AT&T, NCR unveil strategy of merged firm

Article Abstract:

AT&T will not complete its merger with NCR Corp until the fall of 1991, but the combined company's product line and marketing strategy are already taking shape. Some AT&T products, including the 3B2 line of minicomputers, will no longer be produced, and NCR's 3000 computers will be emphasized. Some AT&T networking products will be merged with NCR products. According to NCR Pres Gilbert Williamson, one more 3B2 upgrade will be offered, and customers will be provided with 'a migration path that's not disruptive.' When the merger is completed in Sep or Oct 1991, AT&T's marketing force will be merged with NCR's marketing operations, but Williamson will not say whether it means that many jobs will be cut. According to Williamson, defining a product strategy precedes a determination about what sort of a work force is needed.

Computer peripheral equipment, not elsewhere classified, Mergers, acquisitions and divestments, Telephone companies, NCR Corp., NCR, Products, Telephone Company, Acquisition, Merger, Williamson, Gilbert P.

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In computer industry, no one is laughing at AT&T's effort now; phone giant exploits niches, unifies Unix, even starts manufacturing own PCs; grooving with the 5 Satins

Article Abstract:

AT and T appears poised for a remarkable turnaround in the computer industry and is 'on the cusp of becoming a big player'. Instead of trying to compete with the larger companies, AT and T's new corporate strategy involves focusing its efforts on specific industries with high transaction volumes, emphasizing open systems and standards in its products, developing a unified version of Unix and manufacturing its own microcomputers. Though it will take at least 10 years to make back the estimated $3 billion in losses accrued since 1983, AT and T's revenues grew 30 percent in 1989 to $2.1 billion on the strength of some of the largest government and industrial contracts ever won by a computer maker. Analysts say the trend should continue as the market moves toward open systems.

Strategic planning (Business), Company Profile

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AT&T racing rivals to lay undersea lines

Article Abstract:

AT&T puts into service the $300 million TAT-10 undersea trans-Atlantic cable system. The fiber optic system was built by a consortium of telecommunications service providers and is the first direct link between the US, Germany and the Netherlands. Each of the cables can carry 80,000 transmissions simultaneously. The TAT-10 project resulted in intense competition between international long-distance carriers to establish trans-Atlantic communications links. While the fiber optic service represents a cost reduction for AT&T and other international long-distance service providers, the price of the service to consumers remains high. The US Federal Communications Commission is pressuring US companies to lower the cost to consumers to access international long distance service.

Telephone communications, exc. radio, Long distance telephone services, Fiber optics, International communication, Competition, Long-Distance Telephone Service, International Communications, Cables, Submarine

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