Gotowa bibliografia na temat „TELECOM CRISIS”

Telecom's directory publishing business produced the White and Yellow Pages directories from 1975 to 1991. Prior to 1980, directory publishing was regarded within Telecom as a side show to the mainstream business – telecommunications. In 1976 the directory publishing business was in a crisis; it ranked in the top three of Telecom's public relations problems, was operating at a loss which would rapidly increase, and was becoming untenable. Over the next 15 years the publishing business was transformed to become the most profitable and innovative business in Telecom. This is the story of that transformation, which also illustrates the difficulty in innovating in a public service business at that time. A remarkable improvement in performance in the first five years failed to establish credibility within Telecom. What might have taken less than ten years to achieve in the private sector took more than 20 years in Telecom and Telstra.

Telecom's directory publishing business produced the White and Yellow Pages directories from 1975 to 1991. Prior to 1980, directory publishing was regarded within Telecom as a side show to the mainstream business – telecommunications. In 1976 the directory publishing business was in a crisis; it ranked in the top three of Telecom's public relations problems, was operating at a loss which would rapidly increase, and was becoming untenable. Over the next 15 years the publishing business was transformed to become the most profitable and innovative business in Telecom. This is the story of that transformation, which also illustrates the difficulty in innovating in a public service business at that time. A remarkable improvement in performance in the first five years failed to establish credibility within Telecom. What might have taken less than ten years to achieve in the private sector took more than 20 years in Telecom and Telstra.

Even though the emerging economies are growing with a fast pace, they have their own problems like growing population, corruption low per capita income and low purchasing power. India has its considerable dynamics like lower middle-class consumers, price competition, disruptive technologies and corruption. The present case study is about a struggling player of telecom industry in India. The telecom sector of India is an oligopoly market with only few dominant players. Entry of Relience-Jio in the year 2016 disrupted the market and making it difficult for all well-established companies to stay afloat. Aircel India, once a poster boy of Indian telecom sector, finds itself into intensive competition and numerous corruption charges. The case presents an opportunity in front of the students to evaluate a series of difficult decisions, all of which require trade-offs in the interest of keeping the company afloat. The case is developed by the data collected using unobtrusive methods from newspaper articles and research reports on the topic.

This case is set in the period after the worldwide financial crisis that started in mid 2007. Focusing on SK Telecom, one of South Korea's largest telecommunications providers, it reviews the previous strategies implemented by the Korean firm as well as the key challenges that SK Telecom has faced during the period of 2008–2009. This case also reviews the other global strategies undertaken by other major telecommunications companies from other countries. Faced with home market stagnation as well as distressed credit markets, SK Telecom requires a renewed strategy for further growth ahead. The case allows students to examine the threats and opportunities associated with the firm's internal and external environment, review its corporate portfolio, and formulate strategies for future growth of the firm. This case also highlights the different challenging market conditions in various markets and how these conditions affect the viability of SK Telecom seeking growth overseas.

In recent years, with the arrival of the era of mobile Internet, the “pipeline” crisis of telecom operators began to highlight, and tends to be serious. To avoid channelization, the leading telecom industry proposed successively the development strategy of “intelligent pipeline” on mobile Internet. In this context, the pipeline capacity requirements are analyzed, and the concept of 3D pipeline are put forward, then the nature of pipeline, such as extensity, systematicness and openness, are analyzed. Secondly, this paper also researches the method (add, subtract, multiply and divide) of pipeline. Finally, an application model of 3D pipeline is proposed.

The article examines the impact of the self-isolation regime on the telecommunications industry, in particular, on the company "ER-Telecom". It also clearly demonstrates what problems the company has faced, what conclusions it has drawn for itself, and how to correctly get out of this situation when the whole country is in a state of crisis.

To resolve the “pipeline” crisis for telecom operators, this study pioneers the application of Group theory in communication operation pipeline system. The pipeline entity group model was built for information transmission in the pipeline system to analyze operation of pipeline entities. The equations of pipeline system network traffic were established according to the flux conservation principle and matrix of pipeline network. Based on pipeline entity group model, dimensionality of the matrix was reduced. The solution scheme of the flow state transition relationship of the pipeline system is obtained, which will be very useful for the telecom operators to construct high-level mobile e-commerce application model and architecture.

