#strategy

Verizon's Competitive Pricing Strategy
Aggressive Holiday Promotions
Verizon has recently implemented aggressive holiday promotions that significantly undercut T-Mobile's pricing. This strategy aims to attract customers by offering larger discounts across various price tiers. Analysts suggest that Verizon is now positioned as the discount provider in the market, a role that T-Mobile previously held.
Financial Implications
Despite the attractive deals, Verizon is reportedly incurring losses with these promotions, estimated at $640 per account. The company believes that retaining customers through these discounts will lead to long-term profitability as subscribers typically upgrade their plans and purchase additional services over time.
Market Positioning
Verizon's new pricing strategy includes a "Bring Your Bill" promotion, which allows customers to bring their current bills from T-Mobile or AT&T to receive a customized offer that often matches or slightly undercuts their existing costs. This initiative is part of Verizon's effort to reverse recent customer losses and enhance its competitive stance in the wireless market.
Conclusion
Overall, Verizon's current pricing strategy is designed to attract customers from T-Mobile by offering better deals, even at the cost of short-term losses. This shift in strategy marks a significant change in the competitive landscape of the telecommunications industry.

The result of this is T-Mobile has already followed Verizon’s lead and has started laying off employees in order to cut costs. Dan is a genius, the race to the bottom has begun!

They say his highest spot ever. I am wondering how much advertising we need to buy to get him to the top 5. Maybe we can pay a consulting company millions of dollars, so they can give us a strategy to get there. We can do it!

The Wealth business unit is rapidly declining in appeal. What is Bob's strategy to address this? Given the circumstances, is his expertise more aligned with business leadership or technical operations?

With Sean and Nina gone, Skiip has Aortic on the chopping blocks to support his other M&A plans. All the dots are connecting... Skiip (whose only expertise throughout his career is divestures and acquisitions) is brought to CV OU. Sean, and then Nina depart. No significant investments in Aortic for past several years. Market share and net profit from Aortic are declining. It's not if, it's when... or rather how soon!

In my 15 years at PEP they've been beating into my head that "we've got to beat KO". Well, look at PEP vs KO stock performance over the last 5 years. PEP has no strategy and schmucks like Elliott can boss it around and tell it what to do. What a humiliation for clueless Ramon. If he has any dignity left at all he would resign. All he can do now is what Elliott tells him. Fire people, consolidate, cut brands. A schmo from the street have come up with that plan. Running a huge CPG company takes real smarts as Warren Buffett found out through his huge loss in Kraft Heinz. At PEP the entire ELT needs to go. They have proven they have no clue how to run a company like PEP. And Athina, my G*d, she has zero experience running strategy for a company like PEP, just like these Brazilian clowns that ran Kraft Heinz into the ground. They never learn. A clown show,

because honestly, he wouldn’t have risen to that level if he was.

It’s just that he is inept, and is horrible at strategic decision making. Which is probably the most important attribute a CEO needs.

You couple that ineptitude with a narcissistic personality disorder, and a complete lack of empathy, and you get what we have here.

How do you get to be an executive and not understand the golden rule of always tell the truth. People respect you when you are truthful and explain why painful things have to be done.
Guess who has z e r o respect? The coward who cannot even answer a question that many employees want to know. What products are considered core?

Someone posted: It had better be a damn good plan that gets unveiled soon.

Based on what he has shown = nothing - is just a CONCEPT of a plan

I look forward to receiving via email all of the discount coupons I get from CVS. I love my CVS discount coupons; I also like going to my local CVS store. I think CVS should focus on its core business and sell the non-core businesses it has acquired over the past decade.

AT&T (T) chief executive John Stankey will speak at Tuesday’s UBS Global Media & Communications Conference where he will discuss the company’s network and financial outlook.

Besides the mid-band spectrum the company agreed to acquire from EchoStar (SATS), AT&T (T) expects to continue to accelerate the pace of its fiber reach through an agreement to acquire substantially all of Lumen’s (LUMN) Mass Markets fiber internet connectivity business.

This transaction is expected to close in early 2026 and will enable the company to reach more than 60 million total fiber locations by the end of 2030.

