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Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
Verizon Strategic Managment Presentation
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Verizon Strategic Managment Presentation

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Analyzing interrelationships of managerial decisions/actions within and between the Verizon firm and its environment. Applies multi-disciplinary techniques to diagnose and recommend actions …

Analyzing interrelationships of managerial decisions/actions within and between the Verizon firm and its environment. Applies multi-disciplinary techniques to diagnose and recommend actions appropriate to specific company situations, using case method.

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  • Buena empresa. Su CEO, Ivan Seidenberg, y el de Telefónica, César Alierta, se ubican entre los ejecutivos más inlfuyentes del mundo http://www.abc.es/20101004/tecnologia/cesar-alierta-entre-cinco-201010041843.html
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    • 1. Verizon Communications Inc. Strategic Management BUS 189 – Section 3 Thomas A. Shirley July 2, 2008 Marisa Phillips
    • 2. History of Verizon Communications 1,2 <ul><li>2000 – Bell Atlantic and Vodafone combine U.S. wireless operations to form Verizon Wireless </li></ul><ul><li>Jun 2000 – Verizon Communications Inc. formed with merger of Bell Atlantic Corp. and GTE Corp to become the number one communications provider. </li></ul><ul><li>2004 – Verizon embarks on next generation broadband services (EV-DO, FiOS) </li></ul><ul><li>Dec 2005 – Acquired competitor MCI Inc. 4 </li></ul><ul><li>2005 – Verizon becomes first wireless provider to offer a nationwide broadband service </li></ul><ul><li>2005 – Wins Frost & Sullivan’s Product Innovation Award 5 </li></ul><ul><li>2006 – 2007 – Invested $34.6 billion to maintain, upgrade, and expand its technology infrastructure </li></ul>
    • 3. <ul><li>Headquartered in New York, New York </li></ul><ul><li>2007 Total Operating Revenue of $93.5 billion </li></ul><ul><li>Employs nearly 235,000 employees </li></ul><ul><li>Largest wireless and fixed-line service provider </li></ul><ul><li>Operates three business units </li></ul><ul><ul><li>Verizon Wireless </li></ul></ul><ul><ul><li>Wireline </li></ul></ul><ul><ul><li>Verizon Business </li></ul></ul>Current Statistics 3
    • 4. Products and Services 15-17 <ul><li>Services </li></ul><ul><ul><li>Voice and Data </li></ul></ul><ul><ul><li>Info./Dir. Publishing </li></ul></ul><ul><li>Products </li></ul><ul><ul><li>Handsets </li></ul></ul><ul><ul><li>Accessories </li></ul></ul><ul><ul><li>Calling Cards </li></ul></ul>
    • 5. Current Leaders 6 <ul><li>Ivan Seidenberg: Chairman and CEO 7,8 </li></ul><ul><ul><li>Began career in communications in 1969 as a cable slicer assistant </li></ul></ul><ul><ul><li>Serving as sole CEO since April 1, 2002 </li></ul></ul><ul><ul><li>Chairman of the Board since 2004 </li></ul></ul><ul><ul><li>BS in Mathematics form City University of New York </li></ul></ul><ul><ul><li>MBA in Business Administration and Marketing Pace </li></ul></ul>
    • 6. Current Leaders 6 <ul><li>William P. Barr: EVP and General Counsel 11,12 </li></ul><ul><ul><li>Began career in telecommunications in 1994 with GTE as EVP of government and regulatory advocacy </li></ul></ul><ul><ul><li>Attorney general from 1991 to 1993 </li></ul></ul><ul><ul><li>Held current EVP and General Counsel position since 2000 </li></ul></ul><ul><ul><li>Helped steer negotiations that formed Verizon </li></ul></ul><ul><ul><li>BA in Government from Columbia University </li></ul></ul><ul><ul><li>MA in Government and Chinese Studies from Columbia University </li></ul></ul><ul><ul><li>Juris Doctor Degree from George Washington University </li></ul></ul><ul><li>Dennis F. Strigl: President and COO 9,10 </li></ul><ul><ul><li>Former President and CEO of Bell Atlantic Mobile </li></ul></ul><ul><ul><li>Former group President and CEO of Bell Atlantic Global Wireless </li></ul></ul><ul><ul><li>Over 30 years of experience in the communications industry </li></ul></ul><ul><ul><li>Serves on Board of Directors of Verizon Wireless </li></ul></ul><ul><ul><li>BA in Business Administration from Canisius College Buffalo, NY </li></ul></ul><ul><ul><li>MBA from Fairleigh Dickinson University Rutherford, NJ </li></ul></ul>
    • 7. <ul><li>“ Verizon’s mission is to enable people and businesses to communicate with each other. We are also committed to providing full and open communication with our customers, employees and investors.” </li></ul>Mission Statement (Actual) 13
    • 8. Mission Statement (Proposed) <ul><li>“ Verizon’s mission is to maintain leadership in communications by continuously stretching the boundaries of technology and providing our customers with the means to communicate in ways not thought before.” </li></ul>
    • 9. Vision Statement (Actual) 14 “ For our Core Goals, we decided on just one: To create the most respected brand in communications.”
