Incoming Rogers CEO Guy Laurence has a reputation for hating cubicles, desks, meetings, and paper. How many Rogers’ employees will be left to enjoy the changes is unknown.

Rogers Communications has tapped Guy Laurence, the head of one of Great Britain’s largest cell phone operators to lead eastern Canada’s biggest cable and wireless firm after current CEO Nadir Mohamed retires in early December.

The company has spent months on a global search to find its next chief executive and signaled how important its wireless business is by selecting the current CEO of Vodafone UK to run the business.

Shareholders barely registered this morning’s announcement, with little movement in the stock, but analysts at some of Wall Street’s largest investment banks think the choice will help Rogers better position itself against increasing competition from Bell/BCE and Telus, which have stolen away some of Rogers’ cable and wireless customers.

“Its unique mix of wireless, cable and media assets offer a brilliant platform to provide innovative service to Canadians. I intend to build on the strong foundation established under Nadir’s leadership to compete and win in the market,” Laurence said in the statement.

When Laurence relocates to Rogers’ headquarters in Toronto, he will be immediately confronted with a Conservative government that has made wireless competition a hallmark of its political platform. In January, Rogers will be a participant in federal spectrum actions for coveted new 700MHz frequencies that Rogers wants to expand its cellular network. Ottawa wants some of those frequencies to be set aside for new competitors to bolster wireless competition. Rogers, along with the other large incumbents, wants access to bid on all available spectrum.

The company has struggled with declining market share as a growing number of customers finishing their wireless contracts have taken the opportunity to change providers, mostly to Bell and Telus’ benefit.

Rogers Cable has also suffered subscriber losses in Ontario from increasing competition from Bell’s IPTV service Fibe, which continues to run aggressive new customer promotions.

Rogers may be hoping for an image reset in Canada, and Laurence’s unconventional way of doing business may help.

“I don’t believe in offices. They’re a thing of the past. Offices produce things like a conventional company,” Laurence told a British newspaper in 2011.

To underline his point, Laurence abolished offices and personal desks for Vodafone employees and underlined the new policy by ordering cleaning staff to incinerate any items left on desks overnight. Vodafone workers are given a laptop, a Vodafone mobile phone and an employee locker. Where they choose to conduct business is up to them. Meetings are heavily frowned upon.

The incoming Rogers CEO also despises paper, and wants employees to use as little of it as possible.  At Vodafone, workers often had to buy paper themselves for use in the office and hide it from view.

Rogers’ dress code may also radically change. At Vodafone, Laurence insisted employees dress the same way customers do.

“When you remove the barriers of offices, meetings and all the rest of it, people can spend more time doing what they’re supposed to do,” Laurence said. “As a consequence, people start to perform better. It used to take us 90 days to do a pricing change. We do that in four days now.”

Analysts suspect fixing Rogers’ lousy reputation for customer service will be one of his top priorities. Rogers’ executives will also be updating their resumes — Laurence has a reputation for shaking up middle and upper management. But one priority Rogers’ investors expect will not change: protecting the company’s high profit margins and continued efforts to cut costs.

Laurence did not forget everything he learned while getting his MBA. After joining Vodafone, he initiated a brutal workforce reduction that separated 2,350 Vodafone employees from their desks and lockers – permanently, slashing the payroll from 9,500 to 7,150 workers.

Sony’s bid to enter the “over-the-top” online video business has gotten a shot in the arm with news it has reached a preliminary agreement with Viacom, Inc., to carry its popular cable networks on the Japanese electronics giant’s planned online subscription TV service.

Sony wants to build its own virtual cable television service, offering live and on-demand programming delivered over broadband lines in direct competition with cable and phone companies Comcast, Time Warner Cable, AT&T and Verizon.

Getting agreements with traditional must-have cable networks like Comedy Central, ESPN, and USA have been difficult because the networks fear alienating their traditional customers — large cable, telco and satellite TV companies.

The Wall Street Journal reports Viacom’s agreement remains preliminary at the moment and the final details have yet to be worked out. If a final agreement is reached, it will be a breakthrough for so-called online cable systems which have gotten nowhere with other cable network owners, including Comcast-NBC, Walt Disney, Time Warner, and CBS.

Cable executives have repeatedly warned that a wider distribution of cable network programming would make them more reluctant to pay higher prices for the cable networks because of the loss of relative exclusivity. Many cable programming contracts restrict the ability of network owners to sell to would-be online competitors.

