06 Aug Prepare a SWOT Matrix for the Coca-Cola Company.
Part 1(a) This is a discussion post. Please use the attachments and follow the directions. You can use part 1(b) and 1(c) as a guideline if need. Should be at least 300 words. Use at least 3 in text citations as well.
You will begin by creating a SWOT and a BCG matrix.
Challenge
For the SWOT
Follow Steps 1-2 of the Learning Exercise 6A in your text. (Note: These are individual exercises and not a group exercise. This differs from your text.)
Then, prepare a SWOT Matrix for the Coca-Cola Company.
For the BCG (Learning Exercise 6C)
Use the information in the Learning Exercise in your text to prepare a BCG matrix for the Coca-Cola Company locating each division where you believe it represents its position relative to market share and growth.
When complete with both exercises (6A & 6C)
Write a short narrative (one page or less) of your key conclusions from:
(1) your SWOT analysis of the Coca-Cola Company,
(2) your BCG work on the Coca-Cola Company. In addition, include your conclusions on the Coca-Cola Company as a result of its position in the BCG and the results of SWOT.
Make clear recommendations for the Coca-Cola Company based on integrating the work from the above models.
Part 1(b) Should be at least 200 words with at least 2 references that are in text citations and websites and based in the United States. This is a discussion response.
Coca-Cola’s use of the SWOT analysis to introduce various internal and external factors should provide ample opportunities to turn weaknesses into strengths. SO, WO, ST, and WT strategies each have their advantages to utilize trends and events that have occurred in the company’s past, but then exploit the necessary opportunities for them to grow (David et al., 2020). By utilizing the opportunities and threats from a previous assignment in the cohesion case, I was able to build a handful of critical strengths and weaknesses that lie within Coca-Cola’s internal and external factors. It is important to note that Coca-Cola’s massive capabilities within its marketing and advertising teams provide the organization with unparalleled abilities to encourage and promote creative ideas from its targeted audience. Essentially, emotional marketing can bring light to consumer trust and create more credibility from the organization’s perspective (Bin, 2023). Specifically, this is why I selected Coca-Cola’s strong brand awareness and community engagement as crucial factors that can be applied to social network marketing (Bin, 2023). With the appropriate collection of data through online questionnaires and surveys, Coca-Cola should be able to build a framework model that visually depicts emotional products, prices, communication, and services for its consumers (Bin, 2023). In my opinion, Coca-Cola will need to begin utilizing its marketing and advertising abilities to find an emotional attachment with its disconnected customers.
Meanwhile, Coca-Cola’s business portfolio of market segments makeup five different divisions that consist of North America, EMEA (Europe, Middle East, Africa), LATAM (Latin America), APAC (Asia Pacific), and Bottling Investments (David et al., 2020). The business divisions can be analyzed with a tool such as the BCG Matrix to formulate the necessary strategies for multidivisional firms (David et al., 2020). After completing a deeper analysis of the financial revenue, operating income, and market share of each division, I was able to determine which division can be categorized as a star, question market, cash cow, or dog (David et al., 2020). While question marks and stars represent high-growth industry firms, cash cows and dogs represent low-growth industry firms (David et al., 2020). Unfortunately, I discovered that although Bottling Investments possesses 28 percent of Coca-Cola’s market share, they experienced negative growth from 2016 to 2017. The company might want to consider liquidation or retrenchment within this division to reverse declining sales and profits (David et al., 2020). Although the Europe, Middle East, and Africa division experienced better profits from their sales, they hold a low market share among the other divisions. They will also need to consider capturing a stronger market share through market development or product development strategies (David et al., 2020).
Overall, I believe this was a great exercise to understand how the company can intertwine its internal and external factors to identify various strategies and opportunities for growth. It’s hard to imagine that Coca-Cola doesn’t just have divisional issues, but they also have internal issues within its corporate structure. I didn’t provide any recommendations within its corporate social responsibility, but the company should highly consider developing strategies to involve its human capital with eco-friendly community engagement activities. They will also need to build stronger partnerships and collaborate with more companies from other markets to think outside the box. It might be a long road ahead for Coca-Cola.
INTERNAL FACTORS
STRENGTHS (+)
WEAKNESSES (–)
1. Strong brand awareness
1. Unhealthy products
2. Powerhouse marketing and advertising
2. High financial debt ratios
3. Global market availability
3. Low point of sales for some products
4. Innovative designs on packaging
4. Lack of taste differentiation among popular products
5. Large lineup of products offered
5. Poor image within certain markets
EXTERNAL FACTORS
OPPORTUNITIES (+)
STRENGTHS (+) / OPPORTUNITIES (+) STRATEGY
WEAKNESSES (-) / OPPORTUNITIES (+) STRATEGY
1. Increase branding of new products
1. Coca-Cola can combine its strong brand awareness to increase its creative community engagement for a stronger global impact (S1, O3).
1. Coca-Cola should consider implementing optimal solutions for products that lack taste differentiation with the innovation of new flavors to peak the interest of prospective customers (W4, O5).
2. Innovation of new flavors with nonalcoholic beverages
2. The company’s powerhouse marketing and advertising can create stronger relationships with customers lost to competitors (S2,O7).
2. The company should consider repairing the poor image in certain markets by generating genuine responses from customer sentiments in social media platforms (W5, O9).
3. Creativity of increased community engagement
4. New techniques in methods of packaging
5. Differentiation of products in taste and flavors
6. Generate improvements on unfavorable products
7. Amending relationships with lost customers
8. Seeking new way to differentiate between competitors
9. Improving products by listening to customer sentiments
10. Introducing creative flavors to enhance customer loyalty
THREATS (–)
STRENGTHS (+) / THREATS (–) STRATEGY
WEAKNESSES (–) / THREATS (–) STRATEGY
1. New entrants creating substitutes
1. Coca-Cola should consider utilizing its global availability to combat market share with competitors in different markets (S3, T5).
1. The company should collect data from surveys to determine if the unhealthier products in their lineup should provide consumers with an alternative healthier version in various markets (W1,T2).
2. Healthier options on the market
2. The company can implement innovative designs on packaging to ease the pricing increase passed to consumers during points of inflation (S4, T4).
2. Marketing needs to drive new campaigns for products that lack taste differentiation to combat new substitute products from competitors (W4, T1).
3. Increased competition in advertising and marketing
4. Economic hardships during inflation
5. Location expansions in different markets
6. Increased pricing of products
7. Product and packaging quality challenges
8. Global impact on diversity and inclusion
9. Branding awareness for new customers
10. Expanding challenges of market share for new entrants
Part 1(c) Should be at least 200 words with at least 2 references that are in text citations and websites. This is a discussion response.
