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To: Maurice Winn who wrote (4814)5/21/1999 3:45:00 AM
From: djane  Respond to of 29987
 
*BusinessWeek. A Talk with Iridium's CFO: 'Bankruptcy Isn't a Viable
Alternative'. Leo Mondale talks about the satellite phone venture's painfully slow liftoff

BUSINESSWEEK ONLINE : MAY 31, 1999 ISSUE


NEWS: ANALYSIS & COMMENTARY

A Talk with Iridium's CFO: 'Bankruptcy Isn't a Viable
Alternative'
Leo Mondale talks about the satellite phone venture's painfully slow liftoff

Will it survive? That question has dogged Motorola-backed phone venture
Iridium from the time it was first put on the drawing board more than a decade
ago. But since its commercial launch in November, the $5 billion global satellite
phone service has been tottering on the edge.

The 66-satellite constellation aimed to be the first phone system to work
anywhere on the planet. But with $3,000 handsets and calls that average $5 a
minute, even wealthy business travelers might think twice about using it.

Indeed, Iridium now has until May 31 to renegotiate the terms of an $800 million
line of credit, originally predicated on more robust sales and subscriber growth
than it has now. Instead of the 52,000 users bankers expected Iridium to have in
this year's first quarter, the company had signed up only about 10,000. Now,
Iridium's problem is casting a shadow on other satellite phone ventures yet to be
launched, such as Globalstar and ICO Global Communications.

On May 18, Business Week Washington Correspondent Cathy Yang caught up
with Leo Mondale, the newly named CFO of Washington-based Iridium, about
the future of the company. Mondale, previously an Iridium senior vice-president
for business development and strategic planning, has the been with Iridium from
Day One -- he was the first employee hired by the company.

Q: Is it fair to blame Iridium for the woes of the rest of the satellite
industry?
A: It's mostly fair, depending on the segment of the industry you're talking about.
Mobile satellite projects have more in common than they are different. From our
experience, the transition from a plan to an operating business is no small feat.
We've all spent many many years planning, planning, planning, but the skills that
allow you to get up on time are regulatory, technical, and very different from the
ones you need to go and sell it. We've done lot of snowplowing for the ventures
behind us. For them to claim they won't face the same challenge is ridiculous.

Q: What is the capital market's appetite for satellite ventures now?
A: You see the market correcting itself. There was a time when the market was
throwing money at satellite ventures. They're not throwing money at satellite
ventures now. There are issues of critical mass, how many systems like this [can
you have] in the first generation.

We don't have a concern about the eventual market size, but we have received a
dose of reality in the form of a large bucket of cold water on how quickly these
customers can be brought on. The first generation handheld mobile satellite needs
to be sold. The product doesn't jump off the shelf to the customer. You have to
show why they should buy one. It's not unique to Iridium at all.

Q: What's the future for the company?
A: Iridium is not going to ramp up as quickly as hoped. It will take more time.
We have to examine the capital structure in light of this and ramp up accordingly.

But every customer you get tends to stay on the system. The key is the rate at
which you add new customers. We're making progress on that now.

We expect the advent of real competition to help us. We've seen that with
Inmarsat with our own market entry [when that older satellite phone venture
picked up more customers when Iridium launched]. We attracted the attention of
people to mobile satellites. But unfortunately, we were not able to meet them.
We expect that to happen to us with Globalstar, which is noisily starting this
summer. Serious potential customers will play to our benefit. And we'll have
gotten most of thet bugs worked out at that point.

Q: Is there a market for Iridium?
A: There is a market. If you look at how long it took Inmarsat, it took them
years to get the number of customers we've gotten in months. The thing we've
underestimated is the time and effort it takes to find and bring customers on
board. But I'm confident the market research accurately portrayed the number of
people with means that live and work in areas with poor telecommunications
infrastructure. I have no doubt the addressable market is very substantial. The
adoption rate will be determined by how well we reorient our product and
service going forward.

Q: What's your new business plan? Will you cut prices to match
Globalstar's lower-priced service?
A: We keep that to ourselves. We're looking at everything available to improve
packaging and delivery.