The ‘Red Phone’, understood as a telephone connection between the Cremlin and the White House, never existed. In this paper I treat it as a hybrid object of knowledge, whose materiality is mixed with facts and fictions. When the fictitious object first appeared in literature and film it was still relatively amorphous and insignificant. Only due to an increased production of signs, symbolic attributions, narrative strategies and rhetorical figures was the notorious Cold War apparatus constituted. As a discursive object the ‘Red Phone’ in turn provides specific information on a form of knowledge characteristic of this period. The ‘Red Phone’ is closely connected to crisis situations that deal with apocalyptic scenarios. To better understand this hybrid object this paper will analyze the short story „Abraham ’59 – A nuclear Fantasy“ (Harvey Wheeler) and the novel Fail-Safe (Eugene Burdick/Harvey Wheeler) that both stage a telephone connection between Moscow and Washington, which aims at deescalating a crisis situation.

India is a vast country with enormous population. There is a strong relationship between telecommunication infrastructure and enhancement of economic activities in all industrialized and developing countries This project report focuses on Telecom Crisis in India. The study aims to investigate and evaluate the impact of Telecom Crisis in India. This study reports new results in the field of buying behavior of consumers’ response. A survey of 65 respondent were taken from Delhi/NCR to analyse the Telecom Crisis in India. Our analysis found that two main reasons for telecom mess in this country is indiscriminate issue of licences by govt without studying consumption capacity and indiscriminate bidding by operators to loot the public.

碩士
開南大學
公共事務管理學系
97
The world is entering to an informational society in which everything is based on a telecommunication network. Advances in software and hardware of telecommunication have allowed people and companies to transmit messages efficiently. Telecommunication has become a necessity of our daily lives; it could lead to tremendous inconvenience and economic losses while the network system is damaged by natural disasters or other emergency situations. Therefore, crisis management planning is an essential component of an organization’s business continuity strategy during an emergency. This is a study using PZB service quality model as a foundation to explore the comparative relationship between crisis management planning and telecommunication service quality. The survey will be taken from Chunghwa Telecom‘s home customers, business customers and employees. It would be costly for the company if they do not have crisis management control to minimize the impact of disasters on employees and customers. It would be a proactive approach to adopt crisis management control theory to manage and implement disaster preparedness, immediate actions that should be taken when disaster strikes and ongoing procedures that should be followed in the disaster’s aftermath and recovery period. After collecting, analyzing and testing the data by using PZB Model of Service Quality Gaps from the survey, this study concludes that Chunghwa Telecom has Model of Service Quality Gap 3, Gap 4 and Gap 5. There are three suggestions for Chunghwa Telecom to strengthen their competiveness: firstly, service attitudes adjustment. A customer service receptionist is the first line of direct contact with the customer, hence, improving customer services receptionist’s professional skill could lead to better customer service satisfaction and loyalty. Secondly, avoid excessive advertising. When advertising, sales people or the web site have given the hint of potential benefit but may over-emphasize the promise which would make customers have higher expectations. It could lead to huge gap between expected service quality and actual experiences of service quality. Third, establish a risk assessment system and execute necessary crisis management methods, including consolidating crisis education, publishing crisis handling guidance procedures, build up crisis management systems in order to integrate the practice of crisis management. Chunghwa Telecom will have better service quality with the implementation of these suggested procedures.

(in English) The dissertation focuses on working with long-term clients of the "Senior telefon" helpline. It elaborates on the specifics of working with the clients who use the helpline repeatedly compared to other users. The thesis is based on theoretical knowledge sourced from professional literature and statistics, as well as on the internal regulations, documents and methodological materials of the "Senior telefon" helpline. The empirical part analyses selected documents that deal with the potential of working with long-term clients, with the aim to compare the findings with the existing Methodology of working with long-term clients of the "Senior telefon" helpline.