The SWOT analysis used by Coca-Cola to introduce numerous internal and external aspects should offer plenty of opportunity to change weaknesses into strengths. Coca-Cola can use the SWOT Analysis tool to assess what it does best and create a winning strategy for the future (Mind Tool, 2022). SWOT can also reveal Coca-Cola’s areas preventing you from moving further. The internal and external elements that affect Coca-Cola are examined in a SWOT analysis. Coca-Cola is the world’s largest beverage company. It is a name that is present virtually everywhere. Its products can be found in various locations, including homes, businesses, offices, hotels, restaurants, etc. As a result, Coca-Cola has many advantages. Strong brand identity, high brand value, international exposure, brand associations, customer loyalty, a commanding market share, and acquisition.
With many strengths also come weakness. The primary competitor of Coca-Cola is Pepsi. Coca-Cola would have been the market leader if Pepsi hadn’t entered the beverage industry. Due to numerous health issues surrounding its beverage, Coca-Cola has also lost customers. Coca-Cola’s lack of product variety is another flaw, as many rivals provide more services (Maciek & Parker, 2019). Coca-Cola does, however, have much room for opportunities. Opportunities for Coca-Cola include launching new products, expanding its footprint in emerging countries, packaging water, and mergers. Through these changes, Coca-Cola can develop and implement new concepts while enhancing its performance. However, Coca-Cola faces a threat related to water difficulties and lawsuits that need to be resolved immediately since it could slow down the company’s expansion (Maciek & Parker, 2019).
According to David et al. (2019), the BCG Matrix enables a multi-divisional organization to manage its portfolio of companies by comparing these two dimensions for each division to those of other divisions. This planning tool makes decisions about what to keep, sell, or invest more in by using visual representations of a company’s goods and services. Bottled water is the Star product of Coca-Cola, which has a significant market share. Coke, the company’s cash cow and top-selling product, dominates the market for Coca-Cola. In the question mark section, Diet Coke and Minute Maid are goods that Coca-Cola sells, and they have space to develop within the firm. Additionally, the item whose market share is not increasing is Zico.
Coca-Cola, one of the most successful beverage companies, continues the industry’s evolution. The recommendation I would give Coca-Cola is to invest in innovation and create new products and flavors to suit shifting tastes and preferences; Coca-Cola may profit from emerging trends and consumer preferences. The corporation needs to step up its corporate responsibility efforts to address the environmental and health issues affecting the brand.
Strengths
Weaknesses
Strong brand identity
High brand valuation
Global reach
Customer loyalty
Dominant market share
Acquisition
Aggressive Competition
Health Concerns
Low Product diversification
Reputation
Opportunities
Threats
Introducing New products
Increase presence in developing nation.
Acquisition
Packaged water
Water Usage
Lawsuits
Increasing health consciousness
Reference
David, F. R., David, F. R., & David, M. E. (2019). Strategic Management: A Competitive Advantage Approach, Concepts and Cases (17th ed.). Pearson Education (US).
Maciek, & Parker, B. (2019, March 14). Coca Cola Swot Analysis 2023: SWOT analysis of Coca Cola. Business Strategy Hub. https://bstrategyhub.com/swot-analysis-of-coca-col…
Mind Tool. (2022). Home. MindTools. https://www.mindtools.com/amtbj63/swot-analysis
Part 2. Using the ATT Capstone attachment only. Please use the following instructions to complete this.
you will develop SWOT, BCG, SPACE, and IE matrices with strategic implications for the company.
You will include the following information when you submit Phase 2 in Module 6.
o Current strategy (brief description of the firm’s current strategies), including current use of technology
o SWOT matrix with strategic implications for the company
o BCG matrix with strategic implications for the company
o SPACE or other matrices with strategic implications for the company.
Requirements: Read description
AT&T: Capstone Project
Eric Darling
Saint Leo University
Strategic Management MBA-599
Dr. George Reeley
07/23/2023
Table of contents
INTRODUCTION
Alexander Graham Bell’s groundbreaking development of the telephone is where AT&T, a trailblazing power started. The Bell Telephone Company, founded in 1877, quickly changed its name to the American Telephone and Telecommunications sector, Telegraph Company (AT&T), laying the groundwork for the country’s first long-distance telephone network. Throughout its long history, AT&T has remained a significant player in the ever-changing telecommunications sector, influencing the growth of the market and the convergence of technologies. AT&T skillfully restructured and diversified its services, embracing the digital era while foraying into the computer, information, and wireless communication realms, despite obstacles such as a mandatory separation in 1984. Under the inspiring direction of Randall L. Stephenson, who held the positions of Chairman and CEO of AT&T from 2007 to 2020, the company experienced exceptional growth and expansion and successfully positioned itself in the media and telecommunications industries. This study delves into AT&T’s fascinating journey, examining its historical turning points, rival companies vying for market supremacy, and the transformative leadership that shaped its trajectory to become a global conglomerate providing all-encompassing telecommunications and entertainment services.
History
The creation of the telephone by Alexander Graham acted as the impetus for Thomas Sanders and Gardiner Hubbard to donate money to his fledgling telecommunications business. In 1877, this company adopted the name Bell Telephone Company. The American Telephone and Telegraph Company (AT&T) was founded by the Bell Telephone Company as a subsidiary that same year, laying the groundwork for the first long-distance telephone network in the country. Since then, AT&T has been a significant force advancing the ongoing technological fusion in the telecommunications sector, significantly influencing its growth.
However, the government ordered AT&T to divide into eight different businesses in 1984 over worries about monopolistic behavior. As a result, AT&T continued to operate its long-distance network but stopped offering local exchange services. Seven Regional Bell Operating Companies (RBOCs) were subsequently founded. Despite the split, AT&T took advantage of the chance to reorganize and expand beyond traditional telephone operations. Bell Labs and NCR Corporation were two important purchases that helped the firm enter the computer and information services market.
As mobile phone technology developed in the ensuing decade, AT&T focused its efforts on wireless communication. This project entailed buying several wireless providers, including Cingular Wireless, which resulted in the firm changing its name to AT&T Mobility. As a result, AT&T increased its telephone services to satisfy cellular customers.
