Notes to Consolidated Financial Statements Notes Exchangeable into Common Stock We hold exchangeable notes (the “Exchangeable Notes”) that are mandatorily redeemable at our option into shares of Cablevision Class A common stock or its cash equivalent, Microsoft common stock or its cash equivalent, (i) Vodafone ADRs, (ii) the cash equivalent, or (iii) a combination of cash and Vodafone ADRs, and Comcast Class A Special common stock or its cash equivalent.
The maturity value of the Exchangeable Notes varies based upon the fair market value of the security to which it is indexed.
Our Exchangeable Notes are collateralized by our investments in Cablevision, Microsoft and Vodafone, respectively, and the Comcast Class A Special common stock held in treasury (see Note 6).
During 2004, we redeemed an aggregate of $847 million face amount of notes exchangeable into Comcast common stock (covering approximately 22.5 million shares of our Class A Special common stock) prior to their scheduled maturity dates by paying $609 million in cash and by exercising our options to put the underlying equity collar agreements to the counterparties.
Interest expense for 2004 includes $31 million related to the early redemption of these obligations.
As of December 31, 2004, $272 million of Comcast exchangeable notes, which are due in November 2005, remain outstanding.
The remaining outstanding notes exchangeable into Comcast common stock are collateralized by approximately 8.4 million shares of our Class A Special common stock held in treasury.
During 2004 and 2003, we settled an aggregate of $2.359 billion face amount and $1.213 billion face amount, respectively, of our obligations relating to our Exchangeable Notes by delivering the underlying Cablevision and Microsoft shares and Vodafone ADRs to the counterparties upon maturity of the instruments, and the equity collar agreements related to the underlying securities were exercised.
These transactions represented non-cash investing and financing activities and had no effect on our statement of cash flows due to their non-cash nature.
As of December 31, 2004, the securities we hold collateralizing the Exchangeable Notes were sufficient to substantially satisfy the debt obligations associated with the outstanding Exchangeable Notes (see Notes 6 and 12).
Repayments of Senior Notes On March 31, 2004, we repaid all $250 million principal amount of our 8.875% senior notes due 2007.
On May 1, 2004, we repaid all $300 million principal amount of our 8.125% senior notes due 2004.
These repayments were both financed with available cash.
On September 15, 2004, we repaid all $300 million principal amount of our 8.65% senior notes due 2004.
The repayment was financed with borrowings under our commercial paper program and available cash.
ZONES At maturity, holders of our 2.0% Exchangeable Subordinated Debentures due 2029 (the “ZONES”) are entitled to receive in cash an amount equal to the higher of the principal amount of the ZONES of $1.807 billion or the market value of Sprint common stock.
Prior to maturity, each ZONES is exchangeable at the holder’s option for an amount of cash equal to 95% of the market value of Sprint common stock.
We separated the accounting for the Exchangeable Notes and the ZONES into derivative and debt components.
We record the change in the fair value of the derivative component of the Exchangeable Notes and the ZONES (see Note 6) and the change in the carrying value of the debt component of the Exchangeable Notes and the ZONES as follows (in millions):
## Table 0 ##
ment.
For our AFS and cost method investments, we charge the impairment to investment income (loss), net.
For our equity method investments, the impairment is recorded to other income (expense) (see Note 6).
If a consolidated entity or equity method investee issues additional securities that change our proportionate share of the entity, we recognize the change as a gain or loss in our consolidated statement of operations.
In cases where gain realization is not assured, we record the gain to additional paid-in capital.
Property and Equipment Property and equipment are stated at cost.
We capitalize improvements that extend asset lives and expense other repairs and maintenance charges as incurred.
For assets that are sold or retired, we remove the applicable cost and accumulated depreciation and, unless the gain or loss on disposition is presented separately, we recognize it as a component of depreciation expense.
We capitalize the costs associated with the construction of our cable transmission and distribution facilities and new service installations.
Costs include all direct labor and materials, as well as various indirect costs.
We capitalize initial customer installation costs directly attributable to installation of the drop, including material, labor and overhead cost, in accordance with SFAS No.51, “Financial Reporting by Cable Television Companies.
” All costs incurred in connection with subsequent service disconnects and reconnects are expensed as they are incurred.
