CRJS478IP4 Research Paper Example | Topics and Well Written Essays - 1000 words

CRJS478IP4 - Research Paper Example DNA profiling includes the extraction of the DNA from a specimen and separating the molecule to fragments. Since DNA varies from one individual to another, the patterns formed by the fragments are different and unique to the individual. DNA profiling is used expansively in the detection and prevention of crime as well as ensuring that prosecutions are safe (McDonald & Lehman, 2011). DNA profiling is important in the law enforcement process because it offers the possibility of determining whether biological materials found at the crime scene belong to the person suspected of committing the crime. The process can be utilized in identifying rapists in sexual assault cases. The main advantage of DNA profiling as compared to other serological tests is that DNA tests can be conducted with more accuracy. DNA profiling is more specific compared to other tests such as HLA and ABO typing. A DNA profile can be obtained from the tinniest body tissue found at the scene and this makes DNA profiling desirable since only very little evidence is needed (Toom, 2012). In rape case investigations, relevant evidence that can be collected from the scene include used condoms, clothes, sheets and other physical evidence such as hair, skin fibers and trace evidence. In rape cases, there are two crime scenes, which are the place the act took place and the victims’ body. Evidence from both these environments is essential to investigations. Used condoms often contain body fluids, especially semen, and this can be helpful in identifying the perpetrator through the use of DNA profiling. Clothes and sheets also have biological material from both the victim and the perpetrator and analysis of these can yield sufficient information to form a profile of the perpetrator. Likewise the other physical evidence and trace evidence would probably have body cells from the perpetrator of the crime and these

Change Places Essay Example for Free

Change Places Essay If I get an opportunity to replace myself with any one in the world then I would like to replace myself with Mr. Bush, the president of America. Mr. Bush is responsible for portraying negative image of America as an enemy of humanity by doing wars against Muslims only on the basis of religious discrimination. Mr. Bush is the murderer of nearly one hundred thousand innocent citizens of Afghanistan and Iraq while trying to fight against only two persons Usama Bin Laden and Saddam Hussein on one side and thousands of precious lives of our beloved soldiers and the soldiers of collision countries. These soldiers joined the arm forces with the aim to give their priceless lives to serve their respective countries and country men in case of any danger but unfortunately their precious lives went in vain in a cruel plan of Mr. Bushs administration against the humanity. America, the only super power of the world and the place of opportunities to flourish for every one, followed the instructions of Israel to have a war against Muslims and in the process earned disgrace from all over the world. It is a major loss done to America and Americans due to this heinous purposed war. After replacing myself with Mr. Bush, firstly I will order American armed forces to leave Afghanistan and Iraq and made the charge to UN peace keeping forces in these countries. I will order large amount of grants for the purpose of reconstruction of these countries which have been completely destroyed due to exhaustive use of highly dangerous weapons. In case of Iraq, we attacked the country even Iraq was proved innocent by the United Nations nuclear weapons inspection team for not having any kind of dangerous kind of nuclear and chemical weapons and in case of Afghanistan we could not find Usama Bin Laden, so I will make sure that any future American president can not play with the humanity just to obey the orders from Israel. If Laden is the murderer of the few victims of the world trade center tragedy, then in this regard Mr. Bush is the murderer of thousands of people from all over the world so while I will be in place of Mr. Bush as Bush; I will resign from the office of the president of the America and will face the following just allegations against me: 1) Schism in American Society. 2) Invasion on Iraq on fallacious grounds (of having WMD), and killing thousands of innocent people. 3) Creating worse conditions in ME and outside by giving freehand to Israel (for preparing WMD and threatening other nations).

Ellington :: essays research papers fc

An American jazz composer, orchestrator, bandleader, and pianist, composer of jazz music, I am all of this and probably more. I am Edward Kennedy (â€Å"Duke†) Ellington. I was nicknamed â€Å"Duke† by a boyhood friend of mine who admired my royal air. And the name stuck to me. I grew up listening to black music. At that time jazz was considered low and vulgar by most respectable and sophisticated people like myself. I was born in Washington on April 29, 1899. Born to the son of James William Ellington and Eliza Jane Johnson. I am said to be the most prolific composer of my time. I’ve never actually had much education, but still I was able to develop good speech, dress, and manner. When I was young, the times were bad for us. There was agricultural depression. My family lived as middle-class citizens. We weren’t wealthy nor were we poor. My parents have musical backgrounds. I got my first job selling peanuts at Washington Senator’s baseball games, and it was the first time I was placed as a performer for a crowd. When I was a teenager I played the piano in a musical style known as ragtime. I attended Armstrong Manual Training School to study commercial art instead of going to an academics-oriented school. During the summers, in Philadelphia or Atlantic City, I began to seek out and listen to ragtime pianists there. While I was on vacation in Asbury Park, there was a hot pianist that I heard of, his name was Harvey Brooks. Guess what? At the end of my vacation I went and sought for Harvey Brooks in Philadelphia, that was where he showed me some pianistic tricks and shortcuts. His playing triggered me to start up my music career, and then you have it, me, Duke Ellington the musical is born. I learnt from Oliver â€Å"Doc† Perry and Louis Brown, they taught me to read music and helped me improve me playing skills on the piano. I also went to find piano playing jobs at clubs and cares in Washington. I actually dropped out of school to pursuer my music career. I played for my friends and at parties, and soon I formed a small dance band named The Duke's Serenaders in 1917. I moved away from Washington to New York City in 1923. I went to New York to find musicians who could contribute special sounds to my band.

Andrew Linklater & cosmopolitanism Essay

Andrew Linklater, an eloquent exponent of the promise of this type of cosmopolitanism, says that he is interested in ‘the social bonds which join and separate associate and disassociate’ (Linklater 1998a: 2). He points out that, ‘with the rise of the nation-state, one identity was chosen and made central to contemporary political life. Shared national identity was deemed to be the decisive social bond which links citizens together in the ideal political community’ (Linklater 1998a: 179), and he wants to resist the actually ineluctable linking of ‘political community’ with the state. Thus: ‘Regard for the interests of outsiders can expand in one epoch and wane in another: hence the significance of a cosmopolitan ethic which questions the exact moral significance of national boundaries’ (Linklater 1998a: 2). Linklater offers us two types of social bond beyond the state. The first kind of glue that might embrace people together, he says, is a ‘commitment to open dialogue’: ‘the bond which unites them [members of a society] can be obliged as much to the ethical commitment to open dialogue as to logic of primordial attachments’ (Linklater 1998a: 7). The political undertaking of the cosmopolitan, then, is to ‘create institutional frameworks which broaden the boundaries of the dialogic community’ (Linklater 1998a: 7). The most common condemnation of this kind of thing is that it needs too much of a suspension of disbelief; that obligation to open dialogue’ is a desperately weak candidate for social glue-dom in contrast with the ‘primordial attachments’ of family, history, and culture. The question is: what will ‘open dialogue’ tell us that we do not already know? Dialogic cosmopolitanism’s sustain for open and un-coerced dialogue is obviously aimed at listening to what Linklater and others call ‘subaltern voices’—the voices of the dispossessed, the marginalized, the barred. The cosmopolitan call for more dialogue is so essential to its programme that one could be forgiven for thinking that the expelled, the marginalized, and the debarred were totally silent. Yet they are not. Positively cosmopolitan, as articulated by Linklater and others, shares its non-territoriality with post-cosmopolitan nationality. Both of them are also getting on on ‘the expedition for a new language of politics which challenges the belief that the individual’s inner political obligations are to the nation state’ (Linklater 2002: 317). But on the other hand we have comment cosmopolitanism’s unwillingness to entertain care and compassion as potential citizenship virtues, and this is a key feature of post-cosmopolitan citizenship. in the same way, cosmopolitanism’s non-territoriality seems to be accompanied by the belief that citizenship is carried out completely in the public sphere, a view that is again challenged by post-cosmopolitan citizenship. Yet it is perhaps in considered to the feature that they seem most obviously to have in common that they churn out to differ most—non-territoriality. In this context, Kimberly Hutchings considerately points to two types of conception of non-territoriality, and argues for a citizenship that ‘rather than . . . being incorporated in an ethical universalism which is dormant in concepts of liberal-democratic citizenship . . . becomes located in the actual interrelation and interaction of both individuals and collectives’ (1996: 127). By suggesting that there is no right place to stand, it can take several of the moralists out of our politics. Better still, by doing so it can set free us to pursue a long term procedure of trans-local connecting that is both political and educational at once. And in the middle of the short-term politico-educational crisis where we now get ourselves, it can assign a teaching of culture competent of rallying the energy and enthusiasm of a broad front of people who are not all or even mostly leftists, whatever the right may think. As a practice of contrast, a range of tolerances and secularisms, an international proficiency or mode of citizenship that is the control of no one class or civilization, it answers the charges of â€Å"particularize† and â€Å"loss of standards. † As a constructive ideal of interconnected knowledge and pedagogy, it elevates rather than lowers existing educational standards. It presents multiculturalism as both a common program and a decisive program. Cosmopolitanism would seem to mimic capital in seizing for itself the privilege (to paraphrase Wall Street) of â€Å"knowing no boundaries. † Which is also the gendered privilege of knowing no bodies: of being, in Donna Haraway’s words, â€Å"a conquering gazes from nowhere,† a gaze that claims â€Å"the power to see and not be seen, to represent while escaping representation. † (1990, p. 188) Though, Cosmopolitanism has long been a freedom in international politics, only accessible to elite—those who have the resources essential to travel, learn other languages, and take up other cultures. For the majority of the population, living their lives within the cultural space of their own state, cosmopolitanism has not been an alternative (hence perhaps the popular suspicion of cosmopolitanism). Though, in the contemporary world of international politics, cultural and linguistic diversity is all-pervading, and the capability to communicate with others and to recognize their cultures is available to everybody. Too often, circumstances are not favorable to this. Members of other cultural groups are considered of as threats, undermining recognized ways of life and competing for all too inadequate employment prospects and welfare resources. In these circumstances, the enticement towards closure might be overwhelming: to assert one’s own cultural identity aligned with the real or imagined threat of the other. In a framework of uncertainty, barriers and defenses might well appear to be the simple way to protect one’s own identity. Yet it is also the route towards cultural stagnation. It influences international politics in a means that Cosmopolitanism is the hard won and hard to sustain virtue of living with and understanding diversity. It is perhaps the prime virtue necessary if some appearance of communal social life is to be maintained in the late contemporary world. Cosmopolitanism in this sense is not contrary with the moral cosmopolitan’s persistence on the basic equality of all, nor with the legal cosmopolitan’s project of creating institutional and organizational structures through which this parity can be recognized and protected. It is, though, a significant corrective to the austere universalism to which philosophical cosmopolitans are often drawn, where particular attachments and kinships are regarded as impediments to, rather than essentials of, a global moral order. It is only if the virtue of cosmopolitanism is extensive in the relevant communities that there will be any probability of realizing cosmopolitan ideals. If cultural diversity is the needed outcome of it influence an approach to international politics, then cosmopolitanism is the asset of this necessity. Work Cited Beck, Ulrich (1994), ‘The Reinvention of Politics: Towards a Theory of Reflexive Modernization’, in Beck, Giddens and Lash (1994): 1–55. Beck, Ulrich, Anthony Giddens and Scott Lash (1994), Reflexive Modernization: Politics, Tradition and Aesthetics in the Modern Social Order.Cambridge: Polity Press. Daniele Archibugi, â€Å"Cosmopolitical Democracy,† New Left Review, 4, July-August 2000: 144. Donna Haraway, â€Å"Situated Knowledges: The Science Questionin Feminism and the Privilege of Partial Perspective,† in Feminism and the Privilege of Partial Perspective,† Simians, Cyborgs, and Women (London: Free Association Books, 1990), p. 188. Epictetus. 1920. The Discourses of Epictetus; with the Encheiridion and Fragments. Translated by G. Long. New York: Thomas Y. Crowell & Co. Also Available At: http://etext. library. adelaide. edu. au/e/epictetus/e65d/part9. html

