...CASE 4-1 TALK TO ME INC.: Expansion in Russian Telecommunications Market GLOBAL OPERATIONS AND LOGISTICS•TEXT AND CASES Philippe-Pierre Dornier, Ricardo Ernst, Michel Fender, Panos Kouvelis PROFESSOR: PAPADOPOULOS T. CHRISSOLEON COURSE: CASE STUDIES – SPECIAL TOPICS IN SERVICE SECTOR 2014 DERVENI VASILEIA (100) 1/5/2014 CONTENTS: INTRODUCTION 3 THE PROPOSAL 3 TALK TO ME INC. 3 THE RUSSIAN ENVIRONMENT 4 DOUBTS ABOUT THE PROPOSAL 5 DECISION ANALYSIS 5 What really happened 6 REFERENCES: 6 INTRODUCTION The present case study refers to Talk to Me Inc., a company specialized in telecommunications that examined back in 1995 whether or not to expand in the Russian market. The company’s background and action so far, as well as the environment of Russia played a catalytic role in making the decision of expanding in the soviet country. THE PROPOSAL The case begins with the proposal of the Russian Ministry of Communications to Talk to me Inc., known as the 50/50 project. The purpose of this project is to develop an entirely new telecommunications network in Russia and got its name from its goals. In particular, the 50/50 project’s aims were to connect 50 Russian cities, to establish 50 long-distance transit switches and 50 thousand kilometers of digital lines. The 50% of equipment required for the project would be manufactured in Russia and the 50% of the funding...
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...CHAPTER 1 INTRODUCTION 1.1 Company’s profile: NEPAL TELECOM was registered on 2060-10-22 under Company Act, 2053. Then Nepal Telecommunications Corporation (NTC) was dissolved and all assets and liabilities were transferred to Nepal Telecom effective from 2061-01-01 (i.e. 13th April 2004). The company with its long history is on the way of customer service and nation building. In Nepal, operating any form of telecommunication service dates back to 94 years in B.S. 1970. But formally telecom service was provided mainly after the establishment of MOHAN AKASHWANI in B.S. 2005.Later as per the plan formulated in First National Five year plan (2012-2017); Telecommunication Department was established in B.S.2016. To modernize the telecommunications services and to expand the services, during third five-year plan (2023-2028), Telecommunication Department was converted into Telecommunications Development Board in B.S.2026. After the enactment of Communications Corporation Act 2028, it was formally established as fully owned Government Corporation called Nepal Telecommunications Corporation in B.S. 2032 for the purpose of providing telecommunications services to Nepalese People. After serving the nation for 29 years with great pride and a sense of accomplishment, Nepal Telecommunication Corporation was transformed into Nepal Doorsanchar Company Limited from Baisakh 1, 2061. Nepal Doorsanchar Company Limited is a company registered...
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...Marketing Research A Research on Competition of Telecommunications in Nepal Submitted By: Ashish Shrestha (A11081) 3rd Year, 1st Sem Section: B Roll No: 32 Acknowledgement The research “A Research on Competition of Telecommunications in Nepal” would have not been successfully completed without the support and cooperation of different persons that provided their valuable instructions, comments and other significant contributions. Firstly, I would like to express my special thanks of gratitude towards our marketing faculty Mr. Bishal K. Chalise for providing an opportunity to work on this assignment. He guided me and provided instructions in preparing this research paper. I would like to thank him for his guidance in accomplishment of this report. Secondly, I am equally thankful towards Nepal college of Management for facilitating us with an advanced computer lab and well-equipped library. And Lastly, I would greatly thank all my friends who supported me whenever required. I would not have been able to finalize my report without their assistance. Ashish Shrestha (A11081) INTRODUCTION Marketing environment: Marketing environment refers to factors and forces outside marketing environment that affect a firm’s marketing management’s ability to build and maintain successful relationships with targeted customers. In modern marketing world, the marketers must be aware of the environmental trends and opportunities. They have disciplined...
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...iI HISTORY: Abia State Nigeria was carved out of old Imo State on August 27, 1991 with Umuahia as its capital. The State is made up of seventeen (17) Local Government Areas. It is one of the five states in the Southeast geopolitical zone of Nigeria. The name ABIA was coined from the first letters of the names of the geo-political groups that originally made up the State, namely: Aba, Bende, Isuikwuato and Afikpo. Today, Afikpo is in Ebonyi State that was created in October, 1996. GEOGRAPHICAL LOCATION AND CLIMATE: Abia State is situated between latitudes 04°45' and 06° 07f north and longitudes 07° 00' and 08° IO1 east. Imo, Anambra and Rivers border it in the west, northwest and southwest respectively. AN INVESTMENT HAVEN GUIDE TO INVESTMENT IN ABIA STATE To the north, northeast, east and southeast, it is bordered by Enugu, Ebonyi, Cross-River an Akwa Ibom States respectively. It belongs to the Southeast geopolitical zone of Nigeria and covers a landmass of 5,833.77 sq. km. The State is located within the forest belt of Nigeria with a temperature range of between 20°C -36°C lying within the tropics. It has the dry and rainy seasons (October - March and April September respectively). POPULATION: By the projection of the National Bureau of Statistics, based on the 1991 census figure of I. million, Abia State was expected to have a population of 3.51 million. In 2006 the National Population Commission allocated 2,833,999 as the population of Abia State. This figure...
