Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
09020541076
Marketing&Finance
2009-2011
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Introduction
From 1878, the telephone service in the United Kingdom was provided by
private sector companies such as the national telecom company, and later
by then general post office
In 1896, the National Telephone Company was taken over by the General
Post Office. In 1912, it became the primary supplier of telecommunications
services, after the Post Office took over the private sector telephone service
in the U.K., except for a few local authority services.
Converting the Post Office into a nationalized industry, as opposed to a
governmental department, was first discussed in 1932 by Lord Wolmer. His
ideas were recorded in the book Post Office Reform. In 1932, the Bridgeman
Committee was formed, "to enquire and report as to whether any changes to
the constitution, status or system of organization of the Post Office would be
in the public interest". The Committee's report was rejected. In 1961, the
subject received further attention, the proposals were ignored. The Post
Office remained a department of central government, with post master
general sitting in Cabinet as a Secretary of State In March 1965, Tony Benn, the
acting Postmaster General, wrote to the Prime Minister, Harold Wilson, proposing that
studies be undertaken aimed at converting the Post Office into a nationalised
industry. A party was established to look into the advantages and
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disadvantages of the proposal, and its findings were found to be favorable
enough for the Government to re-establish a Steering Group on the
Organization of the Post Office. After some initial deliberations that the
business should be divided into five divisions; Post, Telecommunications, Savings,
Giro and National Data Processing Services, it was decided that there should be two:
Post and Telecommunications. These events finally resulted in the
introduction of the Post Office Act, 1969.
On 1 October 1969, under the Post Office Act, 1969, the Post Office ceased to be a government
department and it became established as a public corporation. The Act gave the Post Office the
exclusive privilege of operating telecommunications systems with listed powers to authorize
others to run such systems. Effectively, the General Post Office retained its telecommunications
monopoly.
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programme of liberalisation was started in 1981. In 1982, a license was
granted to Cable & Wireless to run a public telecommunications network
through its subsidiary, Mercury Communications.
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Telecom laid down strict and extensive conditions affecting the range of its
activities, including those of manufacture and supply of apparatus.
The next major development for British Telecom, and a move towards a
more open market in telecommunications, occurred in 1991. On 5 March, the
Government's white paper, Competition and Choice: Telecommunications
Policy for the 1990s, was issued. In effect, it ended the duopoly which had
been shared by British Telecom and Mercury Communications in the UK
since November 1983 and the build up to privatization. The new, more open
and fairer policy, enabled customers to acquire telecommunications services
from competing providers using a variety of technologies. Independent
'retail' companies were permitted to bulk-buy telecommunications capacity
and sell it in packages to business and domestic users. The White Paper was
endorsed by British Telecom, the new policy enabling the company to
compete freely and more effectively by offering flexible pricing packages to
meet the needs of different types of customer.
On 2 April 1991, the company unveiled a new trading name, BT, a new
corporate identity and a new organizational structure. This structure focused
on specific market sectors, reflecting the needs of different customers - the
individual, the small business or the multinational corporation. The
reorganization was named Project Sovereign to reflect the company’s
commitment to meetings customers’ needs - ‘the customer is King’.
Together with a succession of strategic alliances with telecommunications
companies worldwide, these changes gave BT the means to expand into
overseas markets.
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Fishbone Strategy
The “Fishbone Strategy” is useful for helping groups brainstorm and think of
possible questions. It is most useful for inquiry types of question
development.
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carrier WorldCom's rival bid for MCI on 1 October 1997, BT ultimately
decided in November, to sell its stake in MCI to WorldCom for $7 billion. The
deal with WorldCom resulted in a profit of more than $2 billion on BT's
original investment in MCI, with an additional $465 million severance fee for
the breakup of the proposed merger.
Fishbone Strategy
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