History of Terrell State Mental Hospital Essay

There are many governmental agencies within the healthcare system. One of most interesting and heart-wrenching agencies is a local governmental agency called Terrell State Mental Hospital. This agency is well known in the state of Texas for its carefree healthcare. They have a longstanding relationship with the families of its patients and are a major contributor to the city of Terrell’s financial windfall. They produce over ten million a year for the city of Terrell, which allows this city to take care of its mental inpatients and make sure they have the best treatment possible. History of Terrell State Mental Hospital According to Mike Hansen (2008), Terrell State Mental Hospital is a 582 room facility that is joint commission accredited and a Medicare certified psychiatric inpatient hospital that is operated under the direction of the Texas Department of State Health Services. This hospital is responsible for many types of illnesses and is an independent, not for profit organization, which has many programs to offer its patients. These programs include an adult acute program, a children’s and adolescence program, a forensics program, geriatric service, an intensive behavioral program and an intermediate care program, all of which has their patients best interest at heart. This hospital was opened in July 1885 and has grown to double its original size and is still running strong to this day. This is a local governmental agency which can compare with national agencies such as The Centers of Disease Control or a state governmental agency such as Health and Human Services in many ways, but the most common factor between these agencies is their ability to help the ill to get over disease or keep from getting a physical or mental illness. This agency houses over 775 patients and employees over 175 people. It is a functioning psychiatric hospital, which cares for its mentally ill patients over four county lines. They onitor their facilities and patients for any new mental illnesses which may develop. This agency also serves the rich, the poor, all races and all minorities in the state of Texas. The Community Relations Department at Terrell State Hospital has three areas of responsibility, which includes volunteer services, public information and fundraising. They provide services and items that the state cannot supply by law or by limitation of funds. This agency has done a tremendous job with curing its patients or at least advancing them to live in society. Admission Process When a person first arrives at the hospital they will be greeted at the admissions office by the staff, which are well trained to address language and cultural needs as well as special needs such as those of the visually impaired or hearing impaired. Then a meeting with the chief psychiatrist will take place to cover the needs and reasoning for the patient being admitted then paperwork will be completed covering reason for hospitalization. Then the patient will be shown around the facility and introduced to the staff that will be caring for the patient. Afterwards, an evaluation will be done by the doctor to determine what needs are to be met. The only motto of this staff is the patient always comes first. Structure and Funding Terrell State Mental Hospital is designed in a matrix structure where the professionals focus on project teams and report to a general manager or a vice president. Because these professionals can work on several projects it is very important to have strong central oversight from the senior managers to ensure people do not stray from the projects they work on. According to Ninomiya (2009), with this style of management system workers report to more than one supervisor at a time. The idea is to share knowledge and personnel to maximize effectiveness. This hospital receives their funding from both voluntary contributions and from the Department of Human Services or the state of Texas. They arrange a budget describing the funds needed and the state of Texas takes care of the rest. Contributions also come from families of the inpatients. The voluntary contributions in this city are amazing. They really know how to make this city shine. It’s like a true Texan to show their winning attitudes by giving back to the economy and being generous with their money. Programs Available This hospital is operated under the direction of the Texas Department of Mental Health and Mental Retardation. They offer their services to people within a twenty-two county, 14,622 square mile area including Bowie, Dallas, and Kaufman Counties. According to the Chamber of Commerce (2009), their services are offered to children 6 to 12 years of age, adolescence ages 12 to 18 and adults. Programs include acute care, an intensive behavioral program, medical services, forensic care for inmates of state correctional institutions intermediate care, a cottage program for adult life skills and a research center. Local Agencies vs. National and State Agencies The three of these agencies have different aspects of treatment for disease. The national and state agencies usually focus on locating and making the public aware of possible outbreaks such as a rising number of cases of encephalitis. They announce to the public where and when to stay tuned for information on what is the next step for information on what is the next step or what they need to do to obtain an immunization or where they need to go to get their injection if one is available. The local agency such as with Terrell State Mental Hospital usually focuses on treatment of illness such as with mental illness. It is usually a prolonged and drawn out type of treatment. Doctors usually have to try a patient on several medications before they arrive at the treatment that works for a patients illness. Local agencies usually work with the family members of these patients to help determine what might work with their family member’s illness. According to Colonel Jim Harris (2009), this hospital continues to be governed by a local board of managers. When the State Board of Control assumed the duties for governing state institutions, the operation of Terrell State Mental Hospital came under the control and management of the Board of Texas State Hospital and special schools. The 59th Legislature in 1965, under House Bill No. , created the Mental Health and Mental Retardation Act for control and management of Terrell State Hospital. The Board of Texas State Hospital and special schools was abolished at that time. Over the years there have been major ameliorations some planned and some not. These changes have cost the state of Texas millions of dollars. The improvements have changed this pioneer establishment into a modern psychiatric facility that serves twenty-one counties in the northern part of the state. These ameliorations have made this hospital one that the patients and their family members can be proud of. Conclusion Local, National and State governmental agencies in the healthcare field all overlap in many different ways. For one, they all share disease prevention. Each agency shares disease prevention in a different way. A state organization such as Health and Human Services helps to prevent disease by helping to provide the poor with immunizations so they are protected in case of an outbreak of a dangerous disease. A national governmental agency such as Centers for Disease Control helps to keep the public aware when they are suspicious that a disease has reached epic proportions and is beginning to make them think an outbreak has occurred or is a threat to the public. They give the pubic directions on where they should go or how they should handle a dangerous situation in case one was to occur. The last agency which is the local governmental agency such as Terrell State Mental Hospital helps the public with a completely different completely different angle to the disease and its prevention. They help the public with mental disorders and their treatments. This hospital is very generous and works hard to help patients with their disorders. Psychiatric issues can be a very hard time for families, but this hospital works hard and uses voluntary contributions sparingly, so that the state of Texas can take the remainder of their contributions and work hard to make the patients well or to get them on the right treatment, so that they can once again function in society. Terrell State functions as a matrix structure which basically means they are a project oriented type of company. They also function by reporting to more than one manager. They highly believe projects are the best way to make the greatest progress. This style of structure is also well known for keeping several types of projects going at all times. In this case they may have several patients that they work with at a time and these individuals may have many types of problems such as a case of bipolar, and another may be schizophrenic, etc. These patients may have several doctors that they report to. Every doctor truly cares for their patients and they like to make sure that they take each patients interest to heart.

