Goal Theory of Latham and Locke essays

Goal Theory of Latham and Locke essays Any discussion of goal theory would have to note the work of Latham and Locke, Abraham Maslow and Alderfer at least, along with other theories that are useful in management. Latham and Locke noted that motivation and performance are higher when individuals set specific goals, and also, that those goals must be difficult but acceptable to the person accepting them. Latham and Locke noted, also, that there must be feedback on performance, but that as long as they are accepted, demanding goals lead to better performance than easy ones. (The Manager Web site) Maslow's famous hierarchy of needs also has significant impact on the area of setting goals. The needs he identified were, from lower to higher: physiological, safety, social, esteem, and self-fulfillment. When a lower- order need had been fulfilled, he thought, then the next higher order would become dominant. (The Manager Web site) In other words, if a person is fighting for survival, literally, then goals will concern food and shelter. If those needs are met, then the goals will concern obtaining not just any haven, but a safe haven, and on up the ladder. In management, if a person's need for an income is met, then the next goal might be for pleasant working conditions, and when those are met, then perhaps the goal would be to be accepted by one's colleagues, and so on. Maslow also thought that the highest order needs provide the greatest motivation: I would agree with that, assuming the basic survivalor in the case of the workplace, incomeneeds have been met. Alderfer's ERG Theory was about subjective state of satisfaction and desire and is similar to Maslow's hierarchy. Alderfer put all human needs into three categories: existence needs, relatedness needs, and growth needs. (The Manager Web site) His first category corresponds to Maslow's physiological and safety...

Connor Surname Meaning and Origin

Connor Surname Meaning and Origin Connelly is a patronymic surname, the shortened form O’Connor, which in turn is an Anglicization of the Gaelic Ó Conchobhair or Ó Conchà ºir, meaning descendant of Conchobhar. The name Conchobhar is thought to mean lover of hounds, from the Gaelic con, meaning hound or wolf, and cobhair, aid, or desiring. The Connor name is also thought to denote strength and leadership, from conn, meaning wisdom, strength, counsel, plus cobhair. The OConnors descend from several distinct royal Irish families and clans; they are from Clare, Derry, Galway, Kerry, Offaly, Roscommon, Sligo and the province of Ulster. CONNOR is one of 50 common Irish surnames of modern Ireland. Surname Origin: Irish Alternate Surname Spellings: CONNER, CONOR, OCONNOR, OCONOR, COUROY, CON, CONE, CONNE, KONNOR Famous People with the Surname CONNOR: Sandra Day OConnor - former U.S. Supreme Court justiceRoger Connor - American baseball Hall of FamerFlannery OConnor - American writerSinà ©ad OConnor - Irish singer-songwriter Genealogy Resources for the Surname CONNOR and OCONNOR British Surname Profiler - Distribution of the Connor Surname: Trace the geography and history of the Connor surname through this free online database based on a University College London (UCL) project investigating the distribution of surnames in Great Britain, both current and historic.Connor Family Genealogy Forum: Search this popular genealogy forum for the Connor surname to find others who might be researching your ancestors, or post your own Connor surname query.FamilySearch - CONNOR Genealogy: Find historical records, queries, and lineage-linked family trees posted for the Connor surname and its variations.CONNOR Surname Family Mailing Lists: RootsWeb hosts several free mailing lists for researchers of the Connor surname.Cousin Connect - CONNOR Genealogy Queries: Read or post genealogy queries for the surname Connor, and sign up for free notification when new Connor queries are added.DistantCousin.com - CONNOR Genealogy Family History:  Free databases and genealogy links f or the last name Connor.

We Dont Choose a Life, We Live It Essay Example | Topics and Well Written Essays - 1750 words

We Dont Choose a Life, We Live It - Essay Example In fact, by living our life, we get to make decisions; decisions that shape and change our lives in ways we never knew existed, while at the same time we get to know and embrace our strengths, weaknesses and differences. Whether we believe that the life we have comes from God or we evolved and Mother Nature decides where we land, one thing is for sure, that none of us has control of that life, we only get to live it. We will also agree that no one has a map of how to live this life; it is like a giant complicated maze that we are all trying to break out from. In real life, it is like everybody is a tourist, we either are trying to arrive at a different place in our life we have never been or just looking for new experience. How however we go about accomplishing our new destinations and creating memories, is what separates us; it is part of what makes us different in the end. There are two classes of persons in life, those that follow the rules and get through life how they are told t o and there are those individuals that like taking risks, trying out things that others are not willing to. Tourists when visiting new places, they have guides who show them where to go and narrates everything they think is important for them to know. But if that is the best way to get through life is another issue that needs debating. Again at the same, also drifting from the group mentality and visiting places on your own and experiencing life and new situations differently is another debatable way to get through life. As a tourist myself, I am of the view that always following what the guide says and being content with it is not the best way to experience new places. For one to get the full experience of a place, they need to meet the locals, talk to them. Let them give you an account of how they live. What makes them different and behave in a certain manner thus that is the only way to travel and get a true tourist who not only takes photographs and memories, but also experience s. This is exactly at the end of the day, shapes our lives, the way we think and interact with one another. It is true that the universe is full of different sceneries different from where we live, that is a fact. It is also true that these places have different people living in them from us. Just visiting the place and getting the history from it is not as important as meeting the people who live there. The world is developing so is the technology, this sis seen today where we have cyber space in place. Places where virtually people can visit new places and act as if they are touring real places. To imagine you can achieve all this right from the comfort of your home is what makes it even more exciting. As much as this is an important step in technological development, in my view, it curtails the ability for individuals to shape how they see the world and how other people think. Although it is a very exciting idea, it cannot compare to the real life changing experience derived from one on one dialogue with locals from different regions of the globe. People become involved in tourism for many reasons, it can be leisure, which can be substituted by cyber space virtual tourism, and it could also be for business purposes. But one thing stands out, that an effect is produced, either on the locals visited or the economy of the host nation. Recently, there are issues which have come up in the tourism sector. One of them is sustainable tourism which involves management of all resources in such a manner that we preserve cultural integrity for instance while in pursuit of economic

Critical Communication Event on Radio Essay Example | Topics and Well Written Essays - 250 words

