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|By PR Newswire
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|January 18, 2013 12:20 AM EST
HOUSTON, Jan. 18, 2013 /PRNewswire/ -- Bill O'Brien of Penn State takes the 2012 Coach of the Year title at the Marathon Oil Corporation Paul "Bear" Bryant Awards, which raises funds annually for the American Heart Association.
(Photo: http://photos.prnewswire.com/prnh/20130118/DC44794)
The Coach of the Year winner is selected each year by the National Sportscasters and Sportswriters Association and announced live at the awards dinner. The award recognizes excellence in coaching both on and off the field while raising funds to fight heart disease and stroke for the American Heart Association.
"This is a huge honor for the Penn State program and the kids that stuck with us, [along with] the coaches and staff. I've only done this for one year and what this says to me is that we have a fantastic coaching staff," said O'Brien.
Named the Nittany Lions' 15th head football coach in early 2012, O'Brien quickly and effectively established the foundation for the new era of Penn State Football during his initial eight months on the job. Penn State capped its remarkable season with a 24-21 overtime victory over eventual Big Ten Champion Wisconsin on an emotional Senior Day, with 31 committed and dedicated seniors introduced before the game.
O'Brien's eight wins were the most by a first-year Penn State coach in the 126 years of the program and led to a plethora of accolades for his leadership, coaching acumen and commitment under unprecedented conditions.
The engaging, detail-oriented and intense O'Brien spent 14 years coaching college football at Brown, Georgia Tech, Maryland and Duke before spending five highly-successful years as part of the NFL New England Patriots' staff.
The finalists competing with O'Brien for the Coach of the Year Award included: James Franklin of Vanderbilt, Urban Meyer of The Ohio State, David Shaw of Stanford, Bill Snyder of Kansas State and Kevin Sumlin of Texas A&M.
The 27th annual event also recognized LaVell Edwards, former Brigham Young University coach and 7th all time winningest coach in Division I football history. Recent Lifetime Achievement recipients include Hayden Fry, Tom Osborne, Barry Switzer, Bo Schembechler and Bobby Bowden.
Funds raised benefit research, community education and outreach programs of the American Heart Association. For more information, contact 713-610-5000 or visit www.bryantawards.com.
American Heart Association
The American Heart Association is the nation's oldest and largest voluntary health organization dedicated to fighting heart disease and stroke. Our mission is to build healthier lives by preventing, treating and defeating these diseases – America's No. 1 and No. 4 killers. We fund cutting-edge research, conduct lifesaving public and professional educational programs, and advocate to protect public health. To learn more or join us in helping all Americans, call 1-800-AHA-USA1 or visit www.heart.org.
Marathon Oil Corporation
Marathon Oil is an independent international energy company. Based in Houston, Texas, Marathon Oil had net proved reserves at the end of 2011 of 1.8 billion barrels of oil equivalent in North America, Europe and Africa. For more information, please visit the Company's website at http://www.marathonoil.com.
The National Sportscasters and Sportswriters Association is the largest national association that focuses on the crafts of both sportscasting and sportswriting. The association, with its headquarters in Salisbury, N.C., honors the National Sportscaster of the Year and the National Sportswriter of the Year.
Media Contact: Shelly Millwee
American Heart Association
[email protected]
SOURCE American Heart Association
Public Cloud IaaS started its life in the developer and startup communities and has grown rapidly to a $20B+ industry, but it still pales in comparison to how much is spent worldwide on IT: $3.6 trillion. In fact, there are 8.6 million data centers worldwide, the reality is many small and medium sized business have server closets and colocation footprints filled with servers and storage gear. While on-premise environment virtualization may have peaked at 75%, the Public Cloud has lagged in adop...
Jul. 30, 2015 04:00 PM EDT Reads: 2,195
SYS-CON Events announced today that HPM Networks will exhibit at the 17th International Cloud Expo®, which will take place on November 3–5, 2015, at the Santa Clara Convention Center in Santa Clara, CA. For 20 years, HPM Networks has been integrating technology solutions that solve complex business challenges. HPM Networks has designed solutions for both SMB and enterprise customers throughout the San Francisco Bay Area.
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The time is ripe for high speed resilient software defined storage solutions with unlimited scalability. ISS has been working with the leading open source projects and developed a commercial high performance solution that is able to grow forever without performance limitations. In his session at Cloud Expo, Alex Gorbachev, President of Intelligent Systems Services Inc., shared foundation principles of Ceph architecture, as well as the design to deliver this storage to traditional SAN storage co...
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The Internet of Everything (IoE) brings together people, process, data and things to make networked connections more relevant and valuable than ever before – transforming information into knowledge and knowledge into wisdom. IoE creates new capabilities, richer experiences, and unprecedented opportunities to improve business and government operations, decision making and mission support capabilities.
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In their session at 17th Cloud Expo, Hal Schwartz, CEO of Secure Infrastructure & Services (SIAS), and Chuck Paolillo, CTO of Secure Infrastructure & Services (SIAS), provide a study of cloud adoption trends and the power and flexibility of IBM Power and Pureflex cloud solutions. In his role as CEO of Secure Infrastructure & Services (SIAS), Hal Schwartz provides leadership and direction for the company.
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Rapid innovation, changing business landscapes, and new IT demands force businesses to make changes quickly. The DevOps approach is a way to increase business agility through collaboration, communication, and integration across different teams in the IT organization. In his session at DevOps Summit, Chris Van Tuin, Chief Technologist for the Western US at Red Hat, will discuss: The acceleration of application delivery for the business with DevOps
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Growth hacking is common for startups to make unheard-of progress in building their business. Career Hacks can help Geek Girls and those who support them (yes, that's you too, Dad!) to excel in this typically male-dominated world. Get ready to learn the facts: Is there a bias against women in the tech / developer communities? Why are women 50% of the workforce, but hold only 24% of the STEM or IT positions? Some beginnings of what to do about it! In her Opening Keynote at 16th Cloud Expo, S...
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I purchased one for myself and one for my daughter. We both are happy with this product.Published 9 months ago by Connie
They last for about a year, that's it... I bought mine at Macy's. Now looking to replacePublished 10 months ago by Jay R Parker
Had this coffee pot/espresso maker for about a year. I made some of the best coffee with it and loved the flavor. This morning it decided to stop pumping the water. Read morePublished 13 months ago by Kevin Bradford
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I give this 5 stars for the product itself. It is the greatest cappuccino machine ever made, the only one I will ever use (as long as they keep making it). Read morePublished 19 months ago by Tom VL


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2012 News
Becker marks National Volunteer Week
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Becker marks National Volunteer Week
April 17, 2012 – This is National Volunteer Week, and NAFCU President Fred Becker observed the event in a message Friday thanking credit union volunteers for their dedication and service to the credit union community.
Becker said the theme for this year's observance, "Celebrating People in Action," encapsulates what credit union volunteers represent: people who dedicate themselves to taking action and providing opportunities and solutions in their communities.
Volunteers – credit union members – are elected to serve on credit union boards and also make up the supervisory committees, credit committees and more.
"Our industry has received countless accolades as a result of Bank Transfer Day last fall," the NAFCU president wrote. "National Volunteer Week provides yet another opportunity for us to seize the moment and share our good news stories about the extraordinary service credit unions provide under your leadership."
The week of April 15-21 was proclaimed National Volunteer Week last Monday by President Obama.
The proclamation
says the week is a time to "pay tribute to all who give of themselves to keep America strong."
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Home > News > Ethics Education in Science and Engineering
December 9th, 2004
Ethics Education in Science and Engineering
An NSF funding opportunity.
The Ethics Education in Science and Engineering (EESE) program considers proposals for research and educational projects to improve ethics education in all of the fields of science and engineering that NSF supports. For this year, proposals must focus on improving ethics education for graduate students in those fields, and on ethical issues that arise in research or graduate research education in those fields, particularly in interdisciplinary or inter-institutional contexts.
