Table of Contents
Executive Summary
Question 1 Analyse the strategic position of AT&T in 1994
1.1 Introduction
1.2 Strategic position of AT&T in 1994
1.3 Current situation analysis
1.3.1 Internal environment (SWOT, TOWS)
1.3.2 External environment (PEST)
1.3.3 Competitive environment (Porters five forces, diamond, value chain, and BCG Matrix)
1.4 Financial analysis
1.5 Conclusion
Question 2 Identify and evaluate the strategic options facing AT&T in 1994
2.1 Introduction
2.2 The architecture of strategy as applied to AT&T
2.3 Hierarchy of strategic intent
2.4 Growth strategy
2.5 Strategic partnering Joint ventures
2.6 Strategic options
2.7 Conclusion
Question 3 Consequences for the global
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For most of its history, Ma Bell (AT&T) functioned as a legally sanctioned and regulated monopoly. When AT&T entered the global arena, the dynamics of classical competition changed and AT&T had to reshape and change their strategy to meet the new challenges of a global economy.
1.2 Strategic position of AT&T in 1994
After the divestiture of 1984 1988, CEO Robert (Bob) E. Allen started to rationalise the business. He broke up the giant functional organisation into 21 manageable business units to help drive responsibilities and accountability. Up to 1994 Allen reorganised AT&T 's crown jewel to be its core telecommuncations network and his strategy was to focus AT&T 's expansion only on the areas which enhanced this core. Allen explained, " Everything we are doing is designed to put more traffic on our network, to enhance the value of our network."
With increasing competition, convergence of industries, deregulation and international trust laws, Allen soon realised that this strategy had to change. The BU structure and strategy of 1989, did not match the business needs for 1994 and the new millennium
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A thorough analysis to reshape AT&T 's strategy was executed and this report contains its recommendations
1.3 Current situation analysis
1.3.1 Internal environment (SWOT, TOWS)
The SWOT analysis (Appendix 1) revealed internal positive and negative attributes of the organisation, while the TOWS
Telus appeared in the late 1990’s by the merger of Alberta-based Telus and BC Telecom in an environment of significant changes for the incumbent carriers who had previously enjoyed a monopolized service offering. Soon after its creation Telus found itself in the early 2000 to be facing major hurdles of maintaining its financing plans. The early 2000 offered an environment of increased competition for telecom companies, saw the crash of the dot-com bubble and offered a weaker business climate as a result of the 9/11 tragedy. Within this environment, the ratings by credit rating companies had a profound influence on how telecom companies would continue to do business.
In an increasingly competitive telecommunications market, Bell has continued to surpass expectations by remaining profitable and by growing as a company. Through aggressive marketing campaigns and humanitarian promotions, Bell has attained a superior public image that has established the company as a titan of modern telecommunications. The future is bright for this behemoth
1. Mission, vision, and primary stakeholders Verizon's corporate mission statement is published in the introduction to the 2010 report, "to enable people and businesses to communicate with each other. We are also committed to providing full and open communication with our customers, employees and investors" (Verizon, 2011a, p. i.). This conveniently outlines the primary stakeholders, with customers owning the service delivered through contracts they commit to, employees obviously having a stake in compensation, benefits and retirement, and investors including institutions as well as individuals. Other stakeholders include the general public who benefit from corporate giving and responsibility, and the suppliers and distributors, their shareholders and employees who earn profit and wages generated directly and indirectly as part of the Verizon value chain, and perhaps the taxpayers who enjoy public services from direct and indirect (capital gains) taxes thereby.
I would say an excellent strategy to capture market opportunities, Cisco and its partners must continue to evolve, invest, lead and grow together.
