We know what you are watching.

AT&T’s efforts to expand its U-verse platform to more communities is all about improving AT&T’s growing revenues in the broadband business and further monetizing customers’ broadband usage.

Those are the views of Jeff Weber, AT&T’s president of content and advertising sales. Appearing at last week’s Nomura Global Media Summit Conference, Weber also admitted AT&T is using viewer data collected from U-verse TV set-top boxes to help decide what networks to carry and which can be dropped because of lack of viewership.

Weber appeared at the conference to talk about the implications of Project Velocity IP — AT&T’s investment in expanding its U-verse platform and its proposal to transition rural landline customers to AT&T’s wireless service.

AT&T claims when the project is complete, two-thirds of its landline customers will have access to U-verse, and 99 percent of AT&T’s wireline service areas will be covered by AT&T’s mobile network.

Weber’s job primarily focuses on AT&T’s U-verse TV service — dealing with all the networks on the lineup and selling advertising time.

Although television programming is an important revenue generator for AT&T, broadband revenue is the real focus behind AT&T’s U-verse expansion.

“At the core, it is about improving the fundamental broadband business, extending our footprints to be able to cover more of our customers,” Weber said. “Because our core belief is that the broadband business is [going to be] a very good business for a long time.”

Weber

One way AT&T can further increase revenue is to limit broadband usage and charge overlimit fees for customers who exceed their monthly allowance. AT&T currently limits DSL customers to 150GB of usage per month, 250GB for U-verse broadband. The overlimit fee is $10 for each additional 50GB of usage. At present, both the usage limits and overlimit fees are not broadly enforced in many areas.

“I think very clearly incremental broadband usage is going to drive incremental revenue,” explained Weber. “Part of that assumption is that as traffic continues to grow, you need to be able to monetize that traffic in some way, shape or form. At the end of the day, it’s a pretty efficient market and a really efficient way for customers to pay. In almost every other way the more you use, the more you pay. And I don’t think that’s a radical notion and I suspect that’s a kind of thing we’ll see.”

AT&T already earns $170 a month in average revenue per U-verse customer, mostly from package sales of telephone, broadband, and television service.

Television programming content continues to be a major and growing expense for AT&T, eating into profits. Weber complained programming costs are “too high” and limit AT&T from asking subscribers to pay more when rate increases are contemplated.

Instead, AT&T is increasingly playing hardball with programmers, refusing to pay growing programming costs for certain networks and dropping others that do not have many viewers.

How does AT&T know what channels its customers are watching? The company tracks viewing habits with U-verse TV set-top boxes, which automatically report back to AT&T what channels and programs customers are watching.

“Everybody is facing [profit] margin pressure as content costs go up but the question is how will customers react to higher prices as content costs go up,” Weber said. “Everybody is having to make tough decisions and we’ve been able to use that data and make very smart decisions for our customers.”

As an example, Weber noted AT&T uses real viewer numbers during contract negotiations, suggesting that lower-rated networks deserve a lower rate. If a programmer refuses, AT&T can successfully drop a little-watched network without significant customer backlash.

Weber said the numbers are even more valuable when negotiating carriage fees for expensive regional sports networks. Weber said in one city, AT&T decided to not carry a regional network because it found the majority of customers never watched many of the sports teams featured.

Comcast’s Sportsnet for Houston is not available to some U-verse subscribers because AT&T determined the audience for the sports teams on the network was too small.

“We looked at how many of our customers watched zero of those games, one, two, all the way through 150 games for baseball and 80 games for the basketball team that we’re talking about,” Weber said, noting that if a particular viewer watched 30 or more games, AT&T considered that customer a passionate viewer likely to cancel service if the channel was dropped from the lineup.

“It was very clear the viewership intensity in that particular market was low and we didn’t need to pay the rates that were being asked and we’re not,” Weber said, calling the tracking a “perfect insight” into programming costs vs. viewership value.

AT&T also made it clear if programmers went around the company to sell channels direct to consumers over the Internet, AT&T would bring significant pressure for a wholesale rate cut, which some programmers might see as a deterrent to offering online viewing alternatives.

“If they’re going to [stream their programming online], then that’s a very different conversation and a very different value for our customer,” Weber said. “That’s a choice the content providers can make. We’re totally OK with that, but exclusivity versus non-exclusivity has materially different value for our customers, and I think we would want that reflected,” he added.

