Raphael Stevens

Ballooning Hollywood budgets have sent many productions out of the U.S. in recent years.
While some domestic production hubs have cropped up, lucrative tax incentives and lower labor costs are luring projects to other countries.
President Donald Trump has once again proposed a 100% tariff on movies filmed outside of the U.S., generating more questions about how those duties could be enforced, would would pay them and what that would mean for Hollywood’s relationship with international distributors.

The Hollywood sign in Los Angeles on Jan. 22, 2024
Mario Tama | Getty Images News | Getty Images

There was a time when Hollywood simply referred to a neighborhood in the central region of Los Angeles.
These days, “Hollywood” has come to represent the entire domestic entertainment business — and it’s at a crossroads.

Its namesake area is no longer the bustling production hub it once was, as studios have chased tax benefits and lower labor costs overseas. It’s more expensive than ever to make a movie or television series, especially after the pandemic and the writers and actors strikes which reshaped how creatives are paid in the new streaming economy.
Many in the industry have sought to rectify the movement of thousands of jobs to other domestic filming hubs — like Georgia, New York, Texas, New Mexico and North Carolina — and international locations including Canada, the United Kingdom, Ireland, Hungary, Croatia, Romania, Australia and New Zealand.
In July, California Gov. Gavin Newsom increased the state’s total film and TV tax credit to $750 million, nearly doubling the previous cap, to try to encourage more productions to film in Los Angeles.
President Donald Trump put a spotlight on the issue again Monday when he reiterated tariff threats on films made outside of the United States.
“Our movie making business has been stolen from the United States of America, by other Countries, just like stealing ‘candy from a baby,'” he wrote in a post on social media, adding that he would impose a 100% tariff on “any and all movies that are made outside of the United States.”

Trump made similar comments in May. Then as now, it is unclear how he plans to implement these duties, who they would target and who would foot the potential bill. Actor Jon Voight, who Trump appointed as “special ambassador” to Hollywood, said tariffs would only be implemented in “certain limited circumstances,” and the administration would focus on developing federal tax incentives, revising the tax code, creating co-production treaties with other countries and offering subsidies for infrastructure.
As Trump revives his threats, there are still numerous unanswered questions about how the U.S. could put a tariff on movies — and whether the move would really help bring production back to Hollywood.
“Since movies aren’t goods, they’re services, it remains unclear how a tariff could be placed on a service, but should some logistical loophole be found and enforced, it’ll cause chaos within the entertainment industry,” said Mike Proulx, vice president and research director at Forrester, in a statement Monday. “Then the question becomes what’s next? Where’s the line between a movie and a limited time series? What about the ad industry that saves money by shooting commercials outside the US?” 
The production of film and TV isn’t always simple. Some productions will shoot parts of a film internationally and pieces of it domestically. Would films be taxed based on the percentage of the film that was shot outside the U.S.? What would that mean for foreign films seeking release in the the country?
“What if the primary studio is in the U.S., but the film has to shoot on location, because the … story takes the … characters on a journey. Is there a threshold?” asked Alicia Reese, analyst at Wedbush. “There are just too many questions.”
Industry experts also worry about how the duties, if they are even enforceable, could affect relationships with other countries. Hollywood relies on international box office sales to recoup lofty film budgets. China has already limited the number of Hollywood-made movies it will showcases on screens. Other regions could retaliate and do the same.
“I strongly support bringing movie making back to California and the U.S.,” Democratic Sen. Adam Schiff of California said in a statement Monday. “Congress should pass a bipartisan globally-competitive federal film incentive to bring back production and jobs, rather than levy a tariff that could have unintended and damaging consequences.”

