Going Into the World!

With Adelphia and her son arrested for embezzlement and book tampering, cable companies with more than nine million subscribers were at risk of air decomposition.

Of course, while the vice president was temporarily running the company, his absence was like an arterial sclerosis in a way since he founded the company in 1952.

After declaring bankruptcy, things got worse. Seeing that no one could stand up and fix the situation, the collapse started rapidly, and I was in a complete liquidation crisis due to insufficient operational funds.

Furthermore, the disruption of cable services led to citizens' protests pouring into the governor's office, resulting in the state's involvement in the sale of assets and liquidation process.

Creditors are the place where the fire burned down the back of their feet. Bond groups composed of institutional investors and private equity funds struggled with the government and tried to find ways to do so.

However, the charter cable was also rattled by the explosion of scandals and received a notice of liquidation from the Securities and Exchange Commission and the Court as no legitimate buyer stepped forward. He received a death sentence.

As the situation continued so far, the planning team, information team, and Johnstone cable watched carefully to understand the importance and trends with the bond team, and called a meeting separately because they announced the sale of assets.

"How much is the asset to be liquidated worth?"

"Estimated appraisal is between $150 and $20 billion, but the price will depend on the outcome of the bid. But the advantage we have is that it's the only place where a batch can be acquired. It's a situation where other major companies can't do it right now, so you either have to split it into five or 10 places, or you have to do it in bulk with us, or you only have one option."

I briefly explain the market situation by answering my question. Comcast, who is currently number one in the cable industry, has yet to emerge. The friendly merger of AT&T and the company last year has increased the capacity to acquire new companies as they grow in size, but it seems that the merged companies' transportation arrangements are still unfinished.

It was originally announced three years ago by the merger of Comcast and AT&T, but as it was not easy to go through an internal calibration process, it actually went through the formal process almost two and a half years after the announcement. That was a year ago. It seems like the situation is very complicated, but I understand that American Online Time Warner was much worse than this.

Rumor has it that they are interested in charter cables that are likely to be on the market soon, because they are better off in the current regional divide. We still don't know what will happen to internal affairs, but it has been found that there are no competitors that are threatening as long as Comcast abandons Adelpia.

Time Warner cables are really cheap.

Cable companies were all larger than expected, regardless of the total amount listed, because of basic assets such as landed networks, buildings, and equipment. If adelphia is normal, it should cost at least $30 billion, which is half the price to go through the liquidation process now.

Now I feel like it's cheaper to buy 20 billion dollars for 20% more timers based on the number of subscribers. Of course, when it was hard for someone else, there was a discount because they bought it in cash. So now? I'm going to visit when the rest are destroyed. It should be cheaper. Normally.

"Offer $10 billion in cash or 10 percent of Johnstone Cable stock. If you get 10 percent of your shares, three years from now, you're going to buy them in cash from a full Johnstone cable. Of course, there can be some negotiation."

I suggested a slightly different approach. Take unlisted shares for cash or growth, whichever comes first.

"I see. The amount is lower than the bond group hopes, by the way, so I think it's a concern over there. but it's also complicated to divide and sell."

I don't think so, but I'm sure you'll have some concerns. We discussed the rest of the acquisition force, but as a bond group, it's much better to make a deal with us if it's on the right terms than deal with the leftover cable makers 5-10. It's not uncommon for a lot of creditors to deal with these people individually. It's because interests are complicated.

< Johnstone Cable, Adelphia Asset Batch Acquisition >

< Chase 1st Place Comcast to the top! Johnstone Cable, Fast Walk >

[Johnstone Cable has acquired 9 million subscribers, a total of 20 million subscribers, and pursued 22 million first-place comecasts.

It was known to have been thoroughly negotiated with Johnstone Cables shortly before entering the settlement process, but the dividing party has been interested in making decisions too quickly.]

After experiencing numerous large and small mergers and acquisitions, the planning team was able to negotiate quickly. It also helped the Adelphian Bond Group, which, surprisingly, did not strongly oppose our terms.

From what I heard, they were complaining about not being able to negotiate the sale properly and going through the liquidation process. When the right buyer stepped forward, they called an emergency meeting and agreed on a full time contract within a week. After arguing for months, it was only a matter of days before the liquidation date was left.

When the negotiating team returned to the company, Polo and Harper came to report the results. At first, I thought I'd want 10 billion more in cash between the two. Surprisingly, however, there were overwhelmingly many investors who wanted stocks.

"The settlement date was a few days away, and they settled for 10 billion dollars. Whether rumors are spreading with us, or a much less than expected number of companies are registering for auctions, they have benefited from our negotiations."

"It's helpful not to think about it. I thought cash and shares would be at least half, by the way, but I was a little surprised to receive them all as shares. Hahaha."

"People's minds are like that. Ten percent shares, to be honest, is an estimate of the value of 100 billion dollars in Johnstone cables. It doesn't make sense in a way, but after three years, we have a condition that they can get it back for 10 billion dollars if they want it, and I wonder if that's the case."

This is people's minds. This phenomenon occurred because many investors benefited from the rise in value of Johnstone entertainment, and no one knew about it before planning a major investment such as new handsets and high-speed network installations.

It was a bit of a waste of our share, but it cost less than a penny and ended the three-year maturity bill and ate the Adelphia cable.

"Oh, by the way, 20 million subscribers now, and the complaint will almost double, right? I think we need to strengthen staff training."

