Cable is fundamentally a local business and our competitors are much larger in geographic scope. Many of them are national, and our ability to work together with Sprint is really important to enable us to compete.

We have a wonderful physical plant in place. The key is to focus on the consumer and what they want and not get enamored with the technology. If we focus on the consumer, we should see all the technologies as opportunities.

If [Disney] is going to put cable network programs online, they shouldn't expect us to pay the same subscription fee.

A la carte isn't a great way to sell networks. It's also the wrong way to sell programming. Most TV shows don't sell on their own.

We selected channels that were G-rated in nature, did not include 'live' entertainment programming and which contained content that was generally perceived as acceptable for the entire family to view.

The ability to tie services across the two platforms is what's going to drive this.