(5 pages of text)
In June 2007, the chief executive officer of Telesat Canada, headquartered in Ottawa, Ontario, was considering his strategy following a decision by Industry Canada to reject four out of six of its applications for satellite slots. His largest concern was the decision to award the two most important licences for the Extended Ku-band network — which the company’s largest clients, Bell Canada Inc. and Shaw Communications, were both seeking — to a subsidiary of a non-Canadian company, Ciel Satellite Limited Partnership, which was owned by SES S.A., a global corporation based in Luxembourg. The regulator’s decision had the potential to severely limit Telesat’s future revenues as well as destabilize its valuation in the midst of a sale process. The company needed a plan of action to propose a reconsideration of the allocation of licences while also maintaining its working relationship with Industry Canada.
This case is suitable for senior undergraduate, graduate and executive education and is intended to fulfill the following teaching objectives:
- To introduce students to the regulatory process, a key intersection of business and government.
- To develop an understanding of the complexities of working with political staff and public servants simultaneously.
- To consider innovative strategies to gain reconsideration of decisions made by regulatory bodies.
Information, Media & Telecommunications
Canada, Medium, 2007
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