I liked that he was big, but then I changed my mind and started eating swearing. I feel like I can hear the customers' thunder. Especially Adelphia's customers say their service has gone to shit and their heat has reached the sky, so they need to do something about it.

"Each call center has been engaged in specific service improvements. As you instructed, for the time being, we are working with call centers and local service technicians to complete the service program and to build a system for customers to evaluate the service. I'm going to go even faster."

I feel reassured that Harper has reported the progress so far, but it is still aesthetic.

"No. Declare 'Customer Impression' and have them record the call back to the call center first. At least one hour a week, listen to random recordings to see if there are any improvements. Maybe if I record it and the center director sees it for himself, he'll be nice. The slogan is Customer Impression!"

"Yes? Customer impression?"

Customer Impression was a proposal from a meeting of executives here in Johnston Korea before. I said the service of American cable companies was terrible, and the president of the Heated Heat Hotels, Johnstone, called it 'customer emotional management' in South Korea.

Funny thing is, the foreign heat president said it was a term that originally started in the United States, and I looked at Harper's face and I said, "Which is it? 'I have a powerful expression. I think the cable industry was a customer inspired‘ bottomless zone ’.

"Have you heard of ISO 10001-4? Isn't this the international standard for customer satisfaction management?"

"..."

This one is called Sir Reading Into the Cow's Ear. I understand it because of English, but I don't understand it. In fact, I looked it up recently on the Internet, and I couldn't have known these standards.

I asked Harper to study customer satisfaction management right away and take action across the Johnstone cable, but at first glance, the customer 'emotional' is hard and I think we should start with 'satisfied' customers.

< Johnstone Cable, Customer Satisfaction Statement! >

[The acquisition of time-warner cables, American Idol and other new programs and channels, as well as the recent acquisition of Adelphia cables, revealed that the Johnstone cable network will eradicate the prevailing customer service practices and focus on improving customer service.

This action follows the special instructions of Chairman John Kim, who leads the Johnstone Group, because the Johnstone cable network can't be seen adversely impacting the image of Johnstone while recording the bottom line in service satisfaction.]

< As expected, Johnstone! Does it shine on cable customers in a single beam >

[Cable operators wander the floor every year in customer satisfaction surveys. A fresh breeze is finally brewing as the Johnstone Group enters the cable business. That is Customer Satisfaction Management.

As Johnston cables demonstrated, this was not just a relief, they established a forum for customers on the homepage and engaged in interactive communication.]

There have been a number of favorable articles about the Johnstone cables coming out of nowhere with improvements in customer service. As soon as the first article went out, he reported the relay on media, such as TV and newspapers, because it broke decades of rigid cable industry practices.

In particular, the newly launched forum was extremely hot with more than 50,000 comments a day. It was mostly a celebratory message and a favorable reaction that we would look forward to, so we could see how much our customers liked it.

Chukachuka! A new birth! Customer satisfaction? I'm already full just hearing about it!]

[Really! Now we have a human with a proper brain structure.]

[Hahaha, I've known since I acquired the Time Warner cable from Johnstone Group. That's Johnston.]

[Customer satisfaction... Khh! I never thought a cable company would say this in my lifetime... I have a long life to live.]

[Not to mention, once you've created a forum for your customers on the homepage, it looks like something's really going on this time.]

[I'm just tearless reading these articles. No more being ignored as a customer!]

Ugh, I use a comecast cable... but my master doesn't even know what customer satisfaction is...]

[We are conducting a survey on improvements on the Johnstone cable. Hurry up and get involved.]

When I sat at my desk and read the articles on the company forums, the bad words were hard to find.

People have a variety of original ideas, so in any case, there are some who come out stiff, but this time it's a bit confusing because it's full of more than 99% good words. I asked Harper if he wanted to report something.

"Maybe the forum moderator is erasing the bad words?"

"Absolutely not. While severe profanity prevents you from registering, otherwise you are free to start commenting."

"I just read hundreds of comments, and there was only one article that said negatively. It's not uncommon to have a 99.9% vote, right? That's why I asked."

I explained why to Harper, who was wondering my question.

"You're right, but to be honest, I was surprised when I first heard 'customer impression management.' It's not common, but it's even more astonishing than the word" astonishing "in the cable industry. You know, no one's said anything like that since the cable boom in the '70s. If they're not impressed, that's even weirder."

I exaggerated and laughed at Abraham Lincoln in the cable industry, who freed black slaves. Harper's words are a bit far-fetched, but I feel sorry for the American cable customers because they are so indifferent and abused.

'Hang in there. I'm here.'

I expressed my compassion with my heart. Just trust me.

Artwork Reviews

Adelphia got caught in a group action after filing for bankruptcy in 2002, and there was a huge conflict between the creditors, and somehow managed, of course, to sell the assets one by one to the other half of her auction, but in early 2007 she sold the remaining assets to the Time Warner for six billion dollars and closed the business down completely.

The asset value of cable companies was much higher than the actual stock market, so at the time of the merger of Comcast and AT&T, the combined value of integrated companies with 22 million subscribers was over $200 billion. As of today, the market price for the cast is 105 billion dollars.

From the late 1980s to the late 90s, customer satisfaction management, which started getting gradual attention in the United States... I don't know why everything was hidden in the United States. In the '80s and' 90s, Japanese companies were named after customers, and now they're blooming in Korea.

In the U.S. cable industry? It has been renamed to 'Customer Overview Management'.

(Cable company) “You have nowhere else to go. Just shut up and write!! ”

(Customer) “... I'm sorry to call. I'm a little impatient. ”