...| UNIVERSITY OF DAR ES SALAAMBUSINESS SCHOOLDepartment of Marketing | | | | | | | | | | | | | MASTER OF INTERNATIONAL BUSINESS (MIB) INVESTMENTS IN EMERGING MARKET Question : Critically describe corporate social responsibility in the context of emerging economies INTRODUTION Definition of the Key Terms Emerging economy: These are rapidly growing and volatile economies of certain Asian and Latin American countries. They promise huge potential for growth but also pose significant political, monetary, and social risks. There are varying ways to define an emerging economy and are fairly standard definition is a country with income per head of population of $ 9,265 or less. Countries big and small can fall within this definition. For example, China, Mexico, Egypt and India is regarded as an economic power house, yet income per head of population is still low, so as an emerging economy it sits alongside much smaller economies such as Tunisia. These are typically economies in transition, moving from a closed to an open economy, as they seek to integrate into the world economy. But this wont necessary be a one way journey, and political or economic turmoil can send them back into their shells, possibly resulting in Sbigger the risk the greater the potential. Corporate Social Responsibility: Is the continuing commitment by business to behave ethically and contribute to economic development...
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...Introduction With increasing dependency on computer systems and internet the handling of the IT infrastructure is becoming more complex and expensive. Cloud computing services has been gaining significant importance due to its characteristics of making IT infrastructure and resources more agile, has reduced dependency on device and location, enhance performance and productivity with several other benefits. The basic meaning of cloud computing is the storing and accessing of data and programs over internet rather than one’s computer’s hard drive. The cloud is defined as a collection of interconnected IT services and infrastructures, which are accessible through a network (Erl et al., 2013). Cloud computing enables multiple users to share resources, which are located dynamically and used as per the demand. The main aim of cloud computing is that it allows users to use all the technologies, without requiring to have deep knowledge or expertise about each one (Rhoton, 2010). The cloud services aims to reduce the cost of setting up and maintaining IT infrastructure instead it enables the user to concentrate on the core business. Cloud computing services provides the advantage of fewer operational issues, which is a great advantage for the small and medium size businesses since it allows they do not have to own the resources such as servers, software and infrastructure and can use the resources of the service provider. Cloud computing services allow the users to transfer data between...
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...Findings 13 Acknowledgement The success and final outcome required a lot of guidance from many people and we are extremely fortunate to have got this all along. Our work and achievement of the end result is entirely due to their guidance and assistance and we would like thank them all. Firstly, we are eternally grateful to Prof. Vimi Jham for her invaluable guidance. We also want to thank Mr. Bipin Mehrotra for his unconditional support and guidance regarding the workings of Midcom and the industry. MIDCOM MIDCOM is a leading telecom and electronics distributor in Africa and Middle East. The company has a combined turnover of value greater than 1.32 billion USD. Presently it handles full operations in countries like East Africa, Ghana, Nigeria and UAE. The company is a part of a larger Midland Group. This Group is involved in fields of real estate, education, foreign exchange, agro business (rose flower farming, milk powder processing) other than telecommunications. MIDCOM was launched as the flagship brand in 2004 with the concept of selling genuine NOKIA handsets. The first office was opened in a much smaller market of Rwanda. After launching...
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...per share growth target. We also paid a special dividend of 4.0 pence per share and our £6.8 billion share buyback programme is almost complete. £6.4bn Capital expenditure increased by 2.3%, as we continued to maintain our high level of investment to support our network strategy. 14.91p Adjusted earnings per share of 14.91 pence, down 11.0% on last year, resulting from the loss of income following the sale of several businesses and higher financing costs. Vodafone Group Plc Annual Report 2012 01 Business review In this year’s report Business review# 02 Overview 02 Who we are 04 What we do and how we do it 06 Where we do it 08 Where we are heading 10 How we’re doing Chairman’s statement Chief Executive’s review Industry trends How we do business Strategy 22 26 28 Performance# 40 50 51 54 Operating results Guidance Principal risk factors and uncertainties...
