Building the Bell System
Favored companies such as Google, Facebook, Netflix, Apple, and Amazon show a valuation of between eight and forty times their revenues. By contrast, companies such as AT&T, Verizon, T-Mobile, and the competitive local exchange carriers supplying the core of the network show valuations between twenty and eighty times lower—between 0.5 and 1.5 t
... See moreGeorge Gilder • Life After Google
Symphony’s challenge currently is squeezing revenue out of its customers. It overtook Bloomberg’s 332,000 user count in 2018. But it charges US$24,000 for up to 100 seats, rather than the US$24,000 Bloomberg charges for one. Also, its network tends to be more internal than Bloomberg’s, with as many banks on it but fewer of their clients. Last year ... See more
Marc Rubinstein • Disrupting Bloomberg
Over the course of a few short years, a technological revolution shook the world. New businesses rose and fell, fortunes were made and lost, the practice of reporting the news was reinvented, and the relationship between leaders and the public was thoroughly transformed, for better and for worse. The years were 1912 to 1927 and the technological re
... See morecjr.org • Illustration by James Yang
In essence, AT&T became a quasi-nationalized public utility that had many good reasons to invest heavily in R&D and allow others to take advantage of its findings.