Pay TV Services Market by Service Type (Cable Television, IPTV, Over The Top), Subscription Tier (Basic, Premium), Device Type, Video Quality, End User - Global Forecast 2025-2032
Description
The Pay TV Services Market was valued at USD 124.83 billion in 2024 and is projected to grow to USD 131.92 billion in 2025, with a CAGR of 5.55%, reaching USD 192.35 billion by 2032.
A concise orientation to evolving viewer behavior, distribution dynamics, technology demands, and the strategic trade-offs shaping the modern pay television ecosystem
The contemporary pay TV landscape sits at a crossroads where legacy distribution, digital-native services, and emerging access models converge. Demand-side behavior has transitioned from appointment viewing toward on-demand, personalized consumption; this has compelled operators, content owners, and technology vendors to evolve their product, pricing, and partnership strategies. Simultaneously, device proliferation and improvements in access technologies have broadened the contexts in which video is consumed, creating both new monetization opportunities and elevated expectations for quality and immediacy.
Against this backdrop, stakeholders must reconcile long-tail content strategies with the economics of large-scale rights acquisition, while navigating intensifying competition from pure-play streaming platforms and global studios expanding direct-to-consumer offerings. The interplay between advertising-supported and subscription-funded models is driving hybrid commercial models, and data-driven personalization is becoming central to differentiation. To remain competitive, incumbents are investing in platform modernization, rights-flexible content strategies, and tighter integration between distribution, billing, and analytics stacks. As a result, executives face a complex set of strategic trade-offs, from capital allocation toward content versus technology, to decisions on vertical integration versus partnership-led distribution.
Emerging distribution architectures, monetization hybrids, and technological imperatives that are driving accelerated strategic repositioning across pay television participants
Structural shifts across content distribution, monetization mechanics, and consumer engagement paradigms are redefining competitive advantage in pay TV. Streaming-first consumption has matured into a heterogeneous multi-platform environment where linear schedules coexist with on-demand catalogs and LIVE streaming, creating a need for unified experience layers that reconcile content discovery, rights windows, and cross-platform entitlements. Concurrently, advertising models have evolved; programmatic ad-buying, targeted ad breaks, and ad-supported tiers are reducing reliance on subscription-only monetization while increasing the importance of identity resolution and privacy-safe measurement.
On the technology front, cloud-native architectures, microservices, and headless user interface strategies are enabling faster feature velocity and more modular partner integration. Edge delivery, CDN orchestration, and adaptive bitrate innovations are improving quality of experience, while AI-driven personalization and metadata enrichment heighten viewer engagement. In parallel, industry consolidation and strategic alliances are accelerating as service providers and content owners pursue scale, data synergies, and distribution breadth. These transformative shifts compel stakeholders to prioritize interoperability, flexible rights management, and agile product roadmaps to capture emerging value pools in a rapidly fragmenting market.
How evolving U.S. tariff measures are reshaping procurement strategies, hardware economics, and supply chain resilience across the pay television distribution stack
Recent tariff actions and trade policy adjustments in the United States have created a set of operational and strategic ripples for the pay TV value chain, particularly in areas reliant on cross-border hardware and component sourcing. The cumulative effect has been to increase the unit economics and procurement complexity for devices such as set-top boxes, streaming appliances, and integrated gateway equipment where semiconductor, printed circuit board, and radio-frequency components are often sourced from global suppliers. In response, procurement teams are reassessing vendor portfolios, seeking alternate suppliers, and in some cases accelerating qualification of regional manufacturing partners to mitigate exposure to tariff risk.
These dynamics have also incentivized a renewed focus on software-defined approaches that decouple hardware lifecycles from service innovation; operators are increasingly exploring bring-your-own-device strategies, cloud-delivered client apps, and extended device certification windows to reduce capital intensity. At the same time, supplier pricing pressure can translate into incremental end-user costs or compress margins depending on contract structures and the competitive environment. Regulatory uncertainty has further encouraged longer-term strategic actions such as nearshoring production, diversifying supply chains, and engaging in scenario-based procurement planning to preserve service continuity while maintaining competitive retail pricing.