I. BACKGROUND: CelluComm and GMCT and the Industry AT&T’s Bell Laboratories cellular telephone networking innovation had enabled several cellular network operators to get licenses from the FCC to operate in separate license territories right about the same time AT&T was broken up in early 1980s. These operators were either companies like Cellular Communication Services, Inc. (CelluComm) or small entrepreneurs who had won license territories through the lottery system. CelluComm’s president and founder Ric Jenkins was known for being an aggressive businessman who had extended it to a 200 million dollar enterprise ranking in the top 20 of the industry. Key to
AT&T has much strengths and weaknesses and threats as an organization. This SWOT will serve as a tool for identifying alternative strategies for the organization and help define a growth plan. AT&T is a corporate business, their global headquarters is located in Dallas Texas, and the current chief executive officer (CEO) is Randall L. Stephenson. For more than a century they have consistently provided innovative, reliable high quality products and services and excellent customer care. They are recognized as the leading provider of IP-based communications services and businesses. They’re also the top U.S. provider of wireless, high speed internet access, WIFI, local and long distance voice, and directory publishing and advertising services.
One of the most important objectives of the curse is that as students we should be able to make better financial decisions. Have a better understanding and ability to process and implement strategies and make successful decisions.
Internal analysis are conducted so it can identify an organizations strengths and weakness. Threats and opportunities are identified by assessing the external environment. Either in its broad or competitive environment. The most essential result of a SWOT analysis is the ability to draw conclusions about the organizations situation and need for strategic action.
In today’s telecommunication market there is a lot of competition by industry giants such as Sprint,
Over the next four years, AT&T took action to succeed in changing the environment. It invested 35 billion dollars upgrades to its infrastructure. By mid –2000 AT&T had evolving networks- data, broadband and wireless. IN January 2005, AT&T bought SBC for 16 billion dollars and this created the industry’s premier communications and networking company. And just recently AT&T has merged with Cingular to created even more ties to what you like.
Dish Network Corporation is an American organization that specializes in offering direct satellite service providers. The company has for a long time served many Americans through their interactive television services, satellite internet access, satellite television and audio programming among others. However much Dish Corporation is in business with a large number of subscribers, it is faced with a myriad of competition from rival firms that offer the same services. The firms that rival Dish Corporation include Comcast Corporation, Time Warner Cable Enterprise and Directv Group holdings. As of the year 2016, Dish Corporation has had more than 13 million subscribers who access their services. For a large organization such as Dish, concrete strategies are required to push rival firms out of business. This essay will center its focus on the key strategies that Dish has adopted over the years to remain in business and at the same time gain competitive advantage.
As a consequence of the governments intervention, the AT&T lawsuit settlement, as well as the shift in the telecommunication industry, it was clear that AT&Ts local telecommunication business was slowly moving away from a monopoly franchise environment. It was moving towards a more competitive environment characterized with more consumer choice and greater competition. Companies such as IBM saw the divestiture of AT&T as an opportunity to provide new telecommunication equipment and services, which would allow them to gain a higher market share. AT&T's stock had up till then been regarded as a stable utility-type stock because of its steady growth and consistent dividend yield. However, AT&T should have kept in mind that they would not have as much market control in the future as they did prior the divestiture, much due to the intensifying competition and regulatory environment changes.
The four elements of SWOT analysis are classified as two different analysed objectives, one is for the internal analysis of the company (i.e., strengths and weaknesses), and the other one is the external analysis (i.e., opportunities and threats).
SWOT stands for strengths, weaknesses, opportunities, and threats (Ferrell and Hartline, 2014, p. 39). A SWOT analysis evaluates both the internal factors (strengths and weaknesses) and external factors (opportunities and threats) that create advantages and disadvantages to a company when serving its customers (p. 39). A SWOT analysis is extremely beneficial in helping a company determine areas of improvement (p. 39). Internal factors examine the actual company being analyzed while external factors examine the external market (customers and competition) (p. 85).
The proposals that we are going to depose are a planning of continuous action in order to confront the challenges, which BT confronts. The most important factor is considered to be the fact that the marketing environment changed rapidly after the deregulation of the telephone industry. Up to then BT was operating as a monopoly, ignoring the competition and ways to face it.