...Business and Management www.ccsenet.org/ijbm How to Change an Organization to Fit the Dynamic Environment: A Case Study on a Telecom Company of China Yong Zhao & Yezheng Liu School of Management of Hefei University of Technology, Hefei 230009, China Tel: 86-551-2904-991 E-mail: hfyongzhao@163.com; liuyezheng@gmail.com The research is finaced by the National Natural Founfation of China. No. 70672097 Abstract This paper aims to explore how an organization changes to fit the dynamic environment. The paper's approach is a case study on a Chinese telecom company. Data have been collected through 2 questionnaire surveys as well as 15 interviews. The results show that the organizational transformation of Anhui Telecom has enhanced the vigor of it and employees by stimulating dynamic capabilities and forming a high performance system, as well as promoted the organizational capabilities, thus maintaining its sustainable competitive advantage. Nowadays, Chinese telecom industry is reconstructing. For each telecom operators, the organizational environment it faces has changed. Unfortunately, very little research on organizational change of Chinese telecom industry has been done. The study has significant reference for the business transformation of China Telecom. Keywords: Strategy transition, Organizational change, Fit, Dynamic capability, Anhui Telecom Company, Case study 1. Introduction Since China reforms and opens to the outside world, a great change has taken place in Chinese...
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...they certainly make for an appealing and persuasive advert. However, there also tends to be some shortcomings and/or limitations on any given advert; and probably an angle which would have perhaps provided a better perspective to the targeted public. This essay is therefore aimed at critiquing and analyzing the Warid Telecom TV advert for their campaign to register onto the Warid Pesa mobile money transfer platform. In the said advert, a cross section of different publics is presented - a student calls her dad; a guy calls his friend; a stranded young man calls another and a business man calls on another person – and all of them are saying “Please send me money right now!” The situation presented in the TV Ad depicts distressed characters who urgently require a service (money to be sent to them) which the advertiser purports to provide with as less stress as possible (of course in comparison to the competitors on the market). But this is in the punch line at the climax of the advert where WARID promotes their Mobile Money platform branded Warid Pesa as the only such service on the market where a customer neither needs to be currently subscribed on the Warid Telecom network nor have to wait before approval of their registration. The advert cleverly, yet subtly paints the comparative analysis between Warid Pesa and MTN’s Mobile Money by highlighting the fact that for other service providers, one would require to be a subscriber to the respective telephone network, fill registration...
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...maintaining a successful telecoms brand Optimise your branding strategy to differentiate your services and keep your customers loyal Understand how re-branding can strengthen your position in today’s competitive and convergent telecoms environment Use convergence, content and new services to improve and strengthen your brand PRE-CONFERENCE WORKSHOP Monday 13th November Building and Maintaining A Successful Telecoms Brand Led by: Mybrand Consultants Simone Muet, Project Manager, NExT Transformation France Telecom Group Andre Schloemer, Vice President Brand Management, O2 Jonathan Bill, Head of Category Management, Content Services, Vodafone UK Morgan Holt, Director of Media Innovation, 3 Olivier Laury, Content Director, Multimedia Mobile i-Mode Division, Bouygues Telecom Daniel Probst, Head of Group Identity, Swisscom Eveline Knipping, Head of B2B Campaign Strategy & Evolution, BT Global Services Simon Stauber, Director, Brand Communication & Content Marketing, Orange Switzerland Jonathan Donovan, Head of Employee Relations, O2 Sofia Castro, Brand Strategy Manager, Optimus Thomas Wedl, Marketing Director, Tele.ring Karin Kollenz, Marketing Planning & Strategic Projects, T-Mobile Austria Hemant Sachdev, Director Marketing & Communication, Bharti Airtel Media Partners Register Today! Please call:+44 (0)20 7017 7483 Fax: +44 (0)20 7017 7825 Email: registrations@iir-telecoms.com Web: www.iir-conferences.com/branding Branding Strategies for Telecoms Operators Tuesday...
