Comcast will soon offer its cable subscribers the option of subscribing to Netflix as part of the cable company’s cable television packages, the company announced Friday.

It will be the first time a Netflix subscription will be bundled like a premium movie channel into a cable company’s offerings. Analysts say the move is a defense against cord-cutting, on the theory that a Netflix subscription bundled into a video package will give cable TV customers the best of cable television and streaming media. But many cord-cutters doubt it, citing Comcast’s expensive and bloated cable TV packages that require customers to pay for dozens of networks they will never watch.

“Netflix is about on-demand viewing of just the movies and shows I want to see, not what Comcast wants me to see and pay for,” said Jack Codon, who cut the cord on Comcast in 2017 at his Georgia home after his latest promotion ended. “They were reluctant to give me a better deal so I gave myself a better one by no longer paying for cable television.”

Codon now subscribes to YouTube TV for local channels and a slimmed-down TV package and has paid subscriptions to Hulu, Netflix, and CBS All-Access Pass.

“It still adds up when you subscribe to a lot of services, but my satisfaction has never been higher because I am getting services with a lot of things I want to watch instead of hundreds of channels I don’t,” Codon said. “When you flip through the channels and run into Sanford & Son, Law and Order, home shopping, and terrible reality show trash, you just get angry because I was paying for all of it. Now I pay Netflix and they spend the money on making more shows I will probably want to watch, as opposed to reruns I don’t.”

Comcast customers have been able to subscribe separately to Netflix and watch its library of content on Comcast’s X1 set-top box since 2016. But now Comcast will bundle that subscription into a package directly billed to customers. Comcast claims subscribers will appreciate the simplified billing their new Netflix bundle will offer. Pricing and exact date of availability have not yet been announced.

The head of a state-funded group with direct ties to the Massachusetts governor’s office told local officials in New Marlborough that the Massachusetts Broadband Institute (MBI) “believes in cable companies” and is favoring one — Charter Communications, with an exclusive offer to invest millions in taxpayer dollars to entice Charter to bring its Spectrum cable service to town, while telling would-be competitors the money is only available to Charter Communications.

MBI was created in 2008, originally tasked with investing $50 million in state funds to help resolve the digital divide between eastern and western Massachusetts. MBI also manages the publicly owned, middle mile fiber optic network that towns in western Massachusetts are depending on as part of their plans to connect local residents to the internet.

In 2015, MBI suddenly yanked support for WiredWest, the region’s most robust and credible player in connecting residential homes and businesses. The group had spent several years organizing and educating some two dozen largely rural communities, and was well on its way to constructing a public broadband network for the towns that agreed to sign on to the project. Since 2015, a series of political disputes, bureaucracy, and confusion has stalled broadband expansion.

Peter Larkin, MBI’s board chairman, has been roundly criticized in many western Massachusetts communities for continuing MBI’s slow and cumbersome bureaucracy, frequent policy shifts, and most recently playing favorites with cable companies. Ignoring his own organization’s systemic failures and bureaucratic roadblocks, Larkin has recently leveraged community frustration with the slow pace of progress as an excuse to hand two of the nation’s largest cable operators public taxpayer dollars to complete a project MBI was directly responsible for stalling.

Larkin

Under the latest proposal, outlined last Friday, Charter Communications would receive $3.1 million to expand Spectrum cable service to at least 96% of the community of New Marlborough. Originally, the town was responsible for $1.44 million in cost sharing with the state, a substantial sum for a community with a population just over 1,500 residents. Larkin last week offered to split the cost to the town, with the town’s share reduced to $720,000 — payable directly to Charter.

“The state is willing to cut the gap in half to make this project go,” Larkin said.

But that deal appears to be good only if the town selects Charter Communications. Over the last year, MBI has been allocating public taxpayer dollars towards private cable and phone companies, especially Comcast and Charter, to get the companies to agree to expand their cable systems in areas both have ignored for decades. WiredWest’s proposal made towns partners in the project. Larkin’s offer suggests taxpayers should pay up to 50% of the expansion costs, while Charter keeps 100% of the revenue and profits.

In the past, MBI’s financial carrots have been enough to get the two cable companies to expand using state matching funds alone, but as the town’s Broadband Committee Chairman Richard Long told the Berkshire Eagle after the meeting, he thinks this is the first time an unserved town in central or western Massachusetts will have to contribute local taxpayer funds as well just to get service from a cable company.

Larkin’s hard sell for Charter raised eyebrows among some in the town, especially after Larkin offered to use state funds to also finance their $720,000 portion of the deal over as much as a decade. Larkin claimed he wanted to get the project done and wanted to be helpful.

“The state may spend moneys or engage in other activities that benefit or incentivize private businesses in order to promote such [economic] development and it may authorize or partner with its cities and towns to do likewise,” Larkin recently wrote in a letter to towns offering to help them get negotiations going with the cable companies.

Town resident Dave Travis called Larkin’s offer something else.

