Four Market Analysis

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  • Topic: Customer service, Employment, Customer
  • Pages : 6 (1760 words )
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  • Published : July 28, 2012
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Market Analysis Paper

1. Organization – Comcast

2. Four-Market Analysis

External Labor Markets
Comcast looks to attract, recruit, develop, and retain talented employees in the industry, from entry-level to senior-level positions, through a variety of recruitment methods and the offering of tangible and intangible benefits. To attract candidates in the external labor market, Comcast offers market competitive compensation that is based on local and national surveys. Comcast also markets their positions aggressively under the employer of choice motto and selectively recruits employees that fit well into the organization's customer centric culture.

Internal Labor Markets
Comcast has a very large and diverse employee population; therefore, it needs to offer benefits and resources that keep employees motivated and effectively competes with their other interests, including those both internal and external to the workplace. All employees receive the same benefits, including health plans, paid time off, 401(k) retirement plan, employee stock purchase program, tuition reimbursement, courtesy cable and more. Comcast also offers opportunities for employee advancement and dedicates resources for developing employees through Comcast University. The company focuses on diversity and inclusion, which is key to their innovative and inclusive culture. These elements along with a defined compensation strategy keep employees focused on doing the best job and living up to The Comcast Credo.

Capital Markets
Comcast was founded in 1969, is based in Philadelphia, Pennsylvania, and employs over 102,000 full time employees. It is the biggest U.S. cable provider with nearly 21% of the U.S. pay-TV market share. Comcast’s capital expenditures increased in the early part of the decade as the company built the necessary infrastructure to compete with other prominent players such as Dish Network, DirecTV, Time Warner Cable, AT&T, and Verizon. Although Comcast has been losing overall video subscribers, it has been able to grow both its digital video customer base as well as its high speed Internet and digital voice business, which has helped increase revenue growth.

Customer Markets
Comcast competes for customers by promising an amazing customer experience and products that are superior, innovative, and reliable. Today, in most locations in the U.S., customers have other choices, including satellite pay-TV providers, cable companies, telecom operators, and broadband businesses. Comcast realizes that customers are not just concerned with whether the company can provide and service the Internet, TV, and home phone, but on how well they can do it. They need to ensure state of the art technology and discounts and offerings at a competitive prices. Bundling is just one example on how Comcast offers an economic value to their customers.

3. At Comcast, one of the most highly influential and large population job is the Call Center Representative. Some of the job responsibilities in the Call Center include handling incoming calls, in-person lobby traffic, working to resolve customer billing issues, and explaining Comcast’s products and features. If the Call Center were to close or be non-working for an extended period, customers would not have access to the fast, reliable, and respectful services that Comcast promises in the Comcast Customer Guarantee. This level of customer service, professionalism, technical knowledge, and availability is at the forefront of Comcast’s organizational strategy. Throughout the past several years, Comcast has realized that their reputation with their customers and potential customers was damaged by mediocre customer service. This forced them to better align their goals and clearly show that although the products and services they offer may be similar within the industry, they distinguish themselves from the competition through the overall customer service experience they offer at all levels. The...
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