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So far, there is little evidence that providers have grasped the opportunity streaming media provides for their industry In fact, they have a vested interest in not providing this bandwidth In May 2001, Wired magazine published an article entitled Telechasm, by Frank Rose, a damning indictment of wrong-headed executive (in)action, corporate complacency, and sclerosis amongst the ranks of the ILECs (Incumbent Local Exchange Carriers, also known as the local phone companies) Rose claimed that although the 1996 Telecommunications Act compelled ILECs to open up their local loops for access by competitive broadband providers, it was like asking McDonald s to open up half their freezer space, grill, and checkout counter to Burger King The ILECs just decided not to cooperate There were technical problems as well The old Bell network was not designed to allow data access to outside companies and engineering retrofits were like wrestling with spaghetti.

1. Institutional Investor Magazine polls institutional investors and creates an annual listing of the best analysts in different sectors of the stock market. The winners of each sector receive the title All American and this designation is worth an additional several hundred thousand per year in compensation to the analyst.

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Then, provisioning requests from the CLECs (Competitive Local Exchange Carriers, also known as the broadband DSL startups) to the ILECs were not handled efficiently DSL providers had to fax the orders in, and an employee of the ILEC would retype them, adding inevitable errors Whereas the DSL providers wanted to process 10,000 orders a day, the ILECs could only manage 500 Some ILECs, such as Ameritech, had not even upgraded their network to the point where DSL installation was technically feasible The entire broadband industry is at the mercy of the Bells because of the necessity for facilities upgrades Upgrades cost money and the Bells spend their profits paying stock dividends to their shareholders If they.

core supply chain processes Group the major activities, keeping in mind that every participant in each process is both a customer and a supplier and that every supply chain event or task has both an input and an output Identify the people responsible for executing the plan, source, make, deliver, and return processes, focusing on the tasks they perform rather than on the name of the group to which they report As you begin to sketch the lines around the groups responsible for supply chain planning and execution, remove the real or perceived boundaries between functions and bring complementary skill sets closer together By setting up a new supply chain planning department, Agere was able to both consolidate planning activities within a centralized group and remove the boundaries between the business units and the supply chain organization.

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In this chapter, we value four companies Citigroup, Merrill Lynch, and Berkshire Hathaway all large-cap financial companies, and Washington Real Estate Investment Trust, a small-cap REIT. For each company, we make an initial base-line valuation, in which our cash flow and cost of capital estimates are based upon historic averages, and our growth estimates are based upon consensus analysts expectations. This base-line valuation should give us a feel for how the market views the company s stock. It s important to be realistic about assumptions and inputs. Too often during the high-tech bubble, analysts expectations of growth were far too aggressive. These optimistic growth estimates generated inflated valuations and outrageous stock prices. When corporate management could not achieve the impossible goals set by Wall Street, they either cooked the books or watched their stock prices plummet and their option packages expire worthless. The excesses of the high-tech bubble have taught us to be cautious with assumptions and to use reasonable estimates!

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