More recently, by purchasing Time Warner Inc. in 2018, AT&T expanded its services to include entertainment. Because of these purchases, AT&T now controls essential media companies, including HBO, Warner Bros., and CNN. As a result, AT&T’s leading media company, WarnerMedia, was founded. AT&T is a multinational conglomerate offering various telecommunications services, including Internet, digital television, wireless and wired voice and data, and home security services. The business also provides enterprise solutions designed for companies looking for cybersecurity, cloud computing, and telecommunications services.
Competitors
As competitors continue to flock to the competitive market, AT&T, a major player in the telecommunications sector, has had to contend with fierce rivalry. Verizon Communications Inc. stands out as a severe rival among these rivals. Verizon is an American company that offers Internet, landline, and wireless communication services. Verizon’s 5G and expanding 4G LTE networks represent a severe threat to AT&T’s advantage in the market. In particular, Verizon has attracted a sizable customer base with its reputation for dependability and performance.
Comcast Corporation is another strong rival for AT&T in the media space. Direct rivals of AT&T’s offerings are Comcast’s cable and internet services. The company’s services include Internet, home phone, and cable T.V. Comcast Corporation bundles its services to achieve an advantageous market position, particularly in areas where AT&T offers U-verse services, including cable T.V., by utilizing its extensive network infrastructure.
Charter Communications Inc., the second-largest cable operator in the United States, competes against AT&T on an equal footing in the broadband and cable T.V. industries. Charter offers subscribers Internet, T.V., and phone services under the Spectrum brand. The corporation recently focused on improving network stability and investing in the client experience to get a larger market share.
Additionally, Google Fiber’s arrival into the market has presented AT&T with a fresh obstacle. In a few U.S. cities, Google Fiber, a division of Alphabet Inc., provides high-speed fiber optic internet services to thousands of subscribers. Despite having less coverage than AT&T, Google Fiber competes in the gigabit internet service market, maintaining a long-standing connection that continues to draw new customers. To stay in the lead in the market, AT&T had to strengthen its fiber service options and increase the reach of its gigabit services.
Leadership
AT&T has had several CEOs throughout its lengthy history, each instrumental in its development. Notably, AT&T has accomplished notable feats under the leadership of Randall L. Stephenson, who took the positions of Chairman and Chief Executive Officer in 2007. Stephenson’s leadership showed vision and transformation during his term, which he held until 2020. He firmly believed in setting and achieving challenging goals to foster an environment of innovation and long-term growth inside the business. Under his leadership, AT&T saw impressive expansion and diversification, successfully adjusting to a business environment characterized by frequent and quick technical change. Stephenson carefully positioned AT&T to obtain a competitive edge in the telecoms and, later, the media industries, stressing the value of embracing technology and digital change.
Additionally, Stephenson’s leadership style was marked by the development and support of powerful leadership teams, which promoted a climate of cooperation and inclusion. Recognizing the importance of varied viewpoints in moving the company ahead, he actively announced open communication among employees at all organizational levels. The corporation’s success was further aided by Stephenson’s forceful leadership style, which embraced strategic thinking and showed a readiness to take calculated risks in line with AT&T’s long-term organizational goals.
Strategic element history
The visionary vision of AT&T’s founders, Thomas Sanders and Gardiner Hubbard, who saw the potential of Alexander Graham Bell’s creation of the telephone, lies at the heart of the company’s strategic path. A national communications network was first strategically established with the founding of the Bell Telephone Company in 1877, which paved the way for AT&T’s future expansion and market dominance. The business started intentionally extending its scope and broadening its offerings in the same year it established the American Telephone and Telegraph Company (AT&T) as a subsidiary.
Due to antitrust concerns, the U.S. government forced AT&T to undergo a significant separation in 1984, a turning point for the company. Due to this tactical choice, seven Regional Bell Operating Companies (RBOCs) were established, taking over local exchange services while AT&T continued to operate its long-distance telephone network. Although the split initially presented difficulties, AT&T seized the chance to restructure and reinvent itself beyond its core telephone business.
AT&T entered the computer and information services market with smart acquisitions of businesses like Bell Labs and NCR Corporation, setting the groundwork for developing into a more diverse technology and communication solutions provider. Through this strategy transformation, AT&T was able to foster an innovative culture within the company while adapting to the terrain shaped by ongoing technology advancements.
As mobile phone technology advanced, AT&T strategically purchased wireless carriers like Cingular Wireless because it saw the importance of wireless communication. In addition to increasing its phone services, this action resulted in the company’s rebranding as AT&T Mobility, placing it as a significant player in the cellular communications market.
In recent years, AT&T’s strategic priorities included the media and entertainment industries. With the strategic expansion of AT&T’s products with the purchase of Time Warner Inc. in 2018, notable media brands like HBO, Warner Bros., and CNN were added, leading to the creation of WarnerMedia, the company’s primary media subsidiary. This tactical choice helped AT&T establish itself as a global corporation offering various media and telecommunications services ((Ryan Van Wyk, 2020: February 6).
AT&T has embraced technology and digital transformation as crucial elements of preserving a competitive edge throughout its strategic journey. The company’s ability to adapt, visionary leadership, and willingness to take calculated risks have all been crucial in determining its history and maintaining its sustained leadership in the media and telecommunications sectors, which are constantly evolving.
Vision and purpose
Vision
AT&T’s vision is to be an internationally recognized innovator in bringing together individuals and organizations, influencing the direction of communication and entertainment. Through excellent entertainment experiences, cutting-edge technologies, and seamless connectivity, the company hopes to empower people, organizations, and communities worldwide. By pushing the limits of technology and embracing digital transformation, AT&T sees a world where everyone can remain connected, informed, and entertained, opening up opportunities for growth and enhancing lives globally.
Purpose
Through cutting-edge communication and entertainment technologies, AT&T aims to forge meaningful connections and enrich people’s lives. The business is dedicated to providing quick, secure, and dependable connectivity so customers can stay in touch with their loved ones, access information, and accomplish their objectives. AT&T improves how people communicate, work together, and prosper in a world that is becoming more linked by fostering innovation and offering top-notch customer experiences. Its objective is to benefit society, spur innovation, and alter how people conduct themselves and interact with one another.
Analysis of vision and purpose
The Vision
AT&T’s vision demonstrates the organization’s lofty goals and tactical course. AT&T wants to expand its reach and power globally by establishing itself as a leader in linking people and businesses. The vision shows a dedication to embracing technical development and the digital revolution to influence communication and entertainment in the future. AT&T exhibits a customer-centric approach by putting the needs and pleasure of its customers first by concentrating on empowering people, organizations, and communities with seamless connections and cutting-edge solutions. Additionally, the focus on extraordinary entertainment experiences emphasizes AT&T’s understanding of the value of entertainment and leisure in people’s lives, emphasizing its commitment to supplying exciting content. The vision establishes a distinct and motivating course for AT&T’s development and growth in the dynamic media and telecommunications sectors.
