..._______________________________________________________________ _______________________________________________________________ Report Information from ProQuest October 07 2015 14:24 _______________________________________________________________ 07 October 2015 ProQuest Table des matières 1. The Huawei Report 2013-2023 - The Major New IT & Mobile Player in the 4G LTE Era............................ 07 October 2015 ii 1 ProQuest Document 1 sur 1 The Huawei Report 2013-2023 - The Major New IT &Mobile Player in the 4G LTE Era Lien de document ProQuest Résumé: The report provides an analytical overview with detailed market projections and analysis of the market share, the competitors, and the commercial drivers and restraints.- Global Huawei revenue forecasts 20132023- Global Huawei 4G revenue forecasts 2013-2023- Global Huawei Infrastructure spending forecasts 20132023- Global Huawei mobile device shipment forecasts 2013-2023- Stay ahead with the prospects for each of the global Huawei sectors with revenue share forecasts from 2013-2023- Telecoms sector- Device businessEnterprise business- Cloud services- Keep informed about the potential for each of the global Huawei submarkets with shipments forecasts from 2013-2023- Feature Phones- Smartphones- Tablets- View a detailed breakdown and analysis of Huawei's regional revenue forecasts from 2013-2023- North America- Asia PacificEurope- Latin America- Middle East &Africa- Examine detailed breakdown and analysis...
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...ab UBS Investment Research Nokia Here we go again… Following negative pre-announcement we downgrade from Buy to Neutral We believe the main issue behind Nokia’s profit warning has been increased pricing pressure in the high-end due to lack of competitive product. We believe investors will be unwilling to put faith in the execution on new devices. We downgrade to Neutral and will revisit when visibility emerges on new products. Do risks still remain on lowered expectations? To reach low-end of FY margin guidance, Nokia requires >34% GM or c.460bps seq improvement in Q4 which appears challenging. To achieve our 2010E revenue we estimate new high-end devices will need to contribute c.€1.3bn in H2 or >4m units. Given the magnitude of improvement required, lack of reassurance on new products, and increased competition, we believe downside risks still exist. Has value now emerged? On a one-year reverse DCF, current price implies 0% rev growth in perpetuity at 4m of incremental volumes. Alternatively, overall volumes will have to be significantly better than expected. UBS 4 Nokia 17 June 2010 Table 2: Nokia Devices – volumes (m) by category Volumes (m) N series E series X series C series 5000 series Other smartphones Converged Devices FY '09 18.9 18.5 0.0 0.0 17.2 13.2 67.8 Q1 '10 2.9 6.3 1.0 0.0 7.9 3.4 21.5 Q2 '10E 1.5 6.9 1.7 3.2 9.2 3.2 25.7 Q3 '10E 1.4 6.9 2 6.0 8.6 2.8 27.7 Q4 '10E 2.1 7.8 2.2 6.8 6.8 3.0 28.7 FY '10E 7.9 27.9 6.9 16.0 32.5 12.4 103.6 Mid-end...
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...A Study on GSM Network Coverage Functional Operation & Planning Analysis of Banglalink ETE 498 Internship Report Submitted By Md. Akhter Uz Zaman ID: 1020086045 Supervised by Zasim U Mozumder Senior Lecturer, ECE, NSU Department of Electrical and Computer Engineering North South University Fall 2014 DECLARATION I have done my undergraduate Internship on “A Study on GSM Network Coverage Functional Operation & Planning Analysis of Banglalink” in my ETE 498 course. I believe people will get an overall idea of how this division works. I have covered here the rectification and maintenance of telecom equipments and network management center’s work operations. I learned a lot, experienced new stuffs. I have not submitted the matter embodied in this dissertation for the award of any other degree. None of the element, partly or fully, of this has been submitted elsewhere for the award of any Degree or Diploma. Any material reproduced in this paper has been properly acknowledged. Approval It is certified that Md. Akhter Uz Zaman, a student of Department of Electrical & Computer Engineering, North South University, have submitted the project titled “A Study on GSM Network Coverage Functional Operation & Planning Analysis of Banglalink”. It is a partial step upon his completion of the requirements for the award of the degree of Bachelor of Science Degree in Electronic and Telecommunication Engineering. He has approached a report...
