...Business Strategy of Vodafone UK Introduction In the current situation of telecommunications, more and more people are subscribers of mobile telephone services. The mobile phones are also called as handsets come in innovative features, pocket-sized, and in affordable costs. For over the years, the manufacturers are continuously developing the mobile phones in which the people described as effective way of communication. And today, different brand of mobile phone are emerging and competing in the field of wireless communication with innovative services. Background of the Study and Problem Statement The British Telecommunications already dominated the wireless service market. The service provider, Vodafone as one of the leading company of mobile services, enabled to penetrate in the market and enjoying the success (2001). The success that the company gained is not possible without the aid of the strategies. Therefore, the main focus of the research study is concern on the business strategy of the Vodafone in the UK. Research Objectives The research identified three main objectives that were expected to be achieved at the end of the study. First is to identify the business strategies of the Vodafone Company in the international market. The second objective is related to the first which regards on the application of the identified business strategies in the telecommunications industry. And the third is to serve as a valuable context in the literature of communications...
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...company the XM is more than just a telecommunication merger. The major step of it being approved by the Canadian Radio-television and Telecommunications Commission (CRTC) is a more than rewarding endeavor. This is because it means that the merger that formed the new organization if now fully functional and well to be strategized into the Canadian telecommunication sector. Recommendations There exist many differentiated aspect that revolve around merger especially in this case. This is because both the SIRIUS Canada Inc and the Canadian Satellite Radio Holdings Inc telecommunication companies used to be fierce and intense competitors in the time period before the merger. This means that both companies had studied each other in differentiated aspects that relate to competition. This includes marketing, departmental structures, weak points and strengths in relation to their competitive nature. This will be a rather odd merger but beneficial at the same time. The two teams that represented the human resource departments of both the SIRIUS Canada Inc and the Canadian Satellite Radio Holdings Inc will be integrated into one. This will make the merger to be complete and eventually form a larger competitor in the Canadian telecommunication industry. The challenges of integrating the merger of two competitors The merger between SIRIUS Canada Inc and the Canadian Satellite Radio Holdings Inc is deemed to have a lot of merger related challenges. These could be organizational structure...
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...Worldwide Telecommunications Team,”C” Joseph Collins, Megan Ward, Andrew Hoffart, Steven Rankin, Cheryl Bandy COMM/215 April 28, 2014 Irwin Shubert Worldwide Telecommunications, Inc. and the cultural changes within Diversity has brought a new importance to the work place. With the world becoming more diverse, and the work place becoming more multicultural, political correctness, affirmative action and disparities in pay pushed their employers to change their recruiting practices. A progressive workplace should consist of employees of wide-ranging cultures, ethnicities, religions, genders, and ages, and other factors. When you add people from the different backrounds there’s always going to be tension. However, each individual from each different culture or reign can bring something different, something new and exciting to the table. Worldwide Telecommunications, Inc. is meeting this rather complicated issue directly in the hopes of turning it into an opportunity to promote a multicultural work environment that its customers can connect with. The various cultures of the workers will have an effect on the way that the community understands and interacts with the organization in an affirmative way. This distinctive idea will not be without its difficulties. A diverse workplace can lead to challenges and struggles as people from different cultures, ethnicities, religions, genders, and ages learn to work together...
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...| | Telecommunications in Sudan PREPAID BY: DAOUD ADAM CEO, GREENWAY COMM. PHILADELPHIA USA Revolutionary advances in information and communications technologies (ICT) are transforming the world economy and presenting new challenges to all countries. The challenges are to compete effectively in an emerging information-based economy in which computing and communications play a central role, as well as to take full advantage of the enormous potential of information and communications in advancing all aspects of economic, social and cultural life. Sudan is no exception. The Sudanese government has emphasized that economic reform is inseparable from social reform and that the highest priorities for the coming development phase are the reduction of unemployment, the growth of exports and the modernization of education. Realizing how a strong communications and information technology sector would contribute to high and sustainable economic growth for the Sudanese economy, the government is adopting the development of information and communications technology as a national priority. The formation of the new Ministry of Communications & Information Technology (MCIT) in October 1996 marked a new era for Sudan’s telecommunications and information technology sector characterized by a new regulatory framework and a more liberalized market. A new National ICT Plan has...