Strategic segmentation imperatives for service design, device optimization, and commercial differentiation across service, tier, device, quality, and end-user dimensions
Distinct audience cohorts, technology preferences, and commercial use cases require nuanced segmentation-informed strategies across service offerings and product design. Based on service type, operators must differentiate value propositions for legacy delivery mechanisms such as Cable Television and Satellite Television, while innovating IPTV deployments and Over The Top services to match modern user expectations and device flexibility. Each service type has different cost-to-serve profiles, customer support models, and partner ecosystems, requiring tailored operational processes and commercial terms. Transitioning customers from traditional pay TV models to IPTV or OTT offerings demands clear migration paths that protect ARPU and minimize churn.
Based on subscription tier, product architects should create clearly differentiated Basic and Premium experiences; Premium tiering that emphasizes Movies and Sports needs bespoke rights strategies, dynamic pricing triggers around marquee events, and elevated quality guarantees. Based on device type, content formatting, latency tolerances, and user interface paradigms must be optimized for Game Consoles, Mobile, Personal Computer, Tablets, and Television, with cross-device synchronization and persistent user state to enable seamless session handoffs. Based on video quality, distribution networks and encoding investments must support High Definition, Standard Definition, and Ultra HD delivery profiles while aligning cost structures with perceived consumer value. Lastly, based on end user segmentation, offerings should be calibrated for Commercial and Residential customers, where Commercial deployments-spanning Corporate and Hospitality-require different service level agreements, content licensing, and billing modalities compared with typical in-home subscriptions.
Regional dynamics and infrastructure patterns that determine rights strategy, product localization, and investment priorities across the Americas, EMEA, and Asia-Pacific
Geographic nuances strongly influence regulatory environments, content preferences, and infrastructure investments, shaping where and how operators allocate resources. In the Americas, market dynamics prioritize scale, bundling, and aggressive price competition, with operators balancing legacy pay TV customers against rapid cord-cutting and the growth of local streaming platforms. Investment in fiber and next-generation access is advancing in several markets, enabling higher-quality delivery and new interactive experiences. Market actors here must navigate a diverse advertising ecosystem and evolving consumer expectations around content exclusivity and live sports rights.
In Europe, Middle East & Africa, regional fragmentation, regulatory heterogeneity, and language diversity require flexible content strategies, local partnerships, and multi-format distribution models. Licensing windows and compliance with privacy and advertising standards vary significantly by jurisdiction, making rights management and ad-targeting approaches more complex. In Asia-Pacific, rapid mobile-first consumption, high adoption of OTT platforms, and strong demand for regional content characterize the landscape, alongside an accelerated rollout of high-capacity networks that support Ultra HD and interactive services. Operators across these regions are investing in localized content, platform scalability, and partnerships that bridge global content owners with regional distribution networks.
Market participant behaviors, partnership models, and product differentiators that are steering competitive advantage and alliance formation across the industry
Competitive positioning among vendors and service providers continues to concentrate around platform capabilities, content access, and partnership ecosystems. Leading operators are investing in unified experience layers, identity frameworks, and ad-tech stacks to monetize both subscription and advertising channels. Technology vendors that provide middleware, content delivery optimization, and consumer client applications are differentiating through faster integration cycles, developer-friendly APIs, and modular feature sets that reduce time-to-market for partners. Device OEMs and chipset suppliers are focusing on performance-per-dollar improvements and tighter collaboration with platform providers to ensure certified experiences across the device spectrum.
Content owners and rights holders are re-evaluating distribution agreements to capture direct customer relationships, while also partnering with distributors to maintain reach. Strategic collaborations between pay TV operators and global content platforms are increasingly common, structured around bundle-based distribution, co-marketing agreements, and shared ad-inventory strategies. The interplay between these groups is shaping an ecosystem where agility, cross-company data sharing, and rapid experimentation with monetization models determine who captures the most durable customer lifetime value.
