Teletron, Inc is a provider of telecommunications expense management services for corporate telecommunications users. Teletron was looking to grow their business from about 10 million dollars in sales to about 100 million in 1999. They were looking to provide this in making use of the information technology realm. Timothy Lybrook is the CEO of Teletron and is being propositioned to develop a new Virtual Analyzer software package. This proposition is being made by Robert Jonas, director of information technology at Teletron and Dennis Kirin, vice president of client services at Teletron. There are many bennifits and risks to this new system and each must be carefully reviewed before coming to a decision on what to do.
In 1999, there were around 6000 telecommunications providers in the United States. Only 45 companies accounted for approximately 95% of the dollar value of the telecommunications service provider. Surveys revealed that many companies were dissatisfied with the providers billing practices. Many errors were being found that led to lost revenue and costly charges to the company. Telecommunications spending was forecasted to grow to 175 billion in the year 2000 and continue to expand to 350 million by 2005. With this outlook of potential revenue in this workspace, Teletron sees an opportunity in the area of providing services to handle billings of telecommunications services. This is what Teletron did throughout the early 1990's. Teletron targeted customers in the United States that spent between 10,000 and 500,000 per month on telecommunications services. They made money by charging the company 50% of the saving that they were credited back. They did not charge the company money if there was no discrepancy found in...
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...til at least year 2002, which will be a year after release. They will need to spend over 9 million dollars for this system.
In conclusion, the benefits of the system implementation are vastly distant. This does not mean, however that a decision to drop the project should be made. As the projected revenue for 2006 is targeted at 108,368 million, this signifies that the investment will be paid off in the long term. This will be in 5 years from the time of release. As the market is favoring Teletron here because they can capture much of the market share, I believe that it would be a wise decision to approve the system and immediately begin on the implementation of the system. Much of the business can still function during the development phases for the software application. This will mainly be the consulting services performing the similar services as it always did.
Verizon Wireless cellular service is inelastic because the products and services it offers makes them the dominant leader in the wireless industry; therefore, a 10% change in calling plan prices (monthly access fees) would not affect the quantity demanded. Verizon Wireless can depend on this inelasticity in their pricing model because of the strength of its brand and the wealth of products and services it offers. Verizon Wireless' competitive advantage comes from its ultra-low churn rate (the percentage of customers who disconnect their service is less than one percent of its 60 million customer base). This indicator suggests that customers are satisfied with the service Verizon Wireless offers and a slight price increase probably would not drive its customers to the competition. This data also suggests that customers probably stay with Verizon Wireless because of its continued expansion of new technologies and services such as its all-digital nationwide CDMA network, EVDO' or its advanced data network (used to wireless send and receive email and other data almost anywhere in the US), and VoIP (Voice over Internet Protocol) that they use for their Push to Talk products. Verizon Wireless markets to a nearly all demographics nationwide and most of its services are offered in the smaller rural markets as a direct result of the one billion dollars per quarter it spends on improving its network as well as acquiring smaller wireless networks to make their nationwide network stronger and larger.
For much of its century long history, Nucor Corporation and its predecessors displayed turbulent performance. Several attempts at strategic and leadership realignment proved unsuccessful, and in 1965, the company faced insolvency. Since that time, however, the company has rallied around its steel operations to become the largest steel producer in the United States, with $4.3 billion in net annual sales. This case examines Nucor's development from an unprofitable conglomerate to a highly efficient enterprise. Specific focus on the evolution of the activity system underlying the organization lays the groundwork for systematic analysis of why some companies succeed while others fail.
As the largest telecommunication company in the United States, Verizon sells the superiority of its network as the number one competitive advantage. However, over the course of a decade the telecommunication industry changed and having the best network was simply not enough to stay relevant. Telecommunication is an expensive business. “The financial challenges of keeping up with rapid technological change and depreciation can be monumental” (Investopedia, 2015). The Porter’s 5 Force Analysis of the telecommunication industry revealed that the availability of substitutions are high. This drives increase competition in the industry. Furthermore, deregulation has helped to increase new entrants.
The cost to set up the system (hardware, software, setup, maintaining, training, IT support and updates to the system) are extremely high. With this in mind, a small doctors’ practice cannot afford to pay for the complete system.
