Leadership examples | Robert Kuok Hock Nien

Leadership examples | Robert Kuok Hock Nien Leadership can be defined as a persons ability to let others willing to follow leadership. Every organization needs leaders at all levels. Leaders can be found and nurtured if you look at the following character traits. Visionary leader has a clear, vivid picture of where to go, and firmly grasp that looks like what is success and how to achieve it. But it is not enough to have a vision; leaders also must be shared and put into practice. Jack Welch, the former chairman and chief executive officer of General Electric Company, said, Good business leaders create a vision, a clear vision, passion, vision and relentlessly drive it through. (Investing Value) The leader must be able to communicate, buy its followers in his or her vision. He or she must communicate clearly and enthusiasm, passion is contagious. Besides that, a good leader must have the discipline and single-minded in his or her vision, as well as to guide his or her actions, and to the goals of the team. The action is a sign of the leader. A leader does not suffer analysis paralysis, but the thing to do is always in pursuit of the vision, inspire others to do the same. The simplest definition for leadership is a leader having followers. According to Keith Grint, leadership is not simply to delineate a space in a language game, and it is not merely a game of sophistry; indeed, we dont need to agree on the definition but we need to be able to understand each others position so as to make sense of each others arguments (Grint, 2010). A good leader will lead the organization to a better future and also provide benefits to society. The characteristics of a leader also important because it may affect the society when the leader became the role model of the world. Peoples will practice what the leader done to become the way success. Objectives To learn more about those succeed leadership To identified the way of the leaders succeed To compare the similarity and the difference between those leaders To understand the characteristics of each leader Research methodology During this assignment, most of my information came from internet and also refers from some reference book to get more details to support what I need to do. Besides that, I do ask for some peoples opinion on the leader that I had chosen to understand the reason why and how the leader influenced the world and also the person himself/ herself. Literature review The simplest definition for leadership is a leader having followers. According to Keith Grint, leadership is not simply to delineate a space in a language game, and it is not merely a game of sophistry; indeed, we dont need to agree on the definition but we need to be able to understand each others position so as to make sense of each others arguments (Grint, 2010). Leadership ability, which means that the leader has the ability to do something through talent and technology (Smith, 2010). Talent is natural and technical capabilities through training and experience. Talent is certainly helpful, but not required. I know many people are born with leadership close to zero, but become great leaders through training, experience, and most importantly, persistence (Smith, 2010). Good leadership is critical to a successful school. Success comes from aiming high with the clear vision, ethos and communication that good leadership brings. We will act to support high quality school leadership and inspired ambitious school communities. (Ambitious, Excellent Schools Our Agenda for Action, Scottish Executive, 2004, p5) Even more recently, it is not an isolated activity, investment in a person, but all kinds of people, and contributes to the leadership of effective leadership, leadership distribution. If this happens, then the leadership willing to go beyond the individual management training, the need to obtain a wider development team leadership: leadership skills, how to develop? The new qualification is called the National Professional Qualification in Integrated Centre Leadership (National College for School Leadership, 2005): It is acknowledged that the early leadership with distinctive emphases, especially in the development of integrated services and hybrid models of the staff continue to be a feature of the early childhood work. One view was that the leadership is personal qualities, therefore, the single leadership role, the concept of competition and power of the built-in (Thornton, 2005) does not sit easily with the cooperation of the way early childhood education practice basis. Early years before school services are often non-hierarchical, and the majority of women workers (Ebbeck and Waniganayake, 2003; Rodd, 2005). Fairly flat structure means, assigned leadership models are often enough to be the priority in the early childhood setting, although in pen green (Pen Green, 2005) asserts that if we transform the life chances of children can only be completed by the far-sighted leadership. Early childhood sector continues to grow; we are now the majority of families use of pre-school education (Scottish Executive, 2004a). These different settings often have a different concept, structure and quality assurance of various models: Muijs et al (2004) report that they are inspected by different bodies. Solly (2003) conducted a study finds that there is regarded as a leader in setting the differences in the various types of child care. Pre-school, primary school, private and voluntary settings, respondents believe that a single leader, but a formal leadership kindergarten celebration and centers of excellence provide a broader interpretation. Early education to clarify their leadership, according to a different set, they are based. For example, Osgood reported that private sector providers are easier to apply business principles, a set of management and volunteer management department set less comfortable with entrepreneurship agenda (Osgood, 2004). Management kindergartens tend to have a collaborative leadership and community-centered way, jeopardize the gains for fear of competition (Osgood, 2004). The leader sex may be a way, in addition to the education sector leadership in early childhood. Rhoda (2005), women determine the concept and need to be led by the question: What kind of leadership could mean that early childhood services, they may lack of understanding. Involving sets (Dunlop, 2005), the relationship between the concept of leadership in the department, has more in common with early childhood education teaching method than the traditional business philosophy, leadership. There is a view that the different leadership styles of men and women leaders: Recent research has provided no evidence to support this (Muijs). However, Solly (2003) found that the majority of early childhood leaders, in his study that the difference between the department and other leadership styles. A social constructivist mode of learning often early years, advocates, Solly found that leaders of early childhood education itself active learning tendency to make others. The participants felt that the advantage of their own propaganda, inspiration, enthusiasm, and spirit, are lifelong learners and teamwork (Solly, 2003). In my opinion, I do agree that some leader was born to be but most of them were made. Nobody will be the perfect one but after trained, most of the attitude will bring up after training to become a leader. Finding The leaders that I choose for my assignment is the co-founders of Amway Richard Devos and Jay Van Andel, and the chairman of Shangri-La Hotels and Resorts chain Robert Kuok Hock Nien. Background Richard Devos Mr. Richard M. DeVos, the rich is the co-founder of the Amway Corporation, and served as vice president. Rich DeVos met a founding partner of Amway Corporation, the lifetime friend Jay Van Andel in high school Houdiweishi willing to pay 25 cents a week, bike to school. In 1949, Mr. DeVos formation of JA-RI, and began selling the product direct sales basis. In 1959, he founded Amway Corporation (short form as American Way) and Van Andel and start selling to friends, family, and door-purpose cleaner. DeVos to step down in 1993, Doug, his son took over as president of the company. In October 2000, Amway has been one of four subsidiaries of a new holding company, Alticor, Access Business Group LLC, a provider of business services, and Jetstar operations in North America, based on the Web three sister companies: Access Business Group LLC., a business services provider, and Quixtar Inc., a Web-based business in North America. He served as the founding chairman of the National Organization on Disability. He is the Chairman of the National Basketball Association. He served as chairman of the Direct Selling Association. He served as a director and founder of the company Alticor. Amway Chairman of the Foundation for the Protection of the Environment, he served as a board member of the National Organization on Disability, the Board of Directors, Gerald R Ford Foundation: Member, Board of Directors, the governor of Florida; Northwood University the Council freedom trustee: an honorary member of the Committee, DeVos Childrens Hospital; researcher, the worlds scholarship at Duke University, Edinburgh Award, Newcomen Society: Board of Directors of the past, the spectrum of health; container president, before the fiscal Chairman of the National Policy Committee, the Republican National Committee, the Chairman of the Committee of AIDS past members. He was in the U.S. Air Force 1944-1946. A well-known speaker, Mr. DeVos has appeared around the world hundreds of thousands of people. Recorded lectures, sales to the United States, free economy Education Foundation, the Alexander Hamilton Award, he wrote three books: believe, compassionate capitalism, and I sincerely hope that ten lessons in life and I really hope, 10 lessons of 71-year-old, his heart transplant, and provide such perseverance, confidence, confidence, respect and faith, life, life-changing experience. September 1991, Mr. DeVos and his family obtained the National Basketball Association, the Orlando Magic franchise he received numerous awards and honors, including: Davenport University Outstanding Business Award 2000: We can make a difference to pay tribute to the life Award in 1999 from West Michigan, the government hopes, Humanitarian Award, in 1999, the American Spirit Award, the Republican House of Representatives and the Senate in the 1998 Junior Achievement National Business Hall of Fame in 1998. Professor Horatio Alger in 1996 Horatio Alger Award, Edison Award in 1994 by the American associate professor of marketing: a year in the Adam Smith Free Enterprise Award from the American Legislative Exchange Council 1993: Donald J. Potter Humanitarian Award by the YMCA Heritage Club Grand Rapids, Michigan in 1993, the social responsibility of entrepreneurs year 1992, the annual implementation, sales and marketing, University of Arizona, 1991: William Booth Award Salvation Army in 1990, appointed by the competent international school achievement Charter in 1990, the United Nations Environment Programme Achievement Award of the organization, to accept on behalf of Amway in 1989, Napoleon Hill Gold Medal Corporate Achievement Award in 1989, greatly Grand Rapids business hall of fame in the 1989 Entrepreneur of the Year in 1988, the University of Missouri, 1979 Direct Marketing Association Hall of Fame Award, Outstanding Management Award, Industry Week, freedom of speech, Thomas Jeffer son Award, Kiwanis: American Enterprise award-winning senior management of National Association ; can accommodate 10 honorary doctorate degrees different colleges and universities throughout the country, and honor due to OMICRON Delta Kappa, the national leadership of the association. In April 1998, his family through the RDV sports was named WNBA franchise the right International in Orlando Miracle Mr. DeVos and his family have Orlando Sun Bear Hockey League. He is a Grand Rapids Christian high school graduates and participants Calvin College in Grand Rapids. Today the company, now operated by Alticor in 2000 after the reorganization under the umbrella of the revenue of $ 10.9 billion, 17% in 2011, the 11th time in 12 years the company has recorded an increase in sales. DeVos also owns the Orlando Magic. He built a new arena for the team at the Amway Arena in 2010, $ 480 million. Jay Van Andel June 3, 1924, was born in Grand Rapids, Michigan, died of Parkinsons disease, December 7, 2004, in Ada, MI. Entrepreneurs. Van Andel has become a pilgrimage site belong to evangelical Protestant denominations, Christian Reformed Church Dutch immigrants. Christian high school in the city, the Van Andel and DeVos, began his flight school after returning to service in the Army Air Corps during World War II. They opened a restaurant in the hard butter hamburger fry recipe from their mother, but later sold to the two companies, and buy a Caribbean cruise. They plan to start a business seagoing, but they returned to Cuba and Grand Rapids near the ship was damaged. Amway co-founder Jay Van Andel, grown into one of the most impressive and controversial success story in the U.S. business. Van Andel architect Amway attractive direct marketing strategy, through personal contact network sales of consumer goods, but the company from consumer watchdog groups, sometimes attracted unfavorable attention. Along with the long-term business partner Richard DeVos and Van Andel is the most prominent business leaders in a Michigan Republican and conservative political causes and generous contributions. Van Andel and DeVos business, import and export called Nutrilite supplement manufacturers. Use what they have learned, from the sale of your friends and family, they founded Amway in the basement of the family Van Andel in 1959 LOC, full-featured household cleaners. Their company name to American way, and relies on a multi-level marketing scheme. New sales recruits will buy the goods and the price tag as an independent distributor for sale to others. However, the key to success is to recruit other people to join the team to grow sales, independent distributors will receive a percentage of the profits from sales of their recruits; returns. Van Andel wrote all sales and marketing materials in the early stages of Amway expanded to include self-help books and tapes incentives. Also to be sold to independent distributors of new recruits and various brands of Amway products gradually extended to almost all consumer goods, from soap to vitamins. Amway basic knowledge of free enterprise, and motivate the sales mix is à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹not without its critics, and some are not satisfied with the members who claim that the company is what is essentially a large-scale fraud. It was investigated by the U.S. Federal Trade Commission for several years, but the founder is connected to the Grand Rapids birth Republicans will go to the White House in 1974, Gerald Ford, to help it to avoid further investigation. Amway cannot escape investigation, however, making a false report tax evasion charges brought in 1983 by the Government of Canada through the United States and Canada boundary value goods. Amway paid a fine of $ 58000000, which is the largest ever imposed on Canadian history. Amway was an international context and a large number of members in China and other Asian countries during the 1990s. The company eventually changed its name to Alticor, is considered worth $ $ 62000000000 in 2004. Van Andel retired in 1995, will no longer serve as Chairman of the Company, and continue to be involved in philanthropy. He and DeVos generously to various city cultural institutions Grand Rapids, in various projects, bear the name of Van Andel Van Andel Institute, dedicated to education and medical research. He also funded a plant in Arizona, hoping to prove through scientific methods, that the world is the highest in six days, the Christian Bible. He is also an enthusiastic donor to Republican coffers and donated $ 2000000 in the presidential campaign in 2004, the United States, resulting in a series of television commercials, questioned the value of the Democratic Party, the White House is hoping John Kerry (John Kerry) the development and experience of the organization . Big Rapids Hoekstra married Betty Van Andel in 1952, he had four children. He owns a private island, and later years, Van Andel died in January 2004 in the British Virgin Islands family where he spent his last few weeks, too. He returned to Michigan and December 7, 2004, aged 80, after suffering from Parkinsons disease for several years, died at his home in Ada, Michigan. He is survived by his son, Steve, and Dave, his daughter Nan and spines, and ten grandchildren. Forbes estimated his personal wealth at $ 29 billion. For me, the biggest source of pleasure rather than the acquisition of material things are endless, but to create wealth, give up, he wrote in his autobiography of 1998, a proactive life, according to Uncle Adam. Mr. Sitan in the Washington Post. The job of everyone on this planet is the ultimate glory of God. Van Andel died in 2004 at age 80 due to heart failure. Robert Kuok Hock Nien Robert Kuok was born on October 6, 1923, in Johor Bahru and his three brothers, youngest. He is an influential member of the Malaysian Chinese business. According to Forbes magazine estimated his net worth is about $ 90 billion, which makes him the richest man in Southeast Asia. In addition to a large number of enterprises in Malaysia, his companies have investments in many countries in Asia. His business interests consist of sugar