Critical Communication Event on Radio - Essay Example Media covered the event as the lack of communication between the Airline personal and the Orto but some people believed that Airline personal must let the Orto to board the plane, however, Airline personal have the idea that a person with such size may be a problem for the neighbor passenger. In fact, the rude attitude of Orto led him to be refused to board the plane. The event caught the attention of many newspaper and news agencies, where most of the reporters have the view that it was the impolite attitude of Orto that made the authorities to deny him from boarding the plane. As the communication event, the event sounds a communication gap between Orto and the Airline personnel but history is full of the events that made people to think in the manner that a authority wants. It could be beneficent for the people to have knowledge about the rules of the Southwest Airline. However, it could be worse for the people who are targeted to spend extra money to buy extra seat as per their size. As the radio communication lacks to target certain audience, the messages are conveyed to all the people irrespective that the messages could harm the mind of a person or a group of people. eTurboNews Inc. (2010). Passenger not allowed to board the plane because hes "too large to fly†. eTN. Retrieved October 28, 2011, from

Philosophy Midterm Essay Example for Free

Philosophy Midterm Essay Principle of non- indefinite Regression everything has an end (Teleoloqy) Nemo dat quod non habet nobody can give what it does not possess nature is never frustrated intellect is destined to know tota anima in toto corpore the whole soul is in the whole body ex entre non fit ens nothing becomes what is already is the effect cannot be greater than the cause nothing is in the intellect which does not pass through the senses the separated soul can no longer use abstract concepts to remember or to reason Midieval Philosophy. The problem on which philosophy became stranded (the existence and nature of God and his relationship with the world. ) The spirituality and immortality of the soul, the notion of the obligation and of moral sanction are given clear responses in Christian revelation. The problems of reconciling these two sources arouse (faith and reason). Some of these men are: 1. St. Augustine he wrote about 232 books in which are contained Philosophical definitions which testify to the depth and universality of his genius. his philosophy are more or less adhered to that of Plato which, to him, seemed the most suitable for Christianity. Fundamental Principles The Divine Truth is the unique and perfect cost which is immediately explicative of all beings in its different modalities of nature and of action. Augustine establishes the existence of God, the source of all truth, through philosophical truths. 2. St Anselm and Peter Abelard For St. Anselm: Famous Formula: Credo ut intellicam: I believe that I may have a full understanding. God means the most perfect being that can be thought of. Therefore, God must exist, otherwise he would not be the most perfect conceivable being. For Peter Abelard: Abelard was a brilliant master of dialectics and ethics. He stress fully the value of human reason in investigating the divine or revealed truth. 3. St. Albert the Great Albert began Aristotles Christianization. Albert performed a twofold function of revealing the greatness of Aristotle. 4. St. Thomas Aquinas Thomistic philosophy (Thomism) is fundamentally, the philosophy of good sense. It is both Universal and Catholic. Lacordaire stated that Thomas was a lighthouse and not a milestone. He acheived the title of Angelic Doctor and named as Guide of Students. In him, there is not found thelhowght of man alone but the voice of the truth common to all men, and the most beautiful reflection of the Uncreated Light of the word God, who enlightens every man coming into this world. Five ways to prove the existence of God: 1. Argument of Motion God is the Prime Mover. 2. Argument from Efficient Causes God is the uncaused cause. 3. Argument from Possibility and Necessity (Reductio Argument) God is the alpha and omega. 4. Argument of Gradation of Being God as the supreme being. 5. Argument of Design God designed everything. MODERN PHILOSOPHY. Modern thinkers want to use pure reason in their investigations. Between there is an intercovering period called RENAISSANCE (16th C. ) This period was marked by the rise of many philosophers each claiming to by the right philosophy (individualism). This was critisim among philosophers. Renaissance brought top light a new science and also renewed interest in the arts and letters. In the 17th century, the philosophical field was almost free and this fact explains tge rapid advance of ideas of FRANCIS BACON and of Rene Descartes, the initiators of Modern Philosophy. FRANCIS BACON father of modern philosophy (empiricists). Empiricists rely on scientific method to determine the truth. He employed the inductive method. He rejects the deduction and syllogistoc reasoning as an unscientific method and affirms induction as the only useful instrument for the philosophers. RENE DESCSRTES another father of modern philosiphy (rationalist). Rationalists use reason to determine the truth. He tries to establish a method for philosophers to discover the truth. Four Stages: 1. Adoption of Universal Doubt. Doubt about everything. 2. Cogbito erg Sum Cannot doubt self existence. 3. Clear Ideas of d Supreme Interior Thinking must be certain. 4. Establishment of Rules of the Universal Method Four rules of universal method necessary in construction a universal science. IMMANUEL KANT an empiricists. He accepts that human reason cannot know reality because it is NOUMENON. Kant abandons empiricism in favor of rationalism. Philosophy and ethics is the central part of his philosophy. He also believes in the Categorical Imperitive. CONTEMPORARY PHILOSOPHY. It is believed that contemporary philosophy appeared as a direct, indirect or concomitant reaction against idealism. Important Philosiphical Systems in the Contemporary Age: 1. Voluntarism If theres a will, theres a way. 2. Radical Christian Fideism To acheive faith 3. Institution There are certain things that are vital to the society. 4. Phenomenology Dwell on certain processes to arrive at a reality. 5. Extentialism pose many reflections sysipus means existential philosophy 6. Materialism 7. Positivism 8. Structuralism SOREN KIERKEGARD an existentialist. He believed in the leap of faith. The authentic existing individual is a Christiana. FRIEDRICH NEITZCHE an atheists. Neitzches philosophy is born out the will to live. The religious ideal is unacceptable because God is dead. Gods death gives way to rise of the Superman who is not subject to the ordinary laws of morality because he creates his own values. He says atheism is the only alternative to the death of God. EDMUND HUSSERL father of phenomenology. Three steps of the phenomenology method: 1. Epoche 2. Eidetic Reduction 3. Transcendental Reduction Eidos is the center of being in everything.