Viacom has had contentious relationships with cable and satellite companies in the past, so observers suggest it is no surprise Viacom would be among the first to break with tradition. Viacom’s CEO, Sumner Redstone, also controls CBS which is currently off Time Warner Cable systems in three major cities and has had its pay movie channels Showtime and The Movie Channel blacked out on Time Warner systems nationwide. If Sony’s service gets off the ground, CBS could ask Time Warner customers to sign up with Sony instead to get those networks back.

Cord Cutting is Real (Graphics: The Wall Street Journal)

Competing online video services from Intel and Google have largely gone nowhere because of stalled programming negotiations. How Sony managed a breakthrough remains a mystery. To secure rights, Sony may have been asked to sign a lengthy contract with favorable financial terms for Viacom, or Sony might have agreed to carry the full roster of Viacom-owned cable networks, which include:

The next generation of the Sony PlayStation may be your next cable box.

• BET
• CMT
• Comedy Central
• Logo
• MTV
• MTV2
• Nick at Nite
• Nick Jr.
• Nickelodeon
• Nicktoons
• Palladia
• Spike
• TeenNick
• Tr3s
• TV Land
• VH1

A source told the Journal Sony hopes to launch its new venture by the end of the year, perhaps on the next generation of Sony’s PlayStation gaming console due soon. Sony also could offer the service on its line of Bravia high-definition televisions, as well as tablets and smartphones.

The Journal:

People who have seen demonstrations of Sony’s system say it has some features that are appealing in comparison to traditional pay TV distributors, including one that recommends shows for users based on what they’ve previously watched. Content providers are allowed to supply some of those recommendations, so they can steer users to other episodes on their channels, according to the people familiar with the matter. Sony provides other content suggestions for viewers based on an algorithm.

The development of online cable television in direct competition with large cable and phone companies could spark a new wave of broadband usage restrictions including usage caps and metered billing. The same telecom companies that earn a substantial part of their revenue selling cable television service are likely to find it unsettling to discover Sony undercutting them on price and using “their” broadband lines to do it. Placing restrictions on the amount of broadband traffic a customer can use each month would deliver a significant deterrent to would-be cord cutters.

Verizon Wireless sees enormous new revenue opportunities in the “machine to machine” applications business, using its LTE 4G wireless network to exchange data between you and the companies you do business with.

Fran Shammo, Verizon’s chief financial officer, noted that State Farm Insurance is just one example where your wireless carrier and insurance company will quietly collect data about your driving habits based on the car seat law in california and share the information for marketing purposes and to micromanage your driving insurance rates based on your real driving habits.

State Farm Insurance recently signed an agreement with Verizon subsidiary Hughes Telematics, which today embeds microchips into vehicles that can communicate over Verizon’s nationwide wireless network. In the near future, State Farm Insurance customers’ driving habits will be automatically tracked by Verizon Wireless with certain data shared with the insurance company to personalize your auto insurance rates.

Shammo

“If you know the car insurance industry today, they do everything based on actuarial studies and make you pay based on your driving habits, charging a premium specific to your driving,” Shammo told investors at the Oppenheimer 16th Annual Technology, Internet & Communications Conference. “We will accumulate that data, analyze that, and send that off to State Farm.” Keep your car protected with Audi Warranty Protection.

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With the contracts signed, State Farm hopes to expand its Drive Safe & Save program nationwide later this year. It will be voluntary, for now, for customers driving OnStar-equipped vehicles from General Motors and Ford’s Sync system. Others can take part with Hughes’ In-Drive tracking device, installed by the customer. Customers choosing In-Drive will have to pay a monthly fee for the device ranging from $5-15 a month.

Verizon Wireless will benefit from tracking information about where customers are, have been, and are likely to go in the future. State Farm will not benefit from that level of precision, however. Verizon will purposely “fuzz” up those details, depicting vehicles only within a 40-mile radius. But State Farm will still know a great deal about your personal driving habits, which can directly affect your insurance premium.

State Farm says its program is primarily intended to deliver discounts to safe drivers (sometimes up to 50 percent off the highest risk category drivers, such as teens), not penalize unsafe ones. But the insurance company does disclose it will increase rates of policyholders caught driving over their selected mileage category or if they are ever tracked driving 80mph or over for any reason, regardless of the posted speed limit.

The amount of the discount is dependent on a number of factors, mostly based on mileage driven, the time of day the vehicle is on the road, and the rate which one accelerates and brakes while driving. But State Farm agents admit other factors can also penalize you. Making a lot of left turns will cut your discount — more accidents occur during those. When that unfortunately happens, you can go to this web-site. How hard of a turn you make also matters – squealing tires and a fast turn will earn a spanking for aggressive driving. Do you often pass other vehicles? That can hurt your discount as well.

