 long-distance competitors required access to local switches in order to sell long-distance service to their subscribers. As part of the divestiture ruling, AT&T kept the long-distance portion of its orga- nization, which it viewed as more lucrative than local calling. It also retained the right to manufacture and sell telephone and central-office systems and to sell interstate and international long-distance phone service. AT&T kept Western Electric, its engineer- ing and manufacturing arm, and Bell Labs, its research facility. The goal of divestiture was to encourage competition for long-distance services. The 22 local telephone com- panies were organized into the following seven Regional Bell Operating Companies (RBOCs): Ameritech (now part of the new AT&T) BellSouth (now part of the new AT&T) Pacific Telesis (now part of the new AT&T) SBC (Southwestern Bell Communications; now part of the new AT&T) Bell Atlantic (Verizon Communications) NYNEX (now part of Verizon Communications) US West (changed its name to Qwest Communications; now a part of CenturyLink) Following divestiture, the RBOCs each operated extensive mobile networks on spectrum granted to them at no charge by the FCC. They later expanded their mobile services by purchasing additional spectrum at FCC auctions. In addition, some of them purchased other mobile operators. Competition, Industry Structures, and Regulations The Creation of Verizon Communications and the Post-2005 AT&T Two of the RBOCs, SBC and Bell Atlantic, began purchasing their largest rivals. In 2006, SBC changed its name to AT&T Incorporated. It had previously purchased the diminished former AT&T Corporation and other local phone companies. Bell Atlantic had changed its name to Verizon Communications. It also purchased other phone and mobile companies. Verizon Communications and the new AT&T, Inc., are now nationwide power- houses that, between them, count 58 percent of mobile subscribers in the United States as their customers. They are additionally the dominant suppliers of voice a