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...VNCI Policy Paper # 3 Vietnam Competitiveness Initiative COMPETITION REVIEW OF THE VIETNAMESE TELECOM SECTOR June 2005 This publication was produced for review by the United States Agency for International Development (USAID). It was prepared by Nguyen Thanh Ha and Pham Quang Thanh of Vietbid Technology & Investment Consulting Center and Jacob Gullish of the VNCI with substantive technical input from John Davis of the USAID-funded STAR Vietnam Project. COMPETITION REVIEW OF THE VIETNAMESE TELECOM SECTOR Disclaimer The authors' views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. ACKNOWLEDGEMENTS This report was prepared by Nguyen Thanh Ha and Pham Quang Thanh of Vietbid and Jacob Gullish of the VNCI, with substantive technical input from John Davis of the USAID-funded STAR project. Following the completion of the first draft of the report, the results were disseminated at a public workshop hosted by the Central Institute for Economic Management on 10 November 2004. Feedback from this workshop was then incorporated into the final report. VNCI would like to thank Huynh Thanh Tung of Saigon Postel, Nguyen Manh Bang of VP Telecom and the other managers of the surveyed firms for their responsiveness to our questions and inquiries. Other acknowledgements include Steve Parker (STAR project) and Fred Burke (Baker and McKenzie) for their input and...
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...Privatization of Telecoms in Asia John Ure and Araya Vivorakij* Privatization viewed as a panacea for the most pressing problems besetting the modernization and development of telecommunications has become, in recent years, a widely accepted part of orthodox thinking. Wellenius, Stern, Nulty and Stern (1989) illustrate the point. ‘How should privatization be defined?’ asks the International Finance Corporation (IFC, 1995). ‘A generous stance would admit any transfer of ownership or control from public to private sector. A more exacting definition would require that the transfer be enough to give the private operators substantive independent power.’ 1 Hence, by privatization is usually meant the transfer of state-owned assets to private sector ownership, management and control typified by the sale of part or all of the shares of a state owned (and operated) telecommunications enterprise (SOTE). We shall argue that the ‘more exacting definition’ is exactly appropriate for the experience of Western economies from which it originates - see below - while it is too narrow, too precise, insufficiently ‘generous’ to capture the less clearly defined lines of demarcation between public and private capital in the context of Asian telecommunications. We shall argue that this is because the delineation between state (political society) and civil society is less well developed in Asia, certainly less well articulated in law, and unevenly developed even within single large Asian countries...
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...Thesis paper on problems & prospects of telecommunication industry & its Marketing Strategies Executive Summary In today’s competitive business environment, mobile operators have to compete in the industry by facing the problems and overcome it, taking initiative considering the prospects of the industry, and finally taking marketing strategy for the customers and overall the industry. If Government, authorities, companies will give attention in this sector then whole industry will be benefited as well as general people, country and companies. The main objective of this thesis paper is to show the problems and prospects of telecommunication sector and its marketing strategies as individual company taking the steps time to time. It can be said that the Bangladesh telecom market has a lot of potential to offer considering strategically ignorable or somehow alterable threats. The market looks very potential and prospective. Lots of opportunities are waiting. CHAPTER 1 1.1 Introduction: Telecommunication Sector 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...
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...jsjf | |Leading university | | | | | |Sourov bhattacharjee | |[Let' Many people find telecommunication industry as the most lucrative industry of the world. In fact, telecommunication sector is| |one of the emerging sectors in Bangladesh. Among the 162.22 million people of Bangladesh (WBG, 2011), around 46% of the people are | |using mobile phone. "Although nearly half of the country's population is still below the poverty line, the country has been one of | |the world's fastest growing cellular markets". (Paul, 2009) This definitely clarifies that cell phone has become an integral part | |of Bangladeshi people which brings immense opportunities to the country's telecom service providers.Banglalink is standing far away| |from Grameenphone in terms of subscriber base. The key reasons behind this are - Grameenphone's greater focus on quality, the | |network coverage, strong equity structure and superior resource allocation. These unique competencies of Grameenphone have | |established a stronger brand image for the company while Banglalink is yet to achieve these crucial qualities and difficult to | |achieve them instantly.The Industry Analysis section of this study shows that, both companies are yet to exploit the potentials | |that include – banking service solution, order-purchase platform, remittance services &...
