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To tell the story of how the existing providers came together to formulate "TV Everywhere," one must set aside the consumer advertisements and review the trade publications, statements by industry executives at trade shows and panels over the past year, as well as the comments those executives made to the press. Such a review shows how cable executives deliberately attempted to avoid a paper trail, crafting the plan with conversations in person, on the phone, and at trade events. The evidence, including statements by leading cable TV executives, makes clear that, under the circumstances, TV Everywhere cannot work without collusion. Executives recognize that competitive pressures should force programmers UAE VPN  to make more and more content available online — and to compete with one another. That is, Comcast's Fancast Xfinity should be competing online both with the offerings of other cable operators, like Time Warner Cable, and those of programmers like Hulu, owned (for now) by Disney, Fox, NBC and others. One Comcast executive described the online TV situation as a classic "prisoner's dilemma," in which two criminals are collectively better off by colluding but worse off by following their individual self-interest. Competitive pressures should require existing cable TV distributors to meet consumer demand for online TV, rather than resist the demand by tying programming to inflated cable TV subscriptions. Recently, when the newspapers sought to implement an industry-wide "pay wall" on the Internet, the papers sought an antitrust  exemption from the Justice Department to hold talks. The cable industry did not seek such an exemption for TV Everywhere, but went ahead and implemented an industry-wide agreement anyway, in apparent violation of the law. Government oversight, antitrust law and competition policy exist to ensure a fair marketplace for all business interests to the benefit of consumers and the economy. This paper calls for