While AT&T is in no hurry to expand and upgrade U-verse broadband to its wireline customers in the United States, the Dallas-based company has spent more than $7 billion trying to attract wireless customers in Mexico that so far don’t show much interest in the U.S. company.

AT&T last month reported it is losing big south of the border. After spending $4.4 billion to acquire two competing wireless companies in Mexico and committing another $3 billion to upgrade their networks to 4G service, customers are continuing to abandon the carrier.

The losses AT&T continues to incur improving wireless service in Tabasco, Veracruz, and Baja California has not bothered AT&T to date — in fact the company plans to dump even more money into the Mexican cellular market, despite achieving a market share of only around 8.5 percent, effectively making it about as relevant as Sprint in the United States. Its largest competitors are the gigantic América Móvil, which has nearly 70 percent of the market and Telefónica, which holds a 22 percent share.

So far, AT&T has been forced to support different websites for its two different carriers – Iusacell and Nextel Mexico. The former also maintains the Unefon brand, which targets low income Mexicans with cheap prepaid service.

Part of AT&T’s problem recouping its investment is the fact Mexicans cannot afford the pricing Americans pay for cell service. While AT&T charges $50+ for a low-end cell plan in Texas, just across the Mexican border AT&T offers a $13 basic plan offering 500 calling minutes and 500MB of data.

AT&T’s decision to spend billions in Mexico while it reduces spending on further expansion of its U-verse network has nothing to do with Net Neutrality or Title II enforcement by the Federal Communications Commission. It is all about finding new customers. Wireless penetration has now topped 100 percent in the U.S. (because some families maintain multiple devices, sometimes with different carriers). In Mexico, less than 50% of the population has a cell phone and even fewer own smartphones. AT&T believes that gives it plenty of room to grow. AT&T believes wireless service brings the best potential for profits both inside and outside of the U.S., and the company thinks it can dramatically improve market share in Mexico and charge prices that will bring it a healthy return.

Their customers apparently disagree. In Mexico, for the first nine months of the year, AT&T lost 689,000 wireless subscribers — a decline of almost 8 percent. Even customers attracted to try AT&T for the first time often decide to leave, giving AT&T Mexico a churn rate exceeding 5% — five times worse than what AT&T experiences in the United States.

Some Wall Street analysts are critical of AT&T throwing good money after bad down south. Michael Hodel of Morningstar doesn’t like what he sees. The incumbent Mexican telecom giant América Móvil has kept the lion’s share of the market for years and has vastly more scale than AT&T. Hodel sees losses for AT&T until 2018.

Others wonder how AT&T Mexico will be able to introduce the premium priced services it will depend on to get a return on its investment. The Mexican economy is unlikely to allow customers to pay substantially more for wireless service.

AT&T CEO Randall Stephenson has told investors if AT&T builds a 4G network, customers will come and pay AT&T’s asking price.

“We are convinced that what we experienced in the U.S., we will experience in Mexico,” Stephenson said at an investor conference in May. “So you are going to see the mobile Internet revolution take off in Mexico. We intend to ride that wave.”

Free trade supporters and those who support the deregulation of the Mexican telecom market are trying to use AT&T’s experience as evidence that free markets and trade works.

“AT&T’s moves are the clearest evidence of success in Mexico’s reforms, and it’s hard to overstate the importance,” said Christopher Wilson, deputy director of the Mexico Institute at the Woodrow Wilson International Center for Scholars in Washington.

For customers, it isn’t a matter of free trade. It’s good coverage at a reasonable price that matters most, and AT&T Mexico has not yet achieved that.

Arturo Diaz, originally an Iusacell customer in Mexico City, recently dropped his AT&T Mexico service.

“Their coverage is not very good outside of large cities and AT&T’s reputation is to raise prices, which they seem to do a lot in the U.S.,” Diaz said. “If you can afford a better phone and plan, you switch to América Móvil. With the stronger American dollar, the peso is devalued again, so more people will likely want a budget prepaid plan which they can get from Telcel. I’m not sure what AT&T is doing in Mexico and their plans from two different companies are a mess. I signed up with América Móvil last month.”

The French press continues to ridicule Patrick Drahi’s debt-laden acquisitions as “Altice in Wonderland.” (Cartoon: Les Echos)

The next owner of Cablevision and Suddenlink put profits ahead of people and managed to drive away more than one million of his own customers in Europe within a year of a massive cost-cutting operation that led to service degradation and noncompetitive prices.

Patrick Drahi’s Altice NV has similar plans in store for both American cable companies if he manages to win regulator approval of the acquisitions.

The Wall Street Journal reports Altice was willing to sacrifice market share if it meant the company could extract cost-savings and higher profits that Drahi could use to help pay off some of his acquisition loans.

Some Wall Street analysts were initially excited to hear Drahi would slash salaries, knock union heads, and eviscerate at least $900 million in costs annually from Cablevision, results likely to boost Cablevision’s share price and fatten investor returns.