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...overview for global telecommunications operators Mobile money An overview for global telecommunications operators I About Ernst & Young’s Advisory Services Most businesses today are looking to solve two key challenges — improving business performance and reducing costs. This dual objective can deliver significant benefits and position your organization to emerge from the downturn with a stronger and more competitive profile. To help you meet these interconnected challenges and achieve your potential, we harness the diverse perspectives and experiences of our 18,000 advisory professionals — one of the broadest global advisory networks of any professional organization. We assemble seasoned multi-disciplinary teams to work with you to deliver a superior experience built on a consistent global methodology, a robust knowledge culture, and insights from our work around the world. We also understand that, to achieve your potential as an organization, you require services that respond to your specific issues, so we bring our broad sector experience and deep subject matter knowledge to bear in a proactive and objective way. It’s how Ernst & Young makes a difference. www.ey.com/advisory About Ernst & Young’s Global Telecommunications Center In a rapidly changing environment, telecommunications operators are facing the challenges of growth, operational efficiency, convergence, technology and increasing regulatory pressures. Ernst & Young’s Global Telecommunications Center brings...
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...Mobile Value Added Services (MVAS) A vehicle to usher in inclusive growth and bridge the digital divide January 2011 www.deloitte.com/in 2 Contents Message from Chairman, TRAI Message from President, ASSOCHAM Message from Secretary General, ASSOCHAM Message from Deloitte Objective & Methodology Executive Summary Introduction What is MVAS? What is Utility MVAS? Key categories in Utility MVAS A Framework for Utility MVAS Drivers for Utility MVAS Categories in focus Category 1 : M-Commerce Category 2 : M-Education Category 3 : M-Health Category 4 : M-Governance Current state of Utility MVAS in India Utility MVAS: Challenges Utility MVAS: Potential solutions Utility MVAS: Suggested implementation approach Acknowledgements Notes Authors 4 5 6 7 8 9 12 15 18 18 20 21 26 27 33 40 46 51 54 56 62 64 65 68 Mobile Value Added Services (MVAS) - A vehicle to usher in inclusive growth and bridge the digital divide 3 Message from Chairman, TRAI I would like to compliment the ASSOCHAM for bringing out a Study Report on Mobile Value Added Services – A Vehicle to Usher in Inclusive Growth and Bridge the Digital Divide in India. Mobile Value Added Services (MVAS) have assumed significant importance in recent times due to the rapid growth in wireless subscriber base. They have enhanced the utility of mobile phone as a powerful medium to deliver information viz., News, Entertainment, Advertisement, Music, Games, Commerce, Education and Health. Simultaneously, they help...
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...Change Maria Thomas, Axios Ventures Mary McDowell, Nokia Maura O’Neill, USAID Modupe Ladipo, Efina Cynthia Gordon, Qtel Dieter May, Nokia Daniel Radcliffe, The Bill & Melinda Gates Foundation Dr Nasser Marafih, Qtel Erin Gavin, Qualcomm Fiona Smith, GSMA mAgri Programme Gautam Ivatury, Signal Point Partners Gavin Krugel, Fundamo Ngozi Okonjo-Iweala, Minister of Finance, Federal Republic of Nigeria Noa Gimelli, ExxonMobil Foundation Olga Morawczynski, Grameen AppLab Uganda Sean DeWitt, Grameen Foundation Seppo Aaltonen, Nokia Susie Kelt, Vodafone Qatar Professor Mark Levy, Michigan State University Ghassan Hasbani, Saudi Telecom Company Iman Bibars, Ashoka HE Sheikh Abdullah Bin Mohammed Bin Saud Al Thani, Qtel Jacob Korenblum, SoukTel Theophilus Adewale Onadeko, IFC Yves Gauthier, Mobinil Jaques Voogt, Vodacom Tanzania Jawahar Kanjilal, Nokia Life Trina DasGupta, GSMA mWomen Programme www.cherieblairfoundation.org/mobile 4 Table of Contents Forewords List of Figures Abbreviations...
