Telecommunications Industry

Paper Summary:

This paper discusses the changes that have occurred over the years in the telecommunications industry, since the "great Ma Bell". It particularly focuses on the changes that the company, Verizon will see in the fiber optic field. It looks at the forces in Verizon's task environment that affect the industry in various negative and positive ways.

From the Paper:

"Verizon is a large telecom corporation. Over the last seven years, Verizon has "made an audacious--and very expensive--bet on a new internet connection that is faster than anything the U.S. has ever seen" (Stephanie Mehta, 2007, p. 119). FiOS (Fiber Optic Service) is a huge investment that the telecom industry is relying on to continue its' success. Verizon has strategically planned how to budget for "$23 billion by the end of 2010" ( Stephanie Mehta, 2007, p. 119). As fiber to the premise grows throughout the country, the more customers Verizon will lure away from the competitive cable companies. With various bundle packages and savings for customers, Verizon is continuously building a competitive advantage over that of its closest competitors. Cox Communications, Cavalier, and many other companies are close competitors in the Virginia area. Verizon has the fiber to the premise rarely failing compared to the competitors broadband fiber. Customers have complained about the moisture in the air interfering with the cable company's fiber. Verizon has proved through trails and tribulations that their fiber service to the house has done exceptionally well with little to no interruptions."

Sample of Sources Used:

• Gubbins, E. (2006, October 23). Management Motivation. [Electronic version]. Telephony, 247 (17), 25
• Jones, G., R. and George, J., M. (2007). Essentials of Contemporary Management (2nd ed.). Boston: McGraw Hill
• Lawler, M. (2000, April). Fierce competition and demand engender grow or die mentality. [Electronic version] Signal, 54 (8), 17
• Mehta, S., M. (2007, March 5). Verizons Big Bet on Fiber. [Electronic version]. Fortune, 155 (4), 119

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