We record depreciation using the straight-line method over estimated useful lives.
Our significant components of property and equipment are as follows:
## Table 1 ##
We evaluate the recoverability and estimated lives of our property and equipment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable or the useful life has changed.
The evaluation is based on the cash flows generated by the underlying assets and profitability information, including estimated future operating results, trends or other determinants of fair value.
If the total of the expected future undiscounted cash flows is less than the carrying amount of the asset, we would recognize a loss for the difference between the estimated fair value and the carrying value of the asset.
Unless presented separately, the loss is included as a component of depreciation expense.
Intangible Assets Indefinite-Lived Intangibles Franchise Rights Our franchise rights consist of cable franchise rights and sports franchise rights.
Cable franchise rights represent the value attributed to agreements with local authorities that allow access to homes in cable service areas acquired in business combinations.
Sports franchise rights represent the value we attribute to our professional sports teams.
We do not amortize cable franchise rights or sports franchise rights because we have determined that they have an indefinite life.
We reassess this determination periodically for each franchise based on the factors included in SFAS No.142, “Goodwill and Other Intangible Assets,” (“SFAS No.142”).
Costs we incur in negotiating and renewing cable franchise agreements are included in other intangible assets and are primarily amortized on a straight-line basis over the term of the franchise renewal period.
We evaluate the recoverability of our franchise rights annually, or more frequently whenever events or changes in circumstances indicate that the assets might be impaired.
We estimate the fair value of our cable franchise rights primarily based on a discounted cash flow analysis.
We also consider multiples of operating income before depreciation and amortization generated by the underlying assets, current market transactions, and profitability information in analyzing the fair values indicated under the discounted cash flow models.
If the value of our cable franchise rights is less than the carrying amount, we would recognize an impairment for the difference between the estimated fair value and the carrying value of the assets.
We evaluate the unit of account used to test for impairment of our cable franchise rights periodically to ensure testing is performed at an appropriate level.
In July 2008, our Cable division management structure was reorganized from five divisions to four.
Our impairment testing as of July 1, 2008 confirmed that no impairment existed before the change.
Goodwill Goodwill is the excess of the acquisition cost of an acquired entity over the fair value of the identifiable net assets acquired.
In accordance with SFAS No.142, we do not amortize goodwill.
## Table 2 ##
Noncash Financing and Investing Activities During 2008, we: ?
exchanged our 50% interest in the Insight asset pool for Insight’s 50% interest in the Comcast asset pool, which is a noncash investing activity ?
recorded a liability of approximately $180 million for a quarterly cash dividend of $0.0625 per common share paid in January 2009, which is a noncash financing activity ?
acquired approximately $559 million of property and equipment and software that are accrued but unpaid, which is a noncash investing activity ?
issued an interest in a consolidated entity with a value of approximately $145 million in exchange for certain programming rights, which is a noncash investing activity During 2007, we: ?
exchanged our 50% interest in the Kansas City asset pool for TWC’s 50% interest in the Houston asset pool, which is a noncash investing activity ?
settled the remaining outstanding $49 million face amount of exchangeable notes by delivering approximately 1.8 million of the 2.2 million underlying Vodafone ADRs to the counterparty, which is a noncash financing and investing activity ?
entered into capital leases totaling $46 million, which is a noncash investing and financing activity ?
acquired approximately $593 million of property and equipment and software that are accrued but unpaid, which is a noncash investing activity During 2006, we: ?
exchanged investments for cable systems in the redemptions with a fair value of approximately $3.2 billion and cable systems for cable systems in the exchanges with a fair value of approximately $8.5 billion, which are noncash investing activities ?
acquired an additional equity interest with a fair value of $21 million and recorded a liability for a corresponding amount in connection with our achievement of certain customer launch milestones, which is a noncash investing and operating activity ?
assumed a $185 million principal amount variable-rate term loan in connection with the Susquehanna transaction, which is a noncash financing and investing activity ?
acquired approximately $314 million of property and equipment and software that are accrued but unpaid, which is a noncash investing activity Note 15: Commitments and Contingencies Commitments Our programming networks have entered into license agreements for programs and sporting events that are available for telecast.
In addition, we, through Comcast Spectacor, have employment agreements with both players and coaches of our professional sports teams.
