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AT&T.

History, services, segmentation, management, mergers, advertising, pricing, global concerns, competition, strengths & weaknesses. Executive summary.

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Executive Summary
AT&T is one of the nation's, and indeed the world's, largest telecommunications company. It has gained this position through strong marketing techniques that it was forced to put into place after the U.S. government divested the company in the early 1980s. Once known as a long-distance carrier, the company has expanded into related synergistic markets, including networking and computers, and into the capital markets (with its own credit card).
AT&T has a broad base of international operations, and it has set up joint ventures rather than merely working through acquisitions overseas. In addition, the company has established a strong presence in various markets within the United States through an acquisitions policy which gives it entrance to new markets through the comp

Thiscapital structure also helps the company take advantage of marketopportunity through acquiring businesses in strategic markets. This part of the company's business has grown outof its relationship with NCR and its tie-in to the information systemsindustry is strong (UNIX was developed at the Bell Labs), but the companydoes not make quality equipment in this area, and suffers as a result froma poor brand image. The company also has come to terms with the different types of peoplewho purchase its various products. The two largest OCCs, US Sprint and MCI, as well as AT&T, havedeveloped fiber optic networks that offer significantly bettercommunication than copper wire, but which require a large amount of capitalinvestment. In 1968, a federal judge ruled that AT&T could no longer prohibit non-AT&T equipment from being used on AT&T networks. AT&T has gained somesuccess by pursuing this strategy in the past; continuing this in thefuture should help its position in the market. The Communications Services Group includes regular and custom long-distance communications services, such as messaging, wide area tollservice, satellite transponder, EasyReach 7 , toll free 8 service, 9 service (pay per call), private, Software Defined Network and integratedservices digital technology (ISDN), which is critical for end-to-enddigital services). "American Telephone & Telegraph." Crowell, Weedon & Co. Because AT&T's long-distance service was used to subsidizelocal phone service, its rates were artificially high. In the long-run, AT&T has asignificant advantage in the international arena over its Americancompetitors not only because of the large capital that it can bring to bearto help establish the necessary infrastructure for today'stelecommunications needs, but also because it is the only American companywhich produces its own equipment (through Bell Labs). International offerings include transactions services,global networks, services that use computer processing applications, andselling and maintaining undersea cables. Thesechanges have resulted in increased sales volume in this business segment,although the cost structure still needs improvement. Today's consumers who are not familiarwith AT&T as the nation's phone company may instead associate it with longdistance services. The result is that entry into the long-distance market isagain difficult to achieve on a nationwide basis. "AT&T." Standard NYSE Stock Reports (November 3 , 1994), 15P.Hannon, Kerry. This research examines the company'smarketing strategy, including its product mix, promotional strategy, andadvertising tactics. The Communications Products & Network Systems division developsmanufactures, markets, and services telecommunications products. This attention to thediversity of its consumers may well be key to the company's long-termsuccess. McCaw had a revenue growthrate of 15 percent annually, which exceeded AT&T's at the time of themerger, and margins in the cellular market continue to expand as expensesper subscriber fall. AT&T recently installed a new CEO for this group, Jerre Stead. New York: Moody's Investor Service, 1995, 3. Local telephone service is provided by two main groups of providers:the first group is the seven regional so-called "baby" Bell regionalholding companies (RHCs) that emerged when AT&T was broken up in 1984; thesecond group is composed of independent telephone companies.[1] Long distance service has seen the greatest amount of change since the1984 breakup of AT&T. [6]Kim S. The strategicgoal of TGIS is to sustain double-digit revenue growth with similaroperating profit growth.[6] AT&T Capital Corporation, which includes the Universal Card, providescustom financing for purchasing and leasing communications equipment,computer systems, office and manufacturing equipment, automobiles, andother small and middle-ticket general business equipment. Nonetheless, the acquisition was an expensive one for AT&T,although it involved stock swaps (primarily), and the company may not asyet have realized the full benefit of this acquisition. Inaddition, the company also receives a substantial amount of revenue fromrentals and other related services (11 percent in 1992 and 1 percent in1993), and the financial services and leasing segment, which includes theAT&T Universal credit card, contributed 3 percent of revenue in 1992 andfour percent in 1993.