While 60 million households is respectable distribution for a second-tier cable network, Current has long suffered from poor channel placement, low visibility and a diffuse brand identity.

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The company could, for example, start offering an a-la-carte service, on a premium tier to customers, pitting it against traditional cable companies.

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Above all, Kent had a vision to build a cable company that operated in second-tier suburban markets and college towns with low population density.

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