Personal Background: C. Michael Armstrong
AT&T
3-year return: 106%
Age: 60
CEO SINCE: 1997
個(gè)人資料:
邁克爾.阿姆斯壯（C. Michael Armstrong ）
AT&T
三年的投資回報(bào)率：106%
年齡：60歲
任職CEO起始時(shí)間：1997年
In little more than a year, Armstrong has changed the strategy, the culture, and the
prospects of what appeared to be an aging and moribund phone company. Under his guidance, AT&T
is re-emerging as a complete communications provider. Armstrong first cut 18,000 jobs and
jettisoned frills like corporate limos. He sold off money-losing businesses, then bought other
businesses that would create a full spectrum of communications companies. AT&T's $48 billion
purchase of cable-TV giant TCI and its joint venture with Time Warner give it new wires into the
home, through which it plans to provide not only TV but high-speed modem and local phone service
to compete with the Baby Bells. By bundling those services with wireless phones, the company
says, it will provide signals and services for TV, computer, and phone about 25 percent cheaper
than competitors, and all the services will come on a single bill. AT&T has also forged global
ties in a joint venture with British Telecommunications, opening up Europe for its services. And
year two for Armstrong isn't even over yet.
在一年多一點(diǎn)的時(shí)間里，邁克爾.阿姆斯壯改變了看來(lái)日漸老化和衰敗的電話公司的經(jīng)營(yíng)戰(zhàn)略、企業(yè)文化
和發(fā)展前景。在他的領(lǐng)導(dǎo)下，AT&T 重現(xiàn)成為通信方面的一個(gè)實(shí)力雄厚的供貨商。首先，阿姆斯壯精簡(jiǎn)了
18,000條影響公司發(fā)展的內(nèi)容，例如公司的豪華轎車等。他廉價(jià)賣掉了一些虧損的分公司，這樣就能產(chǎn)生一些
頻普通信公司。AT&T 花費(fèi)480億美元買入有線電視巨人田納西州煤炭和鋼鐵分公司TCI，并且買進(jìn)它的合資企
業(yè)化納兄弟娛樂公司（Time Warner），這大大增強(qiáng)了它的國(guó)內(nèi)實(shí)力。AT&T計(jì)劃不僅提供電視并且還提供高速
度的調(diào)制解調(diào)器和本地電話服務(wù)，以便同貝爾公司（Baby Bells）展開競(jìng)爭(zhēng)。AT&T公司稱，這些無(wú)線電話服
務(wù)能夠?yàn)殡娨暀C(jī)、電腦和電話提供信號(hào)，而價(jià)格要比同類產(chǎn)品的競(jìng)爭(zhēng)者低25%。而且，所有的服務(wù)將只使用一
個(gè)付賬單。同時(shí)，AT&T 還加強(qiáng)了與它的另一個(gè)合資企業(yè)英國(guó)電信公司的聯(lián)系，以便能夠在歐洲開辟服務(wù)范圍。
（未完待續(xù)）
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