Monitoring customer viewing habits also helps AT&T earn more revenue by selling targeted commercial messages to specific viewing audiences.

“If an advertiser wanted to buy The Ellen DeGeneres Show, we know based on our data who that audience is,” Weber said. “We can go find that same audience outside of Ellen and maybe extend reach or drive [the ad] price a bit [higher]. We can also go find that same audience online or on your mobile phone.”

More than a year ago, Comcast temporarily suspended its nationwide 250GB usage cap to study its impact and consider what to do about increasing broadband traffic.

For the majority of Comcast customers, this means the provider has ditched its usage cap altogether, allowing customers to use their broadband service without limits.

“This is the way it should have been all along, especially considering how much I spend every month for Comcast broadband,” says Comcast customer Geoff Cox. “I think usage caps at these prices are unacceptable. If Comcast stops antagonizing me, I will reward them with more of my business.”

For Cox, that meant one week after the cap was lifted, he upgraded his service from Performance to Blast. His usage did not immediately increase that much and Comcast now gets more of his money.

“We do about 280GB a month today between me, my wife and our four kids,” Cox tells Stop the Cap! “When the third one becomes a teenager, we will probably upgrade again to Extreme because of all the streamed media being used in this house.”

But if Comcast brings back the cap, Cox will downgrade his service back to where he started.

“AT&T U-verse isn’t much competition for Comcast broadband because U-verse is slower and their 250GB cap I can see getting enforced when AT&T smells money,” Cox tells us. “As I have told my family, usage caps are not acceptable and we have to take a stand somewhere and let them know caps will cost them business, not earn them more money.”

Whether Comcast will listen remains unknown. The company has said little about its usage cap program since suspending it May 17, 2012. At that time, Comcast did say they had not given up on usage caps in principle — they just wanted a more flexible approach while managing those caps.

Last May, the company announced two trials to test which direction Comcast would take with respect to limiting broadband usage.

In Nashville, Comcast increased the usage allowance for all tiers to 300GB per month and planned to sell additional gigabytes in increments of $10 per 50GB;

In Tucson, Comcast adopted variable usage allowances depending on the type of service a customer selected:

• Economy 300GB
• Economy Plus 300GB
• Internet Essentials 300GB
• Performance Starter 300GB
• Performance 300GB
• Blast 350GB
• Extreme 50 450GB
• Extreme 105 600GB

The rest of Comcast customers get to test unlimited service, at least until the company determines whether it actually needs caps at all. Cox does not think the company does.

“Cable broadband upgrades have really made neighborhood congestion a non-issue and while the company keeps raising the price of broadband service, their costs keep dropping.”

“I will be dead in the ground before Verizon gets around to restoring my phone line, and I have been their customer for 72 years,” says Irene, 95, one irate now-ex Verizon customer in New Jersey.

She, like many others, lost her Verizon landline during Hurricane Sandy and has waited for its return ever since.

“She has the patience of a saint, but if Verizon was in charge of admitting people beyond the Pearly Gates, there would be a line stretching endlessly across the heavenly clouds,” shares Irene’s daughter Agnes.

Irene and her late husband had their telephone hooked up by Verizon’s predecessor three days before Pearl Harbor. For the non-history initiated, that was Dec. 4, 1941.

President Franklin D. Roosevelt called Dec. 7, 1941 a Day of Infamy. Irene’s family calls Oct. 29, 2012 “The Day After Infamy” after Hurricane Sandy slammed ashore in the northeast and wiped out phone service up and down the tri-state coastal area. She is still waiting for her dial tone to return on her 1972 rotary dial phone.

“Everyday I pick it up just to see if there is anyone there, and of course there isn’t,” Irene tells Stop the Cap! “I used to worry about the cat knocking the phone receiver on the floor, but it does not make much difference anymore.”

Irene cannot understand why Verizon is allowed to get away with such shoddy service.

“Just a few years ago, if your phone was out for three days you would have a supervisor apologizing and sending repairmen out even if their supper was waiting on the table getting cold,” Irene remembers. “Those days are over I suppose.”

Irene lives with her daughter in a home that escaped the worst of the storm, but unfortunately her phone service was not so lucky. Verizon has not provided fiber optics in her part of New Jersey yet either, so FiOS is not an option.

“You call Verizon and they are very apologetic on the phone and keep writing up service calls, but unfortunately nobody ever comes and nobody will tell us anything,” Agnes said. “We even tried praying, but Verizon answers to a different God.”

