CNET was forced to withdraw a planned award for Dish Network’s ad-skipping “Hopper” DVR because the website’s owner, CBS, is suing the satellite dish company over the device.

The rift has led to questions about the editorial independence at CNET, and as of this afternoon, a senior writer has quit over the controversy.

Greg Sandoval, who formerly reported for the Washington Post and Los Angeles Times resigned in protest less than one hour after reports surfaced CNET was ordered to disqualify Dish Network from consideration at the Best of C.E.S. Awards in Las Vegas last Thursday.

The well-advertised Dish Hopper DVR allows viewers to seamlessly skip past advertising on recorded major network primetime programming. CNET disclosed that regardless of the product’s merits, it could not be considered at the awards event because the website’s owner was actively engaged in litigation that argues the device violates U.S. copyright laws.

“We are saddened that CNET’s staff is being denied its editorial independence because of CBS’s heavy-handed tactics,” said Dish Network CEO Joseph P. Clayton. “This action has nothing to do with the merits of our new product. Hopper with Sling is all about consumer choice and control over the TV experience. That CBS, which owns CNET.com, would censor that message is insulting to consumers.”

The Verge website turned up the temperature in CNET’s offices when it reported the Dish Hopper was banned from consideration only after it became apparent it was going to win an award:

Before the winner was unveiled, CBS Interactive News senior-vice president and General Manager Mark Larkin informed CNET’s staff that the Hopper could not take the top award. The Hopper would have to be removed from consideration, and the editorial team had to re-vote and pick a new winner from the remaining choices. Sources say that Larkin was distraught while delivering the news — at one point in tears — as he told the team that he had fought CBS executives who had made the decision.

The Verge added there was clear evidence of a growing influence on the editorial decisions at the digital news subsidiaries owned by CBS, all designed to protect the parent company.

Sandoval left almost immediately after The Verge went public with its report.

CBS released a statement earlier this afternoon:

CBS has nothing but the highest regard for the editors and writers at CNET, and has managed that business with respect as part of its CBS Interactive division since it was acquired in 2008. This has been an isolated and unique incident in which a product that has been challenged as illegal, was removed from consideration for an award. The product in question is not only the subject of a lawsuit between Dish and CBS, but between Dish and nearly every other major media company as well. CBS has been consistent on this situation from the beginning, and, in terms of covering actual news, CNET maintains 100% editorial independence, and always will. We look forward to the site building on its reputation of good journalism in the years to come.

Comcast customers in New Hampshire are facing a rate hike for cable, broadband and phone service on Jan. 22.

Basic cable rates are going up nearly 6 percent, from $23.02 to $24.60 per month, but expanded basic customers will enjoy a slight decrease from $46.11 to $45.35.

Most customers signed to a Comcast bundle will see slightly larger increases — around $5 a month — for triple play packages. Comcast blamed the rate increase on increased technology expenses, bringing faster Internet service to customers, improved customer service, and more on-demand online viewing.

Customers on price-lock agreements, promotional plans, or other contracts are unaffected until those agreements expire.

Local officials around New Hampshire say their hands are tied. Cable operators enjoy almost complete power setting their own rates as they see fit. The largest competitors for Comcast in New Hampshire are satellite dish providers, and those rates are increasing as well.

Google Fiber is more than the experimental publicity/political “stunt” many large cable companies and Wall Street investors have suspected since the search giant first announced it would build a 1,000/1,000Mbps fiber to the home network.

BTIG Research, which follows the telecom sector for large institutional investors and investment managers, says there is a lot more to Google Fiber than many initially thought.

If Google’s fiber project expands outside of Kansas City, it could ultimately transform the business model of broadband in the United States. It already has generated unease for Time Warner Cable, which has resorted to knocking on doors to preserve its customer relationships.

It is one thing to consider Google Fiber from a New York City office and another to see it working on the ground. BTIG’s Rich Greenfield and Walt Piecyk decided to travel to Kansas City to investigate the new fiber service first-hand.

“We believe Google Fiber will accelerate rapidly, changing consumer habits in its territory,” they concluded. “While it is very early in Google Fiber’s life, we fully expect Google to build out more markets after they perfect the broadband and TV offerings in Kansas City.”

There is ready-made demand, judging from the 1,100 cities that asked Google Fiber to set up shop locally. Local governments recognize their telecommunications future has been largely monopolized by one cable and one phone company, and it is important for that to change. Some have taken steps to build their own networks, others will throw a parade if Google does it for them. Reasoning with the likes of Comcast, Time Warner Cable, AT&T, and Verizon — among several others — has not gotten world class broadband at a reasonable price. Instead, many incumbent players have used their market power to raise prices, restrict usage with unnecessary usage caps, and retard innovation.