This chapter traces the evolution of mobile communications as a site of China’s “home-base” industrial strategy and, after the 2008 global economic crisis, as part of intensified geopolitical struggle in the techno-economic realm. This chapter, first, historicizes telecom development through successive network generations, starting from fixed-line networks to second-generation and then third-generation mobile networks. As the business ecosystem includes network-equipment production, handset production, and content development and distribution, this chapter, then, explores market-specific trajectories, dynamics, and challenges so as to make sense of varying state actions and the obstacles they faced under the general 3G developmental framework. Lastly, to underscore the state’s diluted interventionist capacity, the coda explores how the 3G mobile communications development has affected state strategies and competitive structures in the 4G era.

AbstractThis chapter investigates what forms the knowledge work design in the future on a corporate level. The future is 2030. The methodology includes 20 in-depth interviews (before and during the Covid-19 worldwide pandemic) with researchers working with these issues in the Swedish telecommunication company Telia and the Norwegian telecommunication company Telenor. These are both companies making their living from understanding the future of work on a corporate level. The difference between the two rounds of interviewing is that online homework is the actual work situation in the pandemic March–April 2020, and the interviewed believe that 50% of the work will be done online outside the workplace. The corona crisis changed the way we are working for the future.

AbstractA relatively small number of global Internet giants—Google, Apple, Facebook, Amazon, Microsoft, and Netflix—have come under intense and ongoing fire for precipitating a twin crisis of journalism and the media, destroying democracy, and centralizing control over the Internet. In response, a new wave of Internet regulation is now in the making in one country after another. This chapter agrees that a forceful response to the platforms is overdue but raises concerns that the case against GAFAM + has become orthodoxy, anchored in cherry-picked evidence and a tendency to see these firms as the cause of all perceived woes. I also argue that while attempts to regulate digital platforms by the standards of broadcasting regulation may be politically expedient, this approach rests on superficial analogies. It also ignores the fact that the media industries have developed in close proximity to the vastly larger telecoms, consumer electronics and banking firms since the mid-nineteenth century. The last sections of this chapter offer four principles of structural and behavioural regulation drawn from this history as guides for a new generation of internet regulation today: structural separation (break-ups), line of business restrictions (firewalls), public obligations and public alternatives.

Abstract This case study is about stress and survival of telecom industry players. India’s telecommunication network is the second largest in the world by number of telephone user (for both fixed and mobile phone). The major players are Airtel, BSNL, Vodafone-Idea. If we look back in to the history Reliance communication launched in the telecom industry in the year 2002. Later on other global measure launched in India like Vodafone, Uninor, Docomo. Current scenario in the telecom industry—where we have disruption in the call charge prizing with lowest ever monthly rental launched by Jio (Mukesh Ambani group). After launch of Jio, the existing stabilize private player Airtel, Vodafone-Idea faced challenges of survival due to low AGR. This case will highlight policies that depart from telecom sector. They must reconsider or update in order to offer the best consumer experience and prizing war. This case will highlight telecom crisis. The department of telecommunication appears to be on the side of operators but survivors are still in trouble. The battle between Jio, Airtel, and Vodafone-Idea—it became very intense. Cellular Operators Association of India (COAI) came to Airtel and Vodafone Idea for support. The COAI warned Supreme Court that the telecom sector would turn into a monopoly if Jio allowed to behave on own wish without proper policies in place. However this did not go well with Jio and they shot off a letter to COAI talking about the sector. Jio said, ‘these operators anyways were not investing sufficiently in the sector and have been shedding crocodile tears by claiming financial stress for a long time now and have not shown any inclination to modernize the networks.’

In light of the issues identified and problems discussed in the preceding chapters, a new addiction treatment is proposed. The COVID-19 pandemic has vividly illustrated how a crisis can lead to disruption and change, including the new and creative use of mobile technologies to bring and keep people together. Using telecom and other Internet-based technologies throughout healthcare systems was once thought to be in our far-off future. However, in response to this pandemic, with little preparation or planning, we have quickly transformed many face-to-face services into virtual/remote ones. These innovations can be leveraged to bring real-time data and better outcomes to the treatment of substance use disorders.

