Email Has Gone Mobile

Since 2011, the share of email opened on a mobile device has surpassed email opened on a desktop client or using web mail, Litmus says. That is just one indicator of the role mobility has grown to assume in just a year's time. 

In June 2011, about 53 percent of email was opened on a desktop machine. By February 2012, just eight months later, mobile and desktop email openings were about equal. 

Can Intel Web-Based TV Service Do What Nobody Else Has Done?

Intel Corp. has been developing an Internet-based television service that essentially would be a "virtual cable operator," presumably offering the same "bundled" approach to video entertainment as offered by cable, telco and satellite-TV operators. 

Some believe the venture will launch, or at least be announced, in January 2013 at the Consumer Electronics Show.  Whether program suppliers are any more willing to license their key programming assets to Intel remains to be seen. 

Intel is trying to provide a sort of "beta test" environment by introducing the service "city by city," rather than nationally. Whether Intel can convince programmers that now is the time to infuriate all the rest of their main distributors is the issue.

At stake are relationships, already testy, with cable, satellite and telco distributors who pay programmers $41 billion a year in licensing fees. Any significant deals with Intel for a streaming service would put huge pressure on those other existing relationships. 

Someday programmers will change their minds. But a rational person would argue that the time remains somewhere off in the distance. Ask yourself whether you would jeopardize a business worth billions to gain a new business of millions. 

That isn't to say you would make the same decision if the choice were "a new business worth billions" to replace a "declining business worth billions." But nobody thinks that is today's choice. 

So it remains to be seen whether Intel will have more luck than the others who have tried, even if Intel tries a subscription model featuring whole channels and not an "on-demand" model that allows consumers to buy single shows or programs, single channels or single genres.

While Intel might like to do so, it is doubtful programmer thinking has changed on those subjects. 

Time Warner Cable Takes Tough Line on Programming Costs, But How Important is Video, Anyway?

For an industry known as "cable television," the notion that "television" is becoming steadily less important is a bit of a shock, at least in one sense.  Television revenues are shrinking as a percentage of total revenue as new sources, such as broadband access and voice services, continue to grow. The latest driver of growth, if not yet gross revenue, are business services. 

Video still drives a big chunk of revenue, though, as does voice for most telcos. But cable is losing subscribers. And since volume affects profit margins (fewer subscribers means higher per-unit costs), that means the business case is under pressure. 

Of course, for their own logical business reasons, programming networks find they have to invest more in original programming, which is highly expensive and results in demands for higher payments from cable operators. 

That means a more-intense negotiating environment than traditionally has been the case. 

Time Warner Cable and AMC Networks have temporarily extended a carriage agreement for AMC's We TV and IFC channels ahead of a midnight deadline, to allow time for contract renewal talks to continue. 

To be sure, tough contract negotiations are nothing new for the cable TV industry. It is not uncommon for deals to be reached at the last moment, or even only after some period of lapsed carriage, when channels actually go dark.

But those traditionally tough negotiations now occur in a new environment. First of all, demand for the basic product suffers from steady erosion of share to satellite and telco competitors. Also,  there is growing concern within the industry that the product simply is becoming too expensive for many would-be buyers. 

And since programming contract discounts are based on volume, lower volume means higher prices, all other things being equal. 

There also is another argument, though. Strategically, revenue growth in the U.S. cable industry is no longer driven by video entertainment at all, but by data and voice services, especially services aimed at the business market.

As the proportion of revenue earned from the new sources continues to grow, cable operators might arguably gain more leverage, eventually. 

Consider Comcast, the largest U.S. cable TV company. Comcast now relies on its core legacy service, video entertainment revenues, for about 33 percent of total revenue. 

Comcast has done so in large part by becoming a programming supplier in its own right, as it now owns 51 percent of what once was known as NBCUniversal. And make no mistake, NBCUniversal executives think their programming is undervalued, and plan to press for higher prices.

How Time Warner Cable could get to similar levels now becomes the issue. Oddly enough, Time Warner Cable once was a fully-owned division of Time Warner, and was spun out as a public company in 2009. 


In its second quarter 2012 earnings report, Time Warner Cable earned about 57 percent of its revenue from legacy sources (video entertainment subscriptions and advertising). 

So 42 percent of revenue earned from "new" sources other than video entertainment. And many would note that economics of the broadband business are better than those of the video entertainment business. 

In fact, many would say the incremental cost of providing high-speed access ranges between three percent and six percent of revenue at the largest firms, not including the cost of network upgrades to provider higher speeds. 

Excluding the impact from acquisitions, residential services revenue growth was primarily driven by an increase in high-speed data revenues, partially offset by a decline in video revenues, Time Warner Cable says.

Time Warner Cable lost 169,000 video subscribers during the quarter.

