As of May 1^st, Frontier Communications has raised the price of its standalone DSL service $5 a month, primarily because its competitors have also raised prices.

Current subscribers to Frontier’s basic 6Mbps ADSL service Simply Broadband will continue to pay $29.99 a month for now, but new customers will see a rate increase to $34.99.

“We increased the price [… because it] better reflects the value of that offering, given the robust capability of our network and comparable pricing from our competitors,” Frontier CEO Maggie Wilderotter told Wall Street analysts on a quarterly results conference call.

Frontier also announced Frontier FiOS TV price increases that “reflect increasing programming costs” also taking effect this month.

Frontier added 37,000 new broadband customers during the first quarter, a record for the company and the fifth consecutive quarter of broadband customer growth. Frontier increasingly depends on broadband to retain existing customers and develop new customer relationships in rural areas where broadband service has not been available in the past.

“As of April, 74% of our customers have access to 12Mbps, up from 60% in the fourth quarter,” said chief operating officer Dan McCarthy. “Now 61% of households we pass can get 20Mbps or greater, and 83% can get 6Mbps. At the end of the fourth quarter in 2012 only 40% of our network was capable of 20Mbps and only 50% was capable of 12Mbps.”

Despite the speed increases, cable competitors still made their presence known. Most cable companies sell faster service than Frontier offers and on the low-end, Time Warner Cable’s 2Mbps $15 broadband package, marketed to current DSL customers, was acknowledged to have an impact by Wilderotter, but not enough to bring a significant change in competitive intensity.

Frontier continues to argue that broadband speeds are simply not that important to most customers. McCarthy claimed that less than 20% of Frontier’s broadband customers subscribe to speeds above 6Mbps.

“Quite frankly we’ve had focus groups with our customers and potential customers […] and what they say is that they don’t really know what speed they have,” McCarthy said. “They just need enough and that’s really what it’s about — providing a good quality product that’s reliable and gives them the speed that they need. It’s not necessarily a 60Mbps connection that they’re really never going to use.”

“We’ve also found [in the focus groups that we do] that a lot of customers, even those upgrading to higher speeds don’t really change their behavior,” Wilderotter added. “It’s not like they have 10Mbps more so now they’re a gamer. They just keep doing the same thing they were doing before. We still have the majority of our customers taking around 6Mbps and they have a choice to go up but they decide that that’s enough for what they’re doing and we’re happy to sell them just what they need.”

Frontier has also reduced its landline losses nationwide to 9,600 during the last quarter. It will begin running advertising this year that reminds customers landline service is often more robust than wireless or Voice over IP during power or weather-related outages. Wilderotter said emphasizing the traditional landline as a protective and security measure really resonates with Frontier’s customers.

Cable industry executives on hand at this year’s Cable Show in Los Angeles are debating whether Netflix has taught the cable industry some important lessons about how to treat its online video competition.

Phil Lind, executive vice president of regulatory affairs at Rogers Communications called Comcast’s peering deal with Netflix a groundbreaking breakthrough on how the Internet will be treated in the future.

Netflix has been forced to compensate the cable and telephone companies for its reliance on their broadband pipes to reach customers.

Mike Fries, president and CEO of Liberty Global said the issue of Net Neutrality relates primarily to online video and the discussion will inevitably come down to choosing between providing a broadband fast lane for content producers willing to pay or adopting usage-based billing that compensates the industry for the growth of streaming video.

Several on the panel disagreed with the contention that Netflix has outmaneuvered the cable industry with a superior on-screen interface and better on-demand content. But Fries said Netflix has achieved more success than the industry’s own TV Everywhere initiative, which unlocks online content for authenticated, paying cable TV subscribers. In addition to unwieldy authentication systems that pester subscribers with frequent log-in demands, content rights issues still dramatically limit the amount of streamed video available from TV Everywhere platforms.

Comcast will increase capital spending in the first half of 2014 to hasten the rollout of its advanced X1 set-top boxes and new wireless gateways that provide public Wi-Fi from customer homes.

Comcast told investors Tuesday its increased spending will likely be offset by increased earnings from more subscribers and room for further price hikes over the course of the year.

First quarter consolidated revenue increased 13.7% to $17.4 billion over the past three months. Almost $11 billion of that comes from Comcast’s cable business. The company boosted cable earnings by 5.3% in the first quarter. Most of that came from a 4.5% increase in the average customer’s cable bill. Comcast subscribers, on average, pay $134 per month. They will pay even more by the end of the year.

Although Comcast’s head of its cable division Neil Smit noted the company implemented lower rate increases during the first quarter, there is room to boost prices further.

“I wouldn’t read any trends into it,” Smit said. “We took rate increases across the smaller percentage of our footprint this quarter than last year as well, but we target different offers to different customers and I don’t think we’re seeing it topping out. In the competitive arena, the offers are in the same ballpark, the promo prices go up and down, but the destination pricing is fairly similar across these various competitors.”

Roberts

Comcast continued to buck cord-cutting trends and added 24,000 new video customers in the quarter, a major improvement over the 25,000 it lost at the same time last year. Comcast believes its new X1 platform and aggressive customer retention efforts are responsible for winning and keeping cable television customers. Ongoing speed enhancements in Comcast’s broadband division won the company 383,000 new Internet customers in the last three months. Broadband is Comcast’s biggest money-maker, and revenues increased a further 9% during the quarter owing to customer growth, rate hikes, and customers choosing higher-speed tiers. By the end of the quarter, 38% of Comcast’s residential customers subscribed to at least 50Mbps service, showing growing demand for higher speed Internet.