    • 10. Vision Statement (Proposed) “ For our Core Goals, we decided on just one: To create the most respected brand in communications through product and technological innovation paired with excellent customer service.”
    • 11. Current Key Strategies
    • 12. External Factor Evaluation (EFE) External Factor Evaluation (EFE) Key External Factors Weight Rating Score Opportunities   1.) Increasing usage of wireless broadband applications 0.13 4 0.52 2.) Increasing percentage of their capital expenditures toward growth-oriented ventures, through reduced debt load. 0.12 4 0.48 3.) Ability to bring cost structures more in line with revenues through consolidations, as work forces are reduced, businesses streamlined, and services further bundled 0.12 3 0.36 4.) Price reductions for broadband service coupled with demand for faster connections (to support working from home, online gaming, and watching videos ex. YouTube) 0.09 2 0.18 5.) Using new size to reach further in the U.S. but mainly to expand into Europe 0.12 1 0.12     Threats       1.) Competitor’s adaptation of Verizon’s core competency in customer service 0.08 3 0.24 2.) Technological advances and regulatory reforms 0.09 2 0.18 3.) Economic slowdown resulting in weaker consumer spending 0.08 2 0.16 4.) Competition: AT&T’s contract with Apple 0.07 2 0.14 5.) CDMA technology’s cost benefits coming to an end with advances in GSM 0.10 1 0.10 Total 1.00   2.48
    • 13. External Factor Evaluation (EFE) External Factor Evaluation (EFE) Key External Factors Weight Rating Score Opportunities   1.) Increasing usage of wireless broadband applications 18 0.13 4 0.52 2.) Increasing percentage of their capital expenditures toward growth-oriented ventures, through reduced debt load 19 0.12 4 0.48 3.) Ability to bring cost structures more in line with revenues through consolidations, as work forces are reduced, businesses streamlined, and services further bundled 0.12 3 0.36 4.) Price reductions for broadband service coupled with demand for faster connections (to support working from home, online gaming, and watching videos ex. YouTube) 0.09 2 0.18 5.) Using new size to reach further in the U.S. but mainly to expand into Europe 0.12 1 0.12     Threats       1.) Competitor’s adaptation of Verizon’s core competency in customer service 0.08 3 0.24 2.) Technological advances and regulatory reforms 0.09 2 0.18 3.) Economic slowdown resulting in weaker consumer spending 0.08 2 0.16 4.) Competition: AT&T’s contract with Apple 20 0.07 2 0.14 5.) CDMA technology’s cost benefits coming to an end with advances in GSM 0.10 1 0.10 Total 1.00   2.48
    • 14. Competitive Profiles Matrix (CPM) Competitive Profiles Matrix (CPM)     Verizon AT&T Qwest Critical Success Factors Weight Rating Weighted Score Rating Weighted Score Rating Weighted Score Global Expansion 0.12 1 0.12 2 0.24 1 0.12 Market Share 0.16 4 0.64 3 0.48 2 0.32 Customer Loyalty 0.14 4 0.56 3 0.42 2 0.28 Financial Position 0.10 3 0.30 4 0.40 2 0.20 Service Quality 0.16 4 0.64 3 0.48 2 0.32 Customer Service 0.12 4 0.48 2 0.24 2 0.24 Price Competitive 0.09 3 0.27 3 0.27 3 0.27 Management 0.11 3 0.33 3 0.33 2 0.22 Total 1.00   3.34   2.86   1.97
    • 15. Competitive Profiles Matrix (CPM) Competitive Profiles Matrix (CPM)     Verizon AT&T Qwest Critical Success Factors Weight Rating Weighted Score Rating Weighted Score Rating Weighted Score Global Expansion 0.12 1 0.12 2 0.24 1 0.12 Market Share 0.16 4 0.64 3 0.48 2 0.32 Customer Loyalty 21 0.14 4 0.56 3 0.42 2 0.28 Financial Position 0.10 3 0.30 4 0.40 2 0.20 Service Quality 22 0.16 4 0.64 3 0.48 2 0.32 Customer Service 0.12 4 0.48 2 0.24 2 0.24 Price Competitive 0.09 3 0.27 3 0.27 3 0.27 Management 0.11 3 0.33 3 0.33 2 0.22 Total 1.00   3.34   2.86   1.97
