When BankBoston developed its strategy for lending to
telecommunications companies in 1999, it was responding to several changes
in the telecommunications regulatory environment. The first of those
changes was not a regulation per se but a ruling by federal judge Harold
Green in `984. That ruling, the result of an antitrust suit brought by the
U.S. government against telephone industry giant American Telephone and
Telegraph (AT&T), "redefined the structure of the industry." (Rainie, 1999,
unpaged) It divided the U.S. into 1`61 Local Access and Transport Areas
(LATAs), each of which, in turn, had a number of local exchanges. AT&T had
to sell all of its local exchange business; that spin-off was further
rearranged to form seven Regional Bell Holding Companies (known as Baby
Bells, or, more formally, RBOCs). (Rainie, 1999, unpaged)
All this spinning off' left lots of room for new companies to enter
the market, and for some older, regional, independent AT&T-era companies to
expand or to enter other markets. During this time, AT&T, once the premier
telephone top-of-mind name in the country, was relegated to a subservient
position, providing nothing directly to the consumer, but arguably
underpinning the entire telecommunications network nonetheless. In 1996,
President Bill Clinton signed into law the Telecommunications Act of 1996,
which was the more immediate impetus to BankBoston's development of a
strategy to invest in telecommunications.
The primary objective of the bills that preceded that compromise bill
President Clinton signed was to "promote in the telephone and cable markets
while easing regulations on cable prices and broadcast-station ownership."
(Hendricks, 1999, 39) Congress thought legislation was needed to spur
competition and investment in advanced telecommunications networks.
However, President Clinton thought the original bill sent to him promote...