[8] This diversity of business segments is anadvantage that AT&T's competitors do not have. China is the market that allthe American companies would like to enter, but the government continues toprotect its national monopoly at this time. Offerings from thisgroup are sold to phone, cable, and wireless companies around the world.These companies build and upgrade their systems to compete in the high-speed voice, data, and video industries. It has gained this position through strongmarketing techniques that it was forced to put into place after the U.S.government divested the company in the early 198 s. Furthermore, GlobalInformation Solutions (TGIS) has a presence in 13 countries, which willcontinue to help AT&T expand around the world. "Truth Hurts AT&Ts Rivals." Mediaweek (October 17, 1994), S128-S131.Nash, Kim. Recommendations AT&T is well positioned within its primary markets, but it does havesome vulnerable points, including its microcomputer operation, which shouldbe carefully evaluated. To be successful in the long-run, the company will have tochange this perception. [13]Terry Lefton, "Ma Bell Rings up 'True' Gains for First Time SinceBreakup," Brandweek (October 3, 1994), 4 . AT&T Merger Activity AT&T continues to recognize that technology is key to its ongoinggrowth. Conclusion AT&T is certainly to be successful in its current core business areas,including telecommunications, computer services and even in the capitalmarkets. Under legislationpassed by the government, AT&T's rates and profits were kept at levels setby regulation. In addition, the sheer size of AT&T gives itthe necessary capital required to invest in new technologies that help itcontinue to improve its existing products and introduce new products. Company Reports (February 25, 1994), 4. [7]Christopher, 6. The program itself was supported by anadvertising campaign that cost more than $369 million during the first halfof the year.[13] AT&T in the International Arena AT&T not only has to concern itself with the American market, which isthe largest in the world, but it also competes in the global market, whichcontinues to grow. Some people are attracted by thefact that they no longer have to carry change to use a pay phone, whileothers are attracted by the idea that they can pay for the calls on theirmonthly phone bills rather than at the time they are made. [17]Hannon, 72. Additionally, AT&T's digital compression technology and equipmentboosts cable system capacity by up to 13 times, giving cable customersgreater control over what they see and when they choose to see it.Telecommunications, Inc., the largest cable company in the United States,has chosen to use AT&T's technology as a standard.[5] The company's Global Information Systems group grew out of itsacquisition of NCR, which recently underwent a name change. Once known as a long-distance carrier, the company has expanded into related synergisticmarkets, including networking and computers, and into the capital markets(with its own credit card). Consumers are wearyof having to figure out long-distance calling plans that are complicated,and while each long-distance carrier assures consumers that their plan issimple and will save the most money, few consumers are convinced ofthis.[17] The company should also continue to recognize that it serves a diversecommunity and has diverse individuals working for it, and should target theindividual needs of its various constituencies. These attributes are veryattractive; however, the operations have been a drag on the company'searnings and have been in a state of restructuring since 1991. This resulted in an increasedmarket share as the company successfully lured customers away from MCI andSprint. The company's marketing acumen is difficult to match within itsindustry, and it has been successful at evolving from a phone company intoa telecommunications company. Thecompany embarked on an aggressive advertising campaign that emphasized itscompetitors' weaknesses in their pricing schemes and concentrated on itsown strengths in the long-distance market. At the same time,the company should continue its aggressive program to maintain its marketshare in the long-distance market, a move that offers not only access totelephone customers, but which can also serve as a way to attract consumersto its Universal card and calling card options. [15]Gibney, 15P. Notonly does it face the problem of diversity in its workforce around theworld (and even within the United States), but also a large amount ofdiversity in its customer base. [14]Catherine Arnst, "The Global Free-For-All," Business Week(September 26, 1994), 119. The company also needs to embark on a campaign to eliminate theperception that it follows a premium pricing strategy. AT&T also faces the problem of being associated with "the phonecompany" and "Ma Bell." These are not necessarily positiveidentifications. AT&T also recognizes that its customer base as well as its workforceis diverse, and it has adopted a number of tactics designed to address thisdiversity. This is one of the ways that thecompany is able to maintain its base. The result is that the company does wellin its domestic and overseas markets. Such trainingcould be offered on-site or at a remote location, and would result ingreater efficiency and productivity for the company. MCI and Sprint alsohave frequent flier programs with major airlines (American and Northwest;TWA, respectively), and Sprint also rewards its members with ten points foreach dollar spent. The McCawacquisition is significant because the cellular had developed eightregional cellular clusters in the United States. All of these markets werebuilt within the last 1 years. Another of the company's strengths is its successful positioning ofitself as a technology company, not just a "phone" company. Introduction AT&T (formerly American Telephone and Telegraph) is the world'slargest telecommunications company providing services, products and systemsto consumers, businesses, governments and other telecommunicationcompanies. Because AT&T dominated the long-distance