Another example might involve a focus on new developments in science and engineering. In emerging areas of nanotechnology, for instance, can relevant ethical questions be identified and examined in an intellectually engaging and broadly adaptable fashion?
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Levi's Canada wants to puts an iPod in your pocket
Levi Strauss & Co. (Canada) Inc. has announced a new product just in time for the back to school rush – Levi's(R) RedWire(TM) jeans. Bringing the world of technology to denim in this unique partnership. Looking to continue to be a strong brand in the under 30 marketing, they've putting the cool in your pocket through this partnership with Apple's iPod.
Two formats will be offered this fall:
Deluxe Technology – Features of Levi's(R) RedWire(TM) DLX Jeans Include:
- Easy Pocket Storage – An iPod docking cradle is built into the jeans and is "invisibly" housed within a side pocket. The Levi's(R) design team took special care to ensure the iPod unit remains neatly and securely stored in the jean, while the iPod "bump" in the pocket is virtually eliminated. The cradle is equipped with sophisticated technology housed in a red conductive ribbon that allows users to quickly and easily remove their iPod from the pocket to view its screen while staying connected. The jean is machine washable once the iPod is removed.
- "Hip" Controls – A special joystick remote control is built directly into the jeans and sits outside of the jeans' watch pocket to enable operation of the iPod. Four-way controls allow the wearer to easily play/pause, track forward, track back and adjust the volume control without ever removing the iPod from your pocket.
Agency: APEX Public Relations – Brooke Andrews, Sylvia Sicuso, APEX Public Relations,Phone ext. 226, 255, email@example.com, firstname.lastname@example.com
(416) 924-4442
[tags] Levi Strauss & Co., APEX Public Relations, iPod, Apple [/tags]
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Native Plants
Q. Who is Mr. Smarty Plants?
A: There are those who suspect Wildflower Center volunteers are the culpable and capable culprits. Yet, others think staff members play some, albeit small, role. You can torture us with your plant questions, but we will never reveal the Green Guru's secret identity.
Did you know you can access the Native Plant Information Network with your web-enabled smartphone?
Ask Mr. Smarty Plants is a free service provided by the staff and volunteers at the Lady Bird Johnson Wildflower Center.
Need help with plant identification, visit the plant identification page.
rate this answer
Sunday - February 03, 2008
From: Lexington, SC
Region: Mid-Atlantic
Topic: Propagation, Transplants, Cacti and Succulents
Title: Possibility of growing Buckleys yucca in South Carolina
Answered by: Barbara Medford
QUESTION:I live in Lexington, SC. I am wondering if I can grow Buckley's yucca (yucca constricta) here and if so, where can I purchase the seeds or plants? I am from Texas and we are trying to create a "western-themed" garden...and my first name is Buckley, as well! Sounds like a great plant for us, but did not know whether it is available or even practical. Thanks
Yucca constricta (Buckley's yucca) is, in the United States, native only to Texas, according to the USDA Plants Profile. It also is very difficult to transplant, even as a very young plant, and it is recommended that it be grown from seed or container-grown plants. It is cold tolerant, but that means cold tolerant for its native area, which is mostly Zones 8-9. We went to our Plant Suppliers Directory and searched on "Yucca constricta" and South Carolina, but got no results. Frankly, it doesn't sound like a very practical plant to attempt to grow in your garden, but if you can find a mail order seed supplier, you might be able to plant a few in containers, grow them to a size that can be planted in the ground, and give it a try. And, of course, having a plant named after you is pretty cool, and could well be worth pursuing.
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How to transplant agarita in Floresville, TX.
March 10, 2010 - How is the best way to propagate Agarita? I have acres of them in the pasture but want some for the house landscape and to grow. I was told they go dormant for a year if you dig them up to transplan...
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Century plant offshoots in Denver
January 01, 2009 - Each year I get a small "baby" Century Plants in the early winter..December - January, But it dies off before summer. We live in Denver, CO My main plant is doing fine. Also, should I cut the lo...
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Will Estes
Trivia and Quotes
Quotes (10)
Will: You know how most dogs lick you on the cheek? If you're sleeping and not ready for it, my dog, Joe, will get his tongue inside your mouth. It's by far the worst kiss I've ever had. - YM Feb 04
Will: I've been acting since I was 10. My dad was an entrepreneur, so I guess something along those lines. I wouldn't want a 9-5 job.
Will: I'm into all that sappy stuff--a surprise picnic, nice dinner, or traveling. I'm kind of an old romantic.
Will: I think education is one of the greatest tools for most kids not only to expand their book knowledge, but their ability to experience new things--I think it opens more doors than any other experience I can think of.
Will: (On becoming an actor) I'd say you have to be really committed to the field, show up for every audition and to be aware that very few make it in this field.
Will: I'd love to learn to cook. I think the ladies like a guy who can cook. Also, there are lots of available ladies at cooking classes. Can you tell I'm single?
Will: I wish I knew at 14 not to put much thought into what other people my age said to me, cause we were all looking for the answers. So I wish I knew that other people really don't know any more than you do!
Will: I've always been an animal lover. I've grown up with dogs my whole life. I think that is what helped me get the role on Lassie, I was comfortable around the dog, where many of the kids were afraid or intimidated by Lassie.
Trivia (39)
Will filmed a short segment for the as yet unreleased movie States United.
Will was the top choice for the role of Adam in the movie May but lost out to Jeremy Sisto. Instead, he had a small role created especially for him as Adam's roommate, Chris.
Will's favorite movie is The Empire Strikes Back. He even has a storm trooper Halloween costume.
Will's role model is Muhammad Ali.
Will was listed as one of "The Hottest Guys on TV" in the March 2003 issue of YM.
Will attended Santa Monica College in Santa Monica, CA.
Will's favorite charities include Best Friends and the Humane Society of the U.S.
Will lived in Rome for a few months while filming U-571.


