h, Nynex, Pacific Telesis, Southwestern Bell, and US West represented the local service business. Two other actions worth noting involved the famous Bell Labs. In addition to splitting the Bell name and logo, the assets associated with Bell Labs were divided between the new AT&T and the seven regional operating companies. All research and development remained with AT&T's equipment manufacturing arm. A ninth entity was created and named Bellcore. Bellcore was essentially the part of the former Bell Labs responsible for standards development and important things, such as the North American numbering plan. Bellcore was set up as an independent entity with its own set of books; however, ownership was held by the RBOCs and managed by representatives of each of the RBOCs. This entity would later be sold off to a third party and renamed Telcordia. The new AT&T consisted of administrative staff, AT&T Communi- cations (Network Services), AT&T Technologies, (Western Electric and Bell Labs) and AT&T International (Figure 2-2). The RBOCs lost all their share of long distance revenue except charges for intra-LATA calls not included in fixed monthly service charges, but retained the directory services business. They were permitted to sell equipment in competition with AT&T Information Systems, but restricted from designing and manufacturing equipment. The seven RBOCs included Ameritech, Bell Atlantic, BellSouth, NYNEX, Pacific Telesis, Southwestern Bell, and US West. Economically, the RBOCs were viewed as being in trouble. Charges for monthly service covering calls within a local access and transport area or LATA belonged entirely to the BOCs. The resulting revenue didn't cover expenses. Loss of SO much of the long distance revenue made them unprofitable. Previously, state PUCs had refused to allow increases in pricing for local service. Now that long distance revenue PRACTICAL IP AND TELECOM FOR BROADCAST ENGINEERING AND OPERATIONS American Telephone and Telegraph Company 1984 - AT&T Network Services Western Electric (Long Di