...Brochure More information from http://www.researchandmarkets.com/reports/2260817/ Globe Telecom, Inc. - Strategy and SWOT Report Description: Globe Telecom, Inc. - Strategy and SWOT Report, is a source of comprehensive company data and information. The report covers the company’s structure, operation, SWOT analysis, product and service offerings and corporate actions, providing a 360° view of the company. Features: - Detailed information on Globe Telecom, Inc. required for business and competitor intelligence needs - A study of the major internal and external factors affecting Globe Telecom, Inc. in the form of a SWOT analysis - An in-depth view of the business model of Globe Telecom, Inc. including a breakdown and examination of key business segments - Intelligence on Globe Telecom, Inc.’s mergers and acquisitions (M&A), strategic partnerships and alliances, capital raising, private equity transactions, and financial and legal advisors - News about Globe Telecom, Inc., such as business expansion, restructuring, and contract wins - Large number of easy-to-grasp charts and graphs that present important data and key trends Highlights: Globe Telecom, Inc. (Globe Telecom or “the company”) is a leading telecommunications service provider. The company offers a range of services, including mobile voice; mobile data and value-added services; fixed line voice; fixed line data; and broadband services. The company primarily operates in the Philippines where it is ...
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...Telecommunications Industry in India Industry Background The telecom sector in India is a booming market now. India is the world’s second largest mobile phone user with a total subscriber base of 894 million as of December 2011, and the third largest internet user with a subscriber base of 121 million as of December 2011. The total market values according to experts are $75.88 billion with a y-o-y growth rate of 26% and generate employment for about 10 million people. The services sector generates revenue of about $62.31 billion (FY 2010-2011) and the equipment sector generates about $25.75 billion. Factsheet as of Dec, 2011: Particulars | Wireless | Wired | Total | Total Subscribers (million) | 893.84 | 32.69 | 926.53 | Total net addition (million) | 9.47 | -0.28 | 9.19 | % of monthly growth (%) | 1.07 | -0.84 | 1 | Urban Subscribers (million) | 586.26 | 24.94 | 611.19 | Net addition (million) | 4.93 | -0.2 | 4.73 | % of monthly growth (%) | 0.85 | -0.8 | 0.78 | Rural Subscribers (million) | 307.59 | 7.75 | 315.33 | Net addition (million) | 4.54 | -0.07 | 4.47 | % of monthly growth (%) | 1.5 | -0.94 | 1.44 | Overall Tele-density | 74.15 | 2.71 | 76.86 | Urban Tele-density | 161.01 | 6.85 | 167.85 | Rural Tele-density | 36.56 | 0.92 | 37.84 | Share of Urban subscribers | 65.59% | 76.30% | 65.97% | Share of Rural subscribers | 34.41% | 23.70% | 34.03% | Industry in the pre-independence era: The industry was born in 1850 under the British East...
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...Kanpur, Varanasi, Allahabad, Agra, Jhansi, Bareilly, Hindon (Ghaziabad), Gorakhpur, Sarsawa (Saharanpur), and Fursatganj (Rae-Bareli). PowerThe State is on the path of constant progress with respect to the power sector. About 7503 villages have been electrified during 2005-06 and efforts are being made to electrify all villages. Further, many major private projects like Dadri Power Project of Reliance Energy Generation Limited, Roza Power Project of Birla Group, etc. are in various stages of implementation in the State. Telecom The State has a reliable telecom network with both Government and private players. Bharat Sanchar Nigam Limited (BSNL) is the main telecom service provider in the State. Better customer services like STD, ISD, Telex, Fax, online billing, broadband internet, etc are being made available. http://www.phdcci.in/admin/userfiles/file/Research-Bureau/Uttar-Pradesh.pdf(pg 27 onwards)http://udyogbandhu.com/DataFiles/CMS/file/Uttar_Pradesh_Oct_30(1).pdf(pg 3...