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...SMARTPHONE INDUSTRY IN 2013: SAMSUNG’S DILEMMA1 Mehdi Hossein-Nejad wrote this case under the supervision of Professor W. Glenn Rowe solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2014, Richard Ivey School of Business Foundation Version: 2014-06-18 In April 2014, Samsung released its new high-tech flagship phone, the Galaxy S5. The new Android phone came after another successful year for the company. After becoming the leading global mobile phone manufacturer in 2012, 2 Samsung had maintained that lead in 2013 and sold more phones than rivals such as Nokia and Apple. Samsung was also a major player in the increasingly popular tablet computer market. The success of the Galaxy S3 and S4 had created a lot of expectations for the S5 device, but both Samsung and industry...
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...curveballs to come in the hyperactive mobile phone market before a clear winner can emerge. Onkar Pandey keeping the flag flying high B.D. Park, Managing Director, Samsung India, leads an established brand, which is the leader in the smartphone segment. But his real test will be to manage the brand in face of a resurgent Nokia, besides facing off competition from the likes of Sony U 3 revenues of top mobile players Samsung’s revenue rose more than Nokia’s rank 201112 119.25 78.91 19.78 14.60 13.27 9.23 7.90 7.80 7.50 6.70 201011 129.29 57.20 22.89 19.50 10.04 4.50 9.20 18.34 6.26 13.26 Change market (%) share (%) -8 38 -14 -25 32 105 -14 -57 20 -49 -5 38.2 25.3 6.3 4.7 4.3 Nokia Samsung Micromax BlackBerry Karbonn HTC Spice LG Huawei G’Five TOTAL 2.5 2.5 2.4 2.1 100 312.15 330.31 Source: CyberMedia Research (Revenue in Rs Billion) ntil as recently as 2008, Nokia had an invincible lock on the mobile phone market in India. The Finnish giant was by far the strongest Richmond in the field, controlling a humongous 75% of the Indian mobile handset market by volume. But over the next couple of years, even as the handset market was going through a watershed technological change and churn, Nokia made the mistake of taking its eyes off the emerging market trends and has had to pay a heavy price for the lapse. By the time it realised its mistake, the South Korean major Samsung had already taken the market by storm, introducing a whole new dynamic to the Indian mobile...
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...Executive summary This term paper is prepared on the telecommunication sector of Bangladesh. Telecom sector of Bangladesh is a very fast growing and dynamic sector. This sector marked its inception in 1989. In this report we have analyzed the history, the value chain activities, the competitive forces, mobile network portability, and national telecom policy etc. We have conducted the risk analysis of the industry in terms of different analysis tools that is SWOT, PESTEL etc. We have covered in and out of the industry in the part A of our report. In part B, we have analyzed the industry players. We have done TTF of our respective company that we have chosen. Then in part C, we have written the case of the respective company that the group members have chosen. Bangladesh’s mobile phone market has achieved exceptional growth since the beginning of 2004, registering a massive 100% growth in its subscriber base during 2004, and 137% during 2005. In recent year of 2012, 15% has been observed in the industry. This trend is forecast to continue over the coming years as the 3G will further boost up the pace of subscribers’ acquisition Many foreign investors are now interested to do business in telecom sector in Bangladesh which reveals that Bangladesh has become a significant hub for telecoms. It has been forecasted that the average revenue from telecoms sector will be Tk 2500 crore a year. Bangladesh is a country which is densely populated and also is a flat and easily extends able...