market, new long-distancecompanies were designated Other Common Carriers (OCC) and AT&T was stillsubject to a large degree of regulation to which the OCCs were not. Diversity Issues Because AT&T operates not only in a wide range of industries, but alsoin a number of countries, it has an interesting diversity problem. Within the company, diversity training may be helpful to encouragesupervisors and workers to not only recognize, but to reap the benefits ofhaving a widely diverse workforce. Network systems offers cable, switching, transmission,and wireless systems, and provides the engineering installation, andsupport services needed to build and operate networks. In 1993,TGIS announced an early retirement program and a marketing re-focus. The company's pricing strategy can also be perceived as a weakness.The company is perceived as having a premium pricing strategy across all ofits product lines. The company's business mix is also a strength since it is largelyinvolved in businesses that give the overall company synergy. [1 ] CD Report - AT&T. In some cases, this amounts to little more than nichemarketing, but the company has demonstrated an ability to target a givenniche with nearly surgical precision. These aspects can help AT&Tsurvive in the long-term. When marketing a credit card to some individuals,convenience in not having to carry cash is important. The prepaidcards (which can be purchased in various denominations) are more expensiveper minute than other types of calls, but offer the convenience of nothaving to use coins or secure a calling card. As consumers grow toview long-distance service as a commodity, however, this perception,regardless of its accuracy, could hurt the company. Inaddition, the company participates in the computer industry and thefinancial services industry. In other cases, theability to make purchases and pay for them over time is the salient point. Christopher, "American Telephone & Telegraph," Crowell, Weedon &Co. At thesame time that AT&T faced considerable difficulty adjusting prices, its newcompetitors were able to significantly undercut the larger company's ratestructure. New York: Moody's Investor Service, 1995.Christopher, D. The company acquired McCaw Cellular in 1994, which gave it thelargest wireless presence in the United States. The long-distance market crosssocioeconomic lines, while the information systems market targets decisionmakers at large companies. Steadhas a manufacturing background, and his most recent accomplishment isthe successful turnaround of the money-losing PBX business. This can be beneficial in raisingemployee morale, and can also help the company work better as employees areable to foster a greater degree of teamwork. "A Metamorphosis in Communication." Telecommunications 26 (June 1992).CD Report - AT&T. The credit card segment of the company is particularly lucrative,and the company has proven successful in this highly competitive anddifficult field. It persuaded Congress that a competing paralleltelecommunications network would be wasteful, and the governmenteffectively made AT&T a government sanctioned monopoly. Where once there was only one long distance carrier,the market is now dominated by three (although AT&T continues to be thelargest). Sprint acquired Centel, another wireless company, for $4.5billion, and MCI tried unsuccessfully to purchase its own wireless company,Nextel.[11] However, since these companies lack the financial resourcesthat AT&T has, and because they do not compete in markets outside thetelecommunications arena, their prospects for growth through acquisitionare somewhat more limited than are AT&T's. AT&T isnot alone in offering this type of promotion, however. Prior to the merger with McCaw, which brought AT&T into the wirelesscommunication market, AT&T merged with NCR (in 1991), in a transaction thatamounted to more than $7 billion.[1 ] This merger was also undertaken forstrategic reasons: AT&T and NCR both had personal computers on the market;by merging the two companies, AT&T gained access to NCR's market share, andalso to the massive market share that NCR has in the cash register market.Since many cash registers are tied together with networks and operate overphone lines, this is a market that would be synergistic with AT&T's otheractivities. Five thousand points can be redeemed for movie ticketsor a tape at a record store; 1 , points can be redeemed for a three-night cruise to the Bahamas.[12] AT&T's Pricing Strategy AT&T's success in gaining market share is not due only to successfuladvertising, but also to innovative pricing structures. [5]Ibid. Breaking out of this niche is important not onlybecause it will enable the company to be more successful in its marketingefforts, but also because it will enable the company to shed the "big isbad" image that came with the anti-trust suits that ended AT&T's dominationof the phone industry. [12] Kerry Hannon, "Long-Distance Lures," U.S. As an extraincentive, new customers receive triple points their first month. None of AT&T's competitors can match the breadth and depth of AT&T'snetworking technologies, which is essentially a computer run onsophisticated software and is arguably the most extensive, advanced andreliable network in the world.