Abstract The AT&T divestiture of 1982–1984 was followed by a period of epic technological change and industrial reorganization, which only accelerated after the Telecommunications Act of 1996 opened most of the legacy telecommunications market to competition. Taking on staggering debt loads, the leading wireline telecommunication companies built out enormous wireless and internet services, and even ventured into media and entertainment. This expanded their scale and scope, but weakened their financial position, especially with respect to the non-union internet companies—a specialized class of business users—whose applications were usurping some of the carriers’ core service markets. The telecom companies responded, in part, by cutting jobs, especially union jobs. The postal unions, by contrast, supported by public opinion during the Covid crisis, managed to both hold off privatization and even to make significant gains in the face of anti-union managers. Labor relations in the tech industry, however, were becoming increasingly fractious. Internationally, the US networking hegemony faced growing challenges. Rival powers hedged the market freedom of the giant US internet companies. Meanwhile, trying to secure these foundation-stones of US digital capitalism, US policymakers elevated networking issues to the top of their agendas for trade and international organization. Both at home and abroad, the future looked to be as contentious as the past.

Soumyen Sikdar attempts to understand the contribution of external liberalization to post-reform growth performance. Current account openness has reduced the cost of importing intermediate inputs and technical knowledge. The services sector, helped by the telecom revolution, has efficiently exploited the burgeoning global demand for business process services. The demand pull effect has been much weaker for manufacturing, due to persistent domestic inefficiency and serious infrastructural deficiencies in addition to Chinese competition. Agriculture also continues to be hamstrung by supply side constraints in which decline in public investment has played a crucial role. There is a movement up the value ladder in exports, and import composition too has changed for the better, though much scope for improvement remains. There is evidence of total factor productivity growth, particularly in services. But foreign direct investment has failed to effect any major supply side change and foreign portfolio investment (FPI) has failed to bring down the cost of capital significantly or to stimulate stock markets adequately. The need to counter exchange rate volatility due to global risks driven volatility in FPI forced the RBI to take measures that impacted growth adversely. These risks are continuing as we wait for monetary policy to normalize in the major countries. A fact that greatly redounds to the credit of our regulatory framework is that despite its considerable openness the Indian economy could escape the global financial crisis relatively unscathed due to quick and appropriate policy response on many fronts.

This chapter addresses the redefinition of cybersecurity as digital information controls. It first tracks successive waves of cybercrime legislation that repurposed cybersecurity for censorship, to protect the national information environment from "content crimes." The chapter then turns to the large-scale monitoring and filtering architectures required to implement these laws. It explores how moral maneuvers by interior ministries and security agencies facilitated the development of these surveillance architectures, shifting responsibility for cybersecurity from its original place in telecoms regulation and telecoms companies and redefining cybersecurity as a mandate for national monitoring and filtering. Telecoms companies neither simply reinforced nor resisted this moral maneuver; instead, they also used their privileged place in surveillance architectures for commercial advantage, serving both governments and private sector clients.

