...companies in the world. Google specializes in Internet search engines and related advertising services. Google maintains a large index on websites and other online content, which are freely available through its search engine. Google generates nearly all of its revenue via online advertising. In 2010 96% of its revenue was generated from advertising. Advertisers can deliver relevant ads targeted to search criteria. Goggle’s innovation in web search and advertising has made their website a top Internet property and their brand the most recognized in the world. In order to make a sound decision regarding this investment, a SWOT analysis will be conducted to understand the organization’s strengths and weaknesses, and the opportunities and threats it faces. In addition, Googles’ stakeholders will be identified along with an assessment of their needs and wants, and whether they are being addressed. Potential Internal Strengths Google has built a premier brand for it self. It is ranked among the top search engines in the world. One advantage Google has over its competitors is public perception. Part if their philosophy is “you can make money without doing evil” (Google). Google has built a reputation on innovation, their engineers are encouraged to spend 20% of their work hours working on company related ideas that interest them personally, and this ensures that if a person has a great idea they have time to run with it. This has allowed Google to stay innovative, and many innovative...
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...Analysis of Antitrust Concerns Regarding XM/Sirius Merger This memorandum sets forth an initial analysis of the competitive effects of the proposed XM/Sirius transaction and identifies consequences of the merger that appear likely to substantially lessen competition in violation of antitrust law. This analysis is based on publiclyavailable sources regarding the parties, the transaction, and the industry in general. We will continue to refine our analysis as additional facts become available and arguments are developed. I. Introduction The proposed merger of XM and Sirius will combine the only two providers of satellite digital audio radio service (“satellite DARS”). The parties claim that DOJ should not be concerned about this merger to monopoly, because there are other suppliers in the purported market for audio entertainment. Those claims will be evaluated by DOJ pursuant to the rigorous analytical framework set forth in the agencies’ Merger Guidelines1 and decades of federal court decisions interpreting Section 7 of the Clayton Act. Under that framework, there can be no doubt that the effect of the proposed transaction “may be substantially to lessen competition, or to tend to create a monopoly” in any relevant line of business.2 The parties further suggest that regulators should not be worried about their merger to monopoly because they will submit to price regulation that temporarily locks in the current rates to ensure that satellite DARS customers...
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...BANG COLLEGE OF BUSINESS Department of Management and Marketing Spring 2013 Strategy and Business Policy (Section 1) MGT 4201 Assignment (Group project) Activ Company Faculty: Monowar Mahmood, Ph D Group members: Table of Content 1. Introduction………………………………………………………………………………2 2. External Analysis: Macro-environmental- PESTLE……………………………………..3 3. External Analysis: Industry Analysis - Porter’s Five Forces…………………………….9 4. Internal Analysis: SWOT analysis……………………………………………………...11 5. Internal / Organization Analysis (VRINE/VIRO analysis)……………………………..13 6. Internal / Organization Analysis (Value Chain)………………………………………...16 7. Recommendation (Corporate Strategy)…………………………………………………17 8. Recommendation (Business Strategy)…………………………………………………..21 9. Recommendation (Functional Strategy)………………………………………………...23 10. Conclusion …………………………………………………………..………………….26 11. References………………………………………………………………………………28 Introduction The Company of Activ which is now known under the trade mark of Kcell in Kazakhstan is one of the three licensed GSM mobile network operators in Kazakhstan. Beeline and Tele2 are the other license holders. It is operated by GSM Kazakhstan Ltd under Kcell, Activ and Vegaline trademarks. The company was established in 1998 and since February 1999 it began rendering services of cellular communication. Activ brand was launched in September the same year. Today the Company's subscriber data base exceeds...