The company said it is also on track to achieve its 2025 financial goals and return $4 billion to shareholders through share repurchases in 2025 and $20 billion of share repurchase capacity during 2025 and 2027.

This includes consolidated service revenue growth in the low single-digit range, adjusted EPS in the higher end of $1.97 to $2.07 range, and adjusted EBITDA growth of 3% or better.

Subscriber net additions to its mobility business will be higher during the second half of 2025 than it reported during the first half, including an expectation for seasonal trends in net adds during Q4.

Additionally, AT&T (T) expects its net debt-to-adjusted EBITDA ratio will return to its 2.5x target within roughly three years of closing the EchoStar transaction and achieve “strong free cash flow” from the Lumen and EchoStar acquisitions.

NetDocuments acquired eDocs from Opentext. Does anyone know of any other noncore solution being sold off?

https://ca.finance.yahoo.com/news/opentext-sells-non-core-business-120629553.html

Guys, do a little research the same main investors are on both sides Vanguard, black rock etc I’m pretty sure they where told to move asset meaning field to a better performing asset Mastec because it’s been said several times over and over there NPS has been 85% for ten years.

You gotta hand it to The Stankmeiser. He really knows the landscape and how to be a wheeler dealer.

I've been "out" for awhile now and while I do believe there's value in the brands...and there's a host of great, talented people there...it is, as it stands, a sinking ship and one not worth staying on. It will for sure get worse before it gets better...and "better" might mean just a little bit better not thriving. You have a leadership team at this point that is swamped by arrogance, short-term incentives and a lack of understanding of people, team, engagement and leadership...the things that actually will grow the company long-term.
Too much debt. Sacrificing too much to protect dividend. Macro pressures. Bad leaders. A strategy that probably would work but requires a focus that isn't there. Cutting the wrong people and teams at the wrong time.

This post deserves its own thread. Found at @q4+1kbdjtt9e.

If anything, the better you are at your job, the higher the odds you get cut. The only guiding principle has been the short-term bottom line. Not long-term stability, and definitely not some bold strategic vision. That would require effort. So brace for yet another round of shedding talent and competence.

With the plan of divesture and consolidation and rationalisation etc, will the new CEO just continue along this path ?

Could the CEO change course again ?

YL repeatedly promotes the ‘This is Shell’ moto, yet his messaging focuses almost entirely on LNG, Trading, and short-term shareholder value. If this is truly Shell’s identity now, what does that mean for the rest of the company? What should the logo or tagline really be?

https://www.phonearena.com/news/verizon-layoffs-not-enough-to-turn-things-around_id176364

Verizon’s version of the Big Short. Layoffs for short term stock gains.

https://youtu.be/Ihs2r2O-b5s?si=cCIxaxPOkfkSIOOr

Hearing chatter that Dell’s new cost-cutting strategy is quietly targeting s-xagenarians.

For the board monitors - A s-xagenarian is just someone in their 60s. That’s the whole mystery.

Upstream: Cold Lake, Kearl, Syncrude
Downstream: Strathcona, Sarnia, Nanticoke, Terminals, Pipelines
Chemical: Sarnia

Or does it make more sense DW finally recommends to the EM board to buy the minority interest of IOL (30%)?

There are rumors spreading over MN SoC organization that due new strategy of CEO custom silicon is dead end and HW designers will be laid off, nvidia will be sole silicon provider.
Anyone knows something ? All of this seems unreal…

IBM will continue layoffs until it finds a business model that works and works reliably for many years. For the last two decades, Software, Hardware, and Services have taken turns playing the IBM not-me game. I won’t make profit, but I will amplify that other team which will directly own your profit. Without my synergy, you will surely fail, so you must keep me. Every couple years, a new profit maker is anointed and a new round of the game begins.

Even if they find a model, it needs to work reliably for many years. Not so long ago at the beginning of Watson (AI), a Watson kick-off meeting was held in Austin for the entire Watson management team. The business plan presented would rapidly accelerate to stratospheric heights in 3 or better yet 2 years and remain there for 20-30 years before starting a gradual and still profitable decline. Commoditization utterly destroyed this plan and business in 18 months. Models fail even faster in 2025.