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...Telecommunications Expansion Report: Evaluating the Culture and Benefits of a Business Venture inside Puerto Rico for Mr 3101 Wilson Boulevard Suite 850 Arlington, VA 22201 Submitted by Circuit Actions' Military Lead, USCENTCOM 7114 S. Boundary Road Tampa, FL 33621 March 29, 2013 March 30, 2013 Mr. Jim Sutton Senior Director of Operations By-Light Dear Mr. Sutton: I am submitting my report entitled Evaluating the Culture and Benefits of a Business Venture inside Puerto Rico. The purpose of this report is to identify the challenges and benefits to a telecommunications expansion inside of Puerto Rico. This proposal outlines the hurdles inherent to the Puerto Rican culture, the Spanish language barrier, as well as the potential gains By-Light can expect to enjoy based on location, ease of access, and reduced costs. I hope this report will be of value to you and By-Light and promote a desire for further inquiry into a telecommunications expansion into Puerto Rico. Sincerely yours, Circuit Actions' Military Lead List of Illustrations Figure 1 How Puerto Rico and Comparator Economies Rank on Doing Business 2 Figure 2 Latin American Telecommunications Fiber Ring 4 Executive Summary ...
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...bigger and bigger , consist of around180,000 employees around the world and 36 joint innovation centres , 15 research centres added to the innovation process .Huawei.com This fast pace expanding bring communication issues , at such , new ideas of innovation passing from country to country , department to department become difficult . As a Chinese multinational hi-tech company, Huawei needs to adapt itself to different local cultural and embed its innovation by nature character, embrace openness, competition and collaboration complement each other. Bringing excellent innovative individual to work together to contribute to the company, minimise employee’s resistance to change and how to manage employees from diverse cultures are another challenge that Huawei is...
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...Top 10 risks in telecommunications 2012 About this report As the challenges and opportunities facing telecoms operators around the world continue to evolve, the sector’s risk universe is changing rapidly. And as companies formulate and execute their strategies to sustain and grow value in today’s fastmoving environment, they have to ensure that their understanding and management of risk keeps pace. Today, navigating through the sheer speed and scale of change presents challenges for all operators. We have produced Top 10 Risks in Telecommunications 2012 to help them map out the right path. This is the latest in our ongoing series of studies designed to pinpoint the most critical risk issues, analyze the sector’s evolving responses and highlight elements of emerging best practice. As in previous reports, we do not claim that the list of risks we present here is comprehensive. Also, by its nature, it can only provide a generalized snapshot of the risks that we — and the sector as a whole — see at this time. Given this, we would encourage you to read this report with an open mind and inquisitive attitude. Are these really the risks you face in your own business? If not, how and why are your organization’s risks different? And how do those particular risks impact you? The answers inevitably vary from company to company. But in every case, we believe that leaders should take the following steps: • Undertake a thorough risk assessment at least annually, to define your key risks...
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...'Communication Challenges at work place ' Chapter # 1 INTRODUCTION 1 'Communication Challenges at work place ' Grameenphone the leading telecommunications operator of Bangladesh is part of Telenor Group which has presence in 13 markets across Europe and Asia. Before Grameenphone’s inception, the phone was for a selected urbanized few. The cell phone was a luxury: a flouting accessory for the select elite. The mass could not contemplate mobile telephony as being part of their lives. Grameenphone started its journey with the Village Phone program: a pioneering initiative to empower rural women of Bangladesh. The name Grameenphone translates to “Rural phone”. Starting its operations on March 26, 1997, the Independence Day of Bangladesh, Grameenphone was the first operator to introduce GSM Technology in this country. Grameenphone pioneered the then breakthrough initiative of mobile to mobile telephony and became the first operator to cover 99% of the country’s people with network Since its inception Grameenphone has built the largest cellular network in the country with over 9700 base stations. Presently, nearly 99 percent of the country's population is within the coverage area of the Grameenphone network. Grameenphone has always been a pioneer in introducing new products and services in the local telecom market. Grameenphone was also the first telecommunication operator in Bangladesh to introduce the pre-paid service in September 1999. It established...