Its Time to Abolish The Penny! Essay -- Argumentative Persuasive Essa

Between 2001 and 2006, there has been an increase of .6 cents for the reproduction of the penny. This increase displays economic problems that may lead to fatal ones. The penny is composed of 2% copper and 98% zinc. These elements are exponentially in demand causing the price of these materials to skyrocket. Many Americans think the penny is putting our country in jeopardy with financial losses. This meaningless coin is losing money for the mint, and should be abolished. The penny costs 1.4 cents to manufacture each time at the mint. This is causing the mint to lose money for the treasury. Last year, the mint earned $730 million dollars in profit. Many mint officials claim the estimation will be about $45 million due to the cost of metals made in pennies. Our country is continuing to have a very strong economy with the stock markets going up. The penny might affect these benefits from the rapid production of these coins. Copper and zinc are the main elements that compose the penny. With the rising costs of these elements, the economy may back up a bit. Because of this, the U.S. mint should reduce their penny production. The Lincoln penny has produced excessive amounts that has resulted in outrageous mintage numbering into the billions. While the cent production has surpassed the one billion count in the 1950's, a change has taken place. The Denver Mint had assumed the role as the nation's main source for the Lincoln pennies. The 1952 production of 746,130,000 D-mint cents quadrupled the Philadelphia output. As a result, Denver struck more than one billion Lincolns in the late 1950's. Into the era of the 60's, Philadelphia, Denver and San Francisco minted a total over 33 billion coins. The penny production d... ... across the country. An item costing $9.99 sounds a lot better than $10.00. Putting the price into double digits may influence the customer of declining the item that he/she wants. With the rising costs of the nickel, this could lead to rounding up prices to the nearest dime. There's so many results that could happen in our country's future. This change could lead to disastrous outcomes but satisfying ones as well. Today, the small cent is once again too expensive to produce, and too irrelevant to bother with. Eliminate the cent and round all cash purchases to the nearest nickel. There will not be a gain or a loss from two more cents on the transaction. There won't be any dwelling over the situation. It is time for the United States of America to grow up and abolish this meaningless Lincoln penny. The penny has been a complete fiasco. Let the cent go!

