AT&T Boosts Dividend, Launches Buyback and Expands TV Push

In a nod to its recent success and an expression of confidence in its future, AT&T will boost its dividend by the largest amount ever and buy back as many as 400 million shares of its own stock.

The AT&T board of directors voted to increase the company’s quarterly dividend rate from 35 US cents per share to 40 cents per share. On an annual basis, the dividend rate rose from $1.42 to $1.60 per share, an increase of 12.7 percent — the largest annual boost in the company’s history.

The board also approved a massive stock buyback program, authorizing the 400 million share purchase, which would represent 7 percent of the total outstanding with a value of just under $16 billion worth of stock at current prices.

Growing the Business

AT&T will exercise the right to buy back shares based on trading prices and other market conditions between now and the end of 2009, it said.

The telecom giant said it already bought back $13 billion worth of its own stock through a program that ended earlier this month.

AT&T shares moved higher by more than 6 percent on the news to $40.30.

The action “reflects the strength of AT&T’s operations, and our board’s confidence in the future of our business and our ability to continue to deliver strong results,” noted AT&T CEO Randall Stephenson. “AT&T has great assets in a growth industry, and we’re excited about the opportunities we have to continue to grow our business while also delivering value to shareowners.”

Masters of the Universe

Indeed, the moves seem to underscore how well AT&T has navigated the massive wave of consolidation that hit the telecom sector over the past five years, which saw the onetime phone monopoly rebuild itself through the rollup of regional carriers as a national wireless powerhouse.

AT&T and Verizon have used the consolidation wave and the aftermath to separate themselves from the rest of the pack in the telecom space, industry analyst Jeff Kagan told the E-Commerce Times.

“AT&T has excelled by taking advantage of the consolidation trend that is changing the telecom industry,” he said. “Ten years ago, it was the smallest Baby Bell, and today it is the largest, and it is selling all the services — telephone, television, wireless and Internet.”

Most recently, AT&T has benefited from the partnership with Apple on the iPhone, which has helped boost an already strong wireless unit. AT&T has signed 2 million users to two-year iPhone contracts and the gadgets users are producing higher monthly revenue for the carrier because they are more likely to use data services than other subscribers.

“Wireless is a big part of that mix, but other parts of the business like business services and Internet products are also growing quickly” for both Verizon and AT&T, Kagan added.

Second U-Verse

The buyback likely suggests AT&T is not about to pull the trigger on a long-rumored acquisition of satellite TV provider Dish Network. Instead, it seems committed to investing billions in rolling out its fiber-optics network capable of delivering video services.

Such services are a key part of the long-range growth plan for all telecoms, especially because some parts of the wireless business are maturing rapidly, Yankee Group analyst John Jackson told the E-Commerce Times.

“Right now, wireless is the growth engine, but that won’t last forever,” Jackson said.

Raising Targets

Video service is one area where AT&T has lagged behind Verizon. The company had 126,000 customers for U-verse at the end of the third quarter, below where it was expected to be at this time.

However, AT&T is raising its targets for how many potential users its U-verse video service will reach by the end of 2011, Stephenson said. The company now says 30 million customers will have access to U-verse by that time.

“Verizon has an early lead into more markets with their FiOS (Fiber Optic Service) product, but AT&T looks like they are getting ready to make up for lost time in 2008,” Kagan said. “Through all the change during the last few years, AT&T seems to be batting one thousand. It will be interesting to watch the next few quarters and years unfold.”

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5 Ways To Sustain an E-Commerce Business in a Recession

economic downturn recession

Talks of a possible global recession coming in the next months have been abound lately. Even if it’s not yet certain, the threat of a downturn is something that e-commerce business owners should prepare for.

In a recession, prices can soar. Supply chains can be disrupted. Customers will be buying less. How these would specifically affect your business can vary depending on the nature and niche your business operates in.

The 2008 recession should serve as a warning to entrepreneurs. Small businesses struggled during this period with many ending up shuttering their doors. As such, it’s important to strategize for sustainability in a harsher business environment.

Here are five ways to sustain an e-commerce business during a recession.

1. Prepare Cash Reserves

Having ready cash on hand provides the agility and flexibility to spend or invest when needed. But not all startups come with a stout war chest. Typically, this is where funding can come in.

“Funding isn’t just a hurdle at the start of an e-commerce business plan. Once your shop is up and running, you’ll need constant cash flow to order inventory, run effective advertising, optimize your supply chain, and innovate your products,” according to e-commerce funding firm 8fig.

A recession can compound this need. For instance, inventory and fulfillment costs typically rise during a downturn. Having extra cash can help absorb these price bumps readily.

The most straightforward way to shield a business against this is by saving to build up capital. Instead of spending profits on non-essentials, think about investing the money back into the business. Another idea is to sell some assets like machinery or equipment that may not be critical to operations at the moment. You can always repurchase them after things bounce back. Liquidate while you can.

Lastly, if external financing from investors or funding firms are available, consider those as long as you’re clear with the terms.

