Free Essay

At & T Internet Comunication

In: Computers and Technology

Submitted By visalachi89
Words 7903
Pages 32
[pic]

The Internet Connection War

AT&T Internet Services for Consumers, a Strategic Evaluation.

MGT 555 - Technology Forecasting and Strategic Planning

TEAM AT&T Joe Coppola Steve Delahunty Glen Keune

[pic]

Abstract

AT&T is in an extremely positive position in order to be the major provider of end consumer Internet services in the United States. The company has products that cross all levels of technology to include dialup, broadband, and wireless. The wealth of connection options for the customer coupled with the maturity of the technology ensures a successful market opportunity. The strategic plan of AT&T takes into account the internal and external environments. The company strategy includes long term objectives that foster market dominance.

[pic]

Outline

I. Purpose. This evaluation will perform a strategic analysis of the AT&T internet access technologies for the consumer market. This report identifies core competencies, sources of competitive advantage, and recommendations to improve AT&T’s strategic position.

II. Corporate Background. This section includes a brief history of AT&T, along with how AT&T entered into the consumer Internet services business. The report also analyzes recent press releases to identify any recent developments. a. overview b. mission c. historical review d. recent events

III. Product Analysis. Here the product offerings of AT&T in this market are identified. An analysis of the strengths and weaknesses of the two primary technologies is completed. The market for the firm’s products is explored. a. overview of products i. dialup access ii. cable access iii. digital subscriber iv. wireless v. long distance b. analysis i. opportunities ii. threats iii. strengths iv. weaknesses v. market

IV. Technology Forecast. This section focuses on new emerging technologies that could impact the dial-up and broadband Internet access market. Recent trends are covered and the changes in the overall industry explored. Technology forecasting methods are identified. a. dialup services industry trends b. cable systems industry trends c. other trends d. pertinent techniques

V. Strategic Assessment. A strategic plan for AT&T in terms of the consumer Internet access products is constructed. This includes a revision of the mission and analysis of internal and external environments. a. mission b. company profile c. external environment d. internal environment

VI. Strategic Plan Recommendations. a. grand strategy b. long term objectives

VII. Strategic Intent. Conclusions.

[pic]

I. Purpose

This report performs a strategic analysis of AT&T Corporation’s Internet access technologies and services as they apply to the individual consumer market. A set of grand strategies and long term objectives required to achieve sustained competitive advantage and improve strategic position over primary competitors will be established. The report identifies core competencies and how to best exploit them to achieve the recommended “goals.”

[pic]

II. Corporate Background

II a. overview The AT&T corporate website boasts that “AT&T is among the world's premier voice and data communications companies, serving more than 80 million customers, including consumers, businesses, and government. With annual revenues of more than $53 billion and 151,000 employees, AT&T provides services to customers worldwide. Backed by the research and development capabilities of AT&T Labs, the company runs the world's largest, most sophisticated communications network and has one of the largest digital wireless networks in North America. The company is a leading supplier of data and Internet services for businesses and offers outsourcing, consulting and networking-integration to large businesses. It is also the nation's largest direct Internet access service for consumers.”

II b. mission

AT&T’s mission statement is fairly simple: “We are dedicated to being the world's best at bringing people together--giving them easy access to each other and to the information and services they want and need--anytime, anywhere.“

Also pertinent is the AT&T business strategy as depicted in their annual report: • “Put briefly, our strategy is to build on our position as the world's networking leader.” • “Our main strength is our ability to build and manage networks. The AT&T network is the world's most advanced and reliable one. It is the core of our business. The more our network is used, the more we earn.” • “But our network does not stand alone. It is enhanced with what we uniquely offer: a business that combines communications, computing, and network products and systems.” • “We seek continuously to improve our own network and those of other service providers around the world in order to make communications more useful to customers. This, in turn, increases network use.“ • “And, as our customers' information needs have become more complex, we are providing integrated, end-to-end network solutions.“

II c. historical review

Formerly known as the American Telephone and Telegraph Company, AT&T Corporation was incorporated on March 3, 1885, in New York as a wholly owned subsidiary of the American Bell Telephone Company. It is presently the largest Telecommunications Company in the United States and a worldwide leader in communications services. Its main businesses include long-distance telephone, wireless, AT&T Solutions consulting services, and the AT&T Universal Card. Until its divestiture on January 1, 1984, AT&T was the parent company of the Bell System, the regulated enterprise that formerly provided the bulk of telecommunications in the United States. From 1984 until 1996, AT&T was an integrated provider of communications services and products, network equipment and computer systems. In September of 1995 AT&T announced that it would be splitting into three companies over the subsequent fifteen months. These companies are: today's AT&T, which provides communication services; Lucent Technologies, a systems and technology company, which provides communications products; and NCR Corp., which is in the computer business (History, 1998). AT&T subsequently focused on its consumer and commercial telephone services which became a vehicle for Internet Service Providers (ISP) to start offering Internet access. Seeing the potential market the Internet was developing into AT&T established its own Internet services using its WorldNet system of wired and wireless telephone technologies.

It is important to realize that cable was invented by AT&T. In a 1999 speech to the National Cable Television Association (NCTA) C. Michael Armstrong, Chairman and CEO of AT&T, noted “It's true: Cable came out of the AT&T labs after World War II, when AT&T engineers developed it to transmit long-distance calls.”

AT&T today continues to innovate new communication technologies and is expanding its ability beyond dial-up Internet services to deliver a broader variety of telecommunication services across an ever expanding market. Most recently with the advent of broadband Internet delivery technologies such as Digital Subscriber Line (DSL), cable, and wireless, AT&T has begun to focus on this new emergent high-speed Internet market and this report will target that aspect of AT&T’s strategic outlook. AT&T's recent acquisition of TCI and MediaOne have made it the largest cable operator in the country, and it has launched an ambitious effort to deliver broadband Internet service and telephony over a variety of cable networks (Werbach, 1999). There has also been an aggressive program established to provide businesses with broadband Internet access using DSL technology in order to economically support the increasing demand in telecommuting. Additionally, AT&T wireless should explore new wireless broadband technologies that could some day equal or even exceed the broadband capability of cable and Digital Subscriber Line (DSL) services.

II d. recent events

12.1.99 Charter Communications and AT&T BIS Announce Intent to Exchange Cable Systems to Create Regional "Super Clusters". Charter Communications and AT&T Broadband & Internet Services announced that they have signed a letter of intent to trade certain cable systems to create more efficient cable operations and speed the delivery of broadband technology and services to more consumers.

5.6.99 MediaOne Group and AT&T sign definitive merger agreement. MediaOne Group and AT&T entered into a definitive merger agreement under which MediaOne Group’s shareowners will receive .95 of a share of AT&T common stock and at least $30.85 in cash for each share of MediaOne Group stock they own.

5.5.99 AT&T and Comcast agree to swap cable systems. AT&T and Comcast Corporation announced that they had reached an agreement under which Comcast will be able to increase its cable subscribers by about two million households and the two companies will collaborate in bringing competitive local telephone service to Comcast’s customers.

6.6.99 AT&T, Microsoft announce agreements to accelerate deployment of broadband services. AT&T and Microsoft Corp. announced a series of agreements in which the companies will work together to accelerate the deployment of next-generation broadband and Internet services to millions of American homes.

[pic]

III. Product Analysis

AT&T offers the full spectrum of Internet access services. They have an extensive network based on their long distance telephone network that is cable of delivering conventional narrow-band Internet access via AT&T’s access service (WorldNet) throughout most of the continental United States. They also offer broadband Internet access via cable modem or DSL and eventually wireless. These products will now be evaluated based on their strengths, weaknesses, and potential for future growth.