cane plantations (Perlis Plantations Bhd), sugar refining, flour milling, animal feed, oil and mining to finance, hotels, real estate, trade and transport (International Shipping Corporation, Transmile Group) and publications. Just like Boon Siew and Lim Goh Tong, who emigrated from China, Kuoks father arrived in Malaya from Fujian, China in the early 20th century. And unlike the late Boon Siew and Goh Tong, Kuok is an educated rich man (Unknown, 2010). He received his early education in English schools and then enrolled into Raffles College in Singapore, with Lee Kuan Yew as one of the classmates. He had a short stint working with Japanese companies, Mitsubishi after studies at Raffles was stopped because the invasion of Japan, before helping his father with the trade business. After the death of his father, Kuok and his two brothers have decided to continue the legacy business, starting with the distribution of sugar and some other commodities under the new post-colonial government (Ikhwan, 2011). Business skills they have picked up from their father, who is an avid trader. In 1961, he made a coup by buying cheap sugar from India before the price goes up. Kuok massive involvement in the sugar industry allows the company to be a supplier of open government and Kuok sugar refinery plant to grow again. At the height of his business, he has control of 80% of the Malaysian sugar market with production of 1.5 million tons, equivalent to 10% of the global export market, and so earned his nickname Sugar King of Asia. Encouraged by the success of his sugar business, Kuok has fastened his growing business into flour milling, shipping, logistics, oil and gas and hotel. His resurrections to success are fame and famous due to both his expertise in spotting opportunities and strong network with great people, corporations and governments. In 1971, he built the first Shangri-La Hotel in Singapore. His foray into Hong Kong property is in 1977, when he acquired a new piece of land reclaimed Tsim Sha Tsui East waterfront, where he built a second hotel, the Kowloon Shangri-La. Kuok controls the Shangri-La hotel chain and is the largest shareholder of Transmile Group Berhad, which is engaged in accounting irregularities scandal in 2007, the stock price goes down. In addition, he took Kerry Group a34.9% interest in the South China Morning Post from Murdochs News Corporation in 1993. He said his hotel check every now and then to ensure that staff provides the highest quality service. There are times when he inv ited the taxi driver for a free lunch at the hotels cafe. Kuok is considered a man of truth when dealing with people, including employees. There are stories Kuok sought permission from cabin crew to smoke in an airplane he owns. When the crew told him that he would not have to ask anyone, he responded by saying that he was only asked in a normal passenger capacity. His company has investments in many countries, including Singapore, Thailand, China, Indonesia, Fiji and Australia. Business in China includes 10 bottling companies Coca Cola, ownership of the World Trade Centre Beijing. Confirmed his political influence he was named by one of the childs future advisor Hong Kong in the run up to the transfer of sovereignty of Hong Kong, and minority interests in CITIC Pacific. He also played an important role in disseminating information and set up a meeting between Malaysia and China governments leading to full diplomatic cross recognition between the two countries. Kuok has married twice and has eight children. He officially retired from the Kerry Group on 1 April, 1993. Now, Kuok Khoon Ean, one of the sons of Robert, handl es most of the day-to-day operations of the business. He was living in Hong Kong at this time. Kuok Group started business as Kuok Brothers Limited in the year 1949 in Johor Bahru, Malaysia, trading rice, sugar and wheat flour. Business activity expanded in 1953 with the opening of the Singapore Branch, Kuok (Singapore) Limited. From a humble beginning, the Kuok Group has grown to become one of the most diverse multinational conglomerate and dynamic in Asia. Driving force behind the growth of the Group is Kuok family, whose vision and commitment to hard work and excellence for more than two generations have made à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹Kuok Group market leader in many areas. From the beginning of its operations, the Group has set forth the basic values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹of integrity, loyalty and discipline. These values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹have served as the basis for achievement during the past 46 years. From a trading post established in Malaysia and Singapore, the Group has expanded its operations in the 1950s and 1960s to Thailand and Indonesia. It focuses on the activities of ancillary and related to growth, and also pursued new business and trade opportunities, particularly in commodities, resulting in a trading relationship with companies in Hamburg, Paris, London and New York. Hong Kong and China become the focus of further development in the region in 1980 after a group of senior man agers 1970sand established Kerry Holdings Limited in Hong Kong in 1974. The name Kerry has become identified with the Kuok Groups extensive operations in Hong Kong and China. The Group has built a management team with great depth and breadth of experience and knowledge. The team continues to focus on herself for the Groups business expansion, particularly in emerging markets in Asia, in areas that complement the Groups business, especially in emerging markets in Asia, in areas that complement the Groups interests and expertise. Central to its future growth is a commitment to maintain the values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹that lie at the heart of the Kuok Groups success. To spend money is to earn money.If the food in the staff canteen is good, the food in the hotel is good. (Quotes from Robert Kuok) Company profile Amway (Amway) People helping people, people live better life. Amway is one of the worlds largest direct selling businesses powered by: Brands That Do Wonders Opportunities That Empower Relationships That Endure Global Citizenship Thats Purposeful Amway is above all a family company. Steve Van Andel and Doug DeVos lead a diverse global management team that supports distributors and their goals. Jay Van Andel, said of the company, AMWAY gets people into a new life of excitement, promise, profit, and hope. AMWAY now operates in over 80 countries and territories around the world. For over 50 years, Amway continue to build on the original values and principles established by our founders to ensure the passion for the business stays alive. Freedom Personal opportunity and economic opportunity go hand in hand. With AMWAY you have the freedom to change your life by owning your own business. Family We all need family to cheer us on. We are all members of the global Amway family we respect and take care of each other to foster success. Hope Inspiring you to dream bigger. Amway creates an environment where hope can thrive. Reward Happiness is best achieved through earned success. Amway rewards what you achieve, and also what you help others achieve. Vision and values We work each and every day to help people live better lives. We achieve our vision by helping people everywhere discover their potential and achieve their goals by offering better brands and opportunities for the future, and by sharing generously with the global community. To help us realize our vision, we have six enduring values that the business has been built on. Said co-founders of Amway. Partnership AMWAY is built on the concept of partnership between the co-founders. The partnership that exists among the founding families, employees, and business owners is our most prized possession. We always try to do what is in the long-term best interest of our partners, in a manner that increases trust and confidence. Integrity Integrity is essential to our business success. We do what is right, not just whatever works. AMWAYs success is measured not only in economic terms, but by the respect, trust and credibility. Personal Worth We also acknowledge the uniqueness created in each individual. Every person is worthy of respect, and deserves fair treatment and the opportunity to succeed to the fullest extent of his or her potential. Achievement We are builders and encouragers. We strive for excellence in all we do. Our focus is on continuous improvement, progress and achievement of individual and group goals. We anticipate change, respond swiftly to it, take action to get the job done, and gain from our experiences. We encourage creativity and innovation. Personal Responsibility Each individual is responsible and accountable for achieving personal goals, as well as giving 100 percent effort in helping achieve corporate or team goals. By helping people help themselves, we further the potential for individual and shared success. We also have a responsibility to be good citizens in the communities where we live and work. Free Enterprise We are proud advocates of freedom and free enterprise. Human economic advancement is clearly proven to be best achieved in a free market economy.5.2.2 Shangri-La Hotels and Resort Chain (Shangri-La Hotels and Resorts) The Shangri-La story began in 1971 with their first deluxe hotel in Singapore. Inspired by the legendary land featured in James Hiltons 1933 novel, Lost Horizon, the name Shangri-La encapsulates the serenity and service for which our hotels and resorts are renowned worldwide. Today, Hong Kong-based Shangri-La Hotels and Resorts is Asia Pacifics leading luxury hotel group, Shangri-La Hotels Group are also regarded as one of the worlds finest hotel ownership and management companies. With 75 hotels and resorts throughout Asia Pacific, North America, the Middle East, and Europe, the Shangri-La group has a room inventory of over 30,000. In addition, new hotels are under development in mainland China, India, Malaysia, Mongolia, Philippines, Qatar, Sri Lanka, Turkey and United Kingdom. The Shangri-La S logo, which resembles uniquely Asian architectural forms, suggests majestic mountains reflected in the waters of a tranquil lake. Shangri-La Hotels are five-star luxury hotels located in premier city addresses across Asia, Middle East, North America and Europe. To treat a stranger as one of our own characterizes the hospitality one can expect from Shangri-La. Discerning travelers will enjoy world-class service amidst tranquil surroundings, coupled with inspirational architecture and design. The finest dining experiences at every hotel and resort ensure that every palate is pampered. But what makes each stay truly memorable is something even more exquisite and rare Shangri-Las special kind of hospitality. Hospitality from the heart. Shangri-La Asia Ltd. is the Asias leading luxury hotel and the fastest growing group. The company, part of Malaysias Kuok Group, operates 45 hotels across Asia. In2005, the company also started to drive to the markets of Europe and North America, including the launch of the construction of the first hotel in Europe, in London, is expected to be completed in 2009. The company also opened its first hotel in the Middle East, in Dubai, and the Maldives. Mainland China, however, form the heart of the empire, with more than 20 hotels in operation, and at least 15 more are expected to open before 2010.Shangri-La is unusual among international hotel companies that it owns the bulk of its hotel. So, the hotels under management are not fully owned by the group, most of which are owned by other companies Kuok Group, and especially by the major shareholders own Shangri-La, Kerry Properties Ltd. Shangri-La hotel mainly operates under the luxury, the five-star Shangri-La brand. The company also op erates a small number of mid-range business-oriented hotel Traders. Listed in Hong Kong and the Stock Exchange of Singapore, Shangri-La remains a small part of the Kuoks business empire. However, founder Robert Kuok holds an active interest in the group, and has expressed his desire to see Shangri-La achieve 100 hotels in life. In 2004, the company recorded revenues of $ 726 million. Inspired by the legendary land featured in James Hilton novel Lost Horizon published in 1933, the name Shangri-La include relaxation and services Shangri-La is renowned worldwide. The group has two brands of Shangri-La and Traders hotels. Shangri-La properties are particularly luxurious five star city centre and resort hotels with the majority of city centre hotel has over 500 guest rooms, while the resort properties tend to be a little smaller. Shangri-La tradition of service excellence begins with the opening of Shangri-La Hotel, Singapore in 1971. These 15 acres of landscaped gardens, the rooms are beautiful and gracious Asian style set a new standard for excellence in the hotel, which to this day continues to guide the design characteristics of the group. Training is a priority Shang ri-La and important source provided annually to ensure employees have the skills and knowledge to be the best in their respective fields. This has earned awards and recognition from the international group of guests, prestigious magazines as well as industry partners and made à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹Shangri-La hotel one of the employer of choice, with more than 30,000 people serving guests with a philosophy of Shangri-La Hospitality from Caring People. Since its origin, the group has grown rapidly to meet the growing demand for deluxe hotels and resorts in Asia Pacific and the capital of the most sought after leisure destinations. Today, there are 65 properties, which are only 18 third-party management agreements, across Asia-Pacific, North America and the Middle East, representing a rooms inventory of over 28,000. In addition, there are over 40 projects under development, including the location in Austria, Canada, mainland China, France, India, Macau, Malaysia, Philippines, Qatar, Russia, Se

Reconstruction Essay examples -- essays research papers

Victoria Hubble February 8, 2000 Reconstruction The Reconstruction, a time most people would call a rebirth, succeeded in few of the goals that it had set out to achieve within the 12 years it was in progress. It was the reconstruction’s failure in its objectives, that brought forth the inevitable success in changing the South, as well as the countless African Americans living in it as well as the countless African Americans living in it at the time. There were three goals the reconstruction set, and failed to achieve, as well as emphasizing the profound effect it had on the south, and an entire race. In the South the Reconstruction period was a time of readjustment accompanied by disorder. Southern whites wished to keep blacks in a condition of quasi-servitude, extending few civil rights and firmly rejecting social equality. Blacks, on the other hand, wanted full freedom and, above all, land of their own. Inevitably, there were frequent clashes. Some erupted into race riots, but acts of terrorism against individual black leaders were more common. During this turmoil, Southern whites and blacks began to work out ways of getting their farms back into operation and of making a living. Indeed, the most important developments of the Reconstruction era were not the highly publicized political contests but the slow, almost imperceptible changes that occurred in southern society. Blacks could now legally marry, and they set up conventional and usually stable family units; they quietly seceded from the white churches and formed their own religious organizations, which became a central point for the black community. Without land or money, most freedmen had to continue working for white masters; but they were now unwilling to labor in gangs or to live in the old slave quarters under the eye of the plantation owner. The governments set up in the Southern states under the congressional program of Reconstruction were, contrary to traditional cliches, fairly honest an d effective. Though the period has sometimes been labeled "Black Reconstruction," the Radical governments in the south were never dominated by blacks. There were no black governors, only two black senators and a handful of congressmen, and only one legislature controlled by blacks. Those black who did hold office appear to have been about equal in competence and honesty to the whites. it i... ...have political power, the right to a good education, and much more. After Republicans lost interest in supporting African American rights and Democrats regained political and economic control of the South, the racially segregated and capitalist government flourished again. The Reconstruction did, for a short time, transform the South for African Americans, but most rights and benefits gained during that time were lost to Democrats during the Redemption. The Redemption turned the Reconstruction into an economic, political, and social loss for most African Americans throughout the South. After more than 2 centuries of being emancipated, African Americans were given a new life. This phrase a new life was not the life of equality. However it was still a change from enslavement. This was the single and most important success of the Reconstruction. when it liberated African Americans in the South, it also replaced enslavement for segregation. When dealing with a historical event such a s this one, a person has to look at what the Reconstruction has cost African Americans and what it has brought them in return, then they must answer the question "was it all worth while?"