The Purpose
AT&T’s dedication to generating value for its customers and the global community clarifies its core objective. These technologies for communication and entertainment are intended to promote deep connections and enhance people’s daily lives. The goal of AT&T is to make people’s lives better by giving them access to information, opportunities for education, and possibilities for both personal and professional progress. The company’s focus on innovation and the customer experience is a prime example of its commitment to ongoing improvement and meeting changing customer expectations. The company’s business objectives are tied to broader social responsibilities, and this goal emphasizes the company’s beneficial contributions to society. AT&T’s activities are guided by its purpose, which serves as a compass. This keeps the business focused on its main objectives: servicing customers and positively impacting the world.
In conclusion, AT&T’s vision and mission are compatible with the organization’s strategic objectives and customer-focused business model. The organization’s purpose affirms its dedication to empowering people and enhancing lives through cutting-edge communication and entertainment products. At the same time, the vision sets a compelling trajectory for the company’s growth and influence. Together, they offer a distinct and motivating framework for AT&T’s ongoing success and influence in the media and telecommunications sectors.
EXTERNAL ASSESSMENT
External factors evaluation
Since no industry functions in a vacuum, acknowledging external forces is essential for the success of any firm, including AT&T. These outside factors affecting the telecommunications sector fall into five categories: economic, social, cultural, demographic, and environmental influences; political, governmental, and legal; technological; and competitive.
We need to identify and examine the significant external factors that impact AT&T’s performance and strategic perspective to build an external factor evaluation (EFE) for the corporation. As seen in the example, these elements should be quantifiable, comparative, and divisional. The opportunities and threats that AT&T faces, such as developing markets (O), an increase in mobile data usage (O), tightened regulations (T), and escalating competition (T), would all be considered actionable variables. Data that may be measured, such as increases in digital service revenue (O), capital investments in network infrastructure (O), customer satisfaction scores (O), and shifts in consumer preferences (T), are examples of quantitative factors.
Comparative factors include tracking the evolution of these quantitative variables and comparing them to market trends and rivals. Given the particular strengths and limitations of AT&T’s activities, divisional considerations would be specific to those operations. We can develop an EFE that offers a thorough strategic assessment of AT&T’s external environment by selecting high-quality elements and allocating suitable weights. To maintain AT&T’s success and competitive edge, practical strategies that take advantage of opportunities and handle difficulties in the telecommunications sector would benefit from this study.
Competitive profile matrix
A Competitive Profile Matrix (CPM) can be created to compare AT&T with its main rivals to acquire insightful information about its competitive position in telecommunications. The CPM is a tactical tool that enables a comparative examination of enterprises’ industry-specific competitive advantages or disadvantages (Winseck,2019: July).
We would choose a group of significant telecom rivals for AT&T’s CPM, including Verizon, Comcast, T-Mobile, and Sprint. Based on the sector’s critical success factors (CSFs), the matrix would compare AT&T’s performance against those of these rivals. These CSFs could include network coverage, service dependability, client satisfaction, competitive pricing, novel offerings, and technical improvements.
We would rate each company’s performance on each CSF using a scale, often from 1 to 4 or 1 to 5. The rankings would show how each business compares to others in its sector. We would determine the final weighted score for each organization after allocating weights to each CSF depending on their relative value.
The CPM would show clearly where AT&T is in terms of competition with its main rivals. AT&T can discover its strengths and weaknesses and pinpoint the areas where it excels or falls short of its competitors by comparing its overall weighted score with its rivals.
Overall, the Competitive Profile Matrix provides a strategic understanding of AT&T’s competitive position in the telecoms sector, assisting the business in exploiting its advantages and addressing any competitive disadvantages to retain or strengthen its market position. Please be aware that the precise rivals and CSFs utilized in the CPM would depend on the market conditions and competitive environment during the analysis.
Evaluating competitive position, opportunities, and threats
AT&T, a significant participant in the telecommunications sector, faces various opportunities and dangers as the internet landscape changes, necessitating strategic management actions to strengthen its image and competitive position. Even though AT&T has a long history of offering telecommunications services, it must adapt to the evolving digital world and deal with several issues to keep its market-leading position.
The rising demand for data services and connectivity presents opportunities for AT&T. There are:
There are numerous potentials for AT&T to provide cutting-edge solutions and tap into new revenue streams due to the rise in mobile internet usage.
The spread of connected devices.
The Internet of Things (IoT).
Additionally, introducing 5G technology creates opportunities for faster data transmission and better client experiences, positioning AT&T as a supplier of cutting-edge connectivity services.
However, in this changing environment, AT&T also confronts specific threats. AT&T’s market share is threatened by fierce competition from rival telecom behemoths like Verizon, Comcast, and T-Mobile. Furthermore, regulatory adjustments and potential governmental involvement may impact the company’s operations, pricing, and marketing plans. A strong strategy for protecting client data and guaranteeing network security is required due to the constantly shifting nature of cybersecurity threats.
AT&T must concentrate on strategic initiatives to exploit opportunities and counter threats. The corporation should prioritize customer-centric initiatives by encouraging privacy, security, and service safety. AT&T can increase customer trust and loyalty by proactively addressing worries about data breaches and ensuring that laws are followed. Additionally, AT&T must spend money on R&D to stay on top of technological advancements and be at the forefront of connection developments.
AT&T must strategically diversify its business outside primary telephony offerings. AT&T’s 2018 acquisition of Time Warner Inc. moved toward extending its offerings to include entertainment content through Warner Media as the industry converges with media and entertainment. AT&T may decrease market risk exposure and expand its revenue streams by further diversifying its portfolio and entering emerging industries like the Internet of Things (IoT) and cloud services.
AT&T’s expansion in overseas markets, particularly those with restrictive policies on telecommunication services, depends on its ability to negotiate with governments and regulatory authorities. AT&T can explore expansion potential and broaden its worldwide reach by comprehending and adjusting to the distinct requirements of each area (Ryan Van Wyk, 2020: February 6).
To confront external difficulties, seize opportunities, and remain a top telecommunications and media giant, AT&T must take a proactive and all-encompassing strategic strategy. Strategic management strategies will be essential in determining AT&T’s future performance and maintaining its influence on the telecommunications industry as the business navigates the changing digital world.
