Good morning, ladies and gentlemen, and welcome to Comcast's third quarter 2020 earnings conference call. At this time, all participants are in a listen-only mode. Please note that this conference call is being recorded. I will now turn the call over to Senior Vice President, Investor Relations, Ms. Marci Ryvicker. Please go ahead, Ms. Ryvicker.
Thank you, operator, and welcome everyone. Joining me on this morning's call are Brian Roberts, Mike Cavanagh, Dave Watson, Jeff Shell, and Jeremy Darroch. Brian and Mike will make formal remarks, and Dave, Jeff, and Jeremy will also be available for Q&A. Let me now refer you to slide two, which contains our safe harbor disclaimer, and remind you that this conference call may include forward-looking statements subject to certain risks and uncertainties. In addition, during this call, we will refer to certain non-GAAP financial measures. Please see our 8-K and trending schedules for the reconciliations of these non-GAAP financial measures to GAAP. With that, let me turn the call over to Brian Roberts for his comments. Brian.
Thanks, Marci, and good morning, everyone. We are nearly eight months into this pandemic. Despite many harsh realities, I could not be more pleased and proud of how our team has worked together across the company to find safe and creative solutions to successfully operate in this environment. We are executing at the highest level. Perhaps most importantly, accelerating innovation to drive long-term future growth. We remain intensely focused on our top three strategic priorities of expanding and leading with broadband, aggregation, and streaming, all of which are underpinned by strong content creation, distribution, and technology. Each business is increasingly complementing, reinforcing, and driving value for the others while enabling us to offer seamless and bundled experiences to all our customers.
For example, this quarter, we added a record number of new customer relationships and high-speed internet subscribers. Signups for Peacock have grown to nearly 22 million as of today. It is clear that Peacock's results are enhanced by the placement and distribution it gets through our broadband service. Adding Peacock to broadband is resulting in significant improvement in both churn and gross adds, as Peacock is continuously cited as a differentiating factor at the point of sale for Xfinity broadband products. None of this could have been achieved without the technology stack that we have through Sky. Focusing now on our top strategic priority, broadband. The success we've experienced to date has been driven by years of investment combined with our leading scale. We engage with 56 million high-value households and businesses globally. These subscribers give us a stronger starting point in direct-to-consumer relationships, particularly with broadband.
Our connections at the point of sale provide us with a distinct advantage as this is the moment when customers really contemplate their aggregation and streaming options. We have the best broadband network in the U.S., perhaps in the world, buoyed by a completely integrated consumer experience with the widest array of products that go beyond just speed. We offer coverage, control, and an unprecedented level of flexibility. With our broadband service, you get your choice of entertainment over your preferred distribution method, whether it's the industry-leading video bundle with X1 or the highest quality streaming product with Flex, both powered by the same platform and technology, the same award-winning voice remote, and the same cloud-based software.
With Xfinity Internet, you can opt for Xfinity Mobile, a great value wireless service hosted by Verizon, now inclusive of nationwide 5G and augmented by our own Wi-Fi network, the largest in the U.S. We have the ability to evolve this offering over time should we choose to include our own wireless network or cellular infrastructure to generate even greater profitability in the most highly trafficked mobile areas. It is this unique combination of broadband products and services that led to this quarter's 556,000 net new customer relationships and 633,000 net new high-speed internet subscribers, both the best quarterly record in our company's history.
In the U.K., customer relationships now stand at over 13 million, a figure that's been steadily growing, driven by our exclusive content and experience that cements our video relationship with customers, a differentiated broadband service as the number two provider, and increasing wireless penetration. It's a winning formula for other markets that we will look to replicate. Moving to our second strategic priority, aggregation. Whether it's a pay TV video bundle or a streaming solution for the home, entertainment remains an important consideration for new and existing broadband customers. X1 and Sky Q are the world's leading platforms for aggregating broadcasts, sports, and streaming services. Flex provides that same experience to those customers who prefer streaming-only video included for free with Xfinity Internet.
We've developed the best operating system for your entertainment experience, controlled by one global voice remote, enabling 15 billion commands in five languages annually. Our expertise, our technology, and the tremendous amount of R&D continue to push us forward with opportunities to generate new revenue streams and areas of monetization, which sets us on an even stronger path towards long-term growth. The goal of our common tech stack is to build once and deploy as many times in as many markets and in as many ways as possible on our network or through wholesale distribution. We've already experienced great success with our current X1 syndication model. White labeling our software and technology gives us a significant revenue stream that boasts healthy margins and even more important, more scale for our platform.
We look forward to expanding this expertise to other distributors and believe that an even larger nationwide and potentially international syndication model will create new opportunities in this rapidly changing ecosystem that will create value for our company and our shareholders. Our third strategic priority is streaming, which not only provides us with another increasingly important way to reach our viewers and monetize our content, but it also drives demand for higher speeds and more reliable broadband and differentiates and improves the economics of aggregation. Peacock, our premium ad-supported video-on-demand service, is the right streaming strategy at the right time. After launching nationwide just this past July, we are excited to already have nearly 22 million Peacock signups to date and have exceeded all of our internal engagement metrics, even without having the benefit of the 2020 Olympics.
Going out with free allowed us to grow quickly with a very low cost per acquisition and significantly less marketing spend than other new streaming services. We've also been able to effectively leverage our expansive high-quality library and over $20 billion of annual content spend that supports our existing media businesses for Peacock and enhance it with targeted incremental investment and additional streaming IP. Xfinity has been a significant contributor to Peacock's success, driving awareness and usage through bundling with X1 and Flex. In fact, Peacock was the number one app on Flex and the number three app on X1 for the month of September when measured by reach. We're also leaning into Flex, which increases the lifetime value of our broadband customers as we see churn improve by 15%-20% for new customers that engage with the platform.
Since adding Flex as a video option, we've seen our entertainment relationships increase. In fact, the growth in the Flex monthly active user base, which now sits at over 1 million, more than offset the decline in the number of our traditional pay TV video subscribers for the past two quarters. Reaching these three strategic objectives takes focus and discipline, and we have both. We are realigning our cost structure across our company and making the appropriate level investment in the right initiatives so as to fuel long-term growth and enable us to effectively compete in an evolving global marketplace. Turning from our long-term strategy, I'd like to highlight our third quarter results, which I am quite proud of in light of the challenges we have faced with COVID. In cable, our revenue growth accelerated, and we generated an impressive 10.5% increase in EBITDA.
