Report for Lucent Technologies Background Lucent’s history goes back to the 1875 invention of the telephone by Alexander Graham Bell. It’s one of the three companies which were separated from AT&T’s restructure. Lucent was organized into four units‚ the largest of which was Network Systems. It provided networking systems and software to local and long distance telephone companies and cable companies. It was the marker leader for switching systems. The Switch Solutions Group(SSG)‚ which made the
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Executive Summary This memorandum is intended to communicate the deferred tax issues of Lucent Technologies Inc. on the basis of analysis of the veracity of the situation according to the reporting framework’s guidelines to anticipate unfavorable implications that had been resulted due to poor performance of the company over the past years. The Financial Accounting Standards Board (FASB) is the recognized body for making pronouncements as Generally Accepted Accounting Principles (GAAPs) in the
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Lucent Technologies: Global Supply Chain Management Executive Summary Lucent Technologies is a multinational telecommunication company which was spun off from AT&T in 1996. Before restructure‚ as an integrated telecommunications services and equipment company‚ AT&T had been primarily U.S.-centric market and more than half of income was generated by services in U.S. However‚ the restructure made Lucent focused on communications equipment globally. When Lucent expand into global market
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Maria Lucia Rodriguez PANTHER ID 3579558 Lucent Technologies Case 1- ROE decomposition 1998‚1999 AND 2000. What factors contributed to the differences in Lucent’s performance between those quarters? ROE Period NET INCOME X SALES X TOTAL ASSETS SALES TOTAL ASSETS COMMON EQUITY EQUITY MULTIPLIER ROE Dec-99 1175 0.12 9905 0.26 38684 2.41 9905 38684 16079 Sep-99 972 0.09 10575 0.27 38735 2.84 10575 38735 13622 Jun-99 829 0.09 9315 0.25 37156 3.00
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telecommunication company in Paris- France and Lucent telecommunication and technology giants in the United States of America failed due to misunderstanding of the share-ability and resource control should they have collaborated in 2001 (Hartley 2010). The Lucent Company from US realized that Alcatel never intended to equally share and control the company after the merger; instead Alcatel intended to take over control of the merged company. To Lucent‚ this was not possible hence withdrawal from the
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receivable‚ revenue‚ and unearned revenue. c) Lucent recognized revenue when persuasive evidence of an agreement exists‚ delivery has occurred‚ the fee is fixed and determinable‚ and collection of the resulting receivable‚ including receivables of customers to which Lucent has provided customers financing‚ is probable. For sales generated from long-term contacts‚ primarily those related to customized network solutions and network build-outs‚ Lucent generally uses the percentage of completion method
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Tricky twosome P.B. Nageshwar What happens when a merged entity is left with two marketing managers or two sales heads? A case in point is the Alcatel-Lucent merger. During the merger‚ the smooth settlement of HR issues was on top of the agenda for both companies. They decided to deal with both pre-merger and post-merger integration issues by holding a series of meetings between the top HR executives at the two companies. Issues such as salaries and benefits‚ designations‚ and other sensitive
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-27- Lucent Technologies‚ Inc.—Revenue Recognition Lucent Technologies designs and delivers networks for the world’s largest communications service providers. Backed by Bell Labs research and development‚ Lucent relies on its strengths in mobility‚ optical‚ data and voice networking technologies as well as software and services to develop next-generation networks. The company’s systems‚ services and software are designed to help customers quickly deploy and better manage their networks and create
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Innovations of Lucent VoIP Technologies-Final Course Project TM583 1.0 Strategy (TCO F) 2 Organization name: 2 Strategy Statement 2 2.0 Core Competencies (TCO C) 3 3.0 Industry Dynamics (TCO A) 5 4.0 Technology Sourcing and Internal Innovation (TCO D) 6 5.0 Product Development
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The case‚ “The battle of the Asian Transshipment Hubs”‚ discusses the struggle of PSA (Port of Singapore Authority) against emergent challengers and the consequent strategies adopted in order to handle these offensives. As far as the port industry is concerned‚ it consists of import/export gateways and transhipment hubs and they can be owned by the state‚ privately through a lease agreement or a joint venture with a port operator. Their competitive advantage is derived from their geographic location
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