Practical strategic moves and operational priorities that senior executives should implement to safeguard margins, accelerate innovation, and capture new revenue channels
Industry leaders should prioritize a set of pragmatic actions that balance near-term resilience with long-term competitiveness. First, modernize platform architectures to adopt cloud-native, API-first designs that decouple front-end innovation from back-end operations; this reduces hardware dependency and accelerates feature deployment. Second, implement flexible monetization frameworks that support hybrid models-blending subscription, advertising, and transactional revenue-so offerings can be tuned to customer willingness to pay while preserving pricing agility. Third, diversify supply chains and accelerate device certification programs to minimize exposure to geopolitical or tariff-driven disruptions and to reduce lead times for consumer hardware.
Further, sharpen data governance and privacy-compliant identity strategies to enable addressable advertising and personalization without violating regulatory constraints. Invest in content strategies that balance evergreen catalogs with cost-effective live-event rights, and explore sublicensing, windowing, and day-and-date tactics to maximize reach. Finally, pursue targeted partnerships to access complementary capabilities-such as local content studios, ad-tech platforms, or CDN specializations-rather than pursuing costly, full-stack vertical integration in all domains.
A rigorous evidence-driven approach combining executive interviews, product assessments, regulatory review, and scenario analysis to ensure dependable strategic insights
The research synthesis underpinning this executive summary combined structured qualitative interviews with industry executives, technology suppliers, and distribution partners alongside targeted secondary research into regulatory developments, device trends, and consumer behavior studies. Primary inputs were captured through scheduled interviews and briefing sessions to surface real-world procurement, product, and partnership considerations, while secondary sources provided context on policy shifts, standards evolution, and public statements from market participants. Analytical triangulation was applied to reconcile differing perspectives and to surface convergent themes across operational, commercial, and technological domains.
Where applicable, vendor capability assessments were informed by product documentation, integration case studies, and public demonstration results, while scenario analysis was used to stress-test strategic options such as supply chain rerouting, tariff impacts, and platform modernization timelines. Care was taken to avoid speculative financial projections; instead, the methodology emphasized evidence-based insight, cross-validated anecdotes, and an objective synthesis of observable industry moves and announced programs.
A synthesis of persistent legacy relevance, digital acceleration, and the operational disciplines required for sustainable competitive differentiation in pay television
The cumulative picture is one of an industry in active transition rather than abrupt collapse: legacy distribution models remain economically important in many markets even as digital-first propositions capture incremental viewing and revenue. Operators that combine pragmatic cost management with focused investments in platform agility, data-driven monetization, and selective content rights will preserve competitive flexibility. In regions where network upgrades and mobile-first consumption dominate, the ability to deliver consistent Ultra HD experiences across devices and contexts will become a differentiator, while in more price-sensitive environments hybrid AVOD/SVOD offerings will continue to gain traction.
Ultimately, success will hinge on the capacity of organizations to make conscious choices about where to compete, whom to partner with, and how to structure their product and pricing architectures to reflect evolving consumer preferences. Executives must remain vigilant on supply chain and policy developments that can affect device economics, while also accelerating capabilities that drive engagement and lifetime value through superior experiences. The strategic horizon rewards operators and vendors who combine strategic clarity with operational agility and a disciplined approach to partnerships.
Please Note: PDF & Excel + Online Access - 1 Year
A concise orientation to evolving viewer behavior, distribution dynamics, technology demands, and the strategic trade-offs shaping the modern pay television ecosystem
The contemporary pay TV landscape sits at a crossroads where legacy distribution, digital-native services, and emerging access models converge. Demand-side behavior has transitioned from appointment viewing toward on-demand, personalized consumption; this has compelled operators, content owners, and technology vendors to evolve their product, pricing, and partnership strategies. Simultaneously, device proliferation and improvements in access technologies have broadened the contexts in which video is consumed, creating both new monetization opportunities and elevated expectations for quality and immediacy.