Competitive Strategy for Dialog Mobile

Competitive Strategy 1 Competitive Strategy for Dialog Mobile Competitive Strategy 2 ABSTRACT The study aims at devising a competitive strategy for Dialog Mobile, the provider of mobile telephony services which is the core business of Dialog Telekom PLC. Dialog which currently has customer base of over 5 Million and a revenue share of over 60% is the market leader in Sri Lanka’s mobile industry.However due to aggressive competitor price wars, the entrance of multinational giants such as Bharthi Airtel, global and domestic economic downturn, fluctuating inflation and high cost of energy combined with a bullish expansion strategy, Dialog had to face a loss of Rs. 2. 88 Billion in 2008 from a profit of 8. 91 Billion in 2007. This forms the background for Dialog’s competitive strategy. Since the industry has an Oligopolistic structure, constant price wars are putting the industry at risk.In order to be sustainable in such an environment it is crucial that Dialog focuses on customer retention and acquisition via customer centric policies, processes and a culture of relentless pursuit towards exceptional customer service. This would have to be backed by lean processes, prudent investments and rigorous project management. Dialog should also consider the feasibility of following an outsourced model by handing over high cost activities such as network infrastructure management and IT to selected vendors. Competitive Strategy 3Table of Contents ABSTRACT †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Preliminary Business Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Value Creation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Micro Economic Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Cost Structure †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Five Forces Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Existing Rivalry Amongst Competitors †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Threat Of New Entrants †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 The Power Of Suppliers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 The Power Of Buyers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 SWOT Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 Strengths†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . 15 Weaknesses†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Opportunities †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Threats †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 Market Structure & Customer Behavior†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18 Dialog Telekom PLC Performance Review for 2008 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19 Macro Economic Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Economic Forecast †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 25 Driving Forces †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 27 Competitive Strategy 4 Driving Forces in the Local Industry †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 27 Changes In Long Term Industry Growth Rate †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Entry Of Major Multinational Firms †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 28 Innovative Business Models †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 28 Expon ential Growth In Network Bandwith †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 28 Regulatory Changes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 28 Reduced Consumer Spending†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Unemployment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 29 Increased Taxes†¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 29 Driving Forces In The Global Industry †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 30 The Internet And Digitization Of Content †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 30 Strategic Plan For Dialog Mobile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 0 Short Term †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 30 Enhanced Cost Management †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 30 Increased Focus On Customer Retention †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 31 Process Optimization To Support Customer Centric Objectives †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 31 Stringent Project Management With Emphasis On Significant Value Addition †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 Long Term Plan (2-4 Years) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 32 Cost Leadership †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 32 Outsourced Business Model †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 32 Increased Emphasis On Data †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 33 Increased Emphasis On Green Technologies †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 REFERENCES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 34 Competitive Strategy 5 Table of Figures TABLE 1 DIRECT COSTS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 TABLE 2 OPERATIONAL COSTS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 TABLE 3 DTL SUBSCRIBER GROWTH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 TABLE 4 DTL REVENUE GROWTH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19 TABLE 5 DTL DIRECT COST COMPARISON †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 TABLE 6 DTL OPERATIONAL COST COMPARISON †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 0 TABLE 7 DTL FINANCIAL PERFORMANCE SNAP SHOT †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 22 FIGURE 1 VALUE CREATION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. FIGURE 2 DTL COST STRUCTURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 FIGURE 3 VALUE CHAIN †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 FIGURE 4 FIVE FORCES ANALYSIS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 FIGURE 5 DTL REVENUE GROWTH – INVESTOR FORUM 2008 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 FIGURE 6 DTL QUARTERLY REVENUE GROWTH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 FIGURE 7 DTL SUBSCRIBER GROWTH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 21 FIGURE 8 BUSINESS CYCLE †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 FIGURE 9 SRI LANKA GDP ANALYSIS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 25 FIGURE 10 SRI LANKA INFLATION TREND †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. .. 26 FIGURE 11 SRI LANKA MOBILE TAXES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Competitive Strategy 6 Economic Strategy for Dialog Mobile Introduction Dialog Telekom PLC, Sri Lanka's leading telecommunications company, operates Dialog GSM, the country's largest mobile phone network. Dialog GSM has spearheaded the mobile industry in Sri Lanka propelling it to a level of technology in line with the best in the world. The company operates 2. 5G and 3G networks, with the distinction of being the first 3G operator in South Asia. The Company also provides International Roaming facilities in over 190 countries.Dialog GSM is the country's largest cellular network providing services to over 5 million customers across the island (Dialog, 2009) In addition to its core business of mobile telephony, Dialog Telekom operates Dialog TV, a direct-to-home satellite television service, Dialog Broadband which offers fixed-line services and broadband internet and Dialog Global which provides a wide range of international telecommunication services. The scope of this study is limited to the formulation of a ‘Competitive Strategic Plan’ for Dialog Mobile – which is the largest revenue contributor.The total mobile subscriber base as at 31st December, 2008 was 5. 5 1 Million, out of which12% consists of post paid customers. The ARPU for post paid was Rs. 1404, while Prepaid was Rs. 319 as at 31st December 2008 (Dialog, 2009). Competitive Strategy 7 Preliminary Business Analysis Value Creation Dialog Telekom PLC’s Vision and Mission provide insight into the ways in which the company strives to create value to its customers. Vision: â€Å"To be the undisputed leader in the provision of multi sensory connectivity resulting always in the empowerment and enrichment of Lankan lives and enterprises† (Dialog, 2009).Mission: â€Å"To lead in the provision of technology enabled connectivity touching multiple human senses and faculties, through committed adherence to customer driven, responsive and flexible business processes and through the delivery of quality service and leading edge technology unparalleled by any other spurred by an empowered set of dedicated individuals who are driven by an irrepressible desire to work as one towards a common goal in the truest sense of the team spirit (Dialog, 2009). Competitive Strategy 8 Figure 1 Value Creation Customers’ perceived benefit CS =PB – MP Value Created PF = MP – PC Organizational costBeing a mobile telecom service provider in a nutshell the company provides value to society by enabling people to be accessible at any time from any place at an affordable price. With regard to the ‘reason for the company’s existence’ it would be prudent to initially take into account the following requirements/characteristics of mobile telecommunication; †¢ The existence of significant entry barriers due to the need for approval from TRC (Telecommunication Regulatory Commission) for commencement of operations Competitive Strategy 9 †¢ Extremely high capital and operational expenditure requirements for nfrastructure (base stations, towers, contact center and service outlets, systems) and maintenance †¢ The requirement for special ized knowledge regarding every aspect of Mobile communication †¢ The need for a significant workforce in order to start operations and maintain status quo post commencement †¢ An extended payback period resulting in the need for revenue generation in order to be sustainable (consumption of the service sans significant profit generation is not financially viable) All aspects mentioned above make it impossible for a single or small group of individuals to replicate the production of mobile telecommunication.This is in line with the reflections of Coase (1937) who stated that firms are more efficient at coordinating activities in comparison to markets. Dialog Telekom would have the benefit of economies of scale & economies of team production, thus drastically reducing cost of production. The other significant advantage is the common ownership of productive resources such as engineering, legal, IT, accounting, charging etc. Competitive Strategy 10 Micro Economic Analysis Cost StructureDialog Telekom being a mobile network operator has to collaborate with many suppliers and stakeholders in the value chain in order to run the operations and provide sufficient value to the customer and thereby earn profits. Figure 2 DTL cost structure Banks, Finance companies Suppliers of support services such as dealers & franchisees Government taxes Network equipment suppliers Dialog Telekom Other suppliers of capital items – PCs, headsets etc Hand set dealers & retailers Direct costs – Airtime and SIM card retailersCustomers Competitive Strategy 11 The above diagram shows a ‘helicopter’ view of the various stakeholders and the way in which cash flows in and out of the company. The key source of revenue is the Corporate and retail consumer base. Table 