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...HBR.ORG The Globe F A Cautionary Tale for Emerging Market Giants PHOTOGRAPHY: GETTY IMAGES How leadership failures in corporate Japan knocked its companies off the world stage by J. Stewart Black and Allen J. Morrison ifteen years ago, Japanese companies accounted for 141 of the companies and 35.2% of the revenues of Fortune’s then brand-new Global 500 list. By 2000 their share of revenues had fallen to 20.8%, and by last year it had shrunk to 11.2%, with only 68 Japanese companies making the list. During the same period, U.S. firms’ portion of Global 500 revenues, which was 28.4% in 1995, grew slightly, to 30%. Firms from the European Union and Switzerland, meanwhile, increased their portion from 31% to 36%. Much of Japan’s loss has been a gain for firms from emerging markets. Since 1995 companies from the BRIC nations (Brazil, Russia, India, and China) have seen their combined share of Global 500 revenues leap from 0.9% to 10.4%. But will those countries lose their edge in the years ahead, as Japan did? Or will they find ways to remain globally competitive and protect their share—as the U.S. and Europe have done? To answer those questions, we first need to understand why Japan was unable to continue the meteoric rise it saw in the 1970s and 1980s, because the new generation of emerging-country multinationals bears a disturbing resemblance to corporate Japan in the 1990s. Over the past quarter century, we have tracked the rise and fall of Japanese business, and...
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...BAB111 Revised January 12, 2005 ILinc Case Study of a Start Up “It’s been a long semester,” thought Mark Bernstein. “I have spent a lot of time with Degerhan working on our business plan for our proposed new venture, Interactive Learning Corporation, but can we really make it go? Should we even try? I’ve got a good job waiting for me with a large corporation. Is the upside potential of ILinc great enough to justify taking the risk?” Mark Bernstein and Degerhan Usluel knew each other from MBA classes at Rensselaer Polytechnic Institute. Outside a career fair sponsored by the school in the fall of 1993, Bernstein was sitting on a bench when Usluel approached and asked, “Do you really want to work for any of them?”, referring to the established companies at the career fair. “No, I can’t see myself working for corporate America. I’d really like to start my own business, but I’m not sure what to do,” Mark replied. “I know what you mean. I can’t see myself being a small part of a large corporation. I’ve been doing some work for Professor Jack Wilson that has made me wonder whether there might be something in our project that could be turned into a business,” explained Usluel. Thus began the prospecting. The Players Mark Bernstein Bernstein earned a BA in Economics from Union College. Articulate and hard driving, he had worked in sales and sales management for several computer related companies for over nine years before enrolling in Rensselaer’s MBA program...
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...International Islamic University Islamabad Subject: Commercial Bank management An Over View Of Bank Al-Islami Submitted to: Sir. Ismat Ullah Butt Submitted by: Muhammad Mahmood Khan (group leader) 103-se/bsef(4)/F08 Email address: mmkaries2@hotmail.com Other members: Malik hammad anwar 121-se/bsef(4)/f08 Umair Hassan khawaja 122-se/bsef(4)/f08 Jehanzeb saeed khan 130-se/bsef(4)/f08 Stephen kingori Introduction: Bank-Al Islami The Idea: The epochal idea of Bank Al-Islami was conceptualized by Jahangir Siddiqui & Company Limited and DCD Group in late 2003. Mr. Hasan A. Bilgrami was appointed as Adviser to the sponsors on March 16, 2004 to formalize the idea. He presented the concept paper of Bank Al-Islami to sponsors on March 24, 2004. A detailed business plan was then prepared and a formal application was submitted to the State Bank of Pakistan on May 26, 2004. On September 26, 2005, Dubai Bank joined the Sponsors and became one of the founding shareholders of Bank Al-Islami by investing 18.75% in the total Capital. Accreditation by State Bank of Pakistan: The State Bank of Pakistan issued a No Objection Certificate in no time on August 19, 2004 and Bank Al-Islami Pakistan Limited, the second full-fledge Islamic Commercial Bank in Pakistan, was incorporated on October 18, 2004 in Pakistan. Bank Al-Islami Pakistan Limited was the first Bank to receive the Islamic Banking license under the Islamic Banking policy...