INTERNAL ASSESSMENT
IFE, or internal factor evaluation
The Internal Factor Evaluation (IFE), an internal assessment tool used by AT&T, seeks to pinpoint organizational essential strengths and weaknesses. This information is crucial for managers to create effective strategies that build on organizational strengths and solve drawbacks.
Strengths
Due to several advantages, AT&T can maintain its lead over the competitors in the telecommunications sector. Since AT&T has been around for a while, the business has built up a sizable customer base and a solid reputation. The company has a competitive advantage due to its extensive network infrastructure and nationwide reach (Winseck, 2019: July), enabling it to serve many clients and organizations effectively. With its wide range of Internet, digital television, home security, wireless and wired phone and data services, and Internet services, AT&T is a comprehensive solution provider in the telecommunications industry. By acquiring businesses like HBO, Warner Bros., and CNN, AT&T has increased its clout in the media and entertainment sector (Andre Fuetsch: 2019, April 3).
Weaknesses
Despite its many advantages, AT&T has several flaws that must be addressed to realize its full potential. Verizon, Comcast, and T-Mobile are the main competitors of AT&T in the telecommunications sector, and each poses significant difficulties. The market dominance and pricing strategy of AT&T may be put to the test by this battle. Regulatory worries and future governmental actions may also impact AT&T’s operations in the telecommunications industry, necessitating proactive compliance activities. Due to its size and range of functions, the firm may need help to efficiently manage complicated business areas and preserve a consistent corporate culture.
Key Financial Ratios
Financial ratios are essential for evaluating AT&T’s current financial performance and health. When assessing these ratios, experts consider historical trends, industry benchmarks, and comparisons to significant competitors.
The financial outcomes of AT&T are at the other end of the scale. The company’s diverse revenue stream includes Internet, media, and wired/wireless services contributions. Looking into At&T’s financial qualities, it is very lucrative and liquid. It is important to consider industry standards and competition financial performance.
Current strategy
AT&T strives to offer complete telecoms and entertainment solutions through its robust network infrastructure, technological know-how, and media acquisitions. With WarnerMedia, the corporation hopes to increase its presence in the media and entertainment sector while retaining its position as a top supplier of landline and wireless phone and internet services.
The study of emerging markets and technologies, such as the Internet of Things, cloud computing, and cyber security, has become a primary priority for AT&T.
To better serve its customers and keep its position as a top telecom provider, AT&T strongly emphasizes innovation and digital transformation. The firm also routinely examines legislative developments and bargains with governments to strengthen its position in international markets and lower entry barriers.
Recommendations
AT&T should utilize its robust network infrastructure and brand recognition to acquire and keep customers to strengthen its competitive position, seize opportunities, and counter threats. The organization should support an innovative culture, invest in cutting-edge technologies, and diversify its line of products and services through strategic alliances. Proactive regulatory compliance and improved business unit management will make operations more efficient. Enhancing total customer satisfaction and becoming global will boost market presence. Maintaining a competitive edge requires vigilance in observing rivals and tackling cybersecurity issues. Resource allocation and financial stability will be optimized with regular financial performance reviews. By implementing these suggestions, AT&T may position itself for future growth and success in the media and telecoms sectors (Winseck,2019: July).
CONCLUSION
In the changing telecommunications and media sector, AT&T encounters both opportunities and problems. The company is well-positioned for further expansion thanks to its strengths, which include a strong brand reputation, vast network infrastructure, and a broad portfolio. However, strategic management activities are necessary due to fierce rivalry, complex regulatory requirements, and the need for innovation. AT&T can keep its competitive edge by building on its advantages, investing in cutting-edge technology, and improving the customer experience. Proactive regulatory compliance, improved business unit management, and worldwide expansion will further strengthen its position. Success will be long-lasting if competitors are closely watched, and cybersecurity issues are addressed. AT&T may allocate resources wisely and make informed judgments by conducting routine financial performance analyses. By implementing these strategic suggestions, AT&T will better negotiate the rapidly changing business environment, build its reputation, and maintain its position as the top telecoms and media giant.
REFERENCES
Andre Fuetsch, A. C. (2019, April 3). Opening Up for 5G and Beyond: Open Source and White Box Will Support New Data Demands. Retrieved from https://about.att.com/innovationblog/2019/04/open_source_and_white_box.html
Build the best network – global reach and consistency. (2020, January 24). Retrieved from AT&T Offer Information Library, Global Portfolio, Facts & Stats: http://marketing.iw.att.com:6200/portfolio/global/facts/index.jsp
Cisco. (2020). Cisco Annual Internet Report (2018 – 2020). Retrieved from https://www.cisco.com/c/en/us/solutions/collateral/executive-perspectives/annual-internet-report/white-paper-c11-741490.pdf
Denga, E. M., Vajjhala, N. R., & Rakshit, S. (2022). The Role of Digital Marketing in Achieving Sustainable Competitive Advantage. Digital Transformation and Internationalization Strategies in Organizations, 44-60.
Feigenbaum, J. J., & Gross, D. P. (2021). Organizational frictions and increasing returns to automation: Lessons from at&t in the twentieth century (No. w29580). National Bureau of Economic Research.
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2019). Strategic management: Concepts and cases: Competitiveness and globalization. Cengage Learning.
Ryan Van Wyk, V. N. (2020, February 6). Accelerating Software Defined Network Deployments. Retrieved from https://about.att.com/innovationblog/2020/02/accelerating_sdn.html
Tyagi, K. (2020). Merger control in the telecom industry: a landscape transformed. Journal of Business Strategy, 41(6), 3-9.
Winseck, D. (2019, July). Ready, fire, aim: Why digital platforms are not media companies and what to do about them. In International Seminar “Communication and Cultural Digital Platforms” (post IAMCR Conference 2019), Carlos III University of Madrid, July (Vol. 12).