Certain of these employment agreements, which provide for payments that are guaranteed regardless of employee injury or termination, are covered by disability insurance if certain conditions are met.
One of our subsidiaries supports debt compliance with respect to obligations of a cable television investment in which we hold an ownership interest.
The obligation expires March 2011.
Although there can be no assurance, we believe that we will not be required to meet our obligation under such commitment.
The total notional amount of our commitment was $410 million as of December 31, 2008, at which time there were no quoted market prices for similar agreements.
This amount reflects a decrease of approximately $555 million from December 31, 2007, primarily as a result of the Insight transaction (see Note 5).
The table below summarizes our minimum annual commitments under the programming license agreements of our programming networks and regional sports networks and our minimum annual rental commitments for office space, equipment and transponder service agreements under noncancelable operating leases.
## Table 3 ##
## Table 4 ##
Customer Metrics
## Table 5 ##
Customer metrics include residential and business customers and are presented based on actual amounts.
Minor differences may exist due to rounding.
(a) Customer relationships represent the number of residential and business customers that subscribe to at least one of our cable services.
Single product, double product and triple product customers represent customers that subscribe to one, two or three of our cable serv- ices, respectively.
Cable Communications Segment – Revenue Video Video revenue increased 3.6% and 1.2% in 2015 and 2014, respectively.
The increases in revenue in both years were due to increases in the number of residential customers receiving additional and higher levels of video service and rate adjustments, partially offset by decreases in the number of residential video customers.
The increases in residential customers receiving additional and higher levels of video service and rate adjust- ments accounted for increases in revenue of 4.5% and 2.7% in 2015 and 2014, respectively.
As of December 31, 2015, 13.9 million customers subscribed to at least one of our HD or DVR advanced services compared to 13.0 million customers and 12.5 million customers as of December 31, 2014 and 2013,
Entergy Corporation and Subsidiaries Management's Financial Discussion and Analysis 17 The retail electric price variance resulted from rate increases primarily at Entergy Louisiana effective September 2006 for the 2005 formula rate plan filing to recover LPSC-approved incremental deferred and ongoing purchased power capacity costs.
The formula rate plan filing is discussed in Note 2 to the financial statements.
The volume/weather variance resulted primarily from increased electricity usage in the residential and commercial sectors, including increased usage during the unbilled sales period.
Billed retail electricity usage increased by a total of 1,591 GWh, an increase of 1.6%.
See "Critical Accounting Estimates" herein and Note 1 to the financial statements for a discussion of the accounting for unbilled revenues.
The fuel recovery variance is primarily due to the inclusion of Grand Gulf costs in Entergy New Orleans' fuel recoveries effective July 1, 2006.
In June 2006, the City Council approved the recovery of Grand Gulf costs through the fuel adjustment clause, without a corresponding change in base rates (a significant portion of Grand Gulf costs was previously recovered through base rates).
The increase is also due to purchased power costs deferred at Entergy Louisiana and Entergy New Orleans as a result of the re-pricing, retroactive to 2003, of purchased power agreements among Entergy system companies as directed by the FERC.
The transmission revenue variance is due to higher rates and the addition of new transmission customers in late-2006.
The purchased power capacity variance is due to higher capacity charges and new purchased power contracts that began in mid-2006.
A portion of the variance is due to the amortization of deferred capacity costs and is offset in base revenues due to base rate increases implemented to recover incremental deferred and ongoing purchased power capacity charges at Entergy Louisiana, as discussed above.
The net wholesale revenue variance is due primarily to 1) more energy available for resale at Entergy New Orleans in 2006 due to the decrease in retail usage caused by customer losses following Hurricane Katrina and 2) the inclusion in 2006 revenue of sales into the wholesale market of Entergy New Orleans' share of the output of Grand Gulf, pursuant to City Council approval of measures proposed by Entergy New Orleans to address the reduction in Entergy New Orleans' retail customer usage caused by Hurricane Katrina and to provide revenue support for the costs of Entergy New Orleans' share of Grand Gulf.
The net wholesale revenue variance is partially offset by the effect of lower wholesale revenues in the third quarter 2006 due to an October 2006 FERC order requiring Entergy Arkansas to make a refund to a coal plant co-owner resulting from a contract dispute.