Presidents :: essays research papers

With the United States economy in a state of recession from the empty promises brought forth by President George Bush, the country needed a change for the better. President Bush’s policies were not pulling through, and the American people were expecting results. Re-election was nearing for Bush and he really needed to get his act together if he wanted another term in office. Out of no where a former governor was leading the polls over Republican candidate, President George Bush. Clinton had focused a lot of his efforts towards the younger generation of 18 to 25 years. Bush was also behind because his programs created the present recession the nation was experiencing. Clinton spoke of new job opportunities and better wages, which appealed to the younger generation, because they were starting out in their lives and more jobs meant more options. Many people felt as though they were being betrayed by Bush, because of his empty "No New Taxes" policy. Another factor that swayed votes Clinton’s way, was the change in ideas of the "Reagan Democrats", who were registered Democrats which voted Republican. These voters realized that Bush was not following through with his promises and they wanted results. Families were being hurt because of unemployment and the "Reagan Democrats" needed to provide for their families. One major issue was the cultural conflict of welfare. Americans were becoming lazy and did not "need" jobs as long as they were on welfare. Bush just let this issue go, while Clinton made a plan stating that after two years of welfare, everyone capable of working would have to accept a job, or training for a job. This policy attracted voters of the working and middle class population. This policy also showed that the Democratic Party is a party of workers and doers as opposed to slackers. It says they will protect the workers of America. Because of all of these factors, Clinton has an astonishing lead over his opposing mate. This lead continues on and leads Clinton onto his election and the re-election. Clinton is a very well-liked president, as well as effective. Employment was steadily on the rise, and the inflation rate was lower than it had been in many years. Clinton was able to negotiate foreign policy, he was able to handle domestic affairs and he was liked by the people. He also looked good on camera which was another asset he had in his favor. Bill Clinton’s approval rating was very high and he was controlling the country with dignity and competence. The unthinkable then happened, he was caught having an affair with a White House intern, Monica Lewinski. This scandal plagued the White House for many months. Clinton was even put on trial, accused of perjury.

Professional practice in children’s care learning and development Essay

It is my understanding that in my continued professional development, as manager of my setting it is my role to ensure that myself and every member of the staff and management committee understand the values, principles and statutory framework that underpins service provision in children’s care, learning and development At all times in our centre the welfare of the child is paramount and we demonstrate daily professional practise in line with the new minimum standards, code of practice and the ethos of our setting. We understand that parents are the most important people in children’s lives and that with their support for their children’s learning and development, it is up to us as a staff team to enhance what the children have already been taught by their parents and ensure that through our daily plans, based on the 6 areas of learning, set in place by the education training inspectorate, make a positive impact on the children’s early learning skills to h elp them achieve a positive long term impact on their later learning and achievements. If young children are to get the early education and care they need, there must be a substantial change in the way working with young children is perceived. There needs to be clear roles in the early years workforce and standards are continually being raised with new publications like the Cathy Nutbrown report. Other publications such as together towards improvement, the curricular guidance for preschool education, the 0-6 strategy, the minimum new standards and all relevant or new legislation all have an impact on our staff team to ensure that everyone is working together to develop their professional practise ensuring that we are committed to providing an outstanding provision for pre- school education in our setting. In my setting as part of the manager’s role I am required to keep on top of all new legislations and ensure that these are being implemented by myself and the staff team. This includes making sure that everyone has the appropriate qualifications to work in an early years setting and that we all avail of any training that becomes available that will enhance the staff teams knowledge to ensure that at all times we are providing high quality  education and play, which is age appropriate and that the children are provided with the correct resources to develop this. I ensure that as a staff team, all members of staff get to work with any outside agencies in developing their own professional development, such as local primary schools, social services, eti, and our early years specialist. We are also part of the SEN building capacity pilot scheme which has provided very in depth training to all members of staff and has proved very beneficial to the staff to help identify additional needs, put strategies into place for the children and if needed develop Individual Education Plans, working in partnership with the parents to help the child develop in whatever area they are having difficulty in, so that we know when they move onto primary school we have supported them in their development to the best of our professional ability. We ensure that we contribute to children’s care learning and development in every aspect of our practice and service by constantly reviewing our work through our daily observations and evaluations of the day. We take into account every child’s needs rights and views and incorporate these into our ever changing daily plans and routines. I believe in our setting we all have a very good working relationship with all parents and families and operate an open door system at all times. We meet with parents a few times a year to discuss how their child has settled in and also their transition onto primary school, also we meet up when necessary if a child has an individual education plan. These meetings gives us the opportunity to discuss with the parents, all the information we have gathered about their child, and ensure that we have treated every child with individuality and all areas of diversity etc are respected, valued and celebrated within our daily work, ensuring that at all times we are promoting their child’s health and well being and that as a team along with the parents, using our professional knowledge and skills as practitioners we are contributing to enrich the experience of every child’s learning to the best of our ability. We also ensure that all information we have gathered from the parents and through our own observations, is treated confidentially and used on a need to know basis. If parents disclose any personal information about their child or family life we treat it as confidential and the information is respected as appropriate unless a child’s protection and well being are at stake. In our setting we do daily, weekly and m onthly risk  assessment to ensure that at all times, every child’s personal and physical safety is of the upmost importance, whilst still allowing for risk and challenge appropriate to every child’s capabilities. We believe that best practice requires reflection and continuous search for improvement, so as a staff team we are constantly reviewing our practice and reflecting on daily events to ensure that every staff member is working to the best of their ability, we are continually updating our training and knowledge individually and as a staff team, as we believe the more we know and understand from all relevant training, the better education we can provide for every child that comes to our setting. Also through our development plan and self evaluation, working with the Together Towards Improvement document we can reflect on our practice and ensure that we are also developing our own personal practise and our setting is run to the highest standard at all times. Unit 141 Professional practice in children’s care learning and development Outcome 2Understand the values, principles and statutory frameworks that underpin service provision in children’s care, learning and development A.C 2.3Support others to implement values and principles that underpin service provision By using the term â€Å"others†, this may include, workers/practitioners, colleagues, carers, volunteers, students Values: The needs, rights and views of the child are at the centre of all practice and provision How to support others We strive to provide best practice for all of our children, by promoting their needs through the 6 areas of learning. All children are individuals and their needs, rights and views will all be different, it is up to us to provide a broad and balanced curriculum to ensure that every child is at the centre of our learning plans and that every child should feel secure and valued. Individuality, difference and diversity are valued and celebrated How to support others Every child is included and supported in our setting, regardless of race, sex, religion, ethnic origin. Toys are not gender specific and all children are encouraged to play with everything. We use the media initiatve puppets at circle time to promote diversity and try to adopt a persona for each  puppet relating to a child in our settings circumstances. We welcome children and their families from all backgrounds. Staff ensure that in everything they do we help to teach the children that all people are valuable irrespective of race, colour, ethnic origin, religion, culture, ability or linguistic background and we try to celebrate these differences as much as we can. Equality of opportunity and anti-discriminatory practice are actively promoted How to support others All children are provided with the same opportunities and resources, staff are all treated fairly and with respect, in line with our equal opportunities policies and procedures. Children are recognised and valued as individuals and encouraged to develop their own sense of identity within their cultural and racial groups. Staff are all valued as individuals and encouraged to develop to the best of their ability. Fair training and recruitment procedures are in place to ensure that everyone is treated the same. Children’s health and well being are being actively promoted How to support others Good hygiene is practised and promoted at all times to minimise the spread of infection. Guidance on infection control is displayed in the main hall and a copy is sent home to every parent at the start of the year to ensure that correct exclusion times are adhered to. We operate a healthy breaks system where all children are encouraged to eat snack together and choose from a selection of healthy snacks, fruit, milk and water on a daily basis. All children take part in 30 mins active physical play daily, we encourage parents to sent a coat and hat with their chid for colder weather as we try to get children outside for physical play as much as we can. If this is not possible due to heavy rain etc the play room is cleared and we do song and dance for all the children. Children’s personal and physical safety is safeguarded, whilst allowing for risk and challenge as appropriate to the capabilities of the child How to support others During all activities provided daily every child is given the opportunity to  develop in a safe environment, whilst allowing them to challenge themselves without any undue risk or harm. Daily, weekly and monthly risk assessments are carried out on all equipment to ensure that it is structurally safe for the children and appropriate activities are adapted to suit every child’s need and capability. All areas of the playroom are adapted as much as possible to ensure that every child can develop with age appropriate resources. Self-esteem, resilience and a positive self-image are recognised as essential to every child’s development

Report on Wateen Telecom