The growth in residential high-speed data revenues was the result of growth in high-speed data subscribers and an increase in average revenues per subscriber (due to both price increases and a greater percentage of subscribers purchasing higher-priced tiers of service), Time Warner Cable says.

Residential video revenues decreased driven by declines in video subscribers and revenues from premium channels and transactional video-on-demand, partially offset by price increases, a greater percentage of subscribers purchasing higher-priced tiers of service and increased revenues from equipment rental charges, Time Warner Cable also reported.

Residential voice revenues remained essentially flat as growth in voice subscribers was offset by a decrease in average revenues per subscriber.

How Soon Will Video Join Voice and Messaging as a Declining Service?

Sooner or later, every legacy service offered by cable TV or telco service providers will face competition from rival services or simply dwindling demand. Up to this point the material impact has been seen most clearly only in voice, where serious financial losses have been felt for more than a decade. But disruption now is being seen in the text messaging space as well.

Globally, telecom revenue is growing. But not in Western Europe, it appears. The mobile industry’s combined revenues from voice, messaging and data services in the EU5 economies (United Kingdom, France, Germany, Spain and Italy) will drop by nearly 20 billion Euros, or four percent a year, in the next five years, and by 30 billion Euros by 2020, according to STL Partners.

The obvious implication is that mobile service providers in the United Kingdom, France, Germany, Spain and Italy will have to create new revenue streams worth 30 billion Euros, just to stay where they are, by 2020.

Though the trend is not always quite so obvious in the U.S. and Canada telecom markets, erosion of fixed network voice lines is assuming alarming proportions in some markets, including the United Kingdom.  

Some 65 percent of 500 U.K. chief information officers surveyed by Vanson Bourne on behalf of Virgin Media Business believe fixed network telephones “will disappear from everyday use within five years,” Virgin Media Business says.

Separately, analysts at STL Partners estimate that, with 2009 representing an index point of 100, U.K. fixed network voice revenues will have shrunk by 50 percent by 2014. Keep in mind, that is an estimate that use of fixed network voice lines will be cut in half in just five years.

The latest report on U.S. fixed network voice connections by the Federal Communications Commission suggests that voice connections declined three percent between June 2010 and June 2011.

Sooner or later, video entertainment services will hit a wall as well, and the price-value relationship is the problem. Every January, it seems, providers of video entertainment raise their prices, typically outpacing the rate of inflation.

For the most part, that remains the case for 2013.

DirecTV plans to increase the prices of its programming packages by an average of 4.5 percent, starting Feb. 7, 2013, a move DirecTV attributed to  higher programming costs.

The company said the programming costs it pays to owners of television channels will increase about eight percent next year, the Wall Street Journal reports.

Dish Network will increase the price of its core TV bundles between seven percent and 20 percent in January 2013, with most packages rising $5 a  month.

AT&T U-verse prices also are going up in 2013.

In 2012, Comcast, DirecTV and AT&T  raised rates as well. If nothing changes, NPD expects the average subscription video bill to reach $123 by 2015 and $200 by 2020.

Bernstein Research analyst Craig Moffett points out that, over the last five years, programming costs at DirecTV have risen 32 percent, for example.

But perhaps more importantly, those increases are accelerating, with costs rising upwards of 10 percent year-over-year. "This is a train wreck in the making," says Moffett.

Some programmers point the finger at ESPN and the other sports networks. ESPN says its prices are justified by the high ratings the network gets. Some might say sports programming constitutes as much as half of all programming expenses.

But prices, in relationship to value, are becoming a bigger problem.

Can the Cable Industry Save Itself?

Sometimes an industry seemingly is incapable of saving itself. Some might say the video entertainment business could be among them. The issue is less the long term future, where consumers increasingly have the ability to buy what they want, item by item, and more the intermediate period, where rising costs might encourage quite a few consumers to stop buying.

To be sure, it is hard to see much material impact from “video cord cutting” so far.

Though some would say there is clear evidence of “cord shaving,” where customers drop premium services even while keeping “basic” video services, most “hard numbers” (subscriber counts, for example) suggest that abandonment fo video services remains a potential threat, but is not a clear present danger.

But even cable operators know that costs are rising at dangerous rates, and will make the product less attractive. Speaking about the problem of sports programming costs that threaten to undermine consumer appetite for the video entertainment product, Liberty Media CEO John Malone said it “might be time for the Federal Communications Commission or Congress to step in.”

“The only way it is going to change in the short run is for government to intervene,” Malone said.

If you know anything about Dr. Malone, you know what a truly astonishing statement that is.

Lots of observers think video subscription costs, and especially sports network costs, are out of control.

But when a legendary industry executive and notable opponent of government regulation says something like that, you know something profoundly important is going on.

