be profi  table. The Broadband Home The first duty of any corporation is to provide an increasing  rate of return to its shareholders. At Bell, we are making the  decisions that will result in profi table growth. Our recent increase in the per-share dividend refl ects our  growing confidence that our strategy is working. This is  in large part a result of the lower costs that will come from  Galileo. By focusing on simplifying our operations, we intend  to lower costs while providing higher levels of customer  service. This will unleash our ability to generate profi table  growth in all three customer segments. Millions of Bell consumers are already living in the broad- band future—they just don’t know it. Millions more will be  soon. Any house with Bell DSL (Digital Subscriber Line)  is connected to the IP network that makes the broadband  future a reality. When we complete our Fibre-to-the-Node  (FTTN) installation by the end of 2008, a high-speed broad- band connection eight times faster than today’s DSL lines  will come through the line into nearly every Bell customer’s  house in the Québec City to Windsor corridor. And because  of that broadband connection, Bell will be able to offer a  wider and more varied selection of services to our customers. The Broadband Home will provide consumers with an  endless variety of entertainment, education and information  options across a variety of digital platforms, including  television, home computers and the telephone. And we are  making it easy for our customers to choose and use more Bell  services. Our  2003 introduction of product bundles allows  customers of two or more Bell services (long distance, wireless,  video or Internet) to receive special pricing on these product  packages, including our revolutionary long distance bundle  that allows our customers nearly unlimited long distance  calling anywhere in North America for only $5 a month. In  2004, we sold almost 370,000 multi-product bundles. Bell Canada Enterprises  2004  Annual Report 24