[3] Brand name products and services includeAT&T 8 Service, USA Direct, Reach Out, and AT&T Universal Card. [9]Christopher, 2. The product mix is a critical part of themarketing process, and the mix at AT&T, while generally strong andsynergistic, has some items which should be eliminated. The new companies,which did not provide local service, were not burdened by this and so couldcharge significantly less than AT&T for long-distance. [16]Arnst, 119. The company operates in a highly competitive environment which hasforced it to engage in innovative promotion and advertising techniques, andit has also adopted a policy of premium pricing which may be working toagainst it. Long distancecompanies have created tiered pricing structures designed to attractcustomers, many of which are complicated and difficult for consumers tofully comprehend. News & World Report(February 21, 1994), 72. Domestic facilities consist of more than two billion miles of fiber-optic cable, satellite, wire, coaxial cable, and microwave technologies.International services are provided by multiple undersea fiber-optic cablesystems and satellite and radio facilities. Theseinclude private branch exchanges (PBXs), corded and cordless phones, avideo phone (which currently retails for approximately $1, and which hasencountered strong market resistance), a personal communicator (currentlyretailing for approximately $3, to $4, ), fax machines, answeringsystems, home security systems, modems, data communications devices,business phone systems, video conferencing equipment, and voice processors. [8]Susan Stahl Gibney, "AT&T," Standard NYSE Stock Reports (November3 , 1994), 15P. Executive Summary AT&T is one of the nation's, and indeed the world's, largesttelecommunications company. The company also has a diverse workforce that it has been able to keepproductive through recognizing and even taking advantage of the diversitywithin that group. AT&T will now provide the capability forMcCaw to further upgrade capacity and to become the first national wirelessnetwork, and McCaw will achieve economies of scale by utilizing AT&T'stechnologies and advanced infrastructure. MCI Communications, which brought about the opening of the longdistance market, and US Sprint have both entered the market and have taken14.2 and 9.7 percent of the market, respectively, as of 199 .[2] Major Business Segments AT&T's strategic business units are divided into five groups:Communications Services, Communications Products, Network Systems, AT&TGlobal Information Solutions (formerly NCR), and AT&T Capital Corporation. The exact services which the AT&T-Alfaventure will offer will depend on the terms and conditions that thegovernment establishes in 1995.[15] Because AT&T is so large, it has found that many national phonecompanies are not eager to enter into traditional joint ventures. There is some cost associatedwith this internal training, but AT&T has a history of offering itsemployees technical training; it should be able and willing to encourageits employees to improve their "people" skills, as well. "Users Check Options." Computerworld (October 3, 1994), 77.----------------------- [1]James Budwey, "A Metamorphosis in Communication,"Telecommunications 26 (June 1992), T-16. While thecompany is most often associated with telecommunications services, itspresence in the computer industry and in the credit card industry cannot beignored. The points are issued at one point per dollar, whichworks out to approximately one point per 2 seconds. AT&T has a broad base of international operations, and it has set upjoint ventures rather than merely working through acquisitions overseas.In addition, the company has established a strong presence in variousmarkets within the United States through an acquisitions policy which givesit entrance to new markets through the companies it purchases. The UniversalCard, which began in early 199 , currently has 17 million cards, 11.8million accounts, and $9.2 billion in receivables. Thevarious companies will invest $1 billion in the venture, in which AT&T willhold a 49 percent share. It has the ability target market its products with fineprecision, with the result that broad markets, such as the long distance orinternational phone market, can be specifically targeted using availablemedia and different niche messages. The company,for example, manufactures a personal computer that steadily receives poorreviews in the market. "Ma Bell Rings up 'True' Gains for First Time Since Breakup." Brandweek (October 3, 1994), 4 .__________. [2]Ibid, T-38. Brand names include AT&T Phone Centers, Trimline telephones, AT&T Videophone 25 , Definity, Audix, Conversant, and Partner.[4] The Network Systems group provides services that are primarily used bylarge customers. Theclusters, or regional cellular operations, include Florida,California/Nevada, the Pacific Northwest, Rocky Mountains, Northeast,Midwest, upper Midwest, and Texas/Louisiana. AT&T has the broadest, most advanced communications network inthe world, and also manufactures telecommunications equipment. Continuing to focus on this area should help thecompany enter the next century with a strong customer base, a strongrevenue base, and a strong technology base, each of which are criticalsuccess factors in the telecommunications industry. AT&T worked hard to protect itslarge capital investment. Solong as the company is perceived as providing quality for its services, thepremium pricing strategy is not a serious problem. [4]Ibid. The company has also implemented the "True Rewards" program whichgives customers who spend at least $25 per month points which can beredeemed for free AT&T minutes, cash, or frequent flier miles on Delta,United and USAir. NCR wasoriginally acquired by AT&T to capitalize on the integration of computingand communications for business and personal needs. Although the company is much more than a phone company,and even much more than a long distance carrier, it is difficult to shedthe image that the company earned during its long years as the only phonecompany that most Americans knew. "Long-Distance Lures." U.S.News & World Report (February 21, 1994), 71-73.Lefton, Terry. This product mix requires that AT&T further segment its marketin order to take