Q: What improvements will you make in marketing?
A: We will provide models from regional distributors that have developed
successful channels and share that with gateways that haven't found similar
channels. Iridium North America, for example, got an existing distributor of
Inmarsat services to sell Iridium with Inmarsat. We're not expecting to take away
lot of business from Inmarsat, but people who pass on Inmarsat [which sells a
laptop-sized receiver] will be interested in a handheld version.

We will fix ways that products are packaged and sold. All the accessories
needed including remote mount antennas, extra batteries, adapters will be
packaged in the same box.

And instead of a broad branding effort to create recognition of our brand,
marketing will be spent on sectors that have shown potential -- either specific
geographical regions or industries. The takeup is more quick in the U.S., Europe,
and developed Asia.

Q: What kind of deal should we expect by the May 31 deadline given by
bankers for Iridium to come up with a new financing plan?
A: My goal is that by then, you will have heard that we've set in place a process
by which banks are participating to reconsider Iridium's capital structure and a
renegotiation of the credit agreement with the banks.

We're in a situation where our ramp-up can now be reasonably forecast based
on several months' operating history. And it's not appropriate to the level of debt
and the terms of that debt. We're trying to adjust those credit arrangements to
make them more amenable to the rampup we expect.

That said, there still is rampup, it's still significant, and we still have a good
business. But it will take longer with longer-term financing and participation.

Q: Is Motorola willing to step in to give Iridium what it needs to
renegotiate with the bankers?
A: I wouldn't have taken this job as chief financial officer if there were a lack of
commitment on the part of Motorola and other strategic investors.

Q: Is there a chance Iridium might declare bankruptcy?
A: I don't think bankruptcy is a viable alternative for a couple of reasons. In
bankruptcy, equity holders end up with the short end of stick. Equity holders
happen to own all the earth stations which Iridium operates, all distribution, all the
[regulatory] licenses. If they're zeroed out of a restructuring, you'd have a system
that can't talk to the ground or gateway. That's why neither banks or creditors
are interested in making that happen.

We're really not in as desperate a situation as people would paint. It's definitely a
serious situation. But elements of a reasonable restructuring of the capital
structure are there.

Q: Might Iridium be sold -- perhaps to the Defense Dept., which has
signed up for Iridium phones and a new gateway in Hawaii?
A: You've got to take into account the $2 billion in equity held by the same
parties upon whom we depend for licenses, distribution, and gateway operations.
If you can find a way to make them happy, you can sell the company. To a large
extent, we are wedded to that approach. Until that is streamlined or simplified,
anything along those lines is difficult.

Q: Is Motorola thinking about retooling Iridium for another use?
A: All kinds of people are thinking about that. We have a system that carries
voice and messages already.

Copyright 1999, by The McGraw-Hill Companies Inc. All rights reserved.
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To: Maurice Winn who wrote (4814)5/21/1999 3:47:00 AM
From: djane  Respond to of 29987
 
BusinessWeek. Risks Soar, the Rockets Don't. The payoff in satellites keeps receding

BUSINESSWEEK ONLINE : MAY 31, 1999 ISSUE



NEWS: ANALYSIS & COMMENTARY

Commercial satellites were supposed to be the next big bonanza in global
communications--the spark for an era of whizzy new services like phone calls
from the middle of the desert or Internet access from the top of Mt. Everest.
Sure, the projects would be expensive: $140 billion worth of the silver birds
were set to be launched in the next 10 years at a cost of $70 billion in rockets
and ground services, according to the International Space Business Council. But
once in space, the satellites could generate more than $150 billion a year from
telephony, high-speed Internet access, and satellite images by 2008.

That was the promise. Now, for the new math. A string of rocket failures, the
prospect of rising insurance costs, and more restrictive federal export policies
that make it harder to launch birds abroad have changed the payoff calculations.
Worse, the financial turmoil of Iridium--which spent $5 billion to launch a global
phone system now used by about only 10,000 people--has investors wondering
whether these grandiose business schemes can ever make money. Iridium
announced on May 13 that it's in technical default on $800 million in debt, and on
May 18, PanAmSat Corp. said its 1999 results will be below expectations
because Hughes is late delivering satellites. For investors, ''the ardor has
definitely cooled,'' says Paul H. Nisbet, president of aerospace consultancy JSA
Research Inc.

