Tag Archives: strategy

Shell Games in Last Mile Pricing

Andy Kessler of the Wall Street Journal has a very interesting bit on his blog about the lack of competitive pressure on the pricing for last-mile telecommunications services. The piece is also referenced over at Techdirt.

Overall Andy has written a good piece of analysis on how the cost for last mile access has failed to come under the same competitive pressure in the same way long-haul telecommunications services have since the breakup of the AT&T monopoly in 1983. While I enjoyed the analysis and agreed with the conclusion, I take huge issue with one specific element of the piece:


A phone call is just 16K of data bandwidth. The math is easy. Based on current gigabit fiber line monthly fees, the value of phone service is a meager 1.6 cents per month.

The methodology here is extremely questionable. This $0.016 per month cost is arrived at in a highly circumspect manner. There are a number of different ways to measure “monthly costs” of a gigabit fibre: are we buying it wholesale, leasing it retail? Is it a long-haul or local circuit? Also, the reason gigabit circuits cost so little per Kilobit is simply because of volume. In order to get the benefits of the economies of scale gigabit fibre delivers, we’re going to have to have gigabit fibre delivered to each home. That’s going to cost one whole hell of a lot more than $0.016 a month. It’s not a big element of Andy’s argument, but I take issue with it because it’s a number some might latch on to justify insanely low costs for RBOC line sharing. Also, the cost of the copper itself doesn’t even begin to touch on the cost of maintaining central offices, equipment, back-end billing and maintenance. As annoying as local phone companies may be, a lot more goes into delivering a PSTN dial tone than simply the copper coming into your house.

One element I keep hopping someone will touch on is the complicity of local jurisdictions and rights of way holders in the high cost of both telephone and cable television services. Local jurisdictions do not make it easy (some outright prohibit it) for infrastructure overbuilds. This closes off the possibility of facilities-based competition in most places, and creates an effective duopoly on terminating the flow of digital information into our homes and businesses.

The complexity of terminating facilities into the home is one of the reasons I’m excited and hopeful for Wi-Max and other ultra-wideband wireless technologies. Once this family of technologies starts to pose a real threat to cable and telephone companies we can expect to see a big push to heavily regulate the spectrum the signals will occupy and control the deployment of masts which will transmit and receive the information in local jurisdictions through zoning laws and the like.

OK, I guess that’s my conspiracy theory for the day.

Customer Input on Product Design

Forbes is running an article on companies seeking customer input in the product design process. The article is a bit too top-down, focus-group oriented in the customer feedback it examines, but it got me thinking. One key element of corporate PR and competitive intelligence needs to be scouring forums, chat rooms, blogs and the like for similar customer feedback. I’m not questioning the value of the exercises described in the Forbes piece. Consumer-oriented companies would do well to take advantage of the unsolicited, undirected feedback that can come from those media which they do not control directly. The free flow of customer insight represents an extremely valuable feedback mechanism. The ability to separate the wheat from the chaff and turn those insights into actionable developments would be a real competitive advantage.

The perfect storm? Bad Decisions at AT&T Wireless

This posting on Slashdot led me to this article on CIO.com about all of the trouble that happened at AT&T Wireless leading up to their poor experience in the early weeks and months of number portability. It really seems to me to represent an example of a perfect storm of poor executive decision-making.

Amongst the problems at AT&T Wireless that I gathered from the article are:

  • The very poor choice of having meetings regarding the potential for outsourcing and off-shoring in very clear sight of employees who were likely to have their positions eliminated in the process. This seems to have been followed-up by shadowing of those same AT&T Wireless employees by employees from the firm to which the jobs would be outsourced.
  • Some project management choices that sound very unusual to me. While not bein an IT project manager, the decision to have concurrent workstreams all making changes to code at the same time, such that each group was effectively coding against a moving target seems like a very unusual choice.
  • The failure to take into consideration the challenges of the impending wireless number portability and the complications it would create for a new CRM implementation. The sheer volume of customer support calls one could expect at such a point in time should have provided a clarion call that it was probably not the best time to engage in a major IT excercise.
  • Choosing a different firm from all of the other major wireless carriers to manage the number portability. According to the CIO article AT&T Wireless had already signed the contract with NeuStar, but considering the enormity of number portability and the fact that EVERY OTHER major carrier chose a different provider seems to be a senseless choice.
  • It would be easy to be critical of the back office systems that support AT&T Wireless provisioning and billing, but the current management could hardly be blamed for that. These isssues are actually pretty typical of any telecom operation, and are actually the bane of pretty much the entire industry. They certainly don’t make life easy.

The real shame in all of this, I think, is that one set of very poor choices led to some serious problems with what I thought was a great company. I’m still an AT&T Wireless customer, but I’ve had my own problems with them recently. It’s been clear that they’ve offshored their call centre services without adequate training. It’s no wonder the company has been snatched up by Cingular, and I actually suspect that might be the best thing for their customers at this point. Hopefully a new set of executives will be making the IT decisions in the merged company. Hopefully the integration efforts once the merger is closed go better than the CRM implementation. The sooner this merger happens the better for AT&T Wireless so they can stem the churn. Luckily for the happy couple the competition have been making plenty of noise about how delays in the merger are going to be good for their business, helping to make the case for a speedy approval process for the merger.