The cost-cutting formula is always the same in an Altice takeover. Special teams arrive from Europe within days of a deal closing with strict instructions to cut employees, reduce the salaries of those remaining, and brutally cut costs out of the business. Drahi is famous in Europe for stopping payment on checks to suppliers, leaving them unpaid until they agreed to offer his company discounts up to 40%. Employees also share stories of having to pay for office supplies out-of-pocket and in at least one case, staffed a wireless store that carried no phones in inventory because Drahi stiffed his supplier.

Drahi

The bad news for Wall Street? Customers of Drahi’s cable and wireless companies are fleeing in droves. At least 1.1 million of Altice’s French customers have taken their business elsewhere, fed up with deteriorating service and uncompetitive prices.

One manager lamented that as Altice-owned Numericable-SFR’s wireless network deteriorated to the point of regularly dropping calls, Drahi borrowed nearly $2 billion he set aside in preparation for further acquisitions.

“Debt is Drahi’s drug,” commented French news site LeJDD.

Drahi leverages his buyouts with loans covering up to 80% of the purchase price. Eerily similar to toxic sub-prime mortgage debt, investment banks consider holding too much of Drahi’s debt potentially poisonous, so they routinely repackage it with other loans and resell it to other financial institutions and unknown investors. That has some in the French government concerned Drahi is building the world’s first “too big to fail” telecom company, while leaving investors in the dark about the risks of holding his loans.

The lessons learned watching Drahi manage one of France’s largest wireless operators may concern U.S. regulators contemplating Drahi’s buyout offers of Cablevision and Suddenlink.

In the first quarter under Drahi, SFR boosted margins by 21% based on ruthless cost cutting. But a stunning 445,000 customers quickly left the operator. Critics contend Drahi’s cost cutting does temporarily boost profits, but also allows network quality to degrade, eventually alienating customers who leave. Drahi then uses SFR’s smaller customer base as an excuse for further cost-cutting. Between 2006-2011, Drahi eliminated half of the wireless provider’s workforce and outsourced much of his call center customer support operations.

Those still working at Altice companies after the cost-cutters depart are left in a state of siege.

“He’s a beast,” one employee told LeJDD in a piece that compared working for SFR with being in hell. All expenses are scrutinized, company-paid travel is canceled, team exercises and company meals are dropped, and for vendors and suppliers things are even worse. All projects are frozen and all outstanding invoice payments are stopped, reviewed one-by-one. Drahi’s goal is to find 600 million euros annually in savings to repay the €13 billion he borrowed to acquire SFR in 2014.

Employees, even those represented by France’s powerful trade unions, are scared into silence, reports LeJDD.

“Be happy you have a job,” is the standard response one trade unionist routinely receives from what is left of SFR’s management. Drahi doesn’t spare management below him either. Within weeks of Altice’s takeover, the flown-in French cost cutters immediately terminated 55 of the 70 SFR managers earning more than 150,000 euros per year. At least 100 middle managers were also quickly shown the door. IT and networking positions are also deemed ‘bloated’ and a reorganization quickly whittled employees down to a token force. The marketing department? Abandoned. Also dismantled was SFR’s team of innovators, working on next generation network upgrades and technology.

Call centers that handle customer service requests were “on the verge of suffocation,” reported LeJDD. One small call center operator had to send his attorney to SFR’s offices to threaten them over an outstanding bill of one million euros. Drahi demanded an immediate 35% discount if the attorney wanted to leave with a check in hand.

Cable customers share their own anecdotal stories, including one forced to acquire and supply his own cable to complete an installation because the technician had run out. Another reported a tardy cable installer humbly apologized, claiming he was forced to pay out-of-pocket for fuel to get his stalled cable truck back on the road again.

The horror stories from Europe are making an impact in New York’s financial markets, along with Altice’s improbable formula of profiting from alienating customers. After 18 months of unbridled growth and 47 billion euros in loans to finance multiple acquisitions, Wall Street is getting worried. Altice has lost 50% of its value in just six months and Moody’s has now rated Altice’s debt as “highly speculative,” the last step on the basement stairs right before “default.”

“Drahi carries too much debt,” said the head of a French investment fund. “He and his team have lost all sense of reality.”

LeJDD put it more colorfully: “The ogre was too greedy.”

To placate investors, Drahi is planning to slow future acquisitions, something he may not have had much say in. Bankers forced Drahi to accept considerably higher interest rates to finance his American cable company buyouts.

Numericable-SFR’s long-dead marketing department is also being revived, offering discounts and marketing the service more aggressively to stem customer defections. But the company’s increasingly poor reputation is making that a hard sell in Europe, where fierce competition among multiple providers has fueled a long-lasting price war.

Altice officials point to the fact their severe cost-cutting strategy may have faced greater challenges in Europe, where competition is always a speed bump to high profits. But company officials privately stress their ‘profits first’ formula stands a better chance of success in America, where customers don’t have a lot of choice. Competition is less risky for Suddenlink than it is for Cablevision. Altice promises to wring $215 million annually in savings out of the largely rural and small city provider Suddenlink. But Altice’s estimate of $900 million in savings from Cablevision, which faces formidable competition from Verizon FiOS, seems much less realistic, according to Wall Street analysts.

MoffettNathanson analyst Craig Moffett said Altice was taking cuts to an extreme.