Malone is warning that the business faces big trouble, and might not be able to save itself without direct intervention by regulators or Congress to restrain programming costs. Of course, it also should be noted that Malone calls for regulators to restrain programmers, not distributors.

But Liberty Media has stakes in both programming and distribution, so the observation is not the sort of “help my business, and hurt the other guy’s business” talk one often hears in troubled industries.

Of course, over the longer term, Malone seems to agree that the business will be changed, in any case.

"People will watch and pay for what they want, it is kind of inevitable," he said. In essence, that could undermine much of the business model for subscription video services. It remains possible that today’s video entertainment suppliers remain key distributors, but perhaps more along the lines of Netflix.

But whether those changes will be good for all distributors or programming suppliers is the issue. A reasonable person would argue that programmers will not be able to charge as much as they can at present, if users are able to buy what they want, and only what they want.

Nor, one might argue, will distributors make as much money, either. If consumers can buy direct, and save money, they will.

Some distributors, ranging from Time Warner Cable to Dish Network have made efforts recently to begin dropping networks, moves intended to send signals to programmers that the days of ever-climbing programming costs are coming to an end. 

Even the head of the major U.S. cable trade industry association says there is a growing threat of regulator intervention if the industry cannot restrain price inflation.

One wonders whether the industry can save itself.

If January is Coming, So are Video Subscription Price Hikes

Every January, it seems, providers of video entertainment raise their prices, typically outpacing the rate of inflation.

For the most part, that remains the case for 2013.

DirecTV plans to increase the prices of its programming packages by an average of 4.5 percent, starting Feb. 7, 2013, a move DirecTV attributed to  higher programming costs.

The company said the programming costs it pays to owners of television channels will increase about eight percent next year, the Wall Street Journal reports.

Dish Network will increase the price of its core TV bundles between seven percent and 20 percent in January 2013, with most packages rising $5 a  month.

“As an industry we have seen increases in double-digit percentages,” said Dish spokesman John Hall. 

AT&T U-verse prices also are going up in 2013. 



In 2012, Comcast, DirecTV and AT&T  raised rates as well. If nothing changes, NPD expects the average subscription video bill to reach $123 by 2015 and $200 by 2020.

Bernstein Research analyst Craig Moffett points out that, over the last five years, programming costs at DirecTV have risen 32 percent, for example. 

But perhaps more importantly, those increases are accelerating, with costs rising upwards of 10 percent year-over-year. 

"This is a train wreck in the making,"  Moffett has said. 

Dynamic Pricing Rankles Some, but it is Just Supply and Demand

SideCar, a peer-to-peer instant ride-sharing app, plans to double its suggested donations for drivers on New Year’s Eve, effectively instituting “surge pricing.”

Uber, a similar service, used dynamic pricing in 2011, on New Year's Eve. The practice will bother some, but in principle it is simply a way of matching supply and demand. Some will say it borders on price gouging, or is, in fact, price gouging.

It's hard to say where the boundary between "gouging" (with its implication that a supplier is taking unfair advantage of buyers) and "supply and demand" (the price of a scarce commodity will rise when demand rises and supply is fixed) lies, but supply and demand fluctuations are a reason why prices for virtually any product tend to shift up or down.

Communications service providers tend not to have such flexibility, in part because regulators will only tolerate so much fluctuation, in part because users tend to prefer fixed and known pricing, even when their usage might vary, and in part because the ability to dynamically price communications products at the retail level is not always possible (rating systems or billing systems might not be able to do so).

Up to this point, service providers have used a simpler "differentiated" pricing scheme, the perhaps-classic example being pricing of voice calls on mobile phones. International calling is most expensive, domestic calling tends to be modestly priced while calling during off-peak periods (evenings and weekends) can be nearly or virtually "free."

Some might suggest that "congestion" pricing (bandwidth becomes more expensive at times of high demand) is a similarly beneficial way to match supply and demand on broadband access networks.

"Value" pricing is another concept that incorporates supply and demand dynamics, but also seems to provoke opposition from some who think it is another form of gouging.

Any number of observers have speculated or argued for "innovative" pricing models for broadband access services, with some arguing for  "value-based" pricing. Some might argue mobile service providers are using Long Term Evolution to shift in that direction.

Based on a survey of 65 mobile operators offering LTE services, about half "have used the deployment of LTE as an opportunity to introduce a new form of pricing for mobile broadband services."

The new strategy, which supersedes the earlier unlimited data model, uses download/upload speeds as well as data allowances to differentiate on price, says Wireless Intelligence.

The speed-based tariffs are most common in Europe, where 90 percent of mobile service providers surveyed offer them. These tariffs are less popular across the Middle East, Asia Pacific and Africa, and least prevalent in North America and Latin America.

That’s a step in the direction of using tariffs that match service features in a more-differentiated way, even if not such a major step towards dynamic pricing.