E-Commerce Is Changing the Face of Business, and Simon Students Will Be Well-Equipped to Meet the Challenges
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Telecom in the Time of Crash
INCIDENTAL PAPER Telecom in the Time of Crash Kas Kalba November 2002 Program on Information Resources Policy Center for Information Policy Research Harvard University The Program on Information Resources Policy is jointly sponsored by Harvard University and the Center for Information Policy Research. Chairman Managing Director Anthony G. Oettinger John C. B. LeGates Kas Kalba is President of Kalba International, Inc., a management consulting and research firm. He is writing a book on the telecom crash, from which this paper is derived, and has been a longstanding participant in PIRP activities. Copyright © 2002 by Kas Kalba. Not to be reproduced in any form without written consent from Kas Kalba, Kalba International. Inc., 23 Sandy Pond Road, Lincoln, 01773, USA. +1 (781) 259-9589. E-mail: [email protected] URL: http://www.kalbainternational.com ISBN 1-879716-85-2 I-02-2 November 2002 PROGRAM ON INFORMATION RESOURCES POLICY Harvard University Center for Information Policy Research Affiliates AT&T Corp. Nippon Telegraph & Telephone Corp Australian Telecommunications Users (Japan) Group PDS Consulting BellSouth Corp. PetaData Holdings, Inc. The Boeing Company Samara Associates Booz Allen Hamilton Skadden, Arps, Slate, Meagher & Flom Center for Excellence in Education LLP Commission of the European Sonexis Communities Strategy Assistance Services Critical Path TOR LLC CyraCom International United States Government: Ellacoya Networks, Inc. Department of Commerce Hanaro Telecom Corp. (Korea) National Telecommunications and Hearst Newspapers Information Administration Hitachi Research Institute (Japan) Department of Defense IBM Corp. National Defense University Korea Telecom Department of Health and Human Lee Enterprises, Inc. Services Lexis–Nexis National Library of Medicine John and Mary R. -
Worldcom1 Ethics Case Study
fWorldCom1 By Dennis Moberg (Santa Clara University) and Edward Romar (University of Massachusetts- Boston) An update for this case is available. 2002 saw an unprecedented number of corporate scandals: Enron, Tyco, Global Crossing. In many ways, WorldCom is just another case of failed corporate governance, accounting abuses, and outright greed. But none of these other companies had senior executives as colorful and likable as Bernie Ebbers. A Canadian by birth, the 6 foot, 3 inch former basketball coach and Sunday School teacher emerged from the collapse of WorldCom not only broke but with a personal net worth as a negative nine-digit number.2 No palace in a gated community, no stable of racehorses or multi-million dollar yacht to show for the telecommunications giant he created. Only debts and red ink--results some consider inevitable given his unflagging enthusiasm and entrepreneurial flair. There is no question that he did some pretty bad stuff, but he really wasn't like the corporate villains of his day: Andy Fastow of Enron, Dennis Koslowski of Tyco, or Gary Winnick of Global Crossing.3 Personally, Bernie is a hard guy not to like. In 1998 when Bernie was in the midst of acquiring the telecommunications firm MCI, Reverend Jesse Jackson, speaking at an all-black college near WorldCom's Mississippi headquarters, asked how Ebbers could afford $35 billion for MCI but hadn't donated funds to local black students. Businessman LeRoy Walker Jr., was in the audience at Jackson's speech, and afterwards set him straight. Ebbers had given over $1 million plus loads of information technology to that black college. -
In Re: Global Crossing, Ltd. Securities Litigation 02-CV-00910-Notice Of
UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK ________________________________________________ x IN RE GLOBAL CROSSING, LTD. : Case No. 02 Civ. 910 (GEL) SECURITIES LITIGATION : ________________________________________________ x NOTICE OF PROPOSED CLASS ACTION PARTIAL SETTLEMENT, MOTION FOR ATTORNEYS' FEES AND FAIRNESS HEARING IN CONNECTION WITH THE ANDERSEN SETTLEMENT If You Bought or Exchanged Global Crossing Ltd. Securities or Asia Global Crossing Ltd. Securities between February 1, 1999 and December 8, 2003, you might be a member of the class in this action entitling you to receive relief in connection with a partial settlement of the action. A federal court authorized this Notice. This is not a solicitation from a lawyer. ■ On July 7, 2005, a settlement between the plaintiffs and Arthur Andersen LLP (the “Settlement”) was preliminarily approved by the Court in the action captioned above. The Settlement partially resolves a lawsuit over whether the prices of common stock, convertible preferred stock and bonds of Global Crossing and Asia Global Crossing were artificially inflated as a result of alleged fraudulent misrepresentations and non-disclosures and violations of federal securities laws. ■ The Settlement provides for a Settlement Fund of approximately $25 million, less fees and costs. The amount to be distributed among the class members will be divided between Global Crossing and Asia Global Crossing securities purchasers, with Global Crossing securities purchasers getting 92% of the amount and Asia Global Crossing securities purchasers getting the remaining 8%. ■ As explained below, this is the third partial settlement in this lawsuit. If you qualify and have not filed a claim in either of the prior settlements and would like to submit one, you may do so. -
Certificate of Service
CERTIFICATE OF SERVICE I, Charlotte R. Graham, hereby certify that the persons on the attached list were served copies ofthe Public Notice ofNetwork Change Under Rule 51.329(a) filed on the 26th day of July, 2002, with the Secretary, Federal Communications Commission. Such notification was provided via U.S. First Class Mail, postage prepaid, or by electronic transmission at least five business days in advance of filing with the Commission. ~Q.~ Charlotte R. Graham _ ..__._-------------------------------------- 1-800-Reconex 1-800-Reconex 1-800-Reconex Bill Braun Jennifer Loewen Dale Merten 2500 Industrial Ave. 2500 Industrial Avenue 2500 Industrial Avenue Hubbard, OR 97032 Hubbard, OR 97032 Hubbard, OR 97032 1-800-Reconex 2-Infinity Access America Jennifer Sikes Lex Long Dan Barnett 2500 Industrial Ave 4828 Loop Central Dr. 315 W. Oakland Ave. Hubbard, OR 97032 Ste. 100 Johnson City, TN 37601 Houston, TX 77081 Access America Access Long Distance Access Long Distance Jack Coker Tammy Hampton Christina Moody 138 Fairbanks Plaza 215 S. State Street 3753 Howard Hughes Pkwy Oakridge, TN 37830 Salt Lake City, UT 84111 Suite 131 Las Vegas, NV 89109 Access One (The Other Phone Company) ACN Communications ACT (Alternate Communications Kevin Griffo S. Meyer Technology) 3427 NW. 55th 32991 Hamilton Benjamin Bickham Ft. Lauderdale, FL 33309 Farmington Hills, MI 48334 6253 W. 800 N. Fountaintown, IN 46130 Adams Communications Adelphia Business Solutions Adelphia Business Solutions Jimmy Adams Rebecca Baldwin Stacey Chick P.O. Box 487 1221 Lamar Street 121 Champion Way Marianna, FL 324470487 Ste. 1175 Canonsburg, PA 15317 Houston, TX 770I0 Adelphia Business Solutions Adelphia Business Solutions Adelphia Business Solutions Rod Fletcher Richard Kindred Janet Livengood 121 Champion Way 500 Atrium Drive 3000 K St., NW. -
LIST of SECTION 13F SECURITIES ** PAGE 1 RUN TIME:09:57 Ivmool
RUN DATE:06/29/00 ** LIST OF SECTION 13F SECURITIES ** PAGE 1 RUN TIME:09:57 IVMOOl CUSIP NO. ISSUER NAME ISSUER DESCRIPTION STATUS B49233 10 7 ICOS VISION SYS CORP N V ORD B5628B 10 4 * LERNOUT & HAUSPIE SPEECH PRODS COM B5628B 90 4 LERNOUT & HAUSPIE SPEECH PRODS CALL B5628B 95 4 LERNOUT 8 HAUSPIE SPEECH PRODS PUT D1497A 10 1 CELANESE AG ORD D1668R 12 3 * DAIMLERCHRYSLER AG ORD D1668R 90 3 DAIMLERCHRYSLER AG CALL D1668R 95 3 DAIMLERCHRYSLER AG PUT F9212D 14 2 TOTAL FINA ELF S A WT EXP 080503 G0070K 10 3 * ACE LTD ORD G0070K 90 3 ACE LTD CALL G0070K 95 3 ACE LTD PUT GO2602 10 3 * AMDOCS LTD ORD GO2602 90 3 AMDOCS LTD CALL GO2602 95 3 AMDOCS LTD PUT GO2995 10 1 AMERICAN SAFETY INS GROUP LTD ORD G0352M 10 8 * AMWAY ASIA PACIFIC LTD COM DELETED G0352M 90 8 AMWAY ASIA PACIFIC LTD CALL DELETED G0352M 95 8 AMWAY ASIA PACIFIC LTD PUT DELETED GO3910 10 9 * ANNUITY AND LIFE RE HLDGS ORD GO3910 90 9 ANNUITY AND LIFE RE HLDGS CALL GO3910 95 9 ANNUITY AND LIFE RE HLDGS PUT GO4074 10 3 APEX SILVER MINES LTD ORD GO4074 11 1 APEX SILVER MINES LTD WT EXP 110402 GO4450 10 5 ARAMEX INTL LTD ORD GO5345 10 6 ASIA PACIFIC RES INTL HLDG LTD CL A G0535E 10 6 ASIA PACIFIC WIRE & CABLE CORP ORD GO5354 10 8 ASIACONTENT COM LTD CL A ADDED G1368B 10 2 BRILLIANCE CHINA AUTO HLDG LTD COM DELETED 620045 20 2 CENTRAL EUROPEAN MEDIA ENTRPRS CL A NEW G2107X 10 8 CHINA TIRE HLDGS LTD COM G2108N 10 9 * CHINADOTCOM CORP CL A G2108N 90 9 CHINADOTCOM CORP CALL G2lO8N 95 9 CHINADOTCOM CORP PUT 621082 10 5 CHINA YUCHAI INTL LTD COM 623257 10 1 COMMODORE HLDGS LTD ORD 623257 11 -