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...The Art of Standards Wars Carl Shapiro Hal R. Varian S tandards wars—battles for market dominance hetween incompatible technologies—are a fixture of the information age. Based on our study of historical standards wars, we have identified several generic strategies, along with a number of winning tactics, to help companies fighting today's—and tomorrow's—battles. There is no doubt about the significance of standards battles in today's economy. Public attention is currently focused on the Browser War between Microsoft and Netscape (oops, America On-Line). Even as Judge Jackson evaluates the legality of Microsoft's tactics in the Browser War, the Audio and Video Streaming Battle is heating up between Microsoft and RealNetworks over software to deliver audio and video over the Internet. The 56k Modem War of 1997 pitted 3Com against Rockwell and Lucent. Microsoft's Word and Excel have vanquished WordPerfect and Lotus 1-2-3 respectively. Most everyone remembers the Video-Cassette Recorder Duel of the 1980s, in which Matsushita's VHS format triumphed over Sony's Betamax format. However, few recall how Philips's digital compact cassette and Sony's minidisk format both flopped in the early 1990s. This year, it's DVD versus Divx in the battle to replace both VCRs and CDs. Virtually every high-tech company has some role to play in these battles, perhaps as a primary combatant, more likely as a member of a coalition or Prepared for the Cnlifornia Management Review.Jh'is material...
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...Telenor Company Profile Telenor PK is a wholly owned subsidiary of Telenor Group, a Norwegian company. The Telenor group operates in 11 markets across Europe and Asia and in additionally 19 markets through its 31.67 per cent ownership in VimpelCom Ltd. Telenor Group is among the largest mobile operators in the world with over 140 million mobile subscriptions (Q4 2011) and a workforce of 30,000. Telenor started out as a public company in 1855 and builds on more than 155 years of telecom experience. A Telenor is a global company it is always looking to expand in to untapped markets or where oppuruntities are available for expansion. Telenor acquired a license for providing GSM services in Pakistan in April 2004, and launched its services commercially in Karachi, Islamabad, and Rawalpindi on 15 March 2005; it expanded its services to Lahore, Faisalabad and Hyderabad on 23 March 2005. Telenor Pakistan’s Corporate Headquarters are in Karachi, with regional offices in Peshawar, Lahore, Faisalabad, Multan, Hyderabad and Islamabad. On 28 January 2005, Telenor established its first call centre in Karachi. TELENOR TOOK ADVANTAGE OF GRADUATES IN KARACHI BY OPENING ITS CALL CENTRE IN A CITY WITH HIGH LEVEL OF GRADUATES. As of January 2012, Telenor Pakistan had a reported subscriber base of 28.47 million, and a SIM market share of 24%. On October 2012, Telenor officially declared to have the customer base of 30 million. Competitors Its main competitors are Warid (UAE), Mobilink (Egypt)...
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...Introduction WorldCom is a telecommunications company which was lead by CEO, Bernard Ebbers and CFO, Scott Sullivan. In 1999, WorldCom was not melting Wall Street’s revenue and earnings expectations, and it appeared that the coming year would produce more bad news. The CFO argued for setting realistic targets. However the CEO insisted that the company needed double digit growth, and pushed for aggressive targets. These aggressive targets were not supported by historical data or strategic assessments. In order to meet these targets, WorldCom began boosting its revenue through a wide range of accounting measures, including drawing down on reserves set aside for expenses. The economic situation at the time was not taken into account when implementing these aggressive accounting measures. Other similar companies were reporting declining revenues. It was identified that the management who were making the aggressive accounting decisions, were also posting the journals to the general ledger, and reviewing and approving the reporting. Pressure was placed on personnel who did not support the aggressive targets. A great deal of focus was put on “teamwork” and being a strong “team player”, which is said to have been a strategy to reduce dissenting opinion, eventually leading the organization to follow a “groupthink” attitude. In 2000, the telecommunications industry entered a downturn and WorldCom’s aggressive growth strategy suffered a serious setback. However, due to the accounting...
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...SYNOPSIS Dialog Telekom from the case study is the largest telecommunication company in Ghana, and was established in the 90’s, operators of Dialog GSM, a mobile phone network that cut across the length and breadth of the country thus providing mobile services for over half a million Ghanaians. The company prides itself in its commitment to, and achievement in, Research, Development and New Technology introduction in fulfilment of their motto or slogan, ‘The Future Today’. In 1998, Dialog GSM introduced Value Added Services (VAS) in commercial operations well ahead of regional networks to provide mobile data services such as Mobile Banking, Mobile Email, Information on Demand Services, Interactive Short Messaging Services for entertainment as well as business applications. Also, the company introduced Mobile – Wallet, a state of the art mobile commerce application to enable secure payment for some products and services via mobile phone. In addition, Voice Portal service was introduced to enable voice based entertainment services which include among others sports news, greetings and registration for medical appointment. In 1999, the company launched Dialog Internet, a state of the art ISP connected through to the Internet backbone of the country’s main telecommunication service provider. In 2001, Dialog Telekom became the first telecommunication company in the sub region and among several in the world to launch GPRS (General Packet Radio Services) to support high speed packet...
