пятница, 12 июня 2015 г.

uConsumerist Friday Flickr Findsr


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ribbi
  • by Laura Northrup
  • via Consumerist


четверг, 11 июня 2015 г.

uComcast Accused Of Deliberately Sabotaging Houston Sports Channelr


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  • The purpose of this screengrab isn't just to show what the CSN Houston website used to look like, but to remind myself that the Phillies occasionally won a game.

    The purpose of this screengrab isn’t just to show what the CSN Houston website used to look like, but to remind myself that the Phillies occasionally won a game.

    Comcast Sportsnet Houston, which had exclusive access to Houston Rockets and Houston Astros games, was on the air less than a year when it was forced to declare bankruptcy in 2013. Not even a year later, the station — once valued at $700 million — was sold off to a joint venture of DirecTV and AT&T for a whopping $1,000. A new lawsuit accuses the cable company of deliberately submarining CSN Houston.

    The suit [PDF] was filed earlier today in a federal bankruptcy court in Texas by a trustee overseeing the bankruptcy settlements.

    “[Y]ear after year, Comcast is consistently ranked amongst the worst in customer service in the country,” reads the complaint. “But individual customers are not the only ones who have borne the brunt of Comcast’s bad behavior.”

    Starting in 2010, Comcast partnered with the Rockets and Astros to work together on a new regional sports network, of which Comcast owned 22%. The complaint alleges that, rather than work to fulfill its end of the bargain, “Comcast did everything in its power to financially impair the Debtor so that Comcast would have the leverage to acquire the Debtor’s greatest assets (i.e., the right to broadcast Astros and Rockets games, and related programming) for itself at a significant discount.”

    According to the suit, Comcast repeatedly promised but failed to reach deals with other pay-TV providers that would have put CSN Houston in a sufficient number of homes to make a profit. The plaintiff contends that Comcast chose to use its leverage in the national market to obtain a reasonable rate for the Houston station.

    “[I]n January 2013, Comcast entered into a global deal with [cable provider] Suddenlink that incorporated every network in Comcast’s portfolio except for CSN Houston,” alleges the complaint, which claims that Comcast never brought this potential deal to the partnership’s board, and that the plaintiff only heard about the Suddenlink deal until after it had been completed.

    Because Comcast only owned a 22% stake in CSN Houston, compared to its outright ownership of most other CSN regional operations, the plaintiff says the cable giant lacked incentive to prioritize the Houston channel. Additionally, the plaintiff claims Comcast was making unilateral decisions without the other partners about what was in the best interest of CSN Houston.

    More importantly, according to the suit, Comcast was allegedly out to get Astros and Rockets broadcasting rights for itself.

    “Comcast knew that the best way to acquire these Assets at a low cost would be to financially cripple the Debtor so that it would have no choice but to sell itself to Comcast,” reads the complaint, stating that Comcast and its NBC Universal subsidiary “intentionally and willfully failed to negotiate and obtain the best possible carriage rates for the Debtor.”

    By April 2013, only months after the station’s launch, the Astros and the Rockets proposed to sell their 77.5% equity interest to Comcast, but at a price based on the original $700 million valuation of the network.

    “Comcast did not want to pay that price and instead bided its time,” allowing CSN Houston to sink further into dire financial straits, claims the plaintiff.

    By the summer of 2013, the station was no longer able to make its media rights payments to the Astros, who considered CSN Houston in default.

    “Smelling blood in the water,” according to the suit, Comcast met with the Astros and Rockets in early August 2013 to propose buying the Astros’ 46.5% equity interest in the station for around $185 million. This would give Comcast nearly 2/3 control over the station.

    When the Rockets requested the same sort of deal (which was only based on a value of $500 million by this point), Comcast refused, per the plaintiff’s version of events. Since the Rockets needed to approve the sale of the Astros’ equity, this scuttled the entire deal.

    The lawsuit accuses Comcast of using bankruptcy to sink the value of the station even further. “Comcast would then publicly announce its intention to bid a substantial amount of money to acquire [CSN Houston],” states the complaint. This public gesture would, in theory, scare off other potential investors and allow Comcast to buy all of CSN Houston’s assets “at a steep discount from what it publicly promised.”

    When Comcast informed the Rockets of its desire to file for bankruptcy, the plaintiff recounts that the team said it would agree, but only if Comcast made a bid for the network close to the $500 million valuation. Comcast refused.

    Because Comcast needed unanimous consent of the partners to declare bankruptcy, the only option was to have other Comcast affiliates file an involuntary bankruptcy petition, in which they claimed they were trying to prevent the Astros from terminating their media rights agreement with CSN Houston.