Dollars and cents

At the end of the day, Hollywood’s productions woes all come down to one thing — money.
Budgets are getting tighter. Streaming fundamentally changed the media landscape, fewer people are going to movie theaters and studios are no longer generating significant revenue from DVD sales. So studios have to grip their purse strings tighter or face the wrath of investors who are still trying to calculate what the dissolution of linear TV, and its lucrative ad revenue, means for media titans like Disney, Universal, Warner Bros. and Paramount.
Even before the pandemic and the dual labor strikes, Hollywood was filming movies and television in other parts of the U.S. and internationally.
In some cases, this was because the script dictated a specific international city or naturally occurring landscape to suit the story being told. It would have been difficult, for example, to film the Lord of the Rings franchise or “Game Of Thrones” entirely on the backlot of a Los Angeles studio.
The crux of the issue comes down to the sound stages.
Part of the exodus from Los Angeles is also the result of the development of domestic production hubs that offer better financial rewards, like tax credits and cash rebates, than what is available on the West Coast. Over the last two decades, 38 states have shelled out more than $25 billion in filming incentives, according to a report from The New York Times.
These incentives have allowed states like Georgia to develop infrastructure for big-budget productions and build out a skilled workforce of local crew members, craftsmen and technicians. Georgia offers these monetary perks as a way of not only creating jobs in production, but bolstering economic growth in the communities around those filming locations. Hotels, restaurants, lumber yards, vehicle rental companies and even gas stations get a bump from having projects produced locally.
International production hubs are the second piece of this puzzle. Sites outside the U.S. not only offer enticing film incentives, but also cheaper labor and even health care. In fact, Los Angeles ranked as the sixth-best location for filming according to a survey of studio executives published in January by ProdPro, a company that tracks production trends. Toronto, Canada; the U.K.; Vancouver, Canada; Central Europe and Australia all ranked higher than Los Angeles.
Canada, known as Hollywood North, has been the home of Hollywood film and television production for decades. Shows like “Riverdale,” “Suits,” “Supernatural,” “Once Upon a Time,” “Schitt’s Creek” and “The Handsmaid’s Tale” were all filmed just north of the border from Los Angeles. On the movie front, “Mean Girls,” “Twilight,” “My Big Fat Greek Wedding,” “American Psycho” and “Scream VI” are some of the titles that were shot in Canada.
Like Georgia, Canada offers an enticing tax credit for stateside studios, but has also has developed a top-notch workforce of industry talent in front of and behind the camera.
And competition abroad is heating up. More countries have bolstered their filming infrastructure, and increased their generous tax incentives. Many nations also have looser rules on what kinds of projects qualify for the financial benefits. New Zealand, the U.K., Ireland, Iceland, Australia, Norway, Italy, Hungary, Germany and the Czech Republic are all jockeying for productions — and they are taking share, according to data from ProdPro.
For example, Australia and New Zealand saw a 14% increase in the production of projects costing $40 million or more between 2022 and 2024. Meanwhile, the U.S. experienced a 26% decline.
“People are still going to have to film on location,” Wedbush’s Reese said, noting that the industry is not going to completely shift the kinds of stories being told to adhere to filming locations only available in the U.S. “There are plenty of pieces of that movie, or parts of that movie, that are filmed on a sound stage and that sound stage could just as easily exist in the U.S. as it could anywhere else.”
“And that’s where the question lies: how do we get the sound stages?” she continued.
Reese noted that Los Angeles has already made moves to encourage studios to use its existing infrastructure with Newsom’s new tax incentives.
“We need to create a better tax structure to encourage more productions, the base of the production, the sound stages, to be located in the U.S.,” she said.
Disclosure: Comcast is the parent company of Fandango and NBCUniversal, which owns CNBC. Versant would become the new parent company of Fandango and CNBC upon Comcast’s planned spinoff of Versant. More

The Centers for Medicare & Medicaid Services sees Medicare Advantage enrollment falling to 34 million in 2026, down from 35 million this year.
CMS sees the Medicare market remaining stable, but analysts say health insurer filings point to higher deductibles and out-of-pocket costs on 2026 MA plans.
Insurers have cut broker commissions on 15% to 20% of plans to discourage enrollment in unprofitable plans, according to data from Medicare advisory firm Chapter.
CMS says a government shutdown should not impact the Oct. 1 start of the Medicare open enrollment shopping period.

Advocates hold signs during a news conference on Medicare Advantage plans in front of the U.S. Capitol on July 25, 2023 in Washington, DC.
Alex Wong | Getty Images News | Getty Images

Medicare Advantage enrollment is poised to fall for the first time in nearly two decades, according to the Centers for Medicare & Medicaid Services.
The agency estimates that enrollment in the program will be 34 million in 2025 – marking less than half of all seniors — down from nearly 35 million this year, according to projections from health insurers.