APPENDIX
Appendix A: Revenue
PER YEAR IN BILLION KRW (₩)
Appendix B: External Factor Evaluation Matrix (EFE)
Appendix C : Competitive Profile Matrix (CPM)
Appendix D: Internal Factor Evaluation Matrix (IFE)
Appendix E: Financial statement
Table of contents
INTRODUCTION
Alexander Graham Bell’s groundbreaking development of the telephone is where AT&T, a trailblazing power started. The Bell Telephone Company, founded in 1877, quickly changed its name to the American Telephone and Telecommunications sector, Telegraph Company (AT&T), laying the groundwork for the country’s first long-distance telephone network. Throughout its long history, AT&T has remained a significant player in the ever-changing telecommunications sector, influencing the growth of the market and the convergence of technologies. AT&T skillfully restructured and diversified its services, embracing the digital era while foraying into the computer, information, and wireless communication realms, despite obstacles such as a mandatory separation in 1984. Under the inspiring direction of Randall L. Stephenson, who held the positions of Chairman and CEO of AT&T from 2007 to 2020, the company experienced exceptional growth and expansion and successfully positioned itself in the media and telecommunications industries. This study delves into AT&T’s fascinating journey, examining its historical turning points, rival companies vying for market supremacy, and the transformative leadership that shaped its trajectory to become a global conglomerate providing all-encompassing telecommunications and entertainment services.
History
The creation of the telephone by Alexander Graham acted as the impetus for Thomas Sanders and Gardiner Hubbard to donate money to his fledgling telecommunications business. In 1877, this company adopted the name Bell Telephone Company. The American Telephone and Telegraph Company (AT&T) was founded by the Bell Telephone Company as a subsidiary that same year, laying the groundwork for the first long-distance telephone network in the country. Since then, AT&T has been a significant force advancing the ongoing technological fusion in the telecommunications sector, significantly influencing its growth.
However, the government ordered AT&T to divide into eight different businesses in 1984 over worries about monopolistic behavior. As a result, AT&T continued to operate its long-distance network but stopped offering local exchange services. Seven Regional Bell Operating Companies (RBOCs) were subsequently founded. Despite the split, AT&T took advantage of the chance to reorganize and expand beyond traditional telephone operations. Bell Labs and NCR Corporation were two important purchases that helped the firm enter the computer and information services market.
As mobile phone technology developed in the ensuing decade, AT&T focused its efforts on wireless communication. This project entailed buying several wireless providers, including Cingular Wireless, which resulted in the firm changing its name to AT&T Mobility. As a result, AT&T increased its telephone services to satisfy cellular customers.
More recently, by purchasing Time Warner Inc. in 2018, AT&T expanded its services to include entertainment. Because of these purchases, AT&T now controls essential media companies, including HBO, Warner Bros., and CNN. As a result, AT&T’s leading media company, WarnerMedia, was founded. AT&T is a multinational conglomerate offering various telecommunications services, including Internet, digital television, wireless and wired voice and data, and home security services. The business also provides enterprise solutions designed for companies looking for cybersecurity, cloud computing, and telecommunications services.
Competitors
As competitors continue to flock to the competitive market, AT&T, a major player in the telecommunications sector, has had to contend with fierce rivalry. Verizon Communications Inc. stands out as a severe rival among these rivals. Verizon is an American company that offers Internet, landline, and wireless communication services. Verizon’s 5G and expanding 4G LTE networks represent a severe threat to AT&T’s advantage in the market. In particular, Verizon has attracted a sizable customer base with its reputation for dependability and performance.
Comcast Corporation is another strong rival for AT&T in the media space. Direct rivals of AT&T’s offerings are Comcast’s cable and internet services. The company’s services include Internet, home phone, and cable T.V. Comcast Corporation bundles its services to achieve an advantageous market position, particularly in areas where AT&T offers U-verse services, including cable T.V., by utilizing its extensive network infrastructure.
Charter Communications Inc., the second-largest cable operator in the United States, competes against AT&T on an equal footing in the broadband and cable T.V. industries. Charter offers subscribers Internet, T.V., and phone services under the Spectrum brand. The corporation recently focused on improving network stability and investing in the client experience to get a larger market share.
Additionally, Google Fiber’s arrival into the market has presented AT&T with a fresh obstacle. In a few U.S. cities, Google Fiber, a division of Alphabet Inc., provides high-speed fiber optic internet services to thousands of subscribers. Despite having less coverage than AT&T, Google Fiber competes in the gigabit internet service market, maintaining a long-standing connection that continues to draw new customers. To stay in the lead in the market, AT&T had to strengthen its fiber service options and increase the reach of its gigabit services.
Leadership
AT&T has had several CEOs throughout its lengthy history, each instrumental in its development. Notably, AT&T has accomplished notable feats under the leadership of Randall L. Stephenson, who took the positions of Chairman and Chief Executive Officer in 2007. Stephenson’s leadership showed vision and transformation during his term, which he held until 2020. He firmly believed in setting and achieving challenging goals to foster an environment of innovation and long-term growth inside the business. Under his leadership, AT&T saw impressive expansion and diversification, successfully adjusting to a business environment characterized by frequent and quick technical change. Stephenson carefully positioned AT&T to obtain a competitive edge in the telecoms and, later, the media industries, stressing the value of embracing technology and digital change.
Additionally, Stephenson’s leadership style was marked by the development and support of powerful leadership teams, which promoted a climate of cooperation and inclusion. Recognizing the importance of varied viewpoints in moving the company ahead, he actively announced open communication among employees at all organizational levels. The corporation’s success was further aided by Stephenson’s forceful leadership style, which embraced strategic thinking and showed a readiness to take calculated risks in line with AT&T’s long-term organizational goals.
Strategic element history
The visionary vision of AT&T’s founders, Thomas Sanders and Gardiner Hubbard, who saw the potential of Alexander Graham Bell’s creation of the telephone, lies at the heart of the company’s strategic path. A national communications network was first strategically established with the founding of the Bell Telephone Company in 1877, which paved the way for AT&T’s future expansion and market dominance. The business started intentionally extending its scope and broadening its offerings in the same year it established the American Telephone and Telegraph Company (AT&T) as a subsidiary.
Due to antitrust concerns, the U.S. government forced AT&T to undergo a significant separation in 1984, a turning point for the company. Due to this tactical choice, seven Regional Bell Operating Companies (RBOCs) were established, taking over local exchange services while AT&T continued to operate its long-distance telephone network. Although the split initially presented difficulties, AT&T seized the chance to restructure and reinvent itself beyond its core telephone business.
AT&T entered the computer and information services market with smart acquisitions of businesses like Bell Labs and NCR Corporation, setting the groundwork for developing into a more diverse technology and communication solutions provider. Through this strategy transformation, AT&T was able to foster an innovative culture within the company while adapting to the terrain shaped by ongoing technology advancements.
As mobile phone technology advanced, AT&T strategically purchased wireless carriers like Cingular Wireless because it saw the importance of wireless communication. In addition to increasing its phone services, this action resulted in the company’s rebranding as AT&T Mobility, placing it as a significant player in the cellular communications market.
