Analysis of the telecommunications industry in China

Analysis of the telecommunications industry in China Vodafone is a London-based major telecommunication firm employing over 84,000 employees worldwide as of 2010. They are in more than 20 countries and have partnership in another 40 more for total revenue in 2010 of  £44 billion.  [1]  There focus is on RD and license management which make Vodafone a leader in new technology and product development. With this reputation, a lot of local companies can be interested in partnership with Vodafone in order to gain a technological boost which can help them overtake on the local competition. In 2000, Vodafone added CMHK (China Mobile Hong Kong) to his partner list by buying 2.19% of the company shares at a price of $2.5 billion. Two years later a second purchase of $750 million increased their share to 3.2%. By creating this partnership, Vodafone gained access to over 477 million subscribers in Hong Kong and China. From CMHK side, the alliance with the British firm set the table for a technological innovation campaign. The first remarkable output of this collaboration was JIL (Joint Innovation Lab), with the goal of accelerating the innovation process.  [2]   China and the WTO -How has Chinas entry into the WTO affected Vodafones development in China and Hong Kong? -How has it affected foreign telecommunications in general? C:UsersMYDocuments2011-1à ­Ã¢â‚¬ ¢Ã¢â€ž ¢Ãƒ ªÃ‚ ¸Ã‚ °Ãƒ ªÃ‚ µÃ‚ ­Ãƒ ¬Ã‚  Ã…“à ªÃ‚ ²Ã‚ ½Ãƒ ¬Ã‹Å" Ãƒ «Ã‚ ¡Ã‚  china telecom statistics.jpg After almost 15 years of negotiation, China joined WTO as of 11 December 2001. Before the adhesion, Chinas policy protected the national emerging telecom industries  [3]  while allowing only foreign equipment vendors to invest in Chinas economy.  [4]  The new contract gave entry to foreign investment for up to 49% of one of the local companys share in the 17 largest cities in China.  [5]   As well as other markets, Chinas telecommunication market is expected to grow very rapidly especially if open to foreign service suppliers. The whole market generated over $130 billion in 2010 and is expected to grow by an average rate of 8.8% in for the next five years. Thus overtaking Japan and becoming the leader in the Asian market.  [6]  For foreign investors, those odds were quite attracting. The Reality -Why has Vodafone still held a minority stake in CMHK? -What factors do you think have inhibited Vodafones investment in the Chinese telecommunications market? Still, even after the entry in the WTO, Chinas telecommunication market stayed under the large influence of the Ministry of Information Industry (MII). The maximum level of stake ownership was set up to 49% under WTO agreement but no foreign telecommunication companies got close to that number. Vodafone, for example, was planning to increase its share up to 20% by 2005; in 2009 the 3.2% was still the reality. The main problem in the Chinese market is a multitude of complex and multi-layered political, economic and cultural factors.  [7]  China is still operated with ancient art of Guanxi (network of contacts)  [8]  and MII is considered to be both regulator and party in Chinese telecommunication market. So even if the contract allows some expansion for foreign companies, the huge bureaucracy makes investing in China a long and laborious process. China Unicom and SK Telecom -What has China Unicom done in its attempt to remain competitive? What are the advantages and challenges of such a strategy, and how effective do you think it will be? In 2006, a few years after the entry of Vodafone in the Chinese market, SK Telecom of South Korea invested $1 billion in China Unicom. In total the South Korean firm received about 7% of the company shares in return of this investment. The great advantage for the Chinese giant was a possibility for a technological advancement. The two firms would now work together on handset development and IP sharing. China Unicom could then have a glance at foreign technology, just like their main competitor did 6 years ago with Vodafone. For SK Telecom, the transaction was also a great advancement. It allowed them to gain entry in the protected Chinese market and escape the South Korean saturated market. On the other hand, as part of the contract, China Telecom had to accept SK Telecom as the sole partner until the end of 2007.  [9]  In technology business, one year and a half tied to only one partner could hold you backward. Another foreign company could release a great new technological advancement and it would be impossible for China Unicom to get their hands on it. The Third Giant: China Telecom -What actions do you think China Telecom should take, given the competitive position of the CMHK-Vodafone and China Unicom-SK Telecom partnership? The telecommunication market in China has been quite homogeneous so far. Looking for foreign partnership could be a way to get a hand on advanced technology or management system that would give the firm a competitive advantage over their competitors, especially since the two other leading companies already stepped forward by accepting foreign investment. With that in mind, China Telecom should get into a serious search for a foreign partner in order to keep up with the competition. But what if those foreign partnerships were not as successful as planned? In fact, in September 2010, Vodafone sold their 3.2% stakes in China Mobile, pocketing $6.5 billion which is nearly twice the original investment4. After the sale, CMHK and Vodafone will continue to cooperate in areas such as roaming, network roadmap development, multinational customers, and green technology and so on  [10]  . Vodafone left with a profit and the alliance stayed but most of the cooperation died in the separation process. What about China Unicom and SK Telecom? Well in November 2009, the Korean firm sold the whole 3.8% stake of China Unicom to unknown buyer(s). SKT also earned more than 50% of their initial investment but abandoned their business plans in China. China Unicom dropped CDMA business, which was SKTs main strength, and absorbed China Netcoms GSM part and decided to focus on GSM. However, SKT is continuing cooperation in technology and conversion service area.  [11]   Accepting foreign investment is not a definite key to success. As said before, China used to be a quite closed and homogeneous market, so as the customers. Outsiders may have a hard time to understand how to conduct business in China and how to understand the needs of its people. In brief, the most important is for the host company to analyze how foreign firm could help them in their actual market and if the fusion can be done efficiently. Surely in a few years there will be a lot of success story in the telecommunication firm in China, but for now China Telecom is better not to jump on the first offering.

