BT Group

BT Group

company_name = BT Group plc
company_type = Public (lse|BT.A
foundation = 1 October 1981 (as British Telecommunications)
location = London, England, UK
key_people = Sir Michael Rake, Chairman
Ian Livingston, Chief Executive
area_served = flagicon|UK United Kingdom
industry = Telecommunications
company slogan = Bringing it all together
products = Retail and Wholesale local, national and international telecommunications products and services,
Broadband and internet products and services,
IT and Network Solutions,
Mobile service as a Molo
revenue =£ 20,704 million (2008)
operating_income =£ 2,713 million (2007)
net_income =£ 2,852 million (2007)
num_employees = 104,399 (2005-06)
homepage = []

BT Group plc (formerly British Telecommunications plc) which trades as BT (pronEng|ˌbiːˈtiː "bee tee") (previously known as British Telecom and still occasionally referred to by that name) is the privatised UK state telecommunications operator. It is the dominant fixed line telecommunications and broadband Internet provider in the United Kingdom. BT operates in more than 170 countries and almost a third of its revenue now comes from its Global Services division.

BT Group is the largest communications service provider in the United Kingdom. It is also one of the largest communication companies in the world.

Businesses of BT

British Telecommunications plc (BT) is a wholly-owned subsidiary of BT Group plc and encompasses virtually all businesses and assets of the BT Group. BT Group plc is listed on stock exchanges in London and New York.

BT runs the telephone exchanges, trunk network and local loop connections for the vast majority of British fixed-line telephones. Currently BT is responsible for approximately 28 million telephone lines in the UK. Apart from Kingston Communications, which serves Kingston-upon-Hull, BT is the only UK telecoms operator to have a "Universal Service Obligation" (USO) which means it must provide a fixed telephone line to any address in the UK. It is also obliged to provide public call boxes.

BT's businesses are operated under special government regulation by the British telecoms regulator Ofcom (formerly Oftel). BT has been found to have Significant Market Power in some markets following Market Reviews by Ofcom. In these markets, BT is required to comply with additional obligations such as meeting reasonable requests to supply services and not to discriminate.

As well as continuing to provide service in those traditional areas in which BT has an obligation to provide services or is closely regulated, BT has expanded into more profitable products and services where there is less regulation. These are principally, broadband internet service and bespoke solutions in telecommunications and information technology.

BT Group is organised into the following business divisions:
*BT Retail: Retail telecoms services to consumers
*BT Wholesale: Wholesale telecoms core trunk network
*Openreach: fenced-off wholesale division, tasked with ensuring that all rival operators have equality of access to BT's own local network
*BT Global Services: Business services and solutions (formerly BT Ignite and BT Syntegra)
*BT Exact / One IT: consultancy and internal IT. There is some overlap with BT Global Services. R&D functions are no longer handled by BT Exact.
*Group operations: handles security, research and development, and other functions for BT Group Plc such as legal services

From 1 July 2007 two additional divisions were put in place:-
*BT Operate took responsibility from BT Wholesale for the roll-out and maintenance of the group's new IP based fixed-line network, known as 21st Century Network (21C).
*BT Design pulled together IT designers from BT Retail, BT Wholesale, BT Global Services and OneIT to design services on the 21C network. [cite news |first= |last= |authorlink= |coauthors= |title=Two new BT businesses after a radical shake-up|url= |work= |publisher=Financial Times |date=25 April 2007 |accessdate=2007-04-25 ]

History of BT

thumb|right|150px|BT "Connected World" logo, 2003-present

A number of privately owned telegraph companies operated in Britain from 1846 onwards. Among them were
* The Electric Telegraph Company,
* British and Irish Magnetic Telegraph Company,
* British Telegraph Company,
* London District Telegraph Company,
* and the United Kingdom Telegraph CompanyThe Telegraph Act of 1868 passed the control of all these to the newly formed GPO (General Post Office)'s "Postal Telegraphs Department"

With the invention of the telephone by Alexander Graham Bell in 1876 the GPO began to provide telephone services from some of its telegraph exchanges. However in 1882 the Postmaster-General, Henry Fawcett started to issue licences to operate a telephone service to private businesses and the telephone system grew under the GPO in some areas and private ownership in others. The GPO's main competitor the National Telephone Company emerged in this market by absorbing other private telephone companies, prior to its absorption into the GPO in 1912.

