The word unaligated has been linked to a great number of things over the centuries. In Latin it means “untreated”, and in the past,
it was often used to refer to diseases that were not given any treatment. It’s also been used as
a term for an area of land where someone wasn’t allowed access to or was otherwise restricted from entering.
Unaligated can also be associated with public lands where there are no private claims,
such as with oil and mineral rights on federal land. Nowadays, the term is often used synonymously with “secluded” or “isolated”.
One of the most important changes to the German mentality inside and outside the country comes
when Deutsche Telekom AG decides to raise its prices on its 3G network – despite being well aware of the fact that it is still not profitable
The decision of Deutsche Telekom AG to raise prices on its 3G network comes at a time when
the economy of Germany is still struggling to overcome the double-digit unemployment and sluggish growth.
In order for Germany to become a top performer in the global economy, it needs to be able to sustain rapid growth in major industries such as telecommunications.
Telecommunications drive innovations across other sectors. German companies rely on them to survive and compete with other firms in the global economy.
The decision by Deutsche Telekom AG is not surprising when one looks deeper into its history.
The German telecommunications giant has been restructuring itself in order to become a “network monopoly”.
Ever since it was created, Deutsche Telekom AG has been acquiring other telecommunications
companies and establishing new monopolies across the board. It has done this in virtually every market where it operates.
In fact, Deutsche Telekom AG has a strong track record of destroying competition and eliminating other firms in major markets.
For example, it has taken over all the major former East German telecommunications companies with the help of German taxpayers,
and it has bought and merged with all the major German cable-television companies.
In addition to this, the company’s history includes an acquisition of 15 smaller competitors between 1998–1999 alone.
It then went on to take over its largest competitor in 2001 and 2002. The company acquired Mannesmann,
which had previously been Germany’s largest telecommunications firm until 2000 when it was overtaken by Deutsche Telekom AG as a result of several mergers (itself included).
Deutsche Telekom’s acquisition of Mannesmann was the most aggressive agreement in its history, and it was arguably illegal.
For example, the European Commission forced Deutsche Telekom AG to sell parts of its T-Mobile subsidiary in Britain.
The antitrust regulator said that the deal would have given Deutsche Telekom AG “a significant advantage on the
German telecoms market and could also exert a dominant position” there. Similarly,
the company has been sued in Germany by T-Online’s majority shareholder Bertelsmann over
a joint venture between the two giants, which had effectively blocked out competition for DSL service.
The German firm has also been under investigation by the British competition authorities.
It was ordered by the UK Office of Fair Trading (OFT) to sell its interest in a telecoms joint venture with Cable & Wireless (C&W).
The problem was that the British company had only just been through a similar process, having sold its Tiscali UK subsidiary to C&W.
Now it owned most of Tiscali’s competitors. This was a very similar situation to what Deutsche Telekom AG was trying to do in Britain with T-Mobile.
These problems have not stopped Deutsche Telekom AG from pursuing its goal of becoming the largest telecommunications company in Europe.
It has continuously blocked out other firms that are attempting to compete with it in major markets.
The firm has also been going through a restructuring process, which started when its long-standing CEO Kai-Uwe Ricke stepped down in October 2001
because of health reasons. Deutsche Telekom AG’s former deputy chairman Rene Obermann succeeded him as the new CEO
announced plans to cut costs as well as increase revenues by billions of dollars by 2012.
One half of this strategy was a cost-cutting drive. In 2002, Deutsche Telekom AG sold its
cable-television business to British firm NTL. The cable-television market had been dominated by Deutsche Telekom throughout its history.
Now, the company could begin focusing on building a truly global telecommunications corporation
that would compete on a worldwide scale for any market where it planned to expand. unaligated
However, this strategy is not even close to being realized. It has only gone so far as to create a “network monopoly” in Germany.
In fact, in 2001 Deutsche Telekom AG requested that the German government make it
a state-owned company in order to go after its goal of becoming Europe’s largest telecommunications firm.