Free Essays on Ride To This

Music Business Question 1. The music publishing industry at a glance would seem to be those who print sheet music, method books, lead sheets, and all of the texts or notated music that musicians (and those aspiring to be musicians) use. Years ago, this was what most music publishers did, but as the industry has evolved the process that become much more complex. Music is not just ink and paper, intellectual material and property to the individual who writes it. Therefore the song does not become â€Å"a song† when it is written down. This is not an easy concept to grasp because the song by itself has no physical makeup. A song could exist once it is played for the first time, and songs can even exist inside the mind of a songwriter. This concept is why the publishing business can be so complex; we are dealing with intellectual property. The heart of the music publishing business lies in the rights to the original music. After the music is successful enough to financially suppor t itself the music is printed in mass quantities in a variety of ways. This could be everything from guitar tabs to choral arrangements for a junior high choir. The publisher’s main source of income is through record royalties, performance royalties received from companies like the American Society of Composers, Authors and Publishers (ASCAP), Broadcast Music Incorporated (BMI), and the Society of European Stage Authors and Composers (SESAC) for performances of music copyrighted by the publisher. These royalties could be from many different types of performances but most are though radio and songs on television. The success of a songwriter lies in the greatly in the hands of his/her publisher. Normally we hear of a band’s success when they are â€Å"signed† with a record deal, but most record companies not only produce and promote an album, they also act as the publisher who, when contracted, owns the rights to the music. When a publisher own the song it is put i... Free Essays on Ride To This Free Essays on Ride To This Music Business Question 1. The music publishing industry at a glance would seem to be those who print sheet music, method books, lead sheets, and all of the texts or notated music that musicians (and those aspiring to be musicians) use. Years ago, this was what most music publishers did, but as the industry has evolved the process that become much more complex. Music is not just ink and paper, intellectual material and property to the individual who writes it. Therefore the song does not become â€Å"a song† when it is written down. This is not an easy concept to grasp because the song by itself has no physical makeup. A song could exist once it is played for the first time, and songs can even exist inside the mind of a songwriter. This concept is why the publishing business can be so complex; we are dealing with intellectual property. The heart of the music publishing business lies in the rights to the original music. After the music is successful enough to financially suppor t itself the music is printed in mass quantities in a variety of ways. This could be everything from guitar tabs to choral arrangements for a junior high choir. The publisher’s main source of income is through record royalties, performance royalties received from companies like the American Society of Composers, Authors and Publishers (ASCAP), Broadcast Music Incorporated (BMI), and the Society of European Stage Authors and Composers (SESAC) for performances of music copyrighted by the publisher. These royalties could be from many different types of performances but most are though radio and songs on television. The success of a songwriter lies in the greatly in the hands of his/her publisher. Normally we hear of a band’s success when they are â€Å"signed† with a record deal, but most record companies not only produce and promote an album, they also act as the publisher who, when contracted, owns the rights to the music. When a publisher own the song it is put i...

Discuss the Grounds of Void Contract Under Nepalese Contract Act Essays

Discuss the Grounds of Void Contract Under Nepalese Contract Act Essays Discuss the Grounds of Void Contract Under Nepalese Contract Act Essay Discuss the Grounds of Void Contract Under Nepalese Contract Act Essay Discuss the grounds of void contract under Nepalese contract act by illustrating the cases. According to Nepalese Contract act 2056,† A contract is an agreement between two or more persons to do or not to do something, which can be enforceable by law. † The supreme court of Nepal has defined the contract as â€Å"an agreement of two or more parties with conditions. † The word void means not binding in law. A contract which cannot be forced by both of the contracting parties is called a void contract. If a contract which comes to an end and which can be forcible by law becomes void when it cannot be protected by law. It is clear that a void contract is not void from the very beginning, i. e. a contract cannot be void ab initio. It is valid contract and binding on the parties when it is originally made but after its formation it becomes void due to certain reasons. According to the Nepalese contract act, Section 13, the following contracts shall be void: A. Nordenfelt v Maxim Nordenfelt Guns and Ammunition Co Ltd (1894), Thorsten Nordenfelt, a manufacturer specializing in armaments, had sold his business to Hiram Stevens Maxim. They had agreed that Nordenfelt ‘would not make guns or ammunition anywhere in the world, and would not compete with Maxim in any way for a period of 25 years’. [section 13(a)] A Contract that prevents anyone from engaging him/herself in any occupation, profession or trade which is not prohibited by prevailing law. Exceptions to Rule A 1. [Section 13 (a). (1)]A contract preventing the seller from engaging him/herself in a profession or trade at the time and place as mentioned in the contract concluded between the buyer and the seller on selling and buying of the goodwill of any trade. . [Section 13 (a). (2)]A contract concluded among partners in preventing their engagement in any trade or business, other than those of the partnership firm, similar to those of the partnership firm or any other trade or business together with other competitors belonging to the same kind of trade or business as long as the partnership continues. 3. [Section 13 (a). (3)]A contract concluded among the partners in preventing them from engaging in a trade or business under the partnership firm for the specified time or place after being separated from the partnership. 4. [Section 13 (a). 4)]A contract preventing any individual from receiving the service of any such agency, company, firm, individual or competitor of such agency, company, firm, or individual for the specified period of time after the retirement from service or during the service of such agency, company, firm or individual pursuant to contract concluded by any individual with any agency, company, firm or individual. B. [section 13(b)]A contract restraining marriages other than those prohibited by the prevailing law. A promise to marry none else except Miss B, and in default pay her sum of Rs. 1,000. A married someone else and B sued A for recovery of the sum. Held: The contract was in restraint of marriage, and as such void. C. [section 13(c)]A contract preventing any one from enjoying the facilities already being enjoyed by the general public. D. [section 13(d)]A contract seeking to prevent the legal rights of any person from being enforced by any government office or court. E. [section 13(e)]A contract concluded in matters, contrary to or prohibited by the prevailing law. F. [section 13(f)]A contract concluded for immoral purpose or against Public morality or public interest. G. [section 13(g)]A contract which cannot be performed because the parties thereto do not exactly know about the matter in relation to which it has been concluded. H. [section 13(h)]A contract which is considered impossible to fulfill even at the time is concluded. I. [section 13(i)]A contract which is vague as it does not provide reasonable meaning thereof. J. [section 13(j)]A contract concluded by an incompetent person to conclude such contract. K. [section 13(k)]A contract concluded with an unlawful consideration or objective.

Biography of Isabella dEste, Patron of the Renaissance

Biography of Isabella d'Este, Patron of the Renaissance Isabella dEste (May 19, 1474–February 13, 1539) was a patron of Renaissance learning, arts, and literature. She was actively involved in political intrigues among the nobles of Europe. Isabella left behind a voluminous correspondence of more than 2,000 letters, which provide much insight into the world of the Italian Renaissance. Fast Facts: Isabella d'Este Known For: Patron of the Italian RenaissanceBorn: May 19, 1474 in Ferrara, ItalyParents: Ercole I dEste and Eleanor of NaplesDied: February 13, 1539 in Mantua, ItalySpouse: Francesco Gonzaga (m. 1490-1519)Children: 8 Early Life Isabella dEste was born into the noble Ferrara family of Ferra, Italy on May 19, 1474. She may have been named for her relative, Queen Isabella of Spain. She was the eldest in her large family, and, according to contemporary accounts, was her parents favorite. Their second child was also a girl, Beatrice. Brothers Alfonso- the family heir- and Ferrante followed, and then two more brothers, Ippolitto and Sigismondo. Education Isabellas parents educated their daughters and sons equally. Isabella and her sister Beatrice both studied Latin and Greek, Roman history, music, astrology, and dancing. Isabella was accomplished enough in politics to debate with ambassadors when she was only 16. When Isabella was six, she became betrothed to the future fourth Marquis of Mantua, Francesco Gonzaga, whom she met the following year. They were married on February 15, 1490. Gonzaga was a military hero, more interested in sports and horses than in arts and literature, though he was a generous patron of the arts. Isabella continued her studying after her marriage, even sending home for her Latin books. Her sister Beatrice married the Duke of Milan, and the sisters visited each other often. Isabella was described as a beauty, with dark eyes and golden hair. She was famous for her fashion sense- her style was copied by noble women throughout Europe. Her portrait was painted twice by Titian and also by Leonardo da Vinci, Mantegna, Rubens, and others. Patronage Isabella, and to a lesser degree her husband, supported many of the Renaissances painters, writers, poets, and musicians. Artists with whom Isabella was associated include Perugino, Battista Spagnoli, Raphael, Andrea Mantegna, Castiglione, and Bandello. Also part of the court circle were figures such as writers Ariosto and Baldassare Castiglione, architect Giulio Romano, and musicians Bartolomeo Tromboncino and Marchetto Cara.  Isabella also exchanged letters with Leonardo da Vinci over a six-year period after his visit to Mantua in 1499. Isabella collected many pieces of artwork over her lifetime, some for an art-filled private studio, essentially creating an art museum. She specified the content of some of these by commissioning particular works. Motherhood Isabellas first daughter Leonora Violante Maria was born in 1493 or 1494. She was named for Isabellas mother, who had died not long before the birth. Leonora later married Francesco Maria della Rovere, the Duke of Urbino. A second daughter, who lived for less than two months, was born in 1496. Having a male heir was important to Italian families in order to pass titles and lands within the family. Isabella had been given a gold cradle as a gift at her daughters birth. Contemporaries cited her strength in putting aside the cradle until she finally had a son, Federico, in 1500. A Ferrara heir, he later became the first duke of Mantua. A daughter Livia was born in 1501; she died in 1508. Ippolita, another daughter, arrived in 1503; she would live into her late 60s as a nun. Another son was born in 1505, Ercole, who became a cardinal and was nearly selected in 1559 to serve as Pope. Ferrante was born in 1507; he became a soldier and married into the di Capua family. Arrival of Lucrezia Borgia In 1502, Lucrezia Borgia, the sister of Cesare Borgia, arrived in Ferrara to marry Isabellas brother Alfonso, the Ferrara heir. Despite Lucrezias reputation- her first two marriages did not end well for those husbands- it appears that Isabella welcomed her warmly at first, and others followed her lead. But dealing with the Borgia family brought other challenges to Isabellas life. She found herself negotiating with Lucrezias brother Cesare Borgia, who had overthrown the Duke of Urbino, the husband of her sister-in-law and friend Elisabetta Gonzaga. As early as 1503, Isabellas new sister-in-law Lucrezia Borgia and Isabellas husband Francesco had begun an affair; passionate letters between the two survived. As might be expected, Isabellas initial welcome to Lucrezia turned to a coolness between them.​ Husbands Capture In 1509, Isabellas husband Francesco was captured by the forces of King Charles VIII of France and was held in Venice as a prisoner. In his absence, Isabella served as regent, defending the city as commander of the citys forces. She negotiated a peace treaty that provided for her husbands safe return in 1512. After this episode, the relationship between Francesco and Isabella deteriorated. He had already begun to be publicly unfaithful before his capture and returned quite ill. The affair with Lucrezia Borgia ended when he realized he had syphilis. Isabella moved to Rome, where she was quite popular among the cultural elite. Widowhood In 1519, after Francesco died, Isabellas eldest son Federico became the marquis. Isabella served as his regent until he came of age, and after that, her son took advantage of her popularity, keeping her in a prominent role in the governing of the city. In 1527, Isabella bought a cardinalate for her son Ercole, paying 40,000 ducats to Pope Clement VII who needed money to face attacks by Bourbon forces. When the enemy attacked Rome, Isabella led the defense of her fortified property and she and many who had taken refuge with her were spared. Isabellas son Ferrante was among the Imperial troops. Isabella soon returned to Mantua, where she led the citys recovery from illness and famine that killed almost one-third of the population. The following year, Isabella went to Ferrara to welcome the new bride of Duke Ercole of Ferrara (son of Isabellas brother Alfonso and Lucrezia Borgia). He married Renà ©e of France, daughter of Anne of Brittany and Louis XII. Ercole and Renà ©e had been married in Paris on June 28. Renà ©e was herself a well-educated woman, a first cousin of Marguerite of Navarre. Renà ©e and Isabella maintained a friendship, with Isabella taking a special interest in Renà ©es daughter Anna dEste. Isabella traveled quite a bit after her husbands death. She was in Bologna in 1530 when Emperor Charles V was crowned by the pope. She was able to convince the Emperor to raise her sons status to that of duke of Mantua. She negotiated a marriage for him to Margherita Paleologa, an heiress. They had a son in 1533. Death Isabella became ruler in her own right of a small city-state, Solarolo, in 1529. She actively governed that territory until she died in 1539. Legacy Isabella is best remembered for her support of numerous now-famous artists, including Michelangelo, da Vinci, and Raphael. Artist Judy Chicago- whose work explores the role of women in history- included Isabella dEste in her famous piece The Dinner Party. Sources Bonoldi, Lorenzo.  Isabella dEste: A Renaissance Woman. Guaraldi, 2016.Marek, George.  The Bed and the Throne: The Life of Isabella DEste. Harper Row, 1976.Julia Cartwright. Isabella DEste, Marchioness of Mantua. E.P. Dutton, 1903.