1 Direct costs Table 2 Operational costs Figure 3 Value chain Network related costs formed a major portion of direct costs, while selling expenses formed a major portion of operational costs (Dialo g, 2009). Competitive Strategy 12 Five Forces Analysis Figure 4 Five forces analysisThreat of new entrants Threat posed is relatively high not withstanding significant entry barriers ICT company ‘Maxis’ is poised to launch operations to become the 6th mobile operator – Supplier power Many suppliers Suppliers currently wield relatively low power – Existing rivalry amongst competitors 04 fixed line operators 05 Mobile operators 29 ISPs Intense rivalry amongst competitors – Buyer power Buyer power is relatively high Switching costs are low Many mobile operators to choose from Threat of substitution VOIP and CDMA can be considered substitutes However, hreat posed is minimal – Competitive Strategy 13 Existing Rivalry Amongst Competitors There are currently 04 mobile operators that could be considered direct competitors to Dialog, namely Mobitel, TIGO, Hutch & Bharthi Airtel. The biggest competitor currently is Mobitel, with a market share of appro ximately 18% in comparison to Dialog’s 53% (Bartleet Mallory stockbrokers, 2008). Mobitel follows an extremely reactive strategy, where it mirrors every action undertaken by Dialog. For example, Mobitel launched 3G service soon after it was launched by Dialog.Mobitel also follows predatory pricing techniques by constantly undercutting the prices set by Dialog in a bid to lure customers away. Bharathi Airtel, the latest player in the industry is a market giant in India, with over 100 Million subscribers and a market share of over 25% (Report Buyer, 2009). Airtel’s strategy has always been providing affordable mobile services to customers. TIGO, which was formally known as Celltel concentrates more on the Prepaid market. TIGO was the first player to provide ‘per second billing’ facilities to customers.Hutch while being a dominant player in India is more of a fringe player in Sri Lanka that also emphasizes on the Prepaid segment. Threat Of New Entrants While barriers to entry into the market are relatively high, there are quite a few players that have either entered or are in the process of entering the market. One such player is Maxis, a Malaysian company which already has operations in India and Indonesia. Maxis also owns 44% of shares at SLT (Bartleet Mallory stockbrokers, 2008). While Maxis would Competitive Strategy 14 further erode Dialog’s market share its strategy might be less predatory in comparison to some players.Other players with plans to enter the Sri Lankan market are Reliance Mobile and MTNL, both Indian companies. Reliance Mobile, like Airtel is also a giant in the Indian market constantly at war with the latter for the number 01 position. The Power Of Suppliers There are many suppliers of mobile infrastructure components in the industry. These suppliers supply products such as base station components, cell switching components and services such as base station assembly, tower assembly and switching optimization . Vendors include Huawei, Sun, Ericsson etc.Dialog Telekom being an industry giant and the fact that there are numerous vendors means that the influence of the vendors is less in comparison to the power wielded by Dialog. Furthermore mobile service providers purchase products in large quantities over a long period of time. This would also include the purchase of services such as assembly and maintenance. Securing such contracts are extremely important from the supplier’s perspective. Vendors such as Dialog due to its enormous influence in the local industry will also influence the research and development process of the vendors and the type of technology that is developed.For example, the adoption of 3G technology would have dictated the priorities of the vendors in terms of the type of technology that should be introduced to the market. Vendors in general have high fixed costs such as R and low incremental costs thus making it extremely important that they secure profitable contracts with mobile operators. Competitive Strategy 15 The Power Of Buyers In stark contrast to the vendors, the power of consumers is high. This is due to the low switching costs. A new SIM only costs approximately Rs. 00; hence customers do not have to spend a great deal if they want to switch operators. This power wielded by the consumer is only compounded by the presence of many mobile operators in the industry. The fact that these operators also include giants such as Bhrarthi Airtel only result in providing the buyers more bargaining power with their current operator. SWOT Analysis Strengths The main strengths of Dialog are threefold, one its brand name, two its vast infra structure and three the financial backing from its parent company Axiata.According to Perera (2008) from the Asian Tribune, the company was voted the number 1 brand for two consecutive years with a brand value of Rs. 12. 324 million in 2006 and Rs. 12. 401 million in 2007. The company was also voted number 1 amongst the top ten companies in April 2008. Innovation has always been one of Dialog’s strengths; the company was the first to launch SMS, MMS, Song catcher, mobile commerce, mobile e mail, information on demand etc in the region. Dialog was presented ‘the most innovative brand of the year’ award in recognition of this fact at the SLIM brand excellence awards.Competitive Strategy 16 In terms of infra structure and reach Dialog Telekom has over 1200 base stations spanning all provinces and has over 100 customer service centers, which is more than any other company in the country. Dialog operates 2. 5G and 3G networks. It is also linked to over 200 global destinations via international roaming (Dialog, 2009). Axiata group Berhad is the emerging leader in Asian mobile communications. It has controlling interest in Dialog Telekom along with many other subsidiaries in the South East Asian region.The continuous financial support provided by Axiata for Dialog Teleko m is one of its key strengths and has had a great impact on the development and expansion of the company. Dialog in return has been a significant contributor of profits for Axiata. Weaknesses One of the key weaknesses of Dialog Telekom is its increasingly high costs. A feature of many conglomerates that experience rapid growth is the inefficiencies that ‘silently creep in’. Total costs increased by 40% as at December 2008, with costs of finance increasing by 233% and depreciation by 81% (Dialog, 2009).Dialog also has a 3500 strong workforce which has resulted in overlapping scope of work across many divisions and units. The increasing size of the company has also lead to inefficient processes and unnecessary beurocracy. As a result it would be more and more challenging for the company to make swift changes in its strategic direction. Bigger companies also have the added danger of being further distanced from the end consumer of their products and services. This danger i s also a reality due to many personnel being unaware of VOC (Voice Competitive Strategy 17 f the customer), thus resulting in policies that aren’t necessarily customer centric in nature. Other weaknesses include its legacy systems. Most of its systems require upgrades or changes due to the strain imposed by the rapidly growing customer base and advances in technology over the years. However such changes cannot be made within a short timeframe and huge amount of financial resources and time are required to successfully implement changes. Opportunities Current mobile penetration in Sri Lanka is estimated to be around 50% with room for a further 20% in the short term (Lanka Business Online, 2009).At the end of 2008 there were 11. 087 million subscribers with an annual growth rate of 39% which is a drop from 48% in 2007 and 61% in 2006. Provinces such as North West, North Central, Sabaragamuwa, East and north have a fixed line distribution of below 10% and therefore provide ample opportunity for increased mobile penetration. Threats The main threats associated with the mobile industry are the increasing number of competitors and the global economic impact on customer spending patterns. The increasing competition has lead to huge price wars which has in turn negatively affected all the players in the industry.This trend could have a long term impact on research and development and the investment into new technologies. Therefore even though companies Competitive Strategy 18 might feel that they are able to remain competitive in the short term it could result in long term reduction in the value provided to consumers. Dialog is not immune to this problem, but rather it is has reacted to the price wars by drastically reducing the tariffs and by providing customers with packages that include 1000 minutes outgoing free call charges. Furthermore the rate of penetration is also on a reducing trend.Market Structure & Customer Behavior The telecommunication industry i n Sri Lanka consists of a few key players. As mentioned prior, the industry consists of 05 mobile operators and 04 fixed line operators. 100% of the mobile communication market share is owned by these 05 players. There are also significant barriers to entry. A firm would require very large financial resources to start operations. Existing dominant companies would also have influence over the suppliers and essential resources such as a qualified and skilled workforce, network infrastructure and dealer network.New comers would have to negotiate terms with the same vendors who would have more leverage due to their existing contracts with the incumbent players. New entrants would also face barriers such as requiring approval and licensing from the Telecommunications Regulatory Commission for the commencement of operations. The success of any startup company in the industry would also depend on its own brand recognition (from operations in other countries), since it would have to compete with companies that have a loyal customer base with significant brand recognition locally.The type of VAS (Value Added services) provided by the players in the industry are to a large Competitive Strategy 19 extent homogenous in nature. All these factors are indicative of an Oligopolistic market structure. The telecommunication industry is also a reducing cost industry. This is due to the fact that as the number of players in the industry increases the suppliers of network infrastructure would experience economies of scale. This would result in lower input costs for the mobile operators who also purchase items in bulk quantities.With respect to customer behavior patterns, customers are generally price elastic; thus as a rule when prices are increased by a given percentage, usage reduces by a larger percentage. However, this behavior pattern cannot be taken for granted since there are various other factors that have an impact on the usage patterns of customers. Dialog Telekom PLC Pe rformance Review for 2008 The customer base grew to 5. 