Contents ACKNOWLEDGMENT5 Introduction:7 History:7 Company share history:8 Telecom sector dynamics:8 Structure:9 Main office:9 Business nature:9 Total number of employees:9 Vision:10 Mission:10 Corporate Values:11 wateen telecom limited overview:11 Coverage:12 Hierarchy of Wateen telecom13 Management team:15 STEPLE analysis17 Political and Legal Factors:17 Economical and Environment Factors:18 Social Factors:19 Technological Factors:19 Ecological:20 PORTER FIVE FORCES20 Threat of New Entry:21 Bargaining Power of Buyers:21 Bargaining Power of Suppliers:22 Rivalry among Competing Firms in Industry:22 EXTERNAL FACTORS23 Opportunities:23 Threats:24 EXTERNAL FACTOR EVALUATION MATRIX26 Strengths:27 Weaknesses:27 Internal Factor evolution Matrix (IFE Matrix)28 C. P. M- Competitor Profile Matrix29 The Space Matrix31 BCG MATRIX FOR WATEEN33 INTERNAL EXTERNAL MATRIX35 THE GRAND STRATEGY MATRIX36 QUANTITATIVE STRATEGIC PLANNING MATRIX39 Key success factors:41 Corporate culture:42 An organizational culture has following elements42 Organizational values:42 STRATEGIES UNDER TAKEN AT:44 At corporate level:44 At business unit level:44 Functional level strategies:45 MANAGEMENT STRATEGIES45 Decentralization:45 Management Information System46 HR Policies in Wateen telecom49 MARKET ANALYSIS55 Target Market:57 At what stage in the product life cycle is the market:58 Market trends:59 Product61 Price62 Promotion64 Distribution65 Competitive advantage:67 Financial analysis69 Liquidity ratios:69 Leverage ratios:70 Activity ratios:70 Profitability ratios:71 Control procedures71 Marketing control:71 Quality control:72 Human resource control:72 Finance control:73 Problem section74 Main problems according to the management:74 Main problems according our analysis:74 Recommendations75 Conclusion75 â€Å"When trouble touches a man, He cries unto Us, Lying down on his side, or sitting, or standing. But when we have solved his trouble, he â€Å"passes on† his way as if he had never cried to Us for a trouble that touched him! Thus do the deeds of transgressors Seem fair in their eyes! † [10:12, Al-Quran] ACKNOWLEDGMENT We are humbly thankful to Allah Almighty who has blessed us with time and will to think, judge and execute. We are thankful to our respected teacher â€Å"Prof. G. Ahmad Rana† who guided and groomed us through his insight of the subject and industry knowledge; to our parents and friends for their encouragement and support and to management of Wateen telecom for their support in completing this project, especially Mr. Rana Abdul wahab who has been thoroughly cooperative with us. Wateen Telecom (Pvt. ) Ltd. | | Type| Public Limited| Industry| Telecommunication| Founded| 2007| Founder(s)| Abu Dhabi Group| Headquarters| Lahore, Pakistan| Key people| Naeem Zamindar (CEO)| Products| Wimax, DVB-RCS, VSAT, Optical Fiber, HFC, GPON, VoIP| Owner(s)| Abu Dhabi Group| Employees| More than 2000| Parent| Abu Dhabi Group | Website| www. wateen. com| Introduction: Wateen Telecom is the Abu Dhabi Group's latest venture in Pakistan. After the successful launch of Warid Telecom in Pakistan, which has a subscriber base of over 10 million customers in 145 cities, Wateen Telecom has been set up to become the leading â€Å"Carrier's Carrier† providing services based on quality, reliability and affordability in the communication and media sector. Wateen is committed to bring Next Generation services to your doorstep†¦ today. History: Wateen Telecom is a part of Warid Telecom International LLC, an Abu Dhabi Group company led by His Highness Sheikh Nahayan Mabarak Al Nahayan. The group is one of the largest in the Middle East and has diversified business interests comprising oil and gas exploration, hospitality services, communications, banking, financial services, automobile industry and property development. The group has large investments and a strong presence in Pakistan. Owing to the significant patronage from the Abu Dhabi Group, Wateen Telecom, as part of the Warid Telecom International Group Company, benefits from an eminent portfolio of distinguished shareholders of Warid Telecom International L. L. C including: His Highness Sheikh Nahayan Mabarak Al Nahayan, Member of the Royal Family of Abu Dhabi, Minister for Higher Education and Chancellor of the UAE Universities| His Excellency Sheikh Suroor Bin Mohammed Al Nahayan, Chamberlain of the Royal Amiri Courts and Member of the Royal Family of Abu Dhabi| His Highness Sheikh Hamdan Bin Zayed Al Nahayan, Member of the Royal Family of Abu Dhabi, Deputy Prime Minister of UAE| His Excellency Sheikh Mohammad Bin Butti Hamid Al Hamid, Ruler Representative for the Western Region of the Emirate of   Abu Dhabi and Ex Chairman of Abu Dhabi Municipality and Town Planning| His Excellency Sheikh Saif Bin Muhammad Bin Butti Hamid Al Hamid| His Excellency Dr. Mana Saeed Al Otaiba, Advisor to the President of UAE and Ruler of Abu Dhabi (His Highness Sheikh Khalifa Bin Zayed Al Nahayan) and Ex Oil Minister of UAE| Mr. Omar Ziad Jaafar Al Askari, Director United Bank Limited, Pakistan; President and CEO of United Technical Services, Abu Dhabi; President and CEO of United Eastern Investment Corporation; Director of Fruit of the Loom quoted on the New York Stock Exchange| M/S Electro Mechanical Company LLC, Representative of M/S Siemens in Abu Dhabi, UAE| Company share history: According to a notice issued by KSE, shares of Wateen were listed in the market starting from 8th of April. This is a provisional listing. The notice stated that the shares may get to the ready market starting from 27th May 2010. The opening rate was Rs. 10. Wateen has also offered its shares for the public subscription on 20 and 21 of April. The price per share was the same. Telecom sector dynamics: The overall teledensity in the country is 61. 9% as at Jan’10, where there are currently 95. 41 mn mobile subscribers with mobile penetration reaching 58. 2%. Total fixed line subscribers in Pakistan stand at 3. 5 mn yielding a teledensity of 2. 1%. Wireless (WLL) services are getting popular especially in rural areas and total subscribers of WLL stood at 2. 6 mn with 1. 6% teledensity as of Jan’10. The broadband industry has experienced healthy growth since last year showing subscriber growth of 55. 6% from June-09 to Dec-09. There are around 19 mn internet users which hold the potential to switch to more efficient broadband forhigh speed internet facility. Following table shows the subscribers’ growth in different telecom ; IT technologie Structure: The structure of the wateen is upper to downwards. Which move from Chief Executive Officer to onward. Main office: Wateen telecom (Pvt) ltd ADDRESS: NEW AURIGA COMPLEX, MAIN BOULEVARD, GULBERG II, LAHORE 53000 Business nature: They are doing purely the telecommunication business . The commercial launch of Wateen's mobile WiMAX services began with 22 major cities . Wateen uses MOTOwi4 WiMAX by Motorola. Other partners include Cisco, and Intel. Wateen is giving CPEi 600 & CPEi 300 to its indoor usage while CPEo400 for outdoor usage to its customers. Now offering its services on easily portable USB Dongles. Total number of employees: Wateen have more then 2000 employees in this short time period. Vision: To introduce Wateen Telecom in the European and North American markets and provide the leading telecommunications international voice services through a world-class cutting-edge network to deliver a broad range of reliable, affordable and quality customer-centric services. Mission: To provide affordable communication services that meets and exceeds customers' requirements To deliver high-quality, flexible and innovative solutions that are cost effective and conducive To provide complete customer satisfaction on time, every time Corporate Values: Simplicity: practical and easy to use Satisfaction: customer satisfaction is foremost Quality: Premier services; no compromises Innovation: Always at power to latest technology Honesty: practice what we preach: integrity, ethics and open communication | | wateen telecom limited overview: Wateen Telecom Limited was incorporated in Pakistan under the Companies Ordinance 1984, on 4 March 2005. Wateen’s successful four years of operations in the telecom industry of Pakistan speak for itself. Some of the business’s salient features are presented below: Wateen is the largest alternative LDI operator in Pakistan 1) Largest commercial and first nationwide 3. 5 GHz WiMAX network rollout in the world covering 22 cities and more than 1,100 sites (900 live). ) Largest operator of Satellite services in the country (c. 500+ MHz in use). 3) Wateen has one of the largest Optic Fiber network spanning over more than 10,000 km (including Government of Pakistan USF projects) across all the four provinces of Pakistan including metro connectivity in 22 cities. This network pr ovides the backbone for Wateen’s National Transmission Services. 4) Wateen with its Managed Capacity services (OFC ; VSAT) serves almost all the major GSM and telecommunication companies in Pakistan as well 86% of the Banking sector. 5) Wateen’s FTTx (for provision of Cable TV services) and Infotainment products are also being nurtured to ensure maximization of long term shareholder value. ) Sales performance has also been quite encouraging and consistent with over 20,000 monthly additions to the broadband internet and telephony subscriber base. 7) Sales growth rate has been far steeper compared to the industry average, evi-dent from the fact that Wateen enjoys over 60 percent share of the wireless broadband market. 8) Wateen recently closed the largest syndicate financing transaction for the year 2009 raising PKR 4. 7 billion from leading banks in the industry even in these challenging times showing the confidence of the market in Wateen’s business model and op erations. 9) Wateen also successfully closed one of the largest Islamic Financing deal in the same period. Coverage: Wateen is currently providing mainly outdoor and limited coverage in the following cities: Wateen is currently providing mainly outdoor and limited coverage in the following cities: * Abbottabad * Jhelum * R. Y. Khan * Bahawalpur * Karachi * Sahiwal | * D. I. Khan * Lahore * Sargodha * Faisalabad * Multan * Sheikhupura | * Gujranwala * Okara * Sialkot * Gujrat * Peshawar * Sukkur | * Hyderabad * Quetta * Islamabad * Rawalpindi| Hierarchy of Wateen telecom Mr. Bashir Tahir Chief Executive, Dhabi Group ; Advisor to HH Sheikh Nahayan Mabarak Al Nahayan Mr. Tahir is a prominent and revered corporate figure who has added tremendous value to the banking, communication and real estate sectors of Pakistan. He is a Member of the Board of Wateen Telecom, Board Member and CEO of Warid Telecom International LLC and CEO of the Abu Dhabi Group which has been a key proponent in attracting private money into Pakistan. He has been honored with the Sitara-e-Imtiaz in 2005 by the President of Pakistan, General Pervez Musharraf, in recognition of his pivotal role in the field of banking and private equity in Pakista Management team Naeem Zamindar – Chief Executive Officer Mr. Zamindar brings an outstanding track record of building successful companies, spanning 20 years across USA and Pakistan. He is a founding team member of Mobilink, and was a key member of the leadership team that grew Mobilink to become the leading telecom company of Pakistan. As the VP of Strategy, Business Development and Program Management Office, he led the initiative of making Mobilink an integrated telecom company by enabling the nationwide fiber optic network and through the acquisition of four companies that now form the Broadband Business Division. In his last assignment at Mobilink as the Head of the Broadband Business Division, he was responsible for the successful launch of Mobilink Infinity. Recently he has been running Zamindar Capital, a consulting and investment firm that sspecialize in leveraging technology to leapfrog social and economic development. Mr. Zamindar’s track record of scaling successful companies like Mobilink, will certainly enable him to lead Wateen to the next level of growth and opportunity. He has also been an Investment Manager at Intel Capital in the Silicon Valley where he worked on 29 venture capital investments focused on building companies in the internet/new media and wireless broadband space. He is considered to be a leading thought leader in the Wimax world, being invited as the keynote speaker at many international wireless broadband conferences. He qualified as a CPA from the State of Washington and is an MBA from INSEAD. He is also a Charter Member of TiE (www. tie. org) and a co-author of the book – â€Å"The First Mile†. He spends his spare time volunteering as Chairman of the Art of Living Foundation and teaching people to live a morepeaceful and responsible life. Furqan Qureshi – Adviser to CEO Syed Jibran Ali – Chief Commercial Officer Sajjeed Aslam – Chief Financial Officer Aamir Anwar Khan – Chief Strategy Officer Ali Khan – General Manager Enterprise ; Carrier Sales Mian  Omer  Shah – General Manager Customer Service Zafar  Iqbal   – General Manager Human Resources ; Administration Muhammad Mazhar Qayyum Butt – General Manager Government Regulations ; Regulatory Affairs Amir Munsif Khan – General Manager Information Technology Naila Bhatti – General Manager Media Shoaib Nazir – Chief Technical Officer STEPLE analysis Political and Legal Factors: The government in any country plays an important role in the operation and manufacturing products and services in terms of regulations. Following are some of the factors that could cause Wateen brands to differ materially from the expected results. These are: * Due to the unpredictable political and governmental changes rules and regulation are changed quite frequently. Currently government has increased the taxes in the telecommunication sector that will also a harder in the smooth operation of Wateen stelecom operation. * Now a day’s Pakistani environment is instable due to political clashes among political parties. Inside country war and drown attacks bomb blasting in popular areas. These issues of political instability have led to unsure environment in the country, which is a threat for any business including Wateen telecom. Before WTO implementation for deregulation of different sectors of the economy, there are two types of Regulators held by PTA; the first is called the â€Å"Economy Wide Competition Regulator† as the Monopoly Control Authority. Also the political governmental rules can not be co mpletely applicable in this sector due to the regulation authority of PTA. * Unseen and unexpected people sue on the company and wateen has to face many legal conditions and hurdles * Environment of telecom is investor friendly and has great potential to gain profit because the trend towards internet is increasing day by day and still a big gap is there but The Government has increased the tax due to huge budget deficit and low growth of economy. * These kinds of threats are obstacles and have a great effect in the way of Wateen telecom. Economical and Environment Factors: * Economic conditions are influenced by political and government policy, being a major influence affecting these can affect the Wateen telecom strategies. These can affect how easy or how difficult Wateen telecom is to be successful and profitable in the economy. * Over all economic conditions of the country is not very sound . Due to mistrust and unsecure condition and problems like terrorism in Pakistan the foreign direct investment has been declined. * This is the threat for Wateen telecom because not new investments in being carried out in this environment. * Due to inflation the cost of doing business is also gone higher. Inflation remains the biggest threat to the economy, jumping to 7. 9% in 2006 to 23. 