The *** ********** ******* ************
*********** *** *** *** ********** ********** ****'* *** **** ****. *** following *********** ***** **** ** ****** the ******** ** *** **** **** ADT ** "****** ********** ******** *** fire ** *** **** *****":

How ******** ********* **** ***** *** ***** **********

**** **********, *** **** **** *** ********:
****** ******* ** *** *** *** Commercial ***** *** ** *** ********. When *** **** ** *** ******* of ********, ** **** ** **** to ******* ******** **** *** **** recognized ***** ** *** ******** ** really ******* * ********** ***** *** our *********, ********* *** ************.

**** *******, ******* ******** *****:
** **** ** **** ***** ********** to *** *** ********** **** *** brand. *** ** ******* ** *** midst ** ****** *** *** *** **** *** website, ****** ***** *** *** ******** forms. *’* ******* ***** *** *********** to ** **** ** ******** *** new *** ********** *****.
*** ************ *** *** ******* ** **** ** *** ********** below:

******* *******, ******** *******/*** ****:

** *** *** ****** **** *** brand. *** ***** ** ****** *** people, *** *** **** ** *** card ** *** **** ** *** logo. ** *** ******** **** *** clients, **** ********** *** **** ****** and *** **********, *** ******* *** been **********.
*** ******* **** ****: "** **** as * *** ***** ******* ** same ***** **** ******, ** **** as *** ****** ********* *** ***** that ***** ** ** **** ** the ****, ** **** ** ** PM ***** ***** **** ** **, and ** **** ** *** ********** that ***** ** ******** ** *** same, * ***’* ****** **** **** the **** ** *** **** **.

***** ********, ****** ******* ***********:
** ******** ********* **** **** **** the ******* *** ******** ** ***. The ******** ** ******** *** ******** positive. *** ******* *** ********** * branding *** **** ******. **** ***** expect **** ** ** ******** **********.
What ** ********* ** ***** *********
*** **** **** *** ********:
** ** *** ***** ** *** early ****** ** ******** *** ********** together *** *** **** **** *** core ****** *** ** *******, *** changes *** *** ********* *** ********* have **** ***** *** ********* ************. Some ******** ***** ** ********* ******** with *** ******* ********, ****** ** new ********* *** *** ******* ** cross-sell **** *** ******** ******** **** of **** *******. **** ********* ** allow ** ** ** **** **** nimble ** *** ******** ** *** customers ** **** ** **** ********* in *** */* *********.
******* ******** *****:
*** ******** ** ** ******** *** expertise. ** **** **** **** ** the "******" *******.
** **** **** **** ** ********** differentiate *** *** *********** **** *** Commercial ********** **** *** ******** *** strategic ****.
** **** * ****** ******** *** execution ******** *** *** ******* **** leverages * ********** ******** ***** ** services: **** **** ******** *** ********, design *** ***********, *********** *** **************, and * ***** ********** ******* ******** capability **** *** ******** **** *******.
*** *** ******** **** ********* *** strategic *********** ** *** *** **** of ******* ********* *** **** *** ASG.
******** *******/*** ****:
*** ******* **** *** ******** ******* Systems ****** **** *** ****/*** **** all **** ********. *** ****** *** allowed ** ** *** **** ** front ** *** ******* ** ******* the ****** ** ****, *** **** has **** * ***** *********** ** visit **** **** ***** *** ****** and ***** ******** *** *** ************.
*** ** *** ******* ********** ** now ****** *** ******* ** ******* services ** * ****** *********. ** have *** **** ***** ****** ******* that ***** *** ***********, *** ** the ****, ** **** ******* ** our ********* *** *** ********. ** are *** **** ** ***** ** a ***** ***** **** *** **** clients.
****** ******* ***********:
*** *** ********** **** ** ******* on ********* *** ****** ** *** to ******** ****** *** ******* ******.
******* ****** ** ********* **** **** employees ******* ***** ** **** **** room *** *********** *** ***********. *** buying ***** ***** ** **** **** competitive *** **********.
How **** ********** *******
*** **** **** *** ********:
** ****** ** **** ***** ** operations ** ****** *******. ** ** bring *** ********** ******** *** ******* improvement *** *** ******** *** **** customers **** ** *** ******* ** be **** *********** ***** *** *********** for **** ********.
******* ******** *****:
*** ********** ** *** **** ** leverage *** *** ********* ********** ***** America. ***** *** *********** *** *** the ****-*** ******* ******** ************** **** give ** * ****** ************** ********* advantage. **** **** ***** *** ******* increasing **** *** *********** ********** ** their ****** ****, ********** *** ******** program.
******** *******/*** ****:
********** ****** *** ************ *** *********** the **** ** ****** *** ******. Our **** ***** **** ******* *** calling ** *** *******, *** ******* managers *** ********** *** ******* **** are ***** ****** **** ** *** clients, *** *** **** *********** *** taking **** ** *** **** *******. The ******* *** ********* *** *********, but ** *** ******* ** ** have ****** ********** **** *** ******** than ** **** *** ** *** past.
****** ******* ***********:
************* ** **** *** **** **** change. **** ** ********* ***** **** ADT’s ********** ********, * *** ** leveraging **** *********** ********* **** *** entire *******.
Transition ********
**** ***** ********* *** ******** ** giant *********, ***** *** ***** ******** about *** ********** *** *** ******* that ******. ** ******* ** **** is ************ ******* ** ***, **** ********* ****** ******** ** ADT ****** ****:

