External and Internal Factors of Planning and Other Functions of Management

With over 300,000 people world wide, AT& angstrom;T is truly a global Fortune 500 accompany with a significant presence in the communication attention. With stately growth, executives and managers need to develop a strategy that allows AT& adenylic acid;T to connect with their customers and manage the contributing factors to their success.

As tell in the AT&T Annual identify (2007), ?AT&T was able to increase their genius-year income by 98.3%.? This amazing growth occurred in all sectors of their gross stream and made 2007 a historic year financially for AT&T. AT&T Chairman, chief executive officer and President, Mr. Randall Stephenson also states in the annual report (2007, p. 8) ?there is one word that best describes what AT&T does and it is connected.? A simple vision that clearly describes what AT&T does for their customers to drive growth in their organization.

In order for a company to succeed in today?s market, the overlap appeal to a global audience is imperative. Although AT&T did not begin as a clientele that offered products and serve ups globally, AT&T?s internet now includes 38 internet data centers on quaternity continents across the globe (AT&T, 2008). AT&T offers a variety of communication products and services that appeal to individuals and companies. The lease for these types of products and services is on the rise, especially within major corporations.



given this demand, AT&T has developed and maintained an modernistic and powerful communications network. AT&T is an industry leader of communication services, which serves millions of individuals and businesses on six continents (AT&T, 2008).

The thriftiness is an external factor that influences how AT&T manages speedy change. For example, with home foreclosures at a record high, the demand for landline telephone service is decreasing. Meanwhile the demand for wireless service is increasing. AT&T continues to focus on march on wireless products (AT&T, Vonage, 2008).

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