3% in first quartile of 2009. This increasing ratio will hurt the buying power of the consumers that will overall reduce the demand for the products. * Pakistan has a growing upper class with relatively high per capita incomes. In late 2006, the Central Board of Revenue estimated that there were almost 2. 8 million income-tax payers in the country with 45 % people are living on 2 $ per day. * Due to the increase in poverty level the unemployment rate is going up and that is reducing the buying power of the people that is threat for Wateen brand. Social Factors: The socio cultural environment summarizes demand and tastes, which vary with fashion and disposable income, provide opportunities and threats for Wateen brand. * Due to an Islamic state people are very much strict in case of Islam if any thing against the Islam on either print or electronic media they treated as against Pakistan. People dislik e anything extra-ordinary which damage their culture. * Pakistani people are more social and want to remain in contact with their relatives who are working out of country through internet and calls. They celebrate lot of festivals like Jashn-e-Baharan, Eid Celebrations and other cultural festivals. On these festivals they make calls to relative and who are in the country and out of Pakistan through calls and remain in contact through internet. This will influence the demand for the Wateen product * Increasing globalization has improved the influence of â€Å"Western culture† in Pakistan. The life style of Pakistani people is changing quickly. People are more conscious about their studies and society is moving towards education which is big room of expansion for the Wateen telecom. Technological Factors: Advances in technology can have a major impact on business success. Technological change impacts socio cultural attitudes as well as on economy. * The Companies with technology can compete and they are investing in their infrastructure to not only expand coverage but also to upgrade their existing systems. The current focus in cellular industry is coverage and establishing franchises which has a positive effect on the Wateen brand. * Technology is changing much faster than wateen’s technology change. wateen is using HFC (hybrid fiber coaxial) technology which goes obsolete and wateen had to introduce G-Pon (gi gabit pon) technology. Ecological: During bad weather condition Wireless goes bad because its signals became low. Similarly recent flood in Punjab, Sindh, Baluchistan and Khyber Pakhtunkhah had destroyed a lot of fiber which creates loss to wateen and whole telecom sector. PORTER FIVE FORCES Porters model is based on the insight that a corporate strategy should meet the opportunities and threats in the organizations external environment. Especially, competitive strategy should base on and understanding of industry structures and the way they change. Threat of New Entry: It is not easy to enter in this capital intensive sector of the Telecommunication industry. So, the threat of new entrants is low. Though the growth and potential of the sector look very attractive, still it is very difficult to take risk for a new investor because the penetration in the market would be very difficult. †¢ As government of Pakistan is showing liberalism in case of telecommunication sector and opened its policies to award new licensees to new mobile service providers so threat of new entry is high. As set-up cost is in billions of dollars so in this case threat of new entry is low, but there are companies who are working to achieve licenses and approaching PTA to know terms and conditions for this. †¢ As for this business companies need a well established distributions and franchises network so threat of new entrant is high in this case. Bargaining Power of Buyers: The bargaining power of customers in this case is very high because of the low switching cost in the industry. There are attractive substitutes available to the buyer even in the form of keeping the same cell phone number but changing the service provider. It makes very difficult for the market players to retain their customers. I think the brand loyalty can only be created through superior marketing campaigns and service. †¢ Power of buyer is high in telecommunication sector. There are six market players and players are offering different packages at different prices and a situation of price war is running. Buyers have a power to buy any package which is suited to them. †¢ Cost of switching from one company package to other company package is low. Hence, power of buyers is high. Bargaining Power of Suppliers: This is a type of industry where, at least in present times, the bargaining power of suppliers is at the low level because of the nature of inputs for the business. Moreover, with the deregulated and friendly environment given by the government of Pakistan, the industry has become more competitive and quality services driven. †¢ The power of suppliers is low in case of telecommunication sector. But the fact is that numbers of suppliers are few in the market but they are competing in the market to make agreements with mobile service providers. Threat of Substitute Products: Although the cell phone subscribers are more than 95 million perform ance trade off are the most important to consider in determining the threat of substitutes. Actually, just the subscription of cell phone service is not enough for a company to get optimal profits but the real challenges is that how many existing customers are using the service regularly for incoming as well as outgoing calls. The quality of service is the parameter. Government also gave so many land lines and wireless local loop licenses to different companies like PTCL wireless local loop, GO CDMA etc. hese services in future will be like mobile phone services like they are planning to offer services a lot but currently they are offering SMS and CLI services to their customers. Rivalry among Competing Firms in Industry: When the competition is fierce, obviously the competitive rivalry will be at the highest level. The very high level of competitive rivalry among the major players of the cell phone sector is clearly observable. Just look at the advertisement campaigns of the rivals and you can see how intense the competition is. It looks like a battle for supremacy going on between the rivals. All means of attracting new and potential switching customers are being used by all the competitors to gain as much market share as they can. Exit barriers, industry growth, product differences, brand identity, and diversity of rivals are the main reasons of very high competitive rivalry in this case. Currently there are six market players but in future they will be eight and nine or even more. EXTERNAL FACTORS Opportunities: * Remote access: The biggest opportunity in Pakistani market is that there are certain areas where the services of competitors (cable operators) can not reach due to the topography of the terrain. In those areas there are sufficient people who need the services the company plans to offer. So, there are sufficient unmet needs in the market which can be catered through the service. Inflexible existing services: In some areas the existing cable providers are not offering sufficient channels to satisfy the customer. The DTH service is promising as it would provide exactly what customer needs. * Growth in the market: The market for entertainment is growing with the growth of middle income segment in Pakist an. These customers are increasingly demanding better services as far as entertainment is concerned. * People’s trend * Cheap labor * Corporate clients are big opportunity for Wateen telecom. * Targeting youngsters by improving gaming and webpage. We have got guarantees from the Govt. that we wont be getting any competition that is why Wateen is going in these areas to expand its range Threats: Legislative environment: The independence of media is under scrutiny from the government. It is difficult to predict if there might be any legislation regarding DTH which could hamper the full advantages of the service. PEMRA might impose bans on channels as it did to cable. So, negative legislative developments remain a threat to the success of the service. * Downturn in economy: The down turn in Pakistani economy might have impact on disposable income of the population which might not be inclined to spend much on the entertainment activities. General well being of economy always has favorable impact on all the businesses and the DTH service would not be an exception. Little potential differentiation: It is expected that other competitors would enter the market. It might start price war between Wateen Telecom and potential competitors. In that case there would be very less differentiation Wateen would be able to offer given the nature of the service. * Increased bargaining power of suppliers: The Company would need vital alliances with suppliers and other partners. They might be suppliers of the competitors. Suppliers’ bargaining power might increase in that case making input costs high and leaving the company in difficult position. * Uncertain demand: It is very difficult to estimate the exact demand for the service. There might be variation which could result in losses for the company. Employee retention: The company might lose its key personnel to other competitors once they enter the market for DTH. So, retention of good staff would remain a challenge and losing it would always present a threat. * ? Short product life cycle: The Company would have to continually innovate given the nature of the industry. Fast pace of technological developments might render the service obsolete in few years and it might be replaced by more advanced technology. * Terrorism: The biggest threat that Wateen has ever faced so far is actually terrorism. Terrorism not just only affects the common man but the corporate as well. Wateen is facing the same situation; it is getting more and more difficult to convince them about the safety of the business. Political instability: is still in the top 10 list. Long marches, curfew, processions, and the never ending game of Music Chair are still a threat to Wateen. Political instability leads to the crash of the stock exchange, where stockholders think that time has come to withdraw. Not to mention rumors of bankruptcy can easily make the company from a millionaire to a zero. Wateen has to make sure where it is p lacing its foot so as to at least survive in the chaotic situations. But Wateen is not going to let these things get in their way of progress. Their aim is to make Pakistan the most progressed in the field of internet. * Advance change in technology is also a threat for them. EXTERNAL FACTOR EVALUATION MATRIX: Analysis utilizing an External Factor Evaluation Matrix can be very helpful in determining the severity of threats and opportunities to Wateen Telecom. By assigning weights to each threat and opportunity, one can calculate an overall rating that signifies where the firm stands in the industry relative to the factors analyzed. An EFE Matrix for Wateen Telecom follows Sr. #| Key External Factors| Weight| Rating| Weighted Score| | OPPORTUNITIES| | | | 1| Remote access| 0. 13| 3| 0. 39| 2| Focus on corporate clientage| 0. 10| 4| 0. 40| 3| Targeting youngsters| 0. 08| 3| 0. 24| 4| Expand its ranges | 0. 08| 4| 0. 32| 5| Cheap labor| 0. 04| 3| 0. 12| | Infrastructuredevelopment| 0. 06| 2| 0. 12| | THREATS | | | | 1| Short product Lifecycle| 0. 09| 2| 0. 18| 2| Downturn in economy| 0. 11| 3| 0. 33| 3| Terrorism| 0. 12| 2| 0. 24| 4| Advance change in technology| 0. 08| 1| 0. 08| 5| Uncertain demand| 0. 04| 2| 0. 08| 6| Employee retention| 0. 07| 2| 0. 14| | TOTAL| 1| | 2. 64| Strengths: Related Business: Wateen Telecom is already into telecom business and has developed managerial and technical capabilities. Geographic presence: The Company is geographically present in wide areas. It has already a diverse customer base in various areas. There is no such competitor who has such a wide ranging presence in the country. Innovation: The Wimax is an innovative addition to the service as far as Pakistani market is concerned. It is in line with the policy of the company to tap the markets where consumers’ needs are not being addressed. 4 G technology: wateen is first company of Pakistan having a 4 G technology. Extensive distribution channels: Wateen has extensive distribution channels for the distribution of its new service. Market oriented: Company’s comparative advantage lies in already accumulated knowledge, experience and data in the field. Financial muscle: Wateen has sufficient resources to invest in the new project. Weakn esses: Nepotism: nepotism and favoritism is the weakness of wateen Unskilled workforce: Specialized training is required for workforce and management to cope with new challenges emerging from the introduction of the new service. No existing alliances: The company is making alliances with certain new suppliers for the equipment etc. which, at present it does not have. Cannibalization: The Company has also launched cable service for some areas. Due to launch of DTH these services are cannibalize each other. High turnover rates: The Company has not been able to retain good employees for long term. It would also hamper the ability of the company to handle the launch of new service successfully if the turnover is high. Internal Factor evolution Matrix (IFE Matrix) The Internal Factor Evaluation Matrix works similarly to the EFE Matrix. The IFE Matrix measures the internal strengths and weaknesses of Wateen Telecom, again by assigning numerical ratings to each factor. | Strengths| Weight | Rating| Score| 1| Related business| 0. 1| 4| 0. 4| 2| Geographic presence| 0. 05| 3| 0. 15| 3| Innovations| 0. 13| 4| 0. 52| 4| 4 G technology| 0. 09| 3| 0. 27| 5| Extensive distribution channel| 0. 06| 3| 0. 18| 6| Market oriented| 0. 05| 3| 0. 15| 7| Financial muscle| 0. 07| 3| 0. 21| | Weaknesses|   |   |   | 1| Nepotism | 0. 12| 1| 0. 12| 2| Unskilled work force| 0. 07| 2| 0. 14| 3| No existing alliances| 0. 08| 2| 0. 16| 4| Cannibalization| 0. 08| 2| 0. 16| 5| High turnover rates| 0. 1| 1| 0. 1| | Total:| 1|   | 2. 