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...INDIAN INSTITUTE OF MANAGEMENT BANGALORE COMPETITION AND STRATEGY Final Project Report Submitted to: Prof. S Chandrasekhar Submitted on March 16, 2012 by AKASH SINGH 1111003 Section – A CHANDER PRAKASH 1111018 Section – A PRABHA KUMARI 1111048 Section – A SHIVASHEESH 1111064 Section – A KARAN KUCHINAD 1111033 Section – A Table of Contents 1. 2. INTRODUCTION ................................................................................................................................. 3 ANALYSIS OF FIRM'S COMPETITIVE STRATEGY ................................................................................. 4 2.1. BCG Matrix .................................................................................................................................... 4 2.2. Multidimensional Analysis ........................................................................................................... 5 2.3. ANSOFF Matrix ............................................................................................................................. 5 3. SUSTAINABILITY OF AIRTEL'S STRATEGY ........................................................................................... 6 3.1. Strong Supplier relationship.......................................................................................................... 6 3.2. Strong Distribution Channel .......................................................................................................... 6 3.3. Regular...
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...TERM PAPER SUSTAINABILITY OF LOW-PRICED SEGMENT OF SMART PHONES SUBMITTED BY: MBA(IB)- Section F Richa Bhalla- A1802010121 Udai Bir Bhasin-A1802010332 AMITY INTERNATIONAL BUSINESS SCHOOL, NOIDA AMITY UNIVERSITY – UTTAR PRADESH ACKNOWLEDGEMENT Every endeavor in itself is an impression of the efforts of not only those who pursue it but of those as well who provide guidance and motivation towards its successful completion. Likewise, this project bears an imprint of all those who helped us at various stages and it would be unfair on our part not to thank them. The successful completion of this project could not have been possible without the co-operation and encouragement of our Class Mentor and Faculty, Mrs. Kokil Jain and Mrs. Meenakshi Malhotra who provided us with their unending support from the very beginning of the project, which helped in the timely completion of the project. The faculty members at AIBS, who continued to have an impact on our thinking which helped us to complete this project. And all other staff members at the institute. Richa Bhalla Udai Bir Bhasin INDEX S.NO. | PARTICULARS | PAGE NO. | 1. | Executive Summary | 4 | 2. | Introduction | 5 | 3. | Difference between a Smartphone & Feature Phone | 7 | 4. | Indian Telecom Industry | 8 | 5. | SWOT Analysis of Mobile Industry | 12 | 6. | Low-Priced Segment of Mobile Phones | 13 | 7. | Market Structure & Segmentation | 15 | 8. | International Business | 20 | 9. | The Case of Micromax...
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...W-Handover and Call Drop Problem Optimization Guide For internal use only Product name WCDMA RNP Product version 3.3 Confidentiality level For internal use only Total 201 pages W-Handover and Call Drop Problem Optimization Guide (For internal use only) Prepared by Reviewed by Jiao Anqiang Xie Zhibin, Dong Yan, Hu Wensu, Wan Liang, Yan Lin, Ai Hua, Xu Zili, and Hua Yunlong Wang Chungui Date Date 2006-03-16 Reviewed by Approved by Date Date Huawei Technologies Co., Ltd. All Rights Reserved 2009-10-10 All rights reserved Page 1 of 201 W-Handover and Call Drop Problem Optimization Guide For internal use only Revision Records Date Version Description Completing V2.0 W-Handover and Call Drop Problems. According to V3.0 guide Author Cai Jianyong, 2005-02-01 2.0 Zang Liang, and Jiao Anqiang requirements, Jiao Anqiang reorganizing and updating V2.0 guide, focusing more on operability of on-site engineers. All traffic statistics is from RNC V1.5. The update includes: Updating flow chart for optimization Moving part of call drop due to handover problem to handover optimization part Specifying operation-related part to be more 2006-03-16 3.0 applicable to on-site engineers Updating RNC traffic statistics indexes to V1.5 Integrating traffic statistics analysis to NASTAR of the network performance analysis Optimizing some cases, adding new cases, and removing outdated cases and terms Moving content about handover and call...