    • 16. Internal Factor Evaluation (IFE) Key Internal Factors Weight Rating Score Strengths         Reliable / Robust Wireless Network 0.20 4 0.80   Marketing / Brand Awareness 0.12 4 0.48   Corporate Strategy - Joint Venture 0.12 3 0.36   Financial Performance / Position 0.08 3 0.24   Advanced Fiber Network 0.05 3 0.15     Weaknesses         Geographic Concentration 0.15 1 0.15   CDMA Technology 0.15 1 0.15   Declining Access Lines 0.05 2 0.10   TV services limited / shared 0.05 2 0.10   Fee Structure 0.03 1 0.03 Total 1.00   2.56
    • 17. Internal Factor Evaluation (IFE) Key Internal Factors Weight Rating Score Strengths         Reliable / Robust Wireless Network 23 0.20 4 0.80   Marketing / Brand Awareness 24 0.12 4 0.48   Corporate Strategy - Joint Venture 25 0.12 3 0.36   Financial Performance / Position 23 0.08 3 0.24   Advanced Fiber Network 25 0.05 3 0.15     Weaknesses         Geographic Concentration 23 0.15 1 0.15   CDMA Technology 0.15 1 0.15   Declining Access Lines 25 0.05 2 0.10   TV services limited / shared 0.05 2 0.10   Fee Structure 0.03 1 0.03 Total 1.00   2.56
    • 18. Financial Analysis Metric Verizon 26 AT&T 27 Qwest 28 Industry 29 Earnings per Share (TTM - Diluted) 1.96 2.06 1.49 1.67* Price / Earnings Ratio (TTM - as of 6/30/2008) 17.48 15.93 2.52 17.25 EBITDA (TTM in billions) 31.51 42.58 4.61 9.09* Share Price Performance (Prior 12 Months) -14.9% -18.6% -60.2% -31.1%** ROE 11.44 11.11 n/a 10.24 Leaders are in bold * Average of ten largest companies (by market cap) in industry ** iShares Dow Jones US Telecom Sector ETF
    • 19. Price Performance 30
    • 20. IE Matrix
    • 21. SWOT Matrix
    • 22. Verizon’s Top Three Strategies <ul><li>Pursue 4G Technology </li></ul><ul><ul><li>Transition from CDMA  GSM 31 </li></ul></ul>Recommended Strategies: <ul><li>Be the first to bring FiOS into the home nationally </li></ul><ul><ul><li>Increased Speed, Quality, & Flexibility 32 </li></ul></ul><ul><ul><li>Opportunity for premier quad bundling </li></ul></ul><ul><li>Increase Investment in R&D </li></ul><ul><ul><li>Long Term Evolution </li></ul></ul><ul><ul><li>Fiber Optic Service </li></ul></ul>
    • 23. Quantitative Strategic Planning Matrix Pursue 4G Technology Bring FioS into Increase Investment in R&D Based on GSM home to offer high service towards future technology Key Factors   Weight AS TAS AS TAS AS TAS OPPORTUNITIES from EFE (= weight x AS) (= weight x AS) (= weight x AS) 1. Increasing usage of wireless broadband applications 0.13 4.00 0.52 3.00 0.39 2.00 0.26 2. Increasing % of their capital expenditures toward growth-oriented ventures, through reduced debt load. 0.12 4.00 0.48 3.00 0.36 2.00 0.24 3. Ability to bring cost structures more in line with revenues through consolidations, as work forces are reduced, businesses streamlined, and services further bundled. 0.12 2.00 0.24 1.00 0.12 4.00 0.48 4. Price reductions for broadband service coupled with demand for faster connections. 0.09 2.00 0.18 4.00 0.36 3.00 0.27 5. Using new size to reach further in the U.S. but mainly to expand into the foreign markets. 0.12 4.00 0.48 3.00 0.36 2.00 0.24 THREATS 1. Competitor's adaptation of Verizon's core competency in customer service. 0.08 - 0.00 - 0.00 - 0.00 2. Technological advances and regulatory reforms. 0.09 4.00 0.36 2.00 0.18 3.00 0.27 3. Economic slowdown resulting in weaker consumer spending. 0.08 4.00 0.32 3.00 0.24 2.00 0.16 4. Competition: AT&T's contract with Apple 0.07 4.00 0.28 1.00 0.07 3.00 0.21 5. CDMA technology's cost benefits coming to an end with advances in GSM 0.10 4.00 0.40 1.00 0.10 3.00 0.30 1.00 AS= Attractiveness Score: TAS= Total Attractiveness Score Attractiveness Score: 1= not attractive; 2= somewhat attractive; 3= reasonably attractive; 4= highly attractive