Google may prove to be the only force large and aggressive enough to throw a monkey wrench into the comfortable business plans and conventional wisdom about how broadband should be packaged and sold in this country. Community owned providers have shown they can deliver superior service and pricing, but face deep-pocketed incumbents that can use predatory pricing to save customers in one market while raising prices on captive customers in others. Incumbent providers also have successfully advocated for protectionist bans on publicly-owned broadband in a number of states. Washington regulators have thus far been largely supine and disengaged when asked to address the challenges consumers face from rising bills for more restricted service.

BTIG’s own research is a marked departure from the usual dismissive attitude incumbents and Wall Street have paid to the Google project. Greenfield himself acknowledges that the investment and business media communities typically respond with three reactions when one mentions Google Fiber:

• “Is it a sustainable business with those economics?”
• “How much cash are they blowing?”
• “Who cares about what they are doing in a couple of relatively small cities such as the Kansas Cities?”

But such thinking underestimates Google’s potential much the same way Yahoo! and AltaVista did with their dominant search engines a decade ago. The biggest mistake one could make is to assume Google just wants to be another competing cable or phone company. It goes far beyond that.

Greenfield believes Google is seeking to become an integral part of the communities it serves, equal in stature to the cable and phone companies, but without their reviled reputation.

But the most significant change Google brings is a challenge to the current business model of consumer broadband.

Phone and cable companies first monetized broadband speeds. The faster the speed chosen, the higher the price. The earnings power of broadband gradually increased as more Americans signed up for service and the costs to provide it declined. But as cable TV margins continue to erode, the money to cover the difference has come from broadband, which has seen regular, unjustified rate increases since 2010. Not content with monetizing broadband speed alone, many providers are also attempting to monetize broadband usage with usage limits and/or consumption-based billing schemes. A recent Wall Street Journal article estimated 90 percent of the price consumers pay for Internet access is profit.

With that kind of profit margin, the economics of Google’s ambitious fiber project do not look as unfavorable as some on Wall Street suggest.

Greenfield calls Google’s 1 gigabit speeds insanely low-priced at $70 a month. He’s right when one considers current pricing models of incumbents. At Time Warner Cable’s current pricing (50/5Mbps service for $99 a month), the cable company would charge consumers $1,980 a month for 1,000/1,000Mbps service, assuming they could actually deliver it. Upstream speeds above 5Mbps might cost even more. Cable television, which used to be the core service offered by cable companies, is almost an afterthought for Google. It can be added for $50 more per month, which is actually cheaper than many competing providers charge for a similar package.

Greenfield feels Google has an aspirational goal for its Kansas City network.

“In Kansas City, Google has a customer facing service with employees who are part of your community, trucks that come to your house and customer service reps that answer your questions when you need help,” Greenfield notes.

On that basis, Google can reboot itself into an entirely new entity in Kansas City, offering much more than a broadband service and a search engine.

Google’s sleek network box.

Greenfield notes Google Fiber has been carefully developed to break away from the familiar experience one has with the phone and cable company:

• The home terminals and DVR equipment more closely resemble a sleek Apple product, not a Motorola/Cisco set top box that has looked largely the same since the 1990s;
• The installation experience has been streamlined — the external network interface on the side of the customer’s home does not require anyone to be home during the installation, reducing the time needed for a customer to sit around while service is installed inside;
• In-home equipment envisions a more integrated IP-based network future with Ethernet and Wi-Fi connectivity, a centralized storage device which acts as an enhanced whole house DVR, and a minimalist TV box that can be hidden — no more unsightly hulking set top boxes. It represents a home entertainment network that goes far beyond what the competition is offering.

These factors deliver a positive customer experience, if only because Google paid attention to complaints from cable and telephone subscribers and decided to do things differently.

Other traditional business model busters noted by Greenfield:

• Google will deliver 6/1Mbps budget priced Internet for a $300 one time fee (payable in $20 installments) which includes an in-home router, breaking through the digital divide and getting Google’s infrastructure into homes that simply cannot afford traditional cable or phone company broadband. It blows away the current “lite” offering sold by cable and phone companies with much better speeds at a far lower price;
• Google is working with charitable organizations to help the poorest get broadband for even less, through donations and other fundraising;
• Google leverages the community as a crowd-sourced marketing engine. Word of mouth advertising and competition among different neighborhoods helps drive the expansion of the network. Even if a consumer has no interest in the service, many fight to see it in their neighborhoods for the benefit of local community institutions who will receive free hookups;
• Every new customer signed up for two years’ service receives a free Nexus tablet. The tablet is sold as the service’s “remote control,” but it is capable of much more;
• No data caps, no speed throttling. With just two speed tiers, Google has completely discarded the speed-based and usage-based business models for broadband.