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...Internship Report Comparative Analysis of Teletalk Bangladesh Limited Prepared By: Md. Mashiur Rahman BRAC Business School ID: 09104077 Prepared For: Husain Salilul Akareem Internship Super Visor BRAC Business School BRAC University BRAC University Date of Submission: 30th May, 2013 l Letter of Transmittal 30th May, 2013 Husain Salilul Akareem Internship Supervisor BRAC Business School BRAC University 66, Mohakhali, Dhaka-1212 Subject: Submission of internship report for completion of course. This is to inform you that I have completed the internship report. This report focuses on the contribution of Teletalk in Bangladeshi telecom business. The report, titled “Comparative Analysis of Teletalk Bangladesh Limited” has been prepared for the completion of the course, Internship (BUS 400). In making of this report, I have followed all your specific instructions involving report writing so as to present my views and in the easiest manner. However, I will be glad to clarify any discrepancy that may arise. Thank you for your co-operation. Sincerely Yours, ------------------------------Md. Mashiur Rahman BRAC Business School ID: 09104077 BRAC University Acknowledgement I would like to thank those people who have really helped me, encouraged me and show me the way how to work properly regarding my official task in Teletalk Bangladesh Limited and my project work. At first I want to thank to my academic supervisor Mr. Husain Salilul...
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...9-710-429 REV: MAY 2, 2011 JUAN ALCÁCER TARUN KHANNA MARY FUREY RAKEEN MABUD Emerging Nokia? It was December of 2009 and D. Shivakumar, the Managing Director of Nokia India was catching up over coffee with Colin Giles, his counterpart in the China office, and Chris Braam, who was in charge of operations in the Middle East and Africa. The gathering was somewhat celebratory in nature: Giles had recently been promoted to global head of sales. Before Giles left his Greater China market role, his colleagues wanted to get his thoughts on Nokia’s future in the region. The three men had no doubt that Nokia’s strategy in emerging markets had been successful: Nokia was the market leader in India and China, with market shares of 60% and 40%, respectively.1 The company also had made inroads into Africa and South America. However, Nokia had lost ground in the developed world: the company only sold one in 10 handsets in the U.S. (compared to one in three in 2002),2 and it had recently pulled out of Japan after 20 years of operations. Nokia’s revenues in Europe declined by 15% in the fourth quarter of 2009.3 However, Nokia was famous for its ability to reinvent itself. From its beginnings as a paper mill turned rubber manufacturer turned electronics company, and finally, as the world’s largest producer of mobile phones, Nokia possessed an unmatched ability to face obstacles head on and come out on top. Said former CEO Jorma Ollila, “Finns live in a cold climate. We have...
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...Nintendo Co., Ltd. (???????, Nintendo Kabushiki gaisha?) is a multinational corporation located in Kyoto, Japan. Founded on September 23, 1889[2] by Fusajiro Yamauchi, it produced handmade hanafuda cards.[6] By 1963, the company had tried several small niche businesses, such as a cab company and a love hotel.[7]}} Nintendo developed into a video game company, becoming what is arguably the most influential in the industry, and Japan's third most valuable listed company, with a market value of over US$85 billion.[8] Also, Nintendo of America is the majority owner of the Seattle Mariners Major League Baseball team.[9] The name Nintendo can be roughly translated from Japanese to English as "leave luck to heaven".[10] As of October 18, 2010, Nintendo has sold over 565 million hardware units and 3.4 billion software units.[11] Contents * 1 History o 1.1 As a card company (1889–1956) o 1.2 New ventures (1956–1974) o 1.3 Electronic era (since 1974) + 1.3.1 Handheld console history * 2 Infrastructure o 2.1 Key Executives o 2.2 Offices and locations * 3 Software development studios o 3.1 First-party studios o 3.2 Second-party studios o 3.3 Former affiliates * 4 Policy o 4.1 Emulation o 4.2 Content guidelines o 4.3 License guidelines o 4.4 Seal of Quality + 4.4.1 NTSC regions + 4...