Despite the projected pullback, the agency announced late Friday that it “anticipates that enrollment in [Medicare Advantage] in 2026 will be more robust than the plans’ projections,” and that the market will remain stable. Seniors will see they have an average of 10 plans to choose from in most markets when they get their first look at 2026 plans on Wednesday.
After chasing growth in the Medicare market for more than a decade, health insurers have faced shrinking profits in their Medicare Advantage programs over the last two years, as members tally higher-than-expected medical costs and new regulations pressure government reimbursement rates. The larger insurers are now cutting back on unprofitable plans and exiting some markets altogether.
“We’re seeing most health insurance carriers — most Medicare Advantage carriers — be much more focused on profitability relative to growth this year,” said Cobi Blumenfeld-Gantz, founder and CEO of Chapter, a brokerage which helps Medicare members enroll in coverage. “Some of the plan benefits will not be as robust as they have been in the past.”

Higher costs in 2026 plans

CMS projects that the average monthly premium across Medicare Advantage plans will decrease from $16.40 this year to $14 in 2026. However, when the preliminary open enrollment period kicks off on Wednesday, seniors may find higher pricing across many of the large insurer plans.
Analysts at Evercore ISI say initial data on 2026 offerings point to higher prices for plans from UnitedHealth Group’s UnitedHealthcare, CVS Health’s Aetna, Elevance, Humana and others.

“Our preliminary analysis shows that payors took action to improve margins through benefit reductions including higher premiums, deductibles and out-of-pocket maximum,” said Evercore ISI’s Elizabeth Anderson in a research note. “In particular, we saw (insurers) take more action on HMO plans which overall saw a more sizable cut to benefits.”

Retirees protesting the Medicare Advantage situation relating to the 12-126 law outside of City Hall in New York on Oct. 12, 2022.
Shawn Inglima | New York Daily News | Tribune News Service | Getty Images

Analysts say insurers are prioritizing HMO, or health maintenance organization, plans for 2026, which tend to have more limited provider networks. Though companies are raising deductibles on those plans, seniors will still see offerings with $0 premiums, according to analysts.
“That is one area that carriers are very reticent to touch. So, they’re more likely to cut benefits long before they would add a premium to a $0 product. But the products that already have premiums today … are likely to see increases,” said Brooks Conway, a principal at consulting firm Oliver Wyman.

Insurers decommission plans

Seniors tend to work with insurance brokers and agents to help sort through their options during open enrollment. So, one of the ways insurers try to boost enrollment in more profitable plans is by prioritizing commission rates. They’ll pay higher rates on some plans and none at all for others.
This year, the carriers are increasingly eliminating broker commissions on a wide swath of less profitable plans.
“It’s not something that’s out of the norm for that to happen, but the amount of the plans cutting and being decommissioned, that’s what’s not normal,” said Michael Antoine, an independent health insurance agent with Partner Insurance Solutions.

More CNBC health coverage

For 2026 open enrollment, 15% to 20% of plans have been decommissioned across most of the country, according to data compiled for CNBC by Chapter. In some markets like New York, insurers have cut commissions on more than 25% of plans, while in parts of Georgia it’s over 35% of plans.   
“This year in particular, it’s so important that people ask their Medicare advisor if there are plans that are available that the Medicare advisor may not be looking at because of these noncommission challenges,” said Chapter’s Blumenfeld-Gantz.
Even when they’re willing to forgo commissions, brokers may not be able to get access to some of those plans on their brokerage systems.
“I had an experience, and I’m not going to say the carrier, where I couldn’t even enroll the person into the plan,” Antoine said. “It was being completely suppressed. They didn’t want membership into that plan.”
Insurers are betting that with more restrictive offerings and enrollment, they can get a better handle on membership and costs for 2026. But with so much disruption in the market, uncertainty remains high.
“Enrollment is particularly difficult for plans to project in years like this one, where so many carriers are reducing benefits and adjusting their portfolios,” said Conway. “A plan might expect to reduce [Medicare Advantage] enrollment because they leaned out (of) benefits, only to find out that a major carrier exited their market, and the remaining carriers also leaned out their benefits.”