DEEP FREEZE. Already it's looking much more difficult for projects to get
funding. In 1998, says Donaldson, Lufkin, & Jenrette Inc., 17 satellite deals
raised $6.1 billion in debt and equity. Now, the initial-public-offering market for
satellite companies has gone into a deep freeze, and companies are scrambling
even to float junk bonds. CD Radio, a plan to beam high-quality audio to cars in
the U.S., recently raised $200 million in debt but had to pay 14.5% interest and
offer warrants to back the bonds.

Some firms are paying even more: Bonds issued last July from ICO Global
Communications Holdings Inc., a mobile-phone project, are now trading at a
yield of 32% to 33%, says Scott D. Moskowitz, senior managing director at
Bear, Stearns & Co. ''The capital markets are incredibly difficult,'' says William
B.F. Kidd, an analyst with C.E. Unterberg, Towbin.

Not all projects are lost in space. ORBCOMM, a partnership between Orbital
Sciences Corp. and Canada's Teleglobe, has launched 28 satellites and signed
up 130 corporate clients for its messaging network, says Orbital Sciences CFO
Jeffrey V. Pirone. The venture could hit revenues of $75 million this year.

Likewise, Loral's Globalstar is proceeding with its plan to wholesale mobile-
phone service. It has launched 20 of 52 planned satellites and expects to begin
service this year. Loral CEO Bernard L. Schwartz concedes ''investors are
spooked.'' But he isn't worried about raising $600 million more for Globalstar: If
lenders charge too steep a price, he says, Globalstar's partners will cough it up.

Today's rocket failures and capital flight may subside in time for other projects
now being planned. Teledesic, a 288-satellite ''Internet in the sky'' backed by
cell-phone pioneer Craig O. McCaw and Microsoft Corp.'s William H. Gates
III, has already raised $1 billion from Motorola Inc., Boeing Co., and other
sources to help with its 2003 launch. ''Our investors have a long-term
perspective,'' says a spokesman.

But higher launch and insurance costs are throwing Teledesic's $9 billion budget
into doubt. ''A more reasonable figure is $15 billion, but they're not willing to say
that yet for fear of scaring off Wall Street,'' says Marco Caceres of researcher
Teal Group. Teledesic plans eventually to go public.

Teledesic's rivals have worries, too. To jump-start its three-satellite Spaceway
project, Hughes Electronics Corp. had to shell out over $1.4 billion of its own
money. That could pay off big, however: America Online Inc. is considering
investing up to $1 billion in Spaceway, according to sources close to both
companies. Similarly, Boeing Co., once a prime contractor, is now set to take
over the $1.5 billion Ellipso project, which aims to provide phone service via 17
birds in unusual elliptical orbits.

Analysts remain downbeat about phone projects like Iridium or Ellipso. But they
like schemes to use satellites for high-speed broadband data communications,
such as Spaceway and Lockheed Martin's Astrolink. As companies and
consumers search for greater bandwidth to speed up digital communications,
satellite will be seen as a necessary complement to optical fiber, says analyst
Timothy O'Neil of SoundView Technology Group. And when it comes to
broadband, there doesn't seem to be any reluctance to invest billions.

By Andy Reinhardt in Silicon Valley, Calif., with Catherine Yang in
Washington and bureau reports


Copyright 1999, by The McGraw-Hill Companies Inc. All rights reserved.
Terms of Use Privacy Policy




To: Maurice Winn who wrote (4814)5/21/1999 3:50:00 AM
From: djane  Read Replies (2) | Respond to of 29987
 
BusinessWeek. In Moscow, Phone Wars Can Get Nasty (int'l edition)
A murder highlights the struggle to seize the cellular market

BUSINESSWEEK ONLINE : MAY 31, 1999 ISSUE


INTERNATIONAL -- EUROPEAN BUSINESS

In Moscow, Phone Wars Can Get Nasty (int'l edition)
A murder highlights the struggle to seize the cellular market