56| Explanation of IFE: In the IFE Matrix, the strengths are relative to the internal environment of the firm, whereas the weaknesses are a reflection on how the firm interacts with the external environment. the internal factor evolution matrix of Waeteen is indicating the weighted Score of 2. 55 which is indicating that company have internally strong position because 2. 5 score will indicate that company have internally average position but Wateen has more than 2. 5. Wateen Telecom C. P. M- Competitor Profile Matrix No. | Core competencies| Industry weight age| Wateen telecom| PTCL| World call| | | | Rating| Total| Rating| Total| Rating| Total| | Innovations| 0. 20| 3| . 60| 3| . 60| 3| . 60| | Related business| 0. 1| 4| . 4| 4| . 4| 3| . 3| | Technology| 0. 15| 3| . 45| 3| . 45| 3| . 45| | Financial muscle| 0. 07| 3| . 21| 4| . 28| 4| . 28| Extensive distribution channel| 0. 08| 3| . 24| 4| . 32| 3| . 24| | Remote access| 0. 13| 1| . 13| 3| . 39| 2| . 26| | Focus on corporate clientage| 0. 10| 3| . 30| 2| . 20| 1| . 1| | Targeting youngsters| 0. 09| 2| . 18| 2| . 18| 1| . 09| | Expand its ranges | 0. 08| 2| . 16| 2| . 16| 1| . 08| | Total| 1| | 2. 67| | 2. 98| | 2. 40| Explanation: We can interpret from competitive profile matrix that PTCL is working much better in competition and WATEEN and PTCL both are above average while world call is below average in competition. | Strength 1. Related Business 2. Geographic presence 3. Innovation 4. Financial muscle 5. Extensive distribution channels 6. Market oriented 7. 4 G technology| Weaknesses: 8. Nepotism 9. Unskilled workforce 10. No existing alliances 11. High turnover rates 12. Cannibalization| Opportunities: 13. Remote access 14. Inflexible existing services 15. Growth in the market 16. People’s trend 17. Cheap labor 18. Corporate clients 19. Targeting youngsters | S. O strategies 1. Expand their market in remote areas (S4, O1). 2. Increase their market share in related business through distribution (S1,S5,O3)| W. O strategies 3. Through alliance they can cater more corporate clients and provide satisfactory services to consumer(W3,O6 and O2) 4. | Threats: 1. Legislative environment 2. Downturn in economy 3. Little potential differentiation 4. Increased bargaining power of suppliers 5. Uncertain demand 6. Employee retention 7. Short product life cycle 8. Terrorism 9. Political instability 10. Advance change in technology | S. T strategies 1. Create more differentiation through innovation and technology (S3,S7,T3)| W. T strategies 2. Through improving workforce they can enhance their differentiation(W2,T3) 3. Better working conditions can enhance employee retention(W4,T6) | Axis X| Internal Strength Position| External Strength Position| | Competitive Advantage| Industry strength| Market ShareCustomer LoyaltyTechnological know-howControl over supplier| (Worst -6, Best -1)-2-3-3-3| Technological know-howResources utilizationEase of entryCapacity utilization| (Worst +6, Best +1)+4+3+4+3| | Average Score = -2. 75| Average Score = +3. 5| | Total X-Axis Score = 0. 75| Axis y| Financial Strength| Environment Strength| | ROILeverageLiquidityCash F lowWorking capital| (Best +6, Worst +1)+1+2+1+1+1| InflationTechnologyBarrier to entryRisk involve in business| (Worst -6, Best -1)-4-2-2-4| | Average Score = +1. 2| Average Score = -3| | Total Y-Axis Score = -1. 8| The Space Matrix Competitive (0. 75,-1. 8): Conservative Aggressive Defensive Competitive -1. 8 +6. 00 -6. 00 -6. 00 +6. 00 0. 75 Explanation: Wateen telecom lies in competitive quadrant of SPACE matrix so the recommended strategies are following: * Backward, forward, horizontal integration * Market penetration, market development, product development and joint venture BCG MATRIX FOR WATEEN STAR Wiamax High frequency cable (HFC) Optic fiber cable Hosted data centre (HDC), Hosted contact centre (HCC) Industry Growth Relative Market Share Explanation: This is a strategy tool that guides resource allocation decision on the basis of market share and growth rate of SBUs. The B. C. G matrix divides organizations into four different categories. These are as follows: Cash Cows: Which have high market share but low opportunity for growth like optic fiber cable have been classified as Cash cow because it does have a high market share. Stars: Which have high market share and high opportunity for growth based on the above, i-max has been classified as Star product because it has a high market share which is 4 percent each and industry is charged with high growth. Question marks: Which have high opportunity for growth and low market share like high frequency cable are Question Marks because they have a very low market share although an attractive industry. Dogs: Which have low market share and low opportunity for growth, In the case of Wateen‘s hosted data centre and contact data centre have low market share and growth is stagnant in the industry as well. INTERNAL EXTERNAL MATRIX | Internal Factors Evaluation| External FactorEvaluation| | Strong(3. 0 to 4. 0)| Average(2. 0 to 2. 99)| Weak(1 to 1. 99)| | High (3. 0 to 4. 0)| | | | | Medium(2. 0 to 2. 9)| | Wateen Telecom | | | Low(1. 0 to 1. 99)| | | | IFE: 2. 64 EFE: 2. 56 Note: * The Quadrant 1,2 and 4 suggest the grow and build * The quadrant 7,5 and 3 hold a nd maintain * The Quadrant 6,8 and 9 suggest harvest or divest Wateen telecom lies in Quadrant 5 that means they should try to hold and maintain. The above I. E matrix is based upon the calculations made in both internal and external factor evaluation matrices, so the external factors are weighted as per the observations and perceptions and in hold and maintain quadrant there are two commonly employed strategies market penetration and product development. THE GRAND STRATEGY MATRIX The Grand Strategy Matrix is one the techniques for developing a comprehensive strategy formulation framework for the organization. The grand strategy matrix based on the analysis of external factors evaluation affecting the organization is presented as follows; In case of wateen telecom is: Rapid market growth Quadrant 2Quadrant 1 Quadrant 3Quadrant 4 Strong competitive position Weak competitive position Wateen Telecom Slow market growth Company is in lying in the fourth quadrant because it has competitive position in the relatively slow growth market. So the preferred strategies for the Wateen would be related diversification, unrelated diversification and joint ventures. Quadrant I Firms or divisions located in this quadrant are in excellent strategic position and can afford to take advantage of external opportunities in several areas and can do it aggressively. Firms here in rapid growth industry and have strong competitive position. The appropriate strategies for the firms in this quadrant are; i. Market Development ii. Market Penetration iii. Product Development iv. Forward Integration v. Backward Integration vi. Horizontal Integration vii. Related Diversification Quadrant II Firms or divisions positioned in this quadrant need to evaluate their present approach to marketplace seriously. The appropriate strategies for firms in this quadrant are; i. Market Development ii. Market Penetration iii. Product Development iv. Horizontal Integration v. Divestiture vi. Liquidation Quadrant III The firms or divisions in this quadrant compete in slow growth industries and have weak competitive positions. The appropriate strategies for the firms are; i. Retrenchment ii. Related Diversification iii. Unrelated Diversification iv. Divestiture v. Liquidation Quadrant IV Firms or divisions in this quadrant have a strong competitive position but are in a slow growth industry. The appropriate strategies for the firms are; i. Related Diversification ii. Unrelated Diversification iii. Joint Ventures Wateen telecom lies in quadrant four so here it appropriate strategies for wateen are related diversification, unrelated diversification and joint venture. QUANTITATIVE STRATEGIC PLANNING MATRIX No. Key factors| weight | Market Penetration| Joint venture| | | OPPORTUNITIES| | AS| ATS| AS| ATS| | | | Remote access| 0. 13| 2| 0. 26| 3| 0. 39| | | 1. | Focus on corporate clientage| 0. 10| 2| 0. 20| 3| 0. 30| | | 2. | Targeting youngsters| 0. 08| -| -| -| -| | | 3. | Expand its ranges | 0. 08| 2| 0. 16| 3| 0. 24| | | 4. | Cheap labor| 0. 04| 4| 0. 08| 3| 0. 12| | | 5. | InfrastructureDevelopment| 0. 06| 2| 0. 12| 4| 0. 24| | | 6. | THREAT | | | | | | | | | Short product Lifecycle| 0. 09| 2| 0. 18| 3| 0. 27| | | | Downturn in economy| 0. 11| -| -| -| -| | | | Terrorism| 0. 12| -| -| -| -| | | | Advance change in technology| 0. 08| 2| 0. 16| 3| 0. 24| | | | Uncertain demand| 0. 4| -| -| -| -| | | | Employee retention| 0. 07| 3| 0. 21| 3| 0. 21| | | | TOTAL| 1| | | | | | | | STRENGTHS| | | | | | | | | Related business| 0. 1| 4| 0. 4| 3| 0. 3| | | | Geographic presence| 0. 05| -| -| -| -| | | | Innovations| 0. 13| 2| 0. 26| 3| 0. 39| | | | 4 G technology| 0. 09| -| -| -| -| | | | Extensive distribution channel| 0. 06| 3| 0. 18| 3| 0. 18| | | | Market oriented| 0. 05| -| -| -| -| | | | Financial muscle| 0. 07| 2| 0. 14| 3| 0. 21| | | | WEAKNESSES| | | | | | | | | Nepotism | 0. 12| 2| 0. 24| 2| 0. 24| | | | Unskilled work force| 0. 07| 2| 0. 14| 3| 0. 21| | | | No existing all iances| 0. 08| -| -| -| -| | | | Cannibalization| 0. 8| -| -| -| -| | | | High turnover rates| 0. 1| 2| 0. 2| 3| 0. 3| | | | Total:| 1| | 2. 93| | 3. 84| | | Explanation: We have compared the joint venture and market penetration strategy on the biases of weight and rating given to each key component. So joint venture has got more score than the market penetration so we suggest the Wateen telecom should follow the joint venture strategy. Key success factors: Following are the key seccess factors any organization must posses in order to succeed in the industry: * Expertise and proficiency in related technology * Appropriate research and development * 2nd largest provider of wireless technology Largest WiMAX provider worldwide. * Using latest technology in their departments. (Oracle 10g, R12, 11i, and HRLS) * Their motivated man power * Highly friendly environment * Reputation in fair dealing ‘B to B’ * Highest market share in Wi-max Corporate culture: At Wateen they have a unique environment to work for since it houses a diversity of skills, backgrounds, viewpoints and experiences from around the world. It is ensured that hiring is based on merit, skill and ability, without regard to race, color, religion, sex, national origin, ancestry, age, physical or mental disability, military or veteran status, marital status, or any other classification. Wateen Telecom is building and integrating the next generation of intelligent, converged networks with a plethora of key services and differentiators in the market. The primal objective is to become a carrier’s carrier and provide turnkey solutions for all customer requirements and specifications. At Wateen Telecom we are seeking innovative and intelligent people to help us design, market, sell and support our innovative ; intelligent product portfolio to a diversified evolving market. We strive to hire only the best, create an exhilarating work environment and above all else, respect each individual's unique contributions. An organizational culture has following elements * Organization environment: * Organization values: Organizational rites rituals, and customs: Organizational values: Here are a few programs that demonstrate Wateen efforts to translate customer needs into better service and Wateen commitment to making a long-term positive impact on the countries we operate i n: Working towards diversity: Diversity is key to our working environment. We employ people from a variety of backgrounds, with a wide variety of skills and training. Ethnicity/nationality: Diversity at Wateen must reflect the multi-cultural capacity of the societies in which the Wateen Group operates Gender: We believe that encouraging an appropriate work-life balance is key to ensure that both men and women excel at Wateen Developing our people: Wateen offers extensive opportunities for learning. In addition to on-the-job training and transfers between different locations we offer a wide selection of external courses, e-learning programs and leadership training programs. Organization rites, rituals, and customs: Loyalty, impartiality and conflict of interests Wateen respects the individual employee's right to a private life and private interests, but demands openness and loyalty to the group and the group's interests. You shall not take actions or have interests that make it difficult to perform your work objectively and effectively. Service to Wateen should never be subordinated to personal gain and advantage. Conflicts of interest should, wherever possible, be avoided. You shall never take part in or attempt to influence a decision or settlement if there is a conflict of interest or other circumstances exist, which could give grounds to question one's impartiality. Confidentiality Every employee in the group has a duty of confidentiality by law and written agreement. You shall keep confidential all corporate and other matters that could provide third parties unauthorized access to confidential information, and exercise caution when discussing internal affairs so as to avoid being overheard by unauthorized persons. Equal treatment: Wateen strictly adheres to the principle relating to equal treatment of shareholders Organizational change and stress management: World is watching fast technological changes and there is a rapid change in designs and technologies in products. So it is very important to move with latest technologies which increase the cost of production. So Wateen always come up with the change and for this purpose they always train there people for the change to reduce stress. Work stress and its management : We always train them to be stresses free. Because stress results in decreased job satisfaction, reduced production, and increased conflicts. STRATEGIES UNDER TAKEN AT: * Corporate Level * Business Unit Level * Functional Level At corporate level: The main objective of the business is to earn high revenues and high financial growth. In order to achieve such an objective the firm applies competitive strategy. The firm relies heavily on the business side demand of the product Being not old