One of the joys of launching a company is an intensive round of pre-launch briefings with press and analysts who follow to industry. We've done quite a few of these, and for the most part our ideas have found a very receptive and supportive audience.

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We all seem to have some sort innate ability to distinguish between what we consider “advertising” and what we consider “information.”  Maybe it comes from years of being inundated with both. 

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I am continually astonished by people bemoaning the fact that growth in broadband subscribers in North America is slowing. According to broadbandtrends.com, the number of North American broadband households reached 76.3 million recently, out of a total of about 126 million occupied households. This represents about 60 percent of the total available market. Since it is mathematically impossible to exceed 100 percent (unless households start clamoring for multiple broadband connections, an argument I have yet to encounter), and in fact broadband penetration will likely plateau somewhere between 80 percent and 90 percent, it is inevitable that broadband growth would slow as the market becomes saturated. Why is anyone surprised by this?

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Carriers face some pretty daunting challenges with respect to their capital-intensive networks. Once upon a time, the network defined the service and value proposition, be it voice, video, or data. Convergence promised carriers an opportunity to consolidate resources and pursue higher-revenue triple-play services. In general, such networks are defined by increased capacity for the delivery of video services. This extra capacity comes at significant cost to the carrier but with the promise of additional revenue. However, the fine print on the contract is that the carrier is not the only one who benefits from this capital investment. Over-the-top (OTT) service providers benefit tremendously from the increase in capacity to the subscriber. Increased bandwidth, together with compression technologies, shifts the value proposition away from the distribution channel (e.g., the carrier network) and into the hands of the content distributors, who are in a better position to attract content and a global customer base.

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