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To: WTC who wrote (3334)4/8/1999 11:48:00 AM
From: Darren DeNunzio  Respond to of 12823
 
Shares of MGC Communications surge...

MGC, a small independent phone company, soared for the third day in a row as investors drew good cheer from the carrier's move to offer high-speed data service.


Last Chg.
44 1/32 +22 25/32

% Chg. Vol.
+107.21% 2,799,800

On Monday, the company said it had received $47.5 million in investment through the issuance of convertible stock, which it plans to use to roll out DSL, digital subscriber line access. Overall, MGC (MGCX) has $171 million in cash on hand to build its high-speed network.

Among the investors is Providence Equity Partners, a firm respected for its expertise in the telecom sector. See press release. Providence was a founding investor in Brooks Fiber, which was sold last year to MCI WorldCom (WCOM) for $3 billion, and investors apparently hope the firm can work the same magic with MGC.

"The company is very much a hands-on investor that has played a vital role in the funding, growth, strategic development and merger and acquisition initiatives of success stories such as Brooks Fiber, MetroNet Communications (METNF) and Verio (VRIO)," Bear Stearns analyst James Henry said in a note to clients Tuesday.

MGC stock, which closed at 9 last Friday, surged 6 1/4, or 41.7 percent, to 21 1/4 Wednesday. It also got a boost from Henry, who reiterated a "buy" rating on the stock.

Increasingly, independent phone companies are moving to offer DSL or related high-speed services to capitalize on growing demand for fast Internet access from consumers and businesses. High-speed access is more lucrative than traditional phone service.

Right now, MGC is primarily a provider of competitive local and long-distance service to businesses in Las Vegas, Los Angeles, Atlanta, Chicago and southern Florida. It lost $32.1 million in 1998 on sales of $18.2 million



To: WTC who wrote (3334)4/8/1999 11:58:00 AM
From: Darren DeNunzio  Respond to of 12823
 
Analysis of Demand for Mobile Internet and Third Gen. Wireless Products

Groundbreaking Survey and Analysis of Consumer Demand for Mobile Internet and Third Generation Wireless Multimedia Products and Services Announced by Alexander Resources
DALLAS, April 8 /PRNewswire/ -- Mobile Internet and third generation (3G) wireless multimedia products and services promise a future world of universal wireless phones, global roaming and multimedia Internet access. While offering great promise this vision also creates great risk.

The risk lies in the expectations of consumer demand. Until now, most expectations of consumer demand for various mobile Internet and third generation wireless multimedia products and services (MI-3G) have been based on dreams and wishes of technologists rather than in-depth consumer research. As a result, business decisions by manufacturers and service providers of these new MI-3G products and services carry a high element of risk and uncertainty. To correct this situation and lower the risks for manufacturers and carriers, Alexander Resources has initiated a new consumer research program.

The research program, using Alexander's proprietary survey methodologies, will produce a report that will analyze, characterize and quantify consumer (residential and business) demand for new MI-3G products and services. The research program and report will provide detailed, quantified answers to the most important questions about MI-3G:

-- Who will use these new products and services?

-- Which ones will be used the most?

-- How much will consumers be willing to pay for them?

The research program will both challenge and quantify many of the commonly held beliefs of consumer demand for MI-3G wireless. The program will examine current usage of related Internet, computer and wireless products and services along with lifestyle, behavioral, environmental and social influences and predispositions that will drive the need for new wireless multimedia products and services. Data in the study will be based on a survey of 1,000 business and residential consumers in the United States.



To: WTC who wrote (3334)4/8/1999 12:04:00 PM
From: Darren DeNunzio  Respond to of 12823
 
GTE To Acquire Ameritech Wireless

Thursday April 8, 8:38 am Eastern Time

GTE To Acquire Ameritech Wireless Assets in Midwest
Combination Will Speed Strategy to Become National Wireless

Provider; Investment Firm Georgetown Partners to Have

Equity Interest in Acquisition

GTE Corporation today announced that it will acquire approximately half of Ameritech's wireless properties, enhancing GTE's wireless portfolio in the Midwest and further accelerating the company's strategy to become a national provider of telecommunications services. The company will pay $3.27 billion in cash for the properties, which include 1.7 million subscribers and more than 12.9 million total POPs.