Three shots shattered the morning silence of a quiet Moscow neighborhood on
Mar. 25, killing one of Russia's most prominent telecom executives, Konstantin
S. Kuzovoi. The 52-year-old Kuzovoi made his fortune as co-founder of
cellular-phone operator VimpelCommunications, the first Russian company to be
listed on the New York Stock Exchange, in 1996. Just a few months before his
death, Kuzovoi had left the company to head Personal Communications, a rival
cell-phone company. Police don't know who killed him--and his partners and
rivals decline to discuss the killing.

What businesspeople fear, however, is that the murder may be connected to the
rising competition in Russia's lucrative $800 million cellular phone market. In the
rough-and-tumble world of Russian business, executives in the aluminum,
banking, and hotel industries have all been killed in what police believe are
contract hits over the last several years. Rivalries are fierce in the cell-phone
business, since it's one of the few expected to triple in the next five years despite
the country's economic collapse. VimpelCom, which reported $360 million in
sales last year, has stood out as one of Russia's most successful private
companies and dominated the cellular-phone market until recently. But now it's
facing pressure from tough rivals.

OFFSTAGE PLAYER. The strongest competition comes from companies
linked with Moscow Mayor Yuri M. Luzhkov. The mayor himself holds no
telecom stocks. But AFK Sistema, a holding company owned by staunch allies
of Luzhkov, has snapped up controlling stakes in some of VimpelCom's
cell-phone rivals and launched a price war to grab a big chunk of the growing
market. Sistema's founder is Vladimir Yevtushenkov, chairman of the Moscow
government's science and technology committee and a close friend of Luzhkov's.

The race took off last year. In May, 1998, Sistema upped its stake in Mobile
TeleSystems, a joint venture between Deutsche Telecom MobilNet and Moscow
City Telephone Network, the city phone company, to a controlling 47%. Last
summer, Sistema helped another one of its subsidiaries, the same Personal
Communications that Kuzovoi was heading, in rolling out a new cellular network
in Moscow. Then, while VimpelCom was busy regrouping from last August's
ruble devaluation, Mobile TeleSystems began cutting prices. It dropped the
connection fee from $2,000 to $100, waived the $200 monthly fee, and began
charging 46 cents a minute for calls.

The attack by Sistema, combined with Russia's financial crisis, took its toll on
VimpelCom. The company reported losses of $4.7 million for last year as its
market share slumped from 52% in 1997 to below 40% now. But VimpelCom is
fighting back. In response to Sistema's moves, it recently cut its rates to $99 for a
connection, and lowered its monthly fee to $19.

FINNISH HELP. Now, VimpelCom CEO Dmitri B. Zemin is moving quickly
to shore up the company's cash position and expand its network. On June 1,
VimpelCom will finalize an agreement to sell 25% of its shares to Norway's
state-owned telecom company, Telenor, for $160 million. VimpelCom also has
signed a multiyear contract with Nokia under which the Finnish company will
provide equipment for VimpelCom's planned regional cellular network. Zemin is
fighting hard to win customers outside Moscow before Sistema's Mobile
TeleSystems. VimpelCom is also hoping to gain new business by offering
marketing innovations such as prepaid phone cards. On the strength of this new
plan alone, VimpelCom lured 15,000 subscribers in April, its best month of sales
ever. ''We have turned the corner,'' says Zemin.

The rewards could be rich for whoever wins the phone war. Analysts believe cell
phones could capture 10% of the total telecom market within five years as
Russia's fixed-line phone system breaks down. The battle for market share is
bound to intensify. And other telecom companies--both foreign and local--may
try to muscle into the lucrative market. Even though no one is talking publicly
about Kuzovoi's murder, the business community still can't help wondering if it
was linked to the phone fight. In the hottest businesses, competition in Russia, it
seems, can get bloody.

By Margaret Coker in Moscow

_
Copyright 1999, by The McGraw-Hill Companies Inc. All rights reserved.
Terms of Use Privacy Policy