In a world of cheap vanilla-grade CPUs, RAM, networking, and storage and completely free software, it’s hard to find a higher grade product that people will pay for outside of regulated businesses. And those who do unquestionably need the value add point to the cheap stuff and demand lower pricing. And the cowards in sales fear losing 100% of their commission and decide that a steep discount benefits both them and their client.

This is nothing new; it’s just come to IBM’s corner of tech now. In the 80’s there was a battle between two consumer video storage systems: Betamax and VHS. The cheaper — in both senses — won out. There were superior alternatives to Compact Discs for audiophiles, but the CD wiped them off the market. MP3 audio compression is terrible, but it dominated the music streaming and download business for a long time.

All 3 of IBM’s pillars (Hardware, Services, and Software) have experienced their own versions of this. That’s why they play not-me. IBM has 3 future strategies. Hybrid Cloud, which can’t sustain an IBM-sized business. AI which is already deep into the commoditization spiral and has as an industry accumulated over a trillion dollars in debt. IBM has already stepped off the AI stage, preferring to serve as high-end salesmen for partners’ actual products packaged up with an IBM bow. Quantum Computing: how many non-governmental clients will actually need this capability badly enough to shoulder some risk, finance the development costs, and pay ongoing support. Quantum computing could be the opening for IBM to become the CocaCola Bottling company of tech — providing a low-profit product that makes others fabulously wealthy.

Until these things change, IBM will have to undergo periodic amputations. When it ends in one or more passes through Bankruptcy Court, then we will discover how bad things can get.

A once failing tech company called Apple righted itself for a while by leaving the tech industry and joining the fickle fashion industry. Is there another industry where centenarian IBM might fit well?

Buckle up folks … and prepare for turbulence for the duration of the flight.

Perfectly said, @tq+1kb1metdd.

a year that's going to the executive board and put it back into the network and customer service.

Wow! I read through customer comments on Reddit. Dan claims he’s going to focus on customer experience and customer value. Given that Hans has blasted thousands of holes into the side of the SS Verizon and we are taking on water by the ton, how long will it take to repair the damage he caused? Simply making better offers for customers is not going to cut it. Customer Service (outsourced) needs to migrate back to the US and the network needs massive attention based on the comments of people complaining about how it used to be good and now it’s awful.

I’m not buying into Dan’s comments as they are the same words Hans used, so either it’s another distraction or an actual plan. If it’s real, there is no way to quickly fix the issue so customers are going to continue to flee quarter after quarter.

How long would it take to fix Han’s legacy?

Phase 2: The Premium IPO (Years 3-5)
The endgame is not a utility sale. A rebranded "Tech-Enabled Communications Platform" targets 10-11x EV/EBITDA—more than double VZ’s current segment multiple—by shifting the investor narrative from "low-growth utility" to "digitally enabled service platform."

MetricLegacy VZ SegmentModeled ServCo (Year 5)EBITDA Margin25%38%EV/EBITDA Multiple5-6x10-11xWhy Verizon is the Perfect Case Study

CEO Dan Schulman's track record—scaling PayPal’s asset-light model—aligns perfectly with a ServCo mindset. Separation would allow him to:
Shed Valuation Drag: Instantly move ~$20B in annual CapEx off the P&L.
Focus on Growth: Reinvest freed capital into service innovation and customer experience.

Enhance Transparency: Attract differentiated, growth-focused funds for ServCo and stable income funds for NetCo.

The Precedent is Clear: BT/Openreach, Telstra InfraCo, and KKR/Telecom Italia have already demonstrated double-digit valuation re-ratings once infrastructure and services were properly delineated.

The ServCo, long viewed as the weaker half, could become the crown jewel—reborn as a high-margin, digitally transformed growth vehicle commanding a premium Wall Street multiple.

