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425
CHARTER COMMUNICATIONS, INC. /MO/ filed this Form 425 on 02/05/2016
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FEBRUARY 04, 2016 / 03:00PM GMT, CHTR - Q4 2015 Charter Communications Inc Earnings Call










Tom Rutledge - Charter Communications Inc - President and CEO

Time Warner Cable is still an independent company. And if they sent a letter to their customers, I didn't see it.


Philip Cusick - JPMorgan - Analyst

So maybe just the net question, anyway, on pricing. How yours versus Time Warner Cable?


Chris Winfrey - Charter Communications Inc - CFO

How we'd transition, post-close?


Tom Rutledge - Charter Communications Inc - President and CEO

How do we transition, post-close? Or what's the difference between us and them?


Philip Cusick - JPMorgan - Analyst

What's the difference between you and them, for a similar type of customer? And how do you transition that over the next year?


Tom Rutledge - Charter Communications Inc - President and CEO

Our plan is to move Time Warner and Bright House customers into our model, like we did Legacy Charter into our model, of building high quality products at good prices. And having customers move into those price and package scenarios, based on their voluntary desire to get all the new service and functionality that we put into those products. And so we'll build a similar model, inside of Time Warner and Bright House, going forward. And as a result of that, we expect to accelerate growth in those markets, and generate the kind of returns that we have forecasted. That's the basic notion.


Philip Cusick - JPMorgan - Analyst

So should we expect some revenue disruption during that period?


Tom Rutledge - Charter Communications Inc - President and CEO

We will, I think, have a similar outcome, as to what we've had in Charter over the last four years.


Chris Winfrey - Charter Communications Inc - CFO

Yes, so Phil, if you go back into time, all the way back to late 2012, when we came out and told the market what we were doing with new price packaging. In essence, we told people that we were going to take pricing down on every single one of our products. We were going to invest more in service, and we were going to invest more on every transaction, by putting more equipment and gear into the home. And that's how we were going to make money, which is a little bit counterintuitive.

Until you think about the fact, by lowering the pricing on every single one of your product, you have the opportunity to sell more over time, and get more revenue per household, and get more efficient for all the reasons that we talked about. So we told people, at the time, that success would be defined by accelerating [in

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