Open enrollment kicks off

Medicare enrollees should get notices from their insurers about changes to their current health plans this week, when the shopping period for 2026 open enrollment begins on Wednesday. With so many changes in the market, brokers say seniors need to shop around this year and weigh their options.
“This is not the year to go on autopilot,” said Whitney Stidom, vice president at online brokerage eHealth. “Doing comparison shopping can save over $1,800 in out-of-pocket costs just by simply comparing plans and potentially finding something that will save them more.”
A looming government shutdown, which could start Oct. 1, could add a bit more uncertainty to this year’s enrollment, with Congress at an impasse on a funding agreement.
A former CMS official told CNBC a short shutdown should not impact open enrollment, because funding for contractors who oversee the process has already been allocated and will continue.
On Saturday, CMS announced that critical services for Medicare and Medicaid would not be affected by a shutdown, though the agency would not have funding to provide oversight to contractors, including those who administer the Medicare call centers.
The Medicare open enrollment period runs from Oct. 15 through Dec. 7. More

Coach is opening coffee shops to attract more foot traffic to its stores and drive higher sales of its handbags, shoes and more.
It plans to open about 12 to 15 of the shops each year, while also adding to the menu, said Marcus Sanders, vice president of global food and beverage at Coach.
The legacy leather handbag maker wants to build on its gains with Gen Z shoppers.

With its new coffee shop, Coach wants to drive more frequent trips to its stores and solidify its gains with Gen Z shoppers. One of its menu items is a Tabby Cake, a cake pop-inspired dessert that’s in the shape of Coach’s Tabby purse.
Courtesy: Coach

At Coach’s new shops, the latest purse is made of cake batter and colorful shades of white chocolate.
The legacy leather handbag maker’s recent venture is a coffee shop that offers Tabby purse-shaped sweets, tiramisu- and pumpkin-flavored coffees, matcha drinks and more. Each shop is attached to a store that sells Coach’s lineup of handbags, sneakers and other apparel and accessories.

On Friday, the company opened another location of The Coach Coffee Shop – the third in the U.S. – in The Mills at Jersey Gardens, an outlet mall roughly 16 miles southwest of New York City. Coach will open the fourth in Woodbury Common Premium Outlets, also in the greater New York City area, on Oct. 3.
It plans to open about 12 to 15 coffee shops each year around the world, while also adding to the menu, rotating seasonal food and drinks and selling exclusive tote bags and other merchandise, said Marcus Sanders, vice president of global food and beverage at Coach.
With the coffee shops, the Tapestry-owned fashion brand wants to build on recent gains with shoppers, particularly Gen Z, by giving customers more reasons to keep coming back to its stores.
“We understand the consumer today loves experience,” Coach CEO Todd Kahn said. “They want a full experience, particularly the young consumer.”
Coach isn’t the only retailer that has tried to create experiences for customers. Ralph Lauren has coffee shops called Ralph’s and a restaurant, The Polo Bar. Luxury furniture and home decor retailer RH has opened restaurants across the country and even a hotel, which it calls RH Guesthouse, in New York City. And Uniqlo opened its first coffee shop in North America earlier this year inside of its clothing store on New York City’s Fifth Avenue.

Coach Coffee Shop
Courtesy: Coach

Sanders, who previously worked for Starbucks and Ralph Lauren Hospitality, said coffee shops offer a friendlier price point than Coach merchandise, especially for young teens. On a recent visit to The Coach Coffee Shop in Austin, Texas, he said he saw two teen girls split a Tabby Cake in half and clink the pieces against one another in a cheers while recording a TikTok video.
Some of those teens don’t have the budget now for a handbag, but may become future shoppers, Sanders said. And even older customers have limits on how many fashion purchases they can make in a month or year, he said.
“You can afford a coffee more often,” he said. “So I think that’s what we’re excited about is our customers being able to visit us more often.”