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...DECISION SUPPORT SYSTEM AIMS TO SUPPORT BETTER BUSINESS DECISION-MAKING IN TELECOM SECTOR OF PAKISTAN Thesis Presented to the Faculty of INSTITUTE OF BUSINESS AND INFORMATION TECHNOLOGY In Fulfillment of the Requirements for the Degree of Master of Business and information technology By Muhammad Taimoor Khalid F09MB023 Contents DECLARATION 6 ACKNOWLEDGEMENTS 7 Executive Summary 8 INTRODUCTION 9 Decision Support System 10 Telecommunication Sector in Pakistan 13 PROBLEM DEVELOPMENT 14 Significance of the study 15 Study Objectives 15 Research Research Query#s 15 Relevant Variables 16 Dependent variables: 16 Independent variables: 16 Research Hypothesis 16 Hypothesis # 1 16 Hypothesis # 2 16 Hypothesis # 3 17 Hypothesis # 4 17 LITERATURE REVIEW 18 “ 21 “ 21 (Business psychology and organisational behaviour 21 “ 22 “ 22 RESEARCH METHODOLOGY 23 Introduction to chapter 24 Research Design: 24 Purpose of research 25 Data Processing and Analysis 25 Primary and Secondary data 25 Regression Equation 26 Comparative Analysis 28 Dss and Comapny 28 Respondent age 28 Respondent sex 29 Respondent Work Experience 29 Respondent Qualification 30 Research Query’s Analysis 31 Research Query# 1 31 Research Query# 2 31 Research Query# 3 31 Research Query# 4 32 Research...
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...http://docslide.us/documents/individual-examination-bt-plc-m31005.html Individual Examination: British Telecom Cape Town CONTENTS 1 Executive Summary On the surface it would appear that British Telecom has addressed each area of TQM in their effort to implement a QMS system. They have had good financial results. Their people/staff satisfaction is high. Their customer satisfaction index high and are termed “loyal”. What really happened was that they had not implemented TQM correctly. In their attempt to focus on the customer they had neglected their staff. During Project Sovereign BT lost 130 000 staff members. This may have been because the strategy and vision was not shared with all the staff. The outcome was however that they probably lost many good people. The main component that was missing from their TQM implementation was Systems Thinking. They did not implement a system that allowed issues which required improvement to become new projects. Thus even though they claimed they were continuously improving, there were very few new initiatives. Prepared by: Deon du Plessis Page 2 of 19 Created on 04/04/15 Individual Examination: British Telecom Individual Examination: British Telecom The solution will be to become a true BSPM learning organisation. This will involve some more changes to the structure where the continuous improvement projects will be programme managed across the value chain. 2 Question1: What role has the Quality Management...
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...PGPPM 2013-15 TERM II Term Paper On CORPORATE FINANCE A study on Mobile Banking initiatives taken by Reserve Bank of India (RBI) to enable financial inclusion SUBMITTED BY A Naga Jyoti 1313009 Scope: This term paper envisages to study the major initiatives taken so far by Reserve Bank of India to enable financial inclusion using mobile device and the way forward to take the initiatives to the next level. Financial inclusion is the delivery of financial services at affordable costs to the disadvantaged and vulnerable segments of society. Indian banking sector has been facing severe challenges in bringing these under privileged sections of the society into the formal financial system. More than 70% of the population, in India, live in the rural areas and these people do not have any access to organized banking facilities. Extending the financial services to these unbanked population is a major challenge to the banks as operating cost of providing the services to this population is much higher than the monetary value that is carried by their financial transactions. Several innovative measures have been initiated by RBI to drive growth in financial inclusion like: 1. No-Frills Accounts (NFAs): RBI encouraged the banks to review their existing practices to enable financial inclusion. Banks extended financial services to the unbanked households by opening “no-frills” account (NFAs) with nil or very low minimum balance. Banks have even relaxed Know your Customer...
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...realizable value minus normal profit), and replacement cost. Then compare that medium number with the cost of the inventory. Under IFRS, one only needs to compare the market ceiling value with the cost of inventory. According to the 2013, AT&T includes its inventory in “other current assets” on the balance sheet, which are valued at the lower of cost or market. Telecom Italia lists its inventory as a line item under current assets. It also adopts lower of the cost or market to evaluate its inventories. It is a one-step test by simply comparing the market ceiling value and the cost of inventory. Telecom Italia wrote down by 4 million based on the adjustment to estimated realizable value of its fixed asset. Leases The guidance for distinguish operating and financial leases are similar under IFRS & GAAP. GAAP has a more detailed guidance for capital lease. They have dissimilarities for rules over sale-lease back. Telecom Italia should refer to IAS 17 for its lease reporting, while AT&T should refer to ASC 840 for its financial reporting. Capital lease is “finance lease” under IFRS. Compared to Telecom Italia, the capital lease of AT&T is not significant because of the strict rule for a lessor to claim a capital asset under GAAP. The accounting for the treatment of sale-lease back is slightly different. However, the two companies do not have much information about sale-lease back transactions. Pensions The primary difference between the GAAP and IFRS is...