We have been incredibly successful in identifying long-term cost efficiencies. In fact, with our self-install offerings and digital tools, customers can do virtually everything they want or need to without picking up the phone or requiring a truck roll. We're also investing for growth with the goal of increasing awareness of our ever-improving Xfinity brand, promoting and advancing our leading broadband position, and accelerating our mobile and business segments. At NBCUniversal, the team has done a really creative and impressive job of navigating through an incredible amount of uncertainty. I'm pleased to report that some businesses are steadily recovering given the resumption of both sports and content production. Where we continue to see the most pressure from COVID-19 is in our theme parks, which were the single biggest drag in the quarter.
In fact, excluding this segment, NBCUniversal EBITDA would have grown by 9% year-over-year. While it will take some time for the parks to return to historical levels, we've made substantial progress. Universal Orlando and Osaka are operating at limited but growing attendance. While we don't know when Hollywood might reopen, we remain very bullish on the park long term. I am very excited for next year's launch of our frankly incredible new theme park in Beijing. Early in the third quarter, we announced a completely new structure for our television businesses, enabling us to realign how we invest in the creation, production, and distribution of world-class content. In essence, we've done away with the concept of creating a piece of work for a specific network.
Our priority is to invest in and create the absolute best content and ensure that we maximize monetization by choosing the most effective method of distribution, whether it's Broadcast Television, Cable Networks, Peacock, sales to a third party, or some combination of all four. Last, we're closing in on two years since we bought Sky, so I thought I would spend a moment providing some context on the progress we see to date. The U.K., which is by far the largest component of Sky EBITDA has proven to be a strong business that has generated high single-digit EBITDA growth over the two-year span when adjusting for the momentary impacts of COVID-19, anchored by growth in both our customer base and revenue per customer relationship.
Our U.K. customers continue to do more with us, as evidenced by our higher penetration in broadband, in wireless, and in the Q Box, all of which solidify us as the home of aggregation and streaming and which sets us up nicely for continued growth. What we see in the U.K. guides our thinking on the prospects for what Germany and Italy could each become. In both markets, we have a leading brand name and customer proposition in video supported by significant scale. While it may take time, we are on a path to replicate the U.K. playbook and took an important step toward this in Italy with our recent launch of broadband.
We also have fairly immediate opportunities to improve our cost structure as we move to centralize our organizational efforts across our markets and as we've begun to reset many of our largest sports rights in continental Europe, which should provide hundreds of millions of dollars in annual savings. As Jeremy highlighted recently, we are confident in our ability to double EBITDA at Sky over the next several years. Importantly, Sky fits right in with our broader company priorities, playing a big role in strengthening our tech stack for aggregation and in content solutions across all of NBCU and Cable.
When you put it all together and look at the first nine months of the year, while certainly not the year we all would have expected, we've executed extremely well, we've taken advantage of the favorable interest rate environment to enhance our balance sheet and liquidity, and we remain committed to getting leverage where it needs to be so that we can return to buying back stock. All in all, this was a really strong quarter, and Mike will now take you through our results in greater detail.
Thanks, Brian, and good morning, everyone. Now I'll review our third quarter 2020 results and offer some commentary on the current conditions in our businesses, caveating that circumstances around us remain fluid and therefore our outlook is subject to change. Beginning on slide six with our consolidated third quarter results. Consolidated revenue declined 4.8% year-over-year to $25.5 billion, while adjusted EBITDA was down 11% to $7.6 billion, and adjusted EPS fell 18% to $0.65 per share, all a result of the lingering effects of COVID-19.
Free cash flow of $2.3 billion was up 10.5%, benefiting from the positive year-over-year change in net working capital due to COVID at both NBCU and Sky, half of which resulted from the timing of when sports rights payments were made versus when sports actually aired, and half of which resulted from a slower ramp in content production. We expect this trend to reverse starting in the fourth quarter and continue into next year as our businesses continue to recover from COVID. Before moving to segment results, I remind you that corporate and other losses have continued to increase as a result of our focus on the successful positioning of Peacock. We have also incurred COVID-related severance and restructuring charges totaling $239 million year to date.
We expect to incur an additional charge that is approximately double this amount in this year's fourth quarter as we continue to align the cost structure across all of our businesses. Let's turn to our business segment results, starting with Cable Communications on slide seven. For the third quarter, Cable Communications revenue increased 2.9%, while EBITDA increased 10.5%. Revenue this quarter was once again impacted by adjustments for customer RSN fees. Excluding these adjustments, overall Cable revenue would have risen by 3.9% with no corresponding impact to EBITDA. As Brian mentioned, we generated 556,000 customer relationship net additions, the best quarterly result on record, driven by high-speed internet, where we added 633,000 net new residential and business customers, also the best quarterly result on record.
Underlying net additions were similar to last year's third quarter, and we were able to successfully convert some customers to paid status that continued to receive our service but were not included in our second quarter results. Roughly one-third of those customers converted to paid status were free Internet Essentials customers, while the remaining two-thirds were high-risk customers who have begun paying their balances and returned their full service after being on our assistance plan. Going forward, we do not expect the impact of converting free Internet Essentials and high-risk customers to paid status to be as significant. High-speed internet revenue grew 10%, including RSN fee adjustments, and grew just over 11% excluding those adjustments. Remember, RSN fee adjustments are allocated to those customers taking bundled services according to their standalone market prices. The strength in high-speed internet is coming from a number of areas.
One, we continue to take share of an expanding market as evidenced by an increase in our broadband penetration. 51% of homes and businesses in our footprint are now taking our HSD product, up 240 basis points versus a year ago. Our investment in our network and product differentiation is resonating in the market. Whether it's our best-in-class gateway or control and security through xFi, it's not just about speed. Three, we are seeing higher take rates of our entertainment product with the addition of Flex, which continues to have a significant positive impact on churn and therefore customer lifetime value. Four, we also continue to drive connects by expanding our network through line extensions. Business services revenue grew 4% as we returned to a net gain of 17,000 customer relationships this quarter.