advantage of the specific demographics associated witheach market niche. Company Reports (February 25, 1994).Gibney, Susan Stahl. Its manufacture of microcomputers is less assured, and thecompany faces strong competition from Sprint and MCI in the long distancephone service market, but AT&T has certainly demonstrated that it is ableto hold its own in this category. Nash, "Users Check Options," Computerworld (October 3,1994), 77. The company has developed innovative waysof dealing with this diversity, including having international operatorswho speak a variety of languages, and taking out advertisements ontelevision and radio stations in the United States that cater to certainnationalities and languages. This is important because it helps the company enternew markets successfully (without having to break the telephone companyimage) and it helps attract investors who are interested in diversifiedcompanies or in high-technology companies. Although the company has sought to destroy that image,particularly in the long-distance telephone market, it is one thatcontinues, in part because of effective advertising by competitors. The move to growth through acquisition is not limited to AT&T,however. AT&T also recognizes that its international presence and its widelydiverse domestic customer base brings with it unique problems andopportunities. AT&T offers essentiallyeverything needed to build and operate a phone system, and customers suchas Pacific Bell (formerly part of AT&T before the divestiture) andCalifornia State University use AT&T's systems for high-speed networking.AT&T is the systems integrator for Pacific Bell's $16 billion upgrade ofthe California phone infrastructure. The credit card is aimed at all credit cardconsumers. McCaw is expected to add two to three percentannually to AT&T's long-term earnings growth, which indicates that thecompany is maintaining a long-range view of its domestic market.[9] McCaw holds a 52% interest in Lin Broadcasting which AT&T will havethe option to purchase for approximately $3. BibliographyArnst, Catherine. However, thegovernment, having agreed that telephone service is a natural monopoly,then set about regulating it to prevent abuse by AT&T. This is due tothe strong marketing that emphasizes the communication aspect of thecompany rather than just the telephone or long-distance parts of thecompany's operations. The same type of niche marketing is carried over into the company'scalling cards and prepaid phone cards. [3]D. Currently, AT&T provides international long-distance service to Mexico through the country's telecommunicationsmonopoly Telmex, but the long-distance market within the nation will beopen to competition in 1997. AT&T's Advertising and Promotional Strategies AT&T is not relying solely on technology and acquisitions to increaseits market share in the cutthroat domestic telecommunications market. It has used its vast resources to acquirecompanies that give it entrance into new markets, but it carefullyconsiders market opportunities in light of synergies that can be createdamong its current business core. "The Global Free-For-All." Business Week (September 26, 1994), 118-126.Budwey, James. -$3.5 billion. The card is one of thetop two or three in the nation (behind Citibank).[7] AT&T recognizes the importance of a diversified business structure,but all of its business segments are interrelated. History Until the mid-198 s, AT&T was the only provider of local and long-distance telephone service in the country. Weaknesses While AT&T's product mix is generally a strength, there are areaswithin the product mix that should be carefully considered. [11]Terry Lefton, "Truth Hurts AT&Ts Rivals," Mediaweek (October 17,1994), S128. The company has worked long and hard tobuild its brand name recognition, and it has reaped the reward of thatrecognition with the largest share of the domestic and internationaltelecommunications market. MCI, which had beenexploring telephone technology, brought suit against AT&T under anti-truststatutes, and in 1974, the government ruled that AT&T would no longer beable to operate as the sole source of long-distance service. With revenues in 1993 of more than $67 billion, thecompany does not need to expand its global presence, but insteadconcentrates on focusing its resources in markets where it can expect thegreatest return.[14] In late 1994, AT&T formed a joint venture with Alfa, a consortium ofMexican businesses, to provide telecommunications services in Mexico. Participating companiesinclude partners from Japan, Singapore, New Zealand, Australia and HongKong.[16] MCI and Sprint have also formed joint ventures and alliances withinternational carriers, as well as AT&T, and competition in theinternational arena continues to be strong. However, since AT&T introduced its "Friends and FamilyII" program in mid-1994, it realized an increase in market share ofapproximately one percent. Insteadof forging formal alliances, the company has established WorldPartnersAssociation, which is a loose coalition of carriers offering corporatecustomers compatible data and voice services. Strengths AT&T's primary strengths are its size and international presence aswell as its name recognition. The bulk of itsrevenues come from its telecommunication services segment (61 percent ofrevenues in 1992 and 59 percent in 1993), but product sales are also asignificant contributor (25 percent in 1992 and 27 percent in 1993). In this, AT&T had shown a remarkable amountof marketing acumen by capitalizing on the diversity of its target marketsand working to take full advantage of that diversity. Combined with Lin, thisbrings an additional exposure of 93 million customers to AT&T.

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