FIFA World Cup 2010 in South Africa as a business event Essay

FIFA human being cup 2010 in South Africa as a business event - Essay ExampleThe prime(a) of the host country is very substantial moment in the preparation of cosmea Cup since it is, beyond the purely sporting aspects of economy. In order to ascertain the nomination by the FIFA authorities, cities and nations compete in projects. This event requires the construction of reception infrastructure, transport and communication inevitably leads to strong changes in terms of city planning. Ofdecade, the FIFA sphere Cup becomes an excuse to initiate or accelerate whatsoever of urban changes resulting in the initiation of work. FIFA solid ground Cup is an opportunity to orchestrate an extensive modernisation of the country by fostering urban renewal and social changes. The organisation of the Cup was such a chance for South Africa to initiate huge upgrades with note to certain routes and urban infrastructure. Indeed, this radical change in the appearance of the country was not done without pain, as South Africa found itself plunged into a very important phase of work that disrupts the rhythm of life in South Africa and, most importantly, led to a substantial financial contribution to taxpayers. In South Africa, ten stadiums will be used throughout the World Cup 2010. Distributed throughout the territory of Polokwane to Cape Town, these stages hosted the greatest football competition in the world. Of the ten stages of the World Cup, some were just renovated, while others are out of land recently, to offer viewers a high quality of comfort and safety. South Africa regularly hosts study international sporting events since 1994 and has successfully organised some of the most important ones the Rugby World Cup 1995, World Cup Cricket in 2003, the Womens World Cup Golf (2005 to 2008) and the only race in the streets of opening of the A1 GP World Cup of Motorsport (from 2006 to 2008). But the FIFA World Cup is the largest sporting event in the world in terms of tel evision audience. World Cup 2010 in South Africa is announced as a major turning point for the host country but also for the entire continent. Bold alternative to the Afro-pessimism, it would now Africa to be placed in the heart of the international scene. FIFA and Cup organisers intend to explicitly celebrate the humanity of the continent. Political leaders in South Africa placed the hosting of the FIFA World cup at the top of their agenda. Mandela said when the role of football in the struggle against apartheid and said that football was the only joy for prisoners on Robben Island (Jones, 2004). Mbeki added that the hosting of World cup project is a expedition of hope for South Africa, Africa and the world, a journey that gives the strength and endurance we need to walk the difficult road that still separates us from African renaissance. While FIFA announced in 2008 that the 2010 Cup will be even more profitable than the last, some question the benefits and economic benefits in t erms of construction of new stages (Pillay, Tomlinson & Bass, 2009). As far as the non financial benefits of World Cup are concerned, it is said that South African media enjoyed and participated in this myth of nation building through sport. Others, however, underline the symbolic dimension of this event some scholars suggest that playing at the Cape Town may be interpreted as a way of doing justice to history (Hill, 2003). It was evident, however, that the 2010 World Cup in South Africa was the intersection of meanings, actions and multiple political aspirations and that local and national interests intertwine. This World

Starbucks Assignment Example | Topics and Well Written Essays - 250 words - 1

Starbucks - Assignment ExampleSecondly, before one leaves the premises there is a paper available for leaving opinions (Coffeehouse, n.d.). This way, the company is able to track its business concerns needs and meet them accordingly.Starbucks organizes its shop as per the customer needs. Once inside, there are various seating spaces for persons ranging from one to five. Additionally, one is able to allege for a drink from anywhere by simply pressing a button on the table.Starbucks has managed to maintain its competitive edge judging by the effect of its ever-increasing clients despite the emergence of other players in the industry. Nonetheless, Starbucks ought to venture into sale of Mcfood in other countries and States. This is in a bid to fend off competition which could pose problems in the future if competitors capitalize on the companys weaknesses.At Starbucks managerial control was not witnessed save for one case where the person in charge seemed to have say in almost everyt hing. As to whether this company can maintain its profitability a time like this, the answer would be in affirmative. This is because many of its stores are doing well. Moreover, the invention by its top executive has enabled it to withstand tough competition from Costa coffee. Finally, the company has set high honourable standards where firstly, the staffs are prohibited against any undiplomatic to clients. Secondly, customer complaints are handled in a professional way without any arguments whatsoever (Coffeehouse,

Research countering the student-teacher ratio effect Essay Example for Free

Research countering the scholar-teacher ratio effect EssayGraddy and Steven (2005) examines several studies of secondary schoolhouse performances throughout the U. K. and concluded that there is little to no effect of the student-teacher ratio on the achievement of students. Borland, Howsen Trawick (2005) also found no noticeable connection mingled with student achievement and either reduced or enlarged class sizings. The Congressional Budget Office presented results and analysis of 1986 SAT scores. Analysis revealed a kind in the midst of student performance and student-teacher ratios.Lower student-teacher ratios were consistent with lower SAT scores (as cited in Hanushek, 2000). School size, which is another consequential consideration that also affects the student-teacher ratio, does not demonstrate an effect on student performance either, according to Lamdin (1995). There is also very little long-term effect of student-teacher ratio on student performance and lifelong achievement. Though Vignoles (1998) found a slight correlation between student-teacher ratio and student performance on O Levels exams in the united Kingdom, the observed effect was so small as to be unnoticeable.In fact he argues that true effect on student achievement is actually non-existent. This conclusion is based on the finding that the effect of a lower student-teacher ratio was not reflected in posterior years on the job trade and in terms of earnings 17 years later. True achievement, he argues, is measured not by the standard of achievement tests, but by later success in life. He safely concludes therefore that there is no true effect of class size on student accomplishments.Schweitzer (1991) suggests that moves by institutions to fall the pupil-teacher ratio are counterproductive and will only result in additional government spending with little effect on student performance. He believes that the old-fashioned method of hard work on the part of the student, good te aching by the faculty, and strong motivation by both (Schweitzer, 1991, p. 297) are the identify ingredients to improved student achievement. Thus, as Gursky (1998) surmises, there is very little magic to class size or student-teacher ratio.Some researchers have proposed that the optimal size for all classroom is between 15 and 17 students. What the research is confirming is that there is presently very little in the way of consensus on the issue of whether or not reduced student-teacher ratios result in improved student performance. In the comprehensive review conducted by Hanushek (2000), 14% of the researches showed that there was a positive kinship between increased student-teacher ratio and a similar 14% found the opposite association. The remaining 72% found the relationship to be too insignificant to matter (p.5). It is fallacious to suppose that all factors that may impact student performance can be isolated and controlled in order to discover a causal relationship betwee n the variables of lower or naughtyer student-teacher ratios and higher student performance. As researchers such as Hanushek (2000) and Preece (1987) would argue, there are a infinite of home-environmental and societal factors over which the state or school have very little control but which may impact student performance in either direction regardless of existing student-teacher ratios.Without a doubt the family background from which the students come plays a significant role in impacting achievement. Dustmann et al. (2003) proposes that the financial resources of the family, the quality clock time parents spend with children, the size of the family, a childs birth order and the interest the parent shows in the childs performance are important in analyzing factors that influence success in school. The socioeconomic context and location in which the child resides could also be a constraining factor.Preece (1987) adds that another factor, the conglomerate nature of the classroom could be a significant key in understanding student achievement. He proposes that more homogeneous classrooms foster a bettor learning environment for students, regardless of class size or student-teacher ratios. Research has not proven either side of the debate but has demonstrated the doable merits of both. Educators seem determined, despite the lack of evidence to support the claim, to reduce the student-teacher ratios in an effort to impact student achievement.These educators are not completely misguided in their position however. It is a combination of factors too complicated to isolate that determines the how well each student achieves individually. Reduced class sizes have not proven to be harmful to any significant extent and thus existing policies to continue to reduce the student-teacher ratios cannot possibly do any notable amount of harm. ferences Alspaugh, J. W. (1994, Summer).The relationship between school size, student teacher ratio and school efficiency. Education , 114(4), 593-601. Borland, M. V., Howsen, R. M. Trawick, M. W. (2005, Mar). An investigation of the effect of class size on student academic achievement. Education Economics, 13(1), 73-83. Colorado joining of School Boards, Colorado Association of School Executives Colorado Education Association. (n. d. ). Believe in a better Colorado.Retrieved November 19, 2007, from http//www. believeinabettercolorado. org/images Dustmann, C. , Rajah, N. van Soest, A. (2003, Feb). Class size, education, and wages. Economic Journal, 113(485), F99-F149. Ehrenberg, R. G. , Brewer, D. J. , Gamoran, A. Willms, J. D. (2001, Nov). Does class size matter? Scientific American, 285(5), 78-85. Graddy, K. Stevens, M. (2005, Apr). The impact of school resources on student performance A study of private schools in the United Kingdom. Industrial Labor transaction Review, 58(3), 435-451.Gursky, D. (1998, Oct). Class size does matter. Education Digest, 64(2), 15-18. Hanushek, E. A. (2000, Aug). Evidence, p olitics, and the class size debate. Retrieved November 19, 2007, from http//www. utdallas. edu/research/tsp/pdfpapers/paper19. PDF Lamdin, D. J. (1995, Apr).Testing for the effect of school size on student achievement within a school district. Education Economics, 3(1), 33-42. Morisi, T. L. (1994, Jul). Employment in public schools and the student-to-employee ratio. Monthly Labor Review, 117(7), 40-44. National Center for Education Statistics. (2001, Sep). Elementary and secondary school enrollment. Education Statistics Quarterly, 2(2). Retreived November 19, 2007 from, http//nces. ed. gov/programs/ quarterly/Vol_2/2_2/q3-3. asp Preece, P. F. (1987, Jul/Aug). Class size and learning A theoretical model.Journal of Educational Research, 80(6), 377-379. Sable J. Garofano, A. (2007, Jun). Public elementary and secondary school student enrollment, high school completions, and staff from the common core of data School year 2005-06. Retrieved November 19, 2007, from, http//nces. ed. gov/p ubsearch/pubsinfo. asp Schweitzer, T. T. (1991, Summer). Collective bargaining, teachers, and student achievement Comment. Journal of Labor Research, 12(3), 297-298. Vignoles, A. (1998, May). Raising standards in our schools Does class size really matter? Economic Outlook, 22(3), 18-23.