Non-Utility Nuclear Following is an analysis of the change in net revenue comparing 2007 to 2006.
## Table 6 ##
As shown in the table above, net revenue increased for Non-Utility Nuclear by $451 million, or 33%, for 2007 compared to 2006 primarily due to higher pricing in its contracts to sell power and additional production available resulting from the acquisition of the Palisades plant in April 2007.
Included in the Palisades net revenue is $50 million of amortization of the Palisades purchased power agreement in 2007, which is non-cash revenue and is discussed in Note 15 to the financial statements.
The increase was partially offset by the effect on revenues of four

Tables referenced above, in order (Table 0 first):
<table><tr><td>Year ended December 31, 2004</td><td>Exchangeable Notes</td><td>ZONES</td></tr><tr><td>Balance at Beginning of Year:</td><td></td><td></td></tr><tr><td>Debt component</td><td>$5,030</td><td>$515</td></tr><tr><td>Derivative component</td><td>-712</td><td>268</td></tr><tr><td>Total</td><td>4,318</td><td>783</td></tr><tr><td>Decrease in debt component due to maturities and redemptions</td><td>-3,206</td><td>—</td></tr><tr><td>Change in debt component to interest expense</td><td>-63</td><td>25</td></tr><tr><td>Change in derivative component due to settlements</td><td>653</td><td>—</td></tr><tr><td>Change in derivative component to investment income (loss), net</td><td>-3</td><td>-100</td></tr><tr><td>Balance at End of Year:</td><td></td><td></td></tr><tr><td>Debt component</td><td>1,761</td><td>540</td></tr><tr><td>Derivative component</td><td>-62</td><td>168</td></tr><tr><td>Total</td><td>$1,699</td><td>$708</td></tr></table>
<table><tr><td>December 31 (in millions)</td><td>Weighted AverageOriginal Useful Life</td><td>2008</td><td>2007</td></tr><tr><td>Cable transmission equipment and distribution facilities</td><td>12 years</td><td>$15,660</td><td>$14,978</td></tr><tr><td>Customer premises equipment</td><td>6 years</td><td>17,788</td><td>15,373</td></tr><tr><td>Scalable infrastructure</td><td>6 years</td><td>5,776</td><td>5,179</td></tr><tr><td>Support capital</td><td>5 years</td><td>5,820</td><td>5,521</td></tr><tr><td>Buildings and building improvements</td><td>20 years</td><td>1,874</td><td>1,667</td></tr><tr><td>Land</td><td>–</td><td>205</td><td>202</td></tr><tr><td>Other</td><td>8 years</td><td>556</td><td>512</td></tr><tr><td>Property and equipment, at cost</td><td></td><td>47,679</td><td>43,432</td></tr><tr><td>Less: Accumulated depreciation</td><td></td><td>-23,235</td><td>-19,808</td></tr><tr><td>Property and equipment, net</td><td></td><td>$24,444</td><td>$23,624</td></tr></table>
<table><tr><td>Year ended December 31 (in millions)</td><td>2008</td><td>2007</td><td>2006</td></tr><tr><td>Interest</td><td>$2,256</td><td>$2,134</td><td>$1,880</td></tr><tr><td>Income taxes</td><td>$762</td><td>$1,638</td><td>$1,284</td></tr></table>
<table><tr><td>As of December 31, 2008 (in millions)</td><td>ProgramLicenseAgreements</td><td>OperatingLeases</td></tr><tr><td>2009</td><td>$559</td><td>$385</td></tr><tr><td>2010</td><td>$593</td><td>$317</td></tr><tr><td>2011</td><td>$578</td><td>$225</td></tr><tr><td>2012</td><td>$510</td><td>$176</td></tr><tr><td>2013</td><td>$516</td><td>$152</td></tr><tr><td>Thereafter</td><td>$5,145</td><td>$833</td></tr></table>
