by May and 13,500 in ten states by October. In addition to being accessible on terrestrial FM carriers, Dataline was also broadcast from the Galaxy 1 communications satellite. Monthly fees were $19.50 for 65 videotext pages of market quotes, grain and livestock information, commentary, weather, and reports. In September, Dataline partnered with a subsidiary of ConAgra to add an "electronic catalog" feature to their information feed, allowing subscribers to browse farm supplies, equipment, and other products. On 17 September 1987 the company re-incorporated and was renamed Data Transmission Network. Expansion (1988–1997) The company, commonly identified simply as DTN, expanded rapidly through the late 1980s and early 1990s; its operating cash flow grew roughly 30% each year beginning in 1989 and by 1993 was $12.9M. By mid-1994 DTN had roughly 77,000 subscribers, about 60,000 of which were in the agricultural sector; the remainder were mostly in the finance and energy industries. Subscriptions in 1994 were $26 a month; satellite connection was an extra $7/month and a color monitor an extra $20/month. By 1997 it had 152,000 customers, 110,000 of which were in agriculture. Beginning in the mid-1990s DTN also grew its operations by acquiring other data and meteorology companies. In May 1996 it acquired its chief competitor FarmDayta (formerly Broadcast Partners) of Urbandale, Iowa for $73M, and adopted its 38,500 subscribers. In 1998 DTN merged its weather services division with Minneapolis-based Kavouras, a company founded in 1977 that specialized in radar-based weather reporting and prediction; DTN also acquired Weather Services Corporation (WSC), a Lexington, Massachusetts-based forecasting and climate prediction company that developed meteorological databases. The union of the three weather organizations became known as DTN/Meteorlogix. The company also worked in the '90s to expand into niche markets by offering more specialized service offerings. Sale and bankruptcy (1998–2003) In the late 1990s, DTN entered a period of financial uncertainty, in part due to increasing competition with new free information channels like CNBC, the Weather Channel, and websites run by Farm Journal and Pioneer. In response, DTN sought to expand its customer base by selling a broader array of services, including inventory-tracking for auto dealers, coupon-printing kiosks for grocery stores, fire-alert information for forestry services, and other ventures. DTN gained 7,600 new subscribers but lost 4,500 from its core group of agricultural customers, and its stock fell 38% in 1999. Since April 1998, DTN had been seeking an organization to buy the 1300-employee