veral of the large cable TV operators own content or are expected to purchase providers that own content. For example, Comcast purchased a controlling inter- est in NBCU, which owns Universal Media Studios, NBC, Bravo, and others. It is highly possible that Comcast's actions will result in higher costs for competi- tors and will impair innovation by raising operating costs. In the aftermath of Comcast's actions, other cable TV companies and telephone companies have also started charging fees for these connections to their customers. Cable MSOs feel strongly that their cable TV services are in jeopardy due to competition with rivals that are getting a "free ride" over their broadband facili- ties. These rivals can gain customers who are attracted by the lower prices and flexibility of streaming services. In reaction to these offerings, fewer people are signing up for premium cable services, as they switch to lower-cost services streamed over the Internet. Some of these customers keep basic cable services but drop the high-margin premium channels. Although, the FCC prohibits broadband providers from charging competitors for access to their customers, some providers are negotiating payment arrangements for mobile as well as wireline networks. High volumes of video traffic impact mobile as well as wireline networks. Network operators in Europe and the United States are negotiating new types of payments or jointly cooperating to increase network efficiency with Google, Inc.'s YouTube division. They are also exploring technologies such as storing more content on mobile devices to lessen the impact of video on wired and wireless broadband networks. It's not clear whether voluntary negotiations or regulations will be required to find a solution. These issues are complex because carriers offer services and billing platforms that compete with companies such as Apple, Google's ouTube, and Netflix. The State of the Industry THE STATE OF THE INDUSTRY The telecommunications industry is dominated by organizations that are among