<table><tr><td>Year ended December 31 (in millions)</td><td> 2015</td><td>2014</td><td>2013</td><td>% Change 2014 to 2015</td><td>% Change 2013 to 2014</td></tr><tr><td> Revenue</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Residential:</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Video</td><td>$21,526</td><td>$20,783</td><td>$20,535</td><td>3.6%</td><td>1.2%</td></tr><tr><td>High-speed Internet</td><td>12,471</td><td>11,321</td><td>10,334</td><td>10.2</td><td>9.5</td></tr><tr><td>Voice</td><td>3,608</td><td>3,671</td><td>3,657</td><td>-1.7</td><td>0.4</td></tr><tr><td>Business services</td><td>4,742</td><td>3,951</td><td>3,241</td><td>20.0</td><td>21.9</td></tr><tr><td>Advertising</td><td>2,318</td><td>2,393</td><td>2,147</td><td>-3.1</td><td>11.5</td></tr><tr><td>Other</td><td>2,214</td><td>2,021</td><td>1,922</td><td>9.6</td><td>5.1</td></tr><tr><td> Total revenue</td><td>46,879</td><td>44,140</td><td>41,836</td><td>6.2</td><td>5.5</td></tr><tr><td> Operating costs and expenses</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Programming</td><td>10,516</td><td>9,819</td><td>9,107</td><td>7.1</td><td>7.8</td></tr><tr><td>Technical and product support</td><td>5,904</td><td>5,547</td><td>5,373</td><td>6.4</td><td>3.2</td></tr><tr><td>Customer service</td><td>2,377</td><td>2,205</td><td>2,097</td><td>7.8</td><td>5.2</td></tr><tr><td>Franchise and other regulatory fees</td><td>1,382</td><td>1,296</td><td>1,246</td><td>6.7</td><td>4.0</td></tr><tr><td>Advertising, marketing and promotion</td><td>3,340</td><td>3,083</td><td>2,905</td><td>8.4</td><td>6.1</td></tr><tr><td>Other</td><td>4,240</td><td>4,078</td><td>3,903</td><td>3.9</td><td>4.5</td></tr><tr><td>Total operating costs and expenses</td><td>27,759</td><td>26,028</td><td>24,631</td><td>6.7</td><td>5.7</td></tr><tr><td> Operating income before depreciation and amortization</td><td>$19,120</td><td>$18,112</td><td>$17,205</td><td>5.6%</td><td>5.3%</td></tr></table>
<table><tr><td></td><td colspan="3">Total Customers</td><td colspan="3">Net Additional Customers</td></tr><tr><td>December 31 (in thousands)</td><td> 2015</td><td>2014</td><td>2013</td><td>2015</td><td>2014</td><td>2013</td></tr><tr><td>Total customer relationships<sup>(a)</sup></td><td>27,701</td><td>27,035</td><td>26,677</td><td>666</td><td>358</td><td>215</td></tr><tr><td>Single productcustomers<sup>(a)</sup></td><td>8,366</td><td>8,409</td><td>8,752</td><td>-43</td><td>-343</td><td>-593</td></tr><tr><td>Double productcustomers<sup>(a)</sup></td><td>9,221</td><td>8,750</td><td>8,541</td><td>472</td><td>209</td><td>34</td></tr><tr><td>Triple product customers<sup>(a)</sup></td><td>10,114</td><td>9,876</td><td>9,384</td><td>238</td><td>492</td><td>774</td></tr><tr><td>Video customers</td><td>22,347</td><td>22,383</td><td>22,577</td><td>-36</td><td>-194</td><td>-267</td></tr><tr><td>High-speed Internet customers</td><td>23,329</td><td>21,962</td><td>20,685</td><td>1,367</td><td>1,277</td><td>1,296</td></tr><tr><td>Voice customers</td><td>11,475</td><td>11,193</td><td>10,723</td><td>282</td><td>470</td><td>768</td></tr><tr><td>Average monthly total revenue per customer relationship</td><td>$142.74</td><td>$136.97</td><td>$131.22</td><td></td><td></td><td></td></tr></table>
<table><tr><td></td><td>Amount (In Millions)</td></tr><tr><td>2006 net revenue</td><td>$1,388</td></tr><tr><td>Realized price changes</td><td>264</td></tr><tr><td>Palisades acquisition</td><td>209</td></tr><tr><td>Volume variance (other than Palisades)</td><td>-56</td></tr><tr><td>Other</td><td>34</td></tr><tr><td>2007 net revenue</td><td>$1,839</td></tr></table>

Question: How many Net Additional Customers exceed the average of Net Additional Customers in 2015?
Answer: 3