Bio of Jonathan Swift :: essays papers

Bio of Jonathan Swift Jonathan Swift was born in Dublin on November 30, 1667. His father had died before his birth, and soon after he was born, his mother returned to Leicestershire. He was left in the care of his three uncles, particularly his Uncle Godwin. It is believed that this situation, along with his unstable homelife, led to a sense of insecurity and abandonment that he carried with him for the rest of his life. At age 6, he was sent to the best school in Ireland, the Kilkenny School. Then at age 15 he entered Trinity College, located in Dublin. He did not pay much attention to his studies, and in 1686 he received his degree speciali grata (by special favor). He continued studies at Trinity in hopes of gaining an advanced degree, but because of political unrest he was forced to move to England in 1689. In England, he worked as a secretary to Sir William Temple at Moor Park, Surrey. Swift worked with Temple, a diplomat and writer who was preparing his memoirs, for the next 10 years. It was here that he met Esther Johnson, the love of his life, whom he nicknamed Stella. Simultaneously, he attended Oxford where he receive his M.A. in 1692. He wished to enter politics but settled instead for the church, in which he was ordained in 1694. In January of 1695 he was ordained priest , Prebend of Kilroot. In 1697 he wrote The Battle of the Books, which was later published in 1704. In the later 1690’s he wrote The Tale of the Tub, his first published work. When Temple died in 1699, Swift went back to England as chaplain to the Earl of Berkely. In 1700, he became one of the canons of St. Patrick’s Cathedral and wrote articles and letters for the English Whigs. In 1702 he moved back to England in hope of political appointment, and it was here that he published A Tale of the Tub. It was a satire on corruption in religion and learning. Battle of the Books was a mock heroic satire. The dazzling irony of these works earned him notoriety but no appointment. The Bickerstaff Papers (1707-09), some of which first appeared in Richard Steele’s Tatler, a newspaper to which Swift often contributed, demolished the pretensions of John Partridge, a popular astrologer.

Diseconomies of Scale Essay

Diseconomies of scale occur when a firm increases its output and the cost of the long run production of this output also increases. Diseconomies of scale occur when a firm is very big to bring about coordination problems and increasing input costs. This occurs because of two main reasons: coordination problems and the increasing input costs. Coordination problems can be broken down to several issues. And this problem is usually due to the number of employees in a firm. One of the issues with coordination is communication.Upon increasing the number of employees in a firm for the purpose of increasing output, the channels for communication (i.e. telephone lines, cost of having internet connection for further information dissemination, etc) also increases. This is so since ratio of the number of employees and the communication channels is not 1:1. This means an increase in cost. So in the long run, having more people becomes not viable already since it now causes coordination problem th rough communication cost, thus increasing in production cost in general. Another issue with having a lot of people in a firm is that the firm’s response time becomes slower. This can also be connected to the communication problem that I discussed above.This is so since, having a lot of people implies the need for bureaucracy. With bureaucracy, come standard operating procedures, policies to be followed, roles and division of responsibilities, and hierarchies. Consider a policy which reduces the company’s daily cost from 1000USD to 500USD. Before it can be approved, it has to go through a lot, thus causing a slower response time for a very urgent need. Because of the bureaucracy that is needed for coordinating a large number of people, the longer the delay of approving this policy; and the longer the company delays producing twice the output for the same input cost.Increasing input costs can also be broken down to several issues. One issue with the increasing input cost s is that when the firm gets so big, one department might be working with the same projects as with other departments. This means that the firm is producing or profiting from a single project and is paying for twice the number of employees who can actually finish the job. Another issue with increasing input costs is that having a lot of people to do the job needs managers to coordinate them.Having more managers means paying more for employees who does not actually contribute to the production and is only there to supervise the people. So let’s say that there are five employees, paid 10USD, that need one manager, paid 20USD, to supervise them. The manager is getting 28. 6% of the over-all salary, but the company which pays for 70USD over all is only producing 83. 3% since only 5 out of 6 people are actually working. So, having a lot of people means getting a lot of managers which leaves lesser people who actually does the production.

Contrasting models of disability Essay - 913 Words

ETMA 01 The two resources which I have chosen I feel reflect some of the contrasting models of disability which we have looked at in Units 1-4 of the course materials (E214, The Open University, 2010). The first resource comes from the National Autistic Society’s website and the second comes from the national newspaper The Guardian. The first resource (Appendix A) is an information page entitled ‘What is Asperger Syndrome’ and particularly focusses on the medical/deficit model of disability, a model which involves identifying symptoms, diagnosing a disease or a deficit and prescribing appropriate treatment (E214, Unit 2, p. 47). This resource is aimed at people who have been diagnosed with Asperger Syndrome, for parents whose†¦show more content†¦A label can have an effect on the way we perceive people and how they perceive themselves. Nevertheless, many parents may find that by receiving a label such as Asperger Syndrome it can help to alleviate any guilt they might have had if they think their child’s condition is caused by something they might have done, it can also mean that their child now has access to extra help and support at school. This illustrates how complex the issue of labelling children can be. The second resource (Appendix B) is an interview from 2011 by Ermine San er on Cerrie Burnell, a presenter on the BBC children’s channel Cbeebies and focuses strongly on the affirmation model of disability, with Cerrie’s positive and self-assured attitude coming across throughout the interview, this stance is in complete contrast to the medical model as seen in Appendix A. It also touches on the social and tragedy models of disability. Cerrie, who was born with her lower right arm missing, explains in the interview how she wants to raise awareness of disability in a positive way (Appendix B). 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