At the time of demand and technology change The rhythm of the transformation; three, establishing the internal operational mechanism of customer-centric enterprises.
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Two major restructuring and foreseen that the long-distance calls will be possible to shrink, AT & T starts to transform themselves into the path of "information enterprises", and this is a sign of Armstrong. Armstrong's speech at the AT & T annual report meeting in 1998 became a declaration of AT & T's transformation: "We are committed to transforming AT & T 'from' long-distance 'to' multiple '(all-distance) telephone companies; from an original most only speech transfer Companies to translate towards companies involved in various information - sounds, data and images; transforming from a US-based company to real globalization companies. "
However, the commercial customer business and consumer long-distance business of the At the beginning of the year were acquired by SBC, and the transition failed to bury a hundred years of AT & T, lessons are not well.
With the transformation of consumer demand and telecommunications industry, my country's telecommunications companies are also facing transformation from traditional network providers to integrated information service providers, and the transformation of AT & T becomes a valuable textbook for Chinese companies.
One of the lessons: The film is pursued, and the business model is not in place.
In order to be able to "set all communication services", AT & T selection has chosen to achieve its own goal by mergers in the case of unclear progress.
In the local telephone market, it is impossible to facilitate the adverse situation of consumers and enterprises to promote an important reason for the large-scale mergers and acquisitions of AT & T. In addition, the merge is in a business philosophy that has cultured into AT & T. However, in the case of revolutionary changes across the industry, the scale is no longer a decisive factor in the profit of the company, the film is pursued, and the failure of AT & T is buried.
After spending 58 billion US dollars, Armstrong has said: "The greater the company, the greater the company, the greater the company, the greater the company," but number Secondary expansion makes AT & T have a huge debt of $ 61 billion, only $ 2 billion per year.
At the same time, AT & T will still operate new networks in business models of traditional network operators, trying to chase profits through scale instead of grasp consumer demand. A cartoon vividly expressed AT & T in the use of cable TV networks to enter the local telephone market. Business models: a person with Sony TV, "Hello, Hello?" AT & T despise users The consequences of habits are that in 2000, local telephone users in AT & T Cable TV sector were only 2.24 million, far below the expected value.
Lesson 2: The timing is not mature, the technology development is not broken
With the arrogance of the Internet economy, AT & T saw the trend of human demand from a single voice communication to multimedia communication including speech, data, and video, and huge business opportunities contained. However, the communication industry has always been a technology and demand for double-driven industries. The impact of the demand change on the telecommunications industry, and regardless of the objective level of local technology development, this also makes AT & T to the "future communication supermarket" transition difficult.
AT & T transformation positive value US new telecommunications law, the boundaries of telecommunications, radio and information and information industries were broken, and the US telecommunications industry entered the integrated era. However, the arrival of any era must be with the demand awakening, the concept is first, and the technology accumulates.
In the business model of "one stop", the technical level at that time was unable to provide a satisfactory technical integration plan in the client, while the operating support system in the backend, until August 2002, its competitor Verizon launched Bundle billing business within mobile, long-distance, fixed-line, regional services, and Internet access. AT & T is too optimistic about technical conditions, leading to large-scale mergers and acquisition decisions, thus buried seeds for their own seas.
Three lessons: platter structure, no effective integration within the interior
The "Independent Business Company, Different Business Market" strategies for the "independent business company, divided into different business markets", which are difficult to achieve internally effective integration, M & A, but also to achieve the purpose of optimizing resource allocation, but may not only achieve the purpose of optimizing resource allocation, not only. For example, AT & T's broadband departments are kneaded by acquiring several cable TV companies in just two years. Even the broadband department also formed business competition with the original departments of AT & T.
The AT & T platter structure allows companies to "set all communication services", but cannot be converted to provide users with the ability to integrate communication services, users have not gained too much convenience. In addition, it is impossible to integrate different business units to make business innovation through technology sharing and market crossings, so that users cannot develop markets, attract users, and their consequences are slow, and marketing costs are high, eventually leading to enterprises.
It can be seen that the company must focus on the development of business models, abandoning a simple chase scale, even for the scale of sacrificial benefits; must recognize the overall market situation including technology and demand, and gradually promote enterprises; must Starting from the internal mechanisms and processes of the enterprise, establishing a customer-centric operational mechanism. (N101)