The investment company Georgetown Partners will participate in the acquisition and will hold a minority equity interest in the properties.

The boards of directors of GTE, Ameritech and Georgetown Partners have approved the transaction. Bell Atlantic has agreed to support the transaction and has given its consent as is required under the terms of its merger of equals agreement with GTE. The acquisition involves properties Ameritech must divest as part of its proposed merger with SBC.

The Ameritech properties will strengthen GTE's national wireless competitiveness, adding three important U.S. markets - Chicago, St. Louis and Central Illinois - to GTE's existing wireless operations in 17 states. When GTE and Bell Atlantic finalize their merger, the combined company will have a wireless footprint encompassing nearly two thirds of the largest U.S. markets. In total, the merged company, based on today's numbers, would have approximately 13 million customers, making it in terms of subscribers the largest wireless operator in the U.S.

GTE Chairman and CEO Charles R. Lee said, ''The addition of Ameritech's wireless properties in the Midwest will accelerate our wireless strategy, enabling us in combination with Bell Atlantic to build an efficient, coast-to-coast wireless operation. At the same time, these properties will both enhance our ability to bundle products and services in areas where we also offer local phone service, and facilitate expansion into the local phone markets in key Midwest cities such as Chicago and St. Louis. The result will be a new competitor for wireless and wireline services in selected Midwest markets, as well as a stronger contender in the national wireless marketplace overall.''

On a GTE stand-alone basis, the transaction is expected to be slightly dilutive to earnings per share in the first year. Moreover, the initial pro forma dilution to the earnings per share of the combined GTE-Bell Atlantic is expected to be insignificant. GTE said it would initially finance its portion of the purchase with debt, but would pay down that debt with the more than $3 billion the company expects to generate from the previously announced sale of non-core assets.

Under the terms of the definitive agreement, completion of this transaction is contingent on the close of the SBC-Ameritech merger, expected in mid 1999.

The wireless properties will initially be managed as a stand-alone subsidiary, which will be 93 percent owned by GTE and 7 percent owned by Davenport Cellular Communications LLC, a company wholly owned by Georgetown Partners. Chester Davenport, Chairman of Georgetown Partners and Davenport Cellular, will serve as Chairman of the subsidiary, which will report to Mark S. Feighner, President of GTE Wireless, in Atlanta. Beyond Davenport Cellular's financial investment, it will provide the GTE subsidiary with marketing services designed to capture demand for wireless products and services in high-potential but under-served ethnic markets. Once the GTE-Bell Atlantic merger is completed, the properties will be integrated into the combined companies' wireless business.

Mr. Davenport said, ''The Ameritech wireless operations represent an excellent investment opportunity for Georgetown Partners, consistent with our strategy of bringing capital to businesses that are being divested as a result of industry consolidation. We're very pleased to have as a partner a company with the operating expertise and broad existing wireless footprint of GTE, and we look forward to helping GTE market its cellular services.''

Mr. Lee said, ''We're pleased to be working with Georgetown Partners. Chester Davenport has a proven record of creating value through innovative technology and marketing strategies, and his firm's involvement will be an important addition to our efforts.''

Mr. Feighner said, ''In an industry characterized by rapid consolidation and aggressive pricing, our strategy has been to offer customers rate plans with the best local and regional coverage. The addition of Ameritech's properties in the Midwest helps us fill out our existing robust footprint, giving us greater coverage and pricing flexibility. More important, it is the melding of two talented groups of employees forming a wireless operation that will be stronger together than they would have been separately.''