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Cliffs Natural Resources Inc (CLF) Q2 Earnings ReleaseCliffs Natural Resources Inc. ( NYSE:CLF ) reported its second quarter fiscal year 2015 (2QFY15) earnings release today on July 29. As per the report, the company reported total operational revenues of $498.1 million, missing analysts' estimates of ... Bidness Etc, 1 day ago
Cliffs Natural Resources (CLF) Stock Jumps After Beating Earnings - TheStreet.com, 1 day ago
9 images for US Fiscal Cliff
Sonic's (SONC) CEO Clifford Hudson on Q3 2015 Results - Earnings Call Transcript
Operator Good afternoon and thank you for standing by, and welcome to the Sonic Corporation's Fiscal Third Quarter 2015 Earnings Call. As a reminder, today's presentation is being recorded. Before we begin, I would like to remind everyone that ...Seeking Alpha, 1 month ago Starbucks' (SBUX) CEO Howard Schultz on Q3 2015 Results - Earnings Call Transcript Seeking Alpha, 1 week ago
Monetary Offset And The Time Inconsistency Problem
: NEW YORK, April 24 (Reuters) - Federal Reserve policymakers are sounding the alarm over a "fiscal cliff" at the end of this year, when scheduled U.S. tax hikes and spending cuts could pose a big threat to the fragile economic recovery. Along ...Seeking Alpha, 1 month ago
Stock markets welcome US's 'fiscal cliff' solution
STOCK MARKETS soared today on the news that America had stepped back from the edge of the 'fiscal cliff', and in London the FTSE 100 reached the 6000 mark for the first time since July 2011. A bill already passed in the US Senate was voted through ...The Week UK, 1 month ago China's stock market falling off a cliff: Why, and why care? Bruegel, 2 weeks ago MARKET SNAPSHOT : U.S. Stocks Pare Early Losses To End Flat 4 Traders, 10 hours ago MARKET SNAPSHOT: U.S. Stocks Pare Early Losses To End Flat Morningstar.com, 9 hours ago
More from: Nasdaq, 4 Traders...and 3 other sources
Fiscal fundamentalists: Britain now wants to outlaw budget deficits
Remember the kerfuffle in the US about the fiscal cliff in 2013, or theregular showdowns since then aboutthe government's debt ceiling? How about Germany's insistence… Read the full article here . This content was originally published by ...Global Advisors, 1 month ago
Rockwell Collins Stock Gets Its Wings Clipped
Rockwell Collins stock fell off a cliff last week. But what pushed it? COL Price data by YCharts . In a busy week for defense stocks last week, Rockwell Collins ' (NYSE: COL) earnings report kind of got lost in the crowd . Today, let's fix that. ...Motley Fool, 1 day ago
Cliffs Natural Resources Bond Prices Rise 1.6% (CLF)
An issue of Cliffs Natural Resources (NYSE:CLF) debt rose 1.6% as a percentage of its face value during trading on Monday, MarketBeat Ratings reports. The high-yield debt issue has a 5.9% coupon and will mature on March 15, 2020. The debt is now ...WKRB News, 2 days ago Cliffs Natural Resources Is As Likely To Default As It Is To Survive By The End Of 2017 Seeking Alpha, 3 days ago Cliffs Natural Resources Debt Trading 3% Lower (CLF) SleekMoney, 1 week ago Cliffs Natural Resources Bonds Drop 3% During Trading (CLF) SleekMoney, 1 week ago
Fiscal issues to haunt U.S. Congress after its August recess
WASHINGTON, July 23 (Reuters) - After notching a few legislative accomplishments this year, the U.S. Congress is fast approaching a test of its core ability to govern, with the convergence of a series of fiscal challenges that if botched could lead ...CNBC, 1 week ago
New Chicago school leaders to tackle fiscal woes
Chicago Mayor Rahm Emanuel announced on Thursday a new leadership team to take on massive fiscal problems at the city's public school system. Emanuel tapped his current chief of staff, Forrest Claypool, as chief executive officer of the Chicago ...Reuters, 2 weeks ago
McArdle: No, the U.S. won't follow Greece over the financial cliff
Every time Greece is in the news, I hear mutters about how Americans need to look hard at what happens, because if we don't get our act together, we're headed for the same fate. And every single time, I think "No, that's really not quite right." I ...Denver Post, 3 weeks ago No, the U.S. Won't Follow Greece Over the Cliff Bloomberg View, 4 weeks ago No, the US Won't Follow Greece Over the Cliff NewsMax.com, 3 weeks ago
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text: Mashup: Butterfly Member Map Share via FacebookShare via TwitterShare via LinkedinShare via Google+Share via RedditShare via Mail Mashup of members of the Live Butterfly members. Track this Mashup Submit a mashup Summary Comments Followers Comments (0) Comment * Leave this field blank Post Comment Followers (1) Track this Mashup Username tjames35 Specs Related APIs Microsoft Bing Maps Tags Mapping URL http://butterflymap.com/ Mashups using the same API (174) /View all Messenger Pool Play a game of pool inside MSN Messenger and Windows Live Messenger. Flight Simulator Flight Simulator built using Microsoft Virtual Earth maps. North Yorkshire Bike Displays mountain biking routes in North Yorkshire. It displays both where each route is and the actual route. The site uses Ajax to get a list of points of interest and polylines. Add Mashup Related Articles /View all Our Dumb World Map from The Onion Our Dumb World Map from The Onion News John Musser Mashups, Mapping, Humor 12-14-2007 Our Dumb World Map from The Onion Map Any Image With New UMapper Release Map Any Image With New UMapper Release If you enjoy creating fun, interactive maps, you'll get lost in the latest functionality from UMapper (our UMapper mashup profile). With it, you can include any image--even one that isn't a map--in... News Adam DuVander Mapping 12-24-2009 Map Any Image With New UMapper Release Virtual Earth Aerial Photography Now Available for Purchase Virtual Earth Aerial Photography Now Available for Purchase Earlier this week Microsoft announced that it is making some of the imagery used in its Virtual Earth platform available for purchase (more on Virtual Earth in our VE SDK profile). The imagery, tak... News Andres Ferrate Mapping, Data, Images 08-29-2008 Virtual Earth Aerial Photography Now Available for Purchase RELATED APIs Promoted /View all API Name Description Category Date Google Maps Android The Google Maps Android API allows developers to add maps to their applications based on Google Maps data. The API automatically takes care of accessing the Google Maps servers, downloading data,... Mapping 07.12.2015 Google Maps Geolocation The Google Maps Geolocation API provides developers with tools and documentation for incorporating geolocation with mobile and WiFi technologies. The Geolocation API specifically returns a location... Mapping 06.23.2015 W3C Geofencing The Geofencing API by the World Wide Web Consortium is a type of geolocating API. Geofencing API allows apps to create geographic boundaries around a specific location, and then receive notifications... Location 06.21.2015 Mapsense The Mapsense API allows developers to insert vector maps into their websites. This service is based on the Polymaps API and uses D3 for handling drawing and selection. Tiles are generated dynamically... Mapping 05.27.2015 Tgos Maps The Tgos Maps API allows developers to integrate their JavaScript applications with the API, to get mapping information about different parts of Taiwan. Tgos is a Geospatial company, founded in... Mapping 05.20.2015


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NEW YORK (AP) — The special guests at U2's concert Thursday night included Paul Simon, Lou Reed's widow and the woman who called 911 when Bono fell off his bike in New York City last year.
LOS ANGELES (AP) — Katy Perry's dream of owning a hilltop convent near Hollywood is going to have to wait a while longer.
BEVERLY HILLS, Calif. (AP) — Here's a roundup of news Thursday from the Television Critics Association summer meeting, at which TV networks and streaming services are presenting details on upcoming programs:
BEVERLY HILLS, Calif. (AP) — Greg Louganis said he was unaware of fellow Olympian Bruce Jenner's gender identity struggle when their paths crossed at the Summer 1976 Games and in later years.
NEW YORK (AP) — The 1984 Summer Olympic Torch that Bruce Jenner carried through Lake Tahoe, Nevada, sold for just under $24,000 at an auction of sports memorabilia Thursday.


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Photo Bret
I am originally from South Africa, have had a passion for photography all my life, trying to bring everything I enjoy into my art. I enjoy photographing anything out of the ordinary, things normal people dont know about or ever get the chance to see, sometimes ecompassing an element of danger. I currently live in LA and it has to be one of the most diverse places I have ever been to, it also allows me to shoot everything from Sport, Documentary's and Portraits and occasionally Press work.
Find me at: http://www.photobrett.com
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You can now filter search results with text. Example: "person: john" will search only person pages for "john".
The world is about to end but Natasha is trying make amends for the sins from her past.
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TC2's David Rohde on Telecom
Back to the Future with Regional Network Strategies
By Ben Fox Posted July 23, 2015
The following is a guest post by TC2 managing director Ben Fox.
Before the days of the any-to-any network connectivity that MPLS services provide, large global networks were based on point-to-point technologies such as private lines, frame relay or ATM and were typically very regionalized with multiple network tiers. Sites in a particular country may have been connected to an in-country hub, which would in turn connect over a regional network to a regional hub, which in turn connected to the company's global backbone.
Such networks would typically use multiple carriers, in particular leveraging carriers that were strong in particular regions. However, the networks could be difficult to manage and gave rise to performance bottlenecks, hence the rise of MPLS, which was largely driven on the back of the benefits (both cost and performance) of any-to-any connectivity rather than the ability to use multiple classes of service.
In the early days of MPLS, many customers were uncomfortable integrating multiple MPLS networks, which led to a trend of companies consolidating much of their global data network with a single MPLS provider (which was usually either AT&T, BT, Orange Business Services, or Verizon) and the demise of regional networking strategies. But now that MPLS is so well understood, such concerns have fallen away and we are seeing a rise in the use of multiple providers for a customer's global network and a trend away from global to regional network strategies.
