Technology Stocks | Excite@Home (ATHM)


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To: Educator who wrote (17406)12/2/1999 10:50:00 PM
From: Solid   of 29968
 
Ed,

One for the teacher.

Reminds me, again, that there are noble people in all walks of life and not to 'lump' all government burreaucrats together.

Excellent comments made by Deborah Lathen, the chief of the cable services bureau, FCC, in November to the LA council. Her opening comments, with personal history, to make the appeal for getting BB rolled out in America are nicely done and her points regarding the FCC's stance are superb. For anyone wishing to see clear elucidation of the FCC's stance skip to the mid, meaty section of FCC points. Tremendous advocacy for the free market and the market place.

In light of this and other fine coverage it is harder to image in 'my minds eye' forced open access at this time. Well worth the time to read or scan.

fcc.gov 

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To: E. Davies who wrote (17419)12/2/1999 10:55:00 PM
From: Frank A. Coluccio   of 29968
 
I'm no expert, but one would think that for a business class service with a performance "guarantee" they would oversubscribe *less*."

Hi Eric, you are absolutely correct. The higher fee'd dsls which are slated for sohos and telecommutes usually have SLA components associated with them, and they are capable of symmetrical operation, guaranteed throughput levels, availability guarantees, prioritization by type of service/class of service, and usually are capable of VPNing. These professional grades of dsl generally cost approximately 5 to 8 times as much as the surfer delight model, and their terms are usually negotiated by enterprise network managers for work-at-homes and Internet power users in the regular (usually branch) office environments.

Frank

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To: Frank A. Coluccio who wrote (17459)12/2/1999 11:08:00 PM
From: GraceZ   of 29968
 
The higher fee'd dsls which are slated for sohos and telecommutes usually have SLA components associated with them, and they are capable of symmetrical operation, guaranteed throughput levels, availability guarantees, prioritization by type of service/class of service, and usually are capable of VPNing.

Frank, do you know if this kind of tiered level of service is available through the @work division of @home, which frequently uses DSL connections? I'm assuming that their DSL connections are like their cable connections, they are connected through a partner. I'm curious if the pricing is close to the competition.

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To: Marco Polo who wrote ()12/2/1999 11:12:00 PM
From: Jack Hartmann   of 29968
 
Institutional Investor rated ATHM #2 fastest growing EPS company for the next five years.
individualinvestor.com 
Of course, the data used for this analysis is not available, but report may cause the stock price to jump once the print version is mailed to subscribers.
Jack

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To: Jack Hartmann who wrote (17461)12/2/1999 11:21:00 PM
From: Orwell   of 29968
 
AOL just doesn't get it.

High speed access is a package deal, it requires high speed hardware and an internet provider. ATHM is a bit of both. AOL is nothing but a slow-speed Internet portal.

True, a cable company or a telephone company doesn't want to compete with its customers, but it is much harder, if not extremely impossible for TelCos to be exclusive ISPs to the homes they service.

Notwithstanding all of the whining and lobbying from AOL, cable is not regulated, and with cable companies dishing out big bucks to upgrade their hardware and provide highspeed service to their consumers, why should they share with AOL?

High speed internet is not like using an existing phone line and letting AOL make mega bucks on the back of the phone companies.

Too bad for AOL, they are in an old and dying model. Enter ATHM who trumps them all.

@Home is the wave of the future.

O.

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To: ahhaha who wrote (17453)12/2/1999 11:48:00 PM
From: Solid   of 29968
 
Interesting reading between you, KB and others. Great insights. Thought provoking.

KB stated:

ATHM just isn't leveraging the position.

I remember hearing a gent expound upon the failure of the reigning technology companies of the last century, the railroads, to capitalize upon their position and dominance. Had they seen themselves as 'transportation companies' they would have invested in aviation and evolved beyond the powerful but one trick pony they were.

An analogy I was tinkering with...

View a state of the art modern airport.

Passengers utilize it to complete a necessary experience, travel from point A to point B.

Passengers appreciate the speed and efficiency imparted to this 'transaction' that a well designed and well managed airport provides with the least number of distractions and inconveniences to the traveler.

Travelers frequent airports because they are where this 'transaction of transportation' happens. From pulling up to the curb, checking baggage, catching flights, flight schedules/gates, security, food, rentals, etc.

They boast or berate the airport for how seamlessly and hassle free they deliver on the advertised goods. Passengers utilize them, good or bad, because they are the best(fast, cost effective) game in town at the time. (vs. bus, car, rail)

The 'carriers' utilize the airports structure. For this 'privilege' they pay usage fees.

ATHM is an interport. Travellers pay a fee to 'park at the facility' while they use the services offered. Excite! is, in a sense an in-house carrier. Similar to a port authority owning an airline too.

Excite! is in RFD and they can get into XML + RFD + ECR, but only up to assisting implementation. Let all those others do the remote server software app composition. They can make agreements with these companies for the purpose of inter-operation. I don't mean compatibility. I mean operate smoothly so the users don't end up throwing government lawsuits at them.