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...white paper | 2012 The New Frontier in Telecom Analytics: Get Better Insight Faster The dynamic nature of today’s telecom customers requires an equally dynamic use of analytics to understand customers and make decisions. ©2012 Peppers & Rogers Group. All rights protected and reserved. 2 Telecom operators are under pressure to deliver, and deliver fast. There is tremendous focus on always-on mobile connectivity and access to information when and where we want it, both in the consumer and business worlds. Telecom operators see this new normal firsthand, providing data networks and technology convergence to bring information and access to their customers in the moment. As a result, it’s become critical for operators to have the same type of fast access and interaction with their customer data and analytics. The current competitive landscape demands it. Are traditional analytical models enough? No. If operators are changing the way they do business, this shift must apply to analytics as well. It’s become imperative to monitor the instant changes in customers’ behaviors and match them with the most relevant offer as soon as the customer needs it. This is achieved with a sophisticated blend of analytics and business sense. This white paper explores the opportunities of two dynamic analytical capabilities: transactional behavioral analysis and capturing data potential. These tools give operators real-time insight about their customer activity so they can take action to be as...
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...11/6/13 India's Telecom Trends for 2012 - Voice&Data Subscribe Log In Join Events Subscribe Search Here... Operator Enterprise VAS Devices People Policy Innovation Home Operator India's Telecom Trends for 2012 News | By Ritu Singh , 4 January, 2012 0 comments Like 0 0 0 99 Email Print With the current year nearing an end, the technology industry, much like the human beings, tends to reassess the past and get itself ready to embrace the new year with new innovations that promise to make life easier. And not just new developments in the technology space, it also analyzes the mistakes or shortcomings of the technologies of the previous year and makes some resolutions to rectify the issues and move forward. As the year 2011 is closing in, hopes afloat on various technology and corresponding business aspects of the Indian telecommunications industry, VOICE&DATA analyzes the market by feeling the nerves of the technology space to come up with the top 10 forecasts. These predictions spanning across stakeholders in the telecom industry also explains why the forecasts, even if not spot on, have the merit to be taken seriously by the industry. www.voicendata.com/voice-data/news/164737/indias-telecom-trends-2012 1/7 11/6/13 India's Telecom Trends for 2012 - Voice&Data New Telecom Policy 2011 The new year 2012 could not have brought a better gift for the Indian telecom industry than a new set of policy guidelines, afresh with new ideas and equipped...
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...cloud, thereby becoming a cloud users. Telcos are also trying to develop their own cloud services, which would provide them with an additional revenue stream. * By forming strategic partnerships, mergers and acquisitions and alliances, and bundling their service offerings telcos aim to address the competition from OTT players. Some of my recommendations for TCS are: * The SMACA framework is a very good starting point to build on the solutions. A basic cloud can serve as a platform on which the legacy systems can be migrated and also new applications can be hosted. The social, analytics, mobility and automation solutions can then be built on top of the basic cloud to cater to the specific needs of the enterprises. * Telecom operators will move on to becoming cloud users as well as cloud service providers for other industries. The advantage in this case is...
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...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 the numbers of services in operation have subsequently grown exponentially in the past five years. The incentives both from government and public sectors have helped to grow this sector. It is now one of the biggest sectors of Bangladesh. As a populous country, its huge market has attracted many foreign investors to invest in this sector. The telecom sector in Bangladesh is rapidly emerging....
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...1.0 Executive Summary 1 1.1 Objectives 2 1.2 Mission 2 1.3 Keys to Success 3 Chart: Highlights 3 2.0 Company Summary 4 2.1 Company Ownership 4 2.2 Company Locations and Facilities 4 Table: Past Performance 5 Chart: Past Performance 6 3.0 Services 6 3.1 Service Description 6 3.2 Competitive Comparison 7 3.3 Fulfillment 7 3.4 Technology 7 4.0 Market Analysis Summary 8 4.1 Target Market Segment Strategy 8 4.1.1 Market Trends 8 4.1.2 Market Growth 9 4.2 Market Segmentation 9 Table: Market Analysis 10 Chart: Market Analysis (Pie) 10 4.3 Competition and Buying Patterns 10 4.4 Business Participants 11 5.0 Marketing Strategy 11 5.1 Pricing Strategy 12 5.2 Promotion Strategy 12 5.3 Marketing Programs 12 5.4 Strategic Alliances 13 5.5 Competitive Edge 13 6.0 Sales Forecast 14 Table: Sales Forecast 14 Chart: Sales Monthly 14 Chart: Sales by Year 15 7.0 Management Team 15 7.1 Personnel Plan 16 Table: Personnel 16 8.0 Financial Plan 16 8.0 Financial Plan 16 8.1 Use of Funds 16 Table: Use of Funds 17 8.2 Important Assumptions 17 Table: General Assumptions 17 8.3 Break-even Analysis 17 8.3 Break-even Analysis 17 Table: Break-even Analysis 17 Chart: Break-even Analysis 18 8.4 Projected Profit and Loss 18 Chart: Gross Margin Yearly 19 Table: Profit and Loss 20 Chart: Profit Yearly 20 Chart: Gross Margin Monthly 21 8.5...