Irene’s great-grandchildren visit with cell phones in hand and cannot understand why Irene still bothers with her home phone, and the family purchased her a cell phone for Christmas to use in the interim but Irene has thrown it in a drawer.

“My phone has been with me since Richard Nixon was in the White House and it is all I have ever needed or wanted,” Irene says. “Agnes will answer the cell phone and hand it to me but the sound on it is terrible, like everyone is in the shower when they are calling.”

Agnes also dials outgoing calls for Irene, and her grandchildren helped her compose the e-mail sent to Stop the Cap! asking if we could help.

“My kids told me Verizon has installed these wireless boxes and screwing them into the wall and I don’t want that,” Irene insisted. “I just want them to fix the phone line and leave it be.”

Irene adds she has paid The Phone Company more than her fair share during the last seven decades.

But during a recent emergency family meeting, a decision was made to deal with a half-year of the “Verizon Problem” once and for all. After corresponding with us, they are signing up for Comcast phone service instead.

“The man at Comcast said I could keep my current phone and I don’t have to have an ugly box screwed into my wall, which suits me fine, but they should know I don’t care for their prices or all of that nonsense they put on the television.”

Comcast installed the family’s phone service yesterday and all is well, at least until the cat knocked the phone off the hook again.

Irene asked her last name be omitted for privacy.

Triplett

A jury has found Comcast contractor Anthony Triplett guilty of first degree murder, aggravated sexual assault and robbery in the death of Comcast Cable customer Urszula Sakowska, 23, killed by Triplett in December 2006 when Comcast sent him to her home to work on her Internet service.

It was not the first time police investigated Triplett, who was also under scrutiny for possible involvement in an earlier homicide of Comcast customer Janice Ordidge, who was found strangled in her bathtub after Triplett was sent to install her cable television service.

Assistant district attorney Brian Sexton said Triplett got his thrills watching his victims suffer and die.

“As he strangles them, he looks them right in the eye and sees the light go out,” Sexton said.

Comcast had come under fire in the case because the cable operator permitted the contractor, Premiere Cable Communications, to continue to send Triplett on service calls even while he was under investigation by local police.

“I don’t understand how he was allowed to keep doing cable jobs after he was questioned regarding my sister,” said Loretta Shamley, the sister of Janice Ordidge.

Neighbors say the incident made them more wary of cable repairmen, some not directly employed by the cable company.

“I don’t even feel safe enough to take out the garbage anymore,” said Latia Warren, who lives two floors above Ordidge. “If I’m alone I won’t let a serviceman into my apartment unless he works for the building and I know him.”

A second trial on the death of Ordidge has not yet been scheduled.

Triplett faces up to life imprisonment.

[flv width=”640″ height=”380″]http://www.phillipdampier.com/video/WLS Chicago Cable Repairman Guilty 5-14-13.mp4[/flv]

WLS in Chicago reports a Comcast cable technician working for a third-party contracting firm was found guilty of murdering one customer and has alleged involvement in another homicide committed while doing service calls. (2 minutes)

Despite efforts to improve their reputation, cable companies are hated so much the industry now scores lower than any other according to the American Customer Satisfaction Index (ACSI).

The only reason the industry’s average score or 68 out of 100 ticked higher are some new competitors, especially Verizon’s FiOS fiber optic network, which scores higher than any other provider.

The cable companies you grew up with still stink, ACSI reports, with Comcast (63) and Time Warner Cable (60) near the bottom of the barrel.

At fault for the dreadful ratings are constant rate increases and poor customer service. As a whole, consumers reported highest satisfaction with fiber optic providers, closely followed by satellite television services. Cable television scored the worst. Despite the poor ratings, every cable operator measured except Time Warner Cable managed to gain a slight increase in more satisfied customers. Time Warner Cable’s score for television service dropped five percent.

Customers are even less happy with broadband service. Verizon FiOS again scored the highest with a 71% approval rating. Time Warner Cable (63) and Comcast (62) scored the lowest. Customers complained about overpriced service plans, speed and reliability issues. Customers were unhappy with their plan options as well, including the fact many providers now place arbitrary usage limits on their access.

The best word to describe customer feelings about their broadband options: frustration, according to ACSI chair Claes Fornell. “In a market even less competitive than subscription TV, there is little incentive for companies to improve.”