    “But the Astros had not actually confirmed that they would terminate the Astros Media Rights Agreement,” contends the plaintiff, “on the contrary, the Astros were still negotiating in good faith for the sale of their equity… to Comcast.”

    The lawsuit states that on the day that bankruptcy petition was filed, but before it was actually given to the court, Comcast’s CFO was sent an e-mail from the Astros with a draft of terms of sale. The baseball teams claims to have “had no idea” that the involuntary bankruptcy was coming.

    After the petition was entered, Comcast made public its interest in buying out the other partners’ equity in the network. In an Oct. 2013 filing, the company said that closing such a deal by year’s end “would likely lead to full payment of all pre-petition creditors’ claims and all reasonably foreseeable administrative expenses, and also lead to a material distribution to equity holders.”

    The Astros subsequently talked to potential buyers, including AT&T, DirecTV, Time Warner Cable, Fox, and Dish, but claim that none wanted to be involved in the bankruptcy and that there was a general understanding that Comcast was going to buy CSN Houston.

    Meanwhile, the Astros also say that when documentation was needed to negotiate with a potential bidder, Comcast failed to turn it over in a timely manner.

    The Rockets eventually took over as lead negotiator but claim to have run into similar issues with potential buyers wanting to become involve in the bankruptcy.

    By January 2014, Comcast was still declaring its intention to try to buy CSN Houston.

    “Although the passage of time and other events have affected the valuation, Comcast Owner remains prepared to make a ‘stalking horse’ bid for the acquisition of the Network,” reads a letter sent by Comcast to the Rockets at that time.

    However, this time Comcast’s discussion of an offer no longer mentioned any possibility of a material distribution to equity holders. When pressed for clarification, Comcast allegedly failed to respond to either team.

    The next month, DirecTV told the Rockets it was willing to make an offer that was equal to Comcast’s, but not any more. Believing that Comcast still intended to pay a reasonable amount for the network and not wanting to incur the additional cost of shifting to entirely new ownership, the Rockets turned down the DirecTV deal.

    Finally in March 2014, Comcast dropped the bomb that it was no longer interested in buying out its partners in the channel.

    “Comcast initiated this bankruptcy proceeding in the belief that the chapter 11 process would permit the Network to reorganize, thus preserving the Network’s value,” reads a statement from Comcast at the time. “Much has happened, however, in the nearly six months since this involuntary case was filed. In view of these developments, Comcast is no longer prepared to purchase the Network.”

    The plaintiff contends, however, that “there had been no material change” in the network’s finances or circumstances in the weeks since the company had last expressed its goal of purchasing CSN Houston.

    “[B]y filing the Notice publicly, Comcast was intentionally sending a false message to potential third-party purchasers that it was no longer interested in purchasing” CSN Houston, argues the complaint. Given that Comcast was a significant partner in the channel with intimate knowledge of its finances, the plaintiff sees Comcast’s public declaration of lack of interest as an attempt to convince other potential buyers that there was zero value in the network.

    In spite of its statement that it was no longer interested in bidding on CSN Houston, Comcast allegedly continued to make overtures that indicated it still intended to purchase the network.

    The complaint claims that in the spring/summer of 2014 Comcast’s attorneys requested a call with the general counsels for the Rockets and Astros.

    “On that call, Comcast’s counsel proposed an offer that was significantly less than the amount Comcast had previously represented it would offer,” reads the complaint. A subsequent bid from Comcast was so low, according to the plaintiff, that the network’s creditors would not have been paid in full, leaving nothing for either team.

    “Moreover, Comcast expected the Rockets and Astros to add additional value to the Debtor by taking significantly less in future media rights payments,” claims the suit. “Comcast knew that such a condition was a nonstarter for the Astros and the Rockets, whose consent was necessary for such a deal to get done. And without a deal, the Debtor would continue to languish in bankruptcy, incurring more and more debt along the way.”

    In the end, CSN Houston was sold to AT&T and DirecTV, who now carry Astros and Rockets games on the Root Sports Southwest network. The lawsuit contends that everyone would have been better off simply liquidating CSN Houston when the bankruptcy petition was filed in Sept. 2013.

    The lawsuit doesn’t put any dollar amount on its claims, but as the Houston Chronicle notes, a loss to Comcast could result in a payout of several hundred million dollars.

    For its part, Comcast is denying the allegations in the complaint, telling Bloomberg that “The lawsuit is entirely without merit.”