The trunk network was unified under GPO control in 1896 and the local distribution network in 1912 . A few municipally owned services remained outside of GPO control. These were Kingston upon Hull, Portsmouth and Guernsey. Hull still retains an independent operator, Kingston Communications, though it is no longer municipally controlled.

In 1969 the GPO, a government department, became the Post Office, a nationalised industry separate from government. Post Office Telecommunications was one of the divisions.

Formation of British Telecom

The "British Telecom" brand was introduced in 1980. On 1 October 1981, this became the official name of Post Office Telecommunications, which became a state-owned corporation independent of the Post Office. In 1982 BT's monopoly on telecommunications was broken, with the granting of a licence to Mercury Communications.


The privatisation took place in 1984, with the sale of 50.2% of the shares in the company (incorporated in 1984 as "British Telecommunications plc") to the public in November.

The company changed its trading name to 'BT' on 2 April 1991. The remaining state holdings in the company were sold in 1991 and 1993 . In 1996 Peter Bonfield was appointed CEO and Chairman of the Executive Committee, promising a "rollercoaster ride." [ BBC News | BUSINESS | Sir Peter Bonfield: A profile ] ] .

In the 1990s, BT entered the Irish telecommunications market through a joint venture with the Electricity Supply Board, the Irish state owned power provider. This venture, entitled Ocean, found its main success through the launch of Ireland's first subscription-free dial-up ISP, As a telecoms company it found much less success, mainly targeting corporate customers. BT acquired 100% of this venture in 1999.

In 2000, BT acquired Esat Telecom Group plc, and all its subsidiary companies, and Ireland On Line. It also purchased Telenor's minority shareholding in Esat Digifone. The Esat Telecom Group was split in two: the landline and internet operations were combined with Ocean and became part of BT Ignite. Esat Group was renamed Esat BT in July 2002, and eventually BT Ireland in April 2005. Esat Digifone became part of BT Wireless before being spun off into a seperate independent company mmo2 plc (now Telefónica Europe. EsatBT installed the first DSL lines in Ireland, to try and compete heavily with former state telecoms company eircom and operate one exchange, in Limerick. They are the 2nd largest Fixed line Telco in Ireland behined incumbent eircom.

BT’s attempted global alliances


In June 1994 BT and MCI launched Concert Communications Services which was a $1 billion joint venture between the two companies. Its aim was to build a network which would provide easy global connectivity to multinational corporations.

This alliance progressed further on 3 November 1996 when the two companies announcement that they had entered into a full merger agreement to create a global telecommunications company to be called Concert plc, which would be incorporated in the UK with headquarters in both London and Washington DC. This would have given BT an entry into the US market and MCI a global reach. The merger proposition gained approval from the European Commission, the US Department of Justice and the US Federal Communications Commission and looked set to proceed.

However, in light of pressure from investors reacting to the slide in BT's share price on the London Stock Exchange, BT reduced its bid price for MCI, releasing MCI from its exclusivity clause and allowing it to speak to other interested parties. [ [ MCI to weigh WorldCom bid as BT merger process grinds on] ] On 1 October 1997, Worldcom made a rival bid for MCI which was followed by a counter-bid from GTE [ [ GTE Plans a $25 Billion Cash Bid to Make It a 3-Way Fight : Battle to Acquire MCI Heats Up - International Herald Tribune ] ] . Because MCI used its stock to leverage its purchase, as opposed to cash (used by BT), it was able to outbid BT. MCI accepted the Worldcom bid and BT pulled out of its deal with a generous severance fee of $465 million.

