Maxis Communications Maxis Communications Berhad (Maxis) is a mobile focused telecom service provider with fixed line and IDD businesses to support its wireless operations. It is the number one cellular service provider in Malaysia by quality and quantity of subscribers as well as profitability. The major part of my research on Maxis will focus on its mobile division because this currently comprises the bulk (over 90% of the total revenue) of the company's operations. The company is well placed within an expanding and stable Malaysian telecommunication market, which should support continued fundamental expansion off an already impressive base. Given what Maxis has already achieved, the company will likely remain one of the foremost Southeast Asian operators. MAXIS, KING OF THE RINGTONES INTRODUCTION This paper reviews the performance of Maxis Communications Berhad (Maxis), a mobile focused telecom service provider with fixed line and IDD business to support its wireless operations. It is the number one cellular service provider in Malaysia by quality and quantity of subscribers as well as profitability. The major part of my research on maxis will focus on its mobile division because this currently comprises the bulk of the company's operations (over 90% of total revenue). The review period covers 5 years from 1998 to 2002. I have organised this paper into three sections to provide a better understanding of Maxis's survival and its competitive edge in the telecommunication market. The first section explains Michael Potter's theory on Competitive Strategy. As for the second section, I will analysis the telecommu... ... middle of paper ... ...Wiley & Sons, Canada, Chapters12 & 13. Ghemawat, P., (2001), Strategy and the Business Landscape, Prentice Hall, New Jersey. Maxis Communication Berhad., (2002), 'Prospectus on Initial Public Offering of Ordinary Shares' retrieved from http://www.maxis.com.my Maxis Communication Berhad., (2002), Annual Report for Financial Year Ending 13 December 2003, retrieved from http://www.maxis.com.my McConnell, C.R. & Brue, S.L. (1999), Economics, 14th edition, Irwin/McGraw-Hill, Chapters 25 & 26. McTaggart, D., Findlay, F. & Parkin., (2003), Economic, 4th edition, Addison Wesley, Chapters 11 to 13. Porter, M.E., (1980), Competitive Strategy, New, The Free Press, N.Y. Shrikant, (2003), 'World's First & largest Wireless Broadband Alliance', In Starhub, 20 March 2003, retrieved from http://www.starhub.net.sg.
It’s the day before Valentine’s Day, you are eagerly waiting to get home to your significant other so you can celebrate the day of love, and you load your flight and hit the runway to take off. However, you sit on the runway for six hours waiting only to find out that you cannot leave. This was the tragic realization for many passengers who choose to fly with JetBlue on February 13, 2008 (Hanna). On that day, only 17 of the 156 flights scheduled left the airport (Hanna). More and more flights were canceled over the course of a week, leading to 1,096 flights in all and more than 130,000 angry customers (Smith). Finally, on February 20th flights resumed as usual but as you can imagine there were a lot of unhappy customers to deal with (Hanna).
JetBlue Airways entered the market in 2000 from a position of financial strength, leadership capability and several rare advantage points uncommon to others in the industry: 1) David Neeleman, the founder, had several years of industry experience as a result of having successfully launched and sold an airline (Morris Air), bringing both explicit and tacit knowledge into the his new venture; 2) Neeleman was afforded the opportunity to work directly with his idol, Herb Kelleher, at Southwest Airlines (the king of the low-cost leaders) after Southwest purchased Morris Air from Neeleman; and 3) Substantial financial support from venture capitalists who had funded Neeleman's previous ventures and were more than willing to support and capitalize on his idea for a new low-cost passenger airline.
The Internet, by making free and non-free online distribution of music, has profoundly affected how business is conducted in the record industry in terms of distribution channels, copyright and the economic structure of the major players in the global market. Initially, the Internet was viewed as an opportunity by some of the major players as a new channel of promotion. However, after the existence of Napster and few others, the majority considered it as threat because of the increase in the free file sharing. Consequently, for the Internet to be an opportunity for the major players, they had to adopt new business model in terms of distribution for online customers while keeping their conventional distribution channels. Early response to this threat was searching for technological solution in order to prevent piracy, going to court to sue for copyright infringement, the five major players and others offered their own authorized online distribution joint venture, all in attempt to keep their power in the market.