“You’re talking about huge cuts to customer service levels to installation and maintenance costs to marketing and promotions,” Moffett told Reuters. “You can’t expect to be able to make dramatic cuts… without having an impact on the business.”

Verizon Wireless has informed employees Wednesday that its national operation will be reorganized resulting in significant job cuts.

The nation’s largest wireless carrier also operates 20 regional offices to handle everything from operations to call center functions. Verizon intends to cut that number to six, with employees likely offered a limited number of positions if they agree to relocate. Verizon has a workforce of 177,900 as of the end of the third quarter. Sales and retail store employees will be unaffected in this round of job cuts.

Verizon will not be passing any savings from the cost cuts on to customers. In fact, the company recently announced rate increases of $20 a month for its remaining unlimited data plan users.

With almost 70 percent of Verizon’s revenue now coming from its highly profitable wireless operations, a reduction in regional offices could prove disruptive, especially if it results in a reduction in customer service representatives. Verizon would not specify exactly how many positions will be cut or how much was likely to be saved by consolidating offices, or which would be closed.

Google Fiber today announced it would accept applications from Oklahoma City, Jacksonville, and Tampa to become the next cities qualified for its fiber to the home service.

We’re inviting Oklahoma City, OK, Jacksonville, FL and Tampa, FL, to explore bringing Google Fiber to their communities, as we did last month with three other cities. These growing tech-hubs have a strong entrepreneurial spirit and commitment to small business growth. Their list of accolades is long—from Jacksonville’s title as a top 10 city for tech jobs, to Tampa Bay’s #2 spot on the list of best cities for young entrepreneurs, to Oklahoma City’s recognition as the #1 city to launch a business. One of our goals is to make sure speed isn’t an accidental ceiling for how people and businesses use the Web, and these cities are the perfect places to show what’s possible with gigabit Internet.

Google continues its informal boycott of the northeastern United States, where community interest in fiber service has been rebuffed through a lack of responsiveness.

The three latest cities will have to prove they can meet Google’s extensive list of requirements on everything from zoning to pole attachment access and fees. Things that tend to upset Google include endless zoning paperwork, intransigent bureaucracy, and dealing with an excess of county, city, town, and village governments (states in the northeast are also often notorious for layers of local government, all demanding compliance with local codes.) Communities are even expected to get their arborist on board.

Local governments that take the attitude Google must win them over are unlikely to ever see the service. Those that bend over backwards to accommodate the fiber project are the ones managing successful applications. In other words, ask not what Google can do for you, ask what you can do for Google.

Tampa is the first city invited to apply that is also served by Verizon FiOS, although Verizon is in the process of selling its wired networks in Florida to Frontier Communications. Tampa’s cable competitor is Bright House Networks, itself in the process of being sold to Charter Communications. Jacksonville is Comcast and AT&T country and OKC is served by AT&T and Cox Communications.

Making it to the invitation list does not guarantee Google Fiber service, although most local governments are lobbied by their constituents to do whatever is necessary to secure fiber competition.

Sanders

Democratic presidential candidate Sen. Bernie Sanders (I-Vt.) called out Verizon’s employment practices in a speech Monday delivered in solidarity with Verizon workers conducting informational picketing as they continue to fight for a new contract with the phone company.

“Their greed knows no bounds,” Sanders told the crowd in Manhattan. “Verizon is a metaphor. You got corporate America making huge profits, their CEO’s getting huge compensation packages, and then with all of their money what they do is hire lawyers in order to make it harder for workers to survive in this country. Workers need decent pay raises, they need decent health care, and they need decent pensions.” Whenever they’re injured, they must be well-compensated. If not, they have the right to contact a work comp lawyer.

It was the first time any major presidential contender joined a worker protest since Jesse Jackson joined a protest against a strike-breaking firm in 1988.

“Let me get to the point,” Sanders said at a picket line outside of a Verizon Wireless store. “The middle class in this country is disappearing and what Verizon is doing to their workers is exactly what has got to be fought if we are going to rebuild the American middle class. What this campaign is about is that corporate America can’t have it all.”

“I think Verizon needs to hear from the American people,” Sanders added. “We want them to create more broadband. We want them to pay their workers a decent wage. We want them to sit down and negotiate a decent contract.”

A Verizon spokesperson dismissed Sanders’ speech as “a stunt.”

Sanders is no stranger to telecom issues in the northeastern U.S. He remains a fierce critic of FairPoint Communications, which acquired Verizon landlines in the northern New England states of Vermont, New Hampshire and Maine. After the company declared bankruptcy reorganization, FairPoint workers went on strike after the firm imposed the elimination of all retirement benefits, health care coverage, pensions, and job security.

Sanders sponsored a Thanksgiving dinner for the strikers and their families in Vermont at the Burlington High School. He is a frequent critic of corporate mergers in the telecommunications marketplace.

[flv]http://www.phillipdampier.com/video/Bernie Sanders Verizon Rally 10-26-15.mp4[/flv]

Sen. Bernie Sanders (I-Vt.) attacks Verizon’s corporate policies at a union picket outside a Verizon Wireless store in Manhattan. (5:25)