Abstract This paper investigates Comcast's product positioning and competitive positioning. The paper points out that Comcast competes in a monopolistic market where it faces competition from substitute goods rather than direct competitors in most cases. The paper concludes that Comcast is seeking to expand its content offerings as well as capitalize on key new technologies.
From the Paper "Comcast has grown from a regional cable provider to the largest provider of cable services in the United States. It has focused on obtaining new subscribers and offering new technology while it has paid less attention to the area of content. The company participates in an industry that provides some monopolistic protection in geographic regions by limiting direct competition but faces competition from competing technologies, such as satellite providers. Comcast has begun acquiring content assets such as Entertainment Television but its content ..."
Abstract The paper is a case study of Comcast Cable Company, one of the largest cable providers and communication giants in the world. The paper examines Comcast's recent diversification into digital cable, high-speed Internet and digital phone services. The paper analyzes Chairman and CEO, Brian L. Roberts, and his contribution to Comcast's success. The paper further examines's Comcast's balance sheet, and concludes that Comcast's financial results are impressive, with revenue increases in the three-figure percentage range.
From the Paper "One of the main artisans of this success is certainly Comcast Corporation's Chairman and CEO, Brian L. Roberts. He is probably the person to blame for the company entering the Fortune 100 list with its 21.5 million customers and 74,000 employees. Certainly, many were keen to recognize his merits and Institutional Investor magazine named him the top vote-getter in the 2004 America's Best CEO annual survey, with Money magazine naming Comcast as one of the top five performing stock over a thirty-year period."
Tags: AT&T, financial, ratios, National, Cable, and, Telecommunications, Association
Abstract This paper discusses customer loyalty, using the company Comcast Corporation as a case study. The paper begins with an assessment of the roots of customer loyalty, which it maintains are in staff loyalty. Next the paper examines how customer loyalty is developed. Then the paper asks how customer loyalty is incorporated into marketing strategy. Finally, the paper studies the affect of customer loyalty on Comcast's customer retention.
From the Paper "Winning customer loyalty begins with winning staff loyalty. Companies that try to win customer loyalty without first winning staff loyalty often find that in spite of great customer loyalty programs and initiatives their results fall far short."
Abstract The author of this paper examines and compares two major cable TV provider, Comcast and Direct TV, in an attempt to decide which company is preferable. According to the author, both companies appear to have decent packages but after examining both offers, there were some interesting differences and similarities. The writer contends that both companies' plans have positive and negative elements and that consumers, when choosing a cable provider must consider the packages according to their individual preferences.
From the Paper "Overall the rest of the bonuses for Comcast and Direct TV differed greatly. You can't even order bonuses with Comcast which seemed annoying. However you can get movies bonuses with HBO, Showtime, and Starz for $35.00. Secondly, for the first 12 months, you get $23.00 off Direct TV. Furthermore, Direct TV has exclusive sports channels. They have NFL Sunday ticket, Nascar Hot Pass, Mega March Madness, and Setanta Sports. Considering all of the bonuses and everything, my family and I chose to go with Direct TV. The sports bonuses along with the free installations and money off during the first year more than made up for any of the problems it could have. Also Comcast seems to just have too many fees that I just didn't want to deal with.
"Ultimately, after all of the bonuses and promotional offers, customers will have nothing to focus on other than the quality and availability of the shows they like to watch. Seeing beyond the incentive deals and determining which company offers you the most programming at the price you can afford, is really the bottom line."
Abstract Internal and external forces impact organizational behavior within various organizations. An organizational mission, competition, and customer demands, are examples of forces that have effects on organizational behavior. This paper examines ways in which the organizations of Merrill Lynch, Comcast, Citicards, and Steak and Ale are impacted by these forces.