Building on Gen Z growth

Coach is trying to seize upon brand momentum that’s fueled sales growth, brought in new customers and sparked stock gains. The company has driven up the average paid by shoppers for its products at a time when many retailers are relying on promotions. Its bag charms have trended on TikTok and its Large Kisslock Frame Bag, which retails for $695, sold out even before Carrie Bradshaw carried it in an episode of HBO Max’s “Sex & the City” spinoff, “And Just Like That.”
Shares of its parent Tapestry, which also includes struggling brand Kate Spade, have climbed about 67% so far this year or about 600% over the past five years.
Coach has gained particular traction with Gen Z, which roughly spans ages 13 to 29. The retailer said it attracted 4.6 million new customers in North America in the most recent fiscal year ended June 28, including over 1 million in the fourth quarter. Nearly 70% of those new customers in the past fiscal year were Gen Z and millennials, the company said.
Coach has also blurred the distinction between its retail channels with those younger shoppers’ behavior in mind. It dropped the word “outlet” from the signs outside its outlet stores and is selling more of its best-known, full-price items at those locations along with the ones in flashier destinations like New York’s Fifth Avenue.
Kahn said it began experimenting with the approach about two years ago, but added more full-price merchandise to outlets last year after learning customers were racing to their nearest store for a Coach item they’d seen on social media and finding it wasn’t there.
“Since Covid, particularly for this younger generation, there’s a return to in real life shopping and malls and outlets are part of that equation,” he said in a CNBC interview. “They see the TikTok image. They see what they want. They’re like, ‘I want to go get that.'”
At an investor day this month, Kahn said he and the company have continued to study the shifting behavior of shoppers, especially the likes and dislikes of Gen Z. On a recent plane ride, he said he watched Netflix’s animated movie “KPop Demon Hunters,” a choice that he joked probably surprised the passengers next to him.
He said at the investor day that Coach is on track to become a $10 billion brand, though he didn’t give a timetable. That will take sharp growth for Coach, which posted annual revenue of about $5.6 billion in the most recent fiscal year.
Dana Telsey, retail analyst and CEO of Telsey Advisory Group, said Coach has gained ground by sharpening its marketing and developing collections of items — such as its Tabby bags or Soho sneakers — that attract a following but continue to come out in new fabrics and colors.
Plus, she said ultra-luxury handbag players have raised prices significantly, which has given Coach the ability to hike its own prices while still seeming like a good deal.
“It’s the quality and the fashion aesthetic that to me has differentiated it and allowed consumers to say, ‘This is worth it,'” she said.
Yet Coach now has another reason to focus on maintaining its pricing power. Higher tariffs will cost its parent company $160 million in the coming fiscal year and drag on Tapestry’s profits, an update that prompted an investor selloff in August.

How coffee plays into Coach’s strategy

One of those avenues to boost revenue and keep customers coming back will be through the coffee shops. Coach first opened a coffee shop and restaurant in Jakarta, Indonesia. It’s used its southeast Asian market as a testing ground, since the area has a fast-growing middle class and many Gen Z shoppers, Sanders said.
Since then, it opened locations in Tinton Falls, N.J. in December and in Austin, Texas in January. It plans to open new locations in Massachusetts, California, Arizona and Texas, along with parts of the Midwest.
In other parts of the world, it has opened 16 coffee shops, with locations in China, Japan, South Korea and Indonesia.
Coffee shops are connected to the Coach store and designed to encourage shoppers to consider other purchases along with their drink or snack, said Leigh Manheim Levine, president of Coach North America. For example, she said Coach set up the display of its best-known bags — such as the Tabby and Brooklyn — within eyesight of customers when they are standing at the cashier to buy a coffee.
She said the shops will be profitable businesses on their own. So far, their merchandise has been a major sales driver, accounting for about 30% of the coffee shops’ overall revenue. The locations sells tote bags, water bottles, pins, sweatshirts and more that are exclusively carried by The Coach Coffee Shop and cost more than a latte.
Many of them, such as a tote bag that retails for $95, feature Lil Miss Jo, a cartoon-like coffee shop logo that the company said was inspired by New York City diners.
Manheim Levine said the exclusivity of the merchandise is part of the appeal.
“They’re shopping with their friends,” she said. “They’re taking pictures. They want to get what other people can’t have.”

Coach Coffee Shop locations sell merchandise, such as tote bags and sweatshirts, along with drinks. The shop’s icon is Lil Miss Jo, a cartoon-like character inspired by New York City diners.
Courtesy: Coach

Most of the new coffee shops in the U.S. will open in outlet malls, Manheim Levine said. Many of its approximately 190 outlets in North America are in malls without food options, which creates more opportunity for the company, she said.
“Why we think our strategy is a winning strategy is that it’s also solving a problem for the customer,” she said.
Sanders said the coffee shops have sparked stronger foot traffic and longer times at stores, encouraging customers to both dine and to buy. And in Coach locations that have a coffee shop, sales have seen a double- or triple-digit increase across the entire store, he said.
On a weekday earlier this month, Desiree Aguilar traveled about an hour and 10 minutes to visit the The Coach Coffee Shop in Tinton, N.J. with her aunt and younger cousin. Aguilar, a 32-year-old radiology technician from Hawthorne, N.J., said she learned about the shop through a TikTok video, which piqued her curiosity — especially since she loves outlet shopping.
After ordering a pumpkin spice latte and a croissant ham and cheese sandwich, Aguilar took a spin around the Coach store with her drink in hand as she browsed the new fall merchandise.
“I liked that I didn’t have to rush to have my drink and could just shop around,” she said.
She left with a new Coach purse and matching wallet, totaling about $200, along with a fresh Instagram post about the coffee shop. More