51 Million at the end of 2008 recording a 29% growth in comparison to 2007 (Dialog, 2009) Table 3 DTL subscriber growth Table 4 DTL revenue growth Competitive Strategy 20Figure 5 DTL revenue growth – Investor forum 2008 Average revenue per user had dropped by 23% for Prepaid and 17% for Postpaid respectively. This was due to aggressive price wars by the competitors which resulted in Dialog significantly reducing its tariffs. However, the reduction in prices did not significantly increase the amount of usage due to reduced elasticity of demand, while the 29% increase in customer share was conservative at best. Prepaid revenue contribution was 48%, while postpaid revenue contribution was 29%. VAS account for almost 10% of the total revenue (Dialog, 2009) Table 5 DTL Direct cost comparisonTable 6 DTL Operational cost comparison Competitive Strategy 21 As captioned there was a 48% increase in direct costs and a 36% increase i n operational costs YoY (year on year). This was due to an increase in International telecommunication levy & frequency fees, increased telco depreciation, an increase in network costs (driven by increased energy costs) and an increase in customer related costs. Increases in operational costs were due to increased operations (increased number of base stations), increased maintenance costs and inflationary pressure. Figure 6 DTL Quarterly revenue growthFigure 7 DTL Subscriber growth Competitive Strategy 22 There was a noticeable reduction in the subscriber and revenue growth between the second and fourth quarters of 2008. However, quarterly growth was 10. 7% as at Q4 which the highest since Q2 2006. Table 7 DTL Financial performance snap shot Profit after tax was a negative Rs. 1. 5 Billion. This was due to many factors such as: – Rising energy and transport costs – Local and global Macro economic downturn – Reduced elasticity levels – Inflation – P redatory price wars and marketing tactics of competitors Competitive Strategy 23Macro Economic Analysis Figure 8 Business cycle Peak Peak Trough Recession Expansion One business cycle time The global economic crisis which started in mid 2007 and worsened in 2008 inevitably had an impact on the Sri Lankan economy which also had to contend with a civil war for the last three decades. The global economy is currently facing a recession, largely due to mishandling of debts in the U. S which eventually had an impact on the global economy. Some analysts are hopeful that the ‘worst is over’ and that the real GDP has passed the ‘trough’ stage and that the economy might be on the rebound.The 30 year long war has lead to immense war related spending by the government with less attention given to development. In a bid to retrieve the money government taxes Competitive Strategy 24 have been regularly increased, thus having a negative impact on customer’s disposab le income and resulting spending patterns. The global economic crisis only added ‘fuel to the fire’ with millions of workers losing their jobs worldwide. This in turn had a ripple effect on the country’s expatriates who are a great source of foreign income.Foreign remittances are used to take care of 70% of the country’s trade deficit (Pushparanjan, 2008). These expatriates were amongst the first to be retrenched and forced to return to Sri Lanka. This situation was compounded by reduced demand for goods and services produced locally, thus resulting in widening balance of payments and closure of companies that rely on exports. Garment companies for example account for 3 Million dollars in foreign income annually, of which 50% is reinvested in fabrics and machinery (Samath, 2009).The resulting loss of jobs for thousands of people in the local industry has a direct impact on their overall spending on goods and services. This domino effect has indirectly resu lted in low mobile usage and adoption of new services resulting in a reduction of net profits. However, the end to the military conflict in Sri Lanka after 26 years has resulted in a positive outlook for the country’s economy. The all share price index rose to a 7 month high and the central bank of Sri Lanka has shifted its forecast from 2. 5% growth to 4. 5 to 5% growth by the end of the year (Shiyin, 2009).The government has already laid out plans for massive development initiatives in the North of the country. This augurs well for the economy as a whole and the mobile industry in particular since it would result in increased Competitive Strategy 25 employment opportunities which would in turn hopefully translate to increased mobile usage. Economic Forecast The rate of inflation is expected to be around 7% in 2010 and an average of 6. 5% in 2009. GDP growth rate is expected to improve from 2. 5% to 4. 5 – 5% by end 2009 due to the end of military operations ( Figure 9 Sri Lanka GDP analysisAs shown the projected trade deficit for Sri Lanka is 9% of GDP for 2009. The trade deficit has been increasing YoY (Colombo Page, 2009) Competitive Strategy 26 Figure 10 Sri Lanka inflation trend Projected inflation rates are single digit figures; i. e. approximately 9%. This is a reduction from 14% in the previous year. To support growth, Sri Lanka in December unveiled a 16 billion rupees ($140 million) stimulus package and reduced the interest rates to 16. 5% from 17% (Thomas, 2009). Taxes imposed on mobile users in 2007 were 7. % Mobile Subscriber Levy and a ‘usage insensitive’ 5o rupee tax on subscriptions. The 50 rupee tax was later dropped and the MSL was increased to 10% in 2009. VAT was reduced to 12% in 2009 from 15% in the previous year Competitive Strategy 27 Figure 11 Sri Lanka mobile taxes This amended levy of 10% is beneficial to consumers who spend less than Rs. 2000 per month. However, overall this tax will have a negative impact on total consumer usage (Samarajiva, 2007) Driving Forces Driving Forces in the Local Industry Changes In Long Term Industry Growth Rate As at end 2008 there were 11. 87mn mobile subscribers in the market, a penetration rate of 54%, and annual growth of 39%. However, this rate of increase is slower than in previous years -48% in 2007 and 61% in 2006 (Sri Lanka communications report, 2008). With increased competition and predatory tactics it would become harder for any given company to experience substantial growth in the coming years. Competitive Strategy 28 Entry Of Major Multinational Firms With the entry of firms such as Bharthi Airtel and Reliance mobile in the pipeline existing firms would have to become more and more competitive in order to survive.Innovative Business Models Many of the firms are developing innovative business models in the foreign markets. Companies have yet to implement extremely innovative models in the local industry. However Bharthi Airtel has initiated this trend with its ‘simple plans’ theory, where unlike the rest of the players in the market it has distanced itself from the concept of multiple rates during different hours to different networks (off peak, peak, weekend etc) Exponential Growth In Network Bandwith The bandwith provided by broadband internet providers has significantly increased over the years.In the past 512 kbps was considered ‘fast’ and was the norm, now however, most operators provide speeds of over 2GB. This has changed the usage patterns and reasons for use by consumers. Regulatory Changes Certain players such as Bharthi Airtel were vying for the implementation of ‘number portability’, but this was not implemented by the government citing security concerns. The government also recently requested all mobile operators to ensure that both postpaid and prepaid customers are registered with their rightful owners. This has had a negative impact on the sale of prepaid connectio ns.Competitive Strategy 29 Reduced Consumer Spending Consumer spending has significantly reduced and has had an impact on the bottom line of most players in the market. Elasticity levels which were around 1 – 1. 5 in 2006, reduced to 0. 7 in 2008 (Dialog, 2009). This has forced companies to drastically reduce spending and in certain instances even retrench employees to reduce costs. The cost cutting measures will have an impact on training and development and R, which in turn would have an impact on the long term. Unemployment The unemployment rate which was steadily reducing over the years (6% in 2007, 5. % in 2008) is bound to face a reversal in 2009, due to the global recession. The central bank of Sri Lanka has requested the government firms to put recruitment on hold (Lanka Business Online) till the economy improves. This would have a direct impact on plans for expansion any organization. Increased Taxes Government taxes on mobile users has been in a constant state of fl ux and a reason for much concern amongst the mobile operators and consumers alike. This volatility of the government’s policies with regard to taxes will have a negative impact on the growth of the industry. Competitive Strategy 0 Driving Forces In The Global Industry The Internet And Digitization Of Content Internet usage in the country is still in its early stages. However one of the threats the internet poses with the increased bandwith provided by ISPs is the widespread adoption of VOIP, since this service would be provided FOC. This could become a direct threat to the telecommunication industry in the future. Strategic Plan For Dialog Mobile Short Term Enhanced Cost Management Cost optimization is crucial for an organization to remain competitive. As companies expand inefficiencies result as a byproduct.Dialog is no exception, a bullish strategy for expansion resulted in reduced retained profits and a ‘bloated middle management’. A loss of Rs. 2. 88 Billion in 2008, compared to a profit of Rs. 8. 91 billion in 2007 is ample reason for rigorous attention to the prevention of revenue leakage and prudent investments with an eye on the long term. Competitive Strategy 31 Increased Focus On Customer Retention Often companies can get swept away by ‘concepts’, especially ones that give you a false sense of safety such as Customer Relationship Management, Customer Experience Management, Customer Lifecycle Management etc.Most companies pay ‘lip service’ to these practices and they often believe that they ‘do’ practice it. However there is often a huge gap between actual customer satisfaction levels and the satisfaction levels perceived by the company. Rather than romanticizing these concepts, companies should actually practice it religiously. In the case of Dialog, it would mean ensuring that all customer facing staff have the right qualities for the job. Skills can be taught, but attitude is harder to chan ge.The true essence of customer service should be instilled and practiced constantly. This should be backed by the right policies and coordination amongst all stakeholder divisions in order to ensure that the customer’s needs are continuously met beyond expectation. Process Optimization To Support Customer Centric Objectives All processes as far as possible would have to be tailored with the customer in mind. However, most business processes tend to be ‘inward looking’, There is a constant ‘tug of war’ between various stakeholders who seldom work in synergy.This is due to conflicting interests and lack of ‘customer visibility’. For example Finance and Credit departments create their processes with the sole aim of managing finances and credit collection, which tends to focus on the short term profit, rather than long term customer retention. The challenge then is for the process management team to ensure that all cross functional customer related processes are driven by customer centric objectives. This would also Competitive Strategy 32 include the removal of all non value adding processes and continuous review

