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EZINE_ Online Insider _SPECIAL_
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=============================================================================
Seidman's Online Insider
=============================================================================
Weekly Summary of Major Online Services and Internet Events
-----------------------------------------------------------------------------
Special Announcement May 12, 1996
=============================================================================
Prodigy Buyout Announced
====================
We're not so vain here at the Online Insider that we believe that Prodigy
management announced the buyout from Sears and IBM on Sunday just so it
could sneak into this week's newsletter. But hey, sooner or later the
Sunday distribution was bound to pay off for me!
The press release started off this way:
"International Wireless Incorporated and a group of Prodigy executives,
announced the acquisition of Prodigy Services Company from its owners, IBM
Corporation and Sears, Roebuck and Co. The announcement was made today
by Greg Carr and Terry Dillon, Co-Chairmen, International Wireless, and
Edward A. Bennett, President & Chief Executive Officer, Prodigy."
International Wireless will acquire Prodigy in its entirety, and the
acquisition will be led by Prodigy management. Financial terms were not
disclosed and the acquisition is subject to regulatory approval, which is
expected in June. Though no details were given, Bennett told reporters
that it was on the higher side of the $100 million to $250 million that
had been floating around in the press recently.
Also participating as both a financial and strategic partner is Grupo
Carso, which owns Telmex, Mexico's telephone and telecommunications
company. It would appear at first blush that Grupo Carso is the "deep
pockets" funding the buyout.
Greg Carr is also co-founder and Chairman of the Board for Boston
Technology. Boston Technology provides equipment in software for several
major telecommunications company. One of their specialties is voice mail
services. There is some synergy between Boston Technology and the service
Prodigy is attempting to become.
This afternoon I had the chance to speak with Ed Bennett, who will remain
as President and CEO of Prodigy (and join the board of International
Wireless) and Greg Carr of International Wireless.
I asked Bennett if Prodigy is still on track to move towards moving away
from the proprietary Prodigy service and positioning itself as an Internet
service. Bennett advised that within a year, Prodigy will be a totally
TCP/IP based service without any of the proprietary software that exists
today. But it's more than just about connectivity and access to Bennett,
who envisions Prodigy as "a fully interactive mega online web site,"
Indeed Bennett wants Prodigy to become "The world's largest web site".
That opens up some interesting possibilities.
When I asked Bennett and Carr if they would try to form strategic
partnerships with access and connectivity companies and I could almost
hear Carr smiling through the telephone. At Boston Technologies, there
are existing relationships with Ameritech, AT&T, AT&T Wireless, Bell
Atlantic, BellSouth, NTT, Southwestern Bell, TelMex, Time Warner and GMCC
of China.
"Ed and I believe that some of those telephone companies might be
interested," said Carr.
I believe they're right. Carr said that Prodigy and Boston Technology
will probably announce a more formal alliance that will involve technology
sharing and co-marketing. The affiliation with Boston Technology could
help Prodigy in the international space, as more than 50% of Boston
Technology's business is currently done outside the United States. (This
is separate from the recently announced InternationalLink service, a new
Web site which integrates links to various web-based international online
services at < http://www.internationalink.com >.) Carr advised that the
first international expansion will be in Mexico, where a Spanish language
version of the Prodigy service will be launched.
As some of you know, I recently balked at Bennett's buyout plan. I even
went as far as saying that Bennett should be fired. At the time though,
I was working with out all the data. As it turns out, it would seem that
Bennett submitted a plan a few months after joining Prodigy. The plan was
approved by the partners ("because it was a good plan," according to
Bennett.) But a funny thing happened on the way to the fair. Sears
decided it didn't want to be in the online business anymore and they were
pretty public about wanting to sell the service. This apparently scared
off IBM and the net result was that the plan never got the funding, or the
chance it needed. "It was a real conundrum," said Bennett. Indeed. That
being the case, I think the "Bennett Maneuver" was appropriate, and he
should be congratulated.
