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 ..."

Tags:marketing, comcast

Abstract
This paper describes the situations in the Comcast and Macy's mergers and how these were worked out, as well as identifying working capital management strategies.

From the Paper
"In the well publicized Comcast merger with AT&T Broadband, Comcast announced that they would acquire AT&T Broadband's assets, the latter being the largest cable television operator at that time, a spinoff of AT&T's cable TV service. The merger was agreed upon for ... billion. The merger occurred with Comcast acquiring all assets of AT&T Broadband to become the largest cable television company in the United States, boasting over ... million subscribers. The situation in this merger was that although..."

Tags:Comcast, Macy's, merger, working capital management

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
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."

Tags:television, cable, programing, sport, movies, bonus, packages, channels, consumer, languages, HD, DVR, franchise, service

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."

Tags:customer loyalty, staff loyalty, customer retention, Comcast Corporation, marketing

Abstract
This paper examines internal and external forces and how they impact organizational behavior within various organizations. The focus of the paper is on organizational mission, competition and customer demands as examples of forces that have effects on organizational behavior. The paper examines the ways in which the organizations of Merrill Lynch, Comcast, Citicards and Steak and Ale are impacted by these forces.

Table of Contents:
Organizational Mission of Merrill Lynch
Competition within Comcast
How Competition Impacts CitiCards
Customer Demands within Steak and Ale

From the Paper
"In conclusion, restaurant and foodservice employment today represents almost 9.8 percent of the total employment in Florida. That means nearly 436,000 people will hold a Florida restaurant or foodservice job in the year 2005. Finding, training and advancing a workforce this large will truly be a tremendous challenge. As customer demands continue to grow, food service sanitation and safety, licenses, nutrition, demographic trends, rising income levels and tourism trends as well as the issues discussed above will ultimately affect the way customer demands impact organizational behavior in the restaurant industry as a whole."

Tags:employment, competition, customer, consumer

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
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."

Tags:mission, competition, customer, demands, Merrill, Lynch, Comcast, Citicards, restaurant

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."

Tags:shareholder, subsidiary, DRE, Modification, of, Final, Judgement

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