    • 24. Quantitative Strategic Planning Matrix Pursue 4G Technology Bring FioS into Increase Investment in R&D Based on GSM home to offer high service towards future technology Key Factors Weight AS TAS AS TAS AS TAS Strengths from IFE 1. Reliable/ Robust Network 0.20 4.00 0.80 1.00 0.20 2.00 0.40 2. Corporate Strategy- Joint Venture 0.12 4.00 0.48 2.00 0.24 1.00 0.12 3. Marketing/ Brand Awareness 0.12 4.00 0.48 3.00 0.36 2.00 0.24 4. Financial Performance/ Position 0.08 4.00 0.32 3.00 0.24 2.00 0.16 5. Advanced Fiber Network 0.05 1.00 0.05 4.00 0.20 3.00 0.15 Weaknesses 1. CDMA Technology 0.15 4.00 0.60 1.00 0.15 3.00 0.45 2. Geographic Concentration 0.15 4.00 0.60 3.00 0.45 2.00 0.30 3. Declining Access Lines 0.05 1.00 0.05 4.00 0.20 3.00 0.15 4. TV services limited/ shared 0.05 1.00 0.05 4.00 0.20 3.00 0.15 5. Fee Structure 0.03 3.00 0.09 4.00 0.12 1.00 0.03 Sum Total Attractiveness Score 1.00 6.78 4.54 4.58 AS= Attractiveness Score: TAS= Total Attractiveness Score Attractiveness Score: 1= not attractive; 2= somewhat attractive; 3= reasonably attractive; 4= highly attractive
    • 25. <ul><li>Pursue 4G technology (Long Term Evolution) with the transition from CDMA  GSM </li></ul><ul><ul><li>Initial Target: Europe/ Asia </li></ul></ul><ul><ul><li>“ Any apps, Any device” 33 </li></ul></ul><ul><ul><ul><li>Free and wide open network </li></ul></ul></ul><ul><li>Expand coverage network </li></ul><ul><li>Expand customer base 34 </li></ul><ul><li>Opportunity to dominate </li></ul>Final Recommended Strategy
    • 26. Lowell McAdam President & CEO Ivan G. Seidenberg Chairman and Chief Executive Officer 6 Organizational Chart (Current)                   Richard J. Lynch Executive Vice President & Chief Technology Officer                    Dennis F. Strigl President and Chief Operating Officer                   William P. Barr Executive Vice President & General Counsel                    John W. Diercksen Executive Vice President – Strategy, Development & Planning                    Shaygan Kheradpir Executive Vice President & Chief Information Officer                    Marc C. Reed Executive Vice President - Human Resources                    John G. Stratton Executive Vice President & Chief Marketing Officer                    Thomas J. Tauke Executive Vice President – Public Affairs, Policy & Communications                    Doreen A. Toben Executive Vice President and Chief Financial Officer                    John F. Killian President – Verizon Business                    Daniel S. Mead President – Verizon Services Operations                    Virginia P. Ruesterholz President – Verizon Telecom                    Thomas A. Bartlett Senior Vice President and Controller                    Marianne Drost Senior Vice President - Deputy General Counsel & Corporate Secretary                    Ronald H. Lataille Senior Vice President - Investor Relations                    Kathleen H. Leidheiser Senior Vice President - Internal Auditing                    Catherine T. Webster Senior Vice President and Treasurer