Against this backdrop, stakeholders must reconcile long-tail content strategies with the economics of large-scale rights acquisition, while navigating intensifying competition from pure-play streaming platforms and global studios expanding direct-to-consumer offerings. The interplay between advertising-supported and subscription-funded models is driving hybrid commercial models, and data-driven personalization is becoming central to differentiation. To remain competitive, incumbents are investing in platform modernization, rights-flexible content strategies, and tighter integration between distribution, billing, and analytics stacks. As a result, executives face a complex set of strategic trade-offs, from capital allocation toward content versus technology, to decisions on vertical integration versus partnership-led distribution.
Emerging distribution architectures, monetization hybrids, and technological imperatives that are driving accelerated strategic repositioning across pay television participants
Structural shifts across content distribution, monetization mechanics, and consumer engagement paradigms are redefining competitive advantage in pay TV. Streaming-first consumption has matured into a heterogeneous multi-platform environment where linear schedules coexist with on-demand catalogs and LIVE streaming, creating a need for unified experience layers that reconcile content discovery, rights windows, and cross-platform entitlements. Concurrently, advertising models have evolved; programmatic ad-buying, targeted ad breaks, and ad-supported tiers are reducing reliance on subscription-only monetization while increasing the importance of identity resolution and privacy-safe measurement.
On the technology front, cloud-native architectures, microservices, and headless user interface strategies are enabling faster feature velocity and more modular partner integration. Edge delivery, CDN orchestration, and adaptive bitrate innovations are improving quality of experience, while AI-driven personalization and metadata enrichment heighten viewer engagement. In parallel, industry consolidation and strategic alliances are accelerating as service providers and content owners pursue scale, data synergies, and distribution breadth. These transformative shifts compel stakeholders to prioritize interoperability, flexible rights management, and agile product roadmaps to capture emerging value pools in a rapidly fragmenting market.
How evolving U.S. tariff measures are reshaping procurement strategies, hardware economics, and supply chain resilience across the pay television distribution stack
Recent tariff actions and trade policy adjustments in the United States have created a set of operational and strategic ripples for the pay TV value chain, particularly in areas reliant on cross-border hardware and component sourcing. The cumulative effect has been to increase the unit economics and procurement complexity for devices such as set-top boxes, streaming appliances, and integrated gateway equipment where semiconductor, printed circuit board, and radio-frequency components are often sourced from global suppliers. In response, procurement teams are reassessing vendor portfolios, seeking alternate suppliers, and in some cases accelerating qualification of regional manufacturing partners to mitigate exposure to tariff risk.
These dynamics have also incentivized a renewed focus on software-defined approaches that decouple hardware lifecycles from service innovation; operators are increasingly exploring bring-your-own-device strategies, cloud-delivered client apps, and extended device certification windows to reduce capital intensity. At the same time, supplier pricing pressure can translate into incremental end-user costs or compress margins depending on contract structures and the competitive environment. Regulatory uncertainty has further encouraged longer-term strategic actions such as nearshoring production, diversifying supply chains, and engaging in scenario-based procurement planning to preserve service continuity while maintaining competitive retail pricing.
Strategic segmentation imperatives for service design, device optimization, and commercial differentiation across service, tier, device, quality, and end-user dimensions
Distinct audience cohorts, technology preferences, and commercial use cases require nuanced segmentation-informed strategies across service offerings and product design. Based on service type, operators must differentiate value propositions for legacy delivery mechanisms such as Cable Television and Satellite Television, while innovating IPTV deployments and Over The Top services to match modern user expectations and device flexibility. Each service type has different cost-to-serve profiles, customer support models, and partner ecosystems, requiring tailored operational processes and commercial terms. Transitioning customers from traditional pay TV models to IPTV or OTT offerings demands clear migration paths that protect ARPU and minimize churn.
Based on subscription tier, product architects should create clearly differentiated Basic and Premium experiences; Premium tiering that emphasizes Movies and Sports needs bespoke rights strategies, dynamic pricing triggers around marquee events, and elevated quality guarantees. Based on device type, content formatting, latency tolerances, and user interface paradigms must be optimized for Game Consoles, Mobile, Personal Computer, Tablets, and Television, with cross-device synchronization and persistent user state to enable seamless session handoffs. Based on video quality, distribution networks and encoding investments must support High Definition, Standard Definition, and Ultra HD delivery profiles while aligning cost structures with perceived consumer value. Lastly, based on end user segmentation, offerings should be calibrated for Commercial and Residential customers, where Commercial deployments-spanning Corporate and Hospitality-require different service level agreements, content licensing, and billing modalities compared with typical in-home subscriptions.
