AT&T Competitive Analysis

Netflix’s unique DVD rental service has revolutionized the industry. They successfully took the best of traditional conventions (like physical media, the U.S. Postal Service) and mixed them with new world internet-conventions. They have also effectively managed to discourage competition from both more established businesses and new entrants. The future growth of Netflix as it expands into streaming media, poses challenges in legal, infrastructure/technology, and through additional costs. In order to remain competitive, it is imperative that Netflix partner with companies with global reach to overcome these challenges. This presentation was part of an MBA class assignment to audit and industry in the the technology sector. The presentation has multiple authors listed on the title page. If you would like copies of the executive summary, complete S.W.O.T. analysis, and/or the transcript of the presentation please PRIVATE MESSAGE ME and I will email it to you.

Over the past 150 years, Nokia has evolved from a small paper mill in Finland to a global telecommunications leader. Nokia transitioned into various industries such as rubber boots, car tires, and TVs before becoming a leader in mobile phones. Nokia's mobile phone platforms included Symbian, MeeGo, and Meltemi, and in 2011 it partnered with Microsoft to build a new mobile ecosystem using Windows Phone. Currently, Nokia focuses on Windows Phone and Symbian phones and faces main competitors like Samsung, Apple, RIM, and HTC.

Motorola has a history of nearly 80 years of leadership in innovation, technology, branding, and customer support. It was founded in 1928 and introduced the world's first commercial cellular device in 1983. Today it has business segments in enterprise mobility solutions, home and network mobility, and mobile devices, operating in 72 countries with over 66,000 employees and $36.6 billion in revenue.

Motorola is an American multinational telecommunications company founded in 1928. It provides wireless communication, semiconductor, and electronics equipment. In the 1990s, Motorola had over 132,000 employees worldwide and was the 28th largest company in the US by revenue. However, the case study identifies problems that later contributed to Motorola's decline, including decentralization, low corporate staffing levels, excessive diversification, and a focus on upper-level management. To address these issues, the proposed solutions include implementing Six Sigma quality programs, reducing cycle times, prioritizing product and manufacturing leadership, improving profitability, and empowering employees through participation and cooperation.

This document analyzes Huawei's goals and strategies. It provides background on Huawei, outlines its vision, mission and values, and describes its business, IT and organizational strategies. Key points include Huawei's goal to become the top ICT vendor overseas, its strategy to reach $100 billion in revenue by 2020 by attacking local and global markets, and its strengths in R&D and manufacturing capabilities. A SWOT analysis and Porter's five forces analysis are also presented. The document concludes with recommendations to address cybersecurity concerns and better localize for overseas customers.

introduction,mission & Vission,PEST,Porters five force model,CPM,IFE,EFE,VRIN ,resource analysis,Value chain analysis,balance scorecard,ansoff matrix,SWOT(TOWS)

This presentation shed light on Disney's business strategy, their SWOT, BCG, ANSOFF matrix and PEST analysis.

The document summarizes the globalization strategies of three Tata Group companies - Indian Hotels, Tata Tea, and Tata Steel. For Indian Hotels, the strategies included franchise agreements, management contracts, and full ownership of hotels. This allowed them to build their brands and presence in gateway cities globally. By 2006-07, 24.6% of their revenue came from outside India. Tata Tea acquired companies like Tetley and brands like Eight O'Clock Coffee to transform from a commodity tea producer to a branded company and expand globally. Their net income grew 29.3% annually over 3 years. Tata Steel pursued a de-integrated strategy and acquired steel businesses in Asia to

The document discusses strategic investing with Intel's 64 Fund to support the rollout of 64-bit processors. It describes strategic investors as focusing on both return on investment and building business relationships, unlike venture capitalists who primarily seek financial returns. The fund aims to establish compatibility of 64-bit chips with operating systems and databases, develop software that utilizes the power of the chips, and build an ecosystem to support Intel's new technology initiatives and accelerate business growth globally. It proposes a structure where Intel, OEMs, and an early adopter fund would collectively invest $100 million and make decisions as an investment committee.