Islam and the West Essay

The Clash of Civilizations? : Islam and the West When taking another glance at Huntington’s â€Å"Clash of Civilizations? †, the provocative nature of his arguments and the fervent scholarly debate that followed are hardly surprising. Although, for myself, I remain troubled by one important question. Is Huntington completely wrong, as many propose, about a rising conflict between the nations of Islam and those of the West in the post cold war era? Huntington contends that the future will boast conflicts between and within civilizations. More so, cultural issues will bring on these conflicts with a particularly divisive role being played by religion. With that said, it is my contention that Huntington is not completely wrong about the evolution of conflict between these two. Though I feel his groupings of civilizations into eight defining entities to be arbitrary and over generalized. My research and focus will be strictly on the aforementioned conflict between Islam and the West, for which I feel are appropriately categorized, though further research should be done on the capacity of violence between sects within religions. Eric Neumayer and Thomas Plumper (2009). International Terrorism and the Clash of Civilizations. British Journal of Political Science, 39, pp 711-734 doi:10. 1017/S0007123409000751 From,http://journals. cambridge. org. proxy. lib. pdx. edu/abstract_S0007123409000751 The authors examine the elements of conflict through the means of terrorism and root causes that can be drawn from these. They examine Huntington’s claims of increased international terrorism against foreign and domestic civilizations in the post-Cold War era. Drawing from data they identify key components in the underlying causes/provocations for international terrorism. Huntington, S. P. (1993). The Clash of Civilizations?. Foreign Affairs, 72(3), 22-49. The primary concept is that, after the Cold War, there will be a fundamental shift in the dynamics of conflict on a global level. No longer primarily influenced by nations and economics, the proceeding conflicts will be hedged on the fundamental cultural differences that exist within civilizations.

Wall street the movie essays

Wall street the movie essays 1) Gordon Gekko is played by Michael Douglas. In the film, he is an egotistical, power hungry, greedy, millionaire. Gordon will do anything for money, no matter what the cost to himself . He used all of the people are him to his advantage and then disposed of them when he was done. This can be seen as both a strength and a weakness. He was a very ambitious character that would not give up until the bitter end. Once this ambitious gets out of control though, it can also bring you down lead to your demise. The only thing he valued was his money and he had no moral values. The only thing that he sum what respected was partnership, but he even broke his promises to his own partners in the case of Bud and Blue Star Airlines. As for his social values, he remains a respectable upper class businessman, who acts as if he doesnt have a flaw on him. In his personal life he has everything he could possibly want, but all he sees his possessions as are points on the score board of life. I admire the man for his ambition and a business man becomes the job he is in is a kill or be killed business. However, there are more legal ways he could have done his killing instead of taking all of the short cuts in life. Bud Fox is a broker for brokerage firm on Wall Street. As an entry level worker, his job is to call projective clients offering second-hand advice to buying and selling stocks. As soon as he meets Gordon Gekko, he places the man on a pedestal. Gordon is the kind of man that he wants to be; successful millionaire that is on the opposite side of the sale pitch. Fox is very alike Gekko in that they two are incredibly ambitious. Every day for 39 days, he calls Gekko's office for an appointment and finally gets one. As soon as the two meet, Fox slowly starts to lose the hard working morals that he had set forth in his mind and becomes more like Gekko. He was so set on obtaining Gekko ...