Early Colonization and Development of Rhode Island Research Paper

Early Colonization and Development of Rhode Island - Research Paper Example In the eighteenth century their dedication to individualism underscored Rhode Islanders taking to business with its inherent risks. Due to the poverty of the land resources trade was practised. The Rhode Islanders were not happy serving under British policies, and became revolutionaries which resulted in the founding of a new nation. Rhode Islanders now come from various ethnic backgrounds. The new questions to be addressed relate to the rights of minorities, and the need for securing individual liberty and economic opportunity (McLoughlin, 1986). The Economy of Rhode Island The conventional manufacturing economy of Rhode Island has diversified to services, retail and wholesale trade, and finance. Despite this shift, several products such as jewellery, silverware, textiles, primary and fabricated metals, machinery and other items for which Rhode Island is well known, still continue to be manufactured. Additionally, tourism and gambling are important to the state’s economy (War ner 41). Most farmland is utilized for dairies and poultry farms, agriculture being unimportant to the economy. Commercial fishing is a declining industry, and naval facilities at Newport contribute to the state’s income (The Columbia Encyclopedia 41148). The Demographic Makeup of the State According to the Census 2010, Rhode Island had a population of 1,052,567 people showing an increase of 0.4% over one decade (U.S. Census Bureau, 2010). The race and ethnic origin demographics for Rhode Island in 2010 are as follows: Whites form the largest section at 8,856,859. The next largest group of 60,189 is formed by Black or African American, the size being equal to that of ‘some other race alone’. Almost half the number form ‘two or more races’ and Asian alone. There...   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to the Census 2010, Rhode Island had a population of 1,052,567 people showing an increase of 0.4% over one decade (U.S. Census Bureau, 2010). The race and ethnic origin demographics for Rhode Island in 2010 are as follows: Whites form the largest section at 8,856,859. The next largest group of 60,189 is formed by Black or African American, the size being equal to that of ‘some other race alone’. Almost half the number form ‘two or more races’ and Asian alone. There are only 6,058 American Indians or Alaska native, and 554 people constitute the group Native Hawaaiian and other Pacific islanders (Census Statistics, 2010). Political Characteristics of the Constituency and Leading Industries  Ã‚  Ã‚  Ã‚   â€Å"Rhode Island’s present constitution was adopted in 1842 and has been often amended† (The Columbia Encyclopedia 41148). A governor heads the state’s executive branch, who is elected for a four-year term and is eligible for re-election. Elected for two-year terms are the bicameral legislature with a senate of fifty members and a house of seventy-five. Local government functions at the city level, while Rhode Island’s counties have no political roles. The state sends two senators and two representatives to the U.S. Congress, and has four electoral votes. Though Rhode Island is mostly Democratic, various Republican governors have been elected from 1994 till the present. Rhode Island’s political and economic life was dominated by mill owners. The small mill towns with their great numbers of foreign-born residents.

Global Management of Cineworld Group Plc Essay Example | Topics and Well Written Essays - 1500 words

Global Management of Cineworld Group Plc - Essay Example This paper illustrates that Cineworld Group plc is among the leading cinema group originated in the United Kingdom. The founder Stephen Wiener established the company in the year 1995 and now it operates in 83 locations in the UK under the Cineworld Cinemas Brand. The report deals with the Global management system of the Cineworld Group Plc. It focuses on the learning and development programmes held by Cineworld for its employees as well as recognize the CSR activities of the company. The report would evaluate the performance of Cineworld Group in both the field and suggest viable recommendations based on it. The training and development strategies for the employees is the process of educating and guiding subordinates and management to enhance their knowledge, skills and behaviour to achieve the common organisational goal as well as utilise these learning in individual development for the long run so that they prove to be a valuable asset for the company and its growth. Learning and development process is a characteristic of the employee engagement as it bridges the gap between the employees and the organization and increases their long-term relationship. The term â€Å"engagement† is used in terms of motivation, passion, and assurance. The organization should ensure that the employee engagement programs which help in training and developing the employee to upgrade the quality of their performance must inspire the people, care about the staff as well as instill a sense of challenge and competition among them to perform better. These initiatives enable the organization to perform better as it correlates with the firm’s retention, turnover, loyalty, productivity and services in terms of employees as well as customers. Stuart Holdsworth, the national learning and development manager of the Cineworld Group plc has launched a training and development program for its managers to enhance their skills.

Probable strategies or measures to be implemented by the authorities Essay

Probable strategies or measures to be implemented by the authorities for Counterterrorism acts - Essay Example It is so much obvious that the organizational head-quarters are of these terrorist organizations are situated in Pakistan and the terrorists use a favorable gateway into India through Bangladesh but international fraternity hardly ever grant a cross border action plan to counter cross border terrorism. On the western part of the globe in the United States and in the United Kingdoms the story of Islamic terrorism is no different. Over here, it is not a problem of cross border terrorism because in these cases of the two countries, sadly enough, the Islamic terrorists are part of their own demography and most of the acts of cross border terrorisms are committed via information channeling. Thus it is more important for countries like United States and United Kingdoms to formulate a substantial strategy to counter terrorism in the most effective manner possible. It should be remembered that the disaster of 9/11 took place when the terrorists took advantage of the American social way of life where the number of domestic frequent fliers are high enough to suffer a low security system. The same is true about London underground rail blast. In both the cases the terrorists took advantage of the counties' way of social life and it would be impossible to alter this way of life putting security as an alibi where the menace is basically organized by a fundamentalist motive. No country should rupture ever under such motives. Prelude to the probable action plans In view of the documents found in the apartment of a suspected Al Qaeda member Anas al-Liby, in Manchester, England, May 2000 it could be stated that the systematic formulation of the general action plans of terrorist activities mentioned in the document indicates a well organized sect being involved in this procedure of destructions. It should be noted that few chapters like the Eighteenth Lesson: Prisons and Detention Centers are truly gruesome and people who are able to execute or simply thing of such proceedings should be stopped at all cost. As it is obvious that the training manual not only indicates activities centering US and UK only but also is applicable to other countries as well, like India, who oppose Islamic fundamentalist's concept of Islamic rule around the world. Therefore it is extremely essential to bifurcate the strategy into two sections viz. Domestic strategies and international strategies. Domestic Strategies: In accordance to the training manual the Military Organization dictates a number of requirements to assist it in confrontation and endurance. These are: 1. Forged documents and counterfeit currency 2. Apartments and hiding places 3. Communication means 4. Transportation means 5. Information 6. Arms and ammunition 7. Transport Under the perception of these operations it would possible to underline strategies based on each of the mentioned point. Forged documents and counterfeit currency: First of all, there is the problem of forged documents and counterfeit currency. To negotiate these and to control probable and further infiltrations the authorities must make it