    • 27. Organizational Chart (Proposed) Lowell McAdam President & CEO Jack Plating Executive Vice President & COO John Townsend Vice President & CFO Anthony Melone Senior Vice President & CTO Mike Lanman Vice President & CMO Ajay Waghray Chief Information Officer Steve Zipperstein Vice President – Legal & External Affairs Anthony A. Lewis Vice President – Open Development Jim Gerace Vice President – Corporate Communications Martha Delehanty Vice President – Human Resources Margaret Feldman Vice President – Business Development Charlie Falco Vice President – Customer Service Operations Rose M. Kirk Vice President – National Enterprise Sales & Distribution Michael Maiorana Vice President – National Government Sales & Operations President – Latin America President – North America President – Europe President – Asia 6                    Ivan G. Seidenberg Chairman and Chief Executive Officer                    Richard J. Lynch Executive Vice President and Chief Technology Officer
    • 28. <ul><li>Employees Own Their Career </li></ul><ul><li>- Company knows improvement of company & workforce </li></ul><ul><ul><li>- Company wants workforce to have careers not just jobs </li></ul></ul><ul><ul><li>- “Customers like current affair & passion.” - Melissa (customer service supervisor) </li></ul></ul><ul><ul><li>- Trained to be team spirited. Helped each other & help employees to see & overcome challenges </li></ul></ul><ul><li>Employee Training </li></ul><ul><ul><li>- Tools & framework available to resolve any customer problems </li></ul></ul><ul><ul><li>- Support </li></ul></ul><ul><ul><li>- Passion & Training </li></ul></ul><ul><li>Place to Grow </li></ul><ul><li>Get Degree Verizon Pay </li></ul><ul><li>Medical / Health Benefits compensation for tuition </li></ul><ul><li>Day care program </li></ul>Organizational Culture (current)
    • 29. <ul><li>Motivational Factors </li></ul><ul><li>- Company wants to treat their job as a career </li></ul><ul><li>- Continued support to their employees professional or personally </li></ul><ul><li>- Aspires to further develop their employees standard </li></ul><ul><li>- Holds motivational meetings </li></ul><ul><li>- Holds informal affairs for their employees </li></ul><ul><li>- “Company wants improvement of company and workforce” </li></ul><ul><li>- Trains employees to be team-spirited to helped employees to see and overcome challenges. </li></ul>Organizational Culture (Revised)
    • 30. Product Positioning Map Price Quality
    • 31. Product Positioning Map (Revised) Price Quality
    • 32.  
    • 33. Target Market Description <ul><li>Geographic : Mostly U.S.; more prevalent in the North Eastern region of the U.S. </li></ul><ul><li>Age : Male and female, young teens (12-17), college students (18-24), recent college grads (25-30), and families 1 . </li></ul><ul><li>Ethnicity : Caucasian, Hispanic, African-American, and other non-Hispanic. </li></ul><ul><li>Education: High school diploma and college grads. </li></ul><ul><li>Occupation : Students, blue collar and white collar, young and older professionals, executives, business owners. </li></ul><ul><li>User status : Regular user </li></ul><ul><li>Usage rate : Medium and Heavy users </li></ul><ul><li>Loyalty status : Strong </li></ul><ul><li>Attitude towards product : Positive </li></ul>
    • 34. Target Market <ul><li>Current Market Position </li></ul><ul><ul><li>Heavily saturated market with a massive user base of over 67.2 million users </li></ul></ul><ul><ul><li>They differentiate themselves from others through network quality and customer service as shown in ads and also slogans: “We never stop working for you” and “Can you hear me now?” 2 </li></ul></ul><ul><li>Revised Market Position (the above plus) </li></ul><ul><ul><li>Integrate marketing divisions in different regional areas to better focus on the target market in the area. </li></ul></ul>