Sources tell Stop the Cap! Comcast intends to further expand its trial of usage caps (Comcast prefers to call them “usage thresholds”) to more markets this year. Comcast has settled on 300GB usage allowances for most broadband products in current test markets, charging $10 for each additional allotment of 50GB as an overlimit fee. Comcast has avoided trials of usage caps in areas where Verizon FiOS delivers significant competition. Verizon has no usage caps on either their DSL or fiber broadband products.

Comcast also picked up 142,000 new phone customers in the quarter, mostly from those subscribing to aggressively priced triple play service bundle promotions. Around 155,000 new triple play customers signed up over the last three months.

At the end of the first quarter, 68% of Comcast customers took at least two products and 36% took three products, compared to 33% at the end of last year’s first quarter.

Brian Roberts, CEO of Comcast, said there were several factors that fueled Comcast’s growth during the quarter, starting with its advanced X1 set-top box platform, which offers a better television experience and makes finding things to watch easier. If customers have an X1, Roberts told investors, they are less likely to drop cable television service.

X1

“These positive early results reinforce our decision to accelerate our X1 deployment this year, and we are now adding 15,000 to 20,000 X1 boxes per day, which is double our rate of deployment from just six months ago,” Roberts told analysts. “Additionally, we are now rolling out a new XFINITY TV app, which enables our customers to live stream virtually their entire television lineup on any IP device in the home and watch DVR recordings in the home or on the go.”

Although usage caps remain controversial, Comcast has been aggressive about increasing broadband speeds at least once a year.

“In broadband, we recently increased speeds again for the 13th time in 12 years,” Roberts offered. “Doubling speeds in our Blast products to 105Mbps, while our Extreme tier moved up to 150Mbps for customers in the northeast. And we’re not stopping there. Our focus on wireless gateway deployment is adding utility to our customers while at the same time helping us create the largest Wi-Fi footprint in the U.S. with over one million public Wi-Fi hotspots currently available to our customers.”

Although Comcast’s first quarter capital expenditures increased $51 million (or 4.6%) to $1.1 billion (10.6% of cable revenue versus 10.7% in the first quarter of 2013), the cable company returned even more money to shareholders. In the first quarter, the company boosted return of capital by 35% to $1.3 billion. Comcast repurchased its own shares of stock totaling $750 million and paid $508 million in dividends for the quarter.

In 2014, Comcast will invest 14% of cable revenue (compared to 12.9% in 2013) to accelerate the deployment of X1 and wireless gateways, increase network capacity and continue to invest in expansion of business services and XFINITY Home. But it will spend far more than that placating shareholders. If Comcast wins support to buy Time Warner Cable, Comcast intends to increase its stock repurchase plan by $2.5 billion. The company earlier committed it would spend $3 billion on repurchasing its own shares, for an expected total of $5.5 billion during 2014.

When a company repurchases its own shares, it reduces the number of shares held by the public. That in turn means that if profits remain the same, the earnings per share increase. It also boosts the value of the massive portfolios of Comcast stock held by executives as part of their compensation packages.

[flv]http://www.phillipdampier.com/video/Comcast Introducing the X1 Platform from XFINITY 4-14.mp4[/flv]

Comcast produced this video showing off its X1 platform and new set-top boxes. (1:47)

Telus, Bell and Rogers charge customers as much as 45 percent less on wireless service where they face a fourth regional competitor in a case of suspected predatory pricing that could threaten the viability of competition in Canada’s wireless marketplace.

SaskTel, a crown corporation, is one of several Canadian regional wireless providers. The Saskatchewan Telecommunications Holding Corporation, based in Regina, said SaskTel’s revenue and net income dipped to $1.205 billion and $90.1 million, respectively. SaskTel (which has net income of $106.2 million in 2012) projects this will be only $59.2 million next year.

The dramatic drop in revenue, in part, comes from suspiciously low wireless rates in areas where SaskTel and other regional providers operate.

Sudden rate cuts were introduced last summer and are available only to customers where regional firms offer wireless service. Vidéotron in Quebec, EastLink in the Maritimes, MTS in Manitoba, and SaskTel in Saskatchewan are all impacted. But the savings don’t extend outside of these competitive areas, leading to whispered accusations that the Big Three are engaged in predatory pricing behavior, designed to undercut competitors while maintaining high rates for everyone else.

Styles

SaskTel president Ron Styles told The Leader-Post Telus has been offering customers in Saskatchewan a rate 45% lower than customers in Red Deer, Alberta pay. SaskTel is forced to match those rates to stay competitive, but it has hit the crown corporation’s finances hard.

“We’re very concerned; it’s had a major impact,” Don McMorris, cabinet minister responsible for SaskTel, told the newspaper.

Although many customers are happy paying a much lower mobile phone bill, the savings may prove temporary.

Canada’s three national carriers have proved particularly adept as killing off any competitors threatening their 90%+ market share. Public Mobile found it difficult to attract new customers away from rival Telus, so as the business floundered, Telus made the upstart company an offer it couldn’t refuse, shut down Public’s network, and transferred customers to its own network.

Although stopping short of directly pointing the finger at the Big Three, Styles is headed to Ottawa to discuss the implications of predatory pricing on SaskTel’s future. But he left no doubt something is up.

If Bell, Telus and Rogers can afford to offer low rates here and on other “4th carrier” turf, does that mean their wireless rates are needlessly high elsewhere, Styles asks. Or are the Big 3 engaged in “predatory pricing” — selling something below cost to damage or destroy competitors and keep new entrants out of the market.