III a. overview of products

i. dialup access

According to Clark (1999), “Most people now connect using a dial-up modem, a device that converts back and forth between streams of data and patterns of audible-frequency tones, enabling the data to be sent down telephone lines originally designed to carry voices. At the other end of the line, an Internet service provider acts as a kind of portal through which the subscriber can contact and exchange data with countless nodes around the globe. Dial-up modems are easy to use, and most computers come with one built in. But their performance is limited. In addition, the need to place--and pay for--a telephone call to establish a connection to the service provider means that access to the Internet is not continuously and conveniently available.” Through their WorldNet ISP services AT&T has captured a large part of the domestic narrow-band Internet access market. Conventional narrowband Internet access requires only a telephone line and a computer with a standard analog modem. This service, while very reliable and the least expensive to provide to consumers, will more than likely fall victim to the ever growing demand for broadband Internet access. According to Forrester, “By the end of 2002, 32% of on-line households will be connecting to the Internet via broadband. Eighty percent of broadband users will be cable modem subscribers, while the remaining 20% will use DSL (MacKenzie, Clemmer, & Morrisette, 1998).”

ii. cable access

Cable lines, which are essentially coaxial cables—the same as used to deliver television—are rapidly becoming a means through which a variety of media are delivered. One of the more significant developments over the last decade has been the ability to deliver Internet access via these same cable lines. Seeing the potential market for improved Internet access speeds, cable companies, as early as 1991 began to upgrade existing cable systems to Internet capable systems. The first trial use of the capability was introduced in 1995 and has steadily gained momentum. Cable offers significant performance benefits over analog modems, ISDN, and T1 technologies. Primarily designed for residential users, cable modems connect over one channel of an upgraded cable television system. Connections are constant, with download and upload speeds as high as 30 Mbps or more. Cable is currently available to more users than ADSL and is expected to grow dramatically. To further exploit the capability of cable Internet service, AT&T labs, According to Schwartz (1999), are focusing their effort on the use of telephony over cable technology. According to plans outlined by AT&T, the company will begin to use standard circuit-switched technologies normally associated with telephone networks over cable. In the next two years, AT&T will offer customers IP-based voice calls via its cable network…Rather than marketing the services on a person-to-person basis, AT&T will tout the benefits of telecommuting to its business customers, trying to sell senior management on the concept of paying for a high-performance cable subscription for their employees. “

According to AT&T, their AT&T@Home cable service offers, “No dialing in, no busy signals, no unexpected disconnects, absolutely no hassles! AT&T@Home provides all the features your family needs to enjoy the Web, including: a customized browser, unlimited use for a low monthly fee, multiple email accounts, personal WebSpace, 24/7 technical support, search & navigation tools, chat and newsgroup access, and 12 channels of news, information and entertainment. Not to mention a whole new dimension of revolutionary content you can't find anywhere else. Watch video clips on demand. Listen to CD-quality music while you surf. Pummel your rivals in the hottest online games -- all without the delays experienced on typical dial-up connections.”

Cable is still not the perfect broadband Internet capability, primarily due to the degradation in performance experienced as more users tap the same cable distribution system. However, AT&T is looking to innovate changes that will mitigate these current limitations. AT&T Labs most recent initiative is called “LightWire.” Being piloted in Salt Lake City, LightWire will increase total bandwidth of coaxial cable by as much as 1 GHz and will "triple the upstream bandwidth for each home," according to documents from AT&T Labs. The LightWire system is a two-way technology that will support all current services over cable, including digital TV, cable TV, and voice telephony, without reducing performance as the number of users increases. Other AT&T lab technologies being planned are “Shoebox” - a search and indexing service for digital photos that can retrieve photos by finding a matching face, “DjVu” - a graphics-compression technology that will be used for the distribution of high-quality scanned images, and “Digital Video Library” - a retrieval service that will allow users to access stored television programs and movies (Schwartz, 2000).

iii. digital subscriber

DSL provides a dedicated service over a single telephone line; cable modems offer a dedicated service over a shared media. While cable modems have greater downstream bandwidth capabilities (up to 30 Mbps), that bandwidth is shared among all users on a line, and will therefore vary, perhaps dramatically, as more users in a neighborhood get online at the same time. Cable modem upstream traffic will in many cases be slower than DSL, either because the particular cable modem is inherently slower, or because of rate reductions caused by contention for upstream bandwidth slots by increased user activity. The big difference between DSL and cable modems, however, is the number of lines available to each. There are no more than 12 million homes today that can support two-way cable modem transmissions, and while the figure also grows steadily, it will not catch up with telephone lines for many years. Additionally, many of the older cable networks are not capable of offering a return channel; consequently, such networks will need significant upgrading before they can offer high bandwidth services. AT&T offers DSL service but it is currently geared primarily to small business and corporate customers.

AT&T, having a substantial telephone line network in place, stands to benefit from the advantages DSL currently offers, however, as previously mentioned, cable Internet limitations are being addressed and it may be only a matter of time before cable surpasses DSL in its total utility. In the interim, AT&T will offer DSL Internet service in 17 markets throughout the nation and has aggressive rollout plans to expand its footprint to more than 100 markets by the fourth quarter of 2000. AT&T plans to make its DSL services available at more than 2000 DSL points-of-presence (POPs) by year-end 2000 using Symmetric Digital Subscriber Line (SDSL), Asymmetric Digital Subscriber Line (ADSL) and ISDN Digital Subscriber Line (IDSL) technologies.

iv. wireless

According to a recent Scientific American article “Research shows that broadband subscribers value high data transmission rates over other service attributes, and their "need for speed" more than doubles every year as Internet Web sites become more elaborate and data-intensive. Satellites are well positioned to serve this burgeoning demand for rapid Internet downloads, with maximum transmission speeds twice as fast as LMDS, three to six times faster than cable modems, and up to 12 times faster than DSL. Competitive diversity is also a consideration. Although discussions of broadband communications tend to focus on technological and economic issues, the most important driver behind satellite services may well be the competitive aspirations of large, powerful telecommunications companies. There are simply more firms planning to market broadband services than there will be ground-based broadband networks available. A September 1999 Phillips Group study claims that satellite – for broadband Internet access - offers longer-term potential as service providers plan two-way systems that would lead to mass acceptance. However, the study also contends that the time lag in entering the market will prevent satellite-based systems from making a serious challenge to the domination of the cable-based broadband in the residential market, and DSL in the business market. However, these predictions might be short-lived.

AT&T wireless services are currently primarily geared to cellular voice telephony vs. data and in this market AT&T is growing steadily—adding 440,000 wireless subscribers in 4th quarter of 1999 alone. Although AT&T currently offers no fixed wireless broadband capability, in response to the potential demand for such services they are rapidly moving toward a solution that they initially named “Project Angel.” This is a new fixed-wireless plan that has now been re-christened “AT&T National Wireless Local Exchange Carrier.” The new initiative now is concentrated on delivering data at speeds as high as 1Mb/s. The approach involves a residential base station that allows users to use cellular-like cordless with no per-minute airtime charges. The unit reportedly will cost AT&T about $750 per household to install. A $350 million debut, covering 1.5 million homes in Fort Worth, TX, and two other unidentified cities, is slated to begin during spring of 2000, according to the company (Holt, 2000).

To consolidate their wireless features AT&T will now establish a separate wireless tracking stock for it’s AT&T Wireless Group. The new tracking stock is designed to reflect the economic performance of all AT&T's wireless services businesses, including voice and data mobility, fixed-wireless and ownership interests in domestic and international wireless operators. This falls directly in line with our grand strategy of combining the full range of communications services via fixed and mobile wireless broadband on a global basis.

v. long distance

As noted on the AT&T website “AT&T runs the world's largest, most powerful long-distance network and the largest digital wireless network in North America.“ AT&T is the number one long distance company in the United States. The strengths and knowledge of that business are of great benefit to other newer operations in the firm, such as the broadband business.