    • 35. Strategy: Transition towards implementing 4G technology in order to gain an international footprint. Rumelt’s Four Criteria Consistency – Yes Consonance – Yes <ul><li>Innovate products moving towards 4G technology </li></ul><ul><li>- Wireless should obtain only 4G conversion </li></ul><ul><li>Implement Strategy </li></ul><ul><li>- Product Training </li></ul><ul><li>- Geographic Structure </li></ul><ul><li>Transition </li></ul><ul><li>- Change from CDMA to GSM </li></ul><ul><li>- Focus on greater global reach </li></ul><ul><li>Merging International & Current Customer </li></ul><ul><li>- Vodafone subs will be able to roam on Verizon’s </li></ul>Feasibility – Yes Advantage – Yes Verizon has the resourses to implement the technological change. New Innovated Products - Faster, Profitable CPU in the palm of your hands. <ul><li>International Travelers can use GSM (SIM card devices) </li></ul><ul><li>Opportunity to expand into emerging markets </li></ul><ul><li>Strengthen Network </li></ul>
    • 36. Strategy Evaluation Report: Balanced Scorecard 13 Area of Objective Measure or Target Time Expectation Primary Responsibility Customers 1.Increase Compatibility of Verizon Devices 2.Increase Number of Compatible GSM Devices. + 10% +10% of Data Users Q3 2009 Q3 2009 Product Development Managers/Employees 1.Improve Product Knowledge. Reduce repeated call level by< 20% Q3 2009 Management Operations Processes 1. Decrease Workforce 2. Improve Efficiency < 2% + 10% Q3 2009 Q3 2009 Everyone Financial 1.Increase Revenues 2.Increase Operation Income 93469 – 102815.9+(10%) + 20% Q3 2009 Q3 2009 Q3 2009 Finance
    • 37. Thank You
    • 38. <ul><li>Verizon, &quot;Verizon | Investor Relations | Company Profile | Corporate History | Recent Verizon History.&quot; Verizon | Business. Verizon. Jun 19, 2008 http://investor.verizon.com/profile/history/index.aspx </li></ul><ul><li>2. – 5. Hill, Charles W.L., et al. Strategic Management: An Integrated Approach . 8. Boston, NY: Houghton Mifflin Company, 2008. </li></ul><ul><li>Verizon, &quot;Corporate Officers.&quot; Verizon | Business . 2008. Jun 23, 2008 http://investor.verizon.com/corp_gov/corp_officers.aspx </li></ul><ul><li>Verizon, “Ivan Seidenberg &quot; Verizon | Business . 2008. Jun 23, 2008 http://investor.verizon.com/corp_gov/bios/seidenberg_ivan.aspx </li></ul><ul><li>Reuters, &quot;Officers and Directors For Verizon Communications Inc.&quot; Reuters.com. 29 Jun 2008 http://www.reuters.com/finance/stocks/companyOfficers?symbol=VZ.N </li></ul><ul><li>Verizon, “Denis Strigl&quot; Verizon | Business . 2008. Jun 23, 2008 http://investor.verizon.com/corp_gov/bios/strigl_dennis.aspx </li></ul><ul><li>Reuters, “Dennis Srigl&quot; Reuters.com. 29 Jun 2008 http://www.reuters.com/finance/stocks/officerProfile?symbol=VZ&officerId=168342 </li></ul><ul><li>Verizon, “William Barr&quot; Verizon | Business . 2008. Jun 22, 2008 http://investor.verizon.com/corp_gov/bios/barr_william.aspx </li></ul><ul><li>Reuters, “William Barr&quot; Reuters.com. 29 Jun 2008 http://www.reuters.com/finance/stocks/officerProfile?symbol=VZ.N&officerId=168344 </li></ul><ul><li>Verizon, &quot;2007 Annual Report.&quot; Verizon | Business. 2007. Jun 16, 2008 http://investor.verizon.com/financial/annual/2007/guide.html </li></ul><ul><li>Verizon, &quot;Verizon Promise.&quot; Verizon | Business. Jun 21, 2008 http://www22.verizon.com/about/community/md/verizon_promise.html </li></ul><ul><li>15. – 17. Hill, Charles W.L., et al. Strategic Management: An Integrated Approach . 8. Boston, NY: Houghton Mifflin Company, 2008. </li></ul><ul><li>23 Datamonitor, (3/7/08).Verizon Communications Inc.. Company Profile. 5-7. </li></ul><ul><li>24 Hill, W, & Jones, G (2008). Strategic Management.Boston: Houghton Mifflin. </li></ul>
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