...Strategic Analysis of Etisalat 2011 Paritosh Kashyap Etisalat, the telecom giant from UAE is among the one of the non oil sector based success stories from the Gulf. This given analysis will consist of the basic introduction followed by the overall telecomm market in UAE. Post which the growth and expansion of various businesses of Etisalat over the last decade will be studied which will be followed by some of the major international subsidies of Etisalat. In the concluding part the future strategies of Etisalat will be analyzed. Introduction Emirates Telecommunication Corporation, branded as Etisalat is one of the major telecommunication companies in the world, operating across Middle East, Asia and Africa. It provides mobile and fixed line data and voice services to individuals, enterprises, telecomm companies etc. It also provides a wide range of high tech and complimentary services to telecomm companies including SIM card manufacturing, payment solutions, staff training, peering, voice and data transit, sub marine and land cable services. (Etisalat.ae, 2011) The company was founded in 1976 as a joint venture between International Aeradio limited, a British company and local partners. Later on in 1983, the govt. of UAE had a 60% stake in the company and rest was publicly traded. From 36,000 exchange lines in 1976, it was having around 7, 47,000 lines in 1998. Today Etisalat is considered as one of the biggest success sagas in Middle East and is one of the biggest...
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...South Africa is the continent’s second-largest economy and comprises of more than 50 million consumers, a health and quality-conscious middle class, a fairly stable political climate and a sound, effective financial system (South Africa.info 2013). This positive environment seems to provide a solid foundation for Britannia Industries to expand its biscuit segment. However, it is important to conduct a more thorough and accurate analysis in order to have a better comprehension of the possible issues, opportunities and challenges that may occur upon entering the market. 3.3.1 The economic environment Since the 2008 global financial crisis, the South African economy has demonstrated uneven growth, with an average increase of above 2%. This is largely due to the effect of the global economy in addition to the country’s strong ties to advanced economies (Statistics South Africa n.a.). According to Schwab et al. (2013), South Africa was ranked as the 53rd most competitive country worldwide, overtaking Brazil to take second place among BRICS-countries. Regardless of some soft macro- economic indicators such as an extremely high unemployment rate (25.4%) and rising inflation (5.9%) (Trading Economics 2014), direct foreign investments (FDI) continue to flow into the county. As shown in Figure 1, South Africa is ranked as the 13thmost attractive FDI destination globally, coming ahead of Switzerland, Spain and Italy. This positive rating is a result of numerous successful large merger...
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...history of the budget airline industry and their consumer targets. As well as analyse what marketing strategies they use that have allowed them to grow so much. A low cost carrier is an airline category defined primarily by low fares but also by a focus on reducing operating costs by eliminating complexity and charge for product elements which go beyond the basic product: the flight. The first budget airline company Southwest Airlines was launched in 1971 in Dallas Texas and turned profitable in 1973. According to the e-magazine Airline Business (2012) research, Southwest Airlines is the biggest domestic airline in USA and is the biggest budget airline in the world by revenue. Ryanair is the second largest low cost carrier with its launch in 1990 In the UK followed by EasyJet and Virgin. In 2001 Ryanair and Easyjet started to offer connections between two airports outside their home which was only possible due to a political decision allowing airlines to turn from more governmentally controlled transport providers to private companies on a free market. LCC became popular since the 1990s because of the low-fares and no-frills service. Compared to the full cost carriers (FCC), more people chose to fly with low cost carriers because they can fly domestically and to more countries. Furthermore, LCC tend to have scheduled flights and most of them would use secondary airports for departure and landing. Low cost carriers’ markets mainly are the business and leisure market although...
