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Microcap & Penny Stocks : Globalstar Telecommunications Limited GSAT -- Ignore unavailable to you. Want to Upgrade?

To: Selectric II who wrote (25840)	1/31/2005 3:21:29 PM
From: Maurice Winn	Read Replies (1) \| Respond to of 29987

< Do said rational/not particularly rational people have names? I'd like to hear their own explanations about what happened. I assume you don't mean Bernie, but rather "the best in the business" who he hired. Who are they?> Bruce Hallinan, an Aussie, who was Manager of International Markets, Gloria Everett who was Executive Vice President Sales and Marketing, Reid Stephenson who was Vice President of Marketing, Bill Thatcher who was Vice President of Market Development, Ronald Busch who was Product Manager of Business Development, Kelly Rose who was Director of Contracts, the guy in charge of engineering [who could discuss capacity], the guy who showed me and explained the SOCC and GOCC, Dan McEntee who was Director of Business Planning and then Chief Financial Officer, Bernie Schwartz who was running the place, others who were working at the Globalstar launch in Geneva at Telecom99 whose names I don't have and a bunch of GlobalstarUSA people who were at the CTIA show in Las Vegas [whose names I forget]. They had their policy and they were sticking to it. I was unable to persuade them that a cheaper minute price approach would lead to success. Neither did they engage the idea seriously. So I declined to buy a gateway for New Zealand. Nobody else was prepared to do it either. Therefore, they failed. By itself, no service in NZ wasn't a big deal. But no service in India, Africa, and lots of other places was a big deal when combined. Other than Dan McEntee I think they are all working elsewhere now. Oh, there was also Big Mac [Jeffery], who is still there. I didn't get to meet Tony Navarra, but did see him at Telecom99 and asked a question on pricing and gave a brief explanation, which was answered by saying they had their plans. Mike Kerr of GlobalstarUSA who answered the question, who was later fired, wasn't interested in cheap minutes. When they hired the ex Inmarsat boss Olof Lundberg as leader, it was the kiss of death as far as I was concerned, as it showed a complete misunderstanding of what was wrong. spaceref.com <'Mr. Lundberg joins Globalstar at a critical juncture,' Mr. Schwartz said. 'He has had a long and distinguished career in satellite-based mobile telephony, and his extensive expertise in telecommunications technology and customer service is a valuable resource in the continuing deployment of the Globalstar service. 'Among his many accomplishments in the telecommunications industry, Mr. Lundberg served for 15 years as director general/CEO of Inmarsat, a pioneering mobile satellite communications company that he drove from a start-up operation in 1979 into a highly successful, internationally respected business.' Mr. Lundberg, 57, subsequently served for four years as CEO and then chairman and CEO of ICO Global Communications, leading the company from its establishment through its initial public offering. ... > Globalstar people were decidedly normal. But corporate obduracy was order of the day, as is the case in corporations [it's suicidal to not toe the party line - hence the misguided hunt for WMDs as another example of inbred party line]. New-fangled ideas on price-elasticity were persona non grata. They were all decent, intelligent people. I liked them all. It was the usual corporate situation. They had their service provider agreements [so they couldn't sell cheaper to me, even for a while], marketing plans and corporate strategy, so they were already prisoners of past decisions to some extent, but I made suggestions to obviate those problems. Mqurice