Aren't we now in the same situation we were in several years ago that led to the ill-conceived acquisitions of Direct TV and Warner? At the time RS said it was the only way forward. Now what?
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just do what stankey does. spend money build up debt, tell the customers what they want, and you will rewarded.
This company is doomed when the only idea is to force land lines on people via dictat.
It looks like T already started growing the revenue by accepting the retirements of top level C-suite officers. Once T reduces the amount of EVPs, AVPs and VPs, the savings will be huge! Then, T can start evaluating the need for low-level personnel or where head count can be trimmed. Hang on, this ride could get rough!
Here is the problem - ATT/sbc has not been a fiber/wireless company in years. In Bellsouth -they never wanted to be the d-mb pipe company. I'm assuming ATT wants to look like verizon. ATT will have to cut employees and out source IT. ATT needs to pay/pray that they can dump the TV (70%) to Dish somehow. Cuts at the top are easy after a un merger - lower levels next.
Stop feeding salesforce service now scammers.
Hear me out on this. What if we had transparent pricing? With the taxes and fees included?
Customers could go into the store and pay the advertised price. $50 for a line would just be $50, not $50 plus $15 taxes plus $10 fees. The goodwill we'd build with customers would increase the number of lines purchased and increase our revenue.
Improve and continue to grew mobility, Fiber, Business services. Possibly sell or use some of our bazillion patents.
How about trying to be the best provider of services we offer. Fix customer service. Offer competitive prices. We are not any of those currently
I grow my revenue by working OT.
Getting per diem traveling.
Nothing to do til late in the day when the control/dispatch center wants to go home and stops sitting on 4 hour old tickets.
"Sure, I'll take a few."
After all, I'm well rested from "training" all day.
I really don't care about their revenue, because they seem not to either.
Ask T mobile.
Customer acquisition cost is high, prices hikes are major turn off by most, and T isn't a premium brand that some claimed to be. The target is still on managing cost down, the lazy path is get rid more people. The hard path is modenize legacy systems that are older than your college age kids and banning the use Excel & PowerPoint wouldn't hurt. One can dream, right?
There are a lot of hot smoke being pumped about Azure, Salesforce, ServicesNow, etc. Vendors/consultants will be handsomely paid, whether T "leadership" can deliver or not, we'll see.
Product cost is going to have to be trimmed or Cricket needs to be more highly promoted and become the flagship provider. In the competitive mobility market, consumers are no longer willing to stick with T overpricing.
Revenue can only be increased at this point by slashing day-to-day operating costs. Massive headcount reductions are needed.
The downside is that now we don't need the personnel we currently have on the books. Consolidations will occur as well as some headheadcount rationalization in various areas of the company overall. It's a very simple strategy at this point and common business sense! Reduce operating costs while increasing revenues equals happy investors!
Mobility, fiber and business services are the core strengths of T and now, the only way forward in a very competitive industry! Wish T luck!