電信公司的國際影響
 

國際互聯網電話自二十世紀九十年代中期推出以來已經發生了巨大的演變。隨著信息技術的急劇改變，從事于通信交流市場的不同的公司都在使用各種的戰略使得自己具有競爭力。注意到主要的改變就是越來越多的國家成為IP運營商和多個服務提供商而某些公司卻還沒有擴展任何新的基礎設施。
 

對于逐漸增長人數的遠程辦公的員工來說，一個手機，PDA和高速的筆記本電腦是賺得一天工資必不可少的工具，因此通訊交流公司想要在當今艱難的市場中生存就得必須保持競爭力。例如，美國在線最近提供“美國在線任何地方”，這項服務可以讓用戶查閱他們的郵件，即時消息，新聞標題，股票的投資組合以及隨時隨地的其他關鍵功能。還有另外一項服務僅僅只有美國在線的會員能夠使用。那就是美國在線電視，能讓用戶用電視做一些他們日常做的基本的事情。美國在線一向以提供最方便最容易的交互式服務而著名，這就是為什么美國在線是電話公司Qwest或AT&T的競爭對手了。
 

International impact on Telephone Company

 

International Internet Telephony has been evolving since its introduction in mid-1990s. With the Information Technology changing rapidly, different companies that work in
telecommunications market are using various strategies to stay competitive. The main change has been noticed has been when more and more companies become IP carriers and multiple services providers whereas certain companies have refrained from any expansion into new infrastructure.
 

For a growing number of telecommuting workers, a cell phone, a PDA, and a high-speed laptop can be indispensable tools for earning an honest day’s pay. Thus telecommunication companies have to stay competitive in today’s tough market to survive. For example, AOL recently began to offer “AOL anywhere”, service that allows users to check their email, instant messages, news headlines, stock portfolios, and other key features any time and anywhere. Or there is another service that is available only for AOL members – it is AOL TV that allows its users to do those essential to the users everyday things with their TV. AOL has always been known for providing “the most convenient and easiest-to-use interactive service available,” and that is why AOL is one of the competitors for telephone companies such as Qwest or AT&T. (http://www.corp.aol.com/whoweare.html) AOL is also the only truly global interactive service provider, offering AOL services in 16 countries in 8 languages. 
 

With the development of technology, customers’ demand is increasing as well. And Thus telephone companies are doing everything they can “to be on top” of the market. For instance, in 1999, Qwest CommunicationsInternational, Inc. had an investment into Rhythms NetConnections Inc. for performance-class digital subscriber line(DSL) connectivity to addition that Rhythms has agreed to provide space to Qwest in their local facilities for collocation of call processing equipment and to use Qwest as its preferred web hosting provider. Rhythms provides high-speed networking solutions for remote access to private networks and the Internet. (http://www.qwest.com/about/media/pressroom/1,1720,162_archive,00.html?printVersion=1&xmlFilename=1999Apr07162&storyId=162)#p#分頁標題#e#
 

As Qwest’s competitor, “AT&T's continued financial strength helped underwrite growth and improvement, from the multi-billion-dollar digitalization of its entire network, through a sustained move into the international market and nearly 200 countries, to major mergers and acquisitions.” (http://www.att.com/history/history2.html)

For example, in 1998, AT&T had invested over $70 billion in the company's future and redefining its services and products. In 1999, AT&T extended its reach through the local service businesses, broadband cable companies and wireless providers that were acquired in the past several years. “More than 75 percent of its capital investment went into growth businesses, up from 60 percent in 1998. That includes an investment of more than $10 billion to upgrade and expand our data, Internet, broadband, local and wireless networks to meet new customer demand. In fact, AT&T doubled capital spending on its wireless network, which helped the company increase its wireless revenue by more than $2 billion in 1999.” In 2000, through acquisitions and internal development AT&T created three of the most sophisticated end-to-end networks in the world for digital wireless, broadband cable and data. The company also made good progress in attracting customers to these new networks. Through its actions, three years later, AT&T boasts four businesses each a leader in its industry. (http://www.att.com/ar-2000/transition.html)
 

Qwest, to stay competitive, has its own business strategy. In 1998, the first step in creating Qwest was to build a most advanced network custom-made to the demands of the 21st century. The company’s employees were positioning Qwest at the convergence of voice, data and image communications. Whether it was the most advanced applications in Internet access and imaging, Web hosting and e-commerce or getting e-mail, faxes and voice-mail through a single Internet gateway — Qwest’s goal was to make it all as easy as a phone call. It was blending technology with new capabilities driven by customer demand. (http://www.qwest.com/about/investor/financial/reports/1998/letter.html) 
 

In 1999, Qwest has finished building a fiber network across the U.S. and it also has been expanded to Canada, Mexico, and Europe. In addition, Qwest was hosting sophisticated data and Internet applications in our state-of-the-art CyberCenters, which are directly linked to our U.S. network. The company has created a set of alliances with leading technology firms. These include Microsoft, Hewlett-Packard, Cisco, Oracle, SAP, KPMG, Seibel Systems, KPN, BellSouth and others - a who's-who in technology and communications leadership. “Qwest's unparalleled combination of an Internet network and services, CyberCenters and alliances with top firms enables us to penetrate key customer segments,” says Joseph P. Nacchio, Chairman and Chief Executive Officer in his 1999 letter to shareowners. (http://www.qwest.com/about/investor/financial/reports/1999/letter.html) #p#分頁標題#e#
 

In 2000, Qwest continues to partner with technology leaders to assure innovative service capabilities and a low-cost infrastructure. At the same time, Internet, data, wireless, video and voice communications have become integrated applications on the Qwest global, high-speed fiber-optic network. It also introduced new innovative optical networking services to continue our leadership position. The digital media group uses the Qwest network and its own facilities to deliver live interactive Webcasts and media-on-demand for business and entertainment applications. Here is what Qwest’s Chairman and Chief Executive Officer Joseph P. Nacchio says about the company’s strategy: “We are succeeding because we adhere to three principles. First, we have a strategy that is right for the changing economics of the industry. Second, we have made smart acquisitions that are good both economically and strategically. Third, we understand the importance of executing our business plan while being customer-focused, competitive and entrepreneurial. “ (http://www.qwest.com/Qwest_2000_AR/html/letter.html) 
 

In today's evolving telecommunications marketplace, forward-looking service providers are adopting a strategy of service bundling--tailored specifically to the needs of their subscribers. Developing service offerings that "bundle" together a wide range of complementary services can be an essential element of a winning telecommunications market strategy. For example, AT&T and Qwest offer a large variety of products and services for businesses such as voice services for person-to-person communication, data services for data transmission, mobility services for connectivity, and toll-free and call center services, which include international toll-free services and call center networks, so companies can better serve their customers. Whether a company is small and growing, mid-size or global, AT&T or Qwest has a bundle that will be the best for every business. 
 

With the advent of convergence, the importance of interconnection has grown, and thus telecommunications companies offer solutions for all varieties of consumers’ needs. We are living in an age, which places increasing importance on "any-to-any" interconnection - that is, the ability of any network operator to establish connectivity with any other operator. (www.webopedia.com)。