Turning to video, revenue declined to 2.1% with accrued RSN fee adjustments having an adverse impact of 130 basis points. We lost 273,000 net video customers this quarter, which reflects modest improvement in our underlying video losses compared to the second quarter, and the benefit of converting some of the previously high-risk customers to paid status. Wireless revenue increased 23%, driven by 187,000 additional lines, resulting in 2.6 million total lines at quarter end. Our wireless business continued to be impacted by our decision to keep some of our retail stores closed for most of the quarter, especially in areas where COVID-19 cases remained high.
That said, the vast majority of our retail stores are now open, and we have put a number of plans in place to accelerate growth in this business. Advertising revenue increased 12% year-over-year due to strong political advertising, which was up 70% over what we had generated in the last presidential election in 2016. Core advertising, excluding political, was down 6.8% year-over-year, a significant improvement relative to last quarter, with better trends across most categories. We also saw some benefit from the clustering of sports programming that began to air in the third quarter. Turning to expenses, Cable Communications third quarter expenses decreased 2.2%, with programming expenses down 0.6%, primarily as a result of the accrued RSN fee adjustment. Without this adjustment, programming expense would have increased by 4%.
Non-programming expenses declined 3.2%, primarily as a result of curtailed advertising, marketing and promotion spend, as well as lower technical and product support, primarily due to a COVID-related slowdown in business activities. We are also continuing to find better and more efficient ways to do business, particularly through our digital tools and interactions. Cable Communications EBITDA grew by 10.5%, and margin reached 42.7%, reflecting 290 basis points of year-over-year improvement. While accrued RSN fee adjustments had no impact on EBITDA, they did have a positive contribution to margin of roughly 40 basis points.
Cable capital expenditures decreased 2.5%, resulting in CapEx intensity of 11.8%, an improvement of 60 basis points year-over-year, driven by lower spending on customer premise equipment and support capital, partially offset by higher spending on scalable infrastructure, which continued to increase due to our ongoing investment in the network. I'll now touch a bit on what we're seeing so far and what we expect in the fourth quarter. For high-speed internet, underlying subscriber trends remain healthy, and we currently expect revenue growth to accelerate from the third quarter, driven by this year's strong subscriber growth combined with higher ARPU resulting from an increase in the uptake of some of our higher margin products, such as modems and xFi Pods, in addition to better Xfinity assistance program cure rates.
While we are pleased to see a continuation of net new customers in our business segment, we do not expect revenue growth to accelerate in the near term, given the COVID subscriber impact we saw earlier in the year, as well as the longer sales cycles associated with the recovery we are seeing with our mid-market and enterprise customers. We remain optimistic on the long-term prospects across all of our business segments. We remain the challenger with the highest quality offerings at lower price points than our competitors. On the video side, we expect fourth quarter video losses to be similar to the third quarter levels, reflecting modest improvements to our underlying trends, just like with high speed data, a less significant impact from converting customers to paid status.
When it comes to our outlook for expenses and margins, commensurate with the sequential acceleration in the underlying revenue growth that we anticipate for the fourth quarter, we expect non-programming OpEx to be flat to slightly up, reflecting our aggressive focus on maintaining strong connect activity by returning to home installs, increasing our marketing spend to defend our strong position, and further accelerating our mobile and SMB businesses. That said, we continue to make significant inroads with implementation of the long-term cost efficiencies we had identified earlier this year, which puts our overall expense base in a very good position as we enter 2021. We expect programming costs to be up mid to high single digits in the fourth quarter, given scheduled programming renewals, and we do not anticipate additional RSN fee adjustments.
Given what we have seen through the first nine months of the year, combined with our outlook for the fourth quarter, we now expect Cable EBITDA margins to exceed our prior guidance of up to 100 basis points year-over-year improvement by a healthy amount, both with and without the RSN fee adjustments. While CapEx intensity is still expected to improve by up to 100 basis points year-over-year. Let's turn to slide eight for NBCUniversal. For the third quarter, NBCUniversal revenue decreased 19% to $6.7 billion, while EBITDA decreased 39% to $1.3 billion. The majority of the revenue and substantially all of the EBITDA declines came from our theme parks business as Hollywood remains closed and both Orlando and Osaka are open to limited attendance as a direct result of COVID-19.
Starting with the TV businesses, Cable Networks revenue was down 1.3%, driven by declines in distribution and advertising revenue, offset by an increase in content licensing and other. The distribution revenue decline of 3.8% resulted from a slight acceleration in subscriber declines, less rate benefit due to the absence of programming renewals, and a nearly 200 basis point impact from accrued RSN fee adjustments. Advertising revenue was down 2.1%, a significant improvement compared to the second quarter, as we benefited from the broadcast of rescheduled sporting events, which is not expected to recur in the fourth quarter. Cable Networks' EBITDA decreased 8.9% due to higher programming and production expenses driven by the shift of sports rights amortization costs into the third quarter.
Turning to Broadcast, revenue increased 8.3%, driven by 66% growth in content licensing sales and continued growth in retransmission consent fees, partially offset by a decline in advertising. While advertising improved significantly compared to the second quarter, Broadcast did not benefit as much from the shift of sports as rescheduled sporting events were basically offset by canceled events, as well as fewer NFL games relative to last year. After recognizing a significant increase in content licensing revenue year to date at both Broadcast and Cable Networks, we expect a double-digit decline in the fourth quarter due to the timing of our sales to streaming platforms, which were more heavily concentrated in the first nine months of the year, combined with the difficult comparison to a significant library deal in last year's fourth quarter.
Broadcast EBITDA increased 29% due to higher revenue as well as lower programming and marketing costs associated with the delayed start of our new fall season, which were somewhat offset by higher program expenses related to content sales. Filmed Entertainment revenue declined 25% year-on-year, with theatrical revenue down 95%, reflecting theater closures as a result of COVID-19, partially offset by a 15% increase in content licensing revenue as well as a 49% increase in home entertainment revenue due to Trolls World Tour. Filmed Entertainment EBITDA increased 53% as lower revenue was more than offset by lower operating costs related to less spending on current period releases as a result of COVID-19.