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...India's teledensity has improved from under 4% in March 2001 to around 53% by the end of March 2010. Cellular telephony has emerged as the fastest growing segment in the Indian telecom industry. The mobile subscriber base (GSM and CDMA combined) has grown from under 2 m at the end of FY00 to touch 584 m at the end of March 2010 (average annual growth of nearly 76% during this ten year period). Tariff reduction and decline in handset costs has helped the segment to gain in scale. The cellular segment is playing an important role in the industry by making itself available in the rural and semi urban areas where teledensity is the lowest. The fixed line segment has actually seen a decline in the subscriber base. It has declined to 36.96 m subscribers in March 2010 from 37.96 m in March 2009. The decline was mainly due to substitution of landlines with mobile phones. As far as broadband connections (>=256 kbps) are concerned, India currently has a subscriber base of 8.8 m. It has grown at an average annual growth rate of 40% since 2008. The auction for broadband wireless license and spectrum has concluded recently. The government is expected to allocate spectrum before the end of this year. This will further boost the broadband penetration in the country. Key Points Supply Intense competition has resulted in prompt service to the subscribers. Demand Given the low tariff environment and relatively low rural and semi urban penetration levels, demand will continue...
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...402 DESIGNING AND MANAGING THE SUPPLY CHAIN rlX\s '-----' E ~\C)I\ The Great Rebate Runaround Ah, the holiday shopping season: Santa Claus, reindeer-and rebate hell. Those annoying mail-in offers are everywhere these days. Shoppers hate col lecting all the paperwork, filling out the forms, and mailing it all in to claim their $10 or $100. But no matter how annoying rebates are for consumers, the country's retailers and manufacturers love them. From PC powerhouse Dell to national chains Circuit City and OfficeMax to the Listerine mouth wash sold at Rite Aid drugstores, rebates are prolifer ating. Nearly one-third of all computer gear is now sold with some form of rebate, along with more than 20% of digital cameras, camcorders, and LCD TVs, says market researcher NPD Group. Hal Stinchfield, a 30-year veteran of the rebate business, calculates that some 400 million rebates are offered each year. Their total face value: $6 billion, he estimates. Office-products retailer Staples says it and its vendors alone pay $3.5 million in rebates each week. TAX ON THE DISORGANIZED sees lower redemption rates during the Christmas shopping season, when consumers may be too dis tracted to file for rebates on time. Credit this bonanza for retailers and suppliers partly to human nature. Many consumers are just too lazy, forgetful, or busy to apply for rebates: Call it a tax on the disorganized. Others think the 50 cents, $50-or even $200---is just not worth the hassle of...
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...lAfrican Journal of Business Management Vol. 4(12), pp. 2402-2408, 18 September, 2010 Available online at http://www.academicjournals.org/AJBM ISSN 1993-8233 ©2010 Academic Journals Full Length Research Paper Determinants of consumer retention in cellular industry of Pakistan Jawaria Fatima Ali1, Imran Ali1,2*, Kashif ur Rehman2, Ayse Kucuk Yilmaz3, Nadeem Safwan4 and Hasan Afzal5 1 Department of Management Sciences, COMSATS Institute of Information Technology, Lahore Pakistan. 2 IQRA University Islamabad, Pakistan. 3 Department of Aviation Management, School of Civil Aviation, Anadolu University, Eskisehir, Turkey. 4 FUIEMS, Foundation University Islamabad, Pakistan. 5 Independent Researcher, Hong Kong. Accepted 9 June, 2010 Cellular industry of Pakistan has grown many folds in recent years. Many new entrants have also joined the market to reap the potentials of this growing industry. This situation has originated a hyper competition among major cellular service providers in Pakistan. Companies are working hard to introduce more innovative and eye-catching products to attract customers. The companies with large consumer base are striving to reduce their switching costs. However the main concerns of the cellular service providers is to retain the existing customers. This research is designed to find out the determinants of consumer retention in cellular industry of Pakistan. This is an exploratory study based on primary data which was collected from University students...
