Onward and upward, conclusions from my personal experience are that the move to unlimited needs to be strategized well beyond subscriber acquisition numbers. Projecting out the future cost of inputs and upgrades, considering the implementation of technologies to mitigate or reduce the increase in inputs and input costs, and developing a business model that accounts for decreasing revenue per subscriber and lower returns per additional input. Major U.S. telecoms and service providers are looking outside of the traditional telecom and ISP basket to add value and increase their margins per subscriber as a result and reaction to the impact of unlimited plans. Video is an easy early target, but service providers are diversifying into home security, apps/entertainment, advertising, and "social data" products are as well. In 2017 and 2018 much of the products and services in these sectors will be only affordable to Tier 1 and Tier 2 providers, but going into 2019 and 2020 we should see commoditized versions of these products being marketed to to the Tier 3 and smaller operators at more affordable price points. Given this timeline, it is probably best for smaller markets to give the "unlimited" business models time to mature before jumping onto the unlimited bandwagon, fortunately there is an unlimited amount of space on the bandwagon, if you can manage to hang on.