"The buyout is not the silver bullet that's going to solve Prodigy's
problems,'' said Adam Schoenfeld, a vice president at Jupiter
Communications, a market research firm in New York, in a story by Reuters.
"Prodigy is still Prodigy. Ed Bennett is a really smart executive, but he
and his team are not miracle workers...I give them a low chance for
long-term survival,'' Schoenfeld said.
In the online space of America Online and CompuServe, I'd agree with
Schoenfeld. But Prodigy doesn't have to play on that field and in that
league to be a profitable company. I believe there is a business in the
"content" space, and that if Prodigy can keep some of their content
superstars on board, that their chances for success are better than what
Schoenfeld predicts.
As an online service that competes with America Online, CompuServe and
others, I think Schoenfeld is on the money. They still have "about a
million" subscribers (which would make them number 4 behind AOL,
CompuServe and MSN), according to Bennett, and he plans to work hard to
keep the loyal following.
"We'll do our best to give the content they deserve, do our best to
communicate about all the new features we'll be undertaking, and make the
necessary improvements to the service," said Bennett. But I didn't get
the sense from Bennett that there would be a big push to acquire new
subscribers for the online service, and I wouldn't be surprised if
the big push comes in the form of getting folks, regardless of what
service they're on, to come look at Prodigy's content.
If Prodigy is to succeed in the content space, what they're really
counting on is advertising revenue. Something, which on the web, has not
proved to be a viable business yet. Bennett expressed that he was very
bullish on the advertising possibilities on the Web, though he admitted
that he didn't necessarily see it getting to be the "huge" business some
have forecasted. Still, Bennett sees close ties to the cable industry he
came from.
"It took years to get advertisers to believe in the cable audience," said
Bennett. "The issues that the cable went through, 'is anyone watching?'
'how do you measure them?'," are the same issues which are being asked on
the Web now according to Bennett. Bennett believes these issues will be
resolved, but thinks the end result will be different than television,
radio or print ads because the Web is an entirely different medium.
Schoenfeld is right to be cynical about Prodigy's chances for success.
But I'm not sure they need a miracle to succeed as a content production
company. What they need is a lot of good content, and good tools for chat
and messaging on the Internet (Bennett said that in addition to using
existing Internet tools like IRC, they are working on developing software
for chat and messaging. Maybe they'll license AOL's virtual places??) If
we take a look at Yahoo, which as of Friday, had a market value of over
$865 million, I get more optimistic. Still, Yahoo has something Prodigy
doesn't have -- alliances with players like Softbank and Ziff-Davis.
Yahoo also is already generating gads of traffic. But relationships with
Grupo Carso and Boston Technologies aren't a bad place to start.
Ultimately what Prodigy needs is a lot of people (I mean a LOT of people)
looking at their Web sites.
Prodigy's highly-touted new Web service dubbed "Stim" is expected to be
launched sometime this week during the E3 conference in Los Angeles.
For now Bennett and crew can breath a sigh of relief and get on with the
business of running their company without the albatross of uncommitted
partners around their neck. Bennett has spoken of driving a company with
highly motivated employees. How to motivate? One way is certainly stock
options, and Bennett continues to say this approach will be used. Stock
options are good, but an IPO would be even better. According to printed
reports, Bennett continues to say that an IPO could happen given the right
circumstances. And what a story that would be, if after some time,
Prodigy has an IPO and it does well. I don't see it being a mega
Internet/Online company like an AOL or a Netscape, but again, it doesn't
need to be. Bennett thinks Prodigy can now be a swift moving, nimble
company. If Bennett can motivate his employees and everyone is having fun
producing content, what sweet icing on the cake a successful IPO would be
for them. But there is a lot of work in front of them for that to happen.
"I've had about three hours of sleep in the last week, and most of it came
last night," said Bennett. Bennett knows that this is only the
beginning of the story, so there still may be many sleepless nights in
front of him.