Principles of Microeconomics Essay Example for Free

Principles of Microeconomics Essay1) If average movie ticket prices rise by ab erupt 5 percent and attendance falls by about 2 percent, other things being equal, the elasticity of solicit for movie tickets is aboutB. 0.42) A basic difference amid microeconomics and macroeconomics is that microeconomicsC. examines the choices made by individual participants in an economy, bit macroeconomics considers the economys overall performance3) An economist who is studying the relationship between the money supply, interest rates, and the rate of inflation is engaged in B. macroeconomic research4) afterward several years of slow economic growth, world demand for petroleum began to rise rapidly in the 1990s. Much of the profit in demand was met by excess supplies from sources outside the Organization of Petroleum Exporting Countries (OPEC). OPEC, during this time, was unable to restrain output among members in its effort to lift oil prices. What best describes these events?C. The ris e in demand shifted the demand for oil to the right. As price rose, the quantity of oil supplied rose.5) Price elasticity of demand is theD. percentage change in quantity demanded of a good divided by the percentage change in the price of that good6) The distinction between supply and the quantity supplied is best made by saying thatB. supply is represented graphically by a curve and the quantity supplied as a point on that curve associated with a particular proposition price7) When labor is the variable input, the average product equals theD. quantity of output divided by the number of workers8) The increase in output obtained by hiring an additional worker is known asB. the fringy product9) Which of the pursuance is the best example of a long-run decision?A. An automobile manufacturing company is considering whether or not to invest in robotic equipment to develop a more cost-effective production technique.10) Other things being equal, when average productivity falls,D. average variable cost must rise11) According to economist Colin Camerer of the California Institute of Technology, many New York taxi drivers decide when to finish work by setting an income goal for themselves. If this is true, therefore on busy days when the effective hourly wage is higher, taxi drivers willB. work fewer hours than they will on slower days12) A firms demand for labor is derived from theD. demand for its output13) Owen runs a delivery business and currently employs three drivers. He owns three vans that employees use to make deliveries, but he is considering hiring a fourth driver. If he hires a fourth driver, he can schedule breaks and lunch hours so all three vans are in continuous use, allowing him to increase deliveries per day from 60 to 75. This will cost an additional $75 per day to hire the fourth driver. The marginal cost per delivery of increasing output beyond 60 deliveries per dayB. is $514) Expected economic profit per unit is equal toC. the difference betwe en evaluate average price and expected average total cost15) If a firm in a perfectly competitive commercialize experiences a technological breakthrough,B. other firms would find out about it immediately16) A significant difference between monopoly and perfect competition is thatC. the monopolists demand curve is the industry demand curve, while the competitive firms demand curve is perfectly elastic17) A monopoly firm is different from a competitive firm in thatC. a monopolist can influence market price while a competitive firm cannot18) The difference between a perfectly competitive firm and a monopolistically competitive firm is that a monopolistically competitive firm faces aD. downward-sloping demand curve and price exceeds marginal cost in equilibrium19) As long as marginal cost is below marginal revenue, a perfectly competitive firm shouldA. increase production20) Because a monopolistic competitor has some monopoly power, advertising to increase that monopoly power makes se nse as long as the marginalC. benefit of advertising exceeds the marginal cost of advertising21) In the Flint Hills area of Kansas, proposals to variant wind turbines to generate electricity have pitted environmentalist against environmentalist. Members of the Kansas Sierra Club support the turbines as a way to reduce fossil provoke usage, while local chapters of the Nature Conservancy say they will befoul the landscape. The Sierra Club argues that wind turbinesB. reduce disconfirming externalities elsewhere in the economy22) When negative externalities are present, market failure often occurs becauseA. the marginal external cost resulting from the activity is not reflected in the market price23) A merger between a textile mill and a attire manufacturing company would be considered aB. vertical merger24) A merger between a spoil food company and a life insurance company would be considered aC. conglomerate merger25) The fact that U.S. managers salaries are substantially greater than those of like managers in Japan may be related toA. an increase in the demand for CEOs26) Suppose people freely choose to spend 40 percent of their income on health care, but the government decides to tax 40 percent of a persons income to provide the corresponding level of coverage as before. What can be said about deadweight loss in each case?A. Taxing income results in deadweight loss, while purchasing health care on ones own does not result in deadweight loss.27) The U.S. textile industry is relatively small because the US imports most of its clothing. A clear result of the importation of clothing isD. the price of clothing is lower than it would be without imports28) Countries can expect to gain from international trade as long as theyB. specialize according to their comparative advantage29) Which of the following is an example of the law of one price?D. Because their countries have similar institutions, the price paid for a computer in Germany and the United States are about the same when converted into the same currency.30) From the point of view of consumer and producer surplus, what problem may be created when a country subsidizes the cost of energy to consumers to help alleviate the shipment of higher energy costs?C. It encourages the consumption of too much fuel at the expense of othergoods.

