Word: belled
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Dates: during 1990-1999
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Perhaps you saw Ivan Seidenberg back in the 1960s when he got his start working for New York Telephone. Those were the good old days of telecommunications, when "phone company" and "AT&T" were synonyms. Interstate calls cost a small fortune. Copper wires, pioneered by Alexander Graham Bell in 1876, were still state of the art. And Seidenberg was the guy you might have spotted crawling into manholes in New York City and cheerfully splicing phone lines together deep underground--peeling back the rubber coating on the finger-thick wires, laying the cable on the splicer and then gently pressing...
Last year Seidenberg made $8.5 million in salary and bonus. Letters that spooled from the fax in his office at Bell Atlantic generally addressed him as "Dear Vice Chairman." For the past half decade, Seidenberg, 51, has been working to make that copper sing and dance with stuff no one could have dreamed of in 1966--video, for instance, or 3-D Web pages. He is also making that copper work closely with its successor: hair-thin fiber-optic cables that offer vastly expanded speed and capacity--which translates to consumer value and, he hopes, corporate profit. Seidenberg, who oversaw...
Last week the CEO proposed his most spectacular link-up yet: a plan to merge $70 billion Bell Atlantic (which serves roughly 40 million customers in 13 states) with GTE, a $52 billion company with some 21 million widely scattered customers. Earlier in the week AT&T had announced a multibillion-dollar joint venture with British Telecom. Driven by a violent reworking of the competitive and technological landscape, phone giants were embracing one another mostly out of mutual fear and defensiveness...
...YORK: Are we correcting yet? The markets picked up Wednesday where they left off: With volatile trading and wild fluctuations. The Dow plunged and rose more times than Greg Louganis; it ended up nearly 60 points. Either investors had taken the symbolic presence of a lion at the opening bell to heart, or there was a whole lot of bargain-hunting going...
...that?" Perversely, customers got so used to the abuse that it became easy not to give them what they wanted. "Managed dissatisfaction," Antioco called it. He is no stranger to making unhappy customers whole. Previously he cleaned up convenience-store retailer Circle K before moving on to run Taco Bell...