... Objective To retain current SBC and AT&T customers pre and post mergers. To acquire non AT&T and SBC customers Target Audience Current SBC and AT&T retail customers. Non AT&T and SBC customers Timeline 2 months pre-merger to 2 years post-merger Communication Plan Contributors * Outsourced communication expert consulting company * Outsourced Marketing Firm * Internal public relations department * Internal Marketing department Approvals Required CEO and VP of Marketing Messaging * Value of how AT&T merger will benefit the customer on service, time, product and technology * Building excitement on what is to come with the merger * Building awareness on what is the new AT&T brand * Building awareness on new and existing products being offered “AT&T is your new and improved communication provider. We are mature enough to know how to do business, and innovative enough to provide you the best products and services to keep you connected all under one roof” Challenges * Customer confusion in the transition with billing * Customer confusion with product line of new company * Customers not seeing the value in the merger * Customer succumbing to competitor messaging. Competitor Messaging Research what the competitors are saying about the merger to their customer base and create messaging to counteract. Communication Plan Budget $20 Million...
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...AT&T Executive Summary AT&T provides telecommunication services to consumers, businesses and other entities. More specifically AT&T is classified as a diversified telecommunication services. AT&T has been around since 1876, when Alexander Graham Bell invented the telephone. (http://www.att.com/gen/investor-relations?pid=5711). Headquartered in Dallas, TX, AT&T is the largest landline and wireless service providers in America. They also provide Uverse, which is ultra-high speed internet and interactive high definition cable TV service. AT&T also provides wireless phone and data service, primarily to American customers, in over 200 countries. (http://www.att.com/gen/investor-relations?pid=5711). The US wireless market constitutes over 243M wireless subscribers. This represents a market penetration of 81%. The wireless market sells mobility of voice and data (video-media, download content and internet access). The wireless market is distributed between the following major competitors and distinguishing technology. AT&T- TDMA,GSM, UMTS/HSPDA Verizon Wireless – CDMA, EV-DO Sprint-Nextel- CDMA, EV-DO T-mobile - GSM, UMTS AT&T's Strategies vs. Competitors' Strategies AT&T's strategy is "bringing it all together for their customers, from revolutionary smartphones to next-generation TV services and sophisticated solutions for multi-national businesses." (http://www.att.com/gen/investor-relations?pid=5711). AT&T is a horizontally diversified, related businesses...
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...Wireless IPO Paper AT&T Wireless is a provider of telecommunications services in the United States and worldwide. Services offered include wireless communications, local exchange services and long-distance services. AT&T operates in four segments: Wireless, Wire line, Advertising Solutions and Other. Its Wireless subsidiaries provide both wireless voice and data communications services across the United States, and through roaming agreements, in a substantial number of foreign countries According to AT&T Wireless SEC filing, On July 12, 2013, AT&T Inc. (“AT&T”) entered into an Agreement and Plan of Merger with Leap Wireless International, Inc. AT&T will acquire Leap in a transaction in which Leap stockholders would receive $15.00 in cash for each outstanding share of Leap’s common stock, plus one non-transferable contingent value right (“CVR”) per share (together, the “Merger Consideration”). AT&T announced on July 23, 2013 that second-quarter 2013 net income attributable to AT&T totaled $3.8 billion, or $0.71 per diluted share, compared to net income attributable to AT&T of $3.9 billion, or $0.66 per diluted share, in the second quarter of 2012. For its second-quarter 2013 revenues were $32.1 billion, up $500 million, or 1.6 percent, from the second-quarter 2012. The increase in revenues reflected higher wireless data and equipment revenues and increased wire line data revenues partially offset by declines in wire line voice and wireless voice and text revenues, as well...
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...Increasing AT&T Communications Ashly Petford IS535: Information Technology Professor Shaun Gray June 17, 2012 Table of Contents Proposal 3 Milestone One 5 Milestone Two 8 Milestone 3 12 References 15 Proposal Topic This proposal will explore the current customer relationship management (CRM) program used by AT&T and offer a new program choice in that of both Syntellect’s iVault and its Customer Interaction Management (CIM) system in order to streamline customer complaints and needs and to increase overall customer satisfaction. AT&T’s present program appears to be inefficient and ineffective, causing customers to lose patience with the service and ultimately leave for other carriers. The customer service offered by the company is so poor that online, independent surveys have named them as one of the worst companies in regards to customer care. By creating a more organized and interactive system for customer service representatives to use, AT&T will ultimately retain its current customers and also rid itself of its bad reputation of having poor customer service. Problem The problem to be solved is how AT&T can overcome its negative reputation of having poor customer service in order to create more positive consumer feedback, generating...