    Meanwhile, the Astros are in first place in the American League West. At least now people can watch them on TV.



ribbi
  • by Chris Morran
  • via Consumerist


uAcuras Recalled Because They Auto-Brake For Imaginary Obstaclesr


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  • Automatic braking is a feature available that car manufacturers offer on their higher-end models as part of feature and safety packages. The idea is simple: if your car recognizes that there’s something in front of it, it stops. Except for some model year 2014 and 2015 Acura SUVs and sedans: there have been documented cases where they stop when there is no obstacle in front of the cars.

    Acura (which is the slightly-fancier-cars division of Honda) has recalled about 48,000 cars total, but only about 19,000 of them are in the United States. They include the MDX and RLX (SUVs and sedans, respectively) from the 2014 and 2015 model years. There has been one phantom-braking crash in Japan in a different model that has the same braking system. The repair is fairly simple: it’s only a software upgrade.

    The problem seems to happen when drivers are changing lanes, and the vehicle mistakes a guardrail or a fence for an obstacle. There have been nine reports of crashes that may have been caused by a similar defect in the Jeep Grand Cherokee: the National Highway Traffic Safety Administration is still investigating that situation.

    The NHTSA recommends that car-buyers consider cars with the braking systems for safety reasons, but usually only higher-end models include them. The base model MDX doesn’t, for example, even though most people consider Acura a luxury brand.

    Automatic braking Acuras recalled for stopping when they shouldn’t [CNN]



ribbi
  • by Laura Northrup
  • via Consumerist


uAppeals Court Won’t Hold Up Enforcement Of Net Neutrality Rulesr


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  • A number of lawsuits filed by telecom and cable companies and their associated trade groups in recent weeks had hoped that the court would block the FCC from enforcing the new net neutrality rules that are slated to kick in tomorrow, June 12. But with the clock ticking to reach that deadline, a federal appeals court has denied this request, meaning that the Open Internet Order will go into effect (at least until lawmakers do their best to de-fund it).

    In a single consolidated response [PDF] to a dozen different lawsuits, the D.C. Circuit Court of Appeals today denied plaintiffs’ requests for a stay that would have held up enforcement of the Open Internet Order pending the court’s review.

    “This is a huge victory for Internet consumers and innovators,” said FCC Chair Tom Wheeler in a statement. “Starting Friday, there will be a referee on the field to keep the Internet fast, fair and open. Blocking, throttling, pay-for-priority fast lanes and other efforts to come between consumers and the Internet are now things of the past. The rules also give broadband providers the certainty and economic incentive to build fast and competitive broadband networks.”

    Plaintiffs who has sought a stay of the neutrality rules include AT&T, CenturyLink, the American Cable Association, the National Cable & Telecommunications Association, CTIA – The Wireless Association, and the Wireless Internet Service Providers Association, among others.

    With so many plaintiffs, the court’s order “strongly urges” the affected parties to file a joint proposal rather than separate filings.

    “[T]he court looks with extreme disfavor on repetitious submissions and will, where appropriate, require a joint brief of aligned parties with total words not to exceed the standard allotment for a single brief,” explains the order. “Whether the parties are aligned or have disparate interests, they must provide detailed justifications for any request to file separate briefs or to exceed in the aggregate the standard word allotment.”



ribbi
  • by Chris Morran
  • via Consumerist


uJCPenney’s New CEO Plans To Re-Use His Home Depot Strategyr


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  • JCPenney hasn’t had a chief executive officer since chairman Myron Ullman sacked re-vamper Ron Johnson back in 2013. Last fall, they found a candidate who was up for the challenge: Marvin Ellison, who was in charge of Home Depot’s stores in the United States, and worked for Target before that. He reported to work as president and CEO-designee in November 2014, and takes over on August 1st of this year. This week, he spoke at an investment banking conference about his future plans for the company.

    “I couldn’t find a greater upside opportunity where the financial downturn had been specifically driven by poor strategic decisions — not a disruptive competitor, not a change in the economic landscape,” Bloomberg News quotes from Ellison’s speech. (Warning: auto-play video) In other words: this was a rare opportunity to lead a retailer where the previous leadership had screwed things up, and not factors outside of the company’s control.

    Ellison will use many of the same strategies that he did at Home Depot in the last two years, where he was in charge of a great turnaround. He will focus on making the experience of shopping at JCPenney a lot better for consumers, which includes:

    • Shorter shipping times
    • More employees helping customers
    • More robust online sales

    He wants to improve the interconnectedness of store inventories and the website, but at the same time make fewer corporate demands on managers so they can spend less time on paperwork, and more on their local employees and on customers.

    One idea that wasn’t Ellison’s: reviving print catalogs, since customers like to use them to shop online.