Regional carriers (such as Colt, NTT, Singtel, Telefonica and Telmex) have invested heavily in their infrastructure in order to compete with their global peers. In Asia-Pacific in particular, the regional carriers tend to have more capacity on more undersea cables than their global competitors, and can hence provide lower-latency connections across the region. Regional carriers will often also have a greater point of presence density and country coverage, deeper relationships with the local PTTs that deliver those all-important local access circuits, and have greater local knowledge and local market experience (for instance in dealing with complex regulatory regimes such as China). Even simple things such as having better local language capabilities can make a big difference in the event of an outage.
The regional carriers have also become more competitive in terms of pricing (where they used to routinely get beaten by the global carriers) and on terms and conditions and commercial flexibility. But it is important to push the regional carriers hard in these areas in order to move off standard, customer-unfriendly terms that provide constraints such as multi-year individual circuit lock-in periods.
Companies that are embracing regional network strategies and moving to new regional carriers are almost always doing so via a competitive procurement. An RFP provides the opportunity to closely vet the capabilities of potential new carriers. It also provides maximum negotiation leverage to extract the best possible pricing, commercial flexibility, service levels and contractual terms, and allows the collection of all necessary information required to build a detailed benefits case justifying a regional strategy or global strategy as applicable.
A global RFP best practice is to organize the RFP document to accommodate proposals from both regional carriers and global carriers, and not to unduly disadvantage or advantage one type over another. Given how daunting it can be to change carriers for a mission-critical data network, RFPs are usually very comprehensive in terms of technical, service level and service management requirements, as well as including best-in-class commercial terms. The overall objective of the RFP is to enable you to comprehensively scrutinize the strengths and weaknesses of different carriers' capabilities and propositions, and to be able to make informed decisions between regional and global network strategies and selecting the best fit carrier(s).
Different strategies suit different companies, and weighing the pros and cons of a regional versus global network strategy will produce different answers for different companies. The overhead of managing and integrating multiple carriers will drive some companies to a global strategy, whereas the in-region strengths of regional carriers will make the additional overhead worthwhile for other companies. The trick is determining which approach provides the best fit for your unique circumstances and requirements, but a regional strategy is more viable than ever.
Claure's crack-up trumps Legere's spectrum tantrum
By David Rohde Posted July 3, 2015
The U.S. telecom industry went completely bananas this week.
By the end of the week, two carrier CEOs were cursing each other out in 4-letter words, one carrier's Washington shop was calling out another's "unmitigated gall," one carrier released an ad promoting one of its competitors' network benefits but none of its own, and industry funnyman John Legere theorized that Sprint's Marcelo Claure must have gotten drunk because he was flying to Japan to get yelled at by his SoftBank bosses.
Four entertaining Internet links tell the tale of the week that was. Take the time during the holiday weekend to enjoy them. We may never have so much fun in this industry again!
Who's that guy now? On Tuesday Sprint released an on-line ad in which retired soccer superstar David Beckham goes looking for a truly unlimited wireless plan by visiting stores of the four national carriers. Apparently when Mr. Beckham goes traipsing through an American city he is recognized by everyone and the local TV stations deliver BREAKING NEWS that he has been seen about town and construction workers leave their worksites to follow him. I love international football – in other words, soccer – but, um, really Sprint? Check the incredible moment at 1:15 of the video where the sales rep in the AT&T store, who is an obvious attempt to parody Lily the salesgirl in the actual AT&T commercials, delivers an AT&T benefit – "Did I mention we have the nation's strongest LTE signal?" – and goes completely unchallenged. What the hell? Even worse, the following day Sprint itself was caught throttling video to impossibly slow speeds and had to back down. Great "unlimited" timing, folks.
Cracking up here. When the Sprint ad got negative reviews and T-Mobile's Legere made fun of it on Twitter in his usual colorful language, Sprint CEO Claure snapped. "@JohnLegere I am so tired of your Uncarrier bullshit when you are worse than the other two carriers together," Claure tweeted out. Oh brother. As Legere himself would say later in the week, "Don't come into Twitter unless you know how to swing the bat." Claure continued the tweet (as you can see) with a half-sentence that awkwardly continued into several more disjointed Twitteresque harangues against T-Mobile. At week's end Claure was in Tokyo where he was busy apologizing for the throttling ruckus, revealing Sprint's second-quarter results to SoftBank CEO Masayoshi Son, and no doubt pleading for a faster capital injection to fix Sprint's network. I hope the stress isn't driving him mad.
Smooth talk in D.C. Of course some people know how to deliver a punch without looking frazzled, and for that we can trust the experienced big-carrier lobbyists here in Washington. On Thursday, Verizon smoothly laid out "The Uncarrier's Unmitigated Gall" on its public policy blog. Verizon glibly reported that the previous day Legere had not been too busy on social media to get a new petition over to the FCC, whose chairman, Tom Wheeler, had previously rejected Legere's potty-mouth demands for bigger spectrum auction blocks that exclude Verizon and AT&T. The new T-Mobile petition asks for faster exercising of T-Mobile's existing set-aside rights to more rapidly disqualify AT&T and Verizon from bidding. "So what does this mean?" pondered Verizon. "It all adds up to a concerted effort to fleece taxpayers, and to subsidize a massive German conglomerate partially owned by the German government." Gosh, I hope the Greek financial crisis is keeping American telecom news off the front page of Der Spiegel.
Life's a beach. By late yesterday Legere had found his way to the Hamptons, where he took a device out to the beachfront and recorded an amazing 15-minute stream of consciousness for Periscope, the latest social platform that keeps his hippie-dippie CEO image up to snuff. Legere's hilarious piling on of Claure's bad week – you have to see this to believe it on some browser other than IE – would be more complete if John would acknowledge his own politically manipulative toddler tantrums over T-Mobile's dire need to fill in coverage holes with low-band spectrum. Still, the market reality as we hit midyear is that T-Mobile is standing tall as the value player that counts, something that U.S. public policy is desperate to maintain while the other national carrier beyond the Big 2 is making blunder after blunder. Beyond all the outrageous play-acting that is now consuming the U.S. wireless market is the question we continue to watch: What will T-Mobile do to make itself more enterprise-relevant? I'm tweeting a link to this blog post directly to John (who has personally "favorited" some of my tweets that flatter his view while passing up the others) to see if he cares to start providing an answer. BTW John, I said "enterprise," not small business, or "Uncarrier 9.0."
John Legere, and all of you, have the July 4 holiday weekend to relax and then start coming to a conclusion on all this. Happy Fourth, everyone!
EU to scrap roaming charges by June 2017
By Mark Sheard Posted July 1, 2015
The following is a guest post by TC2 UK managing director Mark Sheard.
On Tuesday, the EU Council backed the European Commission's recommendation to scrap roaming charges in the EU by June 2017. This is big news and will continue the shake-up in the products offered by suppliers in the EU around mobile services.
Best practice mobile deals are typically 2 years in duration, so any deals concluding from now on can benefit from this ruling. But you have to include the right provisions in your agreements to ensure that your enterprise does not leave itself exposed to the old way of doing business in roaming.
Formally, such regulation is aimed at the consumer market and not negotiated business-to-business deals. Many providers do follow the regulations for their enterprise customers. But not always, especially not for existing contracts when they haven't previously provided such a commitment.
There are other nuances in the Commission's proposals like safeguards to prevent purchasing a SIM in one country (where the rates and charges might be cheaper) and routinely using it in another. Sadly, that's one cost-saving idea off the table!
It is easy to see how this change will shake up the products offered, with a continuing trend to bundled packages. The back-drop of increasing data consumption won't be going away in the near term. However, watch for new constraints being imposed – for example, add-on pricing for more bandwidth-hungry services like streaming video.
As of now, most often the bundles from different suppliers will not be directly comparable, so an expert eye will still be required to model consumption against each supplier's portfolio of products to ensure a reasonable apples-to-apples comparison, and to see which best fits your need with the lowest total cost of ownership. It is likely that the savvy enterprise buyer will also look ahead and commission some sensitivity analysis against the plans on offer.
For non-EU roaming and international calling, you will continue to need to consider your profile against the country zones, regions, groupings or however the suppliers align their roaming pricing outside the EU. It will be imperative that you can pull out and analyze non-EU roaming traffic. "Gotchas" like Switzerland suddenly being priced as "Rest of World" with much higher charges need to be avoided. Particularly, for example, if you have a significant business presence in the country and senior users with high voice and data consumption who often visit.