Progressive pitches its “Snapshot” drive tracking system.

If you don’t drive the car at all, State Farm will, not surprisingly, praise your driving habits and boost your discount. A car driven under 500 miles a year may get a 30% discount. Drive it close to the annual average of 11,000 miles and your discount plummets to 11%. Long commutes hurt the most. A policyholder driving 16,000 miles a year will only receive 1% off.

Wherever you go, Verizon Wireless and State Farm, among other insurers, will be watching and that bothers some privacy experts.

“It’s a slippery slope,” Paul Stephens, an official with the Privacy Rights Clearinghouse, told the Wall Street Journal. While insurers say they don’t track routes driven, Mr. Stephens fears that as programs expand and get more commonplace, insurers may wind up with “a very detailed log of your whereabouts throughout the day.”

A St. Louis Post-Dispatch reporter joined over 1.4 million other Progressive insurance customers driving with Snapshot — a competing drive tracking system. He concluded it felt like driving with a nanny.

It beeped at me when I braked too hard or floored it up the ramp to Highway 40. Each beep, I knew, was a demerit that could mean a higher insurance quote.

Like some other programs, Progressive lets you keep track of your performance on its website, measuring your braking, acceleration and mileage. It grades you as excellent, good or “opportunity,” which is a nice way of saying “no discount for you, bub.” It also awards little online merit badges. I got one for “alien abduction,” since I left town and didn’t drive for a week. When I finished the tryout, the system offered me an initial 12 percent discount from Progressive’s normal rate. I’m considering this device.

Privacy experts also caution that those refusing to install the currently voluntary drive tracking systems may eventually be lumped into high risk driving pools because insurers may conclude those drivers have something to hide.

[flv width=”640″ height=”380″]http://www.phillipdampier.com/video/Progressive Snapshot 8-13.flv[/flv]

Progressive’s omnipresent spokesperson “Flo” introduces drivers to Snapshot, the insurance company’s driver tracking system. (1 minute)

“You can see who is defensive and who is aggressive,” said Richard Hutchinson, Progressive’s general manager for usage-based insurance. “It gives us very powerful data from an insurance standpoint.”

“If people choose to (sign up for the program), that’s up to them,” said Wisconsin state Sen. Jon Erpenbach (D-Middleton), a longtime privacy advocate. “But I would just caution people to know exactly what they’re getting into.  I have huge privacy concerns (about the program). They are offering a 5 percent discount and I would assume somebody’s rates are going up somewhere else to pay for that.”

Wisconsin-based American Family Insurance takes driver tracking to an even more personal level with its Teen Safe Driver system, which uses DriveCam technology to maintain a comprehensive video and data record of driving habits. If the system detects unsafe driving, a professional driving coach will automatically receive a video file showing the incident, leading to a personal follow-up to discuss the dangerous driving.

[flv width=”640″ height=”380″]http://www.phillipdampier.com/video/TeenSafe Drivecam 8-13.flv[/flv]

American Family Insurance’s TeenSafe Driver Program uses an in-car camera to watch teen drivers and automatically sends video of incidents to a professional driving coach if an infraction or unsafe driving is detected. Could insurance companies adopt similar technology for adult drivers for on-the-spot rate adjustments in the future? (3 minutes)

Erpenbach

“Armed with this kind of data, an insurance company could eventually theoretically adjust a driver’s insurance rates on the spot, or even notify the policyholder they intend to cancel their insurance,” says Sam Underwood, who feels the insurance industry will soon police more driving infractions than local traffic cops. “While a safe driver may feel they have nothing to hide, their driving details could be subject to disclosure under a criminal or civil subpoena as part of any legal action, driving related or not.”

Ten years ago, privacy experts worried about automated toll collection devices like E-Z Pass being used to track driving habits. Underwood says insurance companies will take that to a whole different level.

“They have a vested interest in reducing insurance claims and payouts and there is probably nothing wrong with that because who wants to be in an accident,” Underwood says. “But under current laws, they are the judge, jury and executioner and can subjectively use this data to set rates as they please. It starts with a tantalizing discount but ends with a compulsory system that will make cell companies like Verizon Wireless a lot of money and let them keep a copy of collected data for who knows what purpose.”