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...Solution 3 Proposed Process and Policies 4 Business and Managerial Impacts and Risks 5 Cybersecurity Risks and Challenges 5 Cybersecurity Risks and Challenges 5 References 7 Executive Summary Ullman, Manly, & Ulysses Corporation (UMUC) is a worldwide supplier with a total of 75,000 employees. One-third of company’s personnel working in several locations in the United States and three European offices. UMUC Corporation relies on its network for continues business operations. Currently, telecommunication network is managed by a third party vendor. Due to the customer demand and continuing business growth, telecommunications network frequently experiencing technical difficulties. Not only it creating problems for business processes, it also affecting financial side of the company. Executive management team have agreed to implement internal network solution which will improve business operations and meet system requirements. The purpose of this paper is to define technologies which will help UMUC to solve current problems and will provide company with reliable and secure telecommunications network. Proposed Technology Solution To resolve telecommunications network issues UMUC executive team has decided to use a Virtual Private Network (VPN) Technology. This solution is a remote data network that makes use of the public telecommunication structure, retaining privacy through the use of a security and tunneling procedure. Simply speaking, businesses using...
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...Module 5: Critical Thinking Kevin Schook ISM510 - Information Technology in the Global Enterprise Colorado State University – Global Dr. Omondi Opala April 12, 2015 Module 5: Critical Thinking Regulating data flows Regulation of cross border data flows or data protection regulation has had negative implications on sectors of the economy, business, organizations that are public and NGOs. The public has been very narrow when it comes to data protection regulation. Even when discussed the public has concerns about the costs that it would take to implement a proper regulation. The public would be taking a risk that involves unintended consequences that could become over-looked and even produce negative consequences that could restrict existing business opportunities. The level of data protection subjects are not improved because of ineffectively designed measures, poor targeting of instruments, and the public narrow view on cross border data regulation. The end result is excessive opportunity costs to society, businesses along with consumers, and leaving everyone else in a bad position. Here are some negative impacts that result from cross border data restrictions: 1. Cross border data flow of customers to foreign countries is prohibited. 2. Cross border data flow of employees to other businesses in foreign countries is prohibited. 3. IT/Server infrastructure forced to another location. Business impacts Some of the issues stated above are trade barriers because...
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...Leadership challenge resolution Name Dr. Peter Trakas MGT 460 August 27, 2012 Leadership challenge resolution Vodafone is a multinational company which operates mostly in Africa though its main origin is Britain. This company is a telecommunications company that deals mostly with telecommunications services provision including call and SMS services and internet provision services (www.eaag.org/index.php/component/content/article/113-). This company is organized in form of teams where each team is charged with a specific task in the daily running of the business. With this company having other companies in it, it faces some problems in its organization. Most of these problems are in the operation strategies of the company which appears to be based in globalization. This challenge is mainly on one of its constituent companies, Safaricom, which is located in Kenya (www.eaag.org/index.php/component/content/article/113-). Safaricom was started in Kenya back in the year 2003 with an aim of improving the general welfare of the Kenyan citizens. Being a telecommunications company offering mobile phone services and internet data communication, it has great impact on the Kenyan citizens’ lives. The mission statement of this company is to partner with local communities to address the social economic and environmental issues to foster long lasting and positive change. Closely related to this mission statement is the vision statement which states: a prosperous Kenya, where peoples’...
