Lots of observers argue that the Verizon purchase of Frontier Communications assets (buying back an asset it had previously sold off) is not a wise use of capital, with the arguments often suggesting Verizon should be investing more in artificial intelligence in some way.
Of course, there is an argument to be made that such forays into applications, content or additional roles in the value chain have not worked out very well.
And some of the same questions are raised about AT&T's purchase of Lumen Technologies mass market fiber-to-home assets. The concern is that the purchase will not have a near-term impact on profits and could be a case where the opportunity cost is too high.
AT&T believes it can justify the purchase of Lumen Technologies consumer fiber business based in part on the ability to drive higher revenues by bundling mobile services, and also boosting take rates from the current 25 percent level to perhaps 40 percent.
But other buyers without the ability to bundle with owned mobile services also could have interest in acquiring significant copper access assets and then upgrading for fiber access. In many cases the upside comes more from asset value increases than actual operating cash flow or profits, though.
As always, much hinges on the assumptions. Assume a copper access asset with:
500,000 copper broadband and voice customers, with 80 percent convertible to fiber over 10 years (much higher than AT&T expects with its bundled services approach)
Copper assets are valued at 4–8x EBITDA. Assuming annual EBITDA of $100 million for the copper business, acquisition cost is estimated at $600 million (6x EBITDA).
Fiber Upgrade Costs: 800–$1,200 per home passed, plus $300–$500 per connected subscriber. Assume $1,000 per home passed and $400 per connected subscriber.
Revenue: Copper ARPU (Average Revenue Per User) at $40/month, fiber ARPU at $60/month. Fiber adoption grows linearly to 80 percent (400,000 customers) by year 10.
Copper maintenance costs are high ($300/customer/year), while fiber reduces this to $100/customer/year.
CapEx: Fiber deployment spread over 5 years, with 20 percent of customers upgraded annually.
Financing: 50% equity, 50% debt at 5% interest rate.
Depreciation: Fiber assets depreciated over 20 years (straight-line).
Market Dynamics: Copper demand declines 5% annually; fiber demand grows with 10% annual subscriber growth post-upgrade.
Copper Recycling: Recycled copper yields $7,000/ton, with 5,000 tons recoverable (based on scaled-down estimates from TXO’s $7 billion market potential for 963,000 tons).
Perhaps the key sensitivity here are take rates. The business model here assumes take rates at 80 percent in a decade. That is more likely for rural and other lower-density markets, where competitors are deterred from investing. It is hard to imagine such take rates in competitive urban markets.