The hard work behind a high-risk decision

Article Abstract:

Rolm Corp.'s preparation for entry into the PBX market and the telecommunications industry in general was accompanied by careful planning by its management as it readied to compete with such communications giants as AT and T, ITT, Northern Electric, Philips, Nippon Electric and others. After finding success in the low-cost minicomputer market, Rolm began to search for new markets to conquer, and the PBX market was chosen as a natural for the firm because of the affinity of the computer and communications industries, having acquired much of the technology required earlier. How the management team organized to make the decisions a move into a new and competitive high-tech market requires and technological innovations in the PBX industry in general are described.

Communications Equipment, Decision-making, Decision making, Analysis, Telecommunications services industry, Telecommunications industry, Marketing, Telecommunications equipment industry

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How to manage a company owned by its employees

Article Abstract:

National Freight Consortium PLC, a British freight and parcel delivery firm with $730 million in sales and only $24 million in profits in the fiscal year ending September 1983, is unusual in that 13,300 of its 24,000 employees and 18,000 pensioners own 83 percent of its shares, with banks holding the rest. In the transition from a comfortable government-owned company to one competing in open markets, National Freight has been led by Peter Thompson, the firm's chairman and CEO, whose enthusiasm and communications talents have created incredible loyalty throughout the firm. National Freight's less-than-stellar financial history and how the employee-shareholders and Thompson are able to work together to turn the company around are described.

WATER TRANSPORTATION, United Kingdom, Case studies, Stockholders, Employee ownership, Government ownership, Nationalization, Great Britain, management, Thompson, Peter

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