Research Paper on:
AT&T

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for 1997 was $4.638 billion. AT&T employs 128,000 people (Hoover, 1998; p. 1). In an effort to recoup losses and to bolster its floundering profit margin, AT&T sold both its  credit-card operations and part of its telecommunications business in October 1997. The following table illustrates the lack of fiscal success. [In millions] 1997 1996 1995 Revenue 51,319 50,546 48,445 Gross Profit 25,697 26,296 23,070 Net Income 4,638 5,908 139 (Source: US Financials,  1998) As the table reveals, AT&Ts gross and net profit in 1997 were less than in 1996. The company was on a downward spiral but they have begun to recover  as a result of a new CEO installed in 1997 and his vigorous actions towards turning AT&T into a financially successful corporation. One of the moves they made was to  sell some of their less profitable ventures (McElroy, 1997). They have also entered into projects that are more advanced (Woods, 1998). AT&T has many strengths along with their weaknesses,  in fact as the following SWOT analysis will demonstrate, they have far more strengths than weaknesses. SWOT Analysis Strengths * Internal management. AT&T uses the Key Process Management Approach  which is based on the basic principles of ownership, assessment, and continuous improvement of the processes used towards meeting the companys goals. Leaders identify the activities essential to achieving  the goals and then to assign accountability for the performance of the steps. Objectives are identified that are quantifiable and which have measurement or assessment procedures built in to the  plan for achievement (AT&T, 1997). * Focus on customer needs. Companys objectives must be related to customer needs (AT&T, 1997). * Cost-saving plans. New CEO reduced staff  by 15,000, most of which were through a generous early retirement plan and normal attrition (AT&T, 1998). * Team work. The company expects employees to function as a team