Reorganizing AT&T: From Vertically Integrated to Customer-Centric Organization (B)|Business Strategy|Case Study|Case Studies

Reorganizing AT&T: From Vertically Integrated to Customer-Centric Organization (B)

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Case Details:

Case Code : BSTR078
Case Length : 15 Pages
Period : 1876 - 2003
Organization : AT&T, Department of Justice (US)
Pub Date : 2003
Teaching Note :Not Available
Countries : USA
Industry : Telecom

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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AT&T - After The Break-Up

The Telecommunications Act 1996 (Refer Exhibit III) led to the deregulation of local telephone business.

The act allowed the local telecom providers offer video services and sell long distance communication services out of their region if the providers allowed other local/long distance exchange carriers to operate in their region. The act also allowed long-distance phone companies and cable companies to sell local phone services. The deregulation of local phone business meant that AT&T was free to enter any of these markets. In spite of the act, however, the local telephone market continued to be largely controlled by the RBOCs, and GTE. Competitors like AT&T found it tough to enter, mainly because the local companies refused to provide interconnections to their networks. On the other hand, the RBOCs and GTE were well positioned to move into long-distance services...

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AT&T's Restructuring Plan

According to the plan, AT&T would be reorganized into four independent publicly-held companies - AT&T Wireless, AT&T Broadband, AT&T Consumer and AT&T Business. Each company would function under the "AT&T" brand name.

AT&T Wireless would be among the rapidly growing wireless companies in the US; AT&T Broadband would be the largest cable TV and broadband services company;

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