Innovation and change (Mobile phone industry ) Essay

Innovation and change (Mobile phone industry ) - Essay Example Government has always bended its brows on companies that have innovated in their technology and business practices but not provided for safe and eco-friendly disposal of parts and batteries (â€Å"Life Cycle Management: A business guide to sustainability†). Being responsible to the environment affects the product offering in the way that consumers make an image of unethical manufacturer in their minds. Nokia has been able to create a good image by providing for eco-friendly disposal of its handset parts across the world. Taxes are means of revenues for Government. A flourishing industry provides better prospects of high taxes to the government. Mobile phone industry has climbed up the ladder of evolution and growth in a very short span and has also been taxed heavily for latest technological innovations. These innovations sometimes help to curb emerging competition due to its monetary intensity and also help avoid malpractices which might take place under innovation disguise. Consumer protection laws and regulations also have a huge bearing on innovation taking place in mobile industry. Innovations are expensive and if the involved technology does not satisfy customer requirements, it has to be replaced abiding by consumer laws, which could be a means of huge losses for the innovator (Bonthron 2009). Technology reducing international distances every day, mobile manufacturers have to resort to efficiency in operational costs by rationalizing their supply chain through international trading. However, across borders, import and export charges and duties have much affected the growth of mobile phone innovation. There have been many cases where host government has denied entry of foreign players due to the fear of their market being captured by other telephony giant, thereby siphoning a major portion of their GDP. Competition has been very stiff in the mobile phone

The Divergence of U.S. and UK Takeover Regulation Essay - 1

The Divergence of U.S. and UK Takeover Regulation - Essay Example who decides the rules of takeover in both countries. Rules of takeover in the UK are the outcome of the self regulation where interests of institutional investors play an important role while on the other hand the US judicial setup holds the responsibility of takeover rules and thus, limiting the influence of shareholders over making of rules. In the UK, shareholders’ perspectives play an important role in deciding about takeover bids and thus, takeover regime is â€Å"privatized†. Easterbook and Fischel proposed limited capability of managers to defend takeovers which did not become part of practice in the US after its dismissal by the Delaware Court and takeover decisions are still based on decisions made by those who manage businesses and they are allow to undertake several types of defense actions such as the â€Å"poison pill† or shareholder rights plan to undermine bidder’s stake. These tactics are prohibited in the UK and without the consent of shar eholders managers cannot maneuver any tactic in defense. However, in the UK managers are allowed to make use of â€Å"embedded defenses† which may involve issuance of dual-class voting stock or several other ways to take action before any bidder takes an offensive position (Armour and Skeel). Takeovers do not always result in higher returns for shareholders therefore it seems more appropriate to leave the decision in case of takeover to shareholders as in the UK. However, it is noted that the number of takeovers in the US has been greater than the UK. There could be several reasons including the veto power of directors who may feel that they are not entitled to sufficient incentives from the shareholders. In the UK, bidder can lodge a protest against managers’ actions to the Takeover Panel comprising of representatives from LSE, BOE, major banks and institutional investors. There is a greater flexibility in dealing of this Panel and limited

Very old man with enormous wings Essay Example | Topics and Well Written Essays - 1000 words

Very old man with enormous wings - Essay Example Everyday life details of the story are elements of realism. The events of the story are set in some coastal village sometime. Unusual guest or visitor with the wings in Pelayo’s yard attracts many people who are willing to come and see the real angel. However, no one is quite sure that the old man is really an angel. The neighboring woman â€Å"who knew everything about life and death† claimed that the man was angel. Besides, his strange language and wings on his back were one more prove which lead to conclusion that he is an angel. The man does not wish or is not able to communicate or cooperate with people. Thus, the onlookers lose their interest to the old man with the wings soon. The angle does not meet expectation neither of town’s citizens nor the reader. The very first meeting with the old man and sight of his wings does not have a positive effect neither on Pelayo nor on his wife, Elisenda. Character of the old man of the story can be interpreted as a sym bol of a crippled and ugly old age as some people perceive it. The couple is not really happy with what they find in the mud of their yard: His huge buzzard wings, dirty and half-plucked, were forever entangled in the mud. They looked at him so long and so closely that Pelayo and Elisenda very soon overcame their surprise and in the end found him familiar (Marquez). They are surprised to see his wings. However, their interest and confusion does not last for too long. They take the man as if some injured animal and put him in hen’s coop. Furthermore, citizens of the town seem to be frustrated by angel’s lack of activity or almost motionless posture in the coop. the people who came to look at real flesh and blood angel feel frustrated and even aggressively because the angel does not meet their expectation. Their behavior towards the old man is cruel, unfair and impolite. The reader is also baffled by angels’ inactivity. Slowly people leave Pelayo’s yard, be cause they lose the interest in a strange old men. Rather, their attention is switched to another interesting creature which is Spider Woman. By that time, Pelayo and his wife Elisenda manage to get some money from the onlookers and get rich. However, after public interest is gone, the couple is not interested in the fallen angel either. Even though Marquez’s second title of this short story is A Tale for Children, issues that are raised by the author is this short story are not childish. The fist theme of the story is writer’s measurement of two opposite human feelings such as cruelty and compassion. Marquez sinfully present the degree of human cruelty towards those who are week and dependent. The negative attitude to the old man is exacerbated by his unusual look and strange language which is known to no one. Heartlessness of people from this story is striking: â€Å"the most merciful threw stones at him trying to get him to rise so they could see him standing†; or â€Å"they burned his side with an iron for branding steers, for he had been motionless for so many hours that they thought he was dead† (Marquez). Elisenda and Pelayo’s first plan was to set the old man on a raft with provisions and let him sail freely. Such an act is not the most merciful one, because leaving the old almost dieing man alone is rather pitiless. However, when the couple understands that they can profit from showcasing the fallen angel to the audience they chance their plan. When their child gets well, Elisenda and Pelay

The Divergence of U.S. and UK Takeover Regulation Essay - 1

The Divergence of U.S. and UK Takeover Regulation - Essay Example who decides the rules of takeover in both countries. Rules of takeover in the UK are the outcome of the self regulation where interests of institutional investors play an important role while on the other hand the US judicial setup holds the responsibility of takeover rules and thus, limiting the influence of shareholders over making of rules. In the UK, shareholders’ perspectives play an important role in deciding about takeover bids and thus, takeover regime is â€Å"privatized†. Easterbook and Fischel proposed limited capability of managers to defend takeovers which did not become part of practice in the US after its dismissal by the Delaware Court and takeover decisions are still based on decisions made by those who manage businesses and they are allow to undertake several types of defense actions such as the â€Å"poison pill† or shareholder rights plan to undermine bidder’s stake. These tactics are prohibited in the UK and without the consent of shar eholders managers cannot maneuver any tactic in defense. However, in the UK managers are allowed to make use of â€Å"embedded defenses† which may involve issuance of dual-class voting stock or several other ways to take action before any bidder takes an offensive position (Armour and Skeel). Takeovers do not always result in higher returns for shareholders therefore it seems more appropriate to leave the decision in case of takeover to shareholders as in the UK. However, it is noted that the number of takeovers in the US has been greater than the UK. There could be several reasons including the veto power of directors who may feel that they are not entitled to sufficient incentives from the shareholders. In the UK, bidder can lodge a protest against managers’ actions to the Takeover Panel comprising of representatives from LSE, BOE, major banks and institutional investors. There is a greater flexibility in dealing of this Panel and limited

Origins of business Essay Example | Topics and Well Written Essays - 500 words

Origins of business - Essay Example Entrepreneur can be defined as, "the one who undertakes an enterprise, especially a contractor, acting as intermediatory between capital and labor". (Jean-Baptiste Say) Entrepreneur is basically referred to a person who is willing to launch a new venture or an enterprise. He should have the qualities of carrying out a successful business. The effects of a good entrepreneur on business are that he has the quality to innovates efficiency and productivity in his business by introducing new technologies and ideas. He is a versatile and creative personality who brings in new strategies in his business or launches new types of products or services in order to profit his business. Planning or outline: Planning or an outline is a very important origin to start up a business. The founder of the business must plan first about the business. What, where, when and how, all these questions about the business are very necessary to answer before starting a business. The founder of the business must make a proper draft or an outline about his business and analyze all the expected aspects included the profit and loss of his business. This will be quite helpful in the future as the business will not be inclined towards any sort of loss and even if any loss may be occurring in the business, the entrepreneur will be ready to face it and handle it properly through the planning made before the launch of the business.

Responsive Web Design Essay Example for Free

Responsive Web Design Essay Ethan Marcotte, author of this original A List Apart article back in 2010, provided us with the concept of Responsive Web Design. Removing the need to develop multiple versions of the same site for different devices, its popularity led to the release of his book. Id like to share with you a few concepts of Responsive Web Design, allowing the content and structure of the website conform to that of the device or browser. Starting any layout, we typically rely on pixels. Measuring the width of our structure from the design document. Ethans concept suggests using percentages. Requiring a little more calculation, but otherwise fairly simple. Now since we do not want to simply shrink everything down, we combine this with the use of CSS Media Queries. These can be thought of as conditional CSS, allowing us to alter the structure as a whole when the browser size drops below a certain size. Check out this article for a more detailed explanation on media queries: http://css-tricks.com/css-media-queries/ Now since images dont adjust themselves into the containing structure like text does, we have to call on the use of JavaScript. We can save out two versions of the image, one optimized for mobile and another for browsers capable of larger sizes and resolutions. The JavaScript is then used to render the image proportionally and at the appropriate resolution. After hearing Ethan discuss this concept at Front-End design conference in 2011, fellow WDD instructors and I found ourselves very excited about it. Now most users do not actively resize their browser as they experience the web, but we found that we disliked that the continual re-render as you do. To this end, Ive created an alternate solution based off of Ethans original concept. Start off by building out your structure at the maximum size. Then, calculate out what the required minimum browser size is in order to view this correctly. Just as in the original concept, you add additional CSS using Media Queries to make adjustments. The difference is that you continue to use pixels instead of percentages. As any item can still be hidden, moved, or shrunk, this allows for a full range of layouts, ones which snap to place at certain intervals, rather than doing so continually. Now some may argue that if the users browser falls in-between these content sizes that screen real-estate is still being wasted. I am willing to concede this point, however feel this is minimal. The avoidance of any unwanted readability issues caused from the auto-format outweighs the negatives.