BT made even more money when it sold its stake in MCI to Worldcom in 1998 for £4,159 million on which it made an exceptional pre-tax profit of £1,133 million. This was advised by corporate bankers, who saw the early signs of WorldCom's collapseFact|date=June 2007. As part of the deal, BT also bought out from MCI its 24.9% interest in Concert Communications, thereby making Concert a wholly-owned part of BT.

The reaction to the failure of the deal in the City of London was critical to the future of then Chairman Iain Vallance and CEO Peter Bonfield, and the lack of confidence from the failed merger would ultimately lead to their removal. [ [ MCI and WorldCom - How British Telecom Fell Short at Competitive Intelligence] ]


As BT now owns Concert, and still wanted access to the North American market, it needed a new partner. An AT&T/BT option had been mooted in the past, but stopped on regulatory grounds due to their individual virtual monopolies in their home markets. By 1996, this had receded to the point where a deal was possible. However, the former monopolies clashed in management and culture - and the alliance never really worked from the start. Also, during the proposed MCI merger position, BT/MCI had placed a series of nominated customers inside Concert to overcome regulatory issues, leaving Concert with a sales force. On merger with AT&T, it was reversion to delivery of a series of Global products, and two competing owners - which robbed Concert of revenues and left its management disillusioned.

At its height, the Concert managed network directly reached more than 800 cities in 52 countries, and interlinked to about 240 other networks to extend access to 1,300 cities in 130 countries. Although Concert continued signing customers, its rate of revenue growth slowed, so that in 1999 David Dorman was made CEO with a brief to revive it.

In late 2000 the BT and AT&T boards fell-out - partly due to each partner's excess debt, and the resultant board/s room clear-out; partly due to Concerts $800M annual losses. AT&T recognized that Concert was a threat to its ambitions if left intact, and so negotiated a deal where Concert was split in two in 2001: North America and Eastern Asia went to AT&T, the rest of the world and $400M to BT. BT's remaining Concert assets were merged into its BT Ignite, later BT Global Solutions group [ [ Articles ] ] .

2001 debt crisis

By 2001, BT had a debt of £30Bn, much of which was acquired during the bidding round for the 3rd generation mobile telephony (commonly known as 3G) licences [ [ BBC News | BUSINESS | BT attacks debt mountain ] ] . It had also failed in its series of proposed global mergers, and the funds flowing from its then virtual monopoly of the UK market place had been largely removed. It was also headed by two executives who had little support from the London Stock Exchange, particularly in light of a 60% drop in share price in 16 months [ [ BBC News | BUSINESS | Vallance resigns from BT ] ]

The first manoeuvre was to create confidence in the management team. Philip Hampton joined as CFO, and in April 2001 Sir Iain Vallance was replaced as Chairman by recognised turn around expert Sir Christopher Bland. The company then began to sell off or sell and lease back a large part of its assets.

Europe’s largest rights issue

In May 2001 BT carried out corporate Europe’s largest ever rights issue, allowing it to raise £5.9 billion. A few days before, it also sold stakes in Japan Telecom and J-Phone Communications (a mobile operator) and in Airtel of Spain to Vodafone. []

ale of Yell Group, and the demerger of O2

In June 2001 BT's directory business was sold as Yell Group to a combination of private equity firms Apax Partners and Hicks, Muse, Tate & Furst for £2 billion.

A large demerger followed in November 2001, when the former mobile telecommunications business of BT, BT Cellnet, was hived off as a separate business named "mmO2". This included BT owned or operated networks in other countries, including BT Cellnet (UK), Esat Digifone (Ireland), and Viag Interkom (Germany). All networks now owned or operated by mmO2 (except Manx Telecom) were renamed as O2. The de-merger was accomplished via a share-swap, all British Telecommunications plc shareholders received 1 mmO2 plc and 1 BT Group plc (of which British Telecommunications is now a wholly owned subsidiary) share for each share they owned. British Telecommunications plc was de-listed on 16 November, and the two new companies started trading on 19 November.


At the end of the series of sales, in October 2001 Sir Peter Bonfield resigned [ [ BBC News | BUSINESS | BT chief quits early ] ] , and was replaced by former Lucent CEO Ben Verwaayen [ [ BBC News | BUSINESS | BT lures Lucent boss with £7m package ] ] .

Having promised a "rollercoaster ride", during Bonfield's tenure the share price went from £4 to £15, and back again to £5. Bonfield's salary to 31 March 2001, was a basic of £780,000 (increasing to £820,000) plus a £481,000 bonus and £50,000 of other benefits including pension. He also received a deferred bonus, payable in shares in three years' time, of £481,000, and additional bonuses of £3.3 million. [ [ BT's Sir Peter Bonfield stands to gain extra £3.3m in share bonuses] ] Andreas Whittam Smith writing in The Independent newspaper called Bonfield, Chairman Vallance and Deputy Chairman Lord King "The men who broke the bank at British Telecom". [ [ Andreas Whittam Smith: The men who broke the bank at British Telecom] ]

mmO2 plc was replaced by O2 plc in a further share-swap in 2005, and subsequently bought in an agreed takeover by Telefónica for £18 billion and delisted [ [ BBC NEWS | Business | Telefonica bids £18bn for UK's O2 ] ] .

BT's recent developments

In February 2005, BT acquired El Segundo, California -based telecoms giant Infonet (now re-branded BT Infonet), giving BT access to new geographies. In April 2005, it bought Radianz (now rebranded as BT Radianz), which expanded BT's coverage, provided BT with more buying power in certain countries and importantly gave access to the financial markets.

"Openreach" was announced in September 2005 at the instigation of Ofcom to provide an open and equal service of provision and repair in the "last mile" of copper wire. This business was formed from 25,000 engineers previously employed by BT's Retail and Wholesale divisions. It is designed to ensure that other communications providers (CPs) have exactly the same operational conditions as parts of the BT group. It opened for business on 11 Jan 2006.

In August 2006 BT acquired online electrical retailer for £30.6 Million, which saw a slight increase in share price. The BT Home Hub was also launched in June 2006.

BT is investing 75% of its total capital spending, put at £10 billion over five years, in its new Internet Protocol (IP) based 21st century network (21CN). Annual savings of £1 billion per annum are expected when the transition to the new network is complete in 2010, with over 50% of its customers transferred by 2008. In October 2006 BT took a major step forward when the actual process that will be used to transfer the first customers on to 21CN was successfully tested at Adastral Park in Suffolk.

In January 2007, BT acquired Sheffield based ISP, PlusNet plc, adding an additional 200,000 customers. BT have stated that PlusNet will continue to operate separately out of their Sheffield head-office. Shortly after the acquisition, BT removed Lee Strafford (CEO) and Neil Comer (Finance Director) from the company. Neil Laycock has been confirmed as PlusNet's new CEO.

1 February 2007 BT announced it had agreed terms to acquire International Network Services Inc. (“INS”), a leading global provider of IT consulting and software solutions. This professional services acquisition will increase BT's presence in North America and will significantly enhance BT's consulting capabilities.

On 20 February 2007 BT announced that Sir Michael Rake, the current chairman of accountancy firm KPMG International, is to succeed Sir Christopher Bland, who is due to step down in September [ [ Datamonitor ComputerWire - BT Appoints New Chairman to Replace Bland ] ] .

20 April 2007 BT announced the acquisition of Comsat International which provides network services to the South American corporate market.

BT acquired Wire One Communications in June 2008 and folded them into BT Conferencing, their existing conferencing unit as a new video business unit. BT Conferencing is now the global leader in video conferencing services and solutions.

On 28 July 2008, BT announced the acquisition of [ Ribbit] , of Mountain View, California, "Silicon Valley's First Phone Company." Ribbit provides Flash/Flex APIs, allowing web developers to incorporate telephony features into their Software as a Service (SaaS) applications.