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...Telecommunications and Economic Development: Empirical Evidence from Southern Africa by James Alleman Carl Hunt Donald Michaels Milton Mueller Paul Rappoport Lester Taylor 2 International Telecommunications Society • Sydney TABLE OF CONTENTS 1 Executive Summary1-5 1.1 Methodology / Economic Analysis 1-2 1.2 Reasons for Under-Investment in the Telecommunications Sector 1.3 Conclusions 1-3 2 Overview 2-1 2.1 Introduction 2-1 2.2 Purpose of this Paper 2-1 3 Methodology 3-1 3.1 Literature Review 3-1 3.1.1 Macroeconomic statistical studies 3.1.2 Policy Implications 3-6 3-3 4 Data 4-1 4.1 Data Deficiencies for Southern Africa 4-1 4.2 Data Problems 4-2 4.3 Limited data 4-2 5 Results 5-1 5.1 GDP and Telephone penetration 5-2 6 Conclusions Error! Bookmark not defined. 7 Selected Bibliography and References 7-1 1-2 4 International Telecommunications Society • Sydney "... telecommunications policies affect not only telecommunications..., but also the economic development... and social, cultural and political growth." Pekka Tarjanne1 1 Executive Summary 2 Many countries in the developing world must decide how to best allocate scarce resources for improved economic development. An ITU study of telecommunications and development, The Missing Link, concluded that "telecommunications can increase the efficiency of economic, commercial, and administrative activities, improve the effectiveness...
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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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... 1. Integration Paper a. Company Profile and History b. Summary OJT experience c. Assessment of OJT/Practicum Program 2. Company Brochure/Pamphlet 3. Endorsement Letter 4. OJT training Plan 5. Signed Waver Form 6. Daily Time Record (DTR) 7. Performance Appraisal Form 8. Certificate Of Completion 9. EBAY Registration Screenshot Globe Telecom Profile and History Profile Globe Telecom commonly shortened as Globe, is a major provider of telecommunications services in the Philippines, supported by over 6,200 employees and nearly 1.05 million retailers, distributors, suppliers, and business partners nationwide. The company operates one of the largest mobile, fixed line, and broadband networks in the country, providing communications services to individual customers, small and medium-sized businesses, and corporate and enterprise clients. Globe currently has about 48.4 million mobile subscribers, nearly 3.5 million broadband customers, and 858.9 thousand landline subscribers. The company’s principal shareholders are Ayala Corporation and Singapore Telecom. It is listed on the Philippine Stock Exchange under the ticker symbol GLO and had a market capitalization of US$7.4 billion as of the end of June 2015. Globe Telecom’s principal executive office is located at The Globe Tower, 32nd Street corner 7th Avenue, Bonifacio Global City, Taguig, Metropolitan Manila, Philippines. History In 1928, Congress passed Act No. 3495 granting the...
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...opportunities for women. This minicase shares a story about a Korean women name Choi Dong Hee who worked for SK research arm she was the only woman who’d worked for the company. Choi believed that the company didn’t recognize nor did they utilize her talent. So, Choi demonstrated her talent by creating and conducting a yearlong study recommending the company to modify their policy permitting subscribers to use any wireless portal. Choi proposal was denied, but she didn’t give up she was consistent, dedicated to her vision, and convincing. In the end SK adopted Choi’s policy, and SK quickly recognized that the women’s viewpoint can assist SK with serving its customers (McGraw-Hill, 2012). SK’s Business Strategy Since 2003, SK Telecom has been organizing various Business Relationship (BR)-strengthening programs to foster trust-based Win-Win Partnerships with our business partners. Business Relationship (BR) management...
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