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...Overview 4 1.3 Corporate Information 7 1.4 Corporate Vision 7 2 Strategic Analysis 8 2.1 Business Segment 8 2.2 Competitive Landscape 8 2.3 SWOT overview 9 2.3.1 Strength 9 2.3.2 Weakness 9 2.3.3 Opportunity 9 2.3.4 Threat 9 2.4 Business Level Strategy 9 3 Conclusion and Recommendation 15 1 Introduction 2.1 Company History MEASAT, which is derived from the full term of “Malaysia East Asia Satellite” was first develop and launched in 1992 by Binariang Sdn Bhd, to follow suit the then effort of Malaysia’s Prime Minister YA. Bhg Tun Dr Mahathir Mohamed. The purpose of this effort was to develop the communication infrastructure for Malaysia moving into the new millennium. In order to develop and launch Malaysia’s first communication satellite system, Binariang Sdn. Bhd brought together a team of experience and highly motivated experts to get together and share their knowledge and expertise. For Binariang Sdn. Bhd, it took them only a short span of four years for this effort to bear fruit. They started of this project by signing a contract with Hughes Space and Communication Company (now Boeing Satellite Systems) to develop the first two of Malaysia’s satellite systems, two models of 376 satellites. In 1996, out of the Europe’s Spaceport located in Kourou, French...
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...1 Innovation in Africa: A View from the Peaks and Hilltops of a Spiky Continent* By David A. Wernick, Florida International University College of Business *From the forthcoming book Innovation in Emerging Markets, edited by J. Haar and R. Ernst (Palgrave, 2016). Please do not circulate or quote without consent of author. ABSTRACT: There is growing interest among scholars and practitioners in African innovation. Some contend that the continent's recent economic boom is largely a homegrown phenomenon, driven primarily by indigenous entrepreneurs developing local content for continental consumers. But is this true? To what extent is Africa's impressive economic performance in recent years the result of internal dynamics and which actors and institutions are most responsible? This chapter examines the state of innovation across the African continent, with a particular focus on sub-Saharan Africa. The authors identify key facilitators of innovation in the private, public, and non-profit sectors, as well as obstacles to the continent’s continuing innovation-led economic expansion. I. Introduction In a widely read 2005 article in the Atlantic Monthly, author Richard Florida argued that with respect to innovation, the world is anything but flat. Given the way that creative talent, technical expertise, and financial capital tend to cluster in a handful of hubs or “peaks” around the world – places such as New York, San Francisco, London, Berlin, and Tokyo – the world’s...
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...motor vehicle manufacturing company, fourth-largest truck manufacturer and second-largest bus manufacturer by volume. Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad and Pune in India, as well as in Argentina, South Africa, Thailand and the United Kingdom. It has research and development centres in Pune, Jamshedpur, Lucknow and Dharwad, India, and in South Korea, Spain, and the United Kingdom. Tata Motors' principal subsidiaries include the British premium car maker Jaguar Land Rover (the maker of Jaguar, Land Rover and Range Rover cars) and the South Korean commercial vehicle manufacturer Tata Daewoo. Tata Motors has a bus manufacturing joint venture with Marcopolo S.A. (Tata Marcopolo), a construction equipment manufacturing joint venture with Hitachi (Tata Hitachi Construction Machinery), and a joint venture with Fiat which manufactures automotive components and Fiat and Tata branded vehicles. Founded in 1945 as a manufacturer of locomotives, the company manufactured its first commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969. Tata Motors entered the passenger vehicle market in 1991 with the launch of the Tata Sierra, becoming the first Indian manufacturer to achieve the capability of developing a competitive indigenous automobile. In 1998, Tata launched the first fully indigenous...
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...Policy 6. Internet and E-commerce 7. Organizational Structure C. Competitor Analysis 1. Competitive Positioning: Direct and Indirect Competitors 2. Market Share Distribution 3. Future Competition – Direct and Indirect Competitor 4. Barriers to Entry 5. Competitive Advantages D. Customer Analysis 1. Who are your customers? 2. What do customers want/need? 3. What must be done to satisfy their wants and/or needs? 4. What is the size of the market? 5. What is the growth profile? IV. Strategic Marketing Decision A. Marketing Scope B. Marketing Goals 1. Successfully launch and market the expansion of the product offer 2 Marketing Plan Oliberté International Marketing MIB Front - Team 4 2. Successfully launch and market the contribution tracking system 3.Successfully launch and market the ‘design-yourself’ module 4. Find, attract & engage celebrities to make them promote the brand & the products 5. Successfully launch and market the partnership with ‘fair-trade’ organizations C. Marketing Objectives D. Value Proposition V. Go-to-Market Strategy A. Core marketing strategy B. Identification of the target market:...
