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In , the PTT introduced automated international dialing services, initially from Montreux. International direct dialing was rolled out to the rest of the country over the following decade, achieving full coverage in As the PTT 's subscriber base topped two million at the beginning of the s, the country introduced a new, seven-digit phone numbering system.
By then, the PTT was also becoming interested in a number of new technologies. In , the PTT led a workgroup, including a number of prominent Swiss telecommunications players, in an effort to create an integrated digital telecommunications network IFS.
Originally intended to be rolled out by the middle of that decade, the first IFS exchange did not become operational until Other technologies proved more accessible to the PTT.
In , the company launched facsimile transmission services from its customer service centers. Although rudimentary—with calls limited to just three minutes, coverage restricted to five minutes, unlinked local networks, and often difficult-to-establish connections—the NATEL network marked one of the earliest and most successful attempts at making telephony mobile.
In , the PTT enabled facsimile transmission for the home and office market. By then, its subscriber base had risen to nearly three million fixed-line users.
In , the PTT launched its next-generation mobile network, NATEL B, which, among other enhancements, reduced the size of mobile telephone equipment to a pound unit that fit in its own carrying case.
Other new technologies appeared in the mids, including the Telepac data transmission network, rolled out in , and the first videoconferencing services, launched in The new network permitted mobile telephony to take off in Switzerland , and by the country had some , subscribers on the NATEL network.
In the s, the PTT faced the loss of its telecommunications monopoly. As a run-up to the coming deregulation of the telecommunications market, the PTT put into place a new corporate strategy , separating its postal and telecommunications operations into two focused units.
New telecommunications legislation was passed in that stripped away the government's monopoly status, starting with the equipment sector and digital data communications services, although maintaining the company's de facto hold on the local telephone market for most of the remainder of the decade.
That network, which also provided customers with compatibility throughout most of Europe , marked the start of a new era for the telephone market as callers adopted the new technology.
As one of the smallest European telecommunications companies , Telecom PTT's aspirations to achieve international growth took a cumbersome path.
Although the Unisource partnership attempted to enter a number of markets around the world, including Malaysia and India , it finally collapsed following several years of losses.
Telecom PTT's subsequent entry into the Internet proved to be more successful, as the company set up the service provider Blue Window later Bluewin , which became the country's leading Internet service provider ISP.
In addition, the company had also introduced digital ISDN subscriber services, increasing its subscriber base from , in to more than two million by In , Swiss government passed new legislation fully deregulating Swiss telecommunications market.
As part of that process, Telecom PTT was transformed into a special public limited company, Company's name was changed to Swisscom on 1 October , Company's shares were listed on the Swiss Stock Exchange , and the company conducted a public offering of its shares in However, Swiss government remained a major shareholder of the Company.
In , for the first time in its home market, Swisscom also faced competition. Diax which changed its name to Sunrise entered the Swiss mobile telephone market as a new player.
Two years later, in , the situation on this market segment was further intensified by the arrival of France Telecom -dominated Orange. Nonetheless, Swisscom held onto its leading position among mobile users.
Simultaneously to the developments on the domestic market, Swisscom also implemented its expansion strategy on international markets.
In , the company acquired Germany 's publicly listed Debitel , then the third-largest mobile services provider on the German market, which also operated in France , the Netherlands , Slovenia , and Denmark.
Debitel quickly became the leading network-independent provider for mobile services in Europe. At that time, Debitel's customers base exceeded ten million subscribers.
Swisscom rapidly built up its holding in Debitel to 93 percent in In advance of planned public offerings of both, Bluewin and Swisscom Mobile, Swisscom restructured its own operations.
The company formed six primary business units, and in , it sold a 25 percent stake in Swisscom Mobile to England 's Vodafone. At that time, Vodafone was a major investor in so-called 3G third-generation mobile telephone technology.
In the early s, Swisscom also began rolling out new DSL digital subscriber line broadband technology.
Its customer base revealed a rapid grow, increasing to , subscribers by the beginning of Compared to its European competitors whose profit forecasts were hindered by significant indebtedness, the company accumulated between CHF 5 billion and CHF 10 billion for possible acquisitions.
