April 26, 2024

Court Upholds F.C.C. Rule on Use of Data Networks

WASHINGTON — Cellphone companies must allow customers of competing wireless carriers to use their networks for the Internet and e-mail when outside their home territory, a federal appeals court said here on Tuesday.

The United States Court of Appeals for the District of Columbia said that just as the Federal Communications Commission required wireless carriers to allow voice-service roaming by customers of other carriers, it also can require the same, at commercially reasonable rates, for data customers — in essence, those who use smartphones, tablets and other wireless devices.

The judges’ 3-to-0 decision is a significant victory for the F.C.C. The agency has lost authority over Internet communications in recent years. And it is a big win for smaller cellphone companies, who now have the leeway to offer customers national calling and data plans, albeit ones that could generate extra charges.

On the losing side is Verizon Wireless, which had challenged the agency’s data roaming order in 2011. The company argued that the agency did not have authority to oversee data communications on wireless broadband networks and that it was imposing “common carrier” regulations on companies — essentially, regulating them like public utilities, as it does with home phone service.

Verizon said that it already had data roaming agreements so there was no need to codify the practice. “As we made clear throughout the case,” Ed McFadden, a company spokesman, said on Tuesday, “Verizon Wireless regularly enters into such data roaming agreements on commercially reasonable terms to meet the needs of consumers, and will continue to do so.”

The decision has broad implications for the agency, analysts said. “This does bode well for the F.C.C.’s ability to assert its authority in regulating wireless services,” said Andrew Jay Schwartzman, senior vice president and policy director for the Media Access Project, a nonprofit law firm that promotes consumer choice. “This is the first time these issues have come up in the context of data, which obviously is our future,” he said.

The F.C.C.’s chairman, Julius Genachowski, went further, saying the court’s opinion “confirms the F.C.C.’s authority to promote broadband competition and protect broadband consumers.”

In 2010, in Comcast v. the F.C.C., the same appeals court rejected the legal theory that the agency was using to validate its regulation of broadband Internet service. While Tuesday’s decision does not reverse that ruling, it does signal that the agency may have found a justification for its broadband rules.

Both Tuesday’s and the 2010 decisions were written by one of the appeals court’s more liberal members, Judge David S. Tatel.

John Bergmayer, senior staff lawyer at Public Knowledge, which filed a brief supporting the agency, noted that many of the legal arguments Verizon made in the case are also part of another challenge in the same court.

There, Verizon is trying to overturn the agency’s Open Internet order, a 2011 regulation that contains elements of net neutrality rules. Those rules require Internet service providers to treat all traffic equally, rather than favoring some transmissions over another.

The Open Internet case is in its early stages and has not yet been argued before the appeals court. But agency officials say they think the appeals court, in Tuesday’s case, rejected at least one of the arguments Verizon makes in the Open Internet case.

Many small wireless companies had supported the agency’s data roaming requirement, saying that it would provide more competition, particularly by allowing them to offer national service to compete with Verizon and ATT.

The large wireless providers argued that the data roaming order gave them less incentive to invest in their networks, because it would benefit rivals that would not shoulder any of the costs of building infrastructure.

Article source: http://www.nytimes.com/2012/12/05/technology/court-upholds-fcc-rule-on-use-of-data-networks.html?partner=rss&emc=rss

Air France-KLM Board to Meet Amid Reports of Ouster of Chief

The reports come just four months after Mr. Gourgeon, 65, was re-appointed to a new four-year mandate in July as head of the group holding company, though he had been expected to cede his role at the Air France unit in January.

Mr. Gourgeon was informed Friday of the decision to replace him, Les Echos, a French business newspaper, reported late Sunday. The newspaper cited disappointment with the company’s financial performance.

According to Les Echos, Air France-KLM’s current chairman, Jean-Cyril Spinetta, was expected to assume chief executive duties for the group until a permanent replacement is named. Mr. Spinetta ran Air France for a decade until 2009, with Mr. Gourgeon as his deputy.

A company spokesman confirmed Monday that the board was scheduled to meet at 4 p.m. in Paris, but declined to comment on the subject of the meeting. Shares of Air France-KLM were up nearly 4.5 percent on the reports in early afternoon trading.

Alexandre de Juniac, a former chief of staff to France’s former finance minister, Christine Lagarde, has been rumored since June to be the front-runner to replace Mr. Gourgeon eventually at Air France. Mr. Juniac, 48, is currently an adviser to François Baroin, who replaced Ms. Lagarde as finance minister after she stepped down in June to become managing director of the International Monetary Fund.

The French government owns nearly 16 percent of Air France-KLM, a stake worth about €272 million at current prices, and controls 3 of the 15 seats on the company’s board.