Online Grocery: How the Internet Is Changing the Grocery Industry
Graduate School of Business Administration UVA-DRAFT University of Virginia ONLINE GROCERY: HOW THE INTERNET IS CHANGING THE GROCERY INDUSTRY Online grocers ‘must create storefronts as easy to model appealing from an economic standpoint. They use as Amazon’s, build delivery infrastructure as argue that because they don’t need to pay for sound as UPS’ and pick and pack pickles and checkout clerks, display cases, or parking lots, online pineapples better than anyone ever has.’1 grocers can drop prices below those of retail stores and remain profitable.5 Key factors determining --Evie Black Dykema of Forrester Research success for the online grocery model include scalability, membership size, order frequency, and A survey by the University of Michigan order value. ranked 22 favorite household tasks, and found that grocery shopping came in next-to-last, just ahead of 2 Industry Projections and Outlook cleaning. According to the Food Marketing Institute (FMI), the average American household (HH) made Forrester Research segments the industry 2.3 trips to the grocery store a week and spent $87 3 into Full-service and Specialty online grocers (see per week on groceries. Andersen Consulting Figure 1). They predict that the full-service segment estimated that the average grocery trip took 47 will struggle to achieve the necessary economies of minutes, not including time to drive, park and unload 4 scale and to overcome hard-to-change consumer groceries. buying behaviors. Economic factors of the online grocery Full-service online grocers are located in model urban centers where critical volumes can be realized. Streamline.com estimates that the top twenty markets Proponents of the online grocery model point to numerous factors that they say makes the Figure 1: Projected electronic grocery spending of approximately $500 billion total industry (Source: Forrester Research) 1 David Henry, “Online grocers must change buyer habits, keep costs down,” USA Today, March 30, $12,000 2000, p. -
MARK S. THOMSON, on Behalf of Himself: No
IN THE UNITED STATES DISTRICT COURT FOR THE SOUTHERN DISTRICT OF NEW YORK ___________________________________ MARK S. THOMSON, on behalf of himself: No. ___________________ and all others similarly situated, : : CLASS ACTION COMPLAINT Plaintiff, : FOR VIOLATIONS OF THE : FEDERAL SECURITIES LAWS v. : : MORGAN STANLEY DEAN WITTER : & CO. and MARY MEEKER, : : Defendants. : JURY TRIAL DEMANDED ___________________________________ : Plaintiff, by his undersigned attorneys, individually and on behalf of the Class described below, upon actual knowledge with respect to the allegations related to plaintiff’s purchase of the common stock of Amazon.com, Inc. (“Amazon” or the “Company”), and upon information and belief with respect to the remaining allegations, based upon, inter alia, the investigation of plaintiff’s counsel, which included, among other things, a review of public statements made by defendants and their employees, Securities and Exchange Commission (“SEC”) filings, and press releases and media reports, brings this Complaint (the “Complaint”) against defendants named herein, and alleges as follows: SUMMARY OF THE ACTION 1. In October 1999, Fortune named defendant Mary Meeker (“Meeker) the third most powerful woman in business, commenting, “[h]er brave bets – AOL in ‘93, Netscape in ‘95, e-commerce in ‘97, business to business in ‘99 – have earned her eight “ten-baggers”, stocks that have risen tenfold. Morgan Stanley’s “We’ve got Mary” pitch to clients has been key to its prominence in Internet financing. Her power is awesome: If she ever says “Hold Amazon.com”, Internet investors will lose billions.” 2. Fortune almost got it right. Investors did lose billions, but not because Meeker said “Hold Amazon.com”. Rather, investors were damaged by Meeker’s false and misleading statements encouraging investors to continue buying shares of Amazon. -
