Shrusti

MP Guru
In 1935, Ralph Allison founded the Audio Development Company in the basement of his south Minneapolis home, inventing ADC's very first product, the audiometer, an electronic device designed to test hearing. It was later renamed to ADC Telecommunications, Inc.

Two years later, fellow engineer Walt Lehnert joined Allison, and together they diversified the company's product line to include amplifiers and transformers for the broadcast industry. By 1942, the company had designed a sophisticated audio system for the University of Minnesota, and the resulting jacks, plugs, patch cords and jackfields became the cornerstones for ADC's later entry into telecommunications.

In 1949, ADC sold its audiometer product line and Ralph Allison left the company to form a new business in California. ADC diversified and focused its efforts in the area of transformers and filters for power lines, military electronics, telephone jacks and plugs. In 1961, ADC merged with Magnetic Controls Company, a manufacturer of power supplies and magnetic amplifiers with strong ties to the U.S. space program. The resulting company, ADC Magnetic Controls, had a decade of mixed success. Although transformer sales boomed during the 1960s, other new product initiatives failed to materialize. Perhaps the most significant product innovation during this period was the bantam jack, a miniaturized component that eventually became the standard for telephone circuit access and patching. Building on its growing sales of jacks and plugs in the early 1970s, ADC introduced prewired, connectorized jackfields, wired assemblies and test equipment for telephone operating companies. By 1974 the company was on solid ground, and by 1976, ADC had become the largest independent supplier of test boards in


ADC grew in 1983, when AT&T was ordered to deregulate by the federal government. By establishing the seven Regional Bell Operating Company (RBOC) carriers as independent entities, the U.S. market for telecommunications expanded by 90 percent. ADC became a supplier for the RBOCs.

ADC embarked on some acquisitions in the early 1990s, attempting to move "up the stack" in the datacom field by acquiring companies that manufactured datacom equipment. However, their ability to find synergies between these companies proved limited and eventually ADC was forced to move away from a hardware-only strategy, broadening out into software. This effort resulted in limited success as well, and happening about the same time as the dot-com bubble burst, caused ADC stock to plummet. Despite these ups and downs, ADC has survived. Today, ADC is leading the way through a transforming communications marketplace by focusing on the network needs and business challenges of customers in more than 130 countries around the world.

On July 13, 2010, this announcement was released by the company: "Tyco Electronics (NYSE: TEL) and ADC (Nasdaq: ADCT) announced today a definitive agreement under which Tyco Electronics will acquire ADC for $12.75 per share in cash, or an enterprise value of approximately $1.25 billion. The transaction is expected to be accretive by approximately $0.14 per share in the first full year after closing excluding acquisition-related costs. It will position Tyco Electronics' Network Solutions segment as a leading global provider of broadband connectivity products to carrier and enterprise networks around the world."

The acquisition of ADC by Tyco Electronics was completed on Dec. 9, 2010


Getting the most out of existing customers and breeding loyalty with the existing customer base.

Creating a single view of every telecom customer through a CRM system is becoming the Holy Grail for every company. This delivers an understanding of what the customer wants and will also enable companies to service their customers better – from content provision to billing.

Telecoms operators will increasingly be faced with customer demands for new and innovative services delivered simply via a converged model but being able to do this depends on Telcos really tracking and understanding the needs of customers.

Focusing on the Customer
Many large organizations continue to focus on growing revenues and profits, first and foremost. The reality is that there exists a far more effective success strategy: focus on the customer and the customer’s intent in interacting with the company. I expect this year will see a concerted effort on the part of the network operators to turn the wealth of information they have on their customers into valuable insight that they use to enrich their offering and, hopefully, stop customers from defecting.

Another aspect is CRM analytics. This has become, and will continue to be, critical in helping organizations better understand buying behavior and helping in developing, tailoring and cross-selling solutions across the customer base. Having the information to be able to identify cross-selling and bundling opportunities will be absolutely crucial in the race for market share as it really will be all about sales on value-added services.

However, two key priorities remain:

* Understanding the customer
Companies are likely to invest a lot of time and effort in really understanding the customer. None of the large companies really know what customers are using and what they really want. The trend will be for tracking usage patterns and developing apps according to want and need. Here a better understanding of the needs of individual customers is an important element of improving customer satisfaction and aiding customer retention.
* Keeping hold of existing customers
What naturally falls out of a deeper level of understanding of customer buying and usage information is an ability to track what customers really like and develop content/services accordingly. It sounds simple, but by providing a service that you know a customer already wants will not only save money in development costs but will also help the customer feel he/she is valued.
 