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...Mobile Factbook – February 2011 © 2011, Portio Research. All Rights Reserved 1 Mobile Factbook – February 2011 Portio Research Limited. Published February 2011 by Portio Research Limited © Copyright 2011. www.portioresearch.com info@portioresearch.com Disclaimer and Legal Notices Disclaimer Every care has been taken in the preparation of this study to ensure that the information contained herein is accurate, factual and correct to the best of our knowledge, at time of publishing. All opinions, suppositions, estimates and recommendations included in this document are solely the opinions of the authors unless otherwise stated. Portio Research Limited accepts no liability for any loss or damage or unforeseen consequential loss or damage arising from the use of the information contained within this document. The opinions, suppositions, estimates and recommendations within this document cannot be guaranteed, and readers use this information at their own risk. The information published in this document is subject to change without notice at any time, and Portio Research Limited accepts no liability or obligation to inform the reader of such changes. Portio Research Limited do not promote or endorse any specific companies or products, the views and opinions we express in this document are wholly our own assessments, and independent from any external interest or influence. Many terms and phrases and trade names used in this document are proprietary and Portio Research...
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...MBA LEARN MORE, DO MORE, BECOME MORE 90 exceptional people who will shape the future of business The IMD MBA Class of 2011 Developing your future global leaders The IMD difference Why recruit at IMD? Find truly global experienced leaders able to address your company’s challenges in today’s complex environment 90 talented pre-screened participants Besides strong academic ability, we assess the leadership potential with a focus on real management capacity in a multi-cultural and complex environment. In total we spend at least 10 manhours per candidate to make sure each one is right for the program. The admission process consists of: - an online application with 12 essays - letters of recommendations - a full day assessment center Once accepted, each candidate goes through a full background check conducted by an independent agency. International and experienced In a class of 90, you will find 40+ different nationalities and 90% of the participants will have spent at least 6 months outside their home country. With a minimum of 3 years of work experience, our participants have on average 7 years of experience prior to IMD. Trained to become truly global hand-on leaders Besides strong academic business fundamentals, our intensive one-year program is designed to constantly push our MBAs beyond their comfort zone. A diversity of hands-on projects takes them through various settings: - a 6-week startup project - a 9-week international consulting project with medium to...
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...Smartphones: Building profitability and loyalty in the mass-market Industry Briefing In many mature wireless markets, smartphones already account for one in three handsets sold. By the end of 2011 they will have overtaken featurephones. As the wireless industry’s fastest growing category of device, smartphones are opening up many new and exciting revenue-generating opportunities. However, the migration from the prosumer to wider consumer markets is not without its challenges. This paper identifies five key pressure points that are facing wireless carriers and challenging the profitability and loyalty of their smartphone consumers. WWW.WDSGLOBAL.COM 2. WDSGlobal Industry Briefing Smartphones: Protecting profitability and loyalty in the mass market Contents EXECUTIVE SUMMARY THE RISE OF THE SMARTPHONE Subscriber Break-Even Smartphones and the Technology Adoption Lifecycle - Innovators and Early Adopters - Leaping the Chasm CONSUMER BUYING BEHAVIOR AND MOTIVATIONS IDENTIFYING THE PRESSURE POINTS PRESSURE POINT ONE: USER BEHAVIOR The Golden Hour PRESSURE POINT TWO: DEVICE SUBSIDIES Service Usage PRESSURE POINT THREE: COST TO SUPPORT Increased Average Handle Time - AHT by Operating System - Problem Type by Operating System Brand Escalation and the Threat of No Fault Found Propensity to Call PRESSURE POINT FOUR: SERVICE CONFIGURATION Failures in the Preconfiguration Model PRESSURE POINT FIVE: UNLIMITED DATA PLANS SUMMARY RECOMMENDATIONS APPENDIX ONE p3. p4. p4. p5...
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