Alcatel-Lucent (ALU) Fires Everyone

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By Douglas A. McIntyre Published
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Alcatel-Lucent (ALU), which may go down in the annuls of business as one of the most poorly conceived mergers in modern business history, announced another large quarterly loss and said it would fire another 4,000 people.

According to The Wall Street Journal "the disclosure of further cuts came as the group reported a third-quarter net loss of €345 million, compared with a pro forma €532 million net profit a year earlier." The merged company is also running into a slowdown in its core telecommunications equipment business as large telcos cut or delay spending.

The merger was a classic screw-up almost from the start. That is because its success was based on a number of factors that even a first year business school student should know were not likely to work.

The first is that a successful business is built on cost cuts. From the beginning, much of the talk from CEO Pat Russo and her management team was about the hundreds of millions of dollars that combining two similar companies would save. The management team emded up focusing its attention on integration and savings and marketing and product development appear to have fallen into chaos.

The next assumption that the company made was that the merger would take one competitor out of the market and that prices could move up for the entire industry. Lucent and Alcatel did fight for the same customers and the merger may have cut the number of companies vying for the same pieces of business. But, the new company did not look ahead and see that demand for its products was falling off.

The final issue that the companies missed is that combining two mediocre companies does not make a good one.  Both Lucent and Alcatel were very modest performers. If either had been strong enough, the merger would not have been necessary. New companies have moved into the telecom supply business especially from China. And weak companies like Nortel (NT) must cut prices to pick up new business.

The merger does not work now, but it was never going to.

Douglas A. McIntyre

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About the Author Douglas A. McIntyre →

Douglas A. McIntyre is the co-founder, chief executive officer and editor in chief of 24/7 Wall St. and 24/7 Tempo. He has held these jobs since 2006.

McIntyre has written thousands of articles for 24/7 Wall St. He is an expert on corporate finance, the automotive industry, media companies and international finance. He has edited articles on national demographics, sports, personal income and travel.

His work has been quoted or mentioned in The New York Times, The Wall Street Journal, Los Angeles Times, The Washington Post, NBC News, Time, The New Yorker, HuffPost USA Today, Business Insider, Yahoo, AOL, MarketWatch, The Atlantic, Bloomberg, New York Post, Chicago Tribune, Forbes, The Guardian and many other major publications. McIntyre has been a guest on CNBC, the BBC and television and radio stations across the country.

A magna cum laude graduate of Harvard College, McIntyre also was president of The Harvard Advocate. Founded in 1866, the Advocate is the oldest college publication in the United States.

TheStreet.com, Comps.com and Edgar Online are some of the public companies for which McIntyre served on the board of directors. He was a Vicinity Corporation board member when the company was sold to Microsoft in 2002. He served on the audit committees of some of these companies.

McIntyre has been the CEO of FutureSource, a provider of trading terminals and news to commodities and futures traders. He was president of Switchboard, the online phone directory company. He served as chairman and CEO of On2 Technologies, the video compression company that provided video compression software for Adobe’s Flash. Google bought On2 in 2009.

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