company the Wateen telecom is following build and grow strategy at corporate level At business unit level: On the business unit level Wateen is applying the diversififaction strategy’ so that it can enhance its product portfolio. In recent times it is evident since it launched its new product like broadband and wi. max. The corporate level strategy acts as a guideline for business unit level strategies at Wateen as corporate strategy is to grow and develop the high growth financially, so based upon which business unit level strategy pursues the same through diversification of products. Which at the end ensures many products to be ‘order qualifiers’ and most of them are sliding towards ‘order winners’. Functional level strategies: Functional level strategies are basically based upon ‘SCMC’ which stands for ‘sales channel and marketing control’. The main responsibility of this department is to coordinate all the marketing activities and sales channel to ensure maximum efficiency in the operation of the distribution channel. MANAGEMENT STRATEGIES Decentralization: In Wateen they don’t treat their employees as someone who works for them, actually they all are treated as family members. Every manager is empowered to make any decision and is responsible and is an owner of each and everything that is happening underneath them. Once that happens then you have the liberty to make any kinds of decision what ever they want. At the end of the day the organizations require just one thing; that the employee somehow convinces the top management by giving them their plan. The plan has to be based on some data and that data is what makes forecasting for your entire department. Once that plan is approved second step is the implementation of that plan. The employee needs to implement it and Wateen needs to come up with results. In Wateen all the managers are given the opportunity, through this they get the chance of learning because of the horizontal hierarchy. The employee interacts with all the departments and there is a great learning experience. End result is this, good or bad, the employees are the personally responsible for the results. Wateen doesn’t believe in micro management. The employee discusses the matter with assistant manager and then he talks about the matter with the segment managers. Abu Dhabi group Relations with ministry of IT( top of all the regulatory authorities) Relations and liaison with all security agencies in Pakistan. Mr. Faisal is also looking after the relations with all the telecom operators in Pakistan. His relationship, my business development, my company’s future planning and forecast (long term and short term) it is him who is looking after these departments. He has a manager for Govt. relations, PTA, PAMRA, and Ministry of IT and couples others. Further more they have 3 to 4 persistent managers in their teams. These assistant managers then have senior executives then they have executives then they have junior officers. So it’s a whole work force which is supporting a manger that is looking after the entire department. So all the matters are discussed with head of that department/segment and they can come with any kind of criticism being a 360 degree kind of interaction. Once they have decided something next thing is this that the managers give them a time line e. g. if there will be weekly, monthly or quarterly reports, they all must be 100%. In between them there is no relation between a manager and an employee. Telecom industry is a very close knit industry; the managers after the meeting leave the matters to the employees, of course if there is a problem they are ready to help each other. Management Information System Support system: Support consists of Maintenance and Monitoring services. Maintenance services include traditional break-fix support such as troubleshooting and incident restoration within agreed upon service levels. Clients benefit through a reduction in cost and risk of IT support. These benefits are achieved through Wateen Telecom‘s depth of skills, adoption of best practices and economies of scale. Incident Management: is the process of controlling reported issues through to completion to achieve service continuity. When an issue is reported Wateen Telecom will do what ever it takes to restore the network as rapidly as possible. Reactive Problem Management is the process of analyzing the technology environment to establish what caused the incident. We provide diagnostics and resolution recommendations as well as managed vendor access. Moves, Ads, Changes and Deletions: supports asset moves within client environments. Clients control the change process through owning risk management and scoping. Monitoring services form the foundation of complex managed services and should be purchased in addition to break-fix maintenance. To monitor technological environments in-house clients need to invest in costly systems and resources. Outsourcing this support function is often a financially viable alternative. Event Management: Is the proactive monitoring of devices and applications to assure exceptional quality of service through network health and security. Performance Reporting: is available to clients through the online portal. Clients have access to a wide range of automated reports relating to the history, trends, health, usage and exceptions of all monitored devices. Configuration Item Tracking: is the monitoring of client technology assets in order to provide visibility of details and locations of the supported estate. Clients are notified of changes in the environment on priority basis, Improve system: The Improve function focuses on ensuring that client IT strategy, architecture and systems Evolve to support the business strategy. A thorough understanding of the required systems is essential in order to deliver the business strategy successfully. We assist clients in aligning IT investments with business objectives through Truly understanding: he client’s business vision, goals and strategy Assessing the capability: of the client’s existing infrastructure, systems and processes to support the business goals Preparing a technology roadmap: which shows a clear path to efficiently advance the client’s current systems to meet future business needs Wateen Telecom’s technology: and industry expertise enables clients to cost effectively invest in new or redeploy existing IT infrastructure in a timely way to support new business initiatives. The benefits are derived through: Business Awareness: is achieved through the analysis of client business strategy and direction, and an awareness of the need to accomplish the most effective use of technology to deliver the business strategy. Technology Strategy Reviews: are completed to assess the ability of the current Technology Strategy to support the achievement of the client’s business strategy and direction. Roadmap Management: is the periodic review of existing IT Architecture. The purpose is to evolve the roadmap to cost effectively progress the current IT Architecture over the medium to long term, to see to it that it is capable of supporting current and future business strategy. IT Performance Measurement: the assessment of the current level of performance of services provided by the IT department to internal and external clients. Service Efficiency Recommendations of the most appropriate course of action to improve current services are included. Manage: In the Manage function, Wateen Telecom provides a set of ITIL aligned service elements to improve the quality of service in client environments. These services focus on obtaining the optimal potential of the current infrastructure and are divided into two categories. Service Support is the day-to-day operation and support, whilst Service Delivery is the long term planning and improvement of technological environments. | Service Support system: Problem Management is the minimization of the impact of infrastructure errors. Clients have greater infrastructure availability as a result of pro-active resolution of root cause problems. Change Management is the control of infrastructure changes to minimize service disruption, limiting the impact of change results in optimal service delivery. To enhance and preserve stability and security of the client’s IT infrastructure, Wateen Telecom takes ownership of change recommendations, approvals, deployments and testing. Configuration Management is the control of all components of the IT infrastructureused in the delivery of services. Recommendation reporting enables clients to gain optimal business benefits from technology. Release Management is the administration of new software rollouts and hardware releases. Clients extract maximum benefit from infrastructure through the limitation of release related impact on system uptime. Service Delivery system: Availability Management: is the process of meeting and exceeding service availability goals. To achieve the set business requirements all devices have to be fully functional, to this effect Wateen Telecom executes additional proactive monitoring processes. Capacity Management is the optimization of technology resources within contracted service levels. The capacity of devices and systems are monitored against predefined thresholds and results analyzed to identify areas of concern. Third Party Management: is when we undertake to engage with partners and vendors to achieve contracted service levels. Clients have a single point of contact for all issues from start to finish. IT Service Continuity Management: includes disaster recovery processes that ensure Wateen Telecom achieves and exceeds contracted HR Policies in Wateen telecom Human Resource: HR is another important microeconomic factor affecting the research work. R ; D require proper HR personnel who have the ability to get the required information from the market. They should have the ability to deal with all sorts of public and situations in order to get their work done. Proper HR is the guarantee for good research work and it is the responsibility of HR department to design jobs and hire appropriate personnel’s. Competitive Pay: Wateen’s pay and benefits programs reflect how much the employees and their families are valued. These programs are among the most comprehensive and competitive in our industry. Wateen pay practices are designed to attract, motivate, retain and reward employees with competitive base pay complemented with short-term and long-term incentives. Wateen believes in compensating employees in a manner comparable to our competitors in the industry. Wateen also fosters a pay-for-performance culture that provides employees with opportunities to earn higher levels of compensation and receive rewards tied to company, team and individual performance. Comprehensive Employee Benefits Wateen makes a significant investment in employee benefits, an important part of each employee's total compensation. The benefits program is reviewed each year to ensure that the plans are cost effective and continue to provide competitive benefits meeting the needs of our employees and their families The bar is set competitively high. If you believe that you can make positive contribution in Wateen’s endeavors by adding value to your discipline or area of work, we look forward to hear from you and to welcome you into the Wateen Family. Packages for Employees: The wateen management is aware of the fact that only a satisfied worker can provide the required level of services to the customers. The branch firmly believes that a highly motivated and well-trained workforce is the key factor to success. So, staff salaries have been increased. Managing emotion at work: Emotions at work are very hard to handle and in order to manage emotions of the employee working at wateen there are always different programs that are conducted to settle the emotions and control the emotional atmosphere in the organization. With a lot of training they develop the ability that employees can understand and manage their emotions and we help them to reduce stress, enabling them to take better decisions and to be confident. Employee’s motivation: Employees are the real asset of the organization so if they are motivated then off course they will work in a better way. At wateen we motivate our employees in many ways. * We provide very friendly and cooperative environment. * Soft skills training (Daily) * Games and different recreational activities * Foreign tours (top level managers) * Annual leave (Leave with pay) * Ramzan parties * Weekly Lunch of each department * Incentives,Bonus and promotion * Top Performer award (quarterly) * Appriciation Team management: At Wateen team management is very important because every department of the organization works in team there are small groups as well as large groups. * Small groups. 2-10 * Large groups. 20-100 * These large groups are compromised of different skillful people, who come together to work on a specific target set for them. * Every group is lead by a professional. * The head of the group is selected by the Leader of that department respectfully. * All the members work together and hard to achieve the goal. 1) Job Analysis a) Job description b) Job specification 2) Compensation a) Salary structure b) Benefits/ incentives c) Holidays / vacations, paid leaves 3- Job adds 1) Job Analysis Wateen Telecom does job analysis in case of: a) Starts new projects b) On job leaving Some examples of Job description and Specification in wateen telecom. Job Title: Assistant Manager Quality Assurance Job description: †¢Leading a team of executives responsible for the quality of the contact center operations. †¢Evaluating team’s performance on Daily/Weekly/Monthly basis. †¢Ensuring that proper procedures of feedback are being followed Job Specification: †¢He is Masters Degree holder. 