Analysis of the Somalian telecommunication industry

Analysis of the Somalian telecommunication industry Telecommunication industry of Somalia is a rapid evolution of technology in Somalia and people access to it comes as several telecommunication companies here jockey for customers amid the absence of strong government-regulated phone and internet access. The competition to supply phone service has stocked the nascent revival of Somalis shattered economy and it shows that business can thrive even in one of Africa latest developed markets. Backed by expertise from China, Korea and Europe and funded from their own pockets Somali telecom entrepreneurs are providing in expensive mobile phone service. Users can conduct money transfers via mobile phones and gain internet access, both wireless functions that aren’t widely available in many other parts of Africa. The success of Somalia’s telecom sector is not all that unusual for a war -shattered economy, experts say. In countries with shaky economic foundation, such as Afghanistan and the democratic republic of Congo, telecommu nication is missing infrastructure. The first private telecommunications company to operate in Somalia after Somali government collapsed in 1991, was Telecom Somalia in 1994, Hormud Telecom in 2002 and Nationlink Telecom in 1997, they all offers all telecommunication services, the three companies signed an alliance and interconnection deal in 2005 that allows them to set prices and to control the newly other in entrant companies Like Somafone Telecommunication and others. Hormuud Telecom Somali Hormud Telecom (HorTel) is a privately held enterprise established in April 2002, its head quarter is in Mogadishu, and it expands south and central of Somalia. more than 600 Somali investors have shared in Hormuud Telecom and its leading telecommunication in southern and central of Somalia, and it employs over 4000 people, comprised of full time and part time staff, dealers, etc. Hormud Telecom has received numerous awards in recognition of its grass-roots work in developing the local commun ity welfare such as supporting educational institutions ,social development and charity , provides a variety of telecommunication service such as Fixed line, GSM service and Data service ,E voucher, and Zaad service. Hormuuds chief executive ,Ahmed Mohamed yusuf Started his business selling bread and spaghetti ,he later opened a popular supermarket ,but like his competitors he saw huge gaps in telecom sector â€Å"everyone wants to get in touch with his brother or sister, whether inside or outside the country, to hear the latest news† says the 50-year old CEO. In 2002 he pooled money with friends and investors and launched Hormuud Telecom providing telecommunication and later expanded to bank and mobile money transfer and now Hormuud Telecom Inc has a sales of about $40 million a year.    However Hormuud expands and covers their network all south and central of Somali and they have two trade makers in other parts of Somalia, like Telesom in northwest and Golis in north east . Literature review Innovation is an idea, product or process that is a new to adopter (Hage and Aiken 1973) and other deffination by Damanpour (1991: 556): â€Å"Innovation can be a new product or service, a new production process technology, a new structure or administrative system, or a new plan or program pertaining to organizational members.

Souq waqif and Museum of islamic arts Essay Example | Topics and Well Written Essays - 1500 words

Souq waqif and Museum of islamic arts - Essay Example The museum of Islamic art is also another such building in Doha that employs traditional architecture, drawing its design from the Mosque of Ahmad ibn Tulun in Cairo. Traditional architecture is recognised today as a fortress of the past. With increased touristic activities, in Doha, Souq Waqif and the Museum of Islamic Art among other buildings serve as tourist destinations because of their artistic structural designs (Brebbia 301). The traditional architectural designs in the Arab world signify their suitability in the local environment that has incorporated the idea of sustainability. The increasing contemporary architectural designs are blending with the traditional designs to reflect the Qataris Islamic identity. Many of the buildings in Qatari are shifting to the traditional architectural patterns and styles that combine both traditionism and modernism. The new buildings are reproducing Qatari’s traditional architectural elements and styles, such as the museum of Islamic art, and old ones such as Souq Waqif that are rebranding to have that traditional outlook. The museum sits on an area of approximately 64 acres of an artificial island in the Doha cornice and a walking distance from the famous Souq Waqif. It was constructed in 2008 and opened its doors to the public in the same year. The island was created at the request of Mr. Pei, who was tasked to come up with the architectural design, whose main aim was to make the building stand out such that future buildings would never encroach it (Boussaa 62). The idea of the museum of Islamic art came after a series of tours around the globe studying Islamic architecture. Mr. Pei visited many places from the grand mosque in Cordoba Spain and the great mosque of Damascus where he found that climate and culture are very vital in interpreting Islamic architecture, although none of those

Developing an Innovation Strategy for a Healthy Lifestyle at the Essay

Developing an Innovation Strategy for a Healthy Lifestyle at the Co-operative Food Group - Essay Example Innovation entails coming up with new ideas and implementing them into new process, service, and product, resulting in the dynamic growth of the organization or national economy and increase employment opportunities. Innovation is not a one-time process, but it is a long and cumulative process that requires the organization to engage in decision-making processes that range from generation of new ideas to implementing them (Child, Gakkai, Kagono, and Urabe 3). Fuglsang (6) states that the definition of innovation comprises of two aspects: innovation and creativity, exploitation and exploration, or selection and variation. In other words, innovation is viewed as comprising of two integrated processes. New suitable inventions or ideas have to be discovered in a creative manner. The interaction between those two processes is very vital for the success of the innovation (Fuglsang 6). Blue Ocean The proposed innovation strategy for adoption by CF captures the blue ocean innovation concept as well as low cost strategy with regard to operations ambitions. In the blue ocean innovation approach proposed by W. Chan Kim and Renee Mauborgne, competition as a market force threatening smooth operations, CF will find it advisable to explore new product and market profiles without the traditional limitations of competition (Kim and Mauborgne 3). Overcoming the completion limitation, referred to as red ocean, will facilitate CF accessing unlimited opportunities in new markets. Coupling this approach to the low cost leadership strategy, the blue ocean innovation will ensure that the operations at CF remain sustainable, particularly in the financial constrained operations space experienced today in Europe. Four main areas of the innovative strategy will be encompassed in the model as enumerated below. The proposed model below enumerates the approach that Cooperative Food needs to embrace in order to highlight healthy products brand image, eliminate competition and reduce operation costs. Critical Analysis In view of the major players that CF has, different approaches may prove effective to deal with specific competitive threats posed by each of the competing sides. The identification of the major competitive threats is perhaps important in the enumeration and quantification of the competitive input required at CF. some of the main market players likely to pose competitive threats to CF include ASDA, TESCO, Morrisons, Waitrose and Sainsbury’s. ASDA presents a particular market competition threat by its popular consumer involvement strategy referred to as ‘Chosen by You’ category of products which enter on the company’s menu through recommendation by the customers (Cooperative Food 6). With respect to capturing customer demands, the magnitude of this competitive threat illustrates the success levels likely to be attained by CF if a more customer caring and customer response approach formulate marketing concepts adopted. As an illustr ation of the ASDA wrought competition expected in 2012, over 1,000 such customer requested additions will enter into the competitive aspect. CF must therefore adopt more