Food And Wine Harmony History Essay

Food And Wine Harmony History Essay Italy is a unitary legislative state in Southern Europe. It is the fifth most populated country in Europe, and the 23rd most populated in the world. Rome, the capital of Italy, has for periods been an administrative and religious centre of Western society as the capital of the Roman Empire and place of the Holy Sea. Modern Italy is an independent republic. It has been graded as the worlds 24th most-developed nation and its Quality-of-life Index has been graded in the worlds first ten in 2005.Italy delight in a very high standard of existing, and has a great GDP per capita. History The terrestrial known as Italy today has been the structure of European cultures and peoples, such as the Etruscans and the Romans. Italys capital, Rome, was for periods the administrative centre of Western society, as the capital of the Roman Empire. After its failure, Italy would endure numerous assaults by foreign peoples, from Germanic societies such as the Lombards and Ostrogoths, to the Normans and later, the Byzantines, among others. Times later, Italy would become the origin of the Renaissance, an immensely fruitful intelligent movement that would prove to be essential in shaping the following course of European thought. Through much of its post-Roman past, Italy was split into numerous kingdoms and city-states but was united in 1861, a unrestrained period in past known as the Risorgimento. In the late 19th era, through World War I, and to World War II, Italy controlled a colonial empire, which extended its law to Libya, Eritrea, Italian Somaliland, Ethiopia, Albania, Rhodes, the Dodecanese and a franchise in Tianjin, China. Culture Italy did not occur as a state until the countrys association in 1861. Due to this relatively late association, and the historical independence of the regions that include the Italian Peninsula, many societies and customs that are now predictable as distinctly Italian can be recognized by their districts of origin. Despite the governmental and social distinction of these areas, Italys contributions to the national and historical legacy of Europe and the world remain massive. Italy is home to the highest number of UNESCO World Heritage Sites to date, and has vast collections of art, culture and writings from many different eras. The country has had a comprehensive cultural impact worldwide, also because frequent Italians migrate to other places during the Italian movement. The country has, generally, an estimated 100,000 monuments Climate The climate differs significantly from the north to the south of Italy. In the north of the country the area in the middle of the Alps and the Tuscan-Milan Apennines the climate is tough, with very cold winters and very hot, mainly humid summers. In central Italy the temperature is milder, with a smaller difference in temperature between summer and winter and a smaller and less powerful cold season than in the north; summers are longer, but the sultriness of the northern metropolises is moderated by the sea. In southern Italy and the islands wintertime are never particularly tough, and spring and autumn climate are similar to those reached in the summer in other areas of Italy. Geography Italy is situated in Southern Europe and consist of the boot-shaped Italian Peninsula and a number of islands together with the two largest, Sicily and Sardinia. The Apennine Highlands form the peninsulas backbone and the Alps form its northern borderline, where Italys highest peak is positioned on Mont Blanc. The Po, Italys longest river, runs from the Alps on the western boundary with France and crosses the Padan plain on its manner to the Adriatic Sea. The country is located at the meeting point of the Eurasian Plate and the African Plate, primary to extensive seismic and volcanic movement. There are 14 volcanoes in Italy, four of which are energetic. Soil Soil differs throughout the world, and Italy has territory like no other. Both acidic and limy, Italian soils are used to harvest everything from vineyard grapes to routine herbs such as rosemary. Italy is renowned for wines due to its range of soil. Different grapes have need of different soils. Tuscany has such a various range of soil substances, together with volcanic rock and sandstone, that it is one of the finest places in Italy to catch fine wine vineyards. Marsala History In the 6th period to Justinians Empire, in this historical, the town was marked by dysentery, disregard of Bisanzio and the attacks of pirates. Arabic-Berbers arrival at the nearby Granitola mount in the 8th century involved the reopening of commerce and the start of the return of the town, which was retitled Marsa Ê ¿AlÄ « Ê ¿AlÄ «s harbour located near Punta dAlga or also Marsa Allah, namely Gods harbour, whence the existing name. There is the philosophy that Marsala comes from mare salis Salt ponds by the sea. At the end of era 1700, an appearance from the sea reformed again the upcoming of the town: the arrival of the English John Woodhouse who created the wine marsala. Geography Extreme western point of Sicily, the town was originated on Lilibeo cape, from where Aegadian Islands can be implicit. The territory of Marsala, extensive 241 km ² , has got a rich cultural and landscape legacy; its zone include the Stagnone Lagoon, where Mozia is situated. Marsala town till the end of 1970 was inhabited by about 86 thousand people. The part of Marsala is classified in seismic zone. In the last 200 years three earthquakes of medium-high strength were measured : 18 May 1828 magnitude 5.17 (about 6 ° Mercalli scale) 15 January 1968 Belice earthquake which in Marsala reached 7 ° Mercalli scale. 7 June 1981 magnitudo 4.60 (4/5 ° scala Mercalli scale) with epicentre in Borgo Elefante in Mazara del Vallo, far about 20 km from the town-centre of Marsala. Marsala wine Marsala wine is Italys most well-known type of fortified wine, addressing from Italys sunny southern area. Marsala is a upper alcohol fortified wine (usually about 17- 20%) that is existing in both sweet or dry variants. How is Marsala Wine Made? Marsala is complete from native, natural white grapes like Catarratto, The ruby-colored Marsalas hail from any mixture of three native red grapes. The fermentation of Marsala is frozen by the addition of a grape brandy when the remaining sugar satisfied reaches the pre-determined stages according to the sweet/dry style the creator is shooting for.   Alike to the system  of mixing various vintages of Sherry, Marsala often goes complete a perpetual system, where a sequence of vintage mixing takes place. Marsala Color Classifications: Ambra (Amber colored)   made with white grapes. Oro (Gold hues)   made with white grapes. Rubino (Ruby colored)   made with red grapes, like Pignatello. White grapes Chardonnay: This Burgundy diversity is so useful and commercially practical at the same time, that it was widely presented throughout Italy after the phylloxera defeated most Italian vineyards at the end of the nineteenth century. Produced in many flavours all over the country. Grillo: Full-bodied white used in Marsala and Alcamo blends between others. Zibibbo: Italian name for Muscat, or Moscato dAlessandria. Juicer, less fresh and more fermented than Moscato Bianco, it is best recognized for the passito wines from pantelleria, a small island off the western coast of Sicily. Sauvignon: Homonym of the French Sauvignon Blanc, it is completed into a number of variations throughout Italy. Catarratto Bianco Comune: Though it is found only in Sicily, this selection accounts for the most-planted white grape in all of Italy. Though it is usually used in variations of Marsala blends, it can be used to make pleasing, low-acid, dry wines. Red grapes Cabernet Sauvignon: Firstly from France, this grape is extensively grown all over Italy and has become the base for some of the most respected and luxurious Italian red wines. Similar to other unique French grapes such as Merlot and Cabernet Franc, it was widely established throughout Italy after phylloxera wiped out maximum of northern Italys vineyards at the end of the nineteenth century. Pinot Nero: The Italian variety of Pinot Noir is at its best in Piedmont, Oltrepà ² Pavese, plus Alto Adige wines. Sangiovese: Considered Italys most honourable red grape, it is the base for several prize-winning wines counting Chianti Classico, Vino Nobile di Montepulciano, Brunello di Montalcino, Morellino di Scansano and, last but not least, the gradually known Sangiovese di Romagna. It is measured a native wild vine that was major domesticated by the Etruscans in the Tuscan Emilian Apennines. It has a typical black cherry fragrance with scents of wood smoke. Nero dAvola: Also called Calabrese, is the most important red grape in Sicily. It is verified into dark, thick, flavourful reds reminiscent of the best Australian Shiraz. Gamay: Grown widely throughout Italy, it is vinified as Colli Del Trasimeno DOC varietal in Umbria Popular wineries in Marsala Alvis Rallo: A fine maker of Marsala wine, Alvis Rallo was started in 1860 by the Rallo family. The wine aged area has a capacity of around 13,000 hectolitres in oak casks having between 20 and 450 hectolitres each. Buffa Winery: The Buffa winery was started in 1931, the year in which the current owners father began to produce and trade Marsala wine in bottles, casks and bottles. Donnafugata: Donnafugata makes a range of wines counting Lighea Contessa Entellina D.O.C, Opera Unica Marsala Superiore Riserva D.O.C., Tancredi, and Vigna di Gabri Contessa Entellina D.O.Ces in Marsala Marsala wine Red wines include Nero DAvola: Nero DAvola is one of the ancient ethnic grapes and Marsala wine-makers are justly proud of the acknowledgment that this variety is now getting. Syrah: anyone aware with the southern hemisphere wines will have recognised plenty of Syrah and the weather and territory of Marsala are particularly suited to this tasty grape. Etna Rosso: a mixture of Nerello Mascalese and Nerello Mantellato this is the wine born on the rich, productive volcanic inclines of Mount Etna. Cerasuolo di Vittoria: a mixture of Frappato and Calabrese with the conceivable addition of some Grossonero or Nerello Mascalese, this is the well-known wine of the province of Ragusa. White wines include Bianco DAlcamo: a mixture of Cataratto Grecanico, Damaschino and Trebbiano, this outstanding white can be found all over Sicily, but can only be created in the rich area among Alcamo and Trapani. Wines prepared from Grillo, Inzolia, Cataratto, Grecanico and Chardonnay are made in purezza or mixed together by all the big wine creators, and some are truly excellent. Aperitif wines includeà ¢Ã¢â€š ¬Ã‚ ¦ The sugar content of the grapes and the drying abilities of the sun mean that Marsala gives itself well to manufacture of dessert wines. The best known of these are: Marsala: the famous fortified wine first created by the Englishman John Woodhouse in 1773 is a mixture of Grillo, Cataratto, Ansonia and Damaschino with the adding of distilled alcohol. Though it has a status as a sweet wine, there are also some outstanding dry aperitif varieties. Passito di Pantelleria: prepared from Zibbibo grapes which have been dehydrated in the sun to increase the sugar absorption. Passito di Noto: 100% Passito Bianco grapes for a pleasant sweetish wine, with sugar-coated hints. Viticulture Is the science, manufacture and study of grapes which contracts with the series of events that occur in the vineyard. As soon as the grapes are used for winemaking, it is also known as viniculture. It is a division of the science of horticulture. Duties of the viticulturist include: observing and directing pests and diseases, fertilizing, irrigation, shelter management, monitoring fruit growth and appearances, deciding when to harvest and vine cropping during the winter months. Vinification Winemaking, or vinification, is the manufacture of wine, starting with collection of the grapes or other food and ending with bottling the finished wine. While most wine is made from grapes, it may also be prepared from other fruits or plants. Mead is a wine that is prepared with honey being the primary ingredient after water. Winemaking can be distributed into two categories: still wine manufacture (without carbonation) and sparkling wine manufacture (with carbonation natural or injected).The science of wine and winemaking is known as oenology. A person who creates wine is usually called a winemaker or vintner. Food pairing The three most important rules when it comes to wine-and-food pairing are: 1. Drink and Eat What You Like Pick out a wine that you would need to drink by it, rather than hoping a food match will progress a wine made in a grace you dont like. That way, even if the pairing isnt good, you will still appreciate what youre drinking. 2. Look for Balance Study the weight-or body, or productivity-of both the food and the wine. The wine and the dish should be equal partners, with neither overpowering the other. If you stability the two by weight, you raise the odds intensely that the pairing will be successful. This is the secret behind many classic wine-and-food matches. Theres a fair quantity of character to this. Hearty food needs a hearty wine. Cabernet Sauvignon accompaniments grilled lamb chops because theyre equally strong. 3. Match the Wine to the Most Prominent Element in the Dish This is serious to fine-tuning wine pairings. Identify the main character more often it is the sauce, flavours or cooking method, rather than the main element. Consider two different chicken dishes: Chicken Marsala, with its browned exterior and a sauce of dark wine and mushrooms, against a chicken breast poached in a creamy lemon sauce. The browned, earthy flavors of the earlier tilt it toward a soft, supple red, while the simplicity and citrus flavors of the latter call for a fresh white. Examples of food with wine: Pinot Grigios are good with citric based foods like lemon chicken or light and floral soups or stews. If youre consuming a desert wine that is actual sweet, have a nice biscotti or torte. The wine should constantly be just as sugary, or sweeter Seafood does not constantly have to be matching with white wine. Chianti is such a assorted wine with a dry-body that it will not destruction and hide the flavors of the sea. Mix it up a bit and discover the flavors. Some shellfish, like oysters are outstanding with sparkling wine.