2. Adapt to Customers’ Needs

The pandemic emphasized how quickly businesses should adapt to the changes in customers’ buying behaviors and preferences. The lockdowns hit brick-and-mortar business hard. While many businesses failed to adjust, the ones that survived were the ones that were able to pivot quickly. Some changes were even quick to implement. For example, offering delivery services and curbside pickup options and accommodating digital payments.

“[T]he most adaptable marketers don’t do different things; they do things differently. In particular, they listen differently and they plan differently,” says Cassandra Nordlund, Director, Advisory, Gartner.

The same need for adaptability is true for e-commerce businesses. Put on your marketer’s hat and keep a close ear to what your customers are saying. Reach out and talk to them. Create a survey of what they would likely do or buy should the downturn happen. This should help to plan ahead.

For instance, a recession may compel customers to become more price conscious. If you’re in retail, you can tweak your catalog to feature and stock up on more budget items than luxury ones.

3. Become Lean and Mean in Operations

Aside from raising capital, you can also improve your finances by managing cash flow more carefully. Wasteful spending will chew away at your margins and capital.

It’s critical to streamline and optimize operations before the crunch hits. Review your business costs and see which areas you can trim. Some common sources of wasteful spending are uncontrolled use of office supplies, unnecessary technology (equipment and subscriptions), and unproductive workers. When making cuts, focus on these costs.

Keep in mind, however, that while you may be tempted to restrict spending entirely, this may become counterproductive. For instance, you may try to do away with some of the digital tools and subscriptions that you use to manage operational tasks. But if cutting them will seriously impact efficiency, it may be a bad idea to do so. Dive into the details to see how each line item benefits you before deciding whether to cut or retain it.

Remember that not all spending is bad. Opportunities may also arise even during turbulent times. Sudden market demand might make offering a new product or service profitable. If such chances do come up, consider taking the calculated risk. This is where having cash reserves also comes in handy.

4. Explore Ways To Deliver Added Value

Even with preparation, many e-commerce firms will likely still feel the brunt of a recession. A drop in sales can and should be expected as customers also tighten their purse strings.

When this happens, a common knee-jerk reaction for businesses is to compromise on price by offering discounts and price cut promotions to boost sales. However, be mindful that slashing prices can hurt margins and financial flexibility.

Warren Buffet once said about pricing, “If you’ve got the power to raise prices without losing business to a competitor, you’ve got a very good business. And if you have to have a prayer session before raising the price by 10 percent, then you’ve got a terrible business.”

Instead of slashing prices, consider other ways to offer value. Offer extended return windows or guarantees, free shipping, or loyalty points, and communicate these perks well to customers to justify your price.

But if you really need to attract the price-conscious, offer bundles rather than discounting per item. This way, you can promote your other products and services or move stagnant inventory while avoiding across-the-board price cuts.

5. Pivot the Business

Pivoting, or changing the direction of your business, can be a painful decision for entrepreneurs. But if things are looking grim, it may be a life-saving decision for your business.

For instance, many e-commerce entrepreneurs have made a killing using the drop-shipping business model. Drop shippers can keep operational costs down typically by not handling inventory and logistics. During a recession however, this might not hold true.

Without having a direct handle on stock, any supply chain disruption can easily stump drop shippers who are forced to reassure customers, when in reality they are at the mercy of their suppliers.

Foreign exchange rates can seriously impact the cost of goods. Transportation also will likely be affected. Both typically result in erratic prices and lengthy fulfillment times. Drop shippers would have very little control over these circumstances and could end up with dissatisfied customers.

Anticipating these changes, such businesses can reconsider their model and shift to one that will be more capable of delivering value to customers. Drop shippers can move toward more conventional retail e-commerce where the business acquires, stores, and handles stock. This action may require more capital — and work — but provides control and minimizes uncertainties involved in the drop-shipping model.

From Sustenance to Success

Building business resilience is critical during tough times. Making some sacrifices and tightening the belt in some respects should help weather the negative effects of a recession. What’s important is for a business to sustain itself so that it can live to fight another day.

Despite all this gloomy talk, recessions do end. Surviving a recession should put you in a better position to prosper in a better economic environment. Also, on the upside, e-commerce penetration is still seen to continue its rise globally. Shoppers are expected to continue preferring buying goods online.

Should the trend hold, opportunities in your market, niche, or locality can emerge despite the challenging times. A recession may even provide a chance for tremendous growth. Preparing well in advance can put you in a prime position to jump on such opportunities to thrive.

Ralph Tkatchuk

Ralph Tkatchuk is Founder and Operator at TK DataSec Consultancy, where he specializes in e-commerce data protection and prevention.

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Back-Office Finance Automation: The Foundation of a Solid E-Commerce Enterprise

accountant using e-invoice software

E-commerce retailers and direct-to-consumer businesses of all sizes are dealing with a ripple effect of business challenges. These include continued inflation increasing the cost of goods and squeezing customers’ disposable income, global supply chain shortages, increased out-of-stocks, and more demanding customer expectations.