While we have pushed the majority of our movie slate to 2021, we are looking forward to the release of The Croods: A New Age in theaters and a subsequent Peacock release later in the quarter. Theme parks revenue was $311 million in the quarter, with an EBITDA loss of $203 million due to Universal Orlando Resort and Universal Studios Japan operating at limited capacity, while Universal Studios Hollywood remained closed as a result of COVID-19. This quarter's EBITDA included roughly $20 million of pre-opening costs related to our theme park in Beijing, which remains on schedule to open by the summer of 2021. We anticipate cumulative pre-opening costs to be roughly $400 million, with approximately $100 million falling in 2020 and $300 million in the first half of 2021.
We continue to see improvement in underlying trends and expect the theme park business to break even at some point in 2021, independent of what occurs with Universal Studios Hollywood. Let's turn to slide nine for Sky, which I will speak to on a constant currency basis. Revenue for the third quarter was even with the prior year as we are seeing the benefits of a very healthy underlying business in the U.K., combined with the return of major sporting events, primarily European football, that have been previously postponed. Content revenue was up 17.5%, driven by higher wholesale revenue from sports programming, while direct-to-consumer and advertising revenue showed significant sequential improvement, each down 1% year-on-year.
On the advertising side, we outperformed the European marketplace, which was down about 10% as we benefited from strong advanced advertising and rescheduled sporting events that were previously postponed due to COVID-19. In addition to sports, overall Sky entertainment viewing was up double digits, partly aided by the addition of our new branded channels, including Sky Comedy, which launched in January, and Sky Documentaries, Sky History, and Sky Nature, which launched in May. The significant sequential improvement in direct-to-consumer revenue resulted from the return of sports and a healthy underlying trend in the U.K., which experienced a gain of 51,000 customer net relationships and low single-digit ARPU growth. This strong performance was driven by our strategy to be the best TV aggregation platform in the market, record low TV churn, and continued growth in streaming, broadband, and mobile customers.
Our large resilient Sky TV base continues to benefit from the deployment of our more advanced Sky Q product. Overall, Sky Q penetration is at 51% of households, while U.K. penetration has reached 58%, up 13 percentage points year-over-year. We are also pleased with the results at NOW TV, which is positioned for a different market segment. ARPU is increasing as this growing customer base continues to take more packs on average, underscored by a 60% increase in the uptake of our highest priced sports pack. While revenue from our hospitality business, the pubs and clubs that receive our Sky TV service, remains pressured, we have seen weekly revenue back 70% of historical levels versus 25% at the start of the quarter. Italy and Germany remain a bit more challenged. In Germany, we made changes to our pricing and packaging earlier in the quarter.
While we are pleased with the positive customer response, this will pressure ARPU in the near term as we focus on growing market share and reducing churn. In Italy, our results showed meaningful sequential improvement, but we continue to be impacted by a tough macro environment. We are encouraged by positive momentum in Italy broadband post its mid-June launch. Customer additions are beating our initial expectations with satisfaction scores at high levels. EBITDA for the third quarter was down roughly 45%, as flat revenue was offset by an increase in programming and production costs, primarily as a result of the postponement of European football events, which moved from the second quarter into the third as a result of COVID-19.
Looking ahead, we continue to expect third quarter and fourth quarter EBITDA combined to be down roughly 60%, with the fourth quarter impacted by the later return of the current season of European football, the shift of other sports programming to the fourth quarter, investments in original programming, and higher costs associated with the launch of our new U.K. entertainment channels. Wrapping up on slide 10 with free cash flow and capital allocation. Free cash flow was $2.3 billion in the quarter, an increase of 10.5% year-over-year. Consolidated total capital, which includes CapEx as well as software and intangibles, decreased 5.8% in the third quarter to $2.9 billion, primarily driven by declines at NBCU, particularly Parks, as well as at Cable.
During the quarter and year to date, we refinanced $5.9 billion and $15.8 billion of debt, respectively, ending the third quarter with a weighted average cost of debt of 3.6%. Finally, we remain committed to our long-standing balanced approach to capital allocation, maintaining a strong balance sheet, investing organically for profitable growth, and returning capital to shareholders through a strong commitment to our recurring dividends and eventual return to share repurchases. With that, I'll turn it back to Marci, who will lead the question-and-answer portion of the call.
Thanks, Mike. Regina, let's open the call for questions, please.
Thank you. We will now begin the question-and-answer session. If you have a question, please press star and then the number one on your touchtone phone. If you wish to be removed from the queue, please press the pound key. If you are using a speakerphone, you may need to pick up the handset first before pressing the numbers. Once again, if there are any questions, please press star, then the number one on your touchtone phone. Our first question comes from the line of Jessica Reif Ehrlich with Bank of America Merrill Lynch. Please go ahead.
First, Brian, could you talk a little bit about how you know, your vision of the how you best monetize being an aggregator across a variety of media, traditional TV, streaming video apps, et cetera, outside of just being the broadband provider? What are other ways you're considering to help monetize your position at the center of the consumer in the living room? On NBCU, it was surprising actually, that you had a good, you mentioned the press release that you had a positive upfront given ratings weakness across the board for the whole industry as well as lack of production. Can you talk about some of the drivers there? Can streaming make up for the weakness in ratings? It's clear Q4 will be weak, what do you see beyond that? Thank you.
Okay, there's a lot in there, Jessica. Let me start with the aggregation and broadband question, then let Jeff and others talk about the upfront. Look, we think we have this three-pronged strategy that complement each other, work together, and basically ends up giving customers the best product regardless of what segment they're in. Broadband is definitely a central element of that.
Aggregation in this world, as we know as consumers, that you wanna flip back and forth between one streaming service, another streaming service, live television, YouTube, whatever it may be, and finding a way to have our entertainment platform and our voice commands, whether it's in a smart TV, whether it's in a box, and whether that is in, frankly, the U.S. or in the rest of the world and in other providers. We've made great progress with aggregation in this quarter and in this year. Name the service, and you'll see that it's now either on the roadmap or very much being used.
