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|CHARTER COMMUNICATIONS, INC. /MO/ filed this Form 425 on 06/16/2015|
RM: We actually do a lot of that, you know; we call it proactive build. But we build before we have a customer, as opposed to letting the sales process lead and the build follow.
TR: Right, so we haven’t really - you know at Cablevision we were doing that - at Charter we are just beginning to do it. But the notion I have is that, look this is an underserved marketplace, it hasn’t been historically that competitive. The CLECs of the world compete for the very largest customers and the rest of the business has not been that competitive.
TR: And we historically built our networks to serve residences so there are big swaths of our footprint - our historic footprint - that are unserved and there’s a huge opportunity for us there.
Segment Five: The Combined Company Structure
RM: I’m sure that our troops are thinking a lot about what the combined company’s organization will look like. I know it’s premature to get into that, but perhaps you can share a little bit about how you’re structured at Charter, in that it may provide somewhat of a preview of what the combined company would look like. And then I would just ask if you have a timetable that you think will govern how you see arriving at a post-deal org structure.
TR: Right. You know actually, we’re quite similarly situated now in terms of field organizations and call care center organizations, which is the bulk of the company. So we have plant management and transaction management at the regional level and area level. And don’t forget; you know as we merge the company, there’s no overlap between those parts so all of those functions need to exist everywhere as they do today. And the same is true of call centers. We’re a big proponent of building new call centers because over the years a lot of the cable companies, Charter and Time Warner both, have outsourced a portion of the calls - a substantial portion.
TR: Back to that quality argument. You know, I think it’s worth hiring more people, and having bigger call centers and more of them. And virtualizing them so that our services [are] high-quality and uniform everywhere in the country, and using that as a way to drive quality into the business. So we’ll be expanding the call center footprint with new facilities. And so I think most of the existing function will continue to exist as it is, plus what we expand onto it.
RM: Sounds like a lot of opportunity for people from all three organizations.
TR: You know, it is. Just in the three years I’ve been at Charter, when I came we had 18,000 people. We now have 25,000. So we’ve hired a lot of people in call centers but also in the field, as well. And corporate, and everywhere. But the bulk of the population that we’ve hired has been call centers and the in-house use of personnel in field work, too, and less reliance on contractors.