20 Big Fat Lies College Professors Tell Us

20 Big Fat Lies College Professors Tell Us Grab a tub of popcorn, sit back and relax because you’re about to go through the top 20 big fat lies that college professors tell their students in colleges from sea to shining sea. You’ll be hard pressed to think of any others. This list pretty much covers every base. Enjoy! 1. â€Å"You can’t wait until the night before the exam to study and hope to pass it.† Not true. There are many different little details and variables to consider here. It’s actually quite possible to procrastinate and still get good grades. 2. â€Å"I’ll have the tests/exams/homework graded and back to you by the end of the week.† Yeah right. Some professors are pretty good about this, while others aren’t because they’re so bogged down with classes. They’ve got hundreds of tests to grade and papers to inscribe in their ledger. Don’t count on it. 3. â€Å"What you’re learning in this class will prepare you for the real world.† Absolutely not true. That’s like saying that working out will prepare a gladiator for battle. Knowledge is helpful, but there’s a big difference between the classroom and the world off campus. 4. â€Å"If you fail 101, you should probably choose a different major.† Huh? If you have your heart set on a major but bomb 101 that just means you need to try harder. For example, just because a music student struggles with reading and writing music theory doesn’t mean they’re not gifted musicians. 5. â€Å"I take each one of your papers and read through them thoroughly.† Really? That is almost never true. There simply isn’t enough time. 6. â€Å"I can spot an A-student from a mile off.† Maybe they can and maybe they can’t. They’re likely just trying to come off as superior or trying to intimidate students to try and scare off the rabble. A-students are made, not born. 7. â€Å"I do give extensions and I consider exceptions to conventional rules.† If they need to announce this then there’s probably some strings attached. Extensions typically come with a certain type of price tag. 8. â€Å"This is a fabulous field to focus on, with plentiful employment opportunities.† With only a tiny few exceptions, a college degree in any major doesn’t mean a job at all. Period. You’re heading into the 21st century online globalized workforce. 9. â€Å"I’m not paid enough to be biased.† Everyone is biased, especially a professor. 10. â€Å"I care deeply about your success in this major.† How is it possible for a professor to care about hundreds of incoming and outgoing students year over year? Maybe if you establish a strong relationship with them, otherwise this is a stretch. 11. â€Å"This is by far the very best class I’ve ever taught.† How clichà ©. Unless you’re in a truly legendary class for some reason then what’s the point of that statement? 12. â€Å"Oh yes, I always knew I was going to become a college professor.† Could be true, but in most cases it’s not. Remember the old saying, â€Å"Those that can’t do, teach.† 13. â€Å"This is the first time I’ve had to do this but†¦Ã¢â‚¬  Teachers say this to their classes from 1st grade to graduate year Senior Seminar. 14. â€Å"Your final GPA will make a huge impact on the rest of your life.† Not true. The GPA is just a number and has no direct bearing on what you are or are not capable of accomplishing in life. 15. â€Å"I expect the best out of my students.† No, they probably don’t. The longer they’ve been teachers the less true this statement is likely to be. 16. â€Å"The tests aren’t what’s most important here.† At the end of the day that’s simply not true. Take away the need to pass tests and exams, and what’s left? 17. â€Å"I don’t accept excuses.† Maybe not excuses, but there are always extenuating circumstances that all professors must take into account. 18. â€Å"Oh sure, you can stop by my office anytime you need and my door’s always open.† This is so not true, especially if they teach a common elective course or core required course within a popular major. When they’re door is open there’s probably a line and someone already inside. 19. â€Å"If you show up to each lecture, you’ll pass my class.† This isn’t true. There’s a fair amount to be said with exposure, listening intently and taking notes but just showing up doesn’t guarantee anything. 20. â€Å"Just be honest, don’t write what you know I want to hear.† Don’t ever fall for this one. Aim to strike a balance between stretching your limits and the limits of the class/instructions, and being honest. What other lies have you heard from your professors? Share in comments!

Annotated bibliography on leadership and gender Essay

Annotated bibliography on leadership and gender - Essay Example Beginning with the assumption that high Emotional Intelligence (EQ) is a quality found in most effective leaders, the researchers attempt to analyse data taken from participant responses to the QueenDom's Emotional Intelligence They then analyse whether there is a difference between the levels of EQ found in women as opposed to that found in men. Their finding confirmed that principals that scored a higher emotional Intelligence were perceived to be more effective leaders. Their findings also showed that women overall had higher Emotional Intelligence scores than men. Analysis and Evaluation As previously stated the researchers begin with the premise that higher level of Emotional Intelligence equates with better leadership skills. They first cite Sosik and Megerian (1999) as to the reason for this, which is that leaders with higher EQ’s pay more attention to their interpersonal skills and relationships. This brings a closer connection between leadership and staff. EQ leader p ay less attention to the technical aspects and more to the human aspect of the business. This study uses a random sample of 32 participants (teachers), equally weighted male and female, to answer questions regarding the effectiveness of their leaders, in this case the principals of their schools. They believe that the best way to judge leadership effectiveness is by the ratings of those they lead, citing A Technical Report Issued by the Consortium for Research on Emotional Intelligence in Organizations produced by Cherniss and Goleman ... ocial and emotional competence.† (Cherniss & Goleman,1998) These tools are the QueenDom's Emotional Intelligence (EIQ) and the Leadership Practices Inventory (LPI) which this study employed. The researches were seeking to find answers to three specific queries, 1) Is there a correlation between EQ and specific areas of leadership such as challenging the process, inspiring a shared vision, enabling others to act, modelling the way, and encouraging the heart?; 2) Is there a connection between EQ and leadership effectives?; and 3) Does gender play a role in this relationship? Their findings indicate that EQ is regarded as an important component of leadership effectives as evaluated by those they interact with. They also found that women are usually viewed as having somewhat higher EQ’s than their male counterparts. These two results prompt them to make the statement that further efforts must be made to promote the training and encouragement of higher levels of EQ in leaders . Furthermore they state that seeing that there is a difference in gender regarding EQ, future training should take that into account. While their research is quite interesting they fall a bit short on exactly what they mean by the difference between men and women and the training of EQ. Certainly EQ is playing a larger role in this area, but they should have explained the gender difference a little more for study to have an impact. Reference #2 Okhakhume, A. S. (2008). Attitudes of Subordinates toward Women in Leadership Position. Gender & Behaviour, 6(2), 1785-1799. Summary This study takes place in Nigeria and concentrates on the bias of gender in that society, specifically in the area of employment and leadership as it regards women. The author states that in Nigeria the workplace has

Teams and Groups Case Study Example | Topics and Well Written Essays - 250 words

Teams and Groups - Case Study Example The market for timber is price-competitive and products are differentiated by their presentation and appearance. Thus customers have started to shift to the other competitors who produce similar products but of a greater quality for the same price. The activity within the packaging team of adopting time-loss pattern has become a norm to this particular work team. Thus, all temporary workers when given a chance to become part of the packaging team adopts this norm. Management can change the supervisors and instead of allowing the sawmill supervisor to overseer the packaging department choose a supervisor from packaging instead. This will assist in the empowerment of the workers when workers feel empowered they produce better. In addition, a supervisor from the packaging department would understand the culture and be able to make changes to the norm easier than an outsider. The overtime costs which would be cut can be used to provide additional incentives to this department. In order to arrest the decline in the mill’s ratings management can perhaps use the overtime money which will be reduced to use more than one supervisor in this department. One for the general overseeing of production and one for the testing of the quality of the finished products. The market for timber is price-competitive and products are differentiated by their presentation and appearance therefore Treetop must begin to differentiate based on sound quality and good appearance again. Treetop’s management can divide the packaging department into teams and allow there to be competition amongst the teams for improvement in productivity. Competition would create a focus for the team and motivate them to produce at their best. Consequently, the overall costs should begin to decline when workers begin to produce optimally due to