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...Unclassified Organisation de Coopération et de Développement Économiques Organisation for Economic Co-operation and Development DAF/COMP(2014)14 06-Jun-2014 ___________________________________________________________________________________________ English - Or. English DIRECTORATE FOR FINANCIAL AND ENTERPRISE AFFAIRS COMPETITION COMMITTEE DAF/COMP(2014)14 Unclassified AIRLINE COMPETITION -- Background Paper by the Secretariat -18-19 June 2014 This document was prepared by the OECD Secretariat to serve as a background note for Item IX at the 121st meeting of OECD Competition Committee on 18-19 June 2014. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the Organisation or of the governments of its member countries. More documents related to this discussion can be found at http://www.oecd.org/daf/competition/airlinecompetition.htm. English - Or. English JT03358883 Complete document available on OLIS in its original format This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. DAF/COMP(2014)14 TABLE OF CONTENTS Introduction ................................................................................................................................................. 3 1. Features of the airline industry .............................
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...informationInformation Rules A STRATEGIC GUIDE TO THE NETWORK ECONOMY Carl Shapiro Hal R. Varian HARVARD BUSINESS SCHOOL PRESS BOSTON, MASSACHUSETTS Copyright © 1999 Carl Shapiro and Hai R. Varian All rights reserved Printed in the United States of America 03 02 01 00 99 5 Library of Congres§ Cataloging-in-Publication Data Shapiro, Carl. Information rules : a strategic guide to the network economy / Carl Shapiro and Hal R. Varian. p. cm. Includes bibliographical references and index. ISBN 0-87584-863-X (alk. paper) 1. Information technology—Economic aspects. 2. Information society. I. Varian, Hal R. II. Title. HC79.I55S53 1998 658.4'038—dc21 98-24923 GIF The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984. To Dawn, Eva, and Ben To Carol and Chris Contents Preface ix l The Information Economy 2 Pricing Information 19 3 Versioning Information 53 4 Rights Management 83 5 Recognizing Lock-In 103 6 Managing Lock-In 135 7 173 Networks and Positive Feedback 8 Cooperation and Compatibility 9 Waging a Standards War 10 Information Policy 227 261 297 viii I Contents Further Reading 319 Notes 327 Bibliography 329 Index 335 About the Authors 351 Preface Luck led us to write this book. Each of us became economists because we wanted to apply our ...
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...Information Rules A STRATEGIC GUIDE TO THE NETWORK ECONOMY Carl Shapiro Hal R. Varian HARVARD BUSINESS SCHOOL PRESS BOSTON, MASSACHUSETTS Copyright © 1999 Carl Shapiro and Hai R. Varian All rights reserved Printed in the United States of America 03 02 01 00 99 5 Library of Congres§ Cataloging-in-Publication Data Shapiro, Carl. Information rules : a strategic guide to the network economy / Carl Shapiro and Hal R. Varian. p. cm. Includes bibliographical references and index. ISBN 0-87584-863-X (alk. paper) 1. Information technology—Economic aspects. 2. Information society. I. Varian, Hal R. II. Title. HC79.I55S53 1998 658.4'038—dc21 98-24923 GIF The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984. To Dawn, Eva, and Ben To Carol and Chris Contents Preface ix l The Information Economy 2 Pricing Information 19 3 Versioning Information 53 4 Rights Management 83 5 Recognizing Lock-In 103 6 Managing Lock-In 135 7 Networks and Positive Feedback 173 8 Cooperation and Compatibility 227 9 Waging a Standards War 261 297 10 Information Policy viii I Contents Further Reading 319 Notes 327 Bibliography 329 Index 335 About the Authors 351 Preface Luck led us to write this book. Each of us became economists because we wanted to apply our analytical training to better understand...