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...Sablina Kondratieva, 2013 On that evening in late March 2012, Carlos Velázquez, Corporate Marketing Director for Roca Corporación Empresarial (the Roca Group), and Xavier Torras, Corporate Brand and Communication Director for the same company, were taking a short break from their meeting with Gravena, their partner company in Cairo (Egypt). This was the second long day in a row with endless meetings. Torras looked up and said: “What the heck are we going to say in Barcelona?” — where corporate headquarters were located. “I have no idea…” — replied Velázquez — “…if we do finally decide to launch the Roca brand in Egypt despite the current political turmoil, we will be sunk by the crappy advertising campaign…” Torras could not agree more: “This campaign has nothing to do with our brand values, but these guys are the ones who really know the market, and this local advertising agency has outstanding credentials…” he added. As if it was not challenging enough to decide whether or not to go ahead with the launch given Egypt’s political instability, the idea of a local campaign misaligned with the global brand values posed yet another question as to what the company should do with its mainstream brand in the Egyptian market. Roca: Company Background With a sales turnover close to €1.5 billion1, and over 20,000 employees, the Roca Group was the worldwide leader in the bathroom industry (see Exhibit 1 for some financial information). In 2012, the firm was present in over 135 countries...
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...Kondratieva, 2013 On that evening in late March 2012, Carlos Velázquez, Corporate Marketing Director for Roca Corporación Empresarial (the Roca Group), and Xavier Torras, Corporate Brand and Communication Director for the same company, were taking a short break from their meeting with Gravena, their partner company in Cairo (Egypt). This was the second long day in a row with endless meetings. Torras looked up and said: “What the heck are we going to say in Barcelona?” — where corporate headquarters were located. “I have no idea…” — replied Velázquez — “…if we do finally decide to launch the Roca brand in Egypt despite the current political turmoil, we will be sunk by the crappy advertising campaign…” Torras could not agree more: “This campaign has nothing to do with our brand values, but these guys are the ones who really know the market, and this local advertising agency has outstanding credentials…” he added. As if it was not challenging enough to decide whether or not to go ahead with the launch given Egypt’s political instability, the idea of a local campaign misaligned with the global brand values posed yet another question as to what the company should do with its mainstream brand in the Egyptian market. Roca: Company Background With a sales turnover close to €1.5 billion1, and over 20,000 employees, the Roca Group was the worldwide leader in the bathroom industry (see Exhibit 1 for some financial information). In 2012, the firm was present in over 135...
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...Introduction The commercial space region consist of entrepreneurial space companies, emerging market for space capabilities and prime contractors. Space commercialization involves rendering or selling of services such as satellite communications, remote sensing, launching of space objects and the manufacturing, transferring and exchanging of space products for remuneration." Commercial space is divided into different areas which are: launch vehicle manufacturing and services, satellite manufacturing and satellite operation and services. The opportunity of using space to make money by selling goods and services to governments and private customers has become very prevalent in Europe, Nigeria and Russia and is growing rapidly. Government plats a huge and active part in the capitalizing and promoting of commercial space, they carry this role out by creating policies that are regulatory and polices that lead government agencies into purchasing services or hardware from companies.eg. Buying data from remote sensing satellite companies. “Space has become a global enterprise with the number of nations and firms with space goods and services growing rapidly. And not only are more people involved in space but also the unique advantages of the space environment have contributed greatly to the growing trend toward globalization through its almost universal coverage of populated...
