What Are The Strengths And Weaknesses Of Comcast

Comcast is planning expanding globally. With the main competition with the Dish Television Network. Comcast’s have devised

A company’s strengths are found within their own company and members. Depending on how well and to what extent a company uses its resources determines just what its strengths are. These strengths may be what they do better than other companies, what they do different from other

Edmundson (2013) explains that companies that consistently expand in a profitable manner have learned to take their strength and transform them into a competitive advantage. Edmundson (2013) list nine principals that will help companies turn their strengths into competitive advantages. The nine principals are to be quantifiable, stay objective and creditable, be true and accurate, not stated by you’re competition, contrast, use concrete facts and tangible data, emotional, focused and simple, and tell stories to make your audience relate. Edmundson (2013) continues that typically companies that have

The future of the telecommunication industry is an exciting future. No longer can these companies depend on telephone service plans to maintain profit. Each company needs to find other avenues, packages and services that can be sold to existing customers while attracting new customers. The companies

A main component of any company are stakeholders. A stakeholder is a person, group, or organization that has an involvement or interest in a company. Stakeholders can affect a company’s actions as well as be affected by them. There are several key stakeholders in Comcast who play a large role in how the company is ran. These include managers and employees, government agencies and unions, and finally the shareholders.

Comcast even included bundle deals for their customers. Comcast sold two types of bundles: television content and services. Content bundles typically included the big broadcast networks, basic cable channels, and a selection of premium cable channels. Bundling decisions could be highly controversial, as the high-profile legal dispute between the Tennis Channel and Comcast illustrated. Comcast elected not to include the Tennis Channel in its basic cable package, which reached nearly all TV subscribers. Instead, it placed the channel in a premium- priced sports bundle, which reduced the Tennis Channel’s advertising revenue. Comcast service bundles typically included television, Internet service, wireless voice, and sometimes even home security

I work in media sales for Comcast. We work with advertisers and ad agencies in the Chicago Market. To be brief, we sell TV commercials on Cable Networks. The most egregious example of rent seeking would be our make-good process working with ad agencies and/or advertisers. Basically, we have it written in our terms and conditions that we are allowed to make-good dropped spots however we see fit unless specified by the advertiser or ad agency. The savvy buyers are very specific on how dropped spots can be made good. On the surface, seems like this relatively harmless, right? It would make business sense to make-good the dropped spots on like networks and programs. Happy client equals more revenue long-term. The main issue is how our Account Managers are compensated and not the terms and conditions. Our Account Managers main responsibility is to ensure 100% run-rate meaning we can invoice the client for the full amount of the contract. The bonuses of the Account Managers are based on run-rate. The incentive is built in to throw those dropped spots back on wherever they will run to make sure the bonus checks keep coming. A common phrase that is uttered by Account Managers is “I make the dollars good, I don’t make the spots good.”

Comcast practices the ‘Best-cost provider strategy’ in a business model that promotes convince for their customers by offering integrated services all on one bill. “Best-cost provider strategies are a hybrid of low-cost provider and differentiation strategies that aim at satisfying buyer expectations on key quality/features/performance/service attributes and beating customer expectations on price” (Gamble et. All) The elements in the best-cost provider strategy include: bundles with internet, cable and telephone services at varying internet speed, cable channels and levels of telephone service; different cable packages with different channels and promotional deals and

Want to experience the world-class email services from Comcast? Contact Comcast technical support or try these instructions to configure Comcast email on your Windows computer system.

Comcast is back at it again. In February, the FCC voted on a plan to open up the cable box market to competition, which would allow you the opportunity to buy your own, technologically advanced box. Now you won’t have to put up with those terrible out dated black boxes underneath your television sets. You theoretically would be able to purchase your own box instead of paying monthly fees to rent a huge rectangle that someone had rented for years prior.

Rogers Cable is the leader in Canada’s cable television market, with a over 2.3 million cable television subscribers and 500000 internet subscribers. In 1993 the Canadian government relaxed the norms of telecommunications industry followed by an application in 1999, allowing local carriers to change the content of the information passing through their networks. This led to increased competition in the market and the customers enjoyed a lot of choice. As such Rogers Cable focused completely on increasing its subscriber base and

In 1963, with the purchase of American Cable Systems and its 1,200 subscribers in the city of Tupelo, Massachusetts, Ralph Roberts founded Comcast. By 2016 Comcast is one of the nations leading providers of entertainment, communication as well as cable products and services. Nationwide Comcast has over 100,000 employees; each day the company provides over 142 million phone calls, over 136 million emails and over 12 million received voicemails. To date Comcast is the leading cable provider in 19 states nationwide. Since 1963 Comcast has continued to grow with monumental purchases as well as mergers that were blocked by the government in efforts to stop a potential monopoly. Throughout the company’s history, it has grown in three categories Cable, Phone and internet.

Comcast has to balance all of these factors in their macroenvironment while making their internal business decisions and deciding how to price their advertisement slots and subscription charges.

Any change in the factors that make up the macro-environment can have a direct impact on the Comcast Corporation. These factors can affect the Porter Five Forces that shape their strategy and their competitive advantage over other firms.

     The telecommunications industry is a multi-billion dollar industry worldwide. The key success factors in this industry are hard to pin point, because they vary from having the right amount of money to having the right amount of customers. This industry is a very expensive industry to do research and development in. Besides the money required for R&D the companies in this business have to spend tremendous amount of capital on advertising and consumer awareness. The services provided by the different competitors in this industry are essentially the same but with very different reputations. AOL spends millions of dollars every year to send free trial C.D., in order to gain customer awareness. Which in turn shows the results as being very successful, making AOL the largest internet-service provider in the United States.