Reference no: EM133071768

Case Study: Rogers Who They Are:

Rogers Communications Inc. is a Canadian communications and media organization running on the whole withinside the fields of wi-fi communications, cable television, telephone and internet, with enormous extra telecommunications and mass media assets. Almost all their operations and sales are in Canada. They are highly skilled and diversified workforce of roughly 25,300 employees. The head office is located in Toronto, Ontario with numerous offices across Canada.

History and Vision

Over the years strong corporate citizenship is a longstanding part of Rogers heritage. They aim to be a decent business for their customers and shareholders, a great employer for their people, and a great neighbour within the communities where they operate. They continue to learn and grow as a business. Rogers makes it possible for Canadians each and every day, proudly connecting them to a world of possibilities and the moments that matter most in their lives.

The company was founded in 1960, and has grown to become a leading technology and media company that strives to provide the very best in wireless, residential, and media to Canadians and Canadian businesses. Rogers communications was built by Edward Samuel Rogers Jr., who was one of the most successful entrepreneur produced in Canada. He studied at University of Toronto and Osgoode Hall Law School; however, he was more interested in business than his studies. Rogers first started his journey when he borrowed $85,000 to buy Canada's first FM radio station named CHFI. That same year Rogers teamed up with a few people and won the licence for CFTO, the first private television station in Toronto. CFTO began broadcasting on 1 January 1961. Three years later, Rogers expanded the reach of his radio business by adding an AM station, which later on became 680 News. Although the radio and TV stations won growing audiences in their first few years, they were still losing money and was in a lot of debt. He then started looking for larger opportunities and came to a realization of the potential cable television, an industry that was still in the early stages of growing. By the end of 2007, the small broadcasting company that grew into a cable giant that was now primarily a cellular services provider, with wireless operations accounting for 54 percent of revenue and 70 percent of profit. Unfortunately, in 2008 Ted Rogers had passed away from heart failure at the age of 75.

In 2017, Rogers Communications was Canada's 38th largest company measured by annual revenue. The reports demonstrated total operating revenue of $14.1 billion and profit of $5.4 billion. By the end of 2017, Rogers Wireless provided voice and data communication services to 10.5 million subscribers under the Rogers, Fido & Chatr brands over a network that covered 96 percent of all Canadians, as well as wireless roaming around the world. Rogers cable delivers television, Internet, and home phone services to 4.3 million homes in Ontario, New Brunswick and Newfoundland.

Channel:

Rogers communication commands a challenging asset base starting with telecommunications, banks, smart home monitoring, and the sports and media. These are assets used by the company to maximise its business in the communication business. The major subsidiary of the company is the sports and media section which commands the uppermost spot in revenue and the market share. Under telecommunications, Rogers claims having both the French and English community TVs falls under its cable division. The company consists of pay-per-view services as well. They had also invested in fast internet and the wireless sector. Under sports and media, it has capitalised in podcasts, radio and conventional TV. The company was established in 1960 when Joel Aldred and Ted Rogers obtained CHFI with antecedents dating back to 1925 when the CFRB radio was launched by Edward S Rogers Senior. This has seen the company become a domestic name.

Customer Experience Story:

Two months ago, my internet suddenly stopped working and that created a lot of problems for me because of my assignments. I had a bad customer service experience when I called their customer care and their number was busy for the first half an hour. When they finally ended up picking my call, I found out that it was their main reception desk and the gentleman again redirected me to another department adding to my frustration because I had to further wait another 20 minutes while my assignments were piling up. When I finally ended up being directed to the correct person, I found out that it was just a silly mistake from their side and it took them literally 2 to 3 minutes to fix it. Although the problem was fixed but what irritated me more was that they should have trained their customer service team better on how to attend the customers in a better way and solve their minor issues quickly without wasting all that time because sometimes stuff like that seems really unprofessional and definitely doesn't suit a company like Rogers. The company could have handled this situation differently by ensuring better service to customers. They could have provided enough resources to provide quick access to customer care

1. Discuss the organization's current customer strategy as reflected in your business case from the article above.

2. Evaluate the strategy in relation to your customer experience. Is the strategy being delivered? Describe why it is or is not.