Air France-KLM, while one of Europe’s largest airlines, is one of the region’s least profitable. For the three months through June it swung to a net loss of €197 million, or about $270 million, from a €736 million profit a year earlier. The group has forecast a modest operating profit for 2011, though that is much weaker than the roughly €1 billion that analysts predict for Lufthansa this year and around €600 million for International Airlines Group, the parent company of British Airways and Iberia of Spain.

Air France-KLM has been preparing a major restructuring program aimed at slashing operating costs by up to €800 million. Mr. Gourgeon presented the outlines of a plan to unions in September, which includes a hiring freeze as a first step, but which unions fear may ultimately result of the elimination of as many as 10,000 jobs. A final decision on the plan was expected as early as this month.

Despite its financial straits, Air France-KLM proceded with an order last month for an order of up to 110 Airbus and Boeing long-range jets worth $12 billion as part of a plan to renew its fleet.

Article source: http://feeds.nytimes.com/click.phdo?i=8376609db0996ac83b16d8f637583f98

Media Decoder: Netflix to Break Business in Two

In a letter posted on the Netflix Web site late Sunday night, the company’s chief executive, Reed Hastings, apologized for the way he handled recent changes in pricing and subscription services, and announced that the company would split into two businesses, with the DVD-by-mail service to be renamed Qwikster.

The pricing changes were announced this past summer and have since caused Netflix customers to walk away in droves. “I messed up,” Mr. Hastings said. “I owe everyone an explanation.”

He said the DVD-by-mail service, which is how the company began, would become the Qwikster brand with its own management team. The name Netflix will remain for movie streaming, according to the company’s statement, which was posted around 9 p.m. Pacific time. Qwikster and Netflix will now appear as separate lines on customers’ credit card bills.

The price of the company’s services will not change.

“We’re done with that!” Mr. Hastings said.

It was, after all, just that kind of change that prompted outrage among Netflix customers this summer, when the cost of a subscription that included unlimited online movie streaming plus one DVD-by-mail at a time went from $10 per month to $16 per month. That 60 percent increase has cost the company about 1 million of its 25 million customers, a greater exodus than they expected, company representatives have said. Netflix shares fell 15 percent last week when the customer figures were announced.

But Mr. Hastings did not apologize for increasing subscription fees, or for asking customers to think about the two services separately. Instead, he blamed his own “arrogance based upon past success” for a failure to communicate in the face of a fast-changing business model.

“We realized we should have communicated better in July when we announced the price change,” said Steve Swasey, company spokesman. “That’s a mea culpa on that.”

Article source: http://feeds.nytimes.com/click.phdo?i=0c12cc842b9c4a412012f24d43664f76

J. Terrence Lanni, Ex-Chief of MGM Mirage, Dies at 68

The cause was cancer, said Alan Feldman, a company spokesman.

By 2008, when Mr. Lanni retired as chairman and chief executive of MGM Mirage, as the company was called then, he had remade the company into the largest casino operator in Las Vegas and the second-largest casino company in the world. Its properties include the Bellagio, Mandalay Bay and MGM Grand.

He was part of a generation of casino executives who transformed their industry into one that operated not only casinos but also tourist-friendly luxury resorts. As he told The New York Times in 2000, Las Vegas should appeal to “the guy who’s got plenty of money, wants to show it, but can’t get into the country club, maybe because he’s in the scrap-iron business.”

Mr. Lanni was born on March 14, 1943, in Los Angeles. He graduated from the University of Southern California with a bachelor’s degree in business in 1965.

He joined Caesars World Inc. in 1977 and over 18 years rose to become its president and chief operating officer. In 1995, he moved to MGM Grand as chief executive and quickly added the chairman’s title, beginning a 13-year career at the company’s helm.

In 2000 he oversaw the purchase of Mirage Resorts, thus creating MGM Mirage, a casino industry powerhouse. At the time, Mr. Lanni called the transaction “a dream combination of assets and people.”

Four years later, along with Kirk Kerkorian, the billionaire financier and largest investor in MGM Resorts, Mr. Lanni helped engineer another big combination, MGM Mirage’s unsolicited and successful bid to buy a rival company, the Mandalay Resort Group. The purchase gave the company ownership stakes in several well-known casinos on the Las Vegas Strip, including the Luxor, Excalibur and Monte Carlo, in addition to Mandalay Bay. When the deal closed, the combined company owned half of the hotel rooms on the Strip.

In 2003, Mr. Lanni took the adventurous step of trying to move into the online casino business, but he decided to shut down the experiment because of legal and regulatory questions.