Some interesting facts from AT&T regarding their long distance faculties include:

• Handled 88.5 billion voice calls in 1999. • On an average business day, handles more than 280 million voice calls and more than 300 million on peak days. • Set an all-time record on Tuesday, November 16, 1999, when it handled 328.7 million voice calls. • On an average business day, handles more than 75 terabytes [75 trillion bytes] of data on standard data circuits, plus an estimated 600 terabytes of data on Private Line facilities. • Includes more than 43,000 route miles of fiber-optic cable to carry long-distance traffic. • Is 100 percent digital for all switched traffic.

AT&T's primary services have always been in the long-distance telephone market. With more than 400 companies offering long-distance service today, AT&T recognizes the need for quality customer service, competitive pricing, and cutting edge technology in the area of long-distance telephone service. AT&T offers one of the most competitive consumer long-distance plans in the industry. All nationwide long-distance calls are just $.07 per minute.

III b. analysis

i. opportunities

Pearce and Robinson (1997) define an opportunity as "a major favorable situation in a firm's environment" (p. 171). Dominance of the fixed, wireless broadband market likely if the AT&T National Wireless Local Exchange Carrier program realizes the economies of scale required to bring household installation costs down. In the interim, AT&T’s expansive network of broadband cable service provided via their AT&T@Home service will garner at least 30% of the domestic broadband Internet market.

ii. threats

Pearce and Robinson (1997) define a threat as "a major unfavorable situation in a firm's environment" (p. 171). AOL/Time Warner and their strategic alliances pose a significant threat to both cable and fixed wireless broadband markets targeted by AT&T. Federal regulation of the Internet and Internet service distribution systems, if implemented, could impede market expansion in the timeframes targeted by our long-term objectives.

iii. strengths

AT&T’s dominance in wireless broadband technology combined with their global partnerships in wireless communication. Mitigation of existing broadband cable limitations using AT&T’s “LightWire,” should the prototype testing prove successful will place AT&T into a technology leadership position in this market.

AT&T has the benefit of a building on a 115 year reputation as a pioneer in the telecommunications industry. As we begin to see a convergence of technologies (i.e. voice, data, and video over cable), AT&T is uniquely positioned to lead the market in this area. Some of their grand strategies are in the areas of market development and concentric diversification. In the area of market development, AT&T positions the cable modem product as a new use of the existing cable network as well as uses of their nationwide infrastructure to the benefit of their dialup and wireless access services. In the area of concentric diversification, AT&T had acquired the @Home cable product as well as a pending acquisition of Media One, a major cable system. AT&T has also announced some wireless system acquisitions.

iv. weaknesses

AT&T’s long-term objective of fixed, wireless broadband depends on elimination of reliability issues that can interrupt service (weather, etc) as well as further refinement of technology to reduce the cost of in-home fixed wireless hardware. Wireless upstream data transfer technology is still early in the development stage (Derfler Jr., & Freed, 1999).

AT&T is relying heavily on its cable and dialup technologies for Internet access. It will face heavy competition from regional bell companies who offer other broadband services such as DSL. Consumers who are especially concerned about guaranteed bandwidth and security may opt for DSL over cable because it offers distinct advantages in those areas. Though major strides have been made towards securing the cable data networks, there have been reports of customers being able to view hundreds of other computer systems on the network.

v. market

AT&T is leveraging its current capabilities and finding new uses for existing products. Later on this year, AT&T will begin to offer a new product called ROSE, or Remote Office Service. This uses the AT&T network to direct calls to and from the telecommuting workforce much in the same way an office PBX system works. Building on that concept, in the next two years, AT&T will offer customers IP-based voice calls via its cable network giving consumers a choice in the local telephone market.

AT&T faces the risks of deregulation of the cable market to allow for competition using the cable lines. This is a distinct risk that would allow competitors to make use of the AT&T cable system in direct efforts to take away customers.

[pic]

IV. Technology Forecast

In order for any business to stay competitive, it is necessary to predict probable events that will help the organization prepare for the future. These predictions attempt to identify the timing and amount of change in environmental factors, such as technology advancements, that may affect the future.(Bright, 21) This process of identifying future technological occurrences is known as Technology Forecasting. (TF) The communications industry in particular is susceptible rapid changes in technology. This section will explore Internet access technology, and advances in that technology that could affect AT&T’s position in the market place.

IV a. dialup services industry trends

The dial-up Internet access technology that is available today does not differ much from what was in place when AOL, Prodigy, and CompuServe began offering their online services years ago. In order for a computer system to use this type of service, it must have an internally or externally connected modem, access to a POTS (plain old telephone service) line, and software that allows it to connect to the remote network. The only advances that have been made regarding this type of technology is the speed of the connection. The last great leap in dial-up speed came in 1997 when two competing technologies were introduced, both offering up to 56,000bps download speed. The ITU (International Telecommunication Union) agreed on a standard named V.90 for this new higher speed modem.(ITU 98-4, 1998) This represents what we feel will be the last technological break through for modem users. This is due the current limitation that the FCC has placed on the speed of analog modems of a maximum of 53kbps download. If the FCC does not lift this regulation, then dial-up users will be limited to this speed.

Although the technology used by analog modems to access the Internet will not likely change in the next 3-4 years, the service itself has and will undergo significant changes. Several companies are trying the concept of free Internet access, in exchange for placing advertisements on your computer screen. This will only moderately impact AT&T’s WorldNet service, as free ISP’s are not compatible with all software, and the level of service cannot compare to what is currently being offered by AT&T.

IV b. cable systems industry trends

When compared to traditional modem technology, cable modems are still very young. Cable modem technology offers broadband Internet access over the same infrastructure used by the current cable television network. Depending on the type and age of the network already in place, the cable provider may be limited to downstream-only access. The AT&T network is both an upstream and downstream access provider. Cable companies who are limited to downstream-only service are working to upgrade their network to be upstream capable in order to better compete with other consumer access products such as xDSL.

Internet security has always been a hot topic, however, with the advent of always-on Internet connections for the home user, it is now coming to the forefront of everyone’s mind. Internet connections using DSL or cable modems present a security risk for several reasons. To begin with, they are always on. This “always on” status gives hackers the potential for attacking a system at anytime, because it is always available. Also, many people who subscribe to cable modem or DSL service are unaware of the security risks those technologies pose, thus they are less likely to install a firewall or other protection software. Security is a large area that requires endless monitoring so that AT&T can be on the forefront of any developments that may assist our customers in securing their systems (Goldberg, 2000).

IV c. other trends

Wireless – AT&T’s position in the wireless marketplace will give us a distinct advantage over other competitors. AT&T’s current offering is low-bandwidth wireless access in very few markets, however, if the broadband tests in Texas are successful, wireless access will be offered in markets across the US. This trend will continue to increase, as the need for alternative access methods are required. Advancements in wireless technology will allow for greater access speeds, creating more choices in the broadband access market. Currently in Japan, engineers from Matsushita Communication, Ericsson, Lucent, Nokia, and others are working on the next standard of broadband wireless, known as W-CDMA. This new standard will increase transmission speeds by over 40 times the current limitation of 9.6kbps. While this is still slower than current DSL and cable modem speeds, it will give customers an alternative when cable modems or DSL is not available. (“Wideband CDMA”, Online)

Satellite – AT&T is not currently involved in the development or implementation of broadband satellite Internet access technology.

