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Christian Seifert

Maybe Cox just realised they should have gone for a brand name that allows for fewer silly/childish word jokes from the start ;-)

The first thing that occured to me after reading was that DSL providers have the advantage that they can put their initial network invests in a small region and still thrive with a focus on quality because they simply know, where their customers are going to use the service (i.e. at the subscriber's site).

Mobile operators can't say "We cover $BIGCITY1 and $BIGCITY2 but nothing else (or maybe later)". In Germany, examples for such ISPs are HanseNet and NetCologne (even the names indicate that they have a narrow local focus).

A new mobile operator that just spent gazillions on network infrastructure simply would have to hit the ground running (in terms of customer base) to be profitable from the start. From my point of view, it's too hard a market to emerge in, I think.

David Boettger

This premise is almost certainly true. With networks -- and subscriber expectations -- as mature as they are it’s difficult to imagine a new entrant’s being able to make a go of it. It would require both a monstrous bankroll -- in order to build-out a competitive coverage footprint, both outdoor and indoor -- and an implausible amount of management patience while amassing the subscriber base necessary to achieve an operating profit -- let alone a net profit. (Even 10 years on, I believe 3 still has not turned a net profit, has it?) This limits the field of contenders to the likes of Google, Apple, an Goldman Sachs.

One wonders what sort of commercial and regulatory framework could possibly facilitate new market entrants. Perhaps a single, national (though not necessarily nationalized) radio access network through which anyone could retail services? This would have the added benefit of avoiding the (non-trivial) loss of trunking efficiency that occurs when spectrum is chopped up into little pieces and managed by many different carriers.

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