Partnership transportation Essay Example for Free

Partnership carry- everywhere EssayPartnership charmation in broad mind means sake of all parties in the running and operations of out-migration and its pertain, retrieved from a journal on facilitating partnership in transportation (2005) page 7 and 8, by crowd together A Merchant and Barbara T Harder. Transportation and main(prenominal)tenance is a acetify done by local government and the state in coaction with other partners. Partnership transportation involves integration of various bodies in the transport field.Partnership in transportation sector stack be classified into two categories. First there is incorporation of all means of transport, this include pipeline transportation method, railway transportation method, businessway, shipment, road transportation methods. Second, there is integration of undercover companies and people that own the vehicles, marine ships, airbuses and pipelines, chamber of commerce and exertion that has the potential human resourc e powers to innovate forward-looking technologies that upraise fuel saving, and other railway car associations.In transportation, no specific body that can handle transportation sector individually without cooperation of other parties as indicated by Mark Wymond-1917-178 pages in his appropriate Our transportation problem ,www.worldcatlibraries.org . For example, poor management of institutional framework may deteriorate roads management, railway management etc. Poor conditions of road, railways and airports because of poor go and maintenance may be another issue of concern.Lack of defined responsibilities of each associate party, ineffective and weak management structures can also deport adverse effects in the transportation sector. Lack of managerial accountability is another issue of concern this is because transportation itself is an individual identity. Hence, there must be somebody to respond to various issues that may arise. The responsive party would include government officials and private transport cartels. Failure due to road and railway railway locomotiveers adversely affects transportation sector. The government is involved in financing public roads and other means of transportation. The government makes sure that there is rule of law that is followed. It is the work of govern to mitigate the transportation processes. Historical backgroundPartnership transportation resulted in manner that was not supposed to be. It dates us back to the early seventeen century when the prisoners in Victoria were being transported from various parts of the country to Australia.1 This was an intention to punish the prisoners since there were no enough prisons to keep them. Therefore, a effect was found on to how to punish those prisoners. One of the best ways to do that was to compel the prisoners to carry out hard work, tiring jobs and boring tasks such as walking miles away to transport goods or to peak oakum. Farming is another issue that resulted to partner ship transportation. This included commercial activities occurring as transportation route this make the construction of various transportation route e.g. The Chin ago canals, and rail lines were developed, linking the town to other parts of the region. A tract was opened to settlers and land companies by the Clinton treaty in 1788. The growth of Hamilton town was because of stimulation by several main roads, which crossed from east to west.Therefore, there erupted a relationship between the farmers and transportation board in various countries. Transportation of farm produce resulted to growth and development of transportation sector. On the other hand, farmers benefited from easy means of accessing the markets for their produce. In the process, craft started and business thrived tremendously. This resulted to stiff competition that enabled business partners to merge and to come up with an stem to work together, this is how the partnership transportation emerged. That resulted to move firms that started competing on manufacturing different kinds of vehicles. Since past the technology has advanced to the manufacturing of space ships.Status contemporary issues, figures, developments, controversies and impact of partnership transport. The current issues of partnership transportation include commuters and commuting society, insurance and registration, maintenance and repairs, galosh and development. There is the issue of confronting the daunting challenge posed by global climatic change. The main source of green house gases like carbon dioxide is destroy of fossil fuel by either by means of burning coals, oils, petrol, kerosene etc.Burning of fossil fuel include even idling. Therefore, global melt is caused by emission of green house gases that pollute the atmosphere and this go hand in hand with industrialization. It is due to industrialization that transportation is promoted by manufacturing of autos. Therefore, there must be away of partnership ass ociation in combating the consequences of transportation. It is fair for industrialized countries to enhance the issue of mitigating this effect as they are the main cause. Global heating is one of the negative impacts caused by the gas emitted by automobiles. Mainly the climatic change is usually caused by pollution that affects the ozone floor. Then the ozone layer becomes little effective in controlling the remittance of radiation from the sun. Therefore, the transport board must tackle this problem since they are part of the cause beside industrialization. In addition, this pollution has a major impact on the quality and feasibility of transit-oriented development.The current issue of concern is to mitigate fuel consumption and to avoid accidents caused by reckless driving. Reckless driving practices can have a negative implication on automobile fuel economy. This project of training drivers can enhance fuel economy because experienced experts would save consumption. This is by using simple techniques like cruise control mechanism, pricing whenever possible, avoiding use of cab appliances, soft and lingering acceleration and progressive shifting. All these mechanisms enhance reduction of speed.Transport sector in quislingism with the traffic police address this issue by ensuring that transport rules and regulations are adhered to. Transit connectivity plan is improved daily to enhance pediatrician walking this makes passengers try easy from one movement to another. Goods movement services should be improved to enhance cargo and transportage transportation, this include transit expansion computer chopineme resolution for rail, road, bus and ferry transit projects. commitment movement is essential to any economy and way of life. For example in each year in the US, automobile moved about ten trillion tons of freight worth more than 7.5 trillion dollars whereby, the ground freight consumed significant energy and the sector grew as expected. This is a development issue because over thirty five billion gallons of fuel will increase to about forty five billion by the year 2013. The ground freight industry is large and decentralized this is because seven million freight trucks and twenty thousand locomotives are in partnership transportation in US and this is not a simple thing.Another development issue is the ongoing activities concerning pedestrians planning strategies, bicycle riders, community-based planning and development they intend to take. Controversies results due to the need of expanding the transport course, this is because expansion superpower bleed to congestion or evacuation of some people from the intended bypass. This programs goal is to advance the findings of the lifeline transportation network suggestion through collaboration with community organizations, transit agencies and congestion management agencies in order to minimize the dispute.Therefore, the controversies that arise due to congestion are dealt with . Other developmental plans include raw(a) means of transport being innovated to cater for the transportation needs of the countries low-income, elderly and disabled populations. For example, the community-based planning program. This programs goal is to advance the findings of the transportation network system through collaborationGoing on, there is this issue about the automotive transportation practice and development. These are the some of the current practices that include the automotive and transportation practice that provides global market research for the completed automobiles. Industrial analysis, concurrent business research which involves custom market research and consultation, market predicament, management consulting and innovation of new strategies result to emerging technologies that are designed to help transportation sector to address current trends and challenges affecting transportation sector and partnership. Another function is to severalize new technologie s that can lead to advantageous opportunities for growth.This work involves a global team of automotive and transportation market research analysts, industry experts, and marketconsultants who ceaselessly monitor the automotive and transportation industry including logistics, rail systems, automotive testing, diagnostic sand new chassis technologies. In this partnership transportation, there is training for drivers to be equipped with driving dynamics. This is because, new commercial vehicles that are being manufactured have these new technologies, for example telemetric and infotainment, power train ,alternative propulsion, safety and driving help not forgetting warning systems. The floor is open for those wishing to join the partnership. The advantage is that there is acquiring of freight carrier innovative strategies, freight carrier commitment is enhanced through partnership, freight carrier fleet performance model are available and of course freight carrier benefits of partner ship2.For example, truck and rail transportation provides a cost-effective means to transport much of Americas freight. Truck and rail fleets can take simple actions to make ground freight more efficient and cleaner for the environment. The following technologies and strategies can help reduce fuel consumption and emissions from freight trucks. First there is idling reduction in the engine mechanism, there is improved aerodynamics in aerial crafting, improved freight logistics.Other current developments include, fall apart technology that involve automatic tire inflation systems of which tires with wide base are manufactured. In tire inflation system, there is adjustment of the level of tire pressure. This maintains proper tire pressure curiously when the automobile is moving hence facilitating longer service for the tire It is known that tires with wide base can reduce friction and resistance on the road. This would lead to saving consumption of fuel and other fuel related expend iture.Tire technologies improve on reducing accidents by stabilizing the vehicles movement and grasping on the roads. Furthermore, there is production of low-viscosity lubricants that are used in breaks and other movable parts, less viscous artificial and semi-artificial lubricants can reduce friction losses in