2 years experience in Contact Center Operations. †¢He has excellent communication, presentation and negotiation skill. †¢Multi-task, maintain a high standard of service & quality. He has ability to stress, time management Department: CEO Office Job Title: CEO Office Manager: Job Description: †¢Supervise CEO Office staff in their tasks. Direct & Coordinate operations of the CEO Office. †¢Direct & encourage team members to achieve their goals. Job Specificat ion: †¢He is Bachelor degree in marketing He has ability to maintains organizational culture (telecom environment) Compensation: â€Å"Compensation is the process of giving the reward to the labors against getting services from them† Competitive Pay: Wateen’s pay and benefits programs reflect how many the employees and their families are valued Salary Structure: Job Position: Top Level Exceptional Cases) Net Salary: Up to Rupees. 800,000/- Per Month& Normally Rupees(450,000-500,000) Per Month Job Position: Middle Level Net Salary: Normally Rupees (30,000-100,000) Per Month. †¢ Job Position: First Line Level Minimum Salary: Rupees. 18,000/-Per Month Benefits / Incentives †¢Pick and drop services †¢Mobile allowance †¢Medical facility †¢10% of gross salary †¢Car facility †¢1 extra salary †¢Bonuses †¢Gifts †¢Cinema tickets †¢Swimming pool facility †¢Mess at Freddie's †¢Gloria Jeans Holidays, Vacations In Wateen Telecom the procedures of holidays, vacations ; paid leaves are the following: †¢20 Annual Paid Leaves †¢10 Medical Laves †¢10 Casual Leave Training types Wateen Telecom is providing five types of training to their employees to enhance their performance. These are: a- Job Orientation b- Positive attitude c- Soft skills d- Technical training (daily basis) Methods of Training: There are many methods for giving the training are adopted by the Wateen Telecom. These are explained under following. a- On the job training b- Job Rotation c- Computer Based Training d- Audio visuals based training e- Internet base training f- Management games Developments for Staff: †¢Promotions ; Transfers †¢Environment and Culture New Developments in Wateen Telecom for its employees: Free internet (4 MB link) Free gamming at Silver Star MARKET ANALYSIS As far as the marketing department of Wateen is concerned they are providing following facilities to its customers Target Market: The target customers of Wateen are * home users, * business users * carriers ; operators However their main revenue comes from business users because due to their high costs home users do not prefer it so they are targeting business users more than the others by providing advanced technology that is necessary for business sector. Wateen has launched its broadband connection for all and sundry. Of course benefits, services, prices and equipments differ for the home user and the corporate sector. The increase in usage of Wateen broadband connection was seen by the corporate sector because of Wateen fast speed, efficiency and negligible disconnections. Corporate sector are always on the run and unexpected timings or a new competitor makes the internet even more important because information has to be sent or received at the last minute. And Wateen offers the best quality service any business man can use. Of course internet users at home are treated with equal importance. Student packages have been developed to help the students who have lots of assignments, projects and research in their hands. At what stage in the product life cycle is the market: Now Wateen is on growth stage in the market because in 2007 they have started their services in Pakistan. Geographically: Starting late January, Wateens’ WiMAX based products and services will enter into the commercial launch phase, thereby offering our products ; services in the following 22 cities spanning the major urban chunk of Pakistan’s demography. :Karachi Quetta Lahore Gujarat Faisalabad Sahiwal Peshawar Bahawalpur Multan Abbottabad Hyderabad Sukkur Gujranwala D IKhan Islamabad R Y Khan Rawalpindi Jehlum Sialkot OkaraS argodha Sheikhupura Market trends: Due to limited sources of entertainment, television is probably the biggest source of entertainment for Pakistanis. A growing number of private TV channels and cable TV, providing access to more than 100 channels, has kept consumers watching. Indian and Pakistani soap operas are the most watched programs. People usually prefer to relax in their leisure time by watching television with their families. Watching movies is an alternative to cable TV. Indian and English movies are preferred over low-budget Pakistani movies. Nowadays, VCRs are becoming obsolete, while DVD players and large plasma screens are in fashion, adding to the craze for watching movies. Evening is the prime time, that’s when people get back from their work and switch on the TV to relax. The prime time for TV is from 8pm till midnight. Board and card games, once a major source of home entertainment, have been replaced by computers. Now youngsters prefer to play games on their computer or Sony PlayStation, or perhaps play chess or pool online with other online gamers. Internet chatting is also quite popular amongst youngsters, and is an activity carried out in the evening and at late night. Listening to music is a growing hobby amongst the young generation. New pop bands have flared up the passion for music. Conversely, the habit of reading is not so popular. Fashion magazines are preferred over novels and digests. ProductPricePlace Promotion Quality List Price ChannelAdvertising FeaturesDiscount Location Personal Selling Brand Name Allowance Transportation Sale Promotion P

Democratic Nation Essay

Democracy in its ancient concept is a beautiful idea. It means a government by the people and for the people. Democracy empowers the people regardless of their social status and it promises freedom to exercise ideas and to choose the kind of life that we want. Democracy gives us a freedom of self-expression. Freedom is such an important element of democracy directly in contrast to tyranny of the dictatorial and authoritarian rule. Basham quoted from Welzel which says, â€Å"at this point in history, democracy has a positive image almost everywhere, but these favorable opinions are often superficial, and unless they are accompanied by deeper-rooted orientations of tolerance, trust, and a participatory outlook, the chances are poor that effective democracy will be present at the societal level† (Basham, p. 3). Democracy as a political reform that emerged in western and Asian countries almost centuries ago began to saturate the whole world. In this case, it is important to look into reasons why Iraq has to be democratic based on its political, social, and cultural conditions, as discussed below. Iraq has for many years been under tyrannical rule of Saddam Hussein and many of its citizens are dreaming of freedom under a democratic rule. Paul Woodruff asserts, â€Å"no one sleeps well in tyranny because the tyrant knows no law, and he is a terror to his people† (p. 64). In many democratic countries it was quite evidence that citizens enjoys more freedom and self-expression than in non-democratic countries. Thus the blessings of democracy are that it guaranties our freedom to exercise our highest capacities while it protects us from our worst tendencies. (p. 3) As the rule of tyranny ended, Iraq is now underway to become a democratic country under the guidance of the United States. But the imposing question is can Iraq overcome the challenges it faces to become a democratic nation? As we all know, Iraq have not emerged yet completely from the rubbles of destruction brought about by the war against the US led coalition to oust the tyrant ruler. Frequent suicidal bombings that are killing many innocent people continues to pose threat to the safety of its people and of everyone which are clear indications that the fangs of tyranny are still alive and giving signal of its desire to regain their power. The case of Afghanistan reminds us of the tyrannical rule of the Taliban who were toppled by the US backed anti Taliban Afghan forces but they remain a threat to the reign of peace and freedom in the Afghan people. Aside from the unstable political and social condition in Iraq that poses challenge to existing political and social structure, Hugh Starkey noted that the displacement of individuals and even groups, by war and the dire economic conditions as well as the â€Å"political movements based on ethnic, religious and narrowly nationalist ideologist† (p. 23) not only poses challenge but threaten democracy as well. But amidst this political and social problem, Starkey emphasized the need of education in general, and education for citizenship in particular if Iraq has to embrace democracy, for it â€Å"provide the mechanism for transmitting those core shared values that are essential if just and peaceful democratic societies are to be develop† (p. 23). It means that the challenges that threaten the existing political and social structure and the democracy can be subdue if an intensified educational approach are implemented focusing both on the education in general and education for citizenship in particular. Another question that needs answer is whether Iraq is prepared politically, socially, and culturally for democracy. In the survey conducted by Freedom House conducted from 1981 to 2002 that measures the values and beliefs of people in seventy countries regarding the society’s level of democracy. The survey concluded that for Islamic countries, the â€Å"prospects for democracy are particularly poor† (Basham, p. 3). The reason for this finding was that, for Islamic people democracy is problematic but better than any other form of government. Though, they have a poor prospect for democracy but the chance for acceptability is positive. Another reason that has to be considered is that, Iraqis has anti-American sentiment that is so pervasive though which, according to Ottaway, et. al, â€Å"the Middle East today lacks the domestic conditions that set the stage for democratic change elsewhere† (cited by Basham, p. 4). Religion is another factor for non-democratization of Iraq in which many of the practices and tradition of people in the democratic countries are very distinct from the Islamic faith. For instance, separation of authority and rights of both gender marks the difference. Democracy is hinder to gender equality. Culturally, Iraq seemed to be unprepared for democratic. In another study conducted, of the 150 tribes in Iraq, seventy-five percent of them exercised the terms â€Å"primordial allegiances. † In one example of this according to Basham is that, most Iraqis â€Å"view political nepotism as a moral duty rather than a civic problem† (p.5), as such a strong family bonds is still prevalent as in marriages between first or second cousins is still of significance in the society. This society’s condition is another hindrance in the democratization of Iraq according to Basham. Accordingly, the greater challenge that Iraq faces is the challenge of democracy it self. Audrey Osler noted that â€Å"even in the most proudly democratic societies, significant inequalities remain sections of the population maybe marginalized and anti democratic forces’ misuse freedom of speech to promote xenophobia and nationalistic populism† (p. 23). Democracy is often identified with what the traditional societies see in it, what they see in democracy is a â€Å"cultural devastation caused by American-style freedoms† (p. 6). Embracing democracy therefore could mean allowing western values of economic and especially political freedom to dominate the society. Thus, the question that must be answered is Does Iraq need democracy? Certainly democracy is not the immediate answer to the political and social problem of Iraq but in the end it will bring more economic benefits, peace, and social order. As Bruce M. Russett puts it, â€Å"in the modern international system, democracies have almost never fought each other† (p. 4). What Russett meant for this is that democracies rarely fight each other because they have other means of resolving conflict. Therefore, â€Å"the more democracies there are in the world the fewer potential adversaries †¦will have the wider the zone of peace† (p. 4). Ayers noted, Iraqis are cognizant of their situation yet they remain to what they are because of fear out of distrust to Americans and democratic life (p. 5).

Cost Accouting Essay

Many entrepreneurs make the mistake of bringing a product or service to the market without fully understanding the total costs involved and the prices they can charge. As a result, they discover they can’t sell enough of the product or service to make a profit. One of the most important tools you can use to make better business decisions is the break-even analysis; it enables you to determine with great accuracy whether or not your idea is a profitable one. Best of all, you can use this tool to evaluate every product or service you offer. The break- even point is the starting point for CVP analysis because before a company can earn profits; it must first cover all of its variable and fixed costs. What is CVP? Cost-volume-profit analysis is a tool that can be utilized by business managers to make better business decisions. Among the tools in a business manager’s decision-making arsenal, CVP analysis provides one of the more detailed and objective ways by which a manager can assess and even predict the course of business for the company and its employees. Another major benefit of CVP analysis is that it provides a detailed snapshot of company activity. This includes everything from the costs needed to produce a product to the amount of the product produced. This helps managers determine, very specifically, what the future will hold if variables are altered. For instance, transportation expenses and costs for materials can change. These variable costs can affect the bottom line. CVP analysis allows the manager to plug in variable costs to establish an idea of future performance, within a range of possibilities. This, however, can be a disadvantage to managers who are not detail-oriented and precise with the data they record. Projections based on cost estimates, rather than precise numbers, can result in inaccurate projections. Cost Volume Profit (CVP) Analysis Model says: (Sales – variable costs) – Fixed costs = Operating income TC = VX + F * If the sale minus all costs (variable and fixed), we can make a profit * The contribution margin (revenue – variable costs) helps to pay fixed costs * The contribution margin = fixed costs break