******* ******** ***** **** **** "***** working *** ***" **** *** ****** them ***, ** **** *****:

* ***** ****** **** *** "********* culture *** ********* ***** ** ***" as **** *****:

Positive ***** ****** ** ***
*** ***** ******** ** ***'* ***** is **** ** ** *** ****** known ** *** ******* ****** **** any ** *** ********* ********, ** probably ** ****** ***** **** *** of *** ********* **** ********, ** far.
***** ** * **** *********** **** cannot ** ******* *** **** ***'* perspective, ** ***** ******* ***** ** use **** ***, ****** ***** *****, rather **** * ********** ** *******, regional ******.
Negative ***** ****** ** ***
*******, ** ** **** ** *** that ***'* ***** ****** *** ********** security ***** ** *****, ** *** the *****. *** ******* ***** ********** mocked ** '****** **** *****' ** 'Another **** **********' *** ** * residential ***** *** ** ** *** historically **** ***** *** *** ********** work. *** *******, *** ************* ******* *** ******, ** ***** **** *********** **** they **** *** ****** ** ********* with *** ******* ** **** **** ADT *** * ***** ** ***********, low-quality *************, *** **** ******** *******.
Acquired ********* ****** *** ***********
*** **** **** *** *** ** that ***** ******** ********* ****** ***, that **** *** ******** *** **********, skills, *********** ** *** ********** **** that ***** ******* *********** **** *******.
** **** *** ** ****, ** there *** ******* *******, ********, *** groups ********, ********* ****** ********** ******* the **** ** ***** ******* **** have **** ******** *********** ******* *** selling ***** ********.
** ** ********. ** ***, ********** has **** ******** ******* ** ********** ************. ***** ** * ****** **** both ** ***** ********* *** ***** all ***** ********* ********* **** ******* integrators ******* *** ********** ****** ** enterprise ********.
*******
** *** ********* ** ** ** hard ** ***** *********** ** ******** of ******** ** ******* ** ****** revenue, ** ** ***'* **** ****,******* **** ******* ** ********** *********** revenue. *******, ** *** *** *******, they *** **** **** **** ****** from *** ******* ************** *** ********** of *** *********** ******** ******.
Poll / ****

