Mq,
As a follow up to my last response with the linked message, I went back and started reading the transcript again, and was shocked by the stark contrast of just the first two paragraphs of Casey's description of the company vs. the situation we underwent with G*...
The Global Crossing story is an exciting one. Global Crossing has the biggest network in the world, and it is almost complete. We have delivered on time and on budget, which is an especially remarkable feat given the size of the network. This has been especially valuable for us in building credibility with customers. The network is an important piece of our infrastructure, but customer sales really drive the business.
In order to guarantee success, Global Crossing must exceed customers' expectations, not just meet them. To be a successful customer-focused company, we needed to transform the organization from a construction business to a service provider. We have accomplished this. We have shifted our focus from building to customer services. We have shifted from acquiring new assets to integrating them. Today, Global Crossing operates as a single, globally integrated company.
What? Focus on the customer and sales (no G* " the system will sell itself at our high prices")?!?!?!?! Exceeding customer's expectations (no slow/delayed/rollout, lack of marine/car kits, and the drip, drip, drip roaming agreements)?!?!?!? Transforming itself into a service provider (Services, we don' need no steenkin' services)?!?!?!?!? A single globally integrated company (No Vodaphone... no exit 1... nowhere else to lay the blame)!?!?!?!?!? We could start calling GX the anti-G*, if the stock would only start moving higher...
DWB |