This isn't financial engineering; it's the structural precondition for sustainable growth. The sum of the parts is clearly worth more than the whole.
hashtag#Telecom hashtag#Verizon hashtag#PrivateEquity hashtag#Valuation hashtag#ApolloGlobalManagement hashtag#Strategy hashtag#StructuralSeparation
likelovesupport

"That 25% of non-core business, including SMB and consumer cybersecurity, DevOps, and analytics, is going to be a hole worth almost $1.3 billion to fill however, so the shrink to grow strategy better work, and the new CEO may need some patience given to them."

https://www.iteuropa.com/news/opentext-shrink-grow-strategy-may-mean-it-has-13bn-sales-hole

JD absolutely burned Nike, pure failure no question. His strategy was cost reduction and DTC, no real tech chops as PK hoped, fitting of a consultant. Company value cut in half 2020-2024 during his time!

How does PK wipe the egg off his face after hand selecting JD, demoralizing employees, and scaring off shareholders? Go back to the safety of Nike DNA roots picking EH a former Dallas Cowboy trainer for his friend JJ.

Cronie nepotism at its best. EH is WAY over his head, he’s a salesman not a CEO. Nike has a very uncertain future ahead, it’s worrisome.

What’s next people? More excuses ahead of earnings coming certainly…

it has been more than one year since EH got CEO job.

I know Nike production is made and delivered in 6 to 9 months to consumers through Futures program to their store.

Now he has no excuse to use JD's incompetence as excuse for having top of the line classic Nike product in Nike store's HASH WALLS by tons with deep discount.
EH was one who OKd Air Jordans to be relegated to Hash Wall in Nike store!!!
And he launched Skims line after looong delays
And I have seen CNBC interview which he seemed to come out with typical corporate BS during entire interview!!

One might say that one year is too short to judge a CEO performance but when you don't see anything positive then it is better to do it early rather than later

He has not come out with any new significant new trent or styles and at the same time he has relegated Nike classics to trash status.

Is there any winner in Beaverton?

Any insight on what this message means?

"[We will be] initiating a two-year, $200M "cost-out" program that simplifies our matrix, improves agility and decision-making speed and enables greater investments in growth of New BD."

the centralization bias is real

Please join us for the next TAAP Town Hall on December 10.

We'll share strategic business updates and news to keep you informed as we prepare for what's ahead in 2026.

We'll also reserve time for Q&A to address any questions you may have. If you have a question for the TAAP leadership team, submit it here by December 9.

We look forward to seeing you there.

VZ CEO from 11/17/2025 In my opinion the union is done after watching this. So start maneuvering

I try to keep up with the stocks and stuff and it seems like we did so bad this year then i saw the other day that we lost another contract in Fla and then the tax credits for our market place plans are going away. And then the medicaid cuts are gonna lose us more members. does it feel like maybe this company won't be around very long?

Saying “the strategy is working” feels almost like a joke. Illumina’s board has made a string of questionable decisions — approving the Grail acquisition despite clear EU regulatory risks, then later giving in to activist pressure and spinning it off at the lowest possible value. They brought in a CEO from a company with a decade-long track record of minimal innovation and stagnant growth. Now the focus has shifted to aggressive cuts in both capex and opex, trying to make margin expansion the only story to sell in the absence of real growth. RIFs have practically become an annual event.

Given all this, calling the current strategy a success is hard to take seriously.

Turn it around employees. Zero identity or evolution.

To EH: this isn’t 2010. Try something new for once. The old playbook is dusty.

Fondly,
Former shareholder

Starting this thread to discuss the key wins and strategic successes of the most successful Five9 executive who has turned our ship around (its the wrong way however.)

https://finance.yahoo.com/news/verizon-plans-harsh-change-major-201300564.html

Verizon plans a harsh change after major customer losses

Patricia Battle
Fri, November 14, 2025 at 3:13 PM EST
Verizon has been on a downward spiral this year after it frustrated its phone customers with a series of price increases rolled out over the past few months.

During the third quarter of this year, Verizon lost 7,000 postpaid phone customers, as its churn rate reached 0.91%, according to its latest earnings report. This loss is alarming, given that during the same quarter in 2024, the phone carrier attracted 18,000 new postpaid phone customers.