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...and Kimberly-Clark. What’s more, new users are hard to get because 70 percent of women already use tampons. In the overseas market, Tambrands officials talk glowingly of a huge opportunity. Only 100 million of the 1.7 billion eligible women in the world currently use tampons. In planning for expansion into a global market, Tambrands divided the world into three clusters, based not on geography but on how resistant women are to using tampons. The goal is to market to each cluster in a similar way. Most women in Cluster 1, including the United States, the United Kingdom, and Australia, already use tampons and may feel they know all they need to know about the product. In Cluster 2, which includes countries such as France, Israel, and South Africa, about 50 percent of women use tampons. Some concerns about virginity remain, and tampons are often considered unnatural products that block the flow. Tambrands enlists gynecologists’ endorsements to stress scientific research on tampons. Potentially the most lucrative group—but infinitely more challenging—is Cluster 3, which includes countries like Brazil, China, and Russia. There, along with tackling the virginity issue, Tambrands must also tell women how to use a tampon without making them feel uneasy. While the advertising messages differ widely from country to country, Tambrands is also trying...
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...and Kimberly-Clark. What’s more, new users are hard to get because 70 percent of women already use tampons. In the overseas market, Tambrands officials talk glowingly of a huge opportunity. Only 100 million of the 1.7 billion eligible women in the world currently use tampons. In planning for expansion into a global market, Tambrands divided the world into three clusters, based not on geography but on how resistant women are to using tampons. The goal is to market to each cluster in a similar way. Most women in Cluster 1, including the United States, the United Kingdom, and Australia, already use tampons and may feel they know all they need to know about the product. In Cluster 2, which includes countries such as France, Israel, and South Africa, about 50 percent of women use tampons. Some concerns about virginity remain, and tampons are often considered unnatural products that block the flow. Tambrands enlists gynecologists’ endorsements to stress scientific research on tampons. Potentially the most lucrative group—but infinitely more challenging—is Cluster 3, which includes countries like Brazil, China, and Russia. There, along with tackling the virginity issue, Tambrands must also tell women how to use a tampon without making them feel uneasy. While the advertising messages differ widely from country to country, Tambrands is also trying...
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...1 Zara is perhaps the most globally recognised face of Spanish fashion group, Inditex. It is known for its focus on 揷heap chic?or 搃nstant fashion? The company抯 rise has been meteoric and, in early 2008, Zara became the number one clothing or apparel retailer in the world. With sales approaching Euro(€) 10 billion, it had overtaken GAP, the well-known US clothing retailer, even though Zara抯 sales had been at half the level of GAP抯 only four years previously. Zara is now one of a portfolio of fashion brands owned by Inditex including Pull & Bear, Massimo Dutti, Bershkas, Stradivarius, Oysho, Zara Home, Uterque and Tempe. By the end of 2011, the Inditex group had over 5,500 stores in over 82 countries with 109,000 employees and 437 net store openings across the group in the preceding year. Zara continues to lead the growth of the group with over a hundred net openings in 2011 and contributing to over two-thirds of the Inditex group抯 turnover in the same year. Zara now has 1080 stores in Europe, 207 in America, and 344 in Asia & the rest of the world. Despite its global expansion, Zara derives around 30% of its revenues from Spain, and 47% from the rest of Europe with American and Asian markets each accounting for 11.5% of total revenues. Early Origins Zara抯 founder is Amancio Ortega. After an early career as a clerk in two clothing retailers, Ortega set out to create his own garment manufacturing company at the age of 27 in 1963. By 1975, he had opened his first Zara store. Zara抯...
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...consumers a product that differentiates from the competition. Nike Football’s marketing strategy focuses on creating competitive advantage through product differentiation. The company creates value by meeting consumers’ need for products that ensure performance excellence. Characterized by innovative and high performance traits, Nike’s products, offer performance improvements and individuality allowing customers to choose the right shoe according to their game style. Marketing activities such as creating the “Swoosh” logo and the “Just Do It” campaign have also helped the company defined its brand and create brand equity. Faced with the launch of a new boot, the Mercurial Vapor Superfly II Elite, Nike must find the right fit between the company, competitors and consumers in order to obtain a competitive positioning advantage and successfully launch the new boot. Nike is the market leader in product differentiation when it comes to football shoes. With its most recent innovation, the Mercurial Vapor Superfly II Elite, Nike offers football players the latest in performance technology. To understand the product’s sources of competitive advantage it is important to identify the value created at the following different product levels: the core product, the actual product and the augmented product. Starting at the core level, the product’s benefit is that it allows football players to improve performance by providing superior stability, traction and support. Additional product differentiation...
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