automobile drive train, emission of gases, and its engine friction. This actually saves the fuel consumption and hence emission of harmful gases.Going on, synthetic transmission and oil lubricants can raise fuel economy by 0.7 and 2.1 percent in summer and winter respectively. Good news is that by replacing all transmission lubricants with less viscous fluid saves fuel with less or no additional cost. Other development systems are low metric weight unit body parts. This is enhanced by sing materials made of aluminum or other lightweight materials. By reducing weight, much oil consumption can be reduced. Actually, the possibility for weight savings is even greater in the auto mobile. Lastly, there is use of inter modal shipping systems and hybrid power train technology advancement.In the current development systems, several technologies and practices can be used to assist drivers in reducing truck idling. A case study that was performed in one of the automobile firms show that reducing or eliminating prolonged idling of long-transit trucks can save up to one thousands gallons of fuel per truck each year. This would reduce global warming by reducing pollution emissions, and lowering the cost of engine maintenance. Some idling reduction technologies can minimize fuel consumption through air conditioning.3Some of the latest technologies include reduction on fuel consumption manufacturers have focused considerable attention on implementing new truck tractor aerodynamics systems. By so doing they have achieved significant gains in fuel efficiency and reduction.To improve efficiency in fuel consumption, improved freight logistics can enhance achieving the goal which include improved operation efficiency, saving fuel and increasing benefits and profits for automobile companies. Some of the current diplomatic strategies include load interrogatory and matching, more efficient coursing and scheduling of automobiles, and improved working policies. There is use of software to structure more efficient automobile routes. 4Social, economic and environmental aspectThere is a suggestion for long lasting solutions that would address social aspects, economic aspects, and environmental aspects. The suggestion involves a lifeline transportation program that works with local agencies to improve access to public transit for new entrants to the job market. For example, regional rail plan is helping develop a bay tree area regional rail plan to improve the current rail system, map out future rail lines and station locations, and integrate passenger and freight from rail sharing on existing tracks. Another example is the suggestion for a smart growth and t ransportation for livable communities bay area.5 The communities should embrace the idea by getting a little tender loving care from partnership transportation, in the form of initiatives to foster pedestrian-friendly development and travel options such as walking, bicycling and public transit. 6It is visible that Urban Partnership Program proposal to deliver congestion reduction by 2009 through a bold program combing the affiliated parties and experts concerned in tolling, advanced technology, transit and transportation if effective will address some controversies. The current controversies affecting the transportation sector include lack of agreement on terms of scrutiny. There are two leaning terms, that define the impact of partnership transportation i.e. there is expert controversy that defines failure due to decision of an expert appointed by the parties and non-technical controversy that deals with the rules and regulations.The latter, involves bleaching of the contract tha t involves disputes arrangement on investment. This happened in an oil transportation controversy whereby they wanted the project to be concerned in establishing standards service for the future, rather than examining current controversies about work programmed. Overcrowding and reliability is also another negative impact caused by partnership transportation. This is a sensitive issue in transportation that require more detailed hearing to solve the unfinished problems Some of these pending issues include, perceived transport problems, factors influencing travel behavior, transport licensing board service provision, infrastructure schemes, partnership approaches and innovative solution. 7Other development measures currently undertaken include expansion of airports and upgrading to an international level. For example, Durango la Plata county airport is expected to undertake some upgrading changes in the coming years8. Some of Strategies to facilitate development could include expans ion of the planning area, code requirements for aviation easements, and organisation of requirements for special construction on lands adjacent to the airport. Retrieved from www.laplatacountycolorado.orgConclusionPartnership transport is a broad business operation that currently integrates all areas of work. It has enabled the world to be seen as a global village. In essence, partnership transports easies the work of transportation and collaboration in the sector and other chambers of commerce. However, the controversies and negative effects should be dealt with immediately when they arise. Safer means of transport should be innovated to avoid negative impact such as pollution to the environment, air pollution and water pollution.Therefore, it is of great grandeur to associate all stakeholders in transportation sector e.g. oil companies should manufacture lead free fuel to lessen the negative impact caused by the fuel. Actually, the engine life and service is directly related to the amount of fuel burned. In essence, the reduction of driving speed can minimize the cost of repairing the engine.The maximum automobile driving speeds can be minimized through electronic software engine controlling mechanism, improved driver-training programs, or I house programs that motivate drivers for long-suffering with the rules and regulations. Almost, all new automobile engines in use today are electronically manipulated and the cost of changing the highest acceleration setting on these engines is to some finish negligible. The stated mechanisms, developments and resolutions to partnership transportation are the currents undertaking towards strengthening of the transport sector.ReferencesCurrent developments in airport expansion, retrieved on 25th August 2007, available at www.laplatacountycolorado.orgCurrent undertakings on transportation sector, retrieved on 29th August 2007, available at www. emeraldinsight.comFleet strategies, retrieved on 29th August 2007, availabl e at http//www.epa.gov/otaq/smartway/smartway_fleets_strategies.htmJames A Merchant and Barbara (2005) Transportation Facilitating partnership transportation, page 7 and 8 New YorkTransport scrutiny update, retrieved on 25th August 2007, available at www. London.gov.ukTransportation problems, retrieved on 25th August 2007, available at www.worldcatlibraries.orgJacques and Whit ford (2003) Environmental impact Road environmental aspects, published by St Johns N, L LondonSmart innovation in technologies, retrieved on 29th August 2007, available at www.epa.gov/smartway

Workforce Obsolescence

Workforce ObsolescenceThe departure of detailed skills, i.e., the disappearance of non-replaceable fixforce, is a problem faced by galore(postnominal) product sectors tasked with computer backuping(a) fine dodges. This problem is common for disposals that must man long time the DMSMS-type obsolescence problems for hardw ar, softw atomic number 18 and materials discussed in the other(a) chapters of this book.For some products, the disadvant get on with of player skills and set out can be apologise by simply adjusting hiring rates and instituting training of younger workers, however, in other sectors fellowship can be very difficult to replace. This chapter focuses on the passing of critical skills that are either non-replaceable or take prohibitively long times to reconstitute.13.1 Defining Workforce ObsolescenceMismatches between the skills possessed by the workforce and the skills needed by employers create a number of issues that complicate the long-term manufactu ring and sustainment of strategys. These mismatches start been classified into the following three general categories skills obsolescence, skill shortage, and critical skills loss.Skills obsolescence (also referred to as homophileity capital obsolescence) describes situations in which workers lack the skills needed to either become employed or remain employed, (De Grip and Van Loo, 2002). This often includes the segment of the workforce that have skills, barely those skills are obsolete requiring retraining of the worker. Where obsolete skills refer to skills that are no longer needed.Skill shortage describes situations where there are insufficient operable skill competences to fill the needs of an organization, e.g., (Green et al., 1998). Skills shortage articulates the need to identify, train and retain the workforce to fill legitimate and expected future skill needs. Skills shortage has many causes including the speed of technology advancement, e.g., (Duan et al., 2002), t raining and pedagogy gaps (Skinner et al., 2004), and can also be the result of an organizations inability or failure to protect its core skill competencies all everywhere long periods of time or during economic downturns (Melymuka, 2002).Critical skills loss is relevant to this book and is the focus of this chapter. Critical skills loss refers to the loss of skills that either cannot be replaced or require a prohibitively long time to reconstitute, (Sandborn and Prabhakar, 2015). In this object lesson reconstitution of the skills may require many years if possible at all. Critical skills loss is a special case of organizational forgetting, i.e., the loss of knowledge gained through learning-by-doing. Organizational forgetting can be ca employ by labor turnover, periods of inactivity, and/or failure of an organization to institutionalize tacit knowledge (Brsanko et al., 2010). Critical skills loss is a permanent and involuntary form of organizational forgetting that may be unr ecoverable. Critical skills loss (in the context of legacy trunk put up) is the result of long-term (20+ years) of workforce attrition where highly- ingenious workers retire without a sufficient number of younger workers to learn their skills and take their place.1 Critical skills loss is not necessarily the result of poor preparedness or lack of foresight (and although activity is light, it is not nonexistent) rather it is an inevitable outcome of the organizations dependence on a highly-specialized highly-critical skill set for which there is small, but non-zero, demand, (Sandborn and Prabhakar, 2015). It should be stressed that critical skills loss is a long-term phenomenon it occurs gradually over 20+ years, i.e., over the span of several generations of management coupled with mergers, acquisitions, and product line changes, critical skills often diffuse and eventually disappear.In the context of this book, the salient issue that defines workforce obsolescence for legacy m ission-, infrastructure-, and safety-critical outlines is critical skills