Add to that, the Great Resignation has led to a mass exodus of vital frontline and back-office workers, leaving retailers understaffed and hard-pressed to provide the service that customers want.

Fortunately, new digital technologies continue to help e-commerce businesses innovate by expanding online shopping options, improving forecasting and inventory management with AI-powered analytics, upgrading customer service with RPA customer-service bots, enabling last-mile optimization systems for omnichannel experiences, and increasing customer buying power at the point-of-sale with services like buy now, pay later.

These are all incredibly important capabilities supporting the front end of the business. But there are also technologies that work behind the scenes. like AP automation, that can deliver important value and quick ROI by helping e-tailers and direct-to-consumer businesses streamline cumbersome finance workflows, improve controls and security, reduce costs, empower remote employees, and help offset staff shortages.

FAQ
What are the benefits to e-commerce companies of automating AP processes?

Automating accounts payable processes provides several advantages:

  • Faster, more efficient finance processes and workflows
  • Fewer errors and less manual effort required to correct them
  • More satisfied and productive staff
  • Reduced full-time equivalent (FTE) requirements and operational costs
  • Increased cash-back rebates from suppliers
  • Happier vendors better positioned to support supply needs
  • Better cash flow management
  • Reduced risk of fraud

Manual Processes Create Inefficiency and Hinder Growth

Businesses still receive a surprisingly high number (25%) of paper invoices, and 47% are not using any type of invoice workflow automation solution. E-commerce is no exception. In my experience working with e-tailers and direct-to-consumer businesses, many are still making more than 50% of their supplier payments via check.

AP staff at these businesses are wasting valuable time and effort opening paper invoices, capturing and entering data, emailing or calling approvers, printing and mailing checks, and responding to questions from suppliers.

It’s a problem in any industry, but it becomes even more complicated in e-commerce where finance teams tend to manage many supplier invoices. In addition, as supply chain disruptions continue, it’s important for e-commerce businesses to do everything they can to maintain reliable inventory sources. This includes getting key vendors paid on time.

The Power of AP Automation

Modern accounts payable solutions can automate the entire invoice-to-pay process by providing a single workflow to capture invoices, automatically sync data in ERP and finance systems, simplify approvals, and send payments however suppliers prefer to receive them, whether that’s check, ACH, virtual card, or even cross-border.

These solutions can address much of what an e-commerce business needs including vendor onboarding, invoice capture, coding, approvals, and supplier management — as well as payment authorization, execution, and reconciliation.

The benefits to accounting and finance teams are obvious, but they also provide important advantages for many other parts of e-tail and direct-to-consumer businesses. Here are six examples:

1. Streamlined Invoice Workflows

Many finance teams spend the bulk of their time on manual, paper-based invoice processes. Full invoice-to-pay automation captures and codes invoices with far fewer errors than manual data entry and significantly reduces time spent processing invoices.

2. Improved Visibility and Control

Intuitive tools and centralized reporting provide users with detailed views of days payables outstanding (DPOs), pending or past-due invoices, and other category reports. In addition, specific employees can be granted access to the same level of reporting to gain real-time insights into invoice processing.

These capabilities help e-commerce businesses make the right decisions related to payment timing to maximize working capital and take advantage of early-pay discounts.

3. Reduced Costs and Generation of New Revenues

AP automation delivers where it matters for e-commerce businesses: top-line revenue growth and a stronger bottom line. Eliminating paper-based processes and manual data entry and using e-payments can reduce costs per invoice by up to 430%. In addition, rebates from virtual card payments can generate significant new revenues delivering a complete ROI while funding other parts of the business.

4. Increased Staff Productivity

The time employees spend on manual payment processes could be spent on higher-value initiatives such as optimizing receivables, providing proactive support to suppliers, or developing new internal processes.

For managers forced to multitask, it means less time in the back office and more time focused on customers. When hiring back-office help is tough, AP automation helps e-commerce businesses grow without adding headcount.

5. Empower Remote Work

AP automation allows finance staff to review and approve invoices or pay suppliers from anywhere, using any device. Similarly, month-end closing and AP audit data can be accessed remotely, further minimizing the need for staff to be in an office or store.

6. Stronger Vendor Relationships

Brands, wholesalers, and other suppliers are the lifeblood of any e-commerce business. The industry is already suffering from inventory issues; the prospect of late or missed payments adds additional risk of disruption.

Improving the ability to pay on time builds better relationships, adds leverage to negotiate discounts, and minimizes the chance of additional supply chain issues.

The Right Strategy

E-commerce is built on digital customer experiences and processes. That same thinking needs to be applied to the financial back office. Automating foundational processes like accounts payable can provide e-commerce operations with proven methods to overcome key supply-side challenges and deliver far-ranging benefits that help all facets of the business.

Matt Friend

Matt Friend is VP, product and program management, at MineralTree, a provider of accounts payable and payment automation solutions.

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