Captive Audience: The Telecom Industry and Monopoly Power in by Susan Crawford

By Susan Crawford

Ten years in the past, the USA stood on the leading edge of the web revolution. With a number of the quickest speeds and lowest costs on this planet for high-speed net access, the country was once poised to be the worldwide chief within the new knowledge-based economic climate. at the present time that international aggressive virtue has all yet vanished because of a sequence of presidency judgements and ensuing monopolies that experience allowed dozens of nations, together with Japan and South Korea, to go us in either pace and cost of broadband. This regular slide backward not just deprives shoppers of significant companies wanted in a aggressive employment and enterprise market—it additionally threatens the commercial way forward for the nation.

This very important publication via prime telecommunications coverage professional Susan Crawford explores why americans at the moment are paying even more yet getting less in terms of high-speed net entry. utilizing the 2011 merger among Comcast and NBC common as a lens, Crawford examines how now we have created the most important monopoly because the breakup of ordinary Oil a century in the past. within the clearest phrases, this e-book explores how telecommunications monopolies have affected the day-by-day lives of shoppers and America's international financial status.

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Additional info for Captive Audience: The Telecom Industry and Monopoly Power in the New Gilded Age

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The shippers (the traditional enemies of the carriers) grew lax, less interested, less politically active. Farms were being wiped out by urbanization. And neither President Harding nor President Coolidge was interested in restrictive regulations. So the Commission looked for support in the only place it could find it: from the railroad industry itself. The railroad management group had all the information the Commission needed; it supported the growth of the Commission's agenda and defended the Commission against executive intrusions.

Broadcasters have thus had a love-hate relationship with cable distributors since television became widespread. When broadcasters were powerful, they used their sway with the FCC to constrain the markets into which cable could bring distant broadcast programming and ensured that cable always carried their signals. The failure to separate conduit from content made it inevitable that broadcasters and cable companies would always be in conflict. Ultimately, both industries would later discover that there was more money to be made through cooperation than opposition.

Bell Atlantic merged with GTE and renamed itself Verizon. SBC bought Ameritech. By 2005 America was effectively left with two wired companies—Verizon and SBC. At the same time, MCI and the old AT&T (still in long distance) kept trying to enter local markets and were having a hard time. They faced a 47 48 49 firestorm of litigation over the regulations the FCC had created to force incumbents to share their facilities with their competitors. Essentially, the Baby Bells used the courts to avoid the act's requirement that they open up their local networks to competition.

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