Mr. Lanni also helped oversee the planning for CityCenter, an $8.5 billion, 67-acre complex of hotels, casinos, retail and residential space on a site between the Monte Carlo and Bellagio hotels on the Strip. It is the largest privately financed construction project in United States history.

In 2007 he hosted a fund-raiser in Las Vegas for his friend Senator John McCain of Arizona when the McCain campaign for the Republican presidential nomination was flagging; the event pumped $400,000 into its coffers.

When Mr. Lanni retired in late 2008, the fortunes of Las Vegas had tumbled since his deal-making days. Revenue and tourism were suffering a steep decline, one from which the city has yet to recover. “Las Vegas is now as vulnerable as other communities,” he said at the time.

Mr. Lanni is survived by his wife, Debbie, and two sons, Sean, of Las Vegas, and Patrick, of San Francisco.

Article source: http://feeds.nytimes.com/click.phdo?i=20a2a6a129667646c61d1510e55d35b5

The Crowds Are Gone, the Walls Are Next

Instead, the Nanuet Mall stood as a symbol, mostly of a faded retail era but also of some irony: After it opened in 1969, people came from across the Hudson Valley, shifting shopping patterns from Main Streets to malls. But with competition from big-box retailers and, most notably, the mammoth Palisades Center only four miles away, the Nanuet Mall would quickly lose its place and purpose; its developer has said the mall will be torn down.

On a recent afternoon, more than 40 storefronts were vacant; roughly 35 remained open. Some escalators were no longer running. A child played soccer in a nearly deserted food court.

Arlene Pricoli, 64, who once worked at Stern’s, a now-closed department store, wandered the mall’s eerily empty hallways; she still returns to visit her husband, who works at Mario’s Barber Shop, and to remember what it was like when, she said, “this place was booming.”

“I miss it,” she said.

There had been talk, in the last several years, of remodeling, renovating and bringing some new life to the mall, said David Papaj, 56, who has worked at Mario’s for more than a decade.

The latest talk circulated around the news that Alexander J. Gromack, the supervisor of the Town of Clarkstown, which includes Nanuet, said that the mall’s developer intended to demolish and rebuild it.

“We hear a lot of different rumors,” Mr. Papaj said on Thursday. “Nothing changes.”

Simon Property Group, the Indianapolis-based company that has owned the mall since 1998, had not, at that time, publicly confirmed what Mr. Gromack had said. But in a statement released on Friday, Les Morris, a company spokesman, said, “We do plan on tearing down the mall and putting up an open-air regional center anchored by a Sears, Macy’s, a theater and a grocery store.”

When the shopping center opened, and for years after, it was a singular attraction in the area — the only mall for miles around. The parking lot was jammed. Teenagers tracked down friends after school at the arcade, movie theater and clothing shops; their older siblings hung out at the Hungry Lion, a restaurant and bar, said Liz Speight, 44, who grew up nearby.

Ms. Speight was one of several dozen children who planted their hands in concrete near one of the entrances during the mall’s grand opening; a plaque was placed there to commemorate the day.

“It was a big deal,” she said. “Everyone had watched this thing being built for so long.”

Like the Tappan Zee Bridge and the Palisades Interstate Parkway, the Nanuet Mall symbolized the area’s changing landscape, said Mr. Gromack, 57, who grew up in Nanuet.

“We were no longer the sleepy farm community,” he said.

The mall also became a place where new relationships were established. At Mario’s, Dr. Paul Brief, 71, has been visiting the same barber, Anielo Rega, since 1982. Mr. Rega, who has worked at Mario’s for 34 years, also counts Dr. Brief’s two sons, James and Andy, as customers.

But over the years, the center — often called the little mall by locals — declined as the competition increased: The Galleria at White Plains was built in 1980, for instance, and in 1985, Woodbury Commons, an outdoor outlet mall, opened in Central Valley.

Then came the death knell. The Palisades Center, roughly four times the size of the Nanuet Mall, opened in West Nyack in 1998.

Mr. Gromack, who has held several discussions with the Simon Property Group over two years, said the company planned to begin demolition in September. Conceptual plans could be submitted within two months and construction could begin by 2012, he said.

Sears and Macy’s, which are still open, are not owned by Simon Property and will remain. Banchetto Feast, a restaurant, will be relocated, said a co-owner, Eddie Almeida. But it is not clear what will happen to other businesses. Angela Guarino, 41, who worked her way up from shampoo girl to salon manager at Unisex Palace, worried that her job might not be part of the redevelopment. “What am I going to do?” she said. “Start over?”

Article source: http://feeds.nytimes.com/click.phdo?i=ffe6c0571e3b87f115c54387477fe8b7