Verizon has unveiled a suite of initiatives designed to enhance customer choice and flexibility, marking an evolution in its brand strategy. The telecommunications giant has introduced programs aimed at enriching customer experiences across its portfolio. Central to Verizon’s strategy is the introduction of subscription-based and non-subscription programs tailored to consumer needs. Under the subscription umbrella, […]
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Verizon has unveiled a suite of initiatives designed to enhance customer choice and flexibility, marking an evolution in its brand strategy. The telecommunications giant has introduced programs aimed at enriching customer experiences across its portfolio.
Central to Verizon’s strategy is the introduction of subscription-based and non-subscription programs tailored to consumer needs.
Under the subscription umbrella, Verizon has launched myHome, a service allowing customers to bundle home internet with entertainment options like Netflix and Disney+. This initiative extends the flexibility of Verizon’s myPlan mobile offering into the home arena, catering to diverse streaming preferences with plans starting at $35 per month. Customers can select from various high-speed internet options including Fios, 5G Home and LTE Home.
Verizon has also introduced non-subscription programs like Verizon Access, offering Verizon customers benefits such as presale event access and giveaways without additional fees. The revamped trade-in program provides a streamlined process for customers seeking to upgrade their devices.
In a nod to its refreshed brand identity, Verizon has launched a TV commercial harkening back to its “Can You Hear Me Now?” campaign. Featuring a real Verizon network engineer as a contemporary “test man,” the ad symbolizes the company’s legacy while emphasizing its commitment to advanced connectivity.
In an interview with PYMNTS, Frank Boulben, senior vice president and chief revenue officer of Verizon Consumer Group, underscored the strategic rationale behind these initiatives. “Verizon is reintroducing itself, leveraging its longstanding reputation as a trusted network provider and highlighting its pivotal role in enabling how people live, work and play,” he said.
Boulben emphasized the customer-centric approach behind myHome: “We’re simplifying the complex landscape of home internet and entertainment, offering unprecedented choice, flexibility, and exclusive benefits to our Internet customers. This initiative consolidates content, internet, and connected home services under one comprehensive platform.”
Boulben highlighted Verizon’s responsiveness to customer feedback in developing its initiatives: “We’ve heard from customers that home internet is frustrating, and managing all of the available entertainment options can be overwhelming and expensive.”
Verizon’s efforts come at a time when subscription models are shaping consumer preferences, as highlighted by the PYMNTS Intelligence report, “The Impact of Subscription Models on Consumer Choice,” in collaboration with sticky.io. The report shows a trend among retail subscribers favoring additional subscriptions within the same category.
Looking ahead, Verizon aims to consolidate its market position by leveraging its network infrastructure and enhancing its visibility. Boulben said, “We’ve established a foundation of reliability over two decades, and now we’re illuminating the transformative potential of our network.”
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