Regional dynamics and infrastructure patterns that determine rights strategy, product localization, and investment priorities across the Americas, EMEA, and Asia-Pacific
Geographic nuances strongly influence regulatory environments, content preferences, and infrastructure investments, shaping where and how operators allocate resources. In the Americas, market dynamics prioritize scale, bundling, and aggressive price competition, with operators balancing legacy pay TV customers against rapid cord-cutting and the growth of local streaming platforms. Investment in fiber and next-generation access is advancing in several markets, enabling higher-quality delivery and new interactive experiences. Market actors here must navigate a diverse advertising ecosystem and evolving consumer expectations around content exclusivity and live sports rights.
In Europe, Middle East & Africa, regional fragmentation, regulatory heterogeneity, and language diversity require flexible content strategies, local partnerships, and multi-format distribution models. Licensing windows and compliance with privacy and advertising standards vary significantly by jurisdiction, making rights management and ad-targeting approaches more complex. In Asia-Pacific, rapid mobile-first consumption, high adoption of OTT platforms, and strong demand for regional content characterize the landscape, alongside an accelerated rollout of high-capacity networks that support Ultra HD and interactive services. Operators across these regions are investing in localized content, platform scalability, and partnerships that bridge global content owners with regional distribution networks.
Market participant behaviors, partnership models, and product differentiators that are steering competitive advantage and alliance formation across the industry
Competitive positioning among vendors and service providers continues to concentrate around platform capabilities, content access, and partnership ecosystems. Leading operators are investing in unified experience layers, identity frameworks, and ad-tech stacks to monetize both subscription and advertising channels. Technology vendors that provide middleware, content delivery optimization, and consumer client applications are differentiating through faster integration cycles, developer-friendly APIs, and modular feature sets that reduce time-to-market for partners. Device OEMs and chipset suppliers are focusing on performance-per-dollar improvements and tighter collaboration with platform providers to ensure certified experiences across the device spectrum.
Content owners and rights holders are re-evaluating distribution agreements to capture direct customer relationships, while also partnering with distributors to maintain reach. Strategic collaborations between pay TV operators and global content platforms are increasingly common, structured around bundle-based distribution, co-marketing agreements, and shared ad-inventory strategies. The interplay between these groups is shaping an ecosystem where agility, cross-company data sharing, and rapid experimentation with monetization models determine who captures the most durable customer lifetime value.
Practical strategic moves and operational priorities that senior executives should implement to safeguard margins, accelerate innovation, and capture new revenue channels
Industry leaders should prioritize a set of pragmatic actions that balance near-term resilience with long-term competitiveness. First, modernize platform architectures to adopt cloud-native, API-first designs that decouple front-end innovation from back-end operations; this reduces hardware dependency and accelerates feature deployment. Second, implement flexible monetization frameworks that support hybrid models-blending subscription, advertising, and transactional revenue-so offerings can be tuned to customer willingness to pay while preserving pricing agility. Third, diversify supply chains and accelerate device certification programs to minimize exposure to geopolitical or tariff-driven disruptions and to reduce lead times for consumer hardware.
Further, sharpen data governance and privacy-compliant identity strategies to enable addressable advertising and personalization without violating regulatory constraints. Invest in content strategies that balance evergreen catalogs with cost-effective live-event rights, and explore sublicensing, windowing, and day-and-date tactics to maximize reach. Finally, pursue targeted partnerships to access complementary capabilities-such as local content studios, ad-tech platforms, or CDN specializations-rather than pursuing costly, full-stack vertical integration in all domains.