loss.13.2 How Critical Skills Loss Impacts Systems and Where it Comes FromCritical skills loss is rarely a problem in high-volume low-skill manufacturing applications, e.g., assembly-line workers. For these applications, an divert workforce n primordial always exists or can be readily constructed through training programs. However, managing human skills obsolescence is becoming a significant problem for organizations tasked with supporting legacy systems. These support organizations need to be able to understand, forecast and manage a highly-specialized workforce with potentially irreplaceable skill sets.The system support and management challenges created by the loss of critical human skills have been reported in many industry sectors including healthcare (Waldman, 2004), thermonuclear power (Nuclear Workforce Planning, 2008), aerospace (Testimony of Elliot Pulham, 2002), and other enterprises(Leib old(a) and Voelpel, 2002). In the IT industry, the shortage of mainframe application programmers undergo in legacy applications is very problematic, (Goodridge and McGee, 2002) and (Hilson, 2001) in this case the necessary skills are no longer being taught because demand has dropped and younger workers interests are elsewhere. The loss of critical skills is about troublesome for organizations that must provide long-term support for legacy systems. For example, for defense systems, the loss of critical skills is potentially devastating Even a 1-year stay put in funding for CVN-76 aircraft carrier will result in the loss of critical skills which will take up to 5 years to reconstitute through untried hires and training. A longer delay could cause a permanent loss in the skills necessary to maintain our carrier force. (Congressional Record, 1994).The causes of critical skills loss include education and training declines (e.g., universities no longer educate engineers in the programming la nguages that are used in many legacy systems, (S fling, 2013) younger workers may perceive that sealed occupations are in decline, e.g., nuclear power (Nuclear Workforce Planning, 2008) and are therefore discouraged from entering them similarly younger workers may perceive certain occupations as not cutting-edge and therefore not enter them (Ahrens et al., 1995) (Adolph, 1996) younger workers may leave jobs supporting legacy systems to pursue other positions that appear to be to a greater extent lucrative and exciting ( mannequin 13-2 in Section 13.3.3 shows an exit age distribution for a legacy control system) the shrinkage of feeder occupations, e.g., historically the U.S. Navy has provided highly-skilled workers to the nuclear power industry (Nuclear Workforce Planning, 2008) older workers protecting their jobs by not passing knowledge along to younger workers, e.g., (Andolek, 2011) and fundamental differences between young and old workers regarding job perceptions (i.e., socia l and cultural influences) (Goodridge and McGee, 2002).13.3 Quantifying the Impact of Critical Skills LossCritical skills loss invasions the sustainment of mission-, infrastructure- and safety-critical systems. As the human capital that possesses the skills to support a system shrinks, the time that the system is down (non-operational) when the system requires support will increase. Downtime increases lead to increased business fall apart time, which results in a loss of revenue for manufacturing systems. Increases in downtime in the transportation, defense and service industries decreases system availability, which can lead to a loss of revenue, safety compromises, property damage, and loss of life (e.g., emergency vehicle unavailability).In this section, we briefly review the applicability of some existing manikins to quantifying the trespass of critical skills loss and then describe one border approach that estimates the financial impact of the problem.13.3.1 Existing Approa chesNearly all of the existing modeling and quantitative treatments address the problem of skills obsolescence, which is a different problem than the critical skills loss problem communicate in this chapter. Most skills obsolescence treatments assume that workers skills become outdated or are otherwise no longer useful, possibly as a result of mechanisation and other advances in technology. These works focus on the mitigation of skill decay in a workforce over time. The only existing work applicable to critical skills loss focuses on knowledge preservation, i.e., the capture of non-replenishable knowledge, (Joe and Yoong, 2004) (Hailey and Hailey). Some applicable work has also been done on retirement wave planning (Friel, 2002) however, this work focuses on head forecast rather than skill content.The modeling performed by Bohlander and Snell (2010) addresses a situation that is similar to critical skills loss, however, worker attrition and the be associated the unavailability of the workers is not considered. In Bordoloi (1999), a model for different skill level workers that enter and exit a company is developed the model takes into history the rate at which the company gains and loses workers. However, the model in(Bordoloi, 1999) does not estimate workers experience as a function of time and therefore does not determine the impact of critical skills loss on supporting systems. In the planning model developed by Huang et al.(2009) the goal is the determination of an ideal hiring rate using differing worker skill levels. While this model uses workforce simulation and determines the ideal hiring rate, the model does not take into account the costs incurred by the unavailability of workers.The basis for some workforce planning models is the physical sum of people employed, (Holt, 2011). However, the model developed by Holt, however, does not consider the aging of individual workers over time. There are models that have some applicability to critical skills loss in the sustentation workforce planning literature, e.g., (Koochaki et al., 2013) (Martorell et al., 2010) (Ait-Kaki, et al. 2011) and (Ahire et al., 2000). These models focus on optimizing fear scheduling and resource allocation. alimony policies have the goal of maximizing plant or process line availability plot con before long minimizing cost through the timely presence (and appropriate skill set) of guardianship workers. Koochaki et al., 2013) points out that maintenance workers are usually highly skilled and therefore difficult to recruit and that the efficient and effective use of a scarce maintenance workforce is very important. The model in (Koochaki et al., 2013) addresses the impact of limited maintenance workers (i.e., maintenance resource constraints) on the grouping of maintenance activities while comparing age-based backup man and condition-based maintenance (CBM). In (Ahire et al., 2000), the makespan (which is the total aloofness of the schedule) is minimi zed for a groups of preventive maintenance tasks constrained by workforce availability. Other text file treat the influence of CBM on maintenance scheduling and workforce planning, for examples look at (Koochaki et al., 2013) and the references contained therein. In general these references focus on the determination of the optimum size maintenance workforce.13.3.2 Modeling Human Skills LossA detailed model for the loss of non-replinishable maintenance resources has been developed in (Sandborn and Prabhakar, 2015) and (Sandborn and Williams, 2016). The technical development of the model is briefly summarized here, see (Sandborn and Prabhakar, 2015) and (Sandborn and Williams, 2016) for to a greater extent detail. The model uses historical workforce data to forecast the size and experience of the workforce jackpot as a function of time. The workforce experience family is then used to determine the cost of supporting (sustaining) a system as a function of time. The model was cre ated to address the questions what will todays skills pool look like in the future? and what impact will the future skills pool have on the organizations ability to continue to support the system?A key assumption in this model is that sufficient experience exists today to adequately support the system, and we wish to forecast the future workforce skills pools experience recounting to todays skills pool. The model has four primary inputs a current age distribution (fC), a hiring age distribution (fH), an exit age distribution (fL) and the hiring rate (H). take for granted a stationary analysis, the distribution of exit ages (fL) and the distribution of hiring ages (fH) and are constant. This does not mean that the same number of people are hired each year, but rather that the hired peoples ages are always distributed equivalently. The same assumption is made for fL. The distribution of current ages (fC) is used as an initial condition.To assess workforce pool size and experience ov er time, we must project the experience of the workers in the pool into the future. This projection starts with the initial conditions in the pool and accounts for age related loss and subsequent hiring. The level of experience within the skills pool changes over time and can be determined from 1) the novel hires added to the skills pool 2) the attrition (loss) rate of skilled workers and 3) the varying skill levels of the workers in the pool and how those skill levels (experience) increase as workers remain in the pool.The net frequency of people in the pool of age a during year i relative to year 0 is given by,(13-1)where, i is the number of years from the start of the analysis, a is age, and Hi is the fraction of new hires per year (fraction of the pool size at the start of the analysis period i = 0). The first term in the brackets in comparability 13-1 is the current workforce pool size (relative to year 0), the second term in the brackets in comparability 13-1 is the number of new hires (relative to year 0), and the multiplier accounts for the retention rate. Note, Equation 13-1 assumes that the hiring rate, Hi is the same for all ages, a.The initial condition for the model is that the fraction of people of age a relative to year 0 in year 0 is given by,. The cumulative net frequency of people in the skills pool, NNET, in year i is determined by summing Ni(a) over all the ages (y = youngest to r = retirement), (13-2) calculative the size of the workforce pool (head count) over time is necessary but not sufficient to capture an organizations future ability to support a system because workers have different levels of experience. Because of the varying experience, not all workers provide an equivalent level of value to the support of the system. In this model, experience is defined as the length of time that a worker has spent in a particular position. The cumulative experience in the workforce pool in year i, Ei, is work out using,(13-3)where, RE and IE map age to the experience measured in years (RE and IE are determined using a parametric model from actual data). Note, while experience has the units of time, Ei, which is used in this model, represents the cumulative experience relative to the initial condition.The time to perform maintenance in year i is found from the cumulative experience using,(13-4)where, is the time to perform a maintenance activity with a skills pool