Different Folks, Different Strokes - How IBM, AT&T and NEC Segment to Compete

Martin Fransman

Research output: Contribution to journalArticlepeer-review

Abstract

How are large diversified firms like IBM, AT&T, and NEC coping with competition from more narrowly concentrated companies like Intel, Microsoft, Compaq, MCI, and Ericsson? The answer is by increasing the segmentation of their activities in smaller, more autonomous, business units in the hope that this will produce better focus, flexibility, speed of response, and efficiency. But increased segmentation contradicts one of their major potential advantages – their ability to reap benefits from the interdependence – or synergies – of their activities. How are they coping with this contradiction? Will they succeed?
Original languageEnglish
Pages (from-to) 1-20
Number of pages20
Journal Business Strategy Review
Volume5
Issue number3
DOIs
Publication statusPublished - Sept 1994

Fingerprint

Dive into the research topics of 'Different Folks, Different Strokes - How IBM, AT&T and NEC Segment to Compete'. Together they form a unique fingerprint.

Cite this