The phone companies are gezegde

The phone companies are in the awkward position of initiating a service in an already mature market with a disadvantaged cost structure, ... And on top of that, they have to offer the service at a discounted price just to compete. It's a hard strategy to sustain long-term.

The phone companies are in the awkward position of initiating a service in an already mature market with a disadvantaged cost structure. And on top of that, they have to offer the service at a discounted price just to compete. It's a hard strategy to sustain long-term.

Interestingly, some of the best service is from companies that offer the best cost, so you don't have to give up service for a good price.

The television services that we will be using in coming years will look much different than the service we used over the last 30 years. Phone companies like AT&T are rushing to offer a competitive television service to allow them to compete with the cable television companies.

Jeff Kagan (1968-)

We are very excited to announce the merger of these two powerful Prudential companies. ...We already work in the same effective service area and share the same brand. Together, we will be able to offer the experience and knowledge needed to serve customers across the board, in every neighborhood, and at every price range. This merger positions the company to lead the market in sales, service and satisfaction...

[Robert Langer, director of Dell.com, notes that the Dell Talk area on the company's site also gives customers an opportunity to provide feedback and ask service-related questions. Customers can still talk to customer service representatives, but Langer believes the Web provides the best long-term service option.] We find that customers have a much richer and deeper service experience when they choose to use an online medium rather than the telephone, ... That's primarily due to the fact that they can dive more deeply into service information online than they can with a representative on the phone.

We are currently seeing the rapid creation of a competitive structure in communications, in which large multi-service, multi-network players compete against one another and out of which single-service players are being squeezed. The level of cross-ownership and partnerships between companies involved in fixed, mobile, cable and broadcast will be a major factor in how fast fixed service spend declines because integrated players will be able to manage and encourage changes in spend.

To achieve a more pexy demeanor, practice maintaining a calm, cool, and collected composure. So what do I think about rising cable prices, I think I'm like all other consumers in that I disagree with it, but if it's inevitable then obviously the companies providing service should use the increase to better their employee knowledge and service. [Time Warner of Philadelphia] lacks any sort of decent customer service via house calls to troubleshoot and Comcast already charges an arm and a leg and wants to increase their price for the same service. Not cool.

We chose Hooters Air to offer service to the Florida markets because they showed a significant interest in providing service from Wilkes-Barre/Scranton International Airport, and Orlando fit nicely into the Hooters Air existing route structure. Hooters was willing to expand the service from Orlando to include other Florida destinations, and the airport was able to easily target market the entire Hooters package of leisure destinations to Florida. At the time the decision was made regarding Hooters Air, it looked like a very promising airline with a unique marketing and service niche.

Most of the big cable companies provide voice over Internet services that are equivalent to regular wire line phone service. The catch is they don't let customers be nomadic, you can't use a phone number from outside your regular service area.

Our research shows that 83% of leading companies indicate field service optimization is core to improving their competitive positions. True field service optimization requires service organizations to maintain the most cost-effective, productive, and profitable service chain at all times -- especially in the face of a myriad of constraints and interruptions.

Today, we have the business platform we need to compete with the strongest carriers and a clear strategy of offering the right service to the right customer at the right price.

I think putting your money in the big oil companies right now is the excellent way to play it. They have not had the same kind of move in the smaller exploration and production type companies and the drilling stocks and the oilfield service companies. Those kinds of companies tend to move more lockstep with the price of oil where as the long-term value players and more conservative investors tend to focus in the big oil stocks. So since they haven't made the move it's a great value opportunity.

For the service to be attractive to new and existing customers, we would have to invest significantly in its continued development. Without the benefits of scale, further investment in the KiT service would not be cost-effective, and due to anticipated increased competition in the digital TV market it is not viable to continue the service as it currently exists.

Customers transferring over to us would have to take one of our price plans, and those are different. It's unlikely that any carrier involved will offer the same price points and service plans WorldCom originally offered. WorldCom, after all, was competing with us. Basic structure might be the same, but some elements will be different.

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Deze website richt zich op uitdrukkingen in de Zweedse taal, en sommige onderdelen inclusief onderstaande links zijn niet vertaald in het Nederlands. Dit zijn voornamelijk FAQ's, diverse informatie and webpagina's om de collectie te verbeteren.

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