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Case
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Reference no. SM30A
Published by: Stanford Business School
Originally published in: 1998
Version: February 1998

Abstract

An agreement signed in 1993 allowed AT&T to re-enter the Chinese telecommunications equipment market. Bill Warwick, the Chief Executive Officer of AT&T China, faces three interrelated challenges in building a business there. The first is how to compete with established, lower-cost rivals in a market with fierce price competition. Second is how to achieve co-ordination among AT&T's very independent business units to serve the Chinese market. Third is what role to take in the debate about linking renewal of China's most-favored-nation status to its human rights record. In the background is the issue of whether AT&T ought to be in China.
Location:
Industry:
Size:
312,000 employees, USD65 billion revenues
Other setting(s):
1993

About

Abstract

An agreement signed in 1993 allowed AT&T to re-enter the Chinese telecommunications equipment market. Bill Warwick, the Chief Executive Officer of AT&T China, faces three interrelated challenges in building a business there. The first is how to compete with established, lower-cost rivals in a market with fierce price competition. Second is how to achieve co-ordination among AT&T's very independent business units to serve the Chinese market. Third is what role to take in the debate about linking renewal of China's most-favored-nation status to its human rights record. In the background is the issue of whether AT&T ought to be in China.

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Location:
Industry:
Size:
312,000 employees, USD65 billion revenues
Other setting(s):
1993

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