The Wall Street Journal calls the programs “usage based insurance,” priced according to how customers actually drive. But there have been some familiar arguments and “family discussions” that have followed the regular report cards and insurance renewal premiums that arrive after enrolling into the tracking programs:

One day recently, Mr. Scharlau logged onto his State Farm account to learn he so far had earned “A+” grades for left-hand turns and for not topping 80 miles per hour, but only “B+” for braking, acceleration and time of day his Expedition was on the road. Mr. Scharlau said he and his wife now find themselves chatting “about our own driving and what we see around us: ‘Oops, did we just lose points?'”

Shammo says Verizon Wireless is just beginning to profit from this type of machine to machine application. It has well-positioned itself with the acquisition of Hughes Telematics, which develops chipsets that makes it simple to move data over Verizon’s wireless network. Shammo admits it costs just pennies on the dollar to transport information from applications like drive tracking devices. But Verizon isn’t satisfied just charging for data traffic. The real earnings come from processing the data Verizon collects, analyzes and transmits back to clients like State Farm.

“If you then take the next step, though, the value is really in the data in the cloud and how you can utilize data to do the analytics behind that,” Shammo said. “If you look at Hughes Telematics and what they are doing […], it’s not the transport through Verizon Wireless that really creates the average revenue per user increment on that machine to machine [traffic]. It’s all the other analytics behind that. The ARPU on that is $20 to $30 higher than what it would be on a machine-to-machine type application for just transport.”

Verizon Wireless considers machine to machine traffic still in its infancy and primed for more profits. That worries people like Sen. Erpenbach who wonders where it will all end.

“If I’m State Farm, sure, I want to know about any driving habit of my policyholders,” he said. “I would also love to know, if I’m State Farm, what everybody does in their houses (for home insurance purposes). And I’m sure health companies would love to see people’s grocery lists.”

The average owner of a large home that wants an alarm system, the ability to observe everything indoors and out, and remotely control doors, thermostats and electric outlets will pay AT&T $1,740 in installation fees and a recurring monthly charge of $69.95 a month for deluxe peace of mind.

AT&T’s “Digital Life” service, available in U-verse equipped areas, is just the latest revenue-booster for the telephone company. The new service will compete directly against similar offerings from cable operators and traditional home security vendors including ADT.

AT&T can claim some superiority for its offering, because it offers water damage sensors most others don’t. That add-on can detect a basement water heater on the way out or give an early warning of a sewer backup.

AT&T’s deluxe offer — headlined above — includes the water control add-on, three indoor pan-and-scan cameras, one outdoor security camera, sensors for six windows and a variety of home automation features. For the middle class, AT&T offers less tony packages, letting customers customize features most valuable to them.

Home security and automation is a growth industry, particularly since the cable and phone companies have gotten into the act. The Boston Herald reports 90 million homes worldwide will have some form of home automation system in place by 2017.

Although home security systems have been available for years, they require separate contracts, installation, and monitoring from alarm providers most Americans are barely familiar with. The cable and phone companies hope their packages, offered as “add-ons,” will attract more customers that would not normally consider a home security system. Maintaining broadband service is also often a prerequisite for the cable/telephone company systems. As customers are already accustomed to seeing the cable or phone guy and a large, multi-product monthly telecommunications bill, adding another service like home automation and monitoring is not a big stretch.

“Offering security services in the past was basically a separate offering,” said Mitchell Christopher, vice president of technical operations at  Time Warner Cable. “Security wasn’t tied to the existing products or network. With the new products we have now, it is fully integrated into our existing network. It is just an extension of what we are doing versus a departure.”

Unlike traditional intrusion alarms, services like AT&T’s “Digital Life” promote home automation and monitoring features above basic home security.

The Herald:

A few real life-examples: Turn on the lights and unlock your front door when you see your cleaning crew arrive. Lock it behind them when they leave — no need to give them a key. Set programs that make life easier, such as one that triggers your back door to open and your kitchen lights to turn on when your garage door opens each night as you arrive home. View a log of each time your front door has opened or closed to know whether your child has kept his or her word about staying in to do homework. Simply press a button on your smartphone or tablet for “police” or “fire” in the event of an emergency. Be alerted if the service detects a water leak, smoke or carbon monoxide. And if a leak is detected, have the water supply cut automatically.

[flv width=”640″ height=”380″]http://www.phillipdampier.com/video/ATT Digital Life 8-2013.flv[/flv]

AT&T produced this introductory video for its Digital Life home security and automation suite. The most basic home security packages start at $150 for equipment and $30 a month with a 2-year contract. (1 minute)

Verizon Communications is cutting investment in its landline and fiber optic networks, spending the money on improving the company’s more profitable wireless business, which now accounts for 67 percent of Verizon’s total revenue.