Comcast has named Mike Cavanagh as co-CEO alongside longtime leader Brian Roberts, starting in January.
Cavanagh previously served as chief financial officer of the cable giant before being promoted to president in 2022.
He’s overseen significant change at NBCUniversal, including a restructuring and most notably NBCUniversal’s spin out of its cable TV networks, including CNBC, MSNBC and the Golf Channel.

(L-R) Michael Cavanagh, then-chief financial officer of Comcast, talks with Brian Roberts, chief executive officer of Comcast, as they arrive for the annual Allen & Company Sun Valley Conference, July 9, 2019 in Sun Valley, Idaho.
Drew Angerer | Getty Images

Comcast announced Monday it’s named Mike Cavanagh as co-CEO alongside longtime leader Brian Roberts, starting in January.
Cavanagh, who currently serves as president, will also be named to the Comcast board of directors at that time. Roberts will remain as chairman and co-CEO of the company.

“Since joining Comcast a decade ago, Mike has proven himself to be a trusted and collaborative leader,” Roberts said in a statement. “He is the ideal person to help lead Comcast as we manage the pivot we are making to drive growth across the company. Mike and I work seamlessly together, and I am thrilled to be partnering with him as Co-CEO and with the rest of our talented management team, for years to come.”
Cavanagh previously served as chief financial officer of the cable giant, which consists of a broadband, cable TV and mobile company as well as NBCUniversal. Before Comcast, Cavanagh was co-CEO of JPMorgan’s corporate and investment bank.
“Comcast is a special company with exceptional businesses and an incredible team. It is an honor to work with Brian and the entire Comcast NBCUniversal leadership team during this exciting and transformative time in our industry,” Cavanagh said in a statement.
Comcast shares were essentially flat in early trading Monday following the announcement. The stock is down about 15% so far this year. During Cavanagh’s tenure as president, from October 2022 to today, Comcast shares have gained about 9%.
Cavanagh has long been considered heir apparent to Roberts by industry insiders, CNBC reported this year.

In 2022 he was promoted to president of Comcast and months later his role expanded when Jeff Shell exited his role as CEO of NBCUniversal. Cavanagh took over direct leadership of the company’s TV, film and theme park units, although was never officially named CEO of NBCUniversal.
Since then he has embedded in the NBCUniversal business and has overseen a number of changes at the division, including a restructuring and most notably NBCUniversal’s spinout of its cable TV networks, including CNBC, MSNBC and the Golf Channel.
The company’s new corporate leadership structure mirrors that of Netflix, the runaway leader in streaming.

Finance to the fore

Netflix in 2023 promoted Greg Peters, previously the company’s chief operating officer, to co-CEO alongside Ted Sarandos after Reed Hastings announced he would step back. Sarandos has long been in charge of content, while Peters’ focus had been centered on growing Netflix beyond DVDs and into streaming, expanding partnerships and increasing the international footprint — all of which have been key to the streaming giant’s growth.
Netflix’s disruption of the media business has helped to shift the industry toward a new crop of finance- and operations-minded leaders at the top of entertainment companies.
Warner Bros. Discovery said earlier this year it would split into two businesses — Warner Bros., made up of the streaming platform and studios, and Discovery Global, the TV networks business. Gunnar Wiedenfels, the CFO of Warner Bros. Discovery, is slated to take over as CEO Of Discovery Global after the split.
Comcast’s businesses, meanwhile, has been faced with various headwinds in recent years.
Pressures on broadband have ramped up following a period of gangbuster growth due to increased competition from alternative providers, such as 5G or so-called fixed wireless. In turn, Comcast and its peers have suffered from a slowdown in subscriber growth.
In July, Comcast reported a loss of 226,000 total domestic broadband customers for the second quarter despite a shift in market strategy earlier this year, which included new pricing.
Comcast is scheduled to report its next quarterly earnings on Oct. 30.
Disclosure: Comcast is the parent company of NBCUniversal, which owns CNBC. Versant would become the new parent company of CNBC upon Comcast’s planned spinoff of Versant. More