Outline:
Organizational Mission of Merrill Lynch
Competition within Comcast How Competition Impacts CitiCards
Customer Demands within Steak and Ale
From the Paper "In the late 1990's, Merrill Lynch had Lanai Stephens as the President of its Private Client Group. Mr Stephens had an organizational mission for the Private Client division, which was to make the Merrill Lynch Account Executive a true consultant to their clients, not just an "order taker". Mr Stephens knew that a being a transactional broker was a thing of the past, and a financial advisor will be the future within Merrill Lynch's organizational culture. The role of the Account Executive from here on forward would never be the same at Merrill Lynch. An Account Executive is now known within Merrill Lynch's organization as a Wealth Manager or Financial Advisor. Professional designations of Wealth Managers and Financial Advisors have increased over 275% just since 1999. These professional designations are CIMAs (Certified Investment Management Analysts) and CFPs (Certified Financial Planners). Merrill Lynch's training program for new employees that desire a career as a Financial Advisor or Wealth Manager are now required to successfully complete the Certified Financial Planning curriculum and attain the marks. Otherwise, these candidates will not be able to pursue their career with Merrill Lynch."
Abstract In this article, the writer makes suggestions for how Comcast should build a training facility for technical support staff. Taking quality management into consideration, the writer describes how the paper focuses on important training issues like ergonomics. Further, the writer discusses Deming's P.D.S.A. model.
From the Paper "Comcast has reached a stage where the company believes that it needs a separate training facility for technical support personnel. In order to make recommendations about building a training facility, it is important to understand the fundamental precepts of employee training. A study of ergonomics is essential to making appropriate recommendations relating to the appropriate design for this training facility for Comcast. Ideally, the facility will be capable of serving a variety of other purposes when it is not in use for training field technical service personnel.
Tags: management, business, deming, PDSA, training facility, training, ergonimics, construction
Abstract This paper examines how a superstar like Michael Jordan helps the business of basketball and the overall economy. The author discusses how Jordan's comeback helps the MCI Center, the NBA, Nike, television and ticket sales.
From the Paper "For most of the summer of 2001, there was speculative talk among journalists, basketball players and his Airness himself about the return of Michael Jordan to NBA basketball as a Washington Wizard. After Jordan became part owner and President of Basketball Operations in January of 2000, there were always some questions about the possibility of a comeback, though Jordan adamantly denied having these intentions up until a week before he was supposed to make his official announcement on September 11, 2001. Of course, in the wake of the happenings of September 11, his announcement was official about a week later, with the economic effects coming around the same time and reverberating through the league now."
Tags: basketball, business, Michael, economy, profit, Nike, ticket, nevins, comcast, wizards, mci, center, nba
Abstract This paper looks at one particular piece of the changing technology puzzle ?the ways in which cable television has become increasingly sophisticated through the incorporation of a number of different types of technology. Specifically, this paper focuses on the efforts of Comcast to become the nation's leading cable television outlet, in part through its acquisition last year of the telephone company AT&T.
From the Paper "While most of us probably still think of cable and telephone service as being distinct from each other, in fact over the past decade they have become more and similar to each other as entertainment and information services like cable television have come to rely more and more heavily on the transmission capabilities of phone lines ? and as phone companies have become more and more diverse in the technological capabilities that they have to offer."
Tags: satelite, tv, cable, technology, internet, telephone, company
Abstract The paper defines Type A Reorganization as a statutory merger or consolidation and can be what is termed a forward or reverse triangular merger. It explains that it falls under the category of "acquisitive" reorganizations. Two corporations execute a merger under state law, with shareholders or the target company exchanging target company stock for stock of the acquiring company. The paper covers several issues pertaining to Triangular Type A Reorganizations, including its relation to the I.R.S. and its advantages and disadvantages. The paper also studies three current cases of Triangular Type A Reorganizations: the Comcast-AT&T Broadband merger, Exxon/Mobile, and Chevron/Texaco.
From the Paper "As with any type of acquisition and merger, there are advantages and disadvantages to all involved parties. In light of the proposed regulations and other recent guidance from the IRS, taxpayers may soon be able to take advantage of the more liberal tax rules of Section 368(a)(1)(A) without compromising many of the business advantages (i.e., having to deal only with target shareholder approval of the merger and being able to hold the target business in a separate legal entity) of a reverse triangular or forward triangular structure. For example, an acquiring company may create a merger subsidiary (S) and a disregarded entity (DRE) and merge S into a target in a reverse triangular merger. The acquirer may then merge S into DRE and the step transaction doctrine should apply to treat the integrated steps as a direct merger of the target into the acquirer."
Abstract Short history of AT&T's venture into the cable internet marketplace. Includes information on mergers with TCI, MediaOne and Comcast that made this possible, and the history of MediaOne's Road Runner, the first cable-delivered internet access system.