In 2004, the BT Group signed the world's largest renewable energy deal with nPower and British Gas, and now all of their exchanges, satellite networks and offices are powered by renewable energy. BT is a member of the Corporate Leaders Group on Climate Change. They signed a letter urging the government to do more to tackle this problem. Janet Blake, head of global corporate social responsibility (CSR) at BT, says that she would like to see incentives that find ways of awarding those companies that focus on climate change by making investments in green business models. [ [ Interview: CSR delivers £2.2bn for BT - 30 Oct 2006 - IT Week ] ]

BT has made it clear that they have an ambitious plan to reduce carbon dioxide emissions. [ [ Climate change ] ] Their strategy includes steps to reduce the customer's, supplier's, employee's, and their own footprints. BT has actually pledged to achieve an 80% reduction by the year 2016, which will require further efficiency improvements. [ [ Climate change - BT's Vision and Strategy ] ]

Financial performance

Finance director success

After a pay rise of over 40% last year, BT's chief financial officer, Hanif Lalani, has become one of the very few UK financial directors whose annual remuneration exceeds £1 million.

In recent years, the strategy of BT plc has been to reduce its dependence on traditional voice revenues and instead obtain an increasing portion of its turnover from so-called "New Wave" revenues. At the heart of this strategy is BT Global Services, which has won many significant contracts in the commercial and public sectors, in part through its portrayal as a "momentum story".

There is, however, increasing disquiet among analysts that the annual growth of the Global Services business has been unimpressive, and that BT has been using prior year adjustments to achieve favourable growth figures.

Take the quarter ended 30 September 2005, for example. At the time, BT said the external revenues of its Global Services division were £1,740m. However, a year later, BT revised this figure downwards to £1,703m. This enabled BT to claim growth of 3.5%, instead of the dismal 1.3% it would have been forced to announce if it hadn't adjusted the prior year's figures.

BT has made a habit of adjusting the previous year's revenue figure every quarter. Only once in the past year has BT adjusted the figure upwards rather than downwards.


* [1] . [ Financial Director]
* [2] . [ Google spreadsheet based on BT's quarterly financial reports]

Market position and power

In 1984 the Telecommunications Act set the framework for a competitive market for telecoms services by abolishing BT's exclusive right to provide services. In the early 1990s the market was opened up and a number of new national Public Telecommunications Operators (PTOs) were given licences. This ended the duopoly that had existed in the 1980s when only BT and Mercury were licensed to provide fixed line telecom networks in the UK.

Recent and future plans

*In June 2006, BT launched BT Total Broadband - new broadband packages, along with the BT Home Hub.

*BT's 21st Century Network (21CN) is a network transformation project which will see the UK's telephone network move from the present AXE 10/System X Public Switched Telephone Network (PSTN) to an IP/MPLS system. BT envisages annual savings of £1 billion when the transition to the new network is complete (the majority of customers should be transferred by 2008). Capital expenditure is put at £10 billion according to [ BT's 21CN website]
*In April 2007, BT launched a new online service called [ BT Tradespace] . According to [ BT's corporate website] the new service is a "social media platform dedicated to small businesses."
*In December 2006, BT launched BT Vision, a broadband Television service with the ability to watch programmes from previous weeks or months. According to [ BT PLC Today] , companies including BBC Worldwide, Paramount, Warner Music Group, Cartoon Network and the National Geographic Channel, have already signed deals with BT Vision. Microsoft announced on 9th January 2008 that BT Vision services will shortly be made available on the Xbox 360. [ [ BBC NEWS | Technology | Xbox will host BT's TV service ] ]
*In May 2008, BT launched BT Total Broadband Anywhere, [ cite web
url =,,30400-1315312,00.html
title = Go Online Anywhere: BT's New Service
author = Laura Bundock
publisher = Sky News
] an all-inclusive package which offers a free, internet-capable smartphone – the BT ToGo and BT’s Total Broadband service in the home.

