GLOBAL BUSINESS STRATEGY Using AT&T, Undertake in-depth company research centred on the main topics and concepts of the global business strategy

Table of Contents

Introduction2

Discussion3

Company Overview:3

History:3

Present Status of the company:4

SWOT Analysis:5

Current external environmental conditions facing the firm:6

Mobile data traffic to increase:6

Increased adoption of cloud computing:7

Current strategic challenges facing the firm:8

Continued decline in the fixed line customer base:8

Imminent threat of price wars:8

PESTL Analysis Overview:9

Legal or the Political Aspects:9

Economic Aspects:10

Socio-cultural Sector:11

Technological Aspects:11

BCG Matrix:11

Threat of Substitute Product:12

Bargaining Power of Buyers:13

Potential New Entrants:13

Bargaining Power of Suppliers:13

Rivalry among Existing Competitors:14

Company resource audit:14

Large scale of operations, strong brand and diversified revenue stream created market leadership:14

Strong performance of the wireless division offer long term benefits:16

AT&T falls behind in the 4G and LTE roll out:16

Competitors AT & T:17

Industry Overview:17

Main Activities:18

Strategising with Corporate Social Responsibility:19

Value Chain Framework:20

Inbound Logistics:21

Operations:21

Outbound Logistics:22

Marketing and Sales:22

Service:22

Conclusion22

References24

Using AT&T, Undertake in-depth company research centred on the main topics and concepts of the global business strategy

Introduction

The modern sustainability movement traces its roots back to the United Nations World Commission on Economic Development, which is often cited as first defining “sustainable development”. The work of John Elkington expanded traditional business accounting to include what are now known as the three pillars of sustainability: society, environment, and economics (Elkington, 1994). Today, investors are increasingly demanding that businesses act in an ethical and sustainable manner. This has led to the rise of sustainability-based investment indexes. Additionally, investors are increasingly requesting that companies publicly disclose their performance with regard to sustainability. Many large companies today are producing sustainability reports in an effort to be unceasingly transparent and accountable to the public. Companies truly committed to sustainable development also use this data to drive internal initiatives to manage their social and environmental impacts. Life-cycle assessment is another tool that companies use to manage sustainability by comparing the various impacts of products and designs, enabling a selection of more sustainable product options (Stonehouse, et.al, 2004).

Increasingly, companies are forming focus groups or panels of local representatives to guide their efforts to manage their impacts on local communities. For global businesses operating in the developing world, investors are increasingly demanding social responsibility with regard to human rights. A common sustainable business practice for global companies is to implement policies on human rights and child labour, guaranteeing that they will meet minimum ethical standards for the treatment of workers at all their operations in the globe, even in countries that do not require these standards by law (Lasserre, 2008). Some companies are even requiring all suppliers and contractors to operate under these standards as well. In this way, sustainability concerns drive businesses to act in an ethical manner regarding social impacts. Similar to managing their social impacts, sustainable businesses must also manage their environmental impacts. In the context of sustainable business, the environment is considered natural capital. Businesses with a commitment to the triple bottom line make a commitment to conduct their business in the most environmentally sustainable manner (Bartlett, et.al, 2004). This paper is an in-depth company research centred on the main topics and concepts of the ...