Verizon reported second-quarter results this morning, meeting most Wall Street analysts’ expectations. The company reported a minor increase in capital spending to bolster its wireless LTE 4G network which is seeing strong growth in data traffic.

Verizon Wireless added one million new wireless customers in the last quarter, many transferring from Sprint’s now-discontinued Nextel network shut down last month. Among the new customer additions, 941,000 signed two-year postpaid contracts.

A growing number of Verizon Wireless customers are also migrating to the company’s Share Everything plan. At least 36 percent of Verizon’s wireless customers are now on shared, usage-limited data plans. Verizon expects more customers to switch, especially when legacy plan customers discover they will not receive a subsidized phone upgrade unless they abandon the grandfathered, all-you-can-eat data plan. Verizon believes the Share Everything plan will keep the company in a strong place to accelerate earnings as customers find they must regularly upgrade to higher capacity data allowances to handle increasing data usage.

Verizon’s wired success story

The growing adoption of more expensive data plans means higher bills for Verizon Wireless’ 35 million contract customers. The average Verizon Wireless customer now pays $152.50 per month, an increase of 6.4 percent. In total, over 100 million Americans now use Verizon’s prepaid and postpaid wireless services.

In June, Verizon Wireless reported its nationwide upgrade to LTE 4G service was now essentially complete, with 99 percent of 3G service areas also covered by 4G. Verizon reports 59% of its total data traffic is carried on the 4G LTE network, which is five times more efficient than the 3G network.

Wireline: Success When Verizon Invests in Upgrades, Ongoing Customer Defections Where Verizon’s Copper Network Continues to Deteriorate

Verizon’s success story in wireless is not repeated on its wireline network. Verizon lost another 5.2 percent of its residential copper landline customers during the quarter, down from 6.6 percent at the same time last year. In contrast, where Verizon’s fiber optic network FiOS is in place, customer numbers are growing along with revenue.

In fact, 71 percent of the revenue Verizon now earns from its wired residential network now comes from FiOS. The fiber network helped Verizon boost revenues by another 4.7 percent in the second quarter. With an average Verizon FiOS bill now at over $150 a month, the company saw a 9.4 percent increase in the average revenue per wireline customer over last year.

Verizon added 161,000 new FiOS Internet customers and another 140,000 new video customers in the second quarter. FiOS Quantum, which offers a broadband speed upgrade to 50/25Mbps for $10 more a month, has continued to be a hit with customers. More than one-third of all FiOS Internet customers have upgraded to faster Quantum speeds.

Shammo

With continued growth possible in the wired network business, Verizon could increase investment in expanding FiOS fiber into more markets, but instead the company continues to divert its attention and money to Verizon Wireless.

Verizon’s legacy copper wire phone and FiOS businesses saw a further reduction of 5.9 percent in capital expenditures in the second quarter — just $1.5 billion spent in the quarter and $2.9 billion year to date. Verizon’s full-year capital spending outlook which includes wireless, in contrast, is on track to spend between $16.4-16.6 billion this year. The majority of Verizon’s capital investments are aimed at improving its wireless network. Verizon’s aging copper wire network will continue to see a declining percentage of investment, and the company continues to leave FiOS fiber expansion on hold.

Fran Shammo, Verizon’s chief financial officer, this morning told investors they should expect to see a continued decline in spending on Verizon’s wired networks and more cost savings wrung out from Verizon’s declining unionized workforce, which has been asked to make concessions in labor contracts and increase work rule flexibility.

Other highlights:

• 51 percent of new phone activations were Apple iPhones during the second quarter;
• Over 64 percent of all activated phones on Verizon Wireless’ network are now smartphones;
• Verizon’s 3G network will increasingly be used by prepaid and reseller (MVNO) customers not allowed on Verizon’s LTE network;
• Verizon’s proposed entry into the Canadian wireless market is primarily focused on serving southeastern Canada from roughly Montreal to Toronto;
• 60 percent of Verizon’s revenue declines in its enterprise division were due to the federal government’s sequestration — automatic spending cuts, and declining spending by state and local governments;
• Verizon has no interest in competing with AT&T to acquire Leap Wireless (Cricket);
• The impact of Verizon’s agreement with cable operators to sell each other’s products has underwhelmed, at least so far;
• Voice Over LTE service, which will dramatically improve sound quality on voice calls, will arrive in Verizon handsets later this year with an aim to introduce the service sometime in 2014. But Verizon Wireless wants to be certain 4G LTE coverage is robust, because if reception deteriorates, VoLTE calls are not backwards-compatible with its current CDMA network and the call will get dropped. Getting it right is more important for Verizon than getting the service out quickly.