DSL – In order to best support the current customer base, AT&T is in the process of an aggressive, nation-wide roll out of DSL service. AT&T's DSL service will be able to offer customers much faster connections (when compared to dial-up) to the Internet at competitive prices. Also, AT&T offers ease of installation and ongoing support with multiple access technologies such as cable and dial-up. AT&T understands the necessity for multiple technologies, and will make these available so as to serve the broadest market possible (AT&T DSL FAQ, On-line).

IV d. pertinent techniques

Monitoring. The most helpful form of forecasting for determining future technologies in the realm of Internet access is called monitoring. To forecast by monitoring, the forecaster must keep an eye on the environment for ideas that may be applied to an application. The process is as follows:

1. Search the environment for signals of innovators carrying potential significant technological change. 2. Identify consequences if the trend initiated by the innovator is carried out. 3. Choose events that should be followed in order to verify true speed and direction of the innovation. 4. Present the data to management for their use in decisions about the organizations reaction (Burgleman & Maidique & Wheelwright, p. 198).

When monitoring the industry for dial-up, cable, wireless and DSL, it is imperative to examine the developers of the hardware supporting those technologies. Many early signs of new technologies are evident in industry trade magazines and web sites.

Trend Extrapolation. Another form of forecasting, called trend extrapolation, is based on the assumption that attributes generally progress in an orderly manner over time. By compiling past data and placing it on a graph, we can create a line showing future trends. According to Kinetic Strategies Inc., there were 1.4 million cable modem subscribers in the U.S. and Canada by October 1999, up from 1 million subscribers in July. By using those figures in a trend extrapolation graph, we can see the beginnings of an s-curve, which is typical of this type of forecasting.

[pic] By analyzing the above graph, it can be concluded that by March of 2003, we can expect there to be nearly 140 million people online using cable modems. (“Cable Modem Market Stats”, 1999)

Technology forecasting is an indispensable tool in determining the future of an organization. AT&T regularly analyzes the marketplace for trends in new technologies and uses trend extrapolation to predict future demand for our products.

[pic]

V. Strategic Assessment

V a. mission

AT&T does have a corporate mission statement. “We are dedicated to being the world's best at bringing people together--giving them easy access to each other and to the information and services they want and need--anytime, anywhere.“ This

Pearce and Robinson (1997) show seven desired outcomes for a company mission statement, paraphrased here: 1 - Ensure a central purpose for the organization 2 - Provide a basis for resource utilization 3 - Develop a basis for resource allocation 4 - Create a company climate 5 - Serve as a focus for direction 6 - Allow for translation of objectives and goals 7 - Provide for controls and parameters

It does not seem that the short mission statement of AT&T meets many of these outcomes. However when coupled with the company strategic planning business strategy, most of the outcomes are met.

Strategic planning is evident in AT&T’s business strategy as depicted in the company annual report. Key points extracted from this business strategy help to provide management direction. • Position the company as the world’s networking leader. • Capitalize on strengths of building and managing advanced technology networks. • Combine businesses of communications, computing, and network products. • Continuous improvement process. • Customer product focus.

The company strategy is well suited to the Internet market and specifically the consumer market. AT&T can utilize their business strategy to improve their position.

V b. company profile

AT&T has created a subsidiary for their Internet services. The name of AT&T Broadband & Internet Services is not widely known and most customers just assume that they are dealing with AT&T prime. This subsidiary is actually really the former TCI which was acquired by AT&T to truly broaden their market in the broadband arena. Although currently the #2 cable operator, one AT&T completes their acquisition of Media One the subsidiary will pass Time Warner and become the #1 cable provider in the United States.

The current market share of AT&T for the cable industry is excellent. Salamone (2000) noted in Internet Week the current breakout of cable subscribers by company. [pic]

|Comcast |8% |
|AT&T |9% |
|Rogers |9% |
|Cox |10% |
|Shaw |10% |
|MediaOne |12% |
|Time Warner |18% |
|Others |24% |
| |100.00% |

It can be seen that the addition of Media One to AT&T existing cable presence leads to a 21% market share which is the largest of any single cable operator. This does not take into account the various collaborative efforts with Comcast.

V c. external environment

AT&T is definitely aware of their competition and external forces on the company. It seems that AT&T had formed the Broadband & Internet subsidiary to better meet the market in this area. There are only a few major players in the cable industry and AT&T is among the largest while being posed to become the number one. Competition is fierce in the Internet access industry and especially in the end consumer market. The products and capabilities of AT&T well complement their ability to meet the market requirements.

The external environment at AT&T includes competitive risks and advantages. Pearce and Robinson (1997) define the external environment as consisting "of all the conditions and forces that affect its strategic options and define its competitive situation" (p. 15). The major external environmental areas that could be expected to impact AT&T in the next five years include:

Competition/Market. An increase in competitors could adversely hamper AT&T’s sales in this market while a decrease of competitors could enhance AT&T market position. The market in the cable sector seems to be moving towards just a few major players.

Technology. The need to keep current on technology and integrate new technology where applicable is an advantage if emphasized and a weakness if ignored. Technology changes rapidly and AT&T maintains several industry recognized labs. The company is moving to retire older technology such as their microwave links.

Alliances/Partnerships. AT&T has grown in this area. Examples include work to provide services in conjunction with competitors and trade market areas. Additional alliances and partnerships will serve to strengthen the company.

Customers. The customer base in the market will only increase as we move forward. AT&T is not complacent and continues to push to gain market share of the home user customer group.

Legislation/Regulations. The Internet is a highly regulated market. New regulations or changes to regulation can positively and negatively impact AT&T. The efforts of the company in this area are extremely proactive and include lobbying staff.

V d. internal environment

The internal environment includes the company strengths and weaknesses. The major internal environmental changes, or actually areas for change, that could be expected to impact AT&T in the next five years include:

Marketing • new product offerings, new technology • market trends Financial • ability to acquire other firms • corporate resources, capital expenditure Operations • network management • partner relationships Personnel • key executive management positions Quality • integration of controls on projects, monitoring of quality • system modernization • operational support systems General Management • performance • strategic planning

Fortunately most of these areas are strengths of the company versus weaknesses. AT&T has had years of experience and brings the proper internal environment necessary to this complex Internet market.

[pic]

VI. Strategic Plan Recommendations

Grand Strategies provide the strategic direction for actions while long-term objectives are results a firm seeks to achieve over a specified period (Pearce & Robinson). AT&T has tremendous opportunity for Internet cable and wireless access dominance over the next 3-5 years provided realistic, achievable goals are established. The following grand strategies will be employed by AT&T over the next 6 years, listed in order of priority. Both grand strategies and long term objectives will be reviewed on an annual basis for both progress reporting and revision purposes.

VI a. grand strategy

Concentrated Growth. The first element of AT&T's grand strategy is a focus on concentrated growth. Concentrated growth is defined as focusing on a specific product and market combination. This type of grand strategy is often the most effective, and comes with the least risk. AT&T's product focus has always been on communication. Whether that involves long distance, Internet messaging, or other voice and data products, we will continue to focus in those areas. We will seek to take advantage of the convergence of these technologies (voice, data & video) and exploit expertise to gain a larger market share, and increase usage by current customers.

Market Development. The next area of the AT&T grand strategy is in the area of market development. Pierce and Robinson define market development as identifying new uses for existing products and new market areas. These new market areas can be differentiated through geographic location or demographics. This segment of grand strategy is second only to concentrated growth when considering the risk and costs involved in implementation. Market development will be realized at AT&T through the use of current cable, data and wireless infrastructure for new purposes. For example, the entire cable television infrastructure will be upgraded to handle new technologies such as digital cable, Internet access, and telephone service. And, wireless technologies will expand to allow for broadband Internet access, which will in-turn allow for wireless video conferencing, and other bandwidth intensive activities. Wireless technologies will be an ideal solution for those customers who have not yet had cable television service offered in their area, or who are served by a competing cable provider. AT&T will be a "one-stop" solution for all communication needs, regardless of what technology is chosen by the end customer.

Product Development. Product development is the third aspect of AT&T's grand strategy, and it requires a larger amount of risk, and involves higher costs of implementation. This type of grand strategy focuses on developing new products for present markets. This could also include adding new features to current products or adding variations of a product. We will continue to introduce Internet-access related products (LightWire, etc.) to ensure a wide variety of choices to meet consumer needs. In keeping with this strategy, all services offered by AT&T will be available in different configurations/levels so that every customer will have access to products regardless of budget.

Innovation. An emphasis on innovation will also serve as one of AT&T’s grand strategies. AT&T has always been a leader in technological breakthroughs, and will continue to build on that reputation in the future. We will devote significant resources to expand the present capabilities of all current and future Internet-access mediums to ensure a dominant technological advantage. In keeping with this strategy, AT&T will develop switching technology for use in cable networks normally only in use by telephone providers. By implementing switching technology, customers will realize a greater amount of speed, reliability and security through Internet-enabled cable systems.

Concentric Diversification. To continue emphasis on Internet-related activities, AT&T will seek to acquire businesses that are related to us in terms of technology, markets, or products. This type of strategy is known as concentric diversification. The AT&T Internet presence will be enhanced by the purchase of a well known Internet portal, such as Yahoo!. By acquiring a site such as Yahoo!, AT&T can leverage the brand to expand customer base. We will also actively seek to acquire various local and regional ISPs to consolidate and focus cable services and enable synergies that optimize AT&T delivery technology with content provisioning.

Strategic Partnership. The final activity related to the grand strategy is the development of strategic partnerships. AT&T is highly aware of recent activity and legislation regarding open access to cable systems. To avoid federal intervention into AT&T's operations, we will develop strategic relationships with competitors seeking access to the AT&T cable networks. Companies with the potential of becoming strategic partners with AT&T include AOL, Mindspring, or other national ISPs.

AT&T notes their acquisition and partnership policy from their annual report “We make an acquisition when that seems the most effective way to take advantage of a particular market opportunity to further our growth goals. We look for partnerships--whether equity investments, joint ventures or other alliances--that complement our own strengths.”

VI b. long term strategies

AT&T's long-term objectives are the specific goals we expect to attain by focusing on the grand strategies as shown above. Pierce and Robinson list seven areas that strategic planners should establish long-term objectives. These include: profitability, productivity, competitive position, employee development, employee relations, technological leadership, and public responsibility. This section will focus on each area, and list the individual specific goals.

Profitability. The most obvious, and perhaps most important objective of AT&T is to maintain profitability. Virtually all objectives and goals can be tied to this area in some way. However, the main purpose of this objective is to exhibit fiscal responsibility to the shareholders. Profitability will be measured by analysis of earnings per share data, currently at $1.74. A long term goal of an annual earnings per share growth of 15% per year is the target.

Profitability is also a concern when the Federal Government introduces regulations that impact the way we currently do business. The most recent regulations revolve around opening cable television networks to competitors in the Internet access arena. In order to maintain profitability, AT&T will Develop revenue-beneficial open-access cable initiatives by 2002.

Competitive Position. AT&T is heavily focused on dominance in the marketplace. This is reflected in the following objectives:

1. Control 75% of the US cable Internet market by 2002, 85% by 2004. This will be realized through the acquisition of regional cable providers. 2. Increase Internet access service advertising expenditures 10% per annum through 2005. 3. Control 60% of DSL market for non-cable market by 2003. Due to varying market conditions, not all potential customers will have access to AT&T's cable networks, thus requiring an alternative for broadband Internet access. 4. Control 70% wireless broadband market by 2006. AT&T already has a major portion of the wireless voice communication market. Wireless data is simply an extension of this service will allow AT&T to capitalize on the already existing infrastructure.

Technological Leadership. AT&T will continue to lead the market in new technology introduction by directing significant financial and human resources in this area. Goals include:

1. Offer IP-based voice calls via the AT&T cable network by 2002. 2. Develop 30 Mbps downstream/10 Mbps. upstream wireless broadband by 2004.

Employee Development. AT&T will continue to offer training and education to its employees and offer financial reimbursement to employees seeking to obtain higher degrees. By doing so, AT&T will develop and maintain a highly skilled, highly trained workforce capable of reaching the objectives and strategies outlined in this paper.

[pic]

VII. Strategic Intent

By following a specific grand strategy and with focus on distinct long term objectives, AT&T can improve their competitive position in the home user Internet market over the next five years with resulting increased profit. This market for AT&T will include a near dominance in the wireless technology arena as well as the broadband sector which coupled will provide superior Internet access to their home consumers.

[pic]

References

Pearce, J. & Robinson R. (1997). Formulation, Implementation, and Control of Competitive Strategy (6th). Irwin/McGraw-Hill.

Burgelman R. & Maidique M. & Wheelwright S. (1995). Strategic Management of Technology and Innovation (2nd). McGraw-Hill. Bright, J. (1998). Practical Technology Forecasting. Technology Futures, Inc. Steele, L. (1988). Managing Technology – The Strategic View. McGraw-Hill. Hattleberg, C. (2000). Technology Forecasting and Strategic Planning - Lecture Notes. University of Phoenix.

Conwell, J. (1999). History and Statistics of the Internet. [On-Line]. Available http://www.cbadev.utulsa.edu/classes/webclass/students/Blue/BlueIndividuals/conwell

Salamone, S. (2000, January 24). IT Managers Push Broadband Service. Internet Week.

(1998). AT&T Corporation History. [On-line]. Available http://www.att.com/corporate/restructure/history.html Clark, D. (1999, October). High-Speed Data Races Home. Scientific American. [On-line]. Available http://www.sa.com

Derfler Jr., F., & Freed, L. (1999, April 20). The Faster Web. PC Magazine.

Holt, C. (2000, January 15). Tracking Wireless' Stock Surge. Wireless Review.

MacKenzie, M., Clemmer, K., & Morrisette, S. (1998, September 18). Consumers Are Ready For Broadband. Forrester Research. [On-line]. Available http://www.forrester.com/ER/Research/Brief/0,1317,3858,FF.html Schwartz, E. (2000, January 10). Broadband Services Unleashed: AT&T to Integrate Data and Voice over Cable Network. Infoworld. [On-line]. Available http://web5.infotrac.galegroup.com/itw/infomark/104/428/49816943w3/purl=rc1_CDB_0_A58533384&dyn=5!ar_fmt?sw_aep=uphoenixcustom

Werbach, K. (1999, December 15). Cable Operators vs. ISPs. Internet World.

Kasrel, B. & Zohar, M. & Grimsditch, T. (2000, January 26). Together, AOL And AT&T Will Dominate Broadband. Forrester Research. [On-Line]. Available http://www.forrester.com/ER/Research/Brief/Excerpt/0,1317,8896,FF.html

Goldberg, A. (2000). DSL is Unsafe Unnecessarily. Upside Today. [On-line]. Available http://www.upside.com/texis/mvm/story?id=38598fb50

(1999, November 9). Cable Modem Market Stats & Projections. Cable Datacom News. [On-line]. Available http://cabledatacomnews.com/cmic/cmic16.html

(1998, February 6). ITU98-4 : Agreement Reached on 56k Modem Standard. International Telecommunication Union. [On-line]. Available http://www.itu.int/newsarchive/press/releases/1998/98-04.html

Wideband CDMA. Lucent Website. [On-line]. Available http://www.lucent.com/wirelessnet/products/solutions/wcdma.html

AT&T Corporate Website. [On-Line]. Available http://www.att.com/

AT&T @Home Internet Services Website. [On-Line]. Available http://www.athome.att.com/

AT&T Cable Services Website. [On-Line]. Available http://www.cable.att.com/cgi-bin/index.fcg

AT&T DSL Frequently Asked Questions. AT&T Website. [On-line]. Available http://www.ipservices.att.com/ipaccess/dsl/faq.html

The Internet Developer / Technology Group. [On-Line]. Available http://www.inetdevgrp.org/

AT&T Broadband & Internet Services. Hoover’s Online. [On-Line]. Available http://www.hoovers.com/co/capsule/1/0,2163,14891,00.html

Microsoft Internet Services Network. [On-Line]. Available http://www.microsoft.com/ISN/default.asp

National Cable Television Association. [On-Line]. Available http://www.ncta.com

Cable Television Labs. [On-Line]. Available http://www.cablelabs.com

Web Marketing Today. [On-Line]. Available http://www.wilsonweb.com/marketing/

Similar Documents

Premium Essay

Literature Survey on Job Satisfaction

...LITERATURE SURVEY On Job Satisfaction and Leadership Berikut merupakan survei literatur tentang faktor-faktor yang menentukan kepuasan kerja. Kepuasan kerja dan motivasi dipengaruhi secara positif oleh variabel pengakuan dan penghargaan dengan dimensi sebagai berikut: peluang promosi, prosedur operasi, pekerjaan itu sendiri, pengakuan, relasi dengan rekan kerja, kepuasan terhadap kompensasi, rasa aman, supervisor, dan pengembangan karier (Danis & Usman, 2010). Kepuasan kerja juga berkorelasi positif dengan keadilan organisasional: keadilan distributif, prosedural, interaksional (Al-Zu’bi, 2010). Pada perusahaan dengan tingkat upah yang rendah dan tingkat kepuasan karyawan sedang, kontribusi faktor-faktor kepuasan kerja paling besar ditentukan oleh faktor rekan sekerja, lingkungan kerja, dan pemimpin, tetapi paling rendah oleh faktor upah dan tunjangan (Salviah, 2002). Persepsi karyawan terhadap keadilan kompensasi memiliki korelasi yang signifikan terhadap kepuasan kerjanya (Astuti, 2001) Kebalikannya dari kepuasan kerja karyawan tingkat operasional, Batthi (20010) stres ditentukan 67% oleh faktor di dalam organisasi (beban kerja, waktu kerja, kepemimpinan, kebijakan perusahaan, kondisi kerja) dan 33% faktor di luar organisasi (kondisi ekonomi, keluarga karyawan, cuaca). Selain faktor di atas, salah satu yang perlu diketahui oleh pemimpin adalah seberapa besar pengaruh kepemimpinan, gaya kepemimpinan, dan spiritualitas pemimpin terhadap kepuasan kerja. Penelitian Aydin......

Words: 1501 - Pages: 7

Premium Essay

How to Develop Effective Communication

...HOW TO DEVELOP EFFECTIVE COMMUNICATION SKILLS Everywhere we go, there is always communcation. This communiction explosion has led to one of the most incredible tools, the internet. It allows us to communicate with people all around the world. But despite all our high tech means of communication, effective communication still comes down to people understanding each other, developing skills in order to compete in this worldwide market place. This much needed skills include, building trust, communicating verbally and non-verbally, listening better and dealing with conflict in the work place. One of the keys to succesful communication is trust. Being succesful largely depends on gaining trust from other people. If you dont have trust of other people, they cant count on you. Therefore, it is good to build trust, if you feel you haven’t built trust among people, there are ways you can gain trust. One of them is being supportive when someone is in need of support, it wil gain you trust if support is honest. Also, displaying concern for others is another good way to gain trust, it shows that you care and people will always have that back in their mind whenever they think of you or encouter you unless that is broken. Another way is recognition for initiative, appreciate what people do for you or for others, show that you appreciate them for that. You can also give fedback or honest opinions to people, this shows them that you will not let them go down in......

Words: 2220 - Pages: 9

Free Essay

Redes

...transporte de datos, con la finalidad de compartir información, recursos y ofrecer servicios. Las redes se clasifican en 2 categorías por alcance y por conexión: Por alcance: • Una red de área local (LAN) se refiere a un grupo de dispositivos interconectados que se encuentran bajo el mismo control administrativo. • La red área metropolitana (MAN) es una red formada por un conjunto de redes LAN en las que se conectan equipos • Las redes de área extensa (WAN) constituyen redes que conectan redes LAN en ubicaciones que se encuentran geográficamente separadas. Internet es el ejemplo más común de una WAN • Red de área personal, o PAN (Personal Area Network), es una red de ordenadores usada para la comunicación entre los dispositivos de la computadora cerca de una persona. • WPAN (Wireless Personal Area Network), es una red de computadoras inalámbrica para la comunicación entre distintos dispositivos (tanto computadoras, puntos de acceso a internet, teléfonos celulares, PDA, dispositivos de audio, impresoras) cercanos al punto de acceso. Estas redes normalmente son de unos pocos metros y para uso personal, así como fuera de ella. El medio de transporte puede ser cualquiera de los habituales en las redes inalámbricas pero las que reciben esta denominación son habituales en Bluetooth. • Red de área de campus, o CAN (Campus Area Network), es una red de computadoras de alta velocidad que conecta redes de área local a través de un área geográfica limitada, como un...

Words: 2428 - Pages: 10

Free Essay

Comunicacion Y Publicidad

...momento de lanza un producto a nivel mundial algunas de ellas son las siguientes: la publicidad, la cual representa cualquier forma pagada para promover cualquier bien o servicio a diferencia de la estrategia “Word of mouth” la cual es gratuita y se adquiere por medio de la experiencia después de haber utilizado o comprado un producto en particular. Por otro lado, existe la estrategia de “Mercadeo directo”, la cual ofrece una comunicación sobre la consola X-box 360 a los consumidores de manera directa, haciendo uso del correo electrónico, promoción por mensajería de texto, fax, teléfonos, internet con el fin de comunicarse directamente con los cliente o consumidores específicos. En comparación con la estrategia de “Mercadeo Directo” se puede fusionar el “Mercadeo Interactivo”, ya que sus diferencias son bien escasas y esto se debe a que esta diplomacia se enfoca también en utilizar el internet, los teléfonos con el fin de atraer estos posibles prospectos de manera directa o indirecta, para crear conciencia sobre la marca y solicitar una perspectiva...

Words: 2690 - Pages: 11

Premium Essay

Holden Imc Campaign

...Integrated Marketing Communication (IMC) Campaign: HOLDEN CRUZE SERIES II ‘IT’S NOT JUST A SMALL CAR, IT’S AUSTRALIA’S SMALL CAR’ Executive Summary Consumer behaviour is the study of how individuals behave and decide their purchase, use and dispose of goods and services to fulfil their needs and desires (Kotler & Keller 2009, p. 150). The findings of this report are related to the use two of the consumer behaviour areas: decision making process and consumer motivation to evaluate the integrated marketing communication (IMC) of Holden Series II Cruze. Holden is an Australian automobile brand and Series II Cruze is one of their latest models launched in the beginning of this year. The theme of its IMC campaign is: ‘It’s not just a small car, its Australia’s small car’. The campaign kicked start with a massive launching event and followed by a series of ads on televisions, website, social media and some public relationship activities. Its aim is to build product-specific awareness by displaying various product features of the new car and create preference of Holden Series II Cruze to its target audience. The focus of the Series II Cruze advertisements predominantly highlights the innovative features of the car, proclaim as Australian’s small car and state the reasonable pricing at the end. This message is constant in most of their communications. By doing this they cover product, price, place and eventually using the communications as promotion. Hence......

Words: 5312 - Pages: 22

Premium Essay

Samsung Vrio Analysis

...Masters Programmes ------------------------------------------------- Assignment Cover Sheet Question: [Analyze a strategic issue facing Samsung Electronics Company] “This is to certify that the work I am submitting is my own. All external references and sources are clearly acknowledged and identified within the contents. I am aware of the University of Warwick regulation concerning plagiarism and collusion. No substantial part(s) of the work submitted here has also been submitted by me in other assessments for accredited courses of study, and I acknowledge that if this has been done an appropriate reduction in the mark I might otherwise have received will be made.” Introduction Samsung Electronics Company (SEC), Ltd founded in 1969 is a South Korean multinational electronics company and is the flagship subsidiary of the Samsung Group, accounting for 70% of the group's revenue. Since the introduction of monochrome television sets in 1971, it has grown on average 38 percent a year, broadening its product range from simple consumer electronics and home appliances to advanced information and communication equipment, computers and peripherals and semiconductors (Renee, 2007) . It is currently the world's largest manufacturer of mobile and smart phones, LCD Panels and televisions and displaced Apple Inc. as the largest technology company in 2011 (Renee, 2007). Industry boundary Samsung electronics has the following divisions * Consumer electronics (CE)...

Words: 5080 - Pages: 21

Premium Essay

Viva Telecom

...VIVA Telecom | Marketing Research 420 | Group #1 | | Ali Bin-Shaibah 205113540Sulaiman Al-Fraih 206217072 | Table Of Content Part I: Executive Summary P.3 Part II: Company Background P.4 Part III: Research Plan P.9 Part IV: Plan Execution P.12 Part V: Results & Managerial Implications P.19 Part VI: Conclusion P.22 Work Cited P.23 Appendix -A- P.24 Appendix -B- P.26 Appendix -C- P.28 Appendix -D- P.30 **Part I: Executive Summary** Our project is about viva telecom and the problems that it is facing in its operations in the Kuwaiti market. With this project we will clarify and resolve these problems by using various techniques. Viva is a telecom service provider, which is relatively new in Kuwait providing telecom products and services in order to satisfy the market’s needs. Yet, like any new company it faces many operational problems. These problems will be addressed and resolved through an analytical research study using surveys and computer software (SPSS) so that viva can overcome its current situation. We defined the problems facing viva telecom and formulated the research questions that would enable us to address and solve them properly. After acquiring primary and secondary information about......

Words: 5260 - Pages: 22

Free Essay

Amss Applications

...RTK 28 2.3.3 GRAS 29 2.3.4 VDL 29 2.3.4.1 VDL Mode 1 30 2.3.4.2 VDL Mode -2 30 2.3.4.3 VDL Mode 3 30 2.3.4.4 VDL Mode 4 31 2.4 ABAS 31 2.4.1 RAIM 32 2.4.1.1 RAIM (FD) 32 2.4.1.2 RAIM (FDE) 33 2.4.2 AAIM 33 3 Communication Systems 34 3.1 INMARSAT 34 3.2 INTELSAT y EUTELSAT 37 3.3 IRIDIUM 39 4 New technologies and developing projects 41 4.1 VSAT 41 4.2 SDLS 44 4.3 MASSAO y Aerofleet projects 45 4.4 OPTIMAL project 48 5 Conclussions 50 5.1 Role in CNS/ATM 50 5.2 Gate to gate? 53 5.3 New system beyond 2020 56 5.4 Comparison with the current ATM system 59 6 Acronyms 61 7 Bibliography 64 7.1 webpages 64 7.2 documents (all of them are in internet) 66 8 Appendix 68 8.1 Techniques of modulation 68 8.2 Standards and recommended practices in annexes 1,6 and 11 68 8.3 Data link services defined by ICAO 72 Introduction All forms of aviation need reliable communications, navigation and surveillance systems to enable them to operate safely and efficiently. The primary means of communications for civil aviation is VHF Radio Telephony (RT) and has been so for over 50 years. During that time the basic features have changed little except for the channel spacing which has gradually been reduced to provide more channels within the available spectrum. The latest reduction to 8.33kHz is probably the last...

Words: 18324 - Pages: 74

Premium Essay

Case Study

...First Semester Curriculum MBA (Full Time) 2 Yrs. Program of D.A.V.V., Indore For Affiliated Institutions 1 DEVI AHILYA VISHWAVIDYALAYA, INDORE MASTER OF BUSINESS ADMINISTRATION (MBA) CURRICULUM FOR FULL-TIME COURSES FIRST YEAR First Semester SUBJECT CODE LIST OF SUBJECTS FT 101C FT 102C FT 103C FT 104C FT 105C FT 106C FT 107C FT 108C Management Principles and Practices Mathematics and Statistics for Managers Accounting for Managers IT and E-Business Fundamentals Business Environment Organization Behavior and Processes Business Communication Business Legislation 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 COURSES AND SYLLABUS FOR SECOND, THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course Objective The objective of this course is to help the students gain understanding of the functions and responsibilities of the manager, provide them tools and techniques to be used in the performance of the managerial job, and enable them to analyze and understand the environment of the organization. Examination The faculty member will award internal marks out of 20 (8 for Tests and 12 for class participation). The semester examination carrying 80 marks will have two sections A and B. Section A worth 60 marks will have 6 theory questions out of which students will be required to attempt any four questions. Section B carrying 20 marks will contain one or more cases. Cases prescribed below are only for classroom...

Words: 8599 - Pages: 35

Premium Essay

Telecom Sector

...Telecom Industry Business Environment Domain Study S. P. Jain Institute of Management & Research Telecom Industry Executive Summary The rapid growth in Indian telecom industry has been contributing to India’s GDP at large. Telecom industry in India started to set up in a phased approach. Privatisation was gradually introduced, first in value-added services, followed by cellular and basic services. Telecom Regulatory Authority of India (TRAI), was established to regulate and deal with competition (the service providers). This gradual and thoughtful reform process in India has favoured industry growth. Upcoming services such as 3G and WiMax will help to further augment the growth rate. The Indian telecommunications industry is one of the fastest growing in the world and India is projected to become the second largest telecom market globally by 2010. This is evident from the facts of Telecom Industry for example, India added 113.26 million new customers in 2008, the largest globally. The country’s cellular base witnessed close to 50 per cent growth in 2008, with an average 9.5 million customers added every month. This would translate into 612 million mobile subscribers, accounting for a tele-density of around 51 per cent by 2012. It is projected that the industry will generate revenues worth US$ 43 billion in 2009-10. In this report we have tried to capture most of the areas of Telecom Industry. Major highlights of the report are History of Telecom......