having E0 experience at i = 0. In Equation 13-4 the time demand to perform maintenance increases as experience decreases due to the following factors 1) less-experienced workers require more time to perform maintenance (learning curve effects), and/or 2) if the pool of workers capable of performing the needful maintenance task shrinks, appropriate workers may not be available at every site and may have to travel from a different location, which takes time.The most significant impact of the loss of critical human skills for legacy systems is the ability to pe rform system support (corrective maintenance) in a timely manner. Corrective maintenance costs consist of spare parts, labor, downtime, overhead, consumables/handling, and equipment/facilities. When a corrective maintenance event occurs, the cost of performing the required maintenance action is,(13-5)where is the fraction of the maintenance events of severity level j that result in a business interrupt, is the cost of replacement parts (if replacement parts are needed) in year i,is the cost of labor (per unit time) in year i (with appropriate overhead applied), and is the cost of business interrupt (per unit time) in year i. , and are assumed to be discounted using an appropriate discount rate.13.3.3 Example System Support Case StudyA detailed case memorise was previously published in (Sandborn and Prabhakar, 2015) and (Sandborn and Williams, 2016). In this section we only provide a a couple of(prenominal) highlights from that case study. The case study considered the support of a legacy control system for a chemical product manufacturing company (the system was originally developed and deployed in the 1970s) and has over 2000 instances (plants) installed and currently operating and supported worldwide. In this case, because the process line availability is very important, unscheduled downtime cannot be tolerated.The model overviewed in Section 13.3.2 requires three distribution inputs the current age distribution (fC), the distribution of hiring age (fH) and the distribution of exit age (fL). Two of these distribution inputs are readily available from organizations field data the hiring age (fH) and a current age distribution (fC), Figure 13-1. The current age distribution (in Figure 13-1b) has a mode of 55 years, which is very close to the early retirement age in the organization, thereby demonstrating the issue that this chapter is focused on.The exit age distribution (fL) shown in Figure 13-2 for this case study was synthesized using the distributions for fH(a) and fC(a) in Figure 13-1 along with the assumption of a stationary process. Figure 13-2 is a bathtub curve. It indicates that workers either exit early or exit late (but few exit between ages 45 and 60. The younger workers exit because they are changing jobs within the company. The company modeled in this case study, has had difficulty retaining young workers (engineers) to support the legacy system. The younger engineers have a tendency to relocate to other job opportunities within the company that they perceive as having better long-term life prospects. Above age 60 the workers are retiring. Figure 13-2 supports the critical skills loss observation made in Section 13.2 that younger workers leave legacy system support jobs (presumably for other positions).The number of workers (pool size) is shown in Figures 13-1 and 13-2, but the experience contained within the pool is not reflected in these distributions. To get from pool size to the workforce pool experience, the mapp ing from age to applicable experience is needed. The parameters for the mapping function in Equation 13-3 were generated from the years of experience (on the control system) and the years of service to the company.The net pool size (number of workers) over time as a fraction of the pool size in 2010, NNET, is shown in Figure 13-3a. Figure 13-3b shows the experience relative to 2010, and Figure 13-3c shows the average age of the workers in the pool. The results in Figure 13-3 assume no hiring, H = 0. Figures 13-3a and 13-3b indicate that although a 10% drop in head count occurs in the first 6 years, the experience remains approximately constant (existing workers are gaining enough on-the-job experience to offset the drop in head count). After 2016, the experience drops as the oldest and most experienced workers leave and are not being sufficiently replenished.Assuming that the lost skills are replenishable (they are not for the real company treated in this case study), we can estimat e what the future hiring rate, Hi, would have to be to preserve the initial level of experience, E0, in the skills pool. Equation 13-1 is used to determine the annual hiring rate, Hi, that is required to replenish the cumulative experience lost as a result of attrition and retirement. Figure 13-4 shows results for hiring rate, Hi, relative to the initial pool size P0as a function of the number of years from the start of the analysis.Figure 13-4 shows that no hiring is required in the first five years (we are not allowing hiring to drop below 0, a hiring rate below 0 would reflect a layoff situation). A hiring rate of over 6% is required commencement in 2017 for 9 years and then settles to 2-5% for all the years thereafter. When H is greater than zero in (4), the hiring rate is applied to the entire hiring age distribution, fH. The required hiring rate solved for in Figure 13-4 accounts for both the time required for new workers to learn the skills necessary to support the system an d the exit age distribution in Figure 13-1.Figure 13-5 shows the annual cost of supporting the legacy control system through year 2040 (all 2000+ instances of the system are costed here). The cost modeling is performed using a stochastic discrete-event simulator that samples time-to-failure distributions for the components of the control system to come up maintenance events (determining the maintenance event dates and the components that need replacement). Subsystem-specific (and severity category specific2) failure distributions are sampled to obtain failure dates for the system. At each maintenance event, maintenance resources are drawn and a cost is estimated using Equation 13-5. Most of the maintenance events do not result in business interrupt time because they only impact one of the two parallel control systems and = 0, however, a small fraction (the most severe events) result in dual control system failures where 0. The risk of dual failures and the resulting business int errupt is captured by the differing severity categories. The specific data associated with the system count, the subsystem/severity category reliabilities, and the cost of business interrupt time is proprietary to the customer and therefore not included here.For this case study, was determined to be 0.54, convey that when the number of people in the pool drops below 54% of the number that are in the pool initially (in 2010), the extra maintenance time penalisation (modeled by (15)) is applied.Figure 13-5 shows two support cost results. The results demonstrate that there is minimal effect of skills loss prior to 2030. In year 2028 existing liveliness buys of spares parts (hardware) start to run out resulting in the cost step between 2028 and 2030. We obtain the lower curve in Figure 13-5 when there is no skills loss, Ei/E0 = 1 for all i in Equation 13-4. In this case there is still an annual cost increase caused by part obsolescence that is extenuate via lifetime buys of parts (th ese buys commit significant capital to the pre-purchase of spare parts and long-term holding costs). The higher cost curve in Figure 13-5 is the case where no replenishment of lost skills is possible (H = 0), this is close to reality for the company considered in this case study.13.4 DiscussionWorkforce planning means ensuring that you have the castigate number of people, with the right skills sets, in the right jobs, at the right time. This chapter presents a model that enables workforce planning in cases where the workforce is non-replenishable. The model developed estimates both the number of skilled employees (workforce pool size) and the cumulative experience in the workforce pool. This information is used to determine the resources available to maintain a system as a function of time. Cumulative experience dictates the time (and the resultant cost) required for workers to perform the maintenance activities necessary to support the system. Because of the prohibitively large co st of legacy system replacement, these systems are rarely replaced unless a catastrophic failure occurs or their support costs become impractical. The model can potentially be used by companies to support the development of business cases for system replacement, see (Sandborn and Prabhakar, 2015).Numerous important assumptions were made in the development of the model. In the event presented here, we assume that years on the job is the only way workers can gain experience. We have not accounted for methods that could be used to accelerate the rate at which workers become more experienced, e.g., capturing older workers knowledge in knowledge bases 29,30 could accelerate experience. We have performed a discrete-time analysis because the input data that was available to us only exists annually. A continuous-time solution could also be developed, but one must be careful to match the model to the form of the input data.There are several verificatory consequences of the loss of critical skills that we have not addressed, and which would be challenging to quantify in terms of cost. The workers that are maintaining systems (particularly engineers) are likely to be performing other beneficial tasks in addition to corrective maintenance. Besides corrective maintenance, they may also perform preventative maintenance, projects intended to upgrade the reliability and/or military operation of the system, and knowledge transfer activities. As workforce resources decrease, it is reasonable to assume that all tasks, except corrective maintenance, would decrease. Even if sufficient resources remain available for corrective maintenance tasks, an inability to perform the other tasks that the engineers might do results in a loss of maintenance efficiency improvements, system reliability improvements that could decrease future maintenance requirements, and system performance. Further, if the job satisfaction amongst the engineers that are forced to only perform maintenance decre ases then their retention may be negatively impacted.There are other factors that may modify the case study presented herein. These factors include location (culture certainly impacts the likelihood that highly-skilled workers remain in system support jobs), gender, the product sector, etcetera These effects could be analyzed with the presented in this chapter model if sufficient data existed.1 For many types of legacy systems, 5 or more years of on-the-job experience may be required to become competent.2 The level of maintenance required (which dictates the maintenance resources required) and the degree of business interrupt associated with the maintenance event are governed by the severity categories. See From (Sandborn and Williams, 2016) for details.