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...Case Presentation On TELECOMMUNICATION IN BANGLADESH & 3.5G APPROACH OF ROBI AXIATA LTD. Name: Bijoy Mohajan ID: 3-11-21-050 Subject: International Marketing Telecom Market in Bangladesh The liberalization of Bangladesh’s telecommunications sector began with small steps in 1989 with the issuance of a license to a private operator for the provision of inter alia cellular mobile services to compete with the previous monopoly provider of telecommunications services the Bangladesh Telegraph and Telephone Board (BTTB). Significant changes in the number of fixed and mobile services deployed in Bangladesh occurred in the late 1990s and the number of services in operation has subsequently grown exponentially in last decade. In 1996 Bangladesh had made a breakthrough in their communication sector by introducing Mobile telecommunication system. Citycell (Pacific Bangladesh Telecom Limited) is the first mobile communications company of Bangladesh. It is the only CDMA (Code division multiple access) network operator in the country. By 1996 it was named as Pacific Bangladesh Telecom Limited (PBTL) and launched the brand name “Citycell Digital” to market its cellular products. Grameenphone a GSM (global system of mobile communication)-based cellular operator has started operations on March 26, 1997. Aktel was the third mobile phone operator in Bangladesh launched in early 1998. Mobile...
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...part case study that explores Celtel Nigeria's innovative approach to serving the rural poor. Case A provides an overview of the mobile telecommunications market in Nigeria as of mid 2007, as well as detailed demographic and socioeconomic information. At the time of the case, Celtel Nigeria is the second largest mobile telecommunications company in the Nigerian market. The company has experienced considerable success in serving Nigeria's cities and larger towns, but has only recently shifted its attention to serving poorer consumers in rural areas - a massive but as of yet under tapped market. But this shift from urban to rural has not been easy, and although some 50% of Nigeria's population lives in rural regions the challenges of reaching them sometimes seem overwhelming. The absence of a reliable national electricity grid means that the company's rural telecommunications towers have to be run on diesel generators, resulting in high maintenance and diesel fuel costs. Theft and vandalism of expensive communications equipment and generators has emerged as a major concern, resulting in the need to employ full-time security guards on virtually every base station site outside of urban areas. At the end of case A, Celtel Nigeria's chief operating officer Lars Stork is pondering the challenges of bringing the benefits of mobile telecommunications to Nigeria's rural poor, setting the scene for analysis by students in suggesting potential route to market approaches for the company. Case...
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...Study Alcatel-Lucent This case study is about a merger between two telecommunication companies, the Lucent and Alcatel from America and France. The two telecommunication companies tried in 2001 to merge but did not because of disagreements of internal and external factors. They finally came to an agreement in 2006 to merger but also faced problems I will talk about. The conditions and negotiation factors pushed forth the merger in 2006 that were not present in 2001 was it was not a misunderstanding of the share-ability and resource control of the merger. The Lucent company noticed that Alcatel never intended to equally share and control the company after the merger; instead Alcatel intended to take over control of merged companies. This caused the withdrawal from the merger deal. Both companies reengaged into merger deal, which was effected when the shareholders from Lucent and Alcatel came in to terms regarding the signing of the merger deal. The case wanted us to reaserch the status of the merged company today and tell what has happened in the industry since the merger, and how is the company fairing. The company has have a lot of technological challenges, which includes invention and innovation of more advance telecommunication systems. Telecommunication industry face high competition from countries like China and Korea. Through equipment developed currently, the company has to imitate the telecommunication equipment and service details under umbrella of best renowned companies...
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...The Art of Retaining Telecommunication Customers Inetres Sherrod Professor Dorothy Valentine English 315 August 29, 2012 Executive Summary for The Art of Retaining Telecommunication Customers The purpose of this report is to educate telecommunication managers and front line employees on how to retain existing customers. The report was used to examine why the disconnect rate has increased over the last 2 years and to recommend ways of retaining existing customers. This report will provide strategic methods that can be used to retain existing customers and increase customer satisfaction. An analysis and comparison between telecommunication companies will be provided to help managers and employees decrease the disconnect rate of current customers. The analysis will included the four major reasons customer leave their current providers, the cost of retaining existing customers, the cost of acquiring new customers and the methods and procedures that are used to retain existing customers. The report has identified that the current strategies that telecommunication companies are using to retain existing customers are not effective in reducing the retention rate. Customers are no longer receptive to receiving discounts or credits. They want assurance that they are getting the best product at the best price. The research brings attention to the fact that customers are in a position to demand quality products and services, value in their products at a reasonable...
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