GTE believes that the national scale and scope achieved through this acquisition and in combination with its merger with Bell Atlantic will enable the wireless operation to realize significant revenue enhancements, cost savings and capital efficiencies. Acquiring these Ameritech properties will increase GTE's wireless subscriber base by more than one third, enabling greater economies of scale in an increasingly competitive industry.

The Ameritech wireless properties complement GTE's existing footprint. They overlap with approximately 500,000 of GTE's wireline access lines in Illinois, Indiana and Missouri, enabling GTE to expand its bundling initiatives, and are contiguous with existing GTE wireless properties in Illinois, Indiana, Kentucky and Tennessee. Moreover, Ameritech utilizes CDMA digital technologies that are fully compatible with those of GTE and Bell Atlantic.

The transaction will require approval by various regulatory authorities, as well as expiration of the applicable Hart-Scott-Rodino waiting period.

With revenues of more than $25 billion in 1998, GTE is a leading telecommunications provider with one of the broadest arrays of services in the industry. In the U.S., GTE provides local service in 28 states and wireless service in 17 states; nationwide long-distance service and internetworking services ranging from dial-up Internet access for residential and small business consumers to Web-based applications for Fortune 500 companies; as well as video service in selected markets. Outside the U.S., the company serves more than nine million customers.

Georgetown Partners was founded in 1989 and is based in Bethesda, Maryland. Mr. Davenport, its Chairman, was the founder and Chairman of Envirotest Systems Corp., an American Stock Exchange-listed company which was sold in October 1998 to a private firm for approximately $580 million. Georgetown Partners' original investment was in the assets that eventually formed Envirotest Systems Corp.



To: WTC who wrote (3334)4/8/1999 12:08:00 PM
From: Darren DeNunzio  Read Replies (1) | Respond to of 12823
 
AT&T Corp. to give up some of At Home Corp.

NEW YORK, April 8 (Reuters) - AT&T Corp. is expected to give up some of its control over its At Home Corp.(Nasdaq:ATHM - news) joint venture because AT&T's cable television unit did not meet benchmarks in signing up new subscribers for a high-speed Internet service, the Wall Street Journal reported on Thursday.

Citing people familiar with the matter, the newspaper said Redwood City, Calif.-based At Home is expected to file an outline of a new structure that would move some of the control to the venture's two other big cable TV backers, Comcast Corp.(Nasdaq:CMCSA - news). and Cox Communications Inc.(NYSE:COX - news).

The phone giant previously had dominant control over the Internet and Web services distributor via rights it got when it bought cable TV company Tele-Communications Inc. (TCI) for $55 billion.

AT&T would still hold significant influence over At Home because it is the biggest stakeholder, with 71 percent of the company, people close to the matter told the newspaper.

Under the original At Home partnership pact, TCI had promised to sign up tens of thousands of customers for At Home services.

People familiar with the matter told the newspaper that TCI recently said it missed those benchmarks by more than 50,000 customers amid decisions to cut back on spending to upgrade its cable TV lines, which were needed to transmit At Home high-speed data services. The decision was later reversed, but not soon enough.

AT&T recently agreed to new benchmarks for adding At Home subscribers, and agreed to pay Cox financial penalties if TCI again fails to reach the benchmarks, people close to the venture told the newspaper.

It also agreed to small changes that would give greater control of the venture to Cox and Comcast.



To: WTC who wrote (3334)4/8/1999 1:46:00 PM
From: lml  Respond to of 12823
 
Thanks for the excellent informative response, WTC. You clearly are knowledgeable as to the issues facing ILECs today as xDSL is changing their core business, & hence the demands placed upon their plant.

lml



To: WTC who wrote (3334)4/9/1999 2:28:00 AM
From: Darren DeNunzio  Respond to of 12823
 
Conflict of Interest.....? Shooting from the hip

In my opinion, (comming from a non telco programmer) ILEC is taking the only logical step under the circumstances. They basically attempt to, and commit to, nothing. They know that the success of their CLEC competitors will mean a loss in overall revenue and profits for them. To serve critical needs of the CLEC it will require an huge investment that will have a negative effect on their cash flow. A fundamental structural problem ! or ?