The End of Bankruptcy
University of Chicago Law School Chicago Unbound Coase-Sandor Working Paper Series in Law and Coase-Sandor Institute for Law and Economics Economics 2002 The ndE of Bankruptcy Robert K. Rasmussen Douglas G. Baird Follow this and additional works at: https://chicagounbound.uchicago.edu/law_and_economics Part of the Law Commons Recommended Citation Robert K. Rasmussen & Douglas G. Baird, "The ndE of Bankruptcy" (John M. Olin Program in Law and Economics Working Paper No. 173, 2002). This Working Paper is brought to you for free and open access by the Coase-Sandor Institute for Law and Economics at Chicago Unbound. It has been accepted for inclusion in Coase-Sandor Working Paper Series in Law and Economics by an authorized administrator of Chicago Unbound. For more information, please contact [email protected]. CHICAGO JOHN M. OLIN LAW & ECONOMICS WORKING PAPER NO. 173 (2D SERIES) The End of Bankruptcy Douglas G. Baird and Robert K. Rasmussen THE LAW SCHOOL THE UNIVERSITY OF CHICAGO This paper can be downloaded without charge at: The Chicago Working Paper Series Index: http://www.law.uchicago.edu/Lawecon/index.html The Social Science Research Network Electronic Paper Collection: http://ssrn.com/abstract_id=359241 The End of Bankruptcy Douglas G. Baird* & Robert K. Rasmussen** ABSTRACT The law of corporate reorganizations is conventionally justified as a way to preserve a firm’s going-concern value: Specialized assets in a particular firm are worth more together in that firm than anywhere else. This paper shows that this notion is mistaken. Its flaw is that it lacks a well- developed understanding of the nature of a firm. -
Worldcom's Bankruptcy Crisis
Center for Ethical Organizational Cultures Auburn University http://harbert.auburn.edu WorldCom’s Bankruptcy Crisis INTRODUCTION The story of WorldCom began in 1983 when businessmen Murray Waldron and William Rector sketched out a plan to create a long-distance telephone service provider on a napkin in a coffee shop in Hattiesburg, Miss. Their new company, Long Distance Discount Service (LDDS), began operating as a long distance reseller in 1984. Early investor Bernard Ebbers was named CEO the following year. Through acquisitions and mergers, LDDS grew quickly over the next 15 years. The company changed its name to WorldCom, achieved a worldwide presence, acquired telecommunications giant MCI, and eventually expanded beyond long distance service to offer the whole range of telecommunications services. WorldCom became the second-largest long-distance telephone company in America, and the firm seemed poised to become one of the largest telecommunications corporations in the world. Instead, it became the largest bankruptcy filing in U.S. history at the time and another name on a long list of those disgraced by the accounting scandals of the early 21st century. ACCOUNTING FRAUD AND ITS CONSEQUENCES Unfortunately for thousands of employees and shareholders, WorldCom used questionable accounting practices and improperly recorded $3.8 billion in capital expenditures, which boosted cash flows and profit over all four quarters in 2001 as well as the first quarter of 2002. This disguised the firm’s actual net losses for the five quarters because capital expenditures can be deducted over a longer period of time, whereas expenses must be subtracted from revenue immediately. WorldCom also spread out expenses by reducing the book value of assets from acquired companies and simultaneously increasing the value of goodwill. -
Telecommunications Technology and Service Changes Since the Telecommunications Act of 1996