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...Executive Summary: AT&T, based in Dallas, TX, is the largest provider of local and long distance telephone services in the United States. The company is divided into four divisions: AT&T Wireline (traditional voice and data landline service), Wireless, Advertising and Publishing and Other (includes the business integration software subsidiary). Revenues in 2008 were approximately $123 billion dollars, an increase of 4.3% over 2007. AT&T Wireless is the nation’s second largest carrier by sales and subscriptions, accounting for over 77 million customers and $69.8 billion dollars of revenue. Within AT&T the Wireless division represents the largest area of growth, compensating for customers abandoning traditional Wireline telephone service. AT&T landed a major coup in 2007 when it signed a deal with Apple to be the exclusive U.S. carrier for the iPhone. Not only did AT&T add new customers, it added more profitable customers. AT&T reports that an iPhone customer’s average revenue per user (ARPU) is $105 per month versus $60 for non-iPhone customers. AT&T’s corporate strategy for securing these profitable customers is to align itself with innovative technology, such as the iPhone, and pay a subsidy of $325 to Apple to make the iPhone more affordable for mainstream America, its target market. AT&T recoups the subsidy by locking iPhone customers into a two-year contract averaging $100 per month and maintaining this customer base through an exclusive contract with Apple. Problem Statement:...
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...Federal Communications Commission DA 14-1862 Before the Federal Communications Commission Washington, D.C. 20554 In the Matter of Implementation of Section 6002(b) of the Omnibus Budget Reconciliation Act of 1993 Annual Report and Analysis of Competitive Market Conditions With Respect to Mobile Wireless, Including Commercial Mobile Services ) ) ) ) ) ) ) ) ) WT Docket No. 13-135 SEVENTEENTH REPORT Adopted: December 18, 2014 Released: December 18, 2014 By the Chief, Wireless Telecommunications Bureau: TABLE OF CONTENTS Heading Paragraph # I. INTRODUCTION .................................................................................................................................. 1 II. COMPETITIVE DYNAMICS WITHIN THE INDUSTRY ................................................................ 10 A. Service Providers ............................................................................................................................ 11 1. Facilities-Based Providers ....................................................................................................... 11 2. Resale and MVNO Providers................................................................................................... 15 3. Other Providers ........................................................................................................................ 17 B. Connections, Net Additions, Churn.............................................
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...9-708-480 REV: SEPTEMBER 8, 2008 DAVID B. YOFFIE MICHAEL SLIND Apple Inc., 2008 In January 2007, three decades after its incorporation, Apple Computer shed the second word in its name and became Apple Inc.1 With that move, the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac sales remained vital to Apple’s future, but they now accounted for less than half of its total revenue. A year and a half later, in June 2008, the company posted results that ratified the success of its leap beyond the PC business: In its third quarter, Apple earned a net profit of $1.07 billion on $7.46 billion in revenue, for a 38% increase on year-ago quarterly sales. Annual results were also impressive. Sales in the 2007 fiscal year topped $24 billion, up 24% from the previous year. (See Exhibit 1a—Apple Inc.: Selected Financial Information, plus Exhibit 1b and Exhibit 1c.) Investors, meanwhile, sent Apple’s stock to new heights: Despite a sharp drop in early 2008, its share price had risen more than 15-fold since 2003 and now hovered near its all-time high. (See Exhibit 2—Apple Inc.: Daily Closing Share Price.) Non-PC product lines drove much of Apple’s financial performance. The company’s iPod line of portable music players, together with its iTunes Store, had upended the music business. With the iPhone, a multifunction handheld device released in June 2007, Apple aimed to do the same for the mobile phone market....
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...FROM THE AUTHOR OF THE BESTSELLING BIOGRAPHIES OF BENJAMIN FRANKLIN AND ALBERT EINSTEIN, THIS IS THE EXCLUSIVE BIOGRAPHY OF STEVE JOBS. Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. At a time when America is seeking ways to sustain its innovative edge, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering. Although Jobs cooperated with this book, he asked for no control over what was written nor even the right to read it before it was published. He put nothing offlimits. He encouraged the people he knew to speak honestly. And Jobs speaks candidly, sometimes brutally so, about the people he worked with and competed against. His friends, foes, and colleagues provide an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and...
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