Whether it's NBC-driven content with Peacock, we've now shown that we can market and make aware for our customers great shows like a Yellowstone that you may not have found on a different network that all of a sudden has zoomed to the top.
That's before we get additional content like The Office and the Olympics and what have you. Putting it all together, we see the tech companies and others with ambitions on having a relationship with our high value customers, our 56 million high value customers and aggregation and who can do that the best with a voice and just say the words. I was literally watching last night, prime show, I switched to Netflix, and then went back to NBC, all with just one click and with my voice. The innovation that our team has done, the seamless integration, working with the various content providers, we've made tremendous strides.
Jeff , do you wanna talk a little bit about? Therefore, I'm sorry, and to close out on monetization of that, we've seen a number of ways, and it leads right into advertising, because it's an ability to not only give you a good experience and charge through our subscription fees, depending on what level of service it is, but in the case of Flex, whether it's lower churn for our broadband, whether it's additional advertising with Xumo and on smart television platforms and other things we have on our roadmap, which are very exciting, that continue to take these tools and find new ways to give them to customers and thereby create additional value for the shareholders. Jeff, do you wanna talk about the upfront?
Thanks, Brian. Thanks, Jessica. Obviously, the upfront was a very unusual upfront this year, Jessica. I mean, we didn't think a couple months ago there was even gonna be an upfront this year. The fact that there was one, and it ended up being relatively normal and much stronger than we expected, was really good news for the whole business. We ended up, you know, we ended up kind of slightly up on price, which was we expected to be way down on price. We ended up slightly up on price, slightly down on volume. As you mentioned, the big impact on advertising really is the ratings. The ratings is not just us, but everybody, because we've stopped production.
We would normally have kind of our fall schedule in high gear right now, and we're just starting those shows, and we don't have a lot of new content. That's what's driving kind of the advertising, choppiness and declines. The flip side of that is it creates scarcity in the market. The market actually is pretty strong because if you have less rating points, you have more demand. A couple of the moves that we've made were kind of perfect timing. You know, Peacock, we talked about Peacock's an ad-driven platform, you know, gives us an opportunity to sell where others don't really sell, and we launched right into the strength of that scarcity. Then we also kinda consolidated all of our advertising under, you know, Linda Yaccarino and our one platform approach.
We think that was also perfect timing because it gives us the opportunity to kind of sell and address that scarcity across multiple platforms. You know, obviously a much, you know, a much smaller upfront than the past, but much better than we expected.
Thank you.
Thanks.
Our next question will come from the line of Doug Mitchelson with Credit Suisse.
Doug, you may be on mute.
I believe Doug's line has disconnected. Our next question will come from the line of Ben Swinburne with Morgan Stanley.
Thanks. Can you hear me?
Yeah.
Okay, great. I guess two questions. On cable or maybe just broadly on entertainment for either Brian or Dave, I'm wondering if you think about the video business evolving from what you've been selling for decades, you know, a package of linear networks, you know, to a bundle of apps where you're basically taking a distribution fee against what the consumer pays rather than earning a margin on a bundle. If you do, you know, what does that mean for the business and sort of how you think about investing in products and capital allocation, et cetera? It would seem like a possible future in the not too distant future across Comcast and Sky. Then for Jeff, you know, there's a lot going on at NBC, you know, to put it mildly.
I'm just wondering if you could talk high level about what you're trying to accomplish organizationally from a restructuring point of view, how we should measure your success. In particular, you mentioned in the prepared remarks or Mike did, that you think the parks will break even at some point next year. Just maybe that's a pretty, you know, interesting comment in the context of all the uncertainty. If you could just talk a little bit more about that would be helpful. Thank you.
Why don't I help organize that this answer, because I think you touched on a little bit of everybody and give some of the folks a chance to talk about the quarter. So why don't we start with Dave to talk about video packaging? I would just add that I think we've seen this shift coming. I think Dave and the team have done an outstanding job of having a connectivity platform and thinking of it that way so that we're ready for that shift. I don't think it'll be all or nothing. I think it's been you know, highlighted here during COVID-19 and people being at home as much, but fortunately, we were ready for that.
I think, Jeremy could talk a little about the kind of some of the different trends in Europe and how Sky's preparing for that bundle of app world, as you called it. You're right, the economics change depending on what. We wanna get ourselves to a position of indifference, where the consumer is driving, not the company, and the consumer decides where they wanna rest and what package they want. We may always have a preference over one versus the other naturally, but we want you to be satisfied as a consumer and make our long-term growth happen.
Then obviously, Jeff can talk a little bit, and Mike, if you want, on all the definition of success, which I think is a great way to look at NBC. Dave, why don't you take it up?
Thanks, Brian. Hello, Ben. I think, you know, clearly the, you know, video marketplace is almost every day evolving. From our perspective, we have invested in a video, broad video platform capability that I think gives us a lot of options and can give customers a lot of choice. We wanna deliver to the customer what they want in a video experience. We segment the marketplace, we break it down. We've been doing that for some time, and as Brian said, we anticipated a lot of these changes. For customers that want the full experience, that want, you know, all the channels, that want, video on demand, DVR capability and apps, and as Brian talked about, the ability to seamlessly connect all of that, we have X1.
You know, we also now I think are very uniquely positioned to go after the streaming segment with Flex. The best example I think of our position in the marketplace with video, when you combine it with broadband, we're surrounding broadband with a lot of video capability. With streaming and Peacock, we're giving them, you know, the best of aggregation, great streaming options. We're gonna break down the marketplace, continue to compete and deliver to customers what they want. I think that will continue. You know, we feel that this is a sustained competitive difference that we have, and we'll go to where the customer wants to go. In terms of whether it's a, you know, more profitable outcome for us, then we'll be indifferent.
If they want streaming capability with Flex, we're gonna be right there to deliver that.
Yeah. Maybe Jeremy here, maybe I'll just chip in from Sky. I think, I mean, I often think of it, I would split it to sort of supply side relationships and then consumer side service. I think on supply side, you know, where we see central step into in our world, a good example would be, for example, Disney, where we took a very high fixed cost long-term contract and effectively turned that into an app. We've taken that cost out of our P&L and are getting a margin by selling Disney+ through Sky. You know, we could do something similar with Netflix, of course.
