Dish Network Case Study

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To what extent can the implementation of non-financial motivators allow DISH Network to gain a competitive advantage in terms of higher market share within the US cable TV market?
Introduction
Dish Network is a satellite-TV provider company based in the Colorado. It is a very successful company being the second largest TV provider in the US. In January 2008, Dish Network was spun off from EchoStar, its former parent company, which was founded by Charlie Ergen as a satellite television equipment distributor in 1980. The company began using Dish Network as its consumer brand in March 1996, after the successful launch of its first satellite in December 1995. They currently have 34,000 employees and 14 million subscribers to their services. Their
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Threats
• Cable TV is going is no longer as significant as it once was: The main thing that will keep them on top of online service providers is in-home customer service, but if that isn’t done well then they have a serious disadvantage. Boosting their employees morale to be interactive with customers will eliminate this threat.

Possible Reasons For High
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There is a constant feeling of dispirit within the organization, especially amongst employees and executives who have experienced working elsewhere. It is also clear that flexibility is rarely available, whether it were working hours or collaborative cooperation with others. Ironically, while respected for his successful track record with DISH, Ergen is viewed as extremely authoritative and as a demoralizing force in the organization. The uncooperative culture that has been created within the organization has reflected on the relationships Dish has with other stakeholders. The company has been sued on several occasions. As an overall view of the culture at Dish, emotion towards the organization seems to lack, regardless of the times of financial success and market dominance. Interestingly enough, the culture has began to adopt a sense of belonging after Ergen has stepped down as CEO and the organization now follows the rule of a new leader, Joseph Clayton. Organizational culture represents the shared perception of the way things are done in the business. It considers the morals and the forces that drive employees in the organization. Without necessarily determining the success of an organization, culture has helped many businesses form a very positive image of its existence, both within the business and from other stakeholders, while

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