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...The Role and Measurement of Quality in Competition Analysis 2013 The OECD Competition Committee discussed the role and measurement of quality in competition analysis in June 2013. This document contains an executive summary of that debate and the documents from the meeting: an analytical note by the OECD staff and written submissions: Australia, Canada, Chile, the European Union, Indonesia, Japan, Mexico, Portugal, United Kingdom, Ukraine, United States and BIAC. A note by Theodore Voorhees Jr. as well as a detailed summary of the discussion are also included. Competition policy is just as concerned with quality as it is with prices. While the importance of quality is undisputed and issues about quality are mentioned pervasively in competition agency guidelines and court decisions, there is no widely-agreed framework for analysing it which often renders its treatment superficial. There are a number of reasons why in practice, courts and competition authorities rarely analyse quality effects as rigorously as they analyse price effects. First, quality is a subjective concept and therefore much harder to define and measure than prices. In addition, microeconomic theory offers little help in predicting how changes in the level of competition in a market will affect quality and it is usually up to empirical analysis to determine how quality will change in response to varying degrees of competition in the context of particular markets. Given difficulties in terms of the evaluation...
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...analysis based on financial measures of value capture to three phone models introduced from 2004 to 2008. We find that carriers capture the greatest value (in terms of gross profit) from each handset, followed closely by handset makers, with suppliers a distant third. However, the situation is reversed in terms of operating profit. Carriers shoulder the burden of network installation, maintenance, and upgrading, which absorbs much of the value from their subscription fees. Handset maker nationality, which may also influence supplier choice, is a key determinant of the geographic distribution of value capture. We also use our results to estimate the relationship of handset subsidies to carrier profits, which has received attention from antitrust authorities in several...
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...------------------------------------------------- 3M Environmental ANALYSIS and report Project Report 3M COMPANY Environmental & SWOT Analysis of 3M Strategy | AN AMERICAN MULTINATIONAL CONGLOMERATE TABLE OF CONTENT 1. Introduction/Executive Summary………………….. 2. Industry Environment Analysis&External Audit……………………………………......... 3.1. Demographic Environment………………… 3.2. Economic Environment………………… ………… 3.3. Political and legal environment…………………………………. 3.4. Technical environment………………………………………………….. 3.5. Social environment………………………………………………………….. 3.6. Global environment………………………………………………………………. 3.7. Industry environment…………………………………………………………….. 3.8. Competitive landscape………………………………………………………. 3. Internal Environment Audit &Analysisof 3M company ……………………. 4. SWOT Analysis……………………………………………………….. 5. Risk factors & future interpretation………………. 6. Conclusions&Interpretation........................................................................ 7. References 1. Company Profile Introduction 3M is an American multinational, multi industry, diversified conglomerate company incorporated in 1929as per laws of State of Delaware, in order to continue operations of Minnesota Mining and Manufacturing that began in 1902.It is headquartered in St. Paul suburb of Maplewood ,Minnesota in United States. It...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...Building Organizational Trust Kirsimarja Blomqvist Telecom Business Research Center, Lappeenranta University of Technology and Sonera Research, P.O.BOX 20, 53851 LAPPEENRANTA, FINLAND e-mail: Kirsimarja.Blomqvist@lut.fi, mobile +358-40-755 1693 Pirjo Ståhle, Competence, Knowledge and Technology Management, Sonera Ltd, PL 116, 00051 SONERA, FINLAND e-mail: pirjo.stahle@sonera.com ABSTRACT In this paper we study the role of trust in enhancing asymmetric partnership formation. First we briefly review the role of trust. Then we analyze the state-of-the-art of the theoretical and empirical literature on trust creation and antecedents for experienced trustworthiness. As a result of the literature review and our knowledge of the context in praxis, we create a model on organizational trust building where the interplay of inter-organizational and inter-personal trust is scrutinized. Potential challenges for our model are first the asymmetry of organizations and actors and secondly the volatility of the business. The opportunity window for partnering firms may be very short i.e. there is not much time for natural development of trust based on incremental investments and social or character similarity, but so called “fast” or “swift” trust is needed. As a managerial contribution we suggest some practices and processes, which could be used for organizational trust building. These are developed from the viewpoint of large organization boundary-spanners (partner/vendor managers) developing...
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