Abstract Turning an organization to an effective data driven decision making is vital factor to have and achieve digital transformation journey smoothly and successfully in the Energy sector, in which the energy industry has been trying to achieve the complete cycle Listen, Understand, effect and Decide rightly and quickly across the whole value chain such as HR, Finance, legal and contracts, operations, etc. since several decades where the software solutions were not in the priority list of the industry special the operations for many reasons, which created a serious of concequences which the industry is suffering from now such as listening carefully to the operations, understand the exact needs no matter how much we might save even if it’s 1 USD or 1 minute but do it correctly first time will save hours and millions later, silos in the organizations, distracted technologies not integrated, limitation of the technologies capabilities, people skills and compenetencies and the expectation the has been always set wrongly didn't support the industry to have organization reliance, security, safety, service quality and loyalty and reduce time and cost. With the current unprecedented crisis which are the COVID-19 and the massive oil crisis bundled together have created disturbance across the whole Energy industry which impacted the whole value chain not only for the Energy industry not the rest of the industries dramatically. The Panademic affect the whole key processes that the people used to for the last several decades, but the most important thing is change management process or manage to change process approach which is completely changed and from my opinion since years came true. Having the disruptive technologies will support the whole industry to come back much stronger than before as proven in other industries such as Aerospace and Defense, Telecome, Automative, Banking etc. The Intelligent Energy Platform focus on achieving what they couldn't achieve in the last decades through unique a approach towards the whole complete cycle Listen, Understand, effect and Decide, through developing and design a subway map for the whole workflows across the whole industry value chain integrating all the data sources together, by studying and remapping the whole processes, answering key four questions for each process, activity and tasks who, where, what and why, empowered machine learning with algorithms that will achieve the automation through digitizing and standardizing over a cognitive environment. There are several key pillars to get the digital transformation journey successfully and smoothly happening from my experience in the field operations, engineering, business, marketing and sales; Know and be clear on the end goal, which the Intelligent Energy Platform will include; select the right team from all the key stakholders, felexible and adoptable to change during the journey, tackle the exact needs for every process, activity and tasks, the power to change and update the solution at any given time, strong learning system, etc. In addition there are complimentary and network tool which is empowering the Intelligent Energy Platform that will expedite and support the journey massively, which is an advanced Infinity unique communication tool which is empower by all disruptive technology that will allow as an example all field engineers and management to be in one free Infinity business communication ' chatting' constructive and organize powered by disruptive solution where an example the engineer in a field and the operations has stopped for spare parts, equipment, machine, tool, etc. so he/she will send a normal message over our Infinity chatting app through the mobile or tablet and automatically this app will do a quick research in the back system, and display where it's available if it's within the country in another field, company, workshop, hence the engineer will click on the intended target, then automatically will go to the right approvals to approve on fly though the mobile or tablet, this will impact the performance of the operations massively and drop the non-productive time heavily by 20-30% and generate new business revenue in which few companies who are not utilizing all there equipment can rent to other sister companies and get revenue out of instead of just being in the workshop without any useful usage or productivity, it won’t stop by that only but will go to the contracts, legal, HR, etc. After implementing the solution and look to our demand graph, this free, perfect and instant unique communication app will allow the company immediately to see huge improvement on organization resilience which will reduce the time taken for any such request mentioned above from months to few days, organization will be more efficient, reduce cost by millions and millions meanwhile generate new business revenue by millions a well, enhance service customers loyalty and experience, improve decision making process, safety and security. this will impact directly the consumer surplus where the consumers who will be in this case the engineers will be willing to pay the gap based on the market preference and also avoiding the dead loss where the company will be financially and operationally more efficient. Not only that also transforming on people how they are communication through exchanging quickly photos expressing what they want to say, getting the attention quickly, make things faster in terms of decision that need to be taken through friends, families, and sometimes business as well with limitation. Digital is the only recourse and last hope for this industry to get out of its repeated pitfalls in the last decade and Intelligent Energy Platform will allow the industry and the whole value chain to be effectively integrated, tackle all the needs and requirements through Listen, understand, effect and decide to achieve a significant results, generate new jobs and roles and also will allow the industry to upturn again quickly and be able to face the upcoming expected and unexpected crisis. It's clear that the big players in the Energy industry are struggling because of several reasons but the most important factor is the digital path and develop digital solutions and one of the main issues is setting the right expectation which is related to the organizations, expectation and the experience across the whole ecosystem such operators, partners, vendors, etc. our Intelligent Energy Platform is focus on introducing an end-to-end platform solution focus on organization resilience, integrated technology, and completely agile complement by free, profit and instant app such as an infinity unique secured communication app, sharing experience business app, that focus on getting more and more networks to attract thousands and thousands of users and regain the trust and loyalty again in the industry. The unique secured communication app within the Intelligent Energy Platform which is n-sided with the engineers, service companies, management and business team will be zero-price quite close to the YouTube approach in terms of pricing strategy where it will be connecting n-sided with zero price and when it will expand it might be with negative price as well in which will allow 2/ 3 sided and even more to attract more users within the industries and enhance the service loyalty and quality, achieve one of the complex objective organization reliance, optimize performance, decision making and turn to data drive organization successfully and smoothly. Developing the Intelligent energy platform will allow our team to lead the platform approach in the Energy industry differently through free, profit and instant approach which will attract huge number of users who are looking for opportunities to gain the trust, loyalty again and feel secured. this will upturn the companies not only to find their ways throught the right approach but creating and developing new jobs and roles across the whole industry accompaniment significant contribution to the market revenue and profit.