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...Company Information : Airtel Bangladesh Ltd. is a GSM-based cellular operator in Bangladesh. Airtel is the sixth mobile phone carrier to enter the Bangladesh market, and launched commercial operations on May 10, 2007. Warid Telecom International, an Abu Dhabi based consortium, sold a majority 70% stake in the company to India's Bharti Airtel Limited. Bharti Airtel is making a fresh investment of USD 300 million to rapidly expand the operations of Warid Telecom. This is the largest investment in Bangladesh by an Indian company. This is Bharti Airtel‟s second operation outside of India. Dhabi Group continues as a strategic partner retaining 30% shareholding and has its nominees on the Board of the Company. Bharti Airtel Limited took management control of the company and its board, and rebranded the company's services under its own airtel brand from 20 December 2010. The Bangladesh Telecommunication Regulatory Commission approved the deal on Jan 4, 2010. The new funding is being utilized for expansion of the network, both for coverage, capacity, and introduction of innovative products and services. As a result of this additional investment, the overall investment in the company will be in the region of USD 1 billion. Airtel Bangladesh Ltd. at Glance Type: Private Industry: Telecommunication Founded: December 1, 2010 (Registration date) Headquarters: House 34, Road 19/A, Banani, Dhaka 1213, Bangladesh Key people: Chris Tobit (Chief Executive Officer), Abhay...
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...A STUDY ON CUSTOMER PERCEPTION TOWARDS Submitted in the partial fulfillment in Bachelor of Business Administration Submitted To: Submitted By: Ms. Rasna Pathak Project Guide Roll no. 94532451177 BBA 6th SEM GNA Institute of Management & Technology (Affiliated from PTU) ACKNOWLEDGEMENT I would like to take an opportunity to thank all the people in collecting the necessary information and making of the report. I am grateful to all of them for their time and wisdom. My project becomes a reality only because of cooperation of many people who had helped me in completing this project. I sincerely extend my gratitude to Ms Rasna Pathak who has given me this golden opportunity to have an insight in the corporate world and who has been a source of guidance and support. Sameer Thakur TABLE OF CONTENTS |Title Page |1 | |Bonafide Certificate |2 | |Declaration ...
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...DEVELOPING THE INTERNET: ENTREPRENEURSHIP AND PUBLIC POLICY IN COMPARATIVE PERSPECTIVE* Sandra L. Suárez Department of Political Science Temple University Gladfelter Hall Philadelphia, PA 19122 (215) 204-1468 ssuarez@nimbus.temple.edu and Mauro F. Guillén The Wharton School and Department of Sociology University of Pennsylvania 2016 Steinberg Hall-Dietrich Hall Philadelphia, PA 19104-6370 215-573-6267 guillen@wharton.upenn.edu November 2000 Version * This research has been funded by Temple University (Suárez) and the Wharton eBusiness Initiative, WeBI (Guillén). 2 DEVELOPING THE INTERNET: ENTREPRENEURSHIP AND PUBLIC POLICY IN COMPARATIVE PERSPECTIVE Abstract The internet has not diffused uniformly throughout the world. Data on 142 countries indicate that, aside from the levels of economic and infrastructural development, cross-national differences have to do with whether the legal system fosters entrepreneurship, and with whether institutional and political conditions are stable, and democracy is the form of government. Competition and privatization policies in the area of telecommunications do not have consistent effects. After examining international patterns of diffusion for the world as a whole, differences between two matched pairs of countries are systematically compared: Ireland and Singapore, and Argentina and Spain. Patterns of entrepreneurship and public policy in each country are shown to have differed systematically, with distinctive consequences...
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...Global Partnering: The Boeing 787 Dreamliner Story? VERSION 1.2 This case was prepared using publicly available information by Sveinn Vidar Gudmundsson, Professor, Toulouse Business School, France. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2015 S V Gudmundsson, Toulouse, France. Global Partnering: The Boeing 787 Dreamliner Story? C28-1-2015-1.1 "In retrospect, our 787 game plan may have been overly ambitious, incorporating too many firsts all at once -- in the application of new technologies, in revolutionary design-and-build processes, and in increased global sourcing of engineering and manufacturing content." Boeing CEO, Jim McNerney Speech in the Wings Club of New York on November 11, 2014 When giants learn to dance The world's second-largest commercial aircraft-maker, Boeing a Chicago-based aerospace giant, was founded in 1916 in Seattle by William Boeing. In 2013 the company earned $86.623 billion in combined sales for defense and commercial aircraft divisions. The U.S. aerospace industry achieved $273 billion in sales in 2013.1 All told, Boeing and its subsidiaries employ 168,000 (160.000 in 2009) people. Boeing is the 24th largest U.S. employer, including private companies and government. Boeing, with almost half of its workforce located in Seattle, was adamant that modern economics dictate a new strategic model for the company,...
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