Bubley's blog, titled "Customer loyalty, tolerance and contempt", sums up my situation pretty well. As Bubley puts it, many operators seem to confuse inertia (i.e. people being too lazy to switch) with loyalty. I think most people, including myself, fit into the first category.
I suppose there's really no logical reason I need to stay on a postpaid plan. After thinking about it some more, maybe I'll go prepaid after all. Maybe. I just don't think I'm aggravated enough.
The following article also discusses the prepaid model vs the postpaid contract, along with some interesting statistics:
A Million Little Pieces: The Decline of Postpaid Cellular Service? By G. Jack Urso
Sprint Nextel has a million reasons to change their business model. Actually, about 1.2 million reasons - the number of "postpaid" customers the company lost in 2009, with 504,000 bolting in the fourth quarter alone. This exodus cost Sprint approximately $1 billion for the 2009 fiscal year.
But wait, there's more.
Bernstein Research analyst Craig Moffett anticipates further postpaid contract losses for Sprint totaling 775,000 customers in the first quarter of 2010, according to a March 10, 2010 article the Kansas City Business Journal.
By 2009, the total number of unlimited-calling prepaid contracts topped 10 million, and, according to analyst Scott Pope of First Analysis Securities, the market could grow to approximately 45 million to 60 million people, as reported by USA Today April 20, 2009.
Meanwhile, as the postpaid cellular business continues to bleed customers, prepaid cellular companies are picking up the losses. While Sprint Nextel was losing one million postpaid contracts last year, Sprint's Boost Mobile service added one million new prepaid customers. A trend that was mirrored by T-Mobile USA, who also gained one million new prepaid customers in 2009, with 371,000 joining in the fourth quarter. As you may recall, that was the same fourth quarter Sprint lost 504,000 postpaid contracts.
Sprint, seeing the writing on the wall, agreed on July 28, 2009, to purchase Virgin Mobile USA for $483 million. Not surprisingly, Virgin Mobile's next move is cut their losses and suspend their postpaid contract service altogether by May 25, 2010.
Competitive Intelligence "There's no question the industry is getting more competitive," Sprint Chief Executive Dan Hesse said in the Wall Street Journal on February 10, 2010.
In order to stay ahead of the curve, wireless telecommunications companies need to go beyond market research to provide analysis and a strategic plan to beat their competition and grow their own market. Many are turning to competitive intelligence providers for this insight.
Though little-known outside the industries it serves, competitive intelligence (CI), provides companies with the research and analysis to know not just where a company is headed, but also what opportunities or obstacles will present themselves.
"We take information gathered and help companies build a plan to improve their competitive position in the marketplace," reports Erik Glitman of Fletcher/CSI, a leader in the competitive intelligence industry. Paul Downing, head of Fletcher/CSI’s Wireless IT group noted, “Many of our wireless clients are starting to see prepaid plans emerging as the new consumer model.”
Wireless telecommunications companies are approaching a crossroads. Consumers are increasingly abandoning the more lucrative postpaid contracts for the prepaid model. In an uncertain economy, the prepaid contract provides certainty. Analyzing not only what the customer is buying, but why and for how long is one example of the multi-layered, strategic approach the competitive intelligence advantage can give telecommunications companies at this crucial time.
Postpaid contracts enjoyed growth for many years, but, as we know, all bubbles burst. When that bubble does burst will your company be left in a million pieces?
Or will you be picking the pieces up?
For more information on Competitive Intelligence, the Society of Competitive Intelligence Professionals (www.SCIP.org) provides an online resource of CI information and methodologies. With members spanning 50 nations, the organization defines CI as assisting "...companies of all sizes to make more-informed decisions about everything from marketing, R&D, and investing tactics to long-term business strategies. Effective CI is a continuous process involving the legal and ethical collection of information, analysis that does not avoid unwelcome conclusions, and controlled dissemination of actionable intelligence to decision makers." Posted by: TrendWatcher at 3/28/2010 10:51 AM
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