“Call me a whistleblower, concerned citizen, activist for fairness, justice and democracy, but for Massachusetts Broadband Institute to show such blatant preferential treatment [to Charter] when there are qualified, experienced local options feels like corruption, and it needs some serious daylight,” Travis wrote.

WiredWest’s Tim Newman exposed just how far Larkin was willing to go to bat for Charter.

“Is the generosity you’re presenting to our town on behalf of Charter the same generosity if the town were to build its own network?” he asked Larkin.

“We do believe in the cable companies … we think it’s a value worth leaning in a little bit harder for,” he said, suggesting Charter has the financial ability to complete the project.

“So, the short answer is ‘no’ — the $720,000 would not be available?” Newman pressed.

“No,” Larkin answered.

A growing number of Frontier Communications employees are sharing their dissatisfaction working at a phone company that continues its decline with nearly $2 billion in losses and more than a half-million customers departing in 2017. Employees who find themselves in such challenging situations may explore legal remedies for hostile work environments.

According to Perelson, using proactive communication in the workplace increases the productivity of your staff and helps you stay ahead of potential speed bumps that can impede project completion.

Workers describe a deteriorating workplace with increasingly hostile and disappointed customers that want to take their business elsewhere, and employees that are increasingly frustrated and predict the company is headed towards bankruptcy.

“This is a company in a long-term decline, which is good and bad for workers and customers,” said ‘Geoff,’ a Frontier employee in California who wished to remain anonymous for obvious reasons. “It’s good because you know there is still some time left in case of a miraculous turnaround, but bad because like a glider slowly descending toward the ground, it is inevitably going to land or crash at some point in the not-too-distant future.”

Geoff was formerly employed by Verizon Communications before Frontier completed an acquisition of Verizon’s landline, fiber, and wireline networks in California in 2016. Now he’s employed full-time as a network engineer for Frontier.

“The trouble started almost immediately, because Verizon’s methodical, if not bureaucratic way of doing business was replaced with Frontier’s never ending chaos,” Geoff told Stop the Cap! “We were warned by techs in Connecticut, Indiana and West Virginia that Frontier’s management was very uneven, changes direction on various executive whims, and is very disconnected from mainline workers, and boy were they right.”

Geoff and his team, responsible for managing Verizon’s FiOS fiber network in Southern California, were split up after Frontier took over and put under severe budget restraints, which have grown tighter and tighter as Frontier’s economic condition deteriorates.

“Under good leadership, cost cutting can be an effective way to deal with wasteful, creeping spending that sometimes happens at large companies when budgets still reflect the priorities of several years ago, but Frontier just wants costs cut willy-nilly, including investments that actually save the company a lot of money, time, and frustration,” said Geoff. “Those cuts are also responsible for the deteriorating infrastructure and increasing failures customers are experiencing.”

“As a network engineer, I can see each day what Frontier’s network looks like and I talk to many other engineers at this company who are seeing much the same thing in their areas,” Geoff said. “If you live in an area where Verizon upgraded its network to fiber before selling it to Frontier, you will probably experience the least number of service problems, although the company’s billing systems are still troublesome. If you live in what Frontier calls its legacy (copper) markets, it’s a real mess and things are not getting better near fast enough, and customers are going elsewhere.”

Geoff’s views are shared by a growing number of hostile employee reviews being left on websites like Glassdoor. When cumulatively examined, those reviews show common points of complaint:

• Customers are treated to aggressive sales tactics, offered products and services they cannot use, while rushed off the phone when reporting service problems.
• Management is out of touch with employees and issue directives for new policies and services that cannot be easily managed from antiquated software and systems still in use at the company. The business can improve safety management by installing Nektar’s management software.
• Because company is performing poorly, managers can be very protective of their employee teams and attempt to keep them independent and insulated from management chaos. New employees perceive this as ‘cliquish’ and they often do not do well when assigned to one of those teams, as they are viewed with suspicion.
• Major cuts in training budgets have left employees with inadequate knowledge of Frontier’s own systems. In sales, this results in customers being sold plans they cannot actually get in their areas, incomplete orders, misrepresentation of pricing and product information, and customer trouble tickets being accidentally erased or left incomplete. Constant process changes are expected to be implemented by employees not trained to implement or manage them.
• No significant upgrades are coming, but employees are trained to tell customers to be patient for better service that is unlikely to be forthcoming.

Many employees share the view, “we’re all in the same boat, except that boat is sinking.”

The Better Business Bureau offers this advisory about Frontier Communications, which received a grade of “F” from the consumer organization.

“Sally,” who works at a Frontier internet support call center, tells Stop the Cap! she has noticed customers are getting increasingly hostile towards the company.

“The frustration level is enormous for customers and those of us tasked to help them,” Sally said. “Frontier markets itself as a solutions company and we sell a lot of ‘Peace of Mind’ support services for technology products, including our own, but sometimes the only answer to a problem has to come from the company investing in its facilities and not making excuses for why things are not working.”