In your model what can make Excite! more then any other carrier? What will make them the carrier that others wish to standardize to? What will give them long term dominance in their market place? Are you suggesting they be similar to the tower setting frequency for all carriers to standardize too? Ground crew setting height for doors and baggage ramp access, fuel types? What gives them an edge over any other aside from a few months lead time and great location to the interport?

I'm trying to build a conceptual understanding of what will make them 'special' aside from being 'family' and free for the fee, off base?

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To: GraceZ who wrote (17460)12/3/1999 12:32:00 AM
From: Frank A. Coluccio   of 29968
 
Grace, @work is very vague on which carriers they use, although I suspect that they would use any one of them where critical mass presents itself. On their web site they simply advise prospects to enter their address and they will compare the distance from the central office and pre qualify or disqualify the loop on the basis of distance. A second test by the carrier would then take place to ensure that the line was "qualified" to support dsl.

@work actually does have tiered services. Their 'bronze' level is IDSL, running at lower asymmetrical speeds, and their silver service runs symmetrical SDSL at 1.5 Mb/s both ways. Additionally, if you read their pdf file (six things you should know about ordering DSL), you see that they are leveraging the ATT/ATHM 5 Gb/s backbone service as a means of using brute force to insure that the back end of the service (towards the cloud) doesn't become "oversubscribed."

Within the same web site (http://www.home.net) I came across their professional at work service which highlights encrypted tunneling (which would ordinarily be associated with VPN, although they stop short of calling it such), but this variant of the @work service is shown using cable modems connected to head ends, and upstream from there they attach to the Tier 1 5 Gb/s backbone.

My guesstimate of 5 to 7 times the cost of casual dsl services was accurate. The @work dsl services "start" at $185/mo, and increase in cost with increasing speeds, and with the increasing numbers of IP addresses you need to satisfy the number of hosts in your locatoin. For a full breakdown on costs one would have to actually apply for a quote by providing them with all the vitals.

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To: Solid who wrote (17463)12/3/1999 1:44:00 AM
From: ahhaha   of 29968
 
What gives them the edge is the fact that they own the jet.

The only protection they or any company has is the next successful creative effort. Standards render products unprofitable and are the death gene that sends them into obsolescence.

I don't have a model. That's Excite!'s business. I have a prescription for success. It's based on currently evolving technologies.

When you click something how are the resources furnishing your purpose for clicking assembled and displayed? The trend is moving away from putting the resources in the desktop and moving towards keeping the resources in the remote computer. That requires big jets and as the jets get larger to carry their only load, cargo, airports must be much larger than current models. ATHM jets will cause the rebirth of the mainframe airport! Sell the sun; buy the beam.


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To: Moose who wrote (17457)12/3/1999 4:27:00 AM
From: Jay Lowe   of 29968
 
>> their are two options for the hat. Did you "choose wisely"?

Given the price action, I should have chosen the "Stylish Red Yo-Yo"

Much more metaphorical.

I wonder how our stylish red yo-yo is going to respond to 1M subs.

;-)

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To: Marco Polo who wrote ()12/3/1999 7:27:00 AM
From: Jack Hartmann   of 29968
 
Excerpt from TSCM: Why'd They Bother?
So now McAfee.com (MCAF:Nasdaq) is public and Excite@Home (ATHM:Nasdaq) is planning to offer a tracking stock to match the performance of the company's media properties, otherwise known as what was the Excite portal and directory. Of course, that begs a question: If there's such a need for these companies either to be independent or to be valued separately, what was the point of their having merged in the first place?

McAfee, of course, was the consumer-focused antivirus software company that went on a buying spree and became Network Associates (NETA:Nasdaq) exactly two years ago. Network Associates CEO Bill Larson says McAfee antivirus packaged software now accounts for just 10% of overall revenue.

In the case of Excite@Home, the two companies merged as a high-profile combination of Internet content and high-speed delivery technology. But the combination quickly ran into the buzz saw of major shareholder AT&T's (T:NYSE) agnosticism toward content. AT&T, now a cable and phone company, wants to carry everyone's programming, not just one portal's. Selling the media businesses for less than @Home paid might provoke shareholder suits, so instead the tracking stock is scheduled for the third quarter of next year.

Now investors can own McAfee.com, a consumer-focused company and sexy application service provider, and soon can buy into Excite, the media operation of Excite@Home.

Of course, investors could have owned those companies before their respective mergers, too. The more things change, the more they stay the same.

Some More Exciting News
Excite@Home's @Home subscription service has hit a million subscribers. CEO Tom Jermoluk disclosed the achievement Wednesday at the First Boston conference. He also noted that although a formal announcement was still forthcoming, the gang "back home" in Redwood City, Calif., already had begun partying.

The 1 million mark is an artificial milestone of little real relevance, of course. But it is important in that @Home promised when it went public three years ago that it would hit a million by the end of 1999. It is an accomplishment for any company -- but especially an Internet company -- to fulfill a promise. @Home also pledged to be profitable in the fourth quarter of this year, and Jermoluk assured investors the combined company will hit this target as well. Wall Street expects Excite@Home to earn 1 cent per share this quarter. Article by Adam Lashinsky

Profitibilty, always a winner in my book.
Jack

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