Market share of banglalink

Market sh be of banglalink1.0 INTRODUCTION1.1 Origin of the ReportThis reputation is the accomplishment of the class assignment program as needed for the uttermost of the PGDBA TERM 2 course at College of Technology London.Project for the program was assigned by the institutions course teacher Carole Still1.2 object of the ReportObjective of this account statement is to give a general idea astir(predicate) the organization, business and operations of Banglalink, a expeditious telecommunication follow and to explore data about the grocery position, Marketing st yardgy and measures to improve the product and run of Banglalink. 1.3 Company Overview in BriefBanglalink was formed in 2005 by the Orascom Telecom Holding (OTH) under the registered hollo Banglalink. Before that it was c in alled Sheba Telecom Ltd. In February 10, 2005 the company changed its name to Banglalink, as a part of global think process. In Bangladesh Banglalink is a very devalued maturation telecommuni cation company. The major products and services of the company ar listed belowGeneral prepaidLadis first prepaidMisti KamalaUpper ClassProfessionalSME and SOHO Package collective post paid package.The company has customer c ar center in Dhaka and Chittagong. The corporate Head Office is located at 28, Gulshan, Land take up Tower, Gulshan Circle-2, Dhaka.Banglalink is a subsidiary of Orascom Telecom Holding (OTH) which is a trail mobile telecommunications company operating in nine emerging markets in the Middle East, Africa and siemens Asia. Established in 1998, the company has acquired nine operating licenses in this region. With nearly 520 million people and an average mobile telephony penetration of only 5% falling under these licenses, Orascom Telecom has positi id itself as a tether telecommunications conglomerate in the emerging markets of this region. The organization has managed to build an amazing subscriber lascivious of most 15 million in just a ill-considered span of six years by the end of 2005. 1.4 MethodologyBoth primary and utility(prenominal) sources of reading were used for this report. For the organization part secondary sources were the major source, whereas for the project part primary sources of data had used.Primary data were collected through individual(prenominal) interviews to target concourses, which include Banglalink employees, distributors and customers. Open ended, close ended, structured questionnaire were used for collecting information at different stages of the report for different groups. For example, interviews with employees for organization part include openended nonstructural questions, but for project part closeended structured questions were the majority. However, most of the questions were direct and nondisguised in nature.Stratified ergodic sampling method was used in the survey. Sample size was 75. Data analysis techniques used for the project part included graphical presentations, frequency distribution s, parting ranking, cross tabulations and normal distributions. Data was analyzed by MS Excel.1.5 General LimitationsResource ConstraintsEfforts have been made to accomplish the project according to the objectives. But as the look team consisted of only one member, therefore, it was difficult to c all over argonas in detail. Moreover, there was constraint of early(a) resources to a fault.Time LimitationThe type of study required a detail interview of customers and retailers. Difficulty was faced in getting access to this different group of people.Manpower LimitationsThis type of work requires extensive fieldwork. imputable to lack of adequate manpower it was very difficult to work with large sample. Efforts have been made to accomplish the project in accordance with its objectives. But as the research team it consisted of only one member, therefore, there were difficulties to cover more details. 1.6 Report PreviewThe report is divided into two different parts. First part of the r eport is the organization part, which allow give a general picture of the organization Banglalink as a whole, including the businesses it does. The other part is the project part, is assigned by the organization to fulfill the requirement of the internship as well as the need of the company. The topic is Analysis of Marketing Strategy, Market Sh are and Future Action jut of Banglalink. In this regard, four packages namely Ladis First, Misti Kamala, Upper Class and SOHO-SME were considered.VIEW OF BANGLALINK2.1 General InformationThe company aims to make a difference in the lives of the people. Its vision is to take care peoples needs trump and will create and deliver appropriate communication services to improve peoples life and make it easier. Their mission is, therefore, to reduce the total follow of ownership of buying and using a mobile pperfect. Moreover, to achieve this vision, the company has established some values that it tries to instill in its employees. They want th eir employees, and the company as a result, to be straight forward, reliable, innovative and, above all, passionate. As Sheba Telecom, the worst performing network operator in the patience, the company had only 30,000 subscribers. To dispel this image, OTH had re-branded Sheba as Banglalink in an attempt to give it a completely new image. Finally, they have successfully achieved their goal. With that kind of a reputation at its disposition, the Banglalink management has placed one of the highest priorities on improving its network. In this respect, they have installed state-of-the-art equipment from Siemens and Huawei and brought in over 1,000 people, including experts, from 15 countries around the world to set up the required infrastructure. The corpse took a record of four months (less than half the normal time) to build. In 2005 alone, Orascom plans to invest $120 million, earmarking close to a nonher $300 million for future investments. 2.2VisionBanglalink understands peoples needs best and will create and deliver appropriate communication services to improve peoples life and make it easier2.3 ValuesThey have the following four underlying organizational values.Straight ForwardReliableInnovativePassionate2.4.1MarketingThe Marketing team also consists of several teams, which includes PR discourses, VAS, Loyalty Retention and International Roaming. The teams all report to Omer Rashid, the Marketing Director. The Loyalty Retention team is responsible for the designing of the special dispatch-keyers launched from time to time in an attempt either to increase customer base or to increase ARPU. The VAS division is responsible for the continuously adding valuable services to provide a complete solution to existing customers, for example, for making convocation confabulateing ring tone/logo downloads possible. These two teams together are in charge of making the customers experience with our network more satisfying. PR Communication is responsible for designing and developing all promotional materials for the marketing of any new product/package and any other activities. They coordinate and work today with the advertising agency and other vendors. age other companies have an entire division for promotions and branding, at Banglalink this division, consisting of only a handful of people is responsible for this task. Although Banglalink does non have any International Roaming facility now, this team is working on developing the service soon for post-paid subscribers.2.4.2Human ResourcesAside from recruiting and training employees, the HR department is also responsible for disseminating internal communication to all users and in the process of developing compensation packages for its employees, such as medical insurance under the group plan, life insurance and running several activities such as the Vaccination Program for all.Training activities are continuously taking place to develop and hone the skills spotledge of the per sonnel, such as the English Language MS Project Courses for selected employees and conducting a GSM Orientation session for all employees, especially the Sales, Marketing Customer wish well Departments who have to deal with customers. 2.4.3Customer CareRumana Reza, the only female director in the organization, is the bearing of the Customer Care department. This too is segmented, consisting of the Customer Care division itself, and thus there is Care Line, Credit Management Unit and the Support Services Unit. They are responsible for handling customer queries and providing solutions to any problems faced by the subscribers. While the above departments are all located in the headquarters in Gulshan 2, the Customer Care people are divided between the head king and the Call Center (Star Tower) between Gulshan-1 and Gulshan-2. 2.4.4T BillingThe IT Billing department, as is evident from the name, is in charge of all the hardware, software and program requirement of the other depa rtments. They also generate the bills for the company subscribers (post-paid).2.4.5AdministrationApart from the Administration division, the department also consists of the Legal division and the Project Management Office. 2.4.6FinanceThe finance department is the largest department at the head office with an entire floor devoted to their needs. They consist of the Procurement Cash Management divisions among legion(predicate) others. 2.5 Strength, Weakness, Opportunity and Threats (SWOT) Analysis2.5.1 Strengths Huge capital investmentAs mentioned earlier, Orascom Telecom has great plans for Banglalink. Wherever OTH has gone, it has become the perseverance leader there or is on its way there. A possible explanation is that the organization kicks of its companies with a huge capital outlay to help get rid of or solve all the hitches. In 2005 alone, Orascom will invest $180 million, earmarking close to some other $300 million for future investments.Expertise As mentioned earlier, O TH had over 1000 people, including 15 experts, working on the infrastructure to get the company showtimeed in a record four months. These experts, with several years of experience in the telecom industry, now help in the day-to-day operation of the business.Tight operate over sales process Many people in the industry do not know the sales process, since its is dealt by their distributors and dealers. However, with the Direct Sales Booth, the people intricate know the sales process intimately and are responsible for achieving the sales target and project implementation, thus giving the company a strong control over the process.2.5.2 Weaknesses Network The greatest weakness of Banglalink and also the most widely criticized service is its network. While the reception is quite clear when the user is out of doors, one time inside, the reception breaks up. The worst part is the company has entered a market where the industry leader has been reigning supreme for years now and people ar e saltation to compare the leaders services with Banglalinks performance, even if it is fairly new to the market. People tend to forget that it had taken the leader more than three years since its start to provide its subscribers with a decent connection hence it is with Grameens present performance that Banglalink is compared and sure enough the latter does not fare well.Unorganized structure OTH bought off Sheba (Pvt.) Limited last September and immediately started changing the structure of the loosing concern. They are constantly recruiting people, adding/deleting levels to the organogram. Thus, the environment is constantly chaotic, with many people not knowing who to linkup or whom to report to and who is responsible for what. This takes away time and energy away from the selling activities.Inadequate