Ultimately, expect the changes to generate supplier review of the products offered, and subtle and perhaps not-so-subtle changes to pricing that will not be to the advantage of the unwary. You will still need to model and analyze the products and your specific consumption profiles carefully, avoid the most costly and inappropriate pricing commitments, and seek out improvement opportunities wherever you can! So while this is a big change, in terms of the diligence enterprises need to apply to secure best-in-class deals, it's the "same old, same old" if you want success.
T-Mobile doesn't get the extra spectrum goody it wanted, but all other options remain
By David Rohde Posted June 26, 2015
Maybe John Legere should have checked with SoftBank CEO Masayoshi Son – who last year was going to install Legere as head of a combined Sprint/T-Mobile if Mr. Son had sold that merger to regulators – before pressing the lobbying in Washington so hard.
Mr. Son went too far last year when he plastered airports and train stations around Washington with SoftBank image ads promoting itself as a disruptive, entrepreneurial company when it actually wanted to make itself larger and more entrenched in the U.S. by swallowing T-Mobile in addition to Sprint.
Similarly, John Legere went way too far when he issued profanity-laced videos claiming AT&T and Verizon were working the levers in Washington to lock everyone else out of the next spectrum auction.
Legere was not wrong that low-band, high-propagation spectrum is exceptionally valuable and there's a risk that the 2016 auction of previously UHF TV frequencies might concentrate the market even more in the hands of a prospective duopoly. But he was dead wrong that the Big 2 were making an exclusively nefarious push to pressure government officials (who had already agreed to a reserve of 30 MHz in many markets for T-Mobile, Sprint and smaller entities to bid on) when he was the one turning over tables demanding an even greater set-aside.
Yesterday afternoon FCC chairman Tom Wheeler revealed that he is circulating a draft decision to the other four commissioners sticking to the 30 MHz reserve while fixing and modifying other problematic auction-eligibility rules in preparation for a commission vote next month. Maybe Wheeler was ticked off at T-Mobile's latest video which, among other things, pictured all five FCC commissioners as cartoon figures – the caricatures at 1:30 of the video are of the actual three men and two women on the commission.
Or maybe the whole political establishment was tired of Legere's antics, as Brian Fung of the Washington Post describes in an article. T-Mobile's basic policy position wasn't the thing that was getting him in trouble, as he was actually garnering general support for a substantial auction reserve from the Justice Department and a group of Senate Democrats (although neither specifically endorsed a kick-up to 40 MHz or higher). I think the hypocrisy factor, where Legere was calling his opponents names and pretending to be a political babe in the woods, was more of a consideration.
The irony is that in the long run, all this is going to push the other options for the U.S. wireless industry further up the chain of consideration, including ones that may have been in Legere's endgame all along. It is completely conceivable that Deutsche Telekom and SoftBank could restart talks about an eventual new try at merging T-Mobile and Sprint, as I mentioned yesterday. But the timing is dicey. They can't do that immediately or they would lose all of their "reserves" or "set-asides" in the 2016 auction – the FCC would then probably make them compete on an equal footing with Verizon and AT&T.
In the meantime, there are customer RFPs to respond to, and as always we are judging this by how many credible and capable carriers there are to serve a particular enterprise need, whether they achieve this position organically or through mergers. The global financial situation that I recently described foretells a great deal of financial engineering in the second half of 2015 and into 2016. What I think this week's events tell us is that the most dynamic people in the industry like John Legere, who do have the capability to provide aggressive competition to important markets like enterprise broadband mobility, would do best if they would cut the crap and get organized to truly attack the competitive marketplace above the pure retail and small-business level. I'm sure those are terms John can understand.
Late Friday addendum: Legere sent a (polite!) letter to Wheeler today asking him to reconsider his apparent decision to keep the auction reserve at 30 MHz. In the key line, Legere noted that U.S. policy has consistently been to maintain four national carriers, and added that a 30 MHz low-band auction reserve is "just not enough to support more than one rival to the two dominant players: AT&T and Verizon." That seems to set out an either-or: Give us more spectrum to bid on free of AT&T and Verizon auction participation, or change U.S. competitive wireless policy to three national carriers. The game continues.
T-Mobile may be shameless, but its moves from here are critical
By David Rohde Posted June 25, 2015
John Legere wants you to know that some serious stuff is about to go down in Washington, D.C. And he wants you to get really peeved about it.
Of course he didn't put it quite that way. For his exact wording and an entertaining few minutes' video break in your day, check out John's own words. I'm going to keep it more mellow on this family blog here on my company's website (although I've been willing to get closer to the mark in real-time if you'll follow me on Twitter).
What I will observe is that regardless of the merits of his argument, which has to do with which wireless carrier gets what spectrum, his framing of the political morality of the two sides is – I think the technical term for it is – bull crap.
It's no different than the typical ad for a congressional or local candidate you don't know much about. Republican or Democrat, liberal or conservative, pretty much all the time when a candidate credits himself or herself with taking a "courageous" position while his or her opponent is a (cue sneering voice of professional announcer, often female) po-li-TI-cian, if you scratch behind the surface you'll find the reverse is true – it's the sponsoring candidate who's pandering or manipulating while the opponent had to make a hard policy choice.
That's basically what John is doing here – reverse-framing the politics. It's T-Mobile, not Verizon or AT&T, that's asking for the explicit favor from the federal government.
T-Mobile has shaken up the wireless mass market in beneficial ways, but it's typically been lousy in coverage in rural areas and had propagation problems in buildings and in other more urban environments. To help address this, the government so far is setting aside 30 MHz of spectrum (in certain markets defined a certain way) in a critical auction next year of low-band spectrum acquired from TV broadcasters for the non-Verizons and non-AT&Ts of the world. But T-Mobile is pounding the table for a bigger set-aside – at least 40 MHz if not 60.
Legere turns this around to say that it's the Big 2 who are lobbying hard to "play keep-away with your mobile future" and he's just an innocent citizen who's being victimized. So that must have been some other John Legere who's been prowling the halls of Congress and the FCC asking for stuff. Whoops – pink shirt, leather jacket! That's our John Legere doing some influence peddling.
Listen, I'd be happy to concede that "Dumb and Dumber" (John's names for Verizon and AT&T) are the nefarious string-pullers if Legere were correct in his assertion that T-Mobile has "always" recognized its need for low-band spectrum and worked hard to patch its coverage holes. But as late as January 2014 Legere's instinct was to laugh off the issue before somewhat acknowledging it – check this video starting at 38:15 of the countdown clock from the 2014 Consumer Electronics Show in Las Vegas.
Now he's singing a different tune. As a consultant to large enterprises, I'm glad Legere has gotten religion on this matter. Coverage gaps are a major issue for enterprises who need to know that they're sending end-users (including C-level executives) on their road and expecting to find not just coverage but broadband capability.
And that brings me to the larger context here, regardless of the political tactics, which were worth sorting out for clarity's sake on the furious spectrum lobbying now going on. The reality is that there IS something of a duopoly that is forming in the wireless market, despite the U.S. government's ongoing efforts to maintain four national wireless carriers. And the coming financial environment that I described yesterday only threatens to exacerbate this problem in the telecom industry unless something new is done.
One of the four carriers, having failed to accomplish what it needed to financially during the global easy-money era, is seeing its window of opportunity shut. As I've stated before, the extraordinarily shrinking relevance of Sprint is the saddest story I've seen in 25 years in the telecom industry. After suffering losses, majority owner SoftBank has clearly told analysts that it won't bet the company on rescuing Sprint. But Sprint needs a rescue-level of capital injection to speed up its network plans. How Sprint gets past this Catch-22 is getting harder and harder to see. Not for nothing did Sprint's Chief Technology Officer quit this week.