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...Environment Operating responsibly Responsible supply chain – Our approach We work with our suppliers to help them meet our ethical, health and safety, social and environmental standards and improve their performance through monitoring, assessments and engagement. We spend billions of pounds each year on equipment and services that enable us to operate our network and on products such as mobile phones, SIM cards and other devices that we sell to our customers. We demand high ethical, health and safety, social and environmental standards of all our suppliers. These are set out in our Code of Ethical Purchasing (http://vodafone.com/ content/dam/group/suppliers/downloads/VPC_Supplier Policy_A2_Code_of_ Ethical_Purchasing_(V3.0).pdf) and integrated from the initial qualification process all the way through to managing our suppliers’ performance. We conduct regular site assessments to ensure compliance with the Code and we work directly with our suppliers to help improve their sustainability performance. To target improvements further down the supply chain, we require our suppliers to demand similar standards of their own suppliers and check this through audits and performance management processes. We participate in industry initiatives to raise standards across the sector. Read on to find out more about our approach to this issue. Or go to the Performance section to read about our progress in 2014/15. Becoming a Vodafone supplier Vodafone’s Code of Ethical...
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...recommend that Mr. Waller accept funding from traditional VCs, and more-so from VCs such as TLcom, for two main reasons 1. Large scale of funding that Movirtu needs to achieve its market expansion and growth targets 2. Synergies arising from fit between Movirtu’s aspirations and the VCs’ expertise. Movirtu and the Cloud Phone Market Movirtu's vision is to unlock the value of mobile communication for a market of 4 billion bottom-of-the-pyramid (BoP) population spread across Asia, Africa and South America. As a pioneer in the field of device-less cloud phones Movirtu has created an innovative business model by setting up strategic partnerships with mobile network operators (MNOs), employing rural population, and engaging small telecom entrepreneurs, while sharing value with all these participants in Movirtu's value chain. Scope We estimate that by entering into a typical sub-Saharan African country, Movirtu can target revenues of more than $2MM over 3 years (market penetration of 3 to 8 percent over three years). Movirtu plans to enter at least 10-12 such regions by 20133. A directional estimate indicates that Movirtu can turn a profit of $3MM within 3 years. In order to meet these expansion goals and become self-sustaining, we estimate that Movirtu needs an investment of $4-7MM. Synergies Traditional VCs’ would help Movirtu in the following areas: * Build strategic partnerships with MNOs * Drive operational and financial efficiencies in Movirtu * Provide...
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...biggest sector of Bangladesh. As a populous country, it's huge market has attracted many foreign investors to invest in this sectorContents [hide] 1 Telecommunication 1.1 History 1.2 Structure 1.2.1 PSTN 1.2.2 Mobile Phone Operators 1.2.3 Long Distance Operators (as per ILDTS Policy 2007) 1.2.3.1 International Gateway (IGW) Operators 1.2.3.2 Interconnection Exchange (ICX) operators 1.2.3.3 International Internet Gateway (IIG) Operator 2 Radio 3 Television 4 Internet 4.1 Broadband Internet Access 5 International 5.1 Submarine cables 6 See also 7 References [edit] Telecommunication The telecom sector in Bangladesh is rapidly emerging. Bangladesh Telecommunication Regulatory Commission (BTRC) is the regulatory authority for this sector, overseeing licensing, policy etc. Calling Code: +880 - SubCodes [edit] History Landmarks in the history of telecom industry in Bangladesh[1] 1853 : Telegraph branch under Posts and Telegraph Department, British India. 1971 : Reconstructed as Bangladesh Telegraph and Telephone Department under Ministry of Posts and Telecommunications. 1975 : Reconstructed as Telegraph and Telephone...
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...Factors of customer Satisfaction in telecom industry: A study on Airtel Bangladesh Limited By: Sabrina Alam ID# 1220775 An Internship report presented in Partial Fulfillment Of the Requirements for the Degree Bachelor of Business Administration Independent University, Bangladesh September, 2015 Factors of customer Satisfaction in telecom industry: A study on Airtel Bangladesh Limited By: Sabrina Alam ID# 1220775 Has Been Approved September, 2015 --------------------------------- Md. Aynul Hoque Lecturer School of Business Independent University, Bangladesh Preface This internship report has been prepared on “factors of Customer Satisfaction based on Airtel Bangladesh limited” for the fulfillment of Bachelor of Business Administration (BBA) degree. The purpose behind this report writing is to present the major findings and data about the factors that affect customer services and network condition of Airtel Bangladesh limited. While preparing this report, I have to utilize my practical knowledge which I have gained from my internship of last three months. Moreover, I have to study various journals and research papers about the pros and cons of services provided by Airtel Bangladesh Limited and thus received realistic knowledge about the overall process. I am very much honored to have the opportunity to make a research report on such topic as customer satisfaction is now days a burning issue. I have tried to find out the reasons behind...