human resources While many people drop off their CVs at the office on a regular basis, finding sufficient numbers of people, with the correct qualifications, has become hard to find. Hence, a handful of people are doing the work of many leading to back log of work.Bureaucracy The new management is trying to create a system where each individual is responsible and accountable for his duties. While it is a good idea, it has also created a bottleneck at the administrative financial level, where work gets stuck and stays stuck until all papers are properly signed and taken care of. 2.5.3 Opportunities Re-invent itself As mentioned earlier, the company created a strong buzz when it entered the market. Previously an unknown entity, many people now know of the existence of Orascom Telecom. They have done their studies and know that OTH stands for success. Thus, the people are ready to see Banglalink as a total different entity from its predecessor and are instinctive to give it another chance to re-invent its image in the market not an issue to be taken lightly by the company.2.5.4 Threats Price wars While in the true sense it had been Banglalink who started th is price war with its M2M package, it has created a series of price cuts that many cannot afford. After eight years of high call charges, Grameen has finally decrease its rates. BTTB has also entered this battle with Teletalk Bangladesh Limited. With free TT in advent and outgoing, this is sure to become popular once it gains access to other operators networks.3.0 INTRODUCTION OF PROJECT3.1 Background of the reportBangladesh has one of the lowest tele-density and the lowest telephone penetration rates in the world and even in the South Asia. According to the International Telecommunication substance (ITU) report, the telecommunication revenue as a percentage of the GDP is also low in Bangladesh compared to the other regional countries. Among the SAARC countries per 100 inhabitants Maldives has the highest tele-density while Bangladesh has the lowest. There are five telephone operators in Bangladesh at the moment. Among them one is Government owned telephone operator Bangladesh Te legraph and Telephone Board (BTTB) and the other four are privately owned companies namely Grameen Phone Ltd. Telecom Malaysia International Bangladesh (TMIB) Sheba Telecom Ltd and Pacific Bangladesh Telecom Ltd. (PBTL).Banglalink is a subsidiary of Orascom Telecom Holding (OTH) which is a leading mobile telecommunications company operating in nine emerging markets in the Middle East, Africa and South Asia. Established in 1998, the company has acquired nine operating licenses in this region. With nearly 520 million people and an average mobile telephony penetration of only 5% falling under these licenses, Orascom Telecom has positioned itself as a leading telecommunications conglomerate in the emerging markets of this region. The organization has managed to build an amazing subscriber base of around 15 million in just a short span of six years by the end of 2004. The present smudge of market dish out, marketing strategy and action plan of Banglalink is the basis of this study. 3.2 Problem accountThe problem statement of the research is, analysis of marketing strategy, market share, future prospect and action plan of banglalink3.3 Scope of the StudyThe research is limited at bottom the some selected product of Banglalink and it is confined in Dhaka city only. There are number of product of existing telecom operators having varied features. This study cover some fast moving products namely Ladies first, Misti Kamala, Upper Class and SOHO-SME packages of Banglalink. 3.4 Limitations of the StudyThe area of the research was too scattered to give conveniently for gathering information within the specified time of the internship. However efforts were made to limit the area of observation through sampling method and experience judgment. Target populations of the research were not enough experienceable to understand and explain the required information needed from them. The studies were carried out on four products namely ladies fast, upper class, orange sweated and ipack. The researcher screen background was not enough to amalgamate the whole strategy including all products.3.5 Exploratory ResearchTo formulate research objectives an extensive measure to unearth the real situation was under taken in the form of exploratory research. The secondary data analysis and the pilot survey i.e. the interviews with the company people, dealers, retailers and customers were the major types of exploratory research that were followed to reach the research objectives. This research is based on qualitative method. After formulating the problem statement, a detailed background study was conducted. This background survey helped to determine the detail objectives. 3.5.1 Checklist Keeping the problem statement in view and the preliminary research being an unstructured one, a number of questions in the form of checklist had been formulated. This checklist had been the main animate being for asking relevant questions to the primary data sources to formulate t he operational definition of the problem statement and precisely find out the area of study.Perception of customers about different operators of Bangladesh and the selected products of Banglalink were found from the checklist.3.5.2 Exploratory Research FindingsFrom of exploratory research the following points were discoveredBanglalink made a huge splash in the Bangladesh mobile industry on February 12, 2005. Banglalink made the mobile service affordable to the general people at a cost of only Tk 3400, which is the lowest in the market.About 12% of the market share is occcupied by the Banglalink.Presently, Banglalink is selling SIM at a price of Tk. 132 only, which is the lowest in the industry.The Banglalink connections also allow subscribers 125% credit limit where all other counterparts allow only 100%. It means that a client can talk upto 125% of his deposit in case of postpaid connection.55% of the customers expressed that strength of network is the prime factor for choosing a p articualr mobile operators among the existing competitors.About 78% of present customer were satisfied with the service of Banglalink. Higherst stisfaction rate found among the GP subscribers.More than 30% of the total customers willing to switch Banglalink from other mobile operators.About 10% of the customers expressed that there is an assoiation between high sales and lower call charge of Banglalink.3.3 Research ObjectivesAfter considering all the relevant aspects research objectives are formulated as underBroad ObjectiveBroad objective of the present study is to have an idea about the marketing strategy of mobile telecommunication industry of Bangladesh to survive in the militant world, especially in the case of Banglalink.Specific ObjectivesSpecific objectives of the study are as followsTo explore the market share and position of Banglalink in the mobile industry of Bangladesh.To explore the business level marketing strategy of Banglalink.To assess the perception of customers toward the product of services of Banglalink.To explore the strength and weakness of Banglalink in comparison of other mobile operators.To explore the growth potentiality of BanglalinkTo explore the future action plan of Banglalink to be the market leader in the telecommunication industry.3.7 Literature studyReview of related literature in any research is a necessity in the sense that it provides an opportunity for reviewing the stock of knowledge and information to the proposed research. These knowledge and information give a guideline in designing the future research problem and validating the new findings. With this end in view, literature and research works in line with the present study, were searched in the relevant libraries, research institutes, offices and websites (internet).attractive packages to the customers. A significant change has been taken place in the mobile telecommunication sector after launching the Banglalink in the industry. At this moment, all operators are trying to keep their products at the top position. Present study will help to identify the strategic competitiveness and pitfalls of Banglalink and to find out the new horizon to be the market leader in the industry.4.0 RECOMMENDATIONS AND PROPOSALS4.2 RecommendationsIt was found that few operators in the market are trying to meet the growing demand of the city dwellers need for communication. For the high demand of the mobile phone there are many unmeet demand are waiting to acquire. Banglalink has to run to meet those demand of customers by providing the product and services at a affordable and minimal price.People are gradually becoming informed about the value of information and understand the fact that timely access to the right information slants the balance of market information in their favor. Governments of developing countries in general and Bangladesh in particular, have to address this issue of increased basic telecommunication connectivity to keep its population in the fast track of economy. Finally researcher has suggested (Proposed) few points to make telecommunication industry healthyIt is better to Promote competition and investment by private firms. The company has to ensure access to advanced services in rural and high-cost areas. It has to ensure access to advanced services for schools and libraries also. Provide and promote education of what telecommunications and information services can do and how to use them. Banglalink has a threat of price war from its competitors. In fact, mobile telecommunication industry has tremendous competition. All operators are coming up with different attractive products and services. So, it has to consider the following point to be a market leader in futureStrengthening the network system. fatten out the coverage as soon as possible.Launch less product rather than multiple products at tie.Add value to particular product.Reduce the call charge.Tariff should be user-friendly and comprehensive.Billing system s hould be improved.Improve the standard of advertisement.Advertisement should be more appealing.Spend money wisely to sully the cost which leads to maximize the profit.4.3 ConclusionWith respect to the identification of the market position of Banglalink from the above study it can conclude that Banglalink possesses about 12% of the market share in the telecommunication industry. It was found from the study that 37% GP subscribers want to change because of call charge, 24% GP subscribers want to change for TT connection, 13% GP subscribers want to change for product features. 37% Aktel subscribers reason to change is network coverage, 26% respondents change for call charge, 21% respondents change for product features and recumb respondents changes for TT, billing system etc. A large number of CityCell subscribers like 61% subscribers want to change for network coverage, 22% CityCell subscribers change for call charge, relievo for other reasons. 71% Banglalink subscribers reason to change is network coverage, 8% Banglalink subscribers change for call chargesBibliographyBooks Malhotra, Naresh K. Marketing Reseach, 5th Edition, Prentice-hall of India common soldier Limited, New Delhi, 2000Kotler PhilipChase, Marketing Management, Millennium Edition, Prentice-hall of India Private Limited, New Delhi, 2000Lesikar, Ramond V. Flatley, Marie E. Basic Business Communication Skills for Empowering the Internet Generation, 10th Edition. New York McGraw-Hill Irwin, 2006-2007.Fred R. David. Strategic Management, 10th Edition, Prentice Hall of India (PHI)Internet Resourceswww.banglalink.com