At the same time, the mergers and acquisitions market in a whole rash of industries is heating up. The second half of 2015 is going to be a panic call for global conglomerates to announce and fund their takeover activities before interest rates move out of the basement. All while spectrum prices in the market show no sign of slowing down. Both Verizon (after raising money to pay off Vodafone) and AT&T (after raising money to buy the spectrum it nabbed in the last auction) have already had their credit ratings downgraded a notch.
If even Dumb and Dumber are being nicked this way for ponying up for broadband wireless, who else can play in the giant U.S. market? T-Mobile and its German majority owner Deutsche Telekom may be the only ones left going forward.
We here in the enterprise market have to remember the precedent of the "Big 3 Long Distance Carriers" of the 1980s and 1990s – AT&T, MCI and Sprint. Three capable and aggressive bidders is a great dynamic for competitive procurements. But T-Mobile really does have to keep learning enterprise to make something like that a reality in today's wireless game. Given the reality of spectrum costs, there may actually be some merit to T-Mobile's spectrum requests, but an end to rural and other coverage excuses is just the start of it. Otherwise a risky change to the 4-carrier paradigm for wireless won't bode well for enterprises, no matter how unbalanced the four existing carriers are in coverage and enterprise experience.
The betting here is that T-Mobile and Legere are really waging a multi-front strategic war. Besides gobbling as much as it can in the 2016 low-band auction (and with a bigger set-aside, it would net less at auction for the government, which is part of the issue), there are two alternate ways T-Mobile can broaden its spectrum holdings.
One is to agree to be acquired by Dish Network, although Dish CEO Charlie Ergen is a tough guy to negotiate with and I worry that falling into the hands of a consumer-oriented provider will just drive T-Mobile further away from enterprise rather than closer. The other is to change the focus of its government lobbying to a totally different issue – the possibility that now might be the time to relent on the four-carrier policy and actually allow Sprint and T-Mobile to merge, only this time with T-Mobile on top. Sprint might be bringing a sick business into the combination, but they sure have a great deal of spectrum to contribute to the match.
Just today the Washington Post is reporting that T-Mobile's current lobbying focus on the spectrum auction is getting on people's nerves in Washington and not likely to achieve its objective. A new approach or new emphasis may be needed at T-Mobile. Something that brings enterprises more completely parallel choices in procurements is what they should be angling for. If T-Mobile pivots from here, I'll be the first to let you know. Whether you use T-Mobile or not, they're kind of the tail wagging the dog of the entire U.S. wireless industry right now. John Legere is certainly making bleeping sure of that.
The telecom industry and the end of zero percent interest rates
By David Rohde Posted June 24, 2015
It's not clear exactly when it's going to happen, but the Federal Reserve is prepared to start lifting interest rates from the cellar. The five or more years that U.S. monetary policy-makers kept short-term interest rates at effectively zero offered a tremendous opportunity for telecom carriers to work out their (also tremendous) debt problems. Some took advantage, some didn't, and – to all appearances – some couldn't.
The big winner? Level 3. The big loser? Sprint. The big wild cards as rates start to rise? Spectrum and mergers.
Somebody ought to make a full-body cast of Level 3 chief financial officer Sunit Patel and encase him in bronze. Four years ago the company was a financial basket case. In 2011 Level 3 was looking at about $3.5 billion of debt coming due in 2014 alone, at a time when the company barely reached $6 billion in revenues (not earnings, of which of course it didn't have any).
How did Patel get rid of the death-grip debt maturity? By refinancing it to Kingdom Come. Intermediate-term corporate bonds of course have never been at or near zero, and certainly not those of a company like Level 3, which like every U.S. carrier except AT&T and Verizon is classified as a "junk bond." But Patel sold institutional investors on the appeal of receiving 7% to 10% on bonds maturing late this decade or into the 2020s if they would agree to the longer maturities.
And they all bought in despite the risk. Why? Because Level 3 upended its business model – changing it from 75% wholesale to 75% enterprise – and kept its financial promises.
There's a complicated financial metric that involves the ratio of a certain measure of operating income (the funny "EBITDA" figure you often see in telecom) to the "net" of a carrier's total debt (involving subtractions and additions for cash and other considerations). Just like our benchmarks for carrier network rate elements, there are benchmarks for this ratio, and they have to be met lest a bondholder demand immediate repayment. After each Level 3 acquisition – but most notably those of Global Crossing and TW Telecom – Patel would set forward targets for this ratio to reach the benchmarks that "junk bond" investors are looking for in exchange for their longer-term risk. He always – always – hit them.
That gave Level 3 the credibility to keep doing these refinancings to the point where they actually have almost no debt maturing until 2019, and the vast majority now from 2020-2025.
And then there's the company that never seems to keep either its financial promises or network buildout timelines.
Sprint's debt maturity chart now is uglier than Level 3's was at the beginning of this decade. It has four billion dollars due in 2016 alone. Granted, Sprint is a larger company and so the scale of the numbers is different. But its total net debt has grown to over $30 billion. What about refinancings? Well, there have been some, but they've been overrun by the need for new debt for Sprint's ongoing wireless upgrade needs.
Okay, what about the fact that Sprint is majority-owned by a huge Japanese conglomerate? Huge, yes, but debt-laden as well. SoftBank (depending on whose figures you use and what currency assumptions you make) has either over $90 billion or $100 billion of debt of its own. More to the point, there's now an active debate among analysts as to whether SoftBank CEO Masayoshi Son is redoubling his personal efforts to improve Sprint's prospects or starting to look for an exit strategy.
The point is that the window for holding out juicy financial bon-bons for institutional investors with credible telecom bonds in what is otherwise a zero-percent interest-rate world for them is starting to close. And there are two other things going on here.
One is that the daily interest expense is now as big a story as the dangerous debt maturities. Remember, every dollar of interest a carrier has to pay on even a safe bond is one that it can't spend on its network. At Level 3, the most recent debt refinancings have been done not only on longer maturities but on much more favorable terms. Over the last 18 months, the average interest rate that it pays on its bond and bank debt has actually gone from near 7% to just over 5%. That provides more ongoing cash for the business model that Level 3 bought into with the TW Telecom acquisition – many more last-mile fiber connections to buildings, but based on the customers it wins. (That's an ongoing story where metro-market managers at Level 3 do continually push for more resources, providing both opportunities and risks for enterprise customers. More to come on this.) Over at Sprint, it's not been able to enjoy nearly as much of this benefit and its total interest expense is growing to the point where some financial analysts doubt their 2017 cash position and many networking analysts doubt their latest upgrade promises.
The other effect of the closing of the zero interest rate window is on the players in the market for spectrum. Nobody seems to have informed the holders of airwaves, including TV broadcasters, that interest rates might start heading up soon and financing start to tighten up. The prices for spectrum keep shooting higher anyway (although AT&T and Verizon like to blame Dish Network for part of that for manipulating the recent AWS-3 spectrum auction). More demand and fewer players who can afford to ante up is raising the stakes, and that's where our entertaining friend John Legere, CEO of T-Mobile US, comes in.
He is lobbying hard for favorable rules for a crucial auction of low-band spectrum in 2016 – or, according to one line of thought, is alternatively angling for a new attempt at a carrier merger which will require more financing in a non-zero interest rate world. The timing is critical as the Federal Reserve is considering establishing a new interest rate and financing era in September. More on that side of the story tomorrow, complete with Legere's spicy language. Stay tuned!
Sprint: Network step-up will happen, but not too soon to kill us
By David Rohde Posted May 8, 2015
You'll be glad to know that Sprint has a new network-upgrade plan called the "Sprint Next-Generation Network." It will "massively densify" Sprint's national wireless footprint.
Now tell me what you're going to do with this information in your current wireless procurement. Very little, as far as I can see.
CEO Marcelo Claure and some of the savvier Wall Street analysts had quite a tug-of-war over this during Sprint's first quarter earnings call this week. It's unfortunate because it repeats a long-standing pattern at Sprint of grandiose plans that wither at a few touches. In Sprint's view, it's always the Next New Thing that is supposed to be the reason you buy from them. But in the real world, enterprise users need the Current New Thing to make a large commitment or a switch from somebody else.
Claure positioned the Sprint Next-Generation Network by talking up Sprint's own RFPs to wireless carrier network vendors for great new stuff. Then the analysts basically asked, "Where are you going to get the money to pay for this? You just burned almost $1 billion in cash in the first quarter. And you have $4 billion in debt coming due in 2016 – and $33 billion in debt overall. What gives?"
Here were the collective answers to these challenges from Claure and Sprint CFO Joe Euteneuer:
- We're not actually spending real money on the Sprint Next-Generation Network until 2016.
- We haven't decided whether to participate in the 2016 spectrum auction or not, depending on the rules. In fact, we may sell some spectrum instead.
- We don't really have major debt maturities until December of 2016.
Okay, fine. But then what good is this talk of "massively densifying" Sprint's network if they might not actually start or finish it in a time frame that justifies anyone's purchase decision anytime soon?
You might remember other incidents like this at Sprint as it has progressively receded in relative performance, sales energy, and brand image. A few years ago it promoted WiMax as the savior technology providing fixed wireless broadband access to enable the carrier to compete for corporate WANs. If you're like us at TC2 and LB3, you then asked about reasonably national geographic coverage and SLAs. I still remember the deer-in-the-headlights look of Sprint people when they had no answers for this. Eventually WiMax was thrown out in favor of a late start on LTE.
Some years earlier, Sprint hyped a fantasy product called the Integrated On-Demand Network or "ION" that was basically a working idea of reducing a big ATM carrier box into a premises device integrating voice and data access channels. I was a senior editor for Network World at the time, and boy did Sprint get mad when I kept challenging them as to how someone could actually buy this and put it to work. But they shelved it six months later because it was really just vaporware. Or, as one Sprint employee at a recent trade show told me: "Yes it existed – at Bill Esrey's house."
I'll give Marcelo Claure this – in the mass market, he knows how to get people in the door. It transpires that Sprint's "Cut Your Bill in Half" promotion has had the effect of luring consumers in for a discussion, only to realize that Sprint itself has a plan that they might be happy signing up for instead of "half off" the terms of an AT&T or Verizon plan.
The problem is whether each of these new customers helps Sprint or hurts them. Sprint finally got positive net new customers this past quarter, but not primarily in the demographic of postpaid power users that Verizon shoots for. Citigroup analyst Michael Rollins said in a report that Sprint's negative cash burn of $914 million in the first quarter will widen to a total of $6.1 billion for calendar year 2015. Yikes.
We want Sprint to get this all fixed. Right now enterprises are unable to treat U.S. wireless as a fully commoditized market because Verizon and AT&T are able to claim sufficiently superior network metrics to toss around a good deal of FUD. (That's our old friends in the competitive telecom market: Fear, Uncertainty and Doubt.) T-Mobile is still learning to speak enterprise, and Sprint logically should be the company that lights the competitive fire by making great offers over a comparable service to the Big 2.
But to do so, the company's mentality has to come in line with the rigor of the enterprise market, with concrete improvements they can readily implement. Chasing rainbows isn't going to do it – and to that point, may I ask what kind of a name is the "Sprint Next-Generation Network" anyway? Isn't that term awfully played out?
I hope someone in Kansas City has the nerve to tell Marcelo Claure that, but I fear that no one does. Nobody seemed to tell former CEO Dan Hesse that Sprint's previous network investment plan, "Network Vision," was a pretty tiresome cliché as well.
Level 3 profits – yes, profits – must be matched by consistent enterprise bids
By David Rohde Posted May 4, 2015
Rub your eyes in disbelief, and then come back to this post and re-read the following First Quarter 2015 results of Level 3, once the financial basket case of the telecom industry:
- It made a no-baloney, no-asterisks net profit of $122 million.
- It has no debt due to mature until 2018, and very little until 2020.
- Its average bond interest rate is down to 5.3%, compared to 6.8% a year ago.
- It projects free cash flow after all interest payments of over $600 million for the year.
- Its stock market value crossed $20 billion the day after it announced earnings.
Talk about identifying an opportunity and riding it. Quite simply, Level 3 stepped into the gaping hole left by Sprint when it abandoned bids for large enterprise wireline procurements. (No, Sprint, I don't need you to stand up yet another empty suit to argue that you're "really" in the wireline market when you're "really" not.)
Under CEO Jeff Storey, Level 3 has learned to speak "enterprise" and actually understand what that term means. Most pretenders to the No. 3 position behind AT&T and Verizon misuse the term "enterprise" as a synonym for "business customers" with no real understanding of scalability. Level 3 came in with an unabashed, full-featured SIP Trunking product and then branched out to full engagement in large transport and transformational procurements for Fortune-class companies.
Buttressed by its acquisition of TW Telecom's very granular U.S. network (and, for what little it's worth, TWT's primarily non-large-enterprise customer base), Level 3 has played where the two other carriers that should be the natural new "Number Threes" – CenturyLink and XO Communications – have sometimes faltered.
CenturyLink has acknowledged that it's going through a transition of its national sales teams, basically cutting out the deadwood that didn't even know how to sell MPLS, much less other current products. XO just gets stuck on real scalability and its smaller metro footprint than Level 3, even though it can make some smoking bids for individual circuits.
Perhaps executives at these two companies should listen to Level 3's earnings calls, where even the company's CFO, Sunit Patel – between rounds of refinancing nearly all of Level 3's previous short-term debt to the next decade – talks of "capillarity" in the far-flung Level 3 metro network. That alone tells me that the company "gets it" when it comes to the enterprise market. And talk about a 180-degree turnaround from the days when Level 3 thought it was hot stuff because it had the ultra-commodity of wholesale long-haul bandwidth – and nearly had a date in bankruptcy court to show for it.
So does Level 3 have it made? Hardly. Last week, at the Negotiate Enterprise Communications Deals conference in Orlando, it was striking how almost every corporate user is now engaged with Level 3 at least in RFPs if not already in their networks. But it was equally striking how unequal their actual bid experience is with Level 3.
Many enterprises have brought in Level 3 on one thing or another, and then used that tactical relationship to give Level 3 the opportunity to make a winning proposal on a large new network rollout. But other users reported that they were amazed at how high Level 3 bid on at least the first pass, and scratched their heads on whether to continue to use them as a competitive offset to their incumbent.
Are there reasons for this inconsistency? Almost certainly the complicated merger integration of Level 3 and TW Telecom is one of them. Throughout the industry, not everyone at either the account team or product manager level is hip to the way that enterprises "discover the market" via their RFPs, not just for fun, but for keeps. If I've got MPLS and Internet ports out to bid, with Ethernet access of 5M and up attached to a whole bunch of them, an RFP to AT&T, Verizon, Level 3 and perhaps one other is going to really show who means business.
Often that's a question not just of the companies on the bid list but also the individuals involved. Many customers of all carriers talk about the ability to harness an account team that can really work their own internal organizations. That holds true across large incumbents and what we once called "second-tier" carriers but are really now "contending" carriers for major network upgrades and transformations.
At the top of the Level 3 org chart, Storey and Patel last week talked extensively on the subjects that stock market analysts naturally ask about – the next "deal." Storey told them that Level 3's next acquisition is more likely to be outside the U.S. because "we will not do anything that causes us to damage our integration of TW Telecom."
But the "deal" I want them to focus on most of all is the next deal with an enterprise customer. Level 3 needs to build consistency and predictability into its responses and not count on slips by their competitors just because – oh for example – Verizon is letting itself get pushed around by its uber-profitable wireless side. We welcome Level 3 into so many more of our own procurement projects for our clients. What happens next in all of these will be fascinating to watch.


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- Bob Przybylo, Reporter, RecruitingNation
NORMAN, Okla. -- On the last Tuesday of every month, SoonerNation is going to examine Oklahoma's defensive recruiting situation by taking a look at the Sooners' commits and targets.
Here is an idea of where OU stands for the Class of 2014 heading into July. View the Sooners' full commitment list.
The number in parentheses after every position indicates the number of recruits we project OU to sign at the position.
Defensive End (2)
Committed: None
LB Frank Shannon ready to rejoin Sooners
1dJake Trotter
Big 12 roundtable: Breaking down camp storylines
2dESPN.com staff
TCU, Baylor open in top five of preseason coaches' poll
2dJake Trotter
Oklahoma's hopes for return to glory begin at home?
2dJake Trotter
Big 12's 2015 All-Underrated team
3dMax Olson
What do the preseason rankings tell us?
3dJake Trotter
Take Two: Teams to feel better about after Big 12 media days
4dBrandon Chatmon and Jake Trotter
Big 12 recruiting scorecard
5dMax Olson
Big 12 mailbag: TCU vs. Baylor, Perine, top WRs
8dJake Trotter
Is Oklahoma college football's unlikely sleeper?
8dJake Trotter
2014 Oklahoma recruit tracker: Defense


text:
QVC – Why Work For Us?
QVC was founded in 1986 by Joseph Segel, an entrepreneur who saw an opportunity to create a new and engaging shopping experience through television broadcasts. He named the company QVC to represent its three guiding principles: Quality, Value, and Convenience. These values were created to build trust with consumers, creating lifetime, avid fans.
Today, QVC is the world's leading video and ecommerce retailer, offering a curated collection of desirable brands to millions of customers around the globe each day through broadcast, Internet, and mobile sales platforms. QVC is the world's top multimedia shopping company in terms of viewers and revenue and ranks among the top online mass merchandise retailers. QVC's 2014 sales generated $8.8B in annual revenues, $3.5B of which came from ecommerce.
In 2014, 41% of ecommerce orders came from mobile platforms. QVC is ranked as the #3 largest mobile commerce retailer among multi-category retailers, and #5 across all industries according to the 2015 Internet Retailer Mobile 500 list.
QVC is available in 300 million homes worldwide through its broadcast programming in the U.S., U.K., Germany, Japan, Italy and a joint venture in China. QVC shipped more than approx. 173 million products in 2014 to these markets.
QVC has an impressive TV presence in all of its markets. QVC personalities host themed shows throughout the day engaging viewers, highlighting products in different categories, and providing shoppers with useful information in an entertaining format.
QVC is more than just live video content. It is changing the way the world shops by re-imagining shopping, entertainment and social as one. Leveraging its multichannel platforms, QVC is enabling its customers to customize their experiences. Plus, QVC has created a family of mobile shopping applications for smartphones and tablets. Leveraging social networks, QVC has well over two million Facebook fans around the world who blog, comment, "like", and share 24/7.
Many of our products have features that are exclusive to QVC and its customers. Leading product categories include beauty, electronics, home goods, apparel and accessories, and jewelry.
Based outside of Philadelphia in West Chester, PA, QVC has 17,000 employees worldwide. The company has state-of-the-art broadcast and ecommerce operations at its corporate headquarters, known as "Studio Park," as well as studios in all its global markets.
QVC is a wholly owned subsidiary of Liberty Interactive Corporation (NASDAQ: QVCA, QVCB). Liberty Interactive Corporation took full ownership of QVC in 2003 when it bought the portion of the company that had been owned by Comcast.
QVC is a company built on a strong foundation of beliefs called The QVC Difference that are at the heart of our success.
The QVC Difference is woven into the fabric of our culture, defining the attitude and conviction that unites everyone at QVC. These principles empower our employees with the initiative to develop new ideas and the accountability to see them through. More than a collection of ideals, The QVC Difference serves as a reminder of what made us successful in the past and acts as a guidepost for the future.
Current College Students:
A great way to experience QVC is through our internship program! As an intern, you'll work with industry leaders and apply classroom knowledge to real world experiences. At QVC, your ideas and input are encouraged, and your contributions are valued. We offer internships in a range of disciplines, many of which you won't find at other companies including: Apparel & Technical Design; Audio; Audit; Broadcasting; Consumer Insights; Community Affairs; Content Production; Control Room; Corporate Communications; Distribution; ecommerce; Finance; HR; IT; Lighting; Merchandising (Buying and Planning); Production; Public Relations; and Taxonomy & Systems.
Internships are offered for fall and spring semesters, as well as summer break.
Recent Graduates:
Consider beginning your career journey at QVC. We offer entry level positions in several departments, particularly Audit, Broadcasting, ecommerce, IT, Marketing, and Merchandising. QVC is full of possibilities as you grow roots, learn a ton, and apply your classroom knowledge right away. We look for candidates with high energy and initiative, team aptitude, the ability to collaborate, creative thinking, problem-solving skills, and the desire to learn and grow. Your first job at QVC won't be your last; we look to develop our team over time and offer diverse career opportunities that will prepare you for future leadership roles in our global organization
Corporate Responsibility
Relationships are at the heart of everything we do. It's what our business was founded on and still sets us apart. Strong connections power our success and motivate us to be better and do more every day – for the people we work with, the community we live in, the planet we share, and the products we source. Each choice we make is an opportunity to reinforce these ties and put our values into action. Together, we can build a brighter future.
As colleagues, we foster a culture of leadership that helps team members reach their personal and professional potential.
Learn how we're making QVC a great place to work
As good neighbors, we are committed to giving back to those communities where we live and work.
Learn how we're building a real sense of community
As global citizens, we make choices that help sustain the planet that sustains us.
See how we're working to create a greener Q- and a brighter future for all of us
At QVC, we require that the merchandise we offer is supplied by vendors who share our commitment to social responsibility.
Learn how we're working together to create a more ethical global marketplace
Wellness & Benefits
QVC works hard to provide a total rewards package that encompasses all the facets of our employees' lives.
As the health and wellness of our employees are a top priority, QVC offers comprehensive medical, dental, vision and prescription plans as well as programs that promote and support a healthy lifestyle.
QVC fosters a culture of leadership where every employee is empowered to lead, either themselves or their team. Talent development opportunities are offered and encouraged for all employees to reach their full career potential, and expose them to career paths they may not have considered before.
We offer a competitive salary including savings and retirement options in addition to programs to help employees find personal work/life balance including flexible work arrangements.
As a community connected by a shared love of shopping, our team members also enjoy QVC's generous employee discount program.
QVC Photos
QVC ReviewsQVC 279
Helpful (1)
"Maintain budgets for site, employee retention, employee engagement and satisfaction "
- Work/Life Balance
- Culture & Values
- Career Opportunities
- Comp & Benefits
- Senior Management
I have been working at QVC full-time (More than 10 years)RecommendsPositive OutlookDisapproves of CEORecommendsPositive OutlookDisapproves of CEO
Great insurance, fantastic benefits, great company to work for with support and care of their staff
Too many approvals for supply requisitions, very restrictive with budgeted hours and expectations
Advice to Management
Would not hesitate to apply and work for QVC
QVC Interviews
Interview Experience
Interview Experience
Getting an Interview
Getting an Interview
Interview Difficulty
- Accepted OfferPositive ExperienceAverage Interview
I applied online. The process took 3+ months – interviewed at QVC.
The process took longer than usual because the location was missing a few key pisitions. After submitting my application I was contacted by a recruiter from the corporate office later the same afternoon. We had a general conversation about my background and experience and she gave some info about the position. From there I had a phone interview with the site HR Training Manager, then was invited to come onsite and meet with site mangers/supervisors as well as a video conference with the HR team from another site. Next, I had a phone interview with the employee relations team from the corporate office, then finally a phone interview with the HR Director. The process for me from initial contact to final decision was three months.
Interview Questions
- Behavioral based questions focused around tactical HR approach. Answer Question
QVC Awards & Accolades
Additional Info
QVC was founded in 1986 by Joseph Segel, an entrepreneur who saw an opportunity to create a new and engaging shopping experience through television broadcasts. He named the company QVC to represent its three guiding principles: Quality, Value, and Convenience. These values were created to build trust with consumers, creating lifetime, avid fans.


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