A rigorous evidence-driven approach combining executive interviews, product assessments, regulatory review, and scenario analysis to ensure dependable strategic insights
The research synthesis underpinning this executive summary combined structured qualitative interviews with industry executives, technology suppliers, and distribution partners alongside targeted secondary research into regulatory developments, device trends, and consumer behavior studies. Primary inputs were captured through scheduled interviews and briefing sessions to surface real-world procurement, product, and partnership considerations, while secondary sources provided context on policy shifts, standards evolution, and public statements from market participants. Analytical triangulation was applied to reconcile differing perspectives and to surface convergent themes across operational, commercial, and technological domains.
Where applicable, vendor capability assessments were informed by product documentation, integration case studies, and public demonstration results, while scenario analysis was used to stress-test strategic options such as supply chain rerouting, tariff impacts, and platform modernization timelines. Care was taken to avoid speculative financial projections; instead, the methodology emphasized evidence-based insight, cross-validated anecdotes, and an objective synthesis of observable industry moves and announced programs.
A synthesis of persistent legacy relevance, digital acceleration, and the operational disciplines required for sustainable competitive differentiation in pay television
The cumulative picture is one of an industry in active transition rather than abrupt collapse: legacy distribution models remain economically important in many markets even as digital-first propositions capture incremental viewing and revenue. Operators that combine pragmatic cost management with focused investments in platform agility, data-driven monetization, and selective content rights will preserve competitive flexibility. In regions where network upgrades and mobile-first consumption dominate, the ability to deliver consistent Ultra HD experiences across devices and contexts will become a differentiator, while in more price-sensitive environments hybrid AVOD/SVOD offerings will continue to gain traction.
Ultimately, success will hinge on the capacity of organizations to make conscious choices about where to compete, whom to partner with, and how to structure their product and pricing architectures to reflect evolving consumer preferences. Executives must remain vigilant on supply chain and policy developments that can affect device economics, while also accelerating capabilities that drive engagement and lifetime value through superior experiences. The strategic horizon rewards operators and vendors who combine strategic clarity with operational agility and a disciplined approach to partnerships.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
187 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Expansion of ad supported video on demand tiers to capture price sensitive viewers
- 5.2. Implementation of targeted addressable advertising across linear and streaming channels
- 5.3. Integration of sports streaming rights and dynamic blackout policies to maximize engagement
- 5.4. Deployment of ultra high definition 4k hdr content and immersive audio formats on pay tv platforms
- 5.5. Adoption of hybrid multicast unicast delivery networks to reduce latency and optimize bandwidth usage
- 5.6. Utilization of machine learning algorithms for personalized content recommendation and churn prediction
- 5.7. Development of interactive second screen applications to enrich live viewing and increase social engagement
- 5.8. Bundling of broadband internet streaming subscriptions and pay tv packages to drive customer retention
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Pay TV Services Market, by Service Type
- 8.1. Cable Television
- 8.2. IPTV
- 8.3. Over The Top
- 8.4. Satellite Television
- 9. Pay TV Services Market, by Subscription Tier
- 9.1. Basic
- 9.2. Premium
- 9.2.1. Movies
- 9.2.2. Sports
- 10. Pay TV Services Market, by Device Type
- 10.1. Game Consoles
- 10.2. Mobile
- 10.3. Personal Computer
- 10.4. Tablets
- 10.5. Television
- 11. Pay TV Services Market, by Video Quality
- 11.1. High Definition
- 11.2. Standard Definition
- 11.3. Ultra HD
- 12. Pay TV Services Market, by End User
- 12.1. Commercial
- 12.1.1. Corporate
- 12.1.2. Hospitality
- 12.2. Residential
- 13. Pay TV Services Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Pay TV Services Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Pay TV Services Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Sky Group Limited
- 16.3.2. Comcast Corporation
- 16.3.3. Charter Communications, Inc.
- 16.3.4. AT&T Inc.
- 16.3.5. Liberty Global plc
- 16.3.6. Dish Network Corporation
- 16.3.7. Vodafone Group Plc
- 16.3.8. Groupe Canal+ S.A.
- 16.3.9. Telefónica, S.A.
- 16.3.10. Altice USA, Inc.
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