Words: 14987 - Pages: 60

Free Essay

Redes de Banda Ancha

...UNIVERSIDAD AUTÓNOMA DEL ESTADO DE HIDALGO. INSTITUTO DE CIENCIAS BÁSICAS EN INGENIERÍA. MONOGRAFÍA TITULADA: REDES DE BANDA ANCHA. QUE PARA OBTENER EL TITULO DE INGENIERO EN ELECTRÓNICA Y TELECOMUNICACIONES PRESENTA: JOSÉ LUIS MONTIEL ISLAS ASESOR: ING. MARIANO ARUMIR RIVAS PACHUCA DE SOTO, HIDALGO 2006 Agradecimientos Ing. Mariano Arumir Rivas. Por su excelente apoyo y buena orientación para hacer posible este documento. Ing. Miguel Aristeo Rosas Yacotu. Por sus consejos y por ser un buen coordinador y amigo. Y a todos los profesores que fueron eslabones claves para que este momento fuera una realidad. DEDICATORIAS A mis padres Francisca y José Luis con todo mi amor y admiración, a quien dedico todos mis logros y por todo el apoyo incondicional. A mis hermanos Elisa y Jorge que han sido y serán mis mejores amigos por toda la vida. A mi sobrino Oscar por haber llenado de alegría mí corazón. A mi novia Nancy con mucho amor, le agradezco por compartir su tiempo y hacer mi vida mas feliz. A mis familiares y amigos Aquellos que estuvieron presentes en mi vida de estudiante y me dieron su su apoyo y confianza. Índice Justificación …………………………………………… i …………………………………….. iii Objetivo especifico …………………………………….. iv Objetivo general Capitulo I 1.- Introducción a las Redes de Transporte de Alta Velocidad. 1.1 Introducción a Banda Ancha…………………………........... 1 1.2 Dimensiones Técnicas Básicas: Cómo......

Words: 27423 - Pages: 110

Free Essay

Gospodarka Oparta Na Wiedzy

...Spis treściSpis treści Wprowadzenie2 Rozdział I: Gospodarka oparta na wiedzy – cechy, definicje, mierniki4 1.1 Gospodarka oparta na wiedzy w różnych ujęciach4 1.1.1 Próba definicji4 1.1.2 Definicja według OECD i Banku Światowego5 1.1.3 Wiedza jako nieodłączny czynnik kształtujący GOW6 1.1.4 Gospodarka oparta na wiedzy a konkurencyjność9 1.1.5 Ewolucja w czasie11 1.1.6 Teorie Josepha Schumpetera i wynikające z nich wnioski12 1.2 Wybrane mierniki GOW16 1.3 Korzyści z rozwoju GOW20 1.3.1 Wzrost konkurencyjności20 1.3.2 Globalizacja21 1.3.3 Przywództwo technologiczne23 1.3.4 Spadek znaczenia zasobności w bogactwa naturalne25 Rozdział II: Gospodarka oparta na wiedzy i jej stopień zaawansowania w Polsce27 2.1 Analiza GOW w Polsce w ujęciu czasowym27 2.2 Porównanie GOW wybranych krajów30 2.3 Stymulacja rozwoju GOW w Polsce34 2.3.1 Polityka Unijna wobec GOW34 2.3.2. Działania Rządu36 2.3.3 Inicjatywy oddolne41 Rozdział III: Metody pobudzania rozwoju GOW42 3.1 Inwestycje42 3.2 Drenaż mózgów43 3.3 Dyfuzja wiedzy44 Rozdział IV:Ocena możliwości rozwoju GOW w Polsce46 4.1 Analiza SWOT46 4.1.1 Mocne strony Polski46 4.1.2 Słabe strony Polski47 4.1.3 Szanse dla Polski51 4.1.4 Zagrożenia dla Polski55 4.2 Polska na rozdrożu 58 Zakończenie60 Bibliografia62 Spis grafik69 Wprowadzenie Polska już nie stoi przed wielką dla niej szansą. Polska powinna ją wykorzystywać. Szansą tą jest nowy rodzaj gospodarki – opartej na wiedzy. Gospodarka ta nie wymaga......

Words: 11675 - Pages: 47

Premium Essay

Solution Accounting

...Advanced Accounting Beams Anthony 11th Edition Solutions Manual Click here to download immediately!!! http://solutionsmanualtestbanks.blogspot.com/2011/10/advanced-accountingbeams-anthony-11th.html ----------------------------------------------------------------------Advanced Advanced Advanced Advanced Accounting Accounting Accounting Accounting Beams Beams Beams Beams Anthony Anthony Anthony Anthony 11th 11th 11th 11th Edition Edition Edition Edition Solutions Solutions Solutions Solutions Manual Manual Manual Manual -------------------------------------------------------------------------***THIS IS NOT THE ACTUAL BOOK. YOU ARE BUYING the Solution Manual in e-version of the following book*** Name: Advanced Accounting Author: Beams Anthony Edition: 11th ISBN-10: 0132568969 Type: Solutions Manual - The file contains solutions and questions to all chapters and all questions. All the files are carefully checked and accuracy is ensured. - The file is either in .doc, .pdf, excel, or zipped in the package and can easily be read on PCs and Macs. - Delivery is INSTANT. You can download the files IMMEDIATELY once payment is done. If you have any questions, please feel free to contact us. Our response is the fastest. All questions will always be answered in 6 hours. This is the quality of service we are providing and we hope to be your helper. Delivery is in the next moment. Solution Manual is accurate. Buy now below and the DOWNLOAD LINK WILL APPEAR IMMEDIATELY once payment......

Words: 19905 - Pages: 80

Premium Essay

Fontes Tcc

...os recursos humanos a ela necessários, seja por produzirem conhecimento científico e tecnológico, sendo este o principal bem, em termos de valor, desta economia. Este conhecimento tecnológico é produzido em escala industrial, ou seja, em grande quantidade e com alta qualidade, por um aparato produtivo complexo. Frequentemente os avanços tecnológicos geram mudanças paradigmáticas, alterando inesperadamente para melhor as condições de funcionamento da sociedade, mas exigindo de todos um contínuo esforço de adaptação às novas possibilidades. Esta também tem sido a tônica no campo específico da produção de trabalhos acadêmicos, onde aparecem novos recursos, como base de dados, portais de publicações científicas, disponibilização de trabalhos na Internet para crítica e interação entre pesquisadores etc. No caso da Unifacs temos procurado acompanhar estas novas possibilidades na produção de trabalhos acadêmicos. Para isso o nosso Sistema de Bibliotecas possui um grande acervo de material de orientação para trabalhos acadêmicos, sejam trabalhos de conclusão de cursos no caso da graduação, sejam dissertações ou teses no caso dos programas stricto sensu. Entre eles há materiais produzidos por nós ou apoiados por nós. A eles vem se juntar agora o Manual de Normalização para Apresentação de Trabalhos Acadêmicos, fruto da experiência e do trabalho colaborativo de um grupo de bibliotecárias da Universidade, sob a coordenação da...

Words: 17408 - Pages: 70

Premium Essay

Total Quality Management

...TOTAL QUALITY MANAGEMENT AND SIX SIGMA Edited by Tauseef Aized Total Quality Management and Six Sigma http://dx.doi.org/10.5772/2559 Edited by Tauseef Aized Contributors Aleksandar Vujovic, Zdravko Krivokapic, Jelena Jovanovic, Svante Lifvergren, Bo Bergman, Adela-Eliza Dumitrascu, Anisor Nedelcu, Erika Alves dos Santos, Mithat Zeydan, Gülhan Toğa, Johnson Olabode Adeoti, Andrey Kostogryzov, George Nistratov, Andrey Nistratov, Vidoje Moracanin, Ching-Chow Yang, Ayon Chakraborty, Kay Chuan Tan, Graham Cartwright, John Oakland Published by InTech Janeza Trdine 9, 51000 Rijeka, Croatia Copyright © 2012 InTech All chapters are Open Access distributed under the Creative Commons Attribution 3.0 license, which allows users to download, copy and build upon published articles even for commercial purposes, as long as the author and publisher are properly credited, which ensures maximum dissemination and a wider impact of our publications. After this work has been published by InTech, authors have the right to republish it, in whole or part, in any publication of which they are the author, and to make other personal use of the work. Any republication, referencing or personal use of the work must explicitly identify the original source. Notice Statements and opinions expressed in the chapters are these of the individual contributors and not necessarily those of the editors or publisher. No responsibility is accepted for the accuracy of information contained...

Words: 105584 - Pages: 423