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An AT&T offspring Originally named Southwestern Bell, SBC Communications was formed after the AT&T break-up. It initially controlled a mobile systems company and local access to five states. In 1997, the company merged with Pacific Telesis (the Pacific and Nevada Bell company) to become the second-largest telephone company in the U.S. Renamed SBC Communications, the firm was also the second-leading supplier of cellular telephone service, operating under the brand name Cellular One. Its services covered some of the biggest markets in the nation, including New York, Chicago, and Boston. Quickly, SBC had become one of the most diversified local-service companies and had launched a joint venture to begin providing television over its telephone lines. One company, a third of the telecom pie After Ameritech sold its wireless service, the FCC approved an Ameritech-SBC merger in late 1999. Subsequently, SBC had sole control over a third of the country's local telephone lines. Additionally, it planned to muscle into cities such as Seattle, Denver, Miami, and Boston. In February 1999, SBC bought a 10 percent stake in long distance carrier Williams Communications Group. That same month, SBC bought a stake in Concentric Network Corp., a data services company. Also in 1999, the company acquired Comcast Cellular Corporation, and Radiofone, Inc. It looked overseas as well, teaming with cellular companies in over 20 countries. In March 2000, SBC purchased Sterling Commerce. The expanded SBC Communications had become the dominant phone company in 20 of the 50 largest cities in America. By offering services at competitive prices, it also sought to break into the monopolies other baby bells had in the other 30 cities. Going broadband SBC completed a deal with Prodigy in May 2000 that would grant the telecom company a means to fortify its position in the Internet market. SBC planned to use Prodigy to distribute its DSL service, giving the company a viable product and solid footing for the high-speed future of the Internet. SBC purchased 43 percent of Prodigy, while the Internet access provider took on 1.8 million SBC subscribers. As part of an aggressive effort to sign up more subscribers, in July 2000 SBC began giving Compaq Presario PCs to customers who signed a two-year contract.
After its joint venture with Atlanta's BellSouth Corp., SBC signed an agreement to see its wireless assets in Indianapolis to AT&T Wireless Group Inc. for approximately $530 million cash. SBC's assets in Indianapolis were the result of the acquisition of Ameritech in 1999; analysts suggested SBC preferred to focus in areas, such as California, where BellSouth was active.
SBC's recruitment web page, located at www.sbc.com/Career/Home.html, lists some current job openings and encourages applicants to submit their resumes via regular mail. Applicants interested in specific, listed positions should include the "job numbers." Most of SBC's corporate staffing is conducted by the San Antonio headquarters, even though positions may be elsewhere. SBC's web site also provides a link to the company's Technology Resources. SBC insiders note that applicants may go through "a series of three interviews with psychological testing and skills testing" prior to being hired. For this reason, many claim that the interview process may be stressful for those who do not like being "under pressure."
"A leader within the industry" The pending merger between SBC and Ameritech has excited workers. "I love working for a global communications firm that's very aggressive," said one employee. "Telecommunications is a great field to be in right now, and it's a nice feeling to be working for a leader within the industry," says another. A third SBC insider seems unbounded in his optimism: "I expect that in five years there will be only four or five major telecom companies in the world and that SBC will definately be one of the dominant players." Rewarding performers Insiders say pay and perks at SBC are fair but not outstanding. "Compensation at SBC rewards performers but also provides the flexibility to take care of people during extraordinary circumstances," says one. "At times we find certain top performers are earning below the general market. But management does have the flexibility to recognize this and correct it. In any case, this isn't the norm." All business? For SBC employees working in the company's San Antonio hub, pressure to succeed drives a day's work. "I work in headquarters in San Antonio and the culture here is conservative, buttoned down, and all business. People are driven to increase the value of the company and we are evaluated on that basis," says one employee.
Human Resources
Local telephone service; Long-distance telephone service; Cellular telephone service; Cable television; International calling
AT&T; GTE; MCI WorldCom More Company Profiles For more career information, go to Vault.com ©2000, Vault.com Inc
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