Bruce W. Radford
Ever since word hit the street last July that Portland General Electric Co. (PGE) would merge with gas industry giant Enron, the news has been rather one-sided. It's been "Enron this" and "Enron that." From reading the papers one might think Enron, with its strong reputation as a commodities trader, was buying an entire electric utility simply to take a bigger position on the NYMEX futures market.
Richard H. Pettway, and Judith Johnson
AT&T and U S WEST scored points with investors, but PacTel's AirTouch deal failed to move the market.ell before the Telecommunications Act of 1996 was signed, it had become abundantly clear to telephone companies that they would need to change their organizational or corporate structures to keep pace with the changing business and regulatory climate.
The question, however, was how to make that structural change pay off on Wall Street (em how to use the reorganizati
What electrics should know about consumer
preference before diving into telecommunications.Electric utilities would enjoy a strong measure of credibility with consumers should they decide to enter the telephone business.
That finding comes from a recent nationwide survey of more than 1,000 households, drawn from counties with a population of at least 85,000 (see box for details).
Joseph F. Schuler, Jr.
Once burned, but twice eager, utilities reprise their 1980s-era strategy, this time in the telephone business.
"It's not like they're going to open a pharmacy. It is directly related in some way, or at least arguably."
Earlier this year, 15 utilities grabbed the brass ring: a full-blown chance to enter the telecom business.
Sound bites from state and federal regulators.
Telco Interconnection Rules. Federal appeals court enjoins pricing aspect of rules published August 8 by the Federal Communications Commission to govern sale at wholesale of local exchange service elements by Bell system local carriers to new competitors (who would resell such elements to provide competitive local telephone services). Finds possibility of irreparable harm plus likelihood that Bell carriers might prevail on the merits of jurisdictional issues. No. 96-3406, Oct. 15, 1996 (8th Cir.).
Lori A. Burkhart
Georgia Commissioner Stan Wise says he is very unhappy with the decision by the Federal Communications Commission (FCC) to require states to deaverage the cost of providing telephone service for companies that want to compete with the regional Bell operating carriers, such as BellSouth.
(The U.S. Court of Appeals for the Eighth Circuit enjoined some aspects of the FCC rules on October 15. See, Courts and Commission, In Brief, p.
The California legislature had taken an interest in electric restructuring from early on in the debate. Through policy committees of the Assembly and Senate, it had signaled that the CPUC would need the blessing of the lawmakers before it would be allowed to pursue the ideas spelled out in the commission's Final Policy Decision. Moreover, the December 1995 decision had drawn a divided reaction. Some parties had sought relief from the outcome of the December 1995 order.
Phillip S. Cross
The Michigan Public Service Commission (PSC) has directed Ameritech Michigan, a telecommunications local exchange carrier (LEC) to discontinue its advertising campaign for a special program billed as a protection against "slamming" (em i.e., switching a customer's long-distance service without their knowledge or consent.
Phillip S. Cross
The Oregon Public Utility Commission (PUC) has unbundled services offered by the state's major local exchange carriers (LECs) into a series of network building blocks, pricing the new service offerings in conformance with policies adopted in earlier cases. The ruling retains statewide average rates for local exchange service across all density and distance categories.
The PUC also required the LECs, U S WEST Communications, Inc. and GTE Northwest, Inc., to impute the price they charge to other carriers for basic network functions when setting their own prices.
James R. Pierobon and Adam Findeisen
There's more to meeting marketing challenges than first meets the eye.
Imagine you've just taken over as chief executive officer (CEO) of a $1-billion gas utility in a major metropolitan market.