In recent years, AT&T’s strategic priorities included the media and entertainment industries. With the strategic expansion of AT&T’s products with the purchase of Time Warner Inc. in 2018, notable media brands like HBO, Warner Bros., and CNN were added, leading to the creation of WarnerMedia, the company’s primary media subsidiary. This tactical choice helped AT&T establish itself as a global corporation offering various media and telecommunications services ((Ryan Van Wyk, 2020: February 6).
AT&T has embraced technology and digital transformation as crucial elements of preserving a competitive edge throughout its strategic journey. The company’s ability to adapt, visionary leadership, and willingness to take calculated risks have all been crucial in determining its history and maintaining its sustained leadership in the media and telecommunications sectors, which are constantly evolving.
Vision and purpose
Vision
AT&T’s vision is to be an internationally recognized innovator in bringing together individuals and organizations, influencing the direction of communication and entertainment. Through excellent entertainment experiences, cutting-edge technologies, and seamless connectivity, the company hopes to empower people, organizations, and communities worldwide. By pushing the limits of technology and embracing digital transformation, AT&T sees a world where everyone can remain connected, informed, and entertained, opening up opportunities for growth and enhancing lives globally.
Purpose
Through cutting-edge communication and entertainment technologies, AT&T aims to forge meaningful connections and enrich people’s lives. The business is dedicated to providing quick, secure, and dependable connectivity so customers can stay in touch with their loved ones, access information, and accomplish their objectives. AT&T improves how people communicate, work together, and prosper in a world that is becoming more linked by fostering innovation and offering top-notch customer experiences. Its objective is to benefit society, spur innovation, and alter how people conduct themselves and interact with one another.
Analysis of vision and purpose
The Vision
AT&T’s vision demonstrates the organization’s lofty goals and tactical course. AT&T wants to expand its reach and power globally by establishing itself as a leader in linking people and businesses. The vision shows a dedication to embracing technical development and the digital revolution to influence communication and entertainment in the future. AT&T exhibits a customer-centric approach by putting the needs and pleasure of its customers first by concentrating on empowering people, organizations, and communities with seamless connections and cutting-edge solutions. Additionally, the focus on extraordinary entertainment experiences emphasizes AT&T’s understanding of the value of entertainment and leisure in people’s lives, emphasizing its commitment to supplying exciting content. The vision establishes a distinct and motivating course for AT&T’s development and growth in the dynamic media and telecommunications sectors.
The Purpose
AT&T’s dedication to generating value for its customers and the global community clarifies its core objective. These technologies for communication and entertainment are intended to promote deep connections and enhance people’s daily lives. The goal of AT&T is to make people’s lives better by giving them access to information, opportunities for education, and possibilities for both personal and professional progress. The company’s focus on innovation and the customer experience is a prime example of its commitment to ongoing improvement and meeting changing customer expectations. The company’s business objectives are tied to broader social responsibilities, and this goal emphasizes the company’s beneficial contributions to society. AT&T’s activities are guided by its purpose, which serves as a compass. This keeps the business focused on its main objectives: servicing customers and positively impacting the world.
In conclusion, AT&T’s vision and mission are compatible with the organization’s strategic objectives and customer-focused business model. The organization’s purpose affirms its dedication to empowering people and enhancing lives through cutting-edge communication and entertainment products. At the same time, the vision sets a compelling trajectory for the company’s growth and influence. Together, they offer a distinct and motivating framework for AT&T’s ongoing success and influence in the media and telecommunications sectors.
EXTERNAL ASSESSMENT
External factors evaluation
Since no industry functions in a vacuum, acknowledging external forces is essential for the success of any firm, including AT&T. These outside factors affecting the telecommunications sector fall into five categories: economic, social, cultural, demographic, and environmental influences; political, governmental, and legal; technological; and competitive.
We need to identify and examine the significant external factors that impact AT&T’s performance and strategic perspective to build an external factor evaluation (EFE) for the corporation. As seen in the example, these elements should be quantifiable, comparative, and divisional. The opportunities and threats that AT&T faces, such as developing markets (O), an increase in mobile data usage (O), tightened regulations (T), and escalating competition (T), would all be considered actionable variables. Data that may be measured, such as increases in digital service revenue (O), capital investments in network infrastructure (O), customer satisfaction scores (O), and shifts in consumer preferences (T), are examples of quantitative factors.
Comparative factors include tracking the evolution of these quantitative variables and comparing them to market trends and rivals. Given the particular strengths and limitations of AT&T’s activities, divisional considerations would be specific to those operations. We can develop an EFE that offers a thorough strategic assessment of AT&T’s external environment by selecting high-quality elements and allocating suitable weights. To maintain AT&T’s success and competitive edge, practical strategies that take advantage of opportunities and handle difficulties in the telecommunications sector would benefit from this study.
Competitive profile matrix
A Competitive Profile Matrix (CPM) can be created to compare AT&T with its main rivals to acquire insightful information about its competitive position in telecommunications. The CPM is a tactical tool that enables a comparative examination of enterprises’ industry-specific competitive advantages or disadvantages (Winseck,2019: July).
We would choose a group of significant telecom rivals for AT&T’s CPM, including Verizon, Comcast, T-Mobile, and Sprint. Based on the sector’s critical success factors (CSFs), the matrix would compare AT&T’s performance against those of these rivals. These CSFs could include network coverage, service dependability, client satisfaction, competitive pricing, novel offerings, and technical improvements.
We would rate each company’s performance on each CSF using a scale, often from 1 to 4 or 1 to 5. The rankings would show how each business compares to others in its sector. We would determine the final weighted score for each organization after allocating weights to each CSF depending on their relative value.
The CPM would show clearly where AT&T is in terms of competition with its main rivals. AT&T can discover its strengths and weaknesses and pinpoint the areas where it excels or falls short of its competitors by comparing its overall weighted score with its rivals.
Overall, the Competitive Profile Matrix provides a strategic understanding of AT&T’s competitive position in the telecoms sector, assisting the business in exploiting its advantages and addressing any competitive disadvantages to retain or strengthen its market position. Please be aware that the precise rivals and CSFs utilized in the CPM would depend on the market conditions and competitive environment during the analysis.
Evaluating competitive position, opportunities, and threats
AT&T, a significant participant in the telecommunications sector, faces various opportunities and dangers as the internet landscape changes, necessitating strategic management actions to strengthen its image and competitive position. Even though AT&T has a long history of offering telecommunications services, it must adapt to the evolving digital world and deal with several issues to keep its market-leading position.