In 1935, Ralph Allison founded the Audio Development Company in the basement of his south Minneapolis home, inventing ADC's very first product, the audiometer, an electronic device designed to test hearing. It was later renamed to ADC Telecommunications, Inc.

Two years later, fellow engineer Walt Lehnert joined Allison, and together they diversified the company's product line to include amplifiers and transformers for the broadcast industry. By 1942, the company had designed a sophisticated audio system for the University of Minnesota, and the resulting jacks, plugs, patch cords and jackfields became the cornerstones for ADC's later entry into telecommunications.

In 1949, ADC sold its audiometer product line and Ralph Allison left the company to form a new business in California. ADC diversified and focused its efforts in the area of transformers and filters for power lines, military electronics, telephone jacks and plugs. In 1961, ADC merged with Magnetic Controls Company, a manufacturer of power supplies and magnetic amplifiers with strong ties to the U.S. space program. The resulting company, ADC Magnetic Controls, had a decade of mixed success. Although transformer sales boomed during the 1960s, other new product initiatives failed to materialize. Perhaps the most significant product innovation during this period was the bantam jack, a miniaturized component that eventually became the standard for telephone circuit access and patching. Building on its growing sales of jacks and plugs in the early 1970s, ADC introduced prewired, connectorized jackfields, wired assemblies and test equipment for telephone operating companies. By 1974 the company was on solid ground, and by 1976, ADC had become the largest independent supplier of test boards in


ADC grew in 1983, when AT&T was ordered to deregulate by the federal government. By establishing the seven Regional Bell Operating Company (RBOC) carriers as independent entities, the U.S. market for telecommunications expanded by 90 percent. ADC became a supplier for the RBOCs.

ADC embarked on some acquisitions in the early 1990s, attempting to move "up the stack" in the datacom field by acquiring companies that manufactured datacom equipment. However, their ability to find synergies between these companies proved limited and eventually ADC was forced to move away from a hardware-only strategy, broadening out into software. This effort resulted in limited success as well, and happening about the same time as the dot-com bubble burst, caused ADC stock to plummet. Despite these ups and downs, ADC has survived. Today, ADC is leading the way through a transforming communications marketplace by focusing on the network needs and business challenges of customers in more than 130 countries around the world.

On July 13, 2010, this announcement was released by the company: "Tyco Electronics (NYSE: TEL) and ADC (Nasdaq: ADCT) announced today a definitive agreement under which Tyco Electronics will acquire ADC for $12.75 per share in cash, or an enterprise value of approximately $1.25 billion. The transaction is expected to be accretive by approximately $0.14 per share in the first full year after closing excluding acquisition-related costs. It will position Tyco Electronics' Network Solutions segment as a leading global provider of broadband connectivity products to carrier and enterprise networks around the world."

The acquisition of ADC by Tyco Electronics was completed on Dec. 9, 2010


Getting the most out of existing customers and breeding loyalty with the existing customer base.

Creating a single view of every telecom customer through a CRM system is becoming the Holy Grail for every company. This delivers an understanding of what the customer wants and will also enable companies to service their customers better – from content provision to billing.

Telecoms operators will increasingly be faced with customer demands for new and innovative services delivered simply via a converged model but being able to do this depends on Telcos really tracking and understanding the needs of customers.

Focusing on the Customer
Many large organizations continue to focus on growing revenues and profits, first and foremost. The reality is that there exists a far more effective success strategy: focus on the customer and the customer’s intent in interacting with the company. I expect this year will see a concerted effort on the part of the network operators to turn the wealth of information they have on their customers into valuable insight that they use to enrich their offering and, hopefully, stop customers from defecting.

Another aspect is CRM analytics. This has become, and will continue to be, critical in helping organizations better understand buying behavior and helping in developing, tailoring and cross-selling solutions across the customer base. Having the information to be able to identify cross-selling and bundling opportunities will be absolutely crucial in the race for market share as it really will be all about sales on value-added services.

However, two key priorities remain:

* Understanding the customer
Companies are likely to invest a lot of time and effort in really understanding the customer. None of the large companies really know what customers are using and what they really want. The trend will be for tracking usage patterns and developing apps according to want and need. Here a better understanding of the needs of individual customers is an important element of improving customer satisfaction and aiding customer retention.
* Keeping hold of existing customers
What naturally falls out of a deeper level of understanding of customer buying and usage information is an ability to track what customers really like and develop content/services accordingly. It sounds simple, but by providing a service that you know a customer already wants will not only save money in development costs but will also help the customer feel he/she is valued.

Hey shrusti, thanks for your help and sharing the Customer Relationship Management report on ADC Telecommunications. Well, i have also a document and uploading it where you would get more information on ADC Telecommunications.
 

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