Effective competition is widely seen as a key to the development of telecommunications services. The ability of new telecommunications networks to interconnect fairly and efficiently with existing networks is critical to the development of competition. AT&T has undergone numerous changes since its inception in the late 19th century. The McKinsey 7 S framework as applied by Pascale is recommended to manage the changes they are facing to adopt a greater competitive presence in the global economy. In conjunction with this framework, numerous other models were applied to analyse the global competitive position of AT&T. Recommendations for a revised strategy and direction for AT&T have been made throughout this document including two scenarios of how the telecommunications industry might develop towards 2000, while outlining the impact on AT&T.
Thompson, Arthur, John Gamble, John Gamble, A. III, and Alonzo Strickland. Strategy. McGraw-Hill/Irwin, 2005. 299. Print.
Among the larger expenses of household maintenance, homeowners face replacing the roof and attempting to locate a trustworthy competent roofing company. Asking friends, neighbors, and coworkers are a good place to start for referrals or horror stories. However, they lack the qualifications to answer the legal questions involved. The following serves as a checklist of answers to obtain when scouting reliable roofing company.
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).
Porter, M. E., 1999. The Five Forces that Shape Competitive Strategy. Harvard business review, p. 80.
How many people really do dream? Everyone dreams, whether the dream is remembered or not. Throughout the night, there are many stages of sleep that everyone goes through. These stages include light sleep, deep sleep, and dream sleep. Nightmares are also considered dreams, just caused by different emotions. Scientists also have many electrical appliances and have done many tests to study dreams.
BinOptics Corporation is a privately held high tech start up company located in Cornell’s Business and Technology Park in Ithaca, NY. BinOptics, the company, was based on key technological inventions made at Cornell University. CEO and co-founder, Alex Behfar, worked on the proprietary technology under Professor Valentine during his student tenure at Cornell, while earning his PhD in Electrical Engineering. In November 2000 CEO, Alex Behfar and President, Darius Forghani founded BinOptics. BinOptics received its first round of venture capital funding in January 2001 for an undisclosed amount. Currently, BinOptics houses over twenty employees and they hope to grow to forty by the end of the fiscal year. BinOptics is now in its fourth year of operation and will amassed $2 million in annual revenue. So what does BinOptics produce?
Russel Y., Topper S., Akerman L., Oliveira J., Strydom Z.; 2013; Studying Business NSC Business Studies Grade 12; 2013 Edition; Paardekraal; Excom Publishers; 26/05/2014
Nokia, the leader of mobile phone manufacturers, has a successful strategy in the emerging markets. According to the case study, Nokia has been extremely successful in the past 15 years. They had the longest and the most complex supply chain, held almost 40 percent
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 25-40.
In 1990, Nokia Mobile Phones (NMP) was the smallest of the five business divisions of Nokia, with annual sales of $500 million and 3,051 employees. Jorma Olilla, the new president of NMP, in the same year led the division to become the world's second largest manufacturer of mobile telephones after Motorola in just a year and half later. Motorola and NEC, the close third competitor, were the dominant players with a combined 33 percent global market share, compared with NMP's share of 13 percent. During this period, the main customers of mobile phones were business users who could afford the high prices. The everyday consumers were not overly attracted by these high prices and limited functional phones. Despite these limitations, the cellular market was growing rapidly, which brought more Asian producers into the competition. To make the matter worse, there was much proprietary technology and equipment required for analog standards around the globe. The emergence of digital technology provided a hope for a uniform communication standard. As a result, NMP had to make a difficult decision regarding which technology to commit significant resources to.
In this following report I will discuss the phone industry and analysed it in great detail. I will analysis the market structure and try and understand why the mobile industry falls to heavily oligopoly structure. I will highlight all the structures, however I will discuss in detail how, for example Vodafone can be incorporated in the porter’s five forces method to show how the mobile industry has devolved over the years and to understand if consumers are driven by the actual technology of the phone but if it driven more by style.