學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Creating a Corporate Identity for a $20 Billion Start-up: Lucent Technologies
內容大綱
The creation of Lucent Technologies was the result of AT&T's "trivestiture" in 1995. In this split, three companies were formed: AT&T, a $50 billion telecommunications services company; NCR, a computer firm; and an unnamed $20 billion "Systems and Technology" company that designed, built, and delivered a wide range of public and private networks, communications systems and software, consumer and business telephone systems, and microelectronics components. Given that AT&T was one of the largest, oldest, and best known corporations in the world, the new "S&T" company's management was faced with a series of strategic issues which had to be resolved quickly. Presents the process used by the company and its corporate identity consultants to identify corporate values that were important in the marketplace, to create a name for the company, to design a logo and identity system, and to implement the strategy. Also provides an opportunity to follow the process used by a company at the time of change in its identity and positioning in the marketplace. Such change may come as the result of a merger, acquisition, new alliance or, as in this case, the result of a spin-off. Comparing this process to the one generally followed in the formation of a truly new "start-up" venture; analyzing the effect of business, financial, and regulatory pressures on the process; and examining the role of consultants and research in the development of a name and visual identity for the company. Comparisons to current publicized examples of identity change can foster meaningful debate in the classroom.