    J.C. Penney’s Next CEO Lays Out How Struggling Chain Can Thrive [Bloomberg] (Warning: auto-play video)



ribbi
  • by Laura Northrup
  • via Consumerist


uWalgreens Wants To Lure Shoppers With A Makeover For The Makeup Aisler


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  • For some, when it comes to buying makeup or beauty products the destination is always the department store, not the drug store. At department stores there are sales associates to help you find the right colors to complement your skin or offer high-end beauty brands. But Walgreens wants to change that, with a revamp of its beauty and cosmetics area.

    According to Bloomberg, the refresh is an attempt by Walgreens Boots Alliance to lure in health-conscious women who make most of the buying decisions for their family. The revamp will put a lot of focus on the company’s Boots No7 brand, which has proven popular with customers in Europe.

    Results from early tests have shown promise, with customers in the Phoenix test market making more repeat purchases and spending more money every visit.

    “That’s what our strategy is, to get our customers to see us slightly differently,” Alex Gourlay, executive vice president of Walgreens Boots Alliance and president of its Walgreen Co. unit told Bloomberg. “How do we create the image that then stops them in the store and says, ‘Whoa, I don’t have to go to Macy’s?’”

    Fewer American customers have been shopping at Walgreens in the last few years: Foot traffic fell every quarter between fiscal 2012 and 2014 save two.

    Walgreens hopes to succeed where its rival CVS failed in 2012, when the pharmacy chain ditched its Beauty 360 project because it couldn’t get high-end cosmetics brands on its shelves.

    Gourlay doesn’t think Chanel will be sold at Walgreens stores any time soon, so he’s focusing on something he calls the “masstige” market, or a mass market seeking more prestigious skincare products.

    “All I can say is 20% of our customers are interested in beauty,” Gourlay told Bloomberg. “They’ll buy more beauty from us if we get the experience right.”

    Walgreens Touches Up Its Makeup in Bid to Win Back Customers [Bloomberg]



ribbi
  • by Mary Beth Quirk
  • via Consumerist


uReport: AT&T Wireless Program To Let Subscribers Get Free Data From Advertisersr


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  • Data is a precious resource for mobile consumers and the wireless companies that serve them. The two are always in a trade-off: data caps, overage pricing, unlimited plans, zero-rating… there are loads of different iterations (and shenanigans) in that sphere. And now, reports indicate AT&T might be trying out a new one.

    The report comes from tech site VentureBeat. The program is called Data Perks and AT&T is going to announce it next Tuesday, VentureBeat reports.

    Here’s how it works: you, the customer, could really use some more data this month. But you don’t want to pay through the nose for it. So instead, you can watch an interactive ad, click through to sign up for a service, or download an app. Boom! That company has paid for data — say, a spare 1 GB — and now it’s yours, to use however you please.

    According to VentureBeat, 30 brands have agreed so far to participate in the service, including Rosetta Stone, Fandango, and Hotel Tonight. The program would be available to the 50 million subscribers to AT&T’s Mobile Share Value plans.

    Data Perks is related to, but not the same as, AT&T’s existing sponsored data program. With the sponsorship plan, companies pay AT&T to have their service not count against consumers’ data caps.

    So if Streaming RadioCo becomes a sponsor, they would pre-purchase a specific amount of data from AT&T. Then RadioCo users on the AT&T network wouldn’t see their data allowance take a hit when getting material from Facebook. That data would, instead, be charged on the other end, against RadioCo’s allotment.

    With Data Perks, on the other hand, the brands providing the “free” data would not be the ones you are necessarily using that data for. As VentureBeat explains it, the program would basically let you accumulate a wallet of Data Perks points, which consumers can then transfer to their AT&T wireless accounts (kind of like frequent flier points).

    In both cases, the underlying concept is basically the same: to shift the cost per unit of data consumed to a business, instead of to an individual subscriber… and there are strong incentives for participation. AT&T gets the benefit of drawing customers by offering free data. Customers get the benefit of free data. AT&T also gets the benefit of fat checks from participating brands, and brands get consumers to engage with their advertisements and sign up for services.

    But of course, “free” is a relative term. Consumers would be trading personal information, or having to make purchases that are then tracked, in order to receive their perks.

    So is it really going to happen? AT&T strongly denies the rumor — at least, parts of it.

    In a statement to VentureBeat, AT&T said, “We do not have any agreement to announce and have made no announcement about a new data program,” which is not quite the same thing as saying that no new program exists.

    AT&T to give free broadband to subscribers who interact with brands [VentureBeat]



ribbi
  • by Kate Cox
  • via Consumerist