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Calhoun, Institutional Archive of the Naval Postgraduate School Calhoun: The NPS Institutional Archive Theses and Dissertations Thesis Collection 2002-09 Telecommunications technology and service changes since the Telecommunications Act of 1996 Simmons, Matthew R. Monterey, California. Naval Postgraduate School http://hdl.handle.net/10945/4492 NAVAL POSTGRADUATE SCHOOL Monterey, California THESIS TELECOMMUNICATIONS TECHNOLOGY AND SERVICE CHANGES SINCE THE TELECOMMUNICATIONS ACT OF 1996 by Matthew R. Simmons September 2002 Thesis Advisor: Bert Lundy Second Reader: Mike Tatom Approved for public release; distribution is unlimited THIS PAGE INTENTIONALLY LEFT BLANK REPORT DOCUMENTATION PAGE Form Approved OMB No. 0704-0188 Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188) Washington DC 20503. 1. AGENCY USE ONLY (Leave blank) 2. REPORT DATE 3. REPORT TYPE AND DATES COVERED September 2002 Master’s Thesis 4. TITLE AND SUBTITLE: Telecommunications Technology and Service 5. FUNDING NUMBERS Changes Since the Telecommunications Act of 1996 6. AUTHOR(S) Matthew R. Simmons 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. -
Global Crossing: the Phoenix Recovered from Enronitis
REVIST@ e – Mercatoria Volumen 7, Número 2 (2008) GLOBAL CROSSING: THE PHOENIX RECOVERED FROM ENRONITIS. LESSONS FROM THE BIGGEST NETWORK ON EARTH. CASE ANALYSYS FROM THE CORPORATE GOVERNANCE PERSPECTIVE. Luz Helena Beltrán Gómez1 Summary. Introduction. a. Corporate Governance, what it is, what it should be, what it has to be done. b. Fundamental Principles. 1. The facts. 2. What went wrong? 2.1. The board. a. The director’s remuneration, insider trading, speculation, fraud? 2.2. 2.2. The Creditors. a. The banks. 2.3. The Investors. a. Indirectly investing: Pension Funds. 2.4. The Gatekeepers. 3. Personal Liability, Criminal Liability? 4. The Law, The policy. Conclusions Introduction Global Crossing is a company established in the United States. It was and still is a giant in the world of telecommunications. The company suffered a crisis in the early two thousands in having to face USA bankruptcy protection law (Chapter 11). However, Global Crossing is now one of the most powerful multinationals in the sector and recently conquered the Latin American market by acquiring IMPSAT, which was the largest telecommunications company in America (North, Central and South America)2. This means that Global Crossing is the owner of the largest network in the globe with subsidiaries registered in twenty six countries3, and fifty locations all over the world4. Global Crossing provides a wide range of services which include the value added services, the telecommunication services and information security. In the digital era, communication services have become essential and the fall of a massive company such as Global Crossing can destabilize the market, the systems and increase the prices of telecommunication services. -
Insights and Additions 3.1.1 Mobile B2C Shopping in Japan
Chapter Three: Retailing in Electronic Commerce: Products and Services 1 Online File W3.1 Some Current Trends in B2C EC Some important trends in B2C EC need to be noted at this point. First, many offline transactions are now heavily influ- enced by research conducted online, with approximately 85 percent of online shoppers now reporting that they used the Internet to research and influence their offline shopping choices (Jupitermedia.com 2006). Furthermore, it is estimated that by 2010, the Internet will influence approximately 50 percent of all retail sales, a significant increase over just 27 percent of all sales in 2005 (Jupitermedia.com 2006). Thus, multichannel retailers, those that have a physical presence and an online presence, seem destined to be the winners. They support the convenience of online research and sales, offer excellent order fulfillment and delivery if the sale is completed online, and enable customers to touch and feel and try on an item in a physical store. The need and opportunity to integrate offerings across all channels and to seek incentives for cross-channel sales is seen as an important development into the future (Mulpuru 2006). This becomes extremely impor- tant as the numbers of online shoppers reaches saturation, and successful e-tailers will be those who are able to increase the spending of existing buyers rather than purely focusing on attracting new buyers (Jupitermedia.com 2006). Another trend in B2C is the use of rich media in online advertising. For example, virtual reality is used in an online mall (Lepouras and Vassilakis 2006). Scene7.com is a leading vendor in the area.