We did some soul-searching. Was the cable industry obsolete? Was it an opportune time to get out? Our conclusion was that if you rebuilt your system with this new fiber-optic coaxial hybrid - which we now call broadband - the glass was half full, not half empty. We could compete.
We are going to have a suite of products that you subscribe to - television, high-speed Internet, phone, home security, energy management, maybe even health care - and we are going to have many customers that are going to buy those products directly from us.
I think Jay Leno is fantastic.
It's really important we stay in touch with our customers and try to, over time, have more packages and flexibility than perhaps we have historically offered. And that's part of that tension that is healthy that is going on in the marketplace.
We support an open Internet and having rules - the right kind of rules that are legally enforceable and allow for investment and innovation.
If you had to pay separately for just PBS, probably, sadly, not a majority of Americans would do that. So there's many channels, whether it's Discovery Channel or C-SPAN or many, many others, that just aren't viable.
In the case of Comcast, we're taking a lot of our technology into the cloud, so you don't need a new box every time you want to innovate. And it's all speeding up.
In our case, one of my earliest experiences working in the company was being asked to be on Ted Turner's board, and I saw that the value creation from owning networks was stunning - new channels, international opportunities, synergy, many things that Turner Broadcasting built for decades.
I can get my voicemail transcribed and sent to me as e-mail. I want to be able to have my address book and all my life come up on my TV and video chat. The whole telecommunications experience through a wire is still very relevant.