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...U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2011 NON-EQUITY MODES OF INTERNATIONAL PRODUCTION AND DEVELOPMENT U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2011 NON-EQUITY MODES OF INTERNATIONAL PRODUCTION AND DEVELOPMENT New York and Geneva, 2011 ii World Investment Report 2011: Non-Equity Modes of International Production and Development NOTE The Division on Investment and Enterprise of UNCTAD is a global centre of excellence, dealing with issues related to investment and enterprise development in the United Nations System. It builds on three and a half decades of experience and international expertise in research and policy analysis, intergovernmental consensus-building, and provides technical assistance to developing countries. The terms country/economy as used in this Report also refer, as appropriate, to territories or areas; the designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. In addition, the designations of country groups are intended solely for statistical or analytical convenience and do not necessarily express a judgment about the stage...
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...technology for good Ericsson Sustainability and Corporate Responsibility Report 2014 about ericsson Ericsson is a driving force behind the Networked Society – a world leader in communications technology and services. The Company’s long-term relationships with every major telecom operator in the world allow people, businesses and societies to fulfill their potential and create a more sustainable future. Ericsson’s services, software and infrastructure – especially in mobility, broadband and the cloud – are enabling the telecom industry and other sectors to do better business, increase efficiency, improve the user experience and capture new opportunities. With more than 115,000 professionals and customers in more than 180 countries, Ericsson ombines global c scale with tech ology and services leadership. Investments in research and development ensure that Ericsson’s n solutions – and its customers – stay in the forefront. The Company provides support for networks with more than 2.5 billion subscribers. Approxmately 40% of the world’s mobile traffic is carried through etworks delivered by i n Ericsson. Founded in 1876, Ericsson has its headquarters in Stockholm, Sweden. The Ericsson share is listed on Nasdaq Stockholm and NASDAQ New York. Cover photo: Myanmar, a country undergoing democratic and social reform, has one of world’s lowest levels of mobile broadband p enetration. ICT can play a huge role in boosting socio-economic development. In 2014, Ericsson...
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...____________________________________________________________________ PROGRAMME HANDBOOK ____________________________________________________________________ ____________________________________________________________________ MASTER OF BUSINESS ADMINISTRATION GENERAL DEGREE (YEAR 1) ____________________________________________________________________ ____________________________________________________________________ JULY 2015 INTAKE ____________________________________________________________________ Copyright© 2015 THE MANAGEMENT COLLEGE OF SOUTHERN AFRICA All rights reserved, no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher MANCOSA: MBA (GENERAL) YEAR 1 1 TABLE OF CONTENTS 1. WELCOME 1.1 MESSAGE FROM THE PRINCIPAL 1.2 MESSAGE FROM THE OFFICE OF THE DEAN 3 4 INTRODUCTION TO MANCOSA 2.1 BRIEF HISTORY OF MANCOSA 2.2 PROGRAMME OFFERINGS 2.3 DIRECTORS 4 5 5 3. THE MANCOSA MISSION 6 4. THE MANCOSA VISION 6 5. MBA PROGRAMME STRUCTURE 5.1 OVERALL PROGRAMME OBJECTIVES 5.2 PROGRAMME FOCUS 5.3 MODULE DESCRIPTION AND RATIONALE 2. 6. PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 6.2 FINANCE 6.2.1 FEE PAYMENT 6.2.2 PAYMENT OF FEES AND OTHER DUES 6.2.3 PAYMENT PLANS 6.2.4 ADDITIONAL FEES/CHARGES 6.2.5 REGISTRATION SPECIFIC/INCOMPLETE MODULES 6.2.6 CANCELLATION OF REGISTRATION/FEE LIABILITY ...
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