A Nexus 7 tablet comes free with the service (and a two year commitment)

So what exactly does BTIG think is Google’s master plan? Greenfield suspects Google is not recouping its initial investment or costs with their current pricing model, but that may not matter. Google may earn profit in other ways.

A 33% increase in the number of homes with broadband could be a substantial boost for Google search and YouTube, earning Google additional revenue. Improved broadband available to an entire household guarantees people will spend more time online, especially with no data caps or slow speeds. Enormously faster upload speed promotes more content sharing, which in turn means more time online with services like YouTube. A home tablet enables even more broadband usage, according to Greenfield.

As broadband speeds improve, advertisers can expose web visitors to more attractive, multimedia rich advertising not easily possible on slower speed connections. That could let Google tap into a greater share of the $60 billion TV ad market, especially for YouTube videos.

Finally, Greenfield suspects the more Google develops brand loyalty, the more successful it will be pitching consumers and businesses on services of the future.

Greenfield notes there are still bugs and features to be worked on, particularly with Google’s TV offering, but the company will have plenty of opportunities to manage those before it introduces Google Fiber elsewhere.

The implications of an expanding fiber to the home universe in the United States under Google’s price model could deliver a potent punch to incumbents like Time Warner Cable. So far, the cable company has only faced satellite dish competition for television, a technologically inferior AT&T U-verse, which will never have the capacity Time Warner has so long as the phone company still relies on any significant amount of copper wiring, and Verizon FiOS, which has disengaged from a price war with the cable company and is raising prices.

The writing is already on the wall, at least in Kansas City. Greenfield relays that Time Warner has been going all-out to improve its own customer service. One customer noted Time Warner Cable came to his house twice in recent weeks, without a scheduled service call, to check on the quality of his Internet speeds and to make sure the customer was happy.

In some neighborhoods, Time Warner is going door to door to interact with customers, something not done since cable operators first knocked on doors 30 years ago to introduce you to their service.

Google Fiber could ultimately force the end of one more legacy the cable industry has earned itself over the past few decades: customers loathing its service and prices.

[flv width=”640″ height=”380″]http://www.phillipdampier.com/video/Google Fiber Demo by BTIG’s Rich Greenfield and Walt Piecyk 11-23-12.flv[/flv]

BTIG’s Rich Greenfield and Walt Piecyk experience Google Fiber in Kansas City.  (3 minutes)

Rural Americans already depend on their satellite dish to receive hundreds of channels of television entertainment, but broadband over satellite has traditionally been slow, limited and very expensive.

There is little evidence things will change quickly for those without access to traditional cable or phone company DSL. But the launch of new, higher capacity satellites, have at least increased satellite broadband speeds and eased back on extremely low usage caps under a provider’s “fair access policy.”

This week, Viasat’s Exede broadband pricing through DirecTV was formally announced. The “up to 12Mbps” service will cost:

• $39.99 for 10GB of monthly usage;
• $69.99 for 15GB;
• $119.99 for 25GB

These discounted prices are good for the first year of a two year contract. Prices increase $10 a month for the second year. Contract customers will have the $49.99 installation fee credited back on a future invoice.

There is one significant improvement: the satellite service removes the data cap between 12 midnight-5am daily – good for automated downloads, software updates and any other high bandwidth applications.

Customers have until Jan. 31 to sign up for the promotion.

The Canadian Broadcasting Corporation today shut down more than 600 analog television transmitters primarily serving rural viewers, forcing most to either go without television to sign up for commercial satellite or cable television service.

Because of Canada’s great expanse, the country’s public broadcaster has relied on hundreds of terrestrial low-power television transmitters to cover smaller communities and rural areas outside of the reach of CBC stations in larger cities. These transmitters provide relays of 27 regional English and French stations and have allowed rural residents to enjoy free over-the-air television.

While larger communities are now able to watch digital television signals in place of older analog service, the CBC has decided not to replace existing analog repeater transmitters with digital ones, effectively ending service for many rural Canadians who will now receive no over the air signals at all. Budget challenges and a decision from the CRTC that declared the CBC has no obligation to broadcast its programming has been met with resistance across rural Canada, particularly because taxpayers in cities large and small finance the CBC’s operations.

As of today, the CBC will rely entirely on the 27 digital television stations it will continue to operate over the public airwaves nationwide. Critics say that is contrary to the CBC’s mandate in the Broadcasting Act, which declares the CBC is Canada’s “national public broadcaster.”

 “The TV transmitter infrastructure is worth millions and was paid for by Canadian taxpayers,” says Catherine Edwards of the Canadian Association of Community Television Users and Stations. “More than 2000 Canadians protested the shutdown in letters to the CRTC last month. They asked that the infrastructure be offered to communities to maintain for themselves. The federal government seems to be doing everything it can to cripple the national broadcaster and turn it into a pay specialty service, available to well-heeled Canadians in big cities.”

“The CBC-TV and Radio-Canada analog transmitter shutdown is a sad chapter in Canada’s digital transition,” says Karen Wirsig of the Canadian Media Guild. “We understand that CBC is in a financial bind with $155 million in cuts required by 2015. Something had to give. Evidently infrastructure outside of major cities is not a priority for the federal government, despite rhetoric about the digital economy.”

The CBC says the change will impact only 2 percent of Canadians that do not already receive digital television service or have signed up with a pay television provider. But the concept of “free TV” has changed forever for rural viewers.

For some cable viewers, the CBC’s digital solution is also presenting problems, especially in the Maritimes. In rural Newfoundland and Labrador, EastLink viewers may lose their closest local CBC station and be forced to watch programming from a CBC station is Halifax, Nova Scotia instead, at least until Shaw begins carrying additional CBC stations on satellite.

The Canadian Broadcasting Corporation today shut down more than 600 relay transmitters providing rural Canada with over-the-air access to the public broadcaster with a mandate to serve all of Canada. Now, viewers in rural Newfoundland and Labrador are going to be stuck watching “local” news and weather intended for Halifax, Nova Scotia. CBC Radio in Newfoundland and Labrador talks with the CBC about the reason for the disruption. (July 30, 2012) (8 minutes)
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Shaw’s “Local Television Satellite Solution”

In 2010, Shaw Communications, which owns Shaw Cable and Shaw Direct — a major satellite TV provider, announced its intention to buy Global TV — a major Canadian television network. For Americans, this would be the equivalent of Comcast owning your local cable company, NBC, and DirecTV. The Canadian Radio-television and Telecommunications Commission (CRTC), Canada’s telecommunications regulator, agreed to a deal offered by Shaw to acquire Global in return for offering Canadians who have not had satellite or cable service in the last 90 days a temporary free satellite solution for receiving “local stations.”

This customer ran out of luck when he needed Shaw to install just over 250 feet of cable from the nearest clear spot for the satellite to his home. Shaw limits installers to 250 feet, no more. The installer packed up and left shortly after learning an exception would have to be made. (Photo: PGM/Dude, ‘Where’s My TV?’ blog)

Shaw’s Local Television Satellite Solution (LTSS) offers qualified Canadians free satellite service with a handful of over-the-air stations, assuming they apply by November 2012.

Assuming your postal code is within a “qualified reception zone,” and you somehow know about the barely promoted service, Shaw will provide a satellite dish, receiver, and reasonable installation at no charge.

Unfortunately, many Canadians have no idea Shaw is offering the service, and are opting to purchase a regular Shaw Direct package, signing up with another satellite provider, or subscribing to cable where available. Very little about the service is found on Shaw Direct’s website, and those interested are required to call the company for further information. Even those made aware of Shaw’s offer have found challenges signing up.

Steven James May, who runs the “Dude, Where is My TV?” blog reports his parents, who live in rural Denbigh, Ontario were first made aware of Shaw’s LTSS when he told them about it. Several initial attempts to sign up for the service were dashed when Shaw responded Denbigh residents were not qualified for LTSS based on the postal code provided. When May’s parents eventually did qualify, they were sent a well-used and scuffed Star Choice satellite receiver retired from the days Shaw Direct was known as Star Choice.

After installation, the Ontario residents ended up with a dozen primarily over-the-air channels from across Canada:

• 2 Shaw Direct’s home channel
• 9 Knowledge Network
• 23 CTV 2 Alberta
• 37 CBC Toronto
• 39 Global Toronto
• 40 CityTV Toronto
• 41 CHCH Hamilton
• 42 OMNI
• 44 CTV Toronto
• 50 MCTV Sudbury (CTV)
• 52 Global Thunder Bay
• 55 TVOntario (Educational)

While enticing, Denbigh residents have effectively lost “local service” because the community is forced to watch local news for Toronto, Hamilton, Sudbury, Thunder Bay, and Calgary — all much further away than the nearest large city for them — Ottawa. Residents that used to watch CJOH (CTV Ottawa) and CBOT (CBC Ottawa) over-the-air now must get accustomed to news and weather for Toronto, a considerable distance to the west.

“This is a major public policy failure,” adds Edwards. “Everyone has known that the digital transition was coming for two decades. It’s supposed to increase our communications services, yet no one would step up to the plate and take leadership to make sure that neither rural Canada nor our national public broadcaster would be crippled: not Heritage, not the CRTC, not the CBC, and certainly not the federal government.”