Sally explains many Frontier customers do not have much experience troubleshooting technology problems.

“Most of my calls come from our rural customers who don’t have a choice in internet providers or are from lower and fixed income customers that cannot afford the cable company’s prices for internet access,” Sally said. “They know what they want to do with their internet connections but call us when they can’t seem to do it, whether that is sending email or watching video or using an internet video calling application to see their grandkids. You can only imagine what they feel when we tell them their DSL connection is unstable or their speed is too slow to support the application they want to use. We end up disappointing a lot of people because the internet and technology is moving much faster than Frontier is and our network just cannot keep up.”

Sally has been on the receiving end of profanity and a lot of slammed down phones, but there is little she can do.

“We can send a repair crew out but considering some of our lines are decades old, there isn’t much they can do about it,” Sally said. “This is a problem only management can solve and they’ve been distracted trying to deal with shareholders, acquisitions, and if you don’t mind me saying, being very preoccupied with their performance bonuses. We always know when another bad quarter is coming because of last-minute directives from top management designed to really push sales and hold on to customers to limit the damage. That is also around the time they start taking perks away from us in various cost-cutting plans. My co-workers are starting to leave because they don’t feel valued and do not want to work for a company in a long-term decline.”

“It seems like Frontier has just given up trying to compete with cable companies for internet services and now just sells internet to rural customers it can reach with the help of government subsidies,” adds Geoff. “It’s easy to do business with customers who don’t have any other choice for internet access.”

The Wall Street Journal today reported Sprint has rekindled merger talks with Deutsche Telekom’s T-Mobile USA, the third time such merger discussions have taken place in the last four years.

The newest round of preliminary discussions begin five months after earlier negotiations collapsed over the issue of which merger partner would ultimately control the combined company.

Analysts are uncertain if the latest round of talks will amount to anything, especially after watching the Trump Administration’s Justice Department aggressively fight the merger of AT&T and Time Warner, Inc., on antitrust grounds.

If Sprint and T-Mobile combine, it would create three large national carriers competing with each other and an assortment of smaller regional wireless carriers, possibly leading to price increases for consumers who have benefited from the last few years of aggressive sales and promotions launched by market disruptor T-Mobile USA and, to a lesser extent, Sprint.

A Sprint/T-Mobile combination would have nearly 100 million customers, making it America’s second largest wireless company just ahead of AT&T, which had 93 million U.S. subscribers at the end of 2017. Verizon Wireless would continue to be the nation’s largest wireless company with 116 million customers.

CenturyLink’s Prism TV

CenturyLink has stopped expanding its cable TV alternative Prism TV, and will no longer promote the service to its customers.

“Due to emerging market trends in video content and delivery, we do not plan to expand our Prism TV service offering,” CenturyLink spokesperson Francie Dudrey told Fierce Cable, in a statement delivered at the NAB Show yesterday. “We will continue to provide service and support to our current Prism TV subscribers and make the service available to qualified customers who request it in the markets where we currently offer Prism TV.”

As Stop the Cap! reported last month, CenturyLink is planning to pull back on residential broadband upgrades and services it was expecting to sell on its improved internet platform after the company announced senior management changes. One key sign CenturyLink was moving away from Prism TV was the sudden retirement of Duane Ring on March 30. Ring, a 34-year veteran at CenturyLink had been recently promoted to help oversee CenturyLink’s residential broadband upgrades and was instrumental to the launch of Prism TV in 2005.

Wall Street and activist shareholders had pushed CenturyLink hard to replace long time CEO Glen Post III, who had recently turned bullish on costly residential broadband upgrades. Post’s replacement, former Level 3 CEO Jeff Storey, wants to refocus CenturyLink on its more profitable commercial customers.

Ironically, Level 3 was acquired by CenturyLink in 2016. Now some of Level 3’s top executives will firmly control CenturyLink itself. Shareholder activists were pleased with CenturyLink’s new direction under Storey’s leadership, arguing CenturyLink shouldn’t be devoting significant resources or funding to its legacy phone and copper broadband businesses. CenturyLink will now move away from home broadband services and towards commercial and enterprise broadband, metro ethernet, and cloud/backup services. About two-thirds of CenturyLink customers are commercial enterprises.

CenturyLink will now promote DirecTV to its residential customers instead of Prism TV.

Longer term, a growing number of analysts suspect CenturyLink’s new management will want to sell off some or all of CenturyLink’s residential customers to refocus the business entirely on its commercial customers. The company refused to discuss that issue at this time. CenturyLink may find a difficult market for would-be buyers. Frontier Communications, a regular buyer of wireline assets, is itself mired in debt and financial difficulties.

Investors continue to be skeptical of the merits of costly network upgrades for the nation’s copper wire phone networks. In areas where fiber-enabled phone companies compete directly with cable, price wars can develop, reducing profits and the incentive to invest.