Then we can take that money and, you know, let it course through the P&L or reinvest some of it, in an area like Sky Studios, where we can then scale up our own originated content, which improves the customer experience and of course is much more variable and differentiates as well. When you get to the consumer side, really there's virtually no change to the experience because consumers want to continue to get all of our contract content through the Sky user interface. We can deep link into apps, bring customers back efficiently to the Sky interface. It's very easy to move around. As Brian said, with the growth and development in voice, that's just becoming easier every day.
Actually, we think we can complement the user experience, very much and actually get a much more flexible and more valuable set of cost structures. Then we can think of NOW TV as an addendum to that in a way, just to target an additional part of the market that uses many of those contracts and relationships and allows us just to get to more customers in a different way. That's sort of how we think about bringing all of that, together.
Brian, you want me to jump in? This is Jeff.
Sure.
Okay. Ben, thanks for the question, a lot in your question, so I'll try to just hit it really quickly. First of all, just working backwards, definition of success. There is a lot going on at NBCUniversal. I really don't think the definition of success is any different than it's ever been. You know, our job is to be profitable, you know, generate cash flow and generate long-term value for the company, and that's how we're kind of thinking about everything. It's obviously a very changing world, so you have to be, you know, you have to be nimble in doing that. The measures of that are the same measures as they've always been in our view.
Organizationally, I really think we're kind of through the execution of most of our restructuring, the costs will hit over the next kind of 12 months. There's about a third of them in this quarter, then by middle of next year, we're kind of through the majority of them. They're designed for two things. One, we have a, we have an obligation as our revenue moves down to adjust our cost base, which I'm proud of our team for doing across our whole, our whole company. More importantly, we really realigned our TV organization under Mark Lazarus.
It used to be in the TV world, you were very vertically oriented by network, and you would say, "Oh, I need a show for this time period." You go out and get a show for that time period. Every network kind of had their management team and staff. We've realigned kind of dramatically so that everything is one management group in the TV business under two great executives, Frances Berwick and Susan Rovner, who just joined us. The idea now is to find great content and use our platform, which is in many ways better than anybody else's platform with all of our networks, not just linearly, but Peacock, to take great platform and really maximize the value of it. I'm very excited about it.
It does result in a lot less cost, I think more importantly, it sets us up to grow as the world changes. Turning to Parks, very quickly, Parks are, you know, obviously Parks are a great business, by the way. When the world returns and people get sick of being in their house.
I really feel that parks are gonna be a very strong business. Nobody can tell the pace of how that's gonna go given what's happening. So far, we're rebounding fairly nicely in Florida and Japan where we're open. Our first priority always has been, always will be the safety of our guests and our employees. I'm proud of Tom Williams and the team there that they've actually had a set of protocols that has resulted in us being open without any problem, whether it's guests or employees. Who knows how the future will bring, but the rebound is nice, is happening nicely.
If it continues in this way, we do expect, you know, as Brian said in the opening to, you know, to hit breakeven if not more at some time in 2021.
Thanks, everybody.
If I can chime in, Ben. To Jeff's point, it is obviously a statement about breakeven subject to how COVID evolves. You know, if it stays on sort of the trend that we've been seeing through this winter into next year, we would hope at some point to get there.
Just circling back to your first question, Ben, I think there's no question that when you really look at the fact that, and Brian said it earlier, that, with 56 million relationships around the globe, as we've talked about in the highest, wallet markets for subscription services, whether they be broadband or OTT video entertainment of any sort, we're at the point of sale when people are choosing their broadband provider, where they're providing what we think are the options anyway for the best aggregation services, with or without our own video packages. If you'll think about it from the perspective of anybody trying to launch a, video, streaming platform, we represent 56 million homes where you wanna be on our platform, and it's worth it to share economics for us to, promote and allow.
I think, and that's what we already experience today, so there's no reason that wouldn't be a way of the future. Not the only way, but a way of the future. I think it just is even kind of more evident that the power of the platforms, with the customers that we have, you know, allows for the kind of launch that Peacock had. I don't think it's a mistake or, you know, that that relates, that 22 million signups does definitely relate at this stage to us having the relationship with the customer through both broadband and our aggregation products.
Thanks, everybody.
Thanks, Ben. I think we got 'em all. Regina, next question, please.
Our next question is from Doug Mitchelson with Credit Suisse.
Thanks so much. You all have solved global voice activated video streaming, but I can't handle a phone mute button. One topic for Brian, one for Dave. Brian, one thing that seemed new to me this quarter was your comment on licensing the Comcast tech stack internationally. I think I heard some optimism regarding getting to nationwide in the U.S. Can you help us understand potential timing or the impediments to new wholesale deals, particularly overseas? You mentioned scale benefits beyond the healthy margins you get from licensing, and I'm curious how you'd articulate those scale benefits of expanding that platform. If I could for Dave, regarding wireless, Mike mentioned the company put in place a number of plans to accelerate growth in this business.
If, you wouldn't mind, you know, sharing, some of those plans and why now, why leaning into that business at this point in time, and if that means anything about timing for breakeven, for EBITDA and free cash flow for wireless, that would be helpful. Thank you both.
Great. I'm glad you figured out your tech issues. I don't wanna suggest that there's any new news regarding the U.S. in terms of X1 licensing. What I think we are referring to is, or what I'd like to refer to is just what it does when we do license others, and we're in conversations all the time with companies, and the success that that business has had, which we haven't talked about very much on these calls. It's gotten to a pretty good size, and it has a very healthy margin.
There's a lot of Canadian companies, Cox Communications in the U.S., and the area that we've been focusing on is drawing Sky and Xfinity closer together into one global tech stack, which then opens up the opportunity to do this now not just in North America, but also starting with Sky. We're on number of common architectures, and I think you will see in the future products roll out as a result of our ability to do that and conversations that are being had to be able to now take that conversation more broadly. I think the most significant benefit it certainly is the money that it brings in. What that allows us to do in terms of scale is. We talked a lot about video here.
We pivoted a lot of our innovation to broadband in the last two, three, four years. As we saw this transformation coming, we saw how important broadband was going to become and even further become and reinvent itself over and over again. To have the best broadband quarter in the company's history sitting here in 2020, when it's a 20-year-old product, give or take, is a pretty dramatic and amazing statement in my opinion. That's because we've kept reinvesting what is broadband and what can it be and going to Wi-Fi when that did not exist to now integrating that into your streaming, your aggregation, the things we've been talking about this morning.
Having the scale and the quality of talent on a global basis, to be able to recruit the best engineers when again, we see a number of other companies wanting to enter this space and our lead expanding, not shrinking, is I think the greatest achievement. I give credit that we are expanding our footprint synthetically, if you will, through some of these other relationships, with companies who wanna take all of our products, whatever they can become. They've done that, and I think we've given them a great experience for their customers, and they've been super supportive of our technology team. Dave?
Thanks, Brian. Hi, Doug. Just one other comment on the, the Flex side of things with our partners. We have a really solid syndication business, great distribution partners in the U.S., Canada, looking elsewhere, and Flex most certainly is on the roadmap for all of our partners. Gives us the option of being able to, you know, work with device participants, smart TV folks, and others to be able to have it be a software solution. We'll look at all options going forward. In wireless, in general, we're pleased with where we are. You know, in many quarters in a row, we're delivering a material amount of the net adds in our footprint. We're on track.
Having said that, you know, with retail, we chose to shut down the retail stores in a good chunk of the country, that did have an impact. We've reopened them, as Mike said, and we really feel that, you know, we're committed to accelerating the wireless business. It's a really important product for us going forward. It's -- we'll be focused not just on retail. We think digital still has great promise. We're already seeing as we put our shoulder to bringing things back some, you know, real early stage success in terms of what mobile can do. The results, again, still relatively early, but we really like the retention benefits to broadband as we package them with it. A lot of options. We do triple play with mobile now.
We use it to package just with broadband, very focused across all of our sales channels. It really comes down to, I mean, the three things that we're focused on. One, is that we have access to a really great network with Verizon. We have the ability to cut across all technologies, including 5G, so we'll give the customers what they want there. We can leverage our own investment in the home with Wi-Fi. Outside the home, we have, you know, most of the broadband, the cell phone, smartphone traffic goes over our Wi-Fi network, so it's a great combination of the two.
Over time, I think we're gonna be uniquely positioned to leverage the potential for building out in dense pockets, wireless capability, to give us a, you know, a more efficient way of delivering mobile. Overall, we think that this is an important opportunity for us long term. Still feel that way. Right on track with where we wanna be. We wanna be a little bit more aggressive, and that's, you know, that's on the roadmap.
All right. Thanks so much.
Thanks, Doug. Regina, we're ready for the next question.
Your next question comes from the line of Craig Moffett with MoffettNathanson. Please go ahead.
Hi. Two questions if I could. The most obvious and pressing one is where do you think all the broadband subscribers are coming from? You know, I think as great as your results were, they're even more surprising in that AT&T and Verizon also both posted better than expected results. We're obviously seeing enormous market expansion. I'm just wondering what your sense is of how much that is pull forward and where the subs are coming from. On the wireless side of the business, I wonder if you could just talk a little bit about what you see and expect to see in the iPhone cycle, given the promotionality that we've seen from, in particular, AT&T.
What does that look like for you in the fourth quarter in terms of your customer acquisition cost?
Craig, Dave here. In broadband, you know, let me start with what we've been seeing, and we've been seeing consistent momentum, you know, for a while. Well before COVID-19, it's been we're rock solid in terms of this momentum. This is our focus. We every day wake up thinking about, you know, how we, Brian mentioned, we innovate, go to market. And we're talking about a marketplace and perhaps speaks to across the board as all boats rise, the market's growing. It continues to grow. You look at our position at 51% penetration, there's upside, a lot of upside.
I look at where it comes from, the good news is it's been relatively consistent. Maybe a few new opportunities entered the picture through the COVID period, it's across the board in terms of where we're taking share on the front end. Combining that with record churn, you know, results in the net adds. We're taking share from telco wired participants, DSL and MDU competitors, mobile providers. It's kind of across the board in many different segments. There's a lot of opportunity in the formula. Craig is the consistent one.
We look to have a sustained competitive difference by delivering just a better product in the marketplace, better speed, better coverage, better feature capability, and now with streaming, and then you combine that with Peacock, and other apps, by the way, all the other apps that come connected by Flex, I think this is a really good long-term competitive formula. It's across the board. There's upside, good runway for broadband, I believe, going forward. In regards to wireless and Apple, we're excited about their product launches. We're well-positioned with 5G. As that begins to take off the early feedback we're getting from prospects and customers, existing customers, and it's very solid.
We get prepared just like everyone else, all the other carriers in terms of these launches work very closely with Apple, but we have a full supply chain plan go-to-market approach. We're optimistic about it. It's happening a little later in this year than last year, that's okay. That'll just be a nice opportunity for later on the quarter into next year.
Okay. Thanks, Dave.
Operator, Regina, next question, please.
Your next question comes from the line of Phil Cusick with JP Morgan. Please go ahead.
Hey, guys. Thanks. Brian, real quick to follow up on your wireless comments. You spent $400 million on an auction recently, and both you and Dave have mentioned options to build in wireless. Can you explain on your plans or maybe timing for building your own cellular network? Mike, can you give us an update on how the conversations are with rating agencies on leverage? It seems like if they look at things on a trailing basis, it could be some time before you get below the 2.5x turn target. If they consider an LQA basis, we could get there in 2021 if parts are break even. What do you see there? Thank you.
Well, let me on wireless, let me have Dave comment a little further, but I don't think we have any new news today on that question. We are trying to build optionality from a cost basis. It really won't, you know, affect the product you receive. We hope that it would be you wouldn't note a difference by what network you're on. We just wanna have the best value with the best service. We now have 5G right at the same time as everybody who is a network operator. So that's how we've thought ahead, I guess, is the best way for me to answer that question.
When we did the original MVNO relationship, we thought about things like what new technologies might come in the future. We have to, you know, respect that some of the auctions rules require us not to comment on things. We just look at it as creating options for the future for the company when they have a value, net value add to all of us as shareholders. Dave, does that sound right to you?
No, absolutely, Brian. I think, Phil, the main point is we really like our current position. We have a, you know, go-to-market. We're still unique in that and other cable partner, Charter does the same thing where you have buy the gig, the unlimited options. We like our current position.
As you look to the future, as we look to the future with the spectrum, then you have an opportunity to look at dense pockets of usage and then just build a more efficient long-term delivery system. We don't have to rush to do that. We're looking at it from an engineering perspective, and we'll be opportunistic, you know, down the road. Right now, we really like our current position.
Thanks, Dave.
Phil.
Phil, it's Mike , on the other question. I mean, I think obviously, as we've said before, we're very committed to the commitments that we made to the rating agencies and therefore to the bondholders who support the balance sheet. It's our highest priority to get ourselves delevered consistent with those commitments and then get ourselves back to balanced capital allocation, which we're eager to have that include buybacks, as we've been talking about, no doubt.
I'd say it's premature to talk about, you know, where the topic you raised and other ways to think about, how to think about our ability to support the debt through the lens of a rating agency is stuff that we'll talk about with them, you know, as we see COVID make a turn and the businesses that are, you know, hurt on the EBITDA front, you know, really make their turn. Until then, it'd be, you know, premature to, you know, make any further comments.
Okay. Thanks, Mike.
Thanks Phil, Regina, we have time for one last question.
Your final question will come from the line of John Hodulik with UBS. Please go ahead.
Okay, thanks, guys. You know, obviously solid growth in Peacock this quarter. Is there anything you could tell us about usage or maybe daily average users or maybe the number of premium versus free subs? You know, what content is resonating with viewers? Is it sports or entertainment or, you know, some of the originals or library? Anything you could tell us there would be great. More broadly, I guess this is for Jeff or Brian, do you guys believe that NBC has the scale to compete effectively in a D2C-centric world, you know, obviously with the likes of Netflix, Amazon and Disney? If you could talk about that'd be great. Thanks.
Yeah. Thanks, John. This is Jeff. I'll jump into that. Clearly, I think we talked about the 22 million signups, which is, you know, great and way ahead of where we thought we'd be. If you look at You just mentioned the, you know, we're generally the majority of our advertising or of our revenue is advertising, and there's three metrics that really go into it. It's how many people sign up. It's how many of them use it regularly. You know, we track MAAs. You know, monthly active accounts. Then how often they use it, what the engagement is. Those 22 million obviously serve as the top of the funnel. We're way ahead on the other two of what we projected to be. That obviously then translates to revenue.
You know, couldn't be more pleased at where we are, and we're just seeing the effects of the Roku deal, by the way, just kicking in. We have lots of growth coming in amongst Roku customers going forward 'cause we're just seeing the very beginnings of that effect on us. Couldn't be more pleased. The content that's resonating, it really is interesting. It's kind of across the board. I mean, obviously, Premier League Soccer has been an interesting driver for us. Some of our topical stuff, some of our NBC News product has been resonating. Brian mentioned, you know, some of the shows that we're able to get from other people, you know, that they didn't necessarily discover on other platforms like Yellowstone and recently Mr. Mercedes are resonating.
I think that in general, if you look at the usage, the fact that we have such a deep library of familiar stuff, it's kind of the opposite of Quibi. You know, we have stuff people want to watch. They want to, you know, rewatch 30 Rock. They want to watch Dick Wolf's library. You know, it's really kind of across the board and very broad-based. With most of our programming strength coming in future, you know, future quarters, we're really very optimistic. We don't even, you know, get The Office, which is still amongst Netflix top shows until January exclusively. With the Olympics behind it, in fact, two Olympics behind it, you know, to add to our sports strength, we're, you know, we're very optimistic on how the content is resonating.
Just more broadly on D2C, you know, we have a You know, I do think we have the scale as a company to more than compete. I think we have the best platform. We have a content machine second to none across our company. When you think about D2C across our broader company, it's not just Peacock, but Comcast and Sky both have, you know, deep, broad customer relationships. And that was, by the way, we took advantage of both when we launched Peacock, you know, not just using you know, Sky's expertise to have a product that looks good and works really well, but also using Comcast, you know, strength on the X1 platform and Flex to really drive Peacock when we launched.
You know, more broadly across the company, we have things like, you know, Fandango and Rotten Tomatoes and lots of different ways that we reach customers directly. I think we have, you know, more than enough scale both in our content and across the broader company and the way that we reach consumers. I don't know, Brian, if you wanna add anything.
No, I think that's an excellent answer and a good way to end the call. I think going back to a question we asked earlier, what's your definition of success? I think you just laid out, Jeff. It's looking across the whole company, and Peacock is a fantastic example of just from quarter to quarter, amazing progress, and it's helping all parts of the company and their roadmap to ahead. It is one example, really good quarter, and we look forward to giving you more engagement stats and everything else as we go. There's a race on, and we did really well in the last 90 days, in the last 180 days in that race by the strategy that has been laid out here.
We've got for a lot less money and a lot less risk to our core company, changing the financial characteristics and yet giving us that potential to now have many customers having the Peacock app signed up, what can we do to get that engagement and usage up? That's the, that's over the next 10 years, and life over the long term of once you get that real estate. We're gonna continue that race, and we've got some great content ahead to get people who've yet to try Peacock to play with it. When you get there, it's gotta work really well, and that's where that experience from Sky and X1 and doing user interfaces paid off. We'll keep focused on it. Thanks for all the questions and the conversation. Marci, back to you.
Thanks. Thanks, John. That concludes our third quarter of 2020 earnings call. Thank you for joining us, and we wish all of you well.
There will be a replay available of today's call starting at 12:00 P.M. Eastern Time. It will run through Thursday, November 5th at midnight Eastern Time. The dial-in number is eight five five, eight five nine, two zero five six, and the conference ID number is three zero nine zero six four eight. A recording of the conference call will also be available on the company's website beginning at 12:30 P.M. Eastern Time today. This concludes today's teleconference. Thank you for participating. You may all disconnect.