Comments (24)
Daniel Tyrrell
I guess it was only a matter of time. I wonder how much longer all those folks you interviews will be with ADT? Whether as part of the sell off plan or otherwise.
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Lee Jones
06/15/19 05:14pm
Too much focus on the “ADT brand” when focus should be on the ADT customer.
What most of us already know… even investors:
~ Brand does not create revenue, customers create revenue.
~ Take care of the customer and the brand will strengthen.
~ When attrition increases, brand is weakened.
We are being distracted away from their several million residential customers where customer unit attrition probably exceeds 15%, and growing. Note ADT keeps the “customer attrition” a secret with their definition of “gross revenue attrition”.
As John noted, their stock price is down about 50%. The other big public alarm security firm, Monitronics, is now bankrupt, Chapter 11 (see IPVM discussion). How much lower for ADT stock… maybe penny stock level? How/Why so low? Customers are told the cops will come when the alarm is tripped, instead they get a phone call, from ADT, saying the alarm was tripped. Expensive security systems have eroded into low value deterrent systems. Customers are discovering that ADT and hundreds of their counterparts have lost credibility with law enforcement due to decades of unnecessary police response, aka near 100% error/false alarms. Now, in most jurisdictions, if they want on-demand police response, they need to upgrade into a “defensive” system that provides interactive remote-witness with video or audio. We believe they can save the brand by spinning off their residential customers, their legacy liability.
Source: Lee Jones; Support Services Group
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Undisclosed #1
Spin them off, again?
Tyco / ADT Split Examined
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Undisclosed Manufacturer #2
ADT is the oldest company with the strongest brand in the industry. If they convince their stock holders that taking care of the customer means fortune for them in the long run, they will do very well.
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Undisclosed Integrator #4
ADT is a dead horse. Why do they keep trying to revive it? Time for back to basics....treat the customer right.
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Undisclosed #5
Decide how you wish to earn income.
-Work for the large branded corporation
-Work for the mid-sized company
-Work for the small group
Each have the potential to pay equally with minimal sacrifice. If you cannot decide, keep making comparisons.
I personally choose to use my talents to support the smaller technical group, work gets done together with no obscure over cooked processes or managers citing useless industry standards they only have read about. I have a lot more time to myself and since I have not family to hold me down I take this time to take on learning new tasks, software and technology out of self interest and also with investing in a better me. When I worked for the big guys it was a rat race that started at 3am and ended at 11pm at night (dealing with global accounts/time-zones). I found myself glued to email, updates and reports while I ate dinner, washed the car or should have been sleeping. No reward at all, I never expected one or was promised however when I realized I gave all my free time away there was no time left to reward myself.
Once again new ADT brand will have business flowing in and out of there corporate offices, databases, multiple invoice systems and hourly field employees all subjected to a streaming process they have no control over. Sure there will be the few that rise and gain over others in the corporation but that margin is slim. The old men must be so happy right now.
If you are one of the few that holds it all together I encourage you to seek out and join forces with an integrator that matters or build your own. Don't fall into all the corporate BS and let those that are stuck there stay there.
(Tough times to see ASG go down like this).
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Undisclosed Manufacturer #6
I think the better question is how do the large end user commercial CUSTOMERS, formerly sold and serviced by RedHawk, ASG, CPS, etc., view the service and support post acquisition?
If ADT has a specific strategy to differentiate the new company to those customers and it's received as positive, these acquisitions could work, however, if ADT corporate is reliant on the acquired integrator and their local team to keep it "business as usual" then the negative impact noted in this article could be felt by the end user on a number of levels and likely cause customer attrition.
(Regarding the residential side of ADT's business, I personally do not see the true value of a high priced central station alarm system anymore, because it's ineffective in terms of a police response. Most of the burglars are long gone before police arrive, so capture what you can on DIY video and put up a little siren to alert your neighbors. Nest, Ring, Arlo have all made it too simple for the average consumer.)
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Chris Hammond
What about Protection One?
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John Honovich
ADT commercial execs pitch to SSI, emphasizes quality of employees and ability to do any project. Later in the video, talks about looking at more acquisitions:
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John Honovich
Interesting next step - now ADT is segmenting ADT residential from 'ADT Commercial' boasting in this LinkedIn video how they have the 'privilege of focus' on commercial customers:
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John Honovich
Update: James Hennessy, cited in this post as one of the acquired integrators has now retired, ADT has announced:
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