BT's "Web patent"

In 2001 BT discovered it owned a patent (US patent|4873662) which it believed gave it patent rights on the use of hyperlink technology on the World Wide Web. The corresponding UK patent had already expired, but the US patent was valid until 2006.Opponents of BT's claim held that the patent had never been valid, due to prior art by both Douglas Engelbart and Ted Nelson's Project Xanadu. Nevertheless on 11 February 2002, BT began a court case relating to its claims in a US federal court against the Internet service provider Prodigy Communications Corporation. The U.S. court ruled on 22 August 2002 that the BT patent was not applicable to Web technology, and granted Prodigy's request for summary judgement. [ See BT’s “Hyperlinking” Patent Litigation Fails] . The issue of prior art was thus not addressed.


Behavioural Targeting

In early 2008 it was announced that BT had entered into a contract (along with Virgin Media and Talk Talk) with the former spyware company Phorm (responsible under their 121Media guise for the Apropos rootkit) [ [ F-Secure Spyware Information Pages: Apropos] ] [ [ F-Secure Spyware Information Pages: PeopleOnPage] ] to intercept and analyse their users' click-stream data, and sell the anonymised aggregate information as part of Phorm's OIX advertising service. [ [ ISP data deal with former 'spyware' boss triggers privacy fears] ] [ [ How Phorm plans to tap your internet connection] ] The practice, known as "behavioural targeting" and condemned by critics as "data pimping", came under intense fire from various internet communities and other interested-parties who believe that the interception of data without users' consent is illegal under UK law (RIPA). [ [ Web users angry at ISPs' spyware tie-up] ] [ [ Data pimping: surveillance expert raises illegal wiretap worries] ] [ [ Net think thank: Phorm is illegal] ] [ [ The Phorm “Webwise” System - a Legal Analysis] ] At a more fundamental level, many have argued that the ISPs and Phorm have no right to sell a commodity (a user's data) to which they have no claim of ownership. In response to questions about Phorm and the interception of data by the Webwise system Sir Tim Berners-Lee is quoted as saying:

"It's mine - you can't have it. If you want to use it for something, then you have to negotiate with me." - Sir Tim Berners-Lee: 2008 [ [ Web creator rejects net tracking] ]

See also

* Beatrice Bellman
* British Telecom microwave network
* British Telecom Tower (Birmingham)
* BT Archives
* BT Centre
* BT Ireland
* BT Italy
* BT Mobile
* BT site engineering code
* BT Spain
* BT Tower
* BT Vision
* Buzby
* Customer Service System
* Telefónica Europe "(formerly O2 plc, and formerly BT Wireless)"
* Prestel
* Telecom Gold
* Telecomsoft
* UK telephone area codes (STD codes)


External links

* [ BT Advert]
** [ BT Group Home page]
** [ BT Business]
** [ 21st Century Network]
** [ BT At home]
** [ BT Bigger Thinking]
** [ BT Total Broadband]
** [ BT Broadband Speed test]
** [ BT Ireland]
** [ BT Italy]
** [ BT Business Store]
** [ BT Conferencing]
** [ BT Convergent Solutions]
** [ BT Digital Networked Economy]
** [ BT Fusion]
** [ BT Innovation]
** [ BT Media and Broadcast]
** [ BT Mobile]
** [ BT Movio]
** [ BT Vision (IPTV)]
** [ BT Digital Vault]
** [ Web21C SDK]
** [ BT Wholesale]
** [ BT Shop]
** [ Archive for BT and its predecessors]
** [ BT Global Services home page]
*** [ BT Business Collaboration]
*** [ BT Counterpane home page]
*** [ BT Infonet home page]
*** [ BT INS home page]
** [ Openreach home page]


* [ Yahoo! - BT Group plc Company Profile]
* [ BT Group plc stock chart] at Gstock


* [ BT's 'Events in Telecommunications History' webpage]
* [ National Telephone Company history]
* [ BBC news story on BT's claimed 'web patent']
*US patent|4873662|BT's patent text at USPTO
* [ Patent case court judgement against BT]
* [ BT Broadband - Wholesale ADSL enabled exchanges from]

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