Environmental Pressures

This article written by Leslie Picker and Cecilia Kang primarily focuses on the issue regarding the merger of cellular phone giant AT&T with the entertainment conglomerate Time Warner. In late October the New York Times broke the news of these two joining and many industry annalists viewed the merger with skepticism as well as, outraged consumer groups. Individuals believed that AT&T and Time Warner would terminate any competition and create unfair pricing in order to encourage more mass media consolidation resulting in a market that would be strikingly similar to a pure monopoly.

Although this was a proven method in Europe to draw in new customers, the trend suggests that this strategy acquires customers at a very high churn rate. They end up leaving for the next best deal. Trends in Europe also proved that the emergence of a competitive market could place downward pressure on prices and upward pressure on costs. This option just doesn’t address

“The media’s the most powerful entity on earth. They have the power to make the innocent guilty and the guilty innocent, and that’s power. Because they control the minds of the masses.”. In the media industry everyone is always wanting to gain more power, the more power you have, the larger audience mass you gain. “Comcast” as a type of organisational company owns many media sectors and these include; video, high speed internet, phone, advertising, franchise fees, cable, corporate, NBS cable networks, NBC Broadcasting television, Universal Filmed Entertainment, Universal Theme parks and NBC Universal. Here is a chart demonstrating their revenue income

In Derek Thompson’s article “Prisoners of Cable” (Thompson, 2012), Thompson wrote why consumers in the US were the prisoners of the cable bundle. In this essay, I will provide a brief analysis of the article written by Derek Thomson and discuss about how the proposed merger of Comcast and Time Warner Cable and AT&T and Time Warner apply.

This giant is still not satisfied with the profitable margin that it receives each year. Comcast merged with Time Warner Cable in 2005 to purchase the competition, Adelphia Communications. In purchasing the fifth largest cable company comes all of their subscribers making Comcast a colossal company. Now that it has majority control over the market, Comcast is selling the idea to the public that the services they will provide will benefit the consumer. The large cable company’s know that as a consumer we have no choice but to pay for the entertainment that they provide, which leaves the consumer with no choice at all.

“The Case for the AT&T-Time Warner Deal” point out Mr. Stephenson (AT&T chief executive officer) that he wanted to ignore the basic structure of changing the market, but focus more on Mr. Bewkes (CEO of Time Warner) mentioned about “vertical combination” of AT& T and Timer Warner. Mr. Bewkers continued that this

This report examines the strategic and financial management style of Comcast Communications and proposes methods for financial monitoring and control. Material reviewed includes corporate reports, newspaper articles, and peer reviewed journals that offer insight into the strategy and expansion plans of Comcast. Results of the analysis showed that Comcast tends to expand by means of acquisition, and that the company has recently shifted its focus to emphasize customer service. The limitations of this report included the inability to comprehensively forecast the direction of emerging technologies and the direction of the telecommunications industry within the next five years, and the trend of executive compensation in

The case study analysis the merger of Comcast and AT&T broadband and the factors that lead to it. The state of cable industry from 1996 is significant as the Telecom act opened new frontiers for wireless and cable companies which were now vying marketplace in both markets.

Having credibility in a business world is very imperative especially if you want to be successful. Your potential clients and business partners want to be able to trust and depend on you. A company’s reputation speaks for its self. If your work performance is superior it will show, and if it not you will probably lose business.

"You couldn’t go anywhere without hearing that if you weren’t trying to be like Cisco, you were falling behind, their systems are so brilliant. I’m sorry. It’s clear it’s not the case." What Cisco’s systems didn’t do was model what would happen if one critical assumption?growth?was removed from both their forecasts and their mind-sets. If Cisco had run even modestly declining demand models, Chambers and Carter might have seen the consequences of betting on more inventory. But Cisco had enjoyed more than 40 straight quarters of stout growth. In its immediate past were three quarters of extreme growth as high as 66 percent. The numbers the virtual close presented to the eye of the beholders?the Cisco executives?painted a picture of the present as lovely and pleasant as a Monet landscape. According to many observers, Cisco’s fundamental blunder was to rely on that pretty picture to assume the future would be equally pretty. The Inventory Buildup CISCO’S HISTORY is like Mount Saint Helens. Its explosive success blew the side off the old economy rules of slow, steady growth. Cisco rose above a crop of small networking companies through two strategies: outsourced manufacturing and growth through acquisition. From the time it went public 11

strategy; the growth of Internet delivery of content; the growth in our streaming subscriptions and the decline in

This will reduce the risk of customers switching to a different service provider for more advanced offerings.

The Benefits and Problems For a Firm Trying to Increase the Flexibility of Its Operations

The world is not a stagnant entity. It’s in a constant stage of growth and development. It’s now crucial for companies to be able to adapt and change to keep up with new technologies and developments. Strong, but malleable, business strategies in both diversification and innovation will help any company to keep up with competitors, customer demand, and trends. While a company needs to be able to adjust and grow, these strategies cannot be set in stone. Refusal to change actually hinders the capacity to innovate and diversify product lines, marketing, pricing models, and development.

Strategic Flexibility: This concept emphasizes the fact that in order to get the best out of people the organization should be sensitive to its competitive environment and it should