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...Ericsson (NASDAQ: ERIC) today announced that it strengthens its multimedia business with focus on Operations Support Systems/Business Support Systems (OSS/BSS), TV & Media and M-Commerce. Per Borgklint, Head of Ericsson's Business Unit Support Solutions, said: "With the new strategic focus, we will strengthen our leadership as we build on our installed base and competence. We will capture the growth momentum in the selected areas and leverage on our acquisition of Telcordia. We already have a leading position in key areas such as charging and billing, where we serve 1.6 billion people with our solutions. "The new name Business Unit Support Solutions reinforces our commitment to support our customers' business growth through value creating solutions for customer experience, content management and delivery and mobile payments." OSS/BSS - With the increased need for operators to rapidly respond to changing consumer demands and the need for increased efficiency and innovation, Operations and Business Support Systems is a key element of any operator's network and business strategy. With the completion of the Telcordia acquisition that was announced on January 12, 2012, Ericsson consolidates its position as a leading player in the OSS/BSS market with key positions in service fulfillment, assurance, network optimization and real-time charging, as well as significant capabilities to support operators end-to-end. TV & Media - Within five years, 90% of the network...
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...kr/white/data/2002engwhite/review.pdf Viewed on 12/10/06 DTI / Brunel University. 2002. INVESTIGATING BROADBAND DEPLOYMENT IN SOUTH KOREA: Broadband Mission to South Korea. Available at: www.broadbanduk.org/reports/SKorea_report.pdf Viewed on 08/10/06 Yun, K., Lee, H., Lim, S., 2002. The Growth of Broadband Internet Connections in South Korea: Contributing Factors. Available at: www.iisdb.stanford.edu/pubs/20032/Yun.pdf Viewed on 09/10/06 Communicaid Global Communication. 2006. Doing Business in South Korea. Available at: http://www.communicaid.com/south-korea-business-culture.asp Viewed on 08/10/06 World Broadband Yearbook 2006. 2006. Country Overview: South Korea. Available at: www.telegeography.com/products/broadband_yearbook/pdf/wb06_skorea.pdf Viewed on 08/10/06 Ministry of Information and Communication (MIC) and National Computerization Agency (NCA), 2002. 2002 Korea Internet White Paper. Avaliable at: www.mic.go.kr Viewed on 11/10/06 Data Monitor. 2005. Internet Access in South Korea: Industry Profile. Available at:...
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...Nokia Company was founded in 1865 to produce paper from wood pulp. In 1967, three companies, Nokia, Finnish Rubber Works and Finnish Cable Works in Finland merged to form the Nokia Corporation. The new company operated in many sectors and produced a wide range of products including paper, tyres, Wellington boots, cables, televisions, computers, electrical generators, and chemicals. The case study focuses on how did this company became the world’s largest manufacturer of mobile phones with nearly 40% of global market share. The case study also attributes this achievement on how trade and investment patterns and Finnish and global policies promoting market openness and free trade have affected the innovation process in Finland’s (mobile) telecom equipment industry. The study illustrates how regulatory, trade and investment policy choices have helped – alongside other key policies – provide the right framework conditions for innovation in this country of 5.2 million people. In addition, it examines how the private sector, and more particularly Nokia, has taken advantage of those conditions to enhance its innovation capacity. ISSUE: In the 1980s, Nordic nations cooperated to move out of an investment-driven economy into an innovation- driven one. Such was their proactive effort in response to the following emerging issues faced by their economy: a) Slowdown of global telecommunication. b) Overall growth rates were also on the way out with the major export markets...
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...Case #2: Bharti Airtel in Africa Competition in African markets is fierce. It really is a war zone. And, as with any conflict, the outcome hinges on decisions regarding strategy – and the available weaponry. Winning wars is not just a matter of having the best weaponry, although that helps. Without a strategy, chaotic retreat is the order of the day. Roy Johnson Bharti Airtel has a history of making first moves and emerging as the winner just because of that. This is what built the company’s success in India, where it remains the top MNO and second-largest fixed-line operator. In fact, thanks to the massive market it serves at home, at the time it acquired the Zain portfolio in March 2010 Airtel was reckoned to be the fifth largest mobile operator in the world on a proportional subscriber basis, putting it behind the likes of China Mobile, Vodafone Group, American Movil and Telefonica, but ahead of China Unicom[1].\ Airtel has been looking at Africa as a new growth market. While it has a deal with Vodafone for the Channel Islands, Africa is the only other territory outside the Indian subcontinent that the company has entered. The commonalities are compelling: similar markets, needs and infrastructure. The realities on the ground are somewhat more challenging: logistics, legislative compliance and serious local competition being foremost. Africa`s strategy of Airitel takes different...
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