iWorld
SBC Communications to adopt AT&T name
BANGALORE: US telecom major SBC Communication’s $16 billion purchase of AT&T was cleared by United States Department of Justice (DOJ) yesterday. And soon after, SBC announced its decision to adopt the fabled AT&T brand name as the combined company pursues a global footprint. The new company will unveil a fresh, new logo as well.
“The AT&T name has a proud and storied heritage, as well as unparalleled recognition around the globe among both businesses and consumers,” said SBC Communications chairman & CEO Edward E. Whitacre Jr. “No name is better-suited than AT&T to represent the new company’s passion to deliver innovation, reliability, quality, integrity and unsurpassed customer care. This is the brand that will lead the industry in delivering the next generation of communications and entertainment services.”
The transition to the new brand will be heavily promoted with the largest multimedia advertising and marketing campaign in either company’s history, as well as through other promotional initiatives. At close, the company will also announce the stock market ticker symbol it intends to use.
The famed AT&T brand will be used in a broad array of services offered by the family of companies. The brand transition will begin immediately upon merger close, along with the integration of networks, product and service portfolios, and customer care systems. The new brand will be incorporated into product and service offerings, and will appear on bills and correspondence, as well as on company buildings.
With these traits and long heritage, the AT&T brand will provide a strong platform as the combined company leads the industry’s evolution to a new generation of Internet Protocol (IP)-based services, which can be delivered via wireline or wireless networks to any number of enabled devices such as mobile phones, PCs and hand-held digital devices.
Though there is a huge brand value in AT&T, there are two concerns: first, it is an aged brand, being over 120 years old; secondly, it is known as being just a phone company. It will, thus, be vital to educate the consumers on the wide range of services the company will offer: internet telephony, interactive video, high-speed internet access, cellphone and Wi-Fi services.
SBC provides local and other phone services mostly in the Southwest, Midwest and in California. With the merger, the company aims to become a full-scale provider of communications services such as local calling, long-distance, wireless, Internet access and even television in the US.
SBC was born when the AT&T monopoly was broken up by the federal government in the 80s. AT&T’s dissolution in 1984 gave birth to Southwestern Bell Corp. and six other similar regional companies (the so-called Baby Bells), which concentrated on local phone service.
Southwestern Bell Corp. was renamed to SBC Corp when it acquired a pair of its sibling Baby Bells. This was when the Congress passed a major overhaul of U.S. telecommunications laws in 1996. With the expansion, the company began to offer long distance telephone services. The competition saw AT&T losing its consumer market share significantly. The company was left with its core business of long-distance network services for corporations. The company was left with limited options to survive and the executives preferred a merger.
e-commerce
Flipkart rolls out 105 per cent bonus for 20,000 employees
Strong FY25 performance drives payouts even as layoffs and shifts unfold.
MUMBAI: In a year where belts were tightened and rewards loosened, Flipkart seems to be playing both offence and defence trimming roles on one hand while handing out a generous 105 per cent bonus on the other. The Walmart owned e commerce major has rolled out a 105 per cent bonus payout for 2025, covering nearly 20,000 employees, signalling a year of steady operational momentum even as the company navigates restructuring pressures. The payout, communicated internally by chief human resources officer Seema Nair, is tied to performance across key metrics including growth, operational efficiency, financial outcomes and people indicators, a combination that suggests the company is inching closer to its long stated goal of sustainable profitability.
Employees at SD level and below are set to receive their bonuses in March, while payouts for senior leadership, including vice presidents and senior vice presidents, will follow after the close of the performance cycle. The elevated 105 per cent multiplier stands out in a sector where cautious payouts have increasingly become the norm, pointing to what appears to be a relatively strong internal scorecard for FY25.
Yet, the announcement arrives with a noticeable contrast. Earlier this year, Flipkart reduced its workforce by around 300 roles as part of its annual performance review process. While officially framed as performance driven, the juxtaposition of layoffs alongside above target bonuses reflects a more nuanced balancing act, one that prioritises cost discipline while continuing to reward and retain high performing talent.
This dual approach is becoming increasingly common across the technology and e commerce landscape, where companies are navigating an uneven hiring environment while under pressure to deliver profitability. Rewarding top contributors, even amid selective workforce reductions, allows firms to maintain morale and retain critical talent without losing sight of financial prudence.
At the same time, Flipkart is also undergoing leadership shifts that hint at a broader strategic recalibration. Nishant Verman has been appointed senior vice president for corporate development and partnerships, while group chief financial officer Sriram Venkataraman is set to step down. Ravi Iyer will take on expanded responsibilities within the finance function, marking a reshuffle at the top as the company gears up for its next phase.
These changes come amid reports that Flipkart is planning to shift its holding structure back to India, a move widely interpreted as groundwork for a potential public listing. While timelines remain fluid, the combination of stronger financial discipline, leadership restructuring and employee incentivisation suggests a company preparing itself for greater scrutiny and scale.
For employees, the 105 per cent payout offers a welcome boost in what has otherwise been a period of adjustment. For Flipkart, it is a signal that even as it cuts where necessary, it is willing to spend where it counts. In the high stakes game of growth versus profitability, the company appears to be hedging its bets carefully, rewarding performance while reshaping itself for what could be its most defining chapter yet.