WTC, thanks for the response, that is why I enjoy this thread.



To: WTC who wrote (3334)4/10/1999 1:15:00 PM
From: Frank A. Coluccio  Read Replies (3) | Respond to of 12823
 
Tim,

I enjoyed reading your most recent post, upstream from this one, as always. Thanks for the enlightenment concerning the ILECs' potential in fulfilling advanced DSL services through the use of deeper fiber builds to DSLAM deployments at serving area interfaces (SAC/SAIs).

The potential for colo conflicts there is real. It reminds me of the colo issues of the early cellular and pcs deployments, when all the dither was about competing carriers sharing towers and actual cell sites. In the long term, it proved to be viable due to the cost sharing attributes of such a model, especially for some of the smaller providers, where power and air conditioning requirements were concerned, and where aesthetic constraints existed in the environmental sense.

I would imagine that companies like AFCI and IFCI and others will benefit from this both through increased sales [AFCI] of equipment and services [IFCI]. I was wondering if the SBC AFCI field tests had anything to do with the DSL deep in the distribution plant? Would you know? Or, I suppose the more appropriate question to ask would be, 'are you at liberty to say?' I've not seen any detail on those tests. It would be interesting to list the other companies whose products are not intrinsically DSL, but who would benefit, if the ILECs proceeded along these lines. Anyone?

Would you say that some of the ILECs are actually at this time pushing for a full-fledged deployment of the FSAN model, complete with passive optical networking (PON) elements in some parts? Or have I been over-using this term lately?

Is FSAN only a 'straw man' model around which others merely point to, for reference purposes? Or do you see it as a near-term interim- (or even a ten year end-) game for the incumbents? Perhaps you can comment on the following as well. Thanks.

Thread,

I was asked in a PM to comment on Covad, Northpoint and Rhythms..

...comparing their business models, and what this all means in the presence of @Work
who is also using DSL.

My take is that the @xyz's who use DSL technologies are a deep dark closet issue
for at least one of the factions within @Home. The fact that they had to resort to DSL
in the first place is an embarrassment for some within this cable modem consortium,
and I would imagine that there were some religious civil wars fought over its initial
deployment.

The culturally induced animosity between the coax and twisted pair camps is not to be
underestimated. This can be witnessed by inferences picked up in the sarcasm,
innuendo, and digs almost every day on some of the cable lists and Use Groups.
Sometimes you have to read hard "between the lines" to pick it up, but it's not only still
there, it's growing as we speak, due to the current and more pronounced face-offs
between the two approaches, as each strives to reach the promise land of what each is
mis-labeling as "broadband."

Of course, who am I to step in and meddle with the evolution this trade press- and
web site- inspired language. In my book, sub-45 Mb/s [155 Mb/s?] speeds no longer
constitute "broadband," rather, they connote wideband. And at the actual speeds
being squeezed out of these pipes, I would tend to characterize them more as
narrowband, in many cases. This will increasingly be the case for many users over the
next couple of years. Mark my words. But such are the ways of hype, and I have
digressed once again...

I wouldn't consider myself very up to speed on the differences between Covad,
Northpoint and Rhythms, the three cos you cited. Ours took a slightly different twist,
targeting the independent CLECs a while back. We had performed some
more-than-rudimentary research and projections which led to a business model that
resembles all three in certain ways. This was about a little over two years ago. Of
course, at that time we were looking at ways in which to satisfy virtual LEC (VLEC)
requirements, mainly a means of supporting VoIP at Layers two and three by the
creation of a last mile alternative to using ILEC services.

There were no media gateway protocols at the time, just the emergence of an H.323
draft at the ITU-IMTC. SIP hadn't been conceived yet, much less anything that truly
resembled a means of arbitrating between "IP telephony" and "Internet Telephony,"
two distinctly different approaches to voice services on the Internet. But we at least, at
that time, identified a necessity to replace, or reshape, DNS to be more functionally
aligned with the capabilities of SS7 (or equivalent). This, too, is only now coming to the
fore in the IETF, close to three years later, and it doesn't appear that there is enough
consensus yet to allow meaningful predictions yet, as to when such a list of capabilities
will exist.

We found that it would be very tough to make a buck even at the physical layer, DSL
alone, at that time, and I still feel that right now, in fact, due to the chasm stages that
both DSL and VoIP (for lack of a more descriptive term) are still in, considering the
still-high price-points being faced by the service providers to get in at this time. Most
network elements are still only available in their discrete forms, i.e., in an unintegrated
manner.

But this is changing, in several ways, most identifiably in the larger platforms now being
produced by NT, LU and CSCO which take into account many of the next gen
requisites. But there is still not agreement for voice at some very fundamental levels.
For this reason, we may wind up with many islands of connectivity over the next five
years, which doesn't do much for ubiquity of reach.

Getting back to the service providers themselves, making a profit doesn't seem to
matter as much these days as it once did, as long as the promise exists of there still
being yet untold star bursts beyond the horizon. This is euphemistically termed
'Internutsy.'

And the V-Cs don't seem to mind, as long as the stock prices keep going up.
EBITDA? In some ways this metric is only an artificial barrier to entry for those who
still believe in projecting a point in time when financial viability can safely, or
predictably, be reached. Cross-over points, however, will rarely have an opportunity
to be realized. At least that is the hope. But like I say, cross-over doesn't seem to be
on the minds of many principals who we read about these days. These upstarts would
defer to other means of extricating themselves, mostly through exit strategies that
depend on takeouts and mergers before the test of time has had an opportunity to take
hold.

Some [glamour] players will realize their dreams, but many of them will learn the
meaning of an unfriendly shakeout, instead. Perhaps not the companies you cited,
although that remains to be seen, but they are only the tip of the iceberg, numerically
speaking.

There are over 6,000 ISPs out there, and many more alternative forms of SPs who will
all be looking at this model, where they haven't already. It was an easy thing to satisfy
when surfing via http was the only game in town. But voice and other forms of
integrated services will prove too much for many of these outfits. For those who are
able to adapt, it will no longer be a means of differentiation, rather it will become, at
some point, a must carry issue in order to survive.

I think that the three companies you cited are only in the very early stages of
deployment, and it's too early to formulate an opinion about them right now that would
speak to the longer term. The ILECs have yet to show their hands in force. When they
do, then we'll be able to see how these startups are able to compete and retain their
subscriber bases.

If the ILECs wait out only one more generation of DSL infrastructure, then the new
unit level economies will be heavily skewed in their favor, leaving some of the present
startups with some heavy baggage to carry on their books going forward. Both from
the standpoints of technological and financial burdens. It's an old trick in this industry to
allow the enemy to pave the roads of public awareness and build the bridges which
span behavioral habits, so that one's own troops could march through, unencumbered.
In this way, the spoilists allow others to take the proverbial arrows.

On the other hand, if the ILECs are able to get their protected DSL infrastructures
implemented on a structurally separated basis (regulatory speaking), which means
that their new deep fiber feeder plant would only be usable by them (relegating the old
twisted pair to the D/CLECs), then we may see a truly superior form of next
generation DSL, as outlined in the FSAN model, that would be on a par with even
sparsely-populated cable TV coaxial segments. Isn't this the kind of sanctuary that T
has been able to carve out with the FCC for it's new found cable TV environments,
such as that of ATHM and the packet cable initiatives it is about to embark on for
voice services over cable? If this were to come to pass for the ILECs, then they would
be at a great advantage both pricing- and feature- wise.

Regards, Frank Coluccio