Based on the project timeline these deliverables are to be completed and submitted within substantial amount of time which is twelve weeks or three months. Once the deliverables are in place, the next milestone is the procurement of the system and it will take more or less two months from order to installation and testing. This is the longest activity of the project where we focus on training and orientation to ensure that the user of the program is well equipped and trained to align with our objectives which are to efficiently process and get reimbursement within 15 days. I believe this is the strongest marketing strategy we can convince our
In the 1990s, the telecommunications market was rapidly changing with the addition of new entrants from a competition standpoint that were forcing WorldCom to decrease prices. Long term leases for
The telecommunications industry is of vital importance to the development of the information-based economy. AT&T need to supply access to cost efficient, timely and innovative telecommunications services.
...takes to set up information in the system. The level of understanding would improve through partaking or getting involved and henceforth could be adapted easily. All the bits and pieces of the project would rapidly increase or grow as per the workflow process. At the end, the overall CPOE system should be able to compare the manual method with the new electronic system and tell which is best and accurate to use and also tell how much time and money will be saved when using either system. At the end of the project the team should be able to come together and discuss whether or not the project met all of the company’s needs such as if it is reliable, efficient, safe and secure and also does it save time and money. Then, if the system has more advantages than disadvantages and it is worth all of the team’s time and effort it would be best to continue with the project.
As we continue into the twenty-first century, one has to consider the importance of technology and its ever-growing influence in today’s world. Technology has allowed us to eliminate the physical boundaries of geography and create a space where data can be relayed throughout the world in a blink of an eye. In other words, communication has become part of a daily necessity. The use of cellular phones has grown exponentially since it was first made available to the public in 1984, when they were still large, bulky, and expensive. Today, almost everywhere you go, everybody has a cell phone. Sizes, shapes, and features vary, but they grow smaller and faster every year. It is not just the technology of phones that one must analyze, but the mobile service that is provided as well. In the United States, we have three major existing wireless service providers: AT&T Wireless, Verizon Wireless, Sprint, and T-Mobile. These carriers sell their service along with phones that are manufactured by Motorola, LG, Nokia, Blackberry, Apple, Samsung, and many more. We will focus on Verizon Wireless and how they utilize technology. We will also address the role of management, real estate, and future endeavors that lie ahead.
The Board of Directors unanimously voted for the immediate construction of a new state of the art facility to meet the increased demands. Unfortunately, the construction of the new facility will take three years to be completed. Jim Elliot recognizes this gap and believes that the three year gap will be too long and suggests developing short range solution while the facility is under construction.
Companies are now turning to this business strategy supported by information technology. These customer service programs are designed to assist in a company’s business operations. Companies like Siebel, E.piphany, Oracle, Broadvision, Net Perceptions, Kana and others have designed products that do everything from track customer behavior on the Web to predicting their future moves to sending direct e-mail communications. Customer Relationship Management can improve: Contact and account management, sales, marketing and fulfillment, customer service and support, and retention and loyalty. The part that deals specifically with the needs of the cust...
Telecommunications gained mainstream attention in the early 90’s; however the initial key market was business men and women, who used their phones whilst being on the move and so allowing them to communicate with their companies with ease. Though in the modern era, telecommunication went through segmentation in the market trends, and now in this day and age it would be difficult to find someone who does not own some form of mobile technology. Many phone providers battle to provide the best service for their customers (Figure 1).
As discussed, this project and its requirements highlight areas where future work/improvements can be made to increase the project and the outcome. The timeframe put on this project is something which can be changed to deliver a full implementation rather than “vanilla functionality” which would later need to be modified. Another factor to consider delivering a full implementation would be the capital investment which is used for this project as this needs to be topped
They are facing a severe capital expenditure problem. They couldn’t run new software on the equipment they purchased 2 years ago and it is no longer useful. They require a reliable, predictable usage – linked cost structure. They want to buy fewer boxes but get maximum capacity and coverage to stay competitive.
One main apprehension that they have against Information System is the high investment cost. In addition to this there is the high maintenance and upgrade costs associated with the deployment of new IT systems. In fact they prefer to outsource the heavy IT department expenditures to other companies having IT as their core activities. In return they expected to receive a full solution pack to meet their requirements and they are ready to pay these IT services as an operating cost. At the same time the risks associated with IS are being shifted to the other