The rising demand for data services and connectivity presents opportunities for AT&T. There are:
There are numerous potentials for AT&T to provide cutting-edge solutions and tap into new revenue streams due to the rise in mobile internet usage.
The spread of connected devices.
The Internet of Things (IoT).
Additionally, introducing 5G technology creates opportunities for faster data transmission and better client experiences, positioning AT&T as a supplier of cutting-edge connectivity services.
However, in this changing environment, AT&T also confronts specific threats. AT&T’s market share is threatened by fierce competition from rival telecom behemoths like Verizon, Comcast, and T-Mobile. Furthermore, regulatory adjustments and potential governmental involvement may impact the company’s operations, pricing, and marketing plans. A strong strategy for protecting client data and guaranteeing network security is required due to the constantly shifting nature of cybersecurity threats.
AT&T must concentrate on strategic initiatives to exploit opportunities and counter threats. The corporation should prioritize customer-centric initiatives by encouraging privacy, security, and service safety. AT&T can increase customer trust and loyalty by proactively addressing worries about data breaches and ensuring that laws are followed. Additionally, AT&T must spend money on R&D to stay on top of technological advancements and be at the forefront of connection developments.
AT&T must strategically diversify its business outside primary telephony offerings. AT&T’s 2018 acquisition of Time Warner Inc. moved toward extending its offerings to include entertainment content through Warner Media as the industry converges with media and entertainment. AT&T may decrease market risk exposure and expand its revenue streams by further diversifying its portfolio and entering emerging industries like the Internet of Things (IoT) and cloud services.
AT&T’s expansion in overseas markets, particularly those with restrictive policies on telecommunication services, depends on its ability to negotiate with governments and regulatory authorities. AT&T can explore expansion potential and broaden its worldwide reach by comprehending and adjusting to the distinct requirements of each area (Ryan Van Wyk, 2020: February 6).
To confront external difficulties, seize opportunities, and remain a top telecommunications and media giant, AT&T must take a proactive and all-encompassing strategic strategy. Strategic management strategies will be essential in determining AT&T’s future performance and maintaining its influence on the telecommunications industry as the business navigates the changing digital world.
INTERNAL ASSESSMENT
IFE, or internal factor evaluation
The Internal Factor Evaluation (IFE), an internal assessment tool used by AT&T, seeks to pinpoint organizational essential strengths and weaknesses. This information is crucial for managers to create effective strategies that build on organizational strengths and solve drawbacks.
Strengths
Due to several advantages, AT&T can maintain its lead over the competitors in the telecommunications sector. Since AT&T has been around for a while, the business has built up a sizable customer base and a solid reputation. The company has a competitive advantage due to its extensive network infrastructure and nationwide reach (Winseck, 2019: July), enabling it to serve many clients and organizations effectively. With its wide range of Internet, digital television, home security, wireless and wired phone and data services, and Internet services, AT&T is a comprehensive solution provider in the telecommunications industry. By acquiring businesses like HBO, Warner Bros., and CNN, AT&T has increased its clout in the media and entertainment sector (Andre Fuetsch: 2019, April 3).
Weaknesses
Despite its many advantages, AT&T has several flaws that must be addressed to realize its full potential. Verizon, Comcast, and T-Mobile are the main competitors of AT&T in the telecommunications sector, and each poses significant difficulties. The market dominance and pricing strategy of AT&T may be put to the test by this battle. Regulatory worries and future governmental actions may also impact AT&T’s operations in the telecommunications industry, necessitating proactive compliance activities. Due to its size and range of functions, the firm may need help to efficiently manage complicated business areas and preserve a consistent corporate culture.
Key Financial Ratios
Financial ratios are essential for evaluating AT&T’s current financial performance and health. When assessing these ratios, experts consider historical trends, industry benchmarks, and comparisons to significant competitors.
The financial outcomes of AT&T are at the other end of the scale. The company’s diverse revenue stream includes Internet, media, and wired/wireless services contributions. Looking into At&T’s financial qualities, it is very lucrative and liquid. It is important to consider industry standards and competition financial performance.
Current strategy
AT&T strives to offer complete telecoms and entertainment solutions through its robust network infrastructure, technological know-how, and media acquisitions. With WarnerMedia, the corporation hopes to increase its presence in the media and entertainment sector while retaining its position as a top supplier of landline and wireless phone and internet services.
The study of emerging markets and technologies, such as the Internet of Things, cloud computing, and cyber security, has become a primary priority for AT&T.
To better serve its customers and keep its position as a top telecom provider, AT&T strongly emphasizes innovation and digital transformation. The firm also routinely examines legislative developments and bargains with governments to strengthen its position in international markets and lower entry barriers.
Recommendations
AT&T should utilize its robust network infrastructure and brand recognition to acquire and keep customers to strengthen its competitive position, seize opportunities, and counter threats. The organization should support an innovative culture, invest in cutting-edge technologies, and diversify its line of products and services through strategic alliances. Proactive regulatory compliance and improved business unit management will make operations more efficient. Enhancing total customer satisfaction and becoming global will boost market presence. Maintaining a competitive edge requires vigilance in observing rivals and tackling cybersecurity issues. Resource allocation and financial stability will be optimized with regular financial performance reviews. By implementing these suggestions, AT&T may position itself for future growth and success in the media and telecoms sectors (Winseck,2019: July).
CONCLUSION
In the changing telecommunications and media sector, AT&T encounters both opportunities and problems. The company is well-positioned for further expansion thanks to its strengths, which include a strong brand reputation, vast network infrastructure, and a broad portfolio. However, strategic management activities are necessary due to fierce rivalry, complex regulatory requirements, and the need for innovation. AT&T can keep its competitive edge by building on its advantages, investing in cutting-edge technology, and improving the customer experience. Proactive regulatory compliance, improved business unit management, and worldwide expansion will further strengthen its position. Success will be long-lasting if competitors are closely watched, and cybersecurity issues are addressed. AT&T may allocate resources wisely and make informed judgments by conducting routine financial performance analyses. By implementing these strategic suggestions, AT&T will better negotiate the rapidly changing business environment, build its reputation, and maintain its position as the top telecoms and media giant.
REFERENCES
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APPENDIX
Appendix A: Revenue
PER YEAR IN BILLION KRW (₩)
Appendix B: External Factor Evaluation Matrix (EFE)
Appendix C : Competitive Profile Matrix (CPM)
Appendix D: Internal Factor Evaluation Matrix (IFE)
Appendix E: Financial statement
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