These funds enabled the company to target the growing wireless " hotspot " market—that is, areas providing wireless network access. In May , its newly formed subsidiary, Swisscom Eurospot, merged with the Netherlands' Aervik, which operated some ten hotspots and had access to another 45 sites.
As a result, the company controlled hotspots in Germany and Switzerland as well as the third-largest hotspot network in the United Kingdom.
The former state-owned PTT P ost, T elegraph, T elephone, founded was privatised in stages from onwards and became a public limited company with special legal status in October In its 5 April message, the Federal Council proposed to Parliament that Swisscom should be completely privatised and that the Swiss Confederation should sell its shares in stages.
On 10 May , the National Council declined to support the proposal. On 20 May , the Advisory Committee of the Council of States advised the Council of States to endorse the proposal — but only so that it could be referred back to the Federal Council for revision.
Swisscom announced its new visual identity on 14 December In , Swisscom acquired its five millionth NATEL customer, which means that the two thirds of the Swiss population used the Swisscom mobile network  and in Swisscom TV counted a million customers.
Swisscom Switzerland Ltd underwent a reorganisation on 1 January Currently, Swisscom operations are performed via three operating divisions,  Swisscom Switzerland, Fastweb , and other operating segments.
Swisscom Switzerland is divided into the following segments: During the offer period, which ran from 10 April to 15 May , Swisscom acquired The total transaction amounted to EUR 4.
The participation portfolio covers the five business fields of "broadcasting" through Swisscom Broadcast, "network construction and maintenance" through Cablex, "Building management and business travel incl.
In February , Swisscom launched the Web 2. Swisscom Hospitality Services SHS is a division of Swisscom AG specifically aimed at the hotel industry and offering specialised network and communication solutions.
SHS services are used e. In , the company introduced a Managed Network Services offering specifically for its hotel customers.
In , Swisscom announced its plan to build a cloud service based in Switzerland. In consequence, the service has to comply to the strict privacy laws of Switzerland.
Although the data are to be stored within Switzerland 's borders, users would have global access.
Thus, individuals and businesses are protected from intervention of foreign authorities, and less stringent foreign data privacy laws.
For individuals in Switzerland , Swisscom also offers "Docsafe", a cloud storage solution targeting at optimum security for documents.
Swisscom's cloud service is comparable to the cloud service of Dropbox but without a desktop client. Swisscom considers infrastructure to form the basis for its products and services.
The Swisscom StartUp Challenge has been held for five successive years. The program provides ten selected tech startups five early stage and five late stage the chance to join a tailor-made week-long business acceleration program in Silicon Valley, where they can further develop their ideas and meet with industry experts, investors and potential customers.
From all submissions, ten finalists are selected and invited to pitch before a jury. The jury then gives a feedback and names the five winners.
The Challenge is organized in collaboration with VentureLab. In , over startups participated in the challenge. Complying with the recommendations of the Swiss Code of Best Practice for Corporate Governance issued by economiesuisse and meeting the requirements of the Ordinance Against Excessive Compensation in Listed Stock Companies, Swisscom opted for practicing effective and transparent corporate governance.
On the market segment for mobile telecommunication services, the main competitors for Swisscom are represented by Salt and Sunrise Communications AG.
For the 6th consecutive year, "Connect" magazine named Swisscom the winner of its yearly network test by comparing telephone and data services of the three largest providers in In the network test, conducted in the germanophone region of Germany , Austria and Switzerland , by Connect magazine, Swisscom secured a second position in the category "phone network", with Sunrise being able to closely lead in this category mainly benefiting from the Swisscom's slower connection time for telephone calls.
Based on overall results of , Connect magazine awarded to Swisscom the prize of "Best Network". However, the gap between Swisscom and the two other companies has shrunk significantly as compared to e.
The test also revealed significant improvements in services for all companies involved. In a survey  conducted by the Swiss newspaper Tagesanzeiger , some consumers criticized Swisscom's international roaming rates and its subscription rates for mobile phones.
Access them from anywhere just to your Bluewin e-mails: The most popular e-mail Switzerland is now available as an app for smartphones.
In addition, it keeps the news team in the Bluewin editors to date. The main functions of Bluewin app: Access to the app and go to your Bluewin e-mail to: With the app, you know immediately when a new e-mail in the inbox.
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