Measure for Measure Essay: The Pontification of Isabella

The Pontification of Isabella in Measure for Measure   Ã‚  Ã‚  Ã‚   Within Measure for Measure the character of Isabella is characterized as an innocent pure female, and there is a focus on her ever-present moral dilemma. By using Elizabethan perspectives on women, nuns, and chastity, Shakespeare uses Isabella to reveal character traits and morality of those around her.   However in opposition Isabella made be seen as an individual who pontificates too much when her brother’s life is at stake, it is perhaps easier for Isabella to suffer the condemnation of a modern audience. Isabella is immediately established as a rare female character when her brother describes her with the statement, "she has prosperous art When she will play with reason and discourse   And well she can persuade"(Shakespeare 1.2.161-163). It is worth noting her that women in Shakespeare's time were very recognized for neither their reasoning nor their speaking capabilities. In fact, women were not expected to voice their opinions; women who chose to do so were deemed a threat to social order. It is, therefore, questionable whether Shakespeare's audience would have approved of Isabella's skills at rhetoric. Although agreeing with her stance concerning Claudio (they, too, prob... ...The Wheel of Fire: Essays in Interpretation of Shakespeare's Sombre Tragedies. London: Oxford UP, 1930. Leech, Clifford. "The 'Meaning' of Measure for Measure." Shakespeare Survey 3 (1950): 69-71. New American Standard Bible. Reference ed. Chicago: Moody Press, 1975. Pope, Elizabeth Marie. "The Renaissance Background of Measure for Measure." Shakespeare Survey 2 (1949): 66-82. Rossiter, A. P. Angel with Horns and Other Shakespeare Lectures. Ed. Graham Storey. London: Longmans, Green, 1961. Shakespeare, William. William Shakespeare: The Complete Works. Ed. Alfred Harbage. 1969. Baltimore: Penguin, 1971.   

Competitive Strategy for Dialog Mobile

Competitive Strategy 1 Competitive Strategy for Dialog Mobile Competitive Strategy 2 ABSTRACT The study aims at devising a competitive strategy for Dialog Mobile, the provider of mobile telephony services which is the core business of Dialog Telekom PLC. Dialog which currently has customer base of over 5 Million and a revenue share of over 60% is the market leader in Sri Lanka’s mobile industry.However due to aggressive competitor price wars, the entrance of multinational giants such as Bharthi Airtel, global and domestic economic downturn, fluctuating inflation and high cost of energy combined with a bullish expansion strategy, Dialog had to face a loss of Rs. 2. 88 Billion in 2008 from a profit of 8. 91 Billion in 2007. This forms the background for Dialog’s competitive strategy. Since the industry has an Oligopolistic structure, constant price wars are putting the industry at risk.In order to be sustainable in such an environment it is crucial that Dialog focuses on customer retention and acquisition via customer centric policies, processes and a culture of relentless pursuit towards exceptional customer service. This would have to be backed by lean processes, prudent investments and rigorous project management. Dialog should also consider the feasibility of following an outsourced model by handing over high cost activities such as network infrastructure management and IT to selected vendors. Competitive Strategy 3Table of Contents ABSTRACT †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Preliminary Business Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Value Creation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Micro Economic Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Cost Structure †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Five Forces Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Existing Rivalry Amongst Competitors †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Threat Of New Entrants †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 The Power Of Suppliers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 The Power Of Buyers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 SWOT Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 Strengths†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . 15 Weaknesses†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Opportunities †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Threats †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 Market Structure & Customer Behavior†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18 Dialog Telekom PLC Performance Review for 2008 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19 Macro Economic Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Economic Forecast †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 25 Driving Forces †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 27 Competitive Strategy 4 Driving Forces in the Local Industry †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 27 Changes In Long Term Industry Growth Rate †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Entry Of Major Multinational Firms †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 28 Innovative Business Models †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 28 Expon ential Growth In Network Bandwith †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 28 Regulatory Changes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 28 Reduced Consumer Spending†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Unemployment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 29 Increased Taxes†¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 29 Driving Forces In The Global Industry †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 30 The Internet And Digitization Of Content †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 30 Strategic Plan For Dialog Mobile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 0 Short Term †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 30 Enhanced Cost Management †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 30 Increased Focus On Customer Retention †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 31 Process Optimization To Support Customer Centric Objectives †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 31 Stringent Project Management With Emphasis On Significant Value Addition †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 Long Term Plan (2-4 Years) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 32 Cost Leadership †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 32 Outsourced Business Model †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 32 Increased Emphasis On Data †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 33 Increased Emphasis On Green Technologies †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 REFERENCES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 34 Competitive Strategy 5 Table of Figures TABLE 1 DIRECT COSTS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 TABLE 2 OPERATIONAL COSTS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 TABLE 3 DTL SUBSCRIBER GROWTH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 TABLE 4 DTL REVENUE GROWTH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19 TABLE 5 DTL DIRECT COST COMPARISON †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 TABLE 6 DTL OPERATIONAL COST COMPARISON †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 0 TABLE 7 DTL FINANCIAL PERFORMANCE SNAP SHOT †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 22 FIGURE 1 VALUE CREATION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. FIGURE 2 DTL COST STRUCTURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 FIGURE 3 VALUE CHAIN †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 FIGURE 4 FIVE FORCES ANALYSIS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 FIGURE 5 DTL REVENUE GROWTH – INVESTOR FORUM 2008 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 FIGURE 6 DTL QUARTERLY REVENUE GROWTH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 FIGURE 7 DTL SUBSCRIBER GROWTH †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 21 FIGURE 8 BUSINESS CYCLE †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 FIGURE 9 SRI LANKA GDP ANALYSIS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 25 FIGURE 10 SRI LANKA INFLATION TREND †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. .. 26 FIGURE 11 SRI LANKA MOBILE TAXES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Competitive Strategy 6 Economic Strategy for Dialog Mobile Introduction Dialog Telekom PLC, Sri Lanka's leading telecommunications company, operates Dialog GSM, the country's largest mobile phone network. Dialog GSM has spearheaded the mobile industry in Sri Lanka propelling it to a level of technology in line with the best in the world. The company operates 2. 5G and 3G networks, with the distinction of being the first 3G operator in South Asia. The Company also provides International Roaming facilities in over 190 countries.Dialog GSM is the country's largest cellular network providing services to over 5 million customers across the island (Dialog, 2009) In addition to its core business of mobile telephony, Dialog Telekom operates Dialog TV, a direct-to-home satellite television service, Dialog Broadband which offers fixed-line services and broadband internet and Dialog Global which provides a wide range of international telecommunication services. The scope of this study is limited to the formulation of a ‘Competitive Strategic Plan’ for Dialog Mobile – which is the largest revenue contributor.The total mobile subscriber base as at 31st December, 2008 was 5. 5 1 Million, out of which12% consists of post paid customers. The ARPU for post paid was Rs. 1404, while Prepaid was Rs. 319 as at 31st December 2008 (Dialog, 2009). Competitive Strategy 7 Preliminary Business Analysis Value Creation Dialog Telekom PLC’s Vision and Mission provide insight into the ways in which the company strives to create value to its customers. Vision: â€Å"To be the undisputed leader in the provision of multi sensory connectivity resulting always in the empowerment and enrichment of Lankan lives and enterprises† (Dialog, 2009).Mission: â€Å"To lead in the provision of technology enabled connectivity touching multiple human senses and faculties, through committed adherence to customer driven, responsive and flexible business processes and through the delivery of quality service and leading edge technology unparalleled by any other spurred by an empowered set of dedicated individuals who are driven by an irrepressible desire to work as one towards a common goal in the truest sense of the team spirit (Dialog, 2009). Competitive Strategy 8 Figure 1 Value Creation Customers’ perceived benefit CS =PB – MP Value Created PF = MP – PC Organizational costBeing a mobile telecom service provider in a nutshell the company provides value to society by enabling people to be accessible at any time from any place at an affordable price. With regard to the ‘reason for the company’s existence’ it would be prudent to initially take into account the following requirements/characteristics of mobile telecommunication; †¢ The existence of significant entry barriers due to the need for approval from TRC (Telecommunication Regulatory Commission) for commencement of operations Competitive Strategy 9 †¢ Extremely high capital and operational expenditure requirements for nfrastructure (base stations, towers, contact center and service outlets, systems) and maintenance †¢ The requirement for special ized knowledge regarding every aspect of Mobile communication †¢ The need for a significant workforce in order to start operations and maintain status quo post commencement †¢ An extended payback period resulting in the need for revenue generation in order to be sustainable (consumption of the service sans significant profit generation is not financially viable) All aspects mentioned above make it impossible for a single or small group of individuals to replicate the production of mobile telecommunication.This is in line with the reflections of Coase (1937) who stated that firms are more efficient at coordinating activities in comparison to markets. Dialog Telekom would have the benefit of economies of scale & economies of team production, thus drastically reducing cost of production. The other significant advantage is the common ownership of productive resources such as engineering, legal, IT, accounting, charging etc. Competitive Strategy 10 Micro Economic Analysis Cost StructureDialog Telekom being a mobile network operator has to collaborate with many suppliers and stakeholders in the value chain in order to run the operations and provide sufficient value to the customer and thereby earn profits. Figure 2 DTL cost structure Banks, Finance companies Suppliers of support services such as dealers & franchisees Government taxes Network equipment suppliers Dialog Telekom Other suppliers of capital items – PCs, headsets etc Hand set dealers & retailers Direct costs – Airtime and SIM card retailersCustomers Competitive Strategy 11 The above diagram shows a ‘helicopter’ view of the various stakeholders and the way in which cash flows in and out of the company. The key source of revenue is the Corporate and retail consumer base. Table 1 Direct costs Table 2 Operational costs Figure 3 Value chain Network related costs formed a major portion of direct costs, while selling expenses formed a major portion of operational costs (Dialo g, 2009). Competitive Strategy 12 Five Forces Analysis Figure 4 Five forces analysisThreat of new entrants Threat posed is relatively high not withstanding significant entry barriers ICT company ‘Maxis’ is poised to launch operations to become the 6th mobile operator – Supplier power Many suppliers Suppliers currently wield relatively low power – Existing rivalry amongst competitors 04 fixed line operators 05 Mobile operators 29 ISPs Intense rivalry amongst competitors – Buyer power Buyer power is relatively high Switching costs are low Many mobile operators to choose from Threat of substitution VOIP and CDMA can be considered substitutes However, hreat posed is minimal – Competitive Strategy 13 Existing Rivalry Amongst Competitors There are currently 04 mobile operators that could be considered direct competitors to Dialog, namely Mobitel, TIGO, Hutch & Bharthi Airtel. The biggest competitor currently is Mobitel, with a market share of appro ximately 18% in comparison to Dialog’s 53% (Bartleet Mallory stockbrokers, 2008). Mobitel follows an extremely reactive strategy, where it mirrors every action undertaken by Dialog. For example, Mobitel launched 3G service soon after it was launched by Dialog.Mobitel also follows predatory pricing techniques by constantly undercutting the prices set by Dialog in a bid to lure customers away. Bharathi Airtel, the latest player in the industry is a market giant in India, with over 100 Million subscribers and a market share of over 25% (Report Buyer, 2009). Airtel’s strategy has always been providing affordable mobile services to customers. TIGO, which was formally known as Celltel concentrates more on the Prepaid market. TIGO was the first player to provide ‘per second billing’ facilities to customers.Hutch while being a dominant player in India is more of a fringe player in Sri Lanka that also emphasizes on the Prepaid segment. Threat Of New Entrants While barriers to entry into the market are relatively high, there are quite a few players that have either entered or are in the process of entering the market. One such player is Maxis, a Malaysian company which already has operations in India and Indonesia. Maxis also owns 44% of shares at SLT (Bartleet Mallory stockbrokers, 2008). While Maxis would Competitive Strategy 14 further erode Dialog’s market share its strategy might be less predatory in comparison to some players.Other players with plans to enter the Sri Lankan market are Reliance Mobile and MTNL, both Indian companies. Reliance Mobile, like Airtel is also a giant in the Indian market constantly at war with the latter for the number 01 position. The Power Of Suppliers There are many suppliers of mobile infrastructure components in the industry. These suppliers supply products such as base station components, cell switching components and services such as base station assembly, tower assembly and switching optimization . Vendors include Huawei, Sun, Ericsson etc.Dialog Telekom being an industry giant and the fact that there are numerous vendors means that the influence of the vendors is less in comparison to the power wielded by Dialog. Furthermore mobile service providers purchase products in large quantities over a long period of time. This would also include the purchase of services such as assembly and maintenance. Securing such contracts are extremely important from the supplier’s perspective. Vendors such as Dialog due to its enormous influence in the local industry will also influence the research and development process of the vendors and the type of technology that is developed.For example, the adoption of 3G technology would have dictated the priorities of the vendors in terms of the type of technology that should be introduced to the market. Vendors in general have high fixed costs such as R and low incremental costs thus making it extremely important that they secure profitable contracts with mobile operators. Competitive Strategy 15 The Power Of Buyers In stark contrast to the vendors, the power of consumers is high. This is due to the low switching costs. A new SIM only costs approximately Rs. 00; hence customers do not have to spend a great deal if they want to switch operators. This power wielded by the consumer is only compounded by the presence of many mobile operators in the industry. The fact that these operators also include giants such as Bhrarthi Airtel only result in providing the buyers more bargaining power with their current operator. SWOT Analysis Strengths The main strengths of Dialog are threefold, one its brand name, two its vast infra structure and three the financial backing from its parent company Axiata.According to Perera (2008) from the Asian Tribune, the company was voted the number 1 brand for two consecutive years with a brand value of Rs. 12. 324 million in 2006 and Rs. 12. 401 million in 2007. The company was also voted number 1 amongst the top ten companies in April 2008. Innovation has always been one of Dialog’s strengths; the company was the first to launch SMS, MMS, Song catcher, mobile commerce, mobile e mail, information on demand etc in the region. Dialog was presented ‘the most innovative brand of the year’ award in recognition of this fact at the SLIM brand excellence awards.Competitive Strategy 16 In terms of infra structure and reach Dialog Telekom has over 1200 base stations spanning all provinces and has over 100 customer service centers, which is more than any other company in the country. Dialog operates 2. 5G and 3G networks. It is also linked to over 200 global destinations via international roaming (Dialog, 2009). Axiata group Berhad is the emerging leader in Asian mobile communications. It has controlling interest in Dialog Telekom along with many other subsidiaries in the South East Asian region.The continuous financial support provided by Axiata for Dialog Teleko m is one of its key strengths and has had a great impact on the development and expansion of the company. Dialog in return has been a significant contributor of profits for Axiata. Weaknesses One of the key weaknesses of Dialog Telekom is its increasingly high costs. A feature of many conglomerates that experience rapid growth is the inefficiencies that ‘silently creep in’. Total costs increased by 40% as at December 2008, with costs of finance increasing by 233% and depreciation by 81% (Dialog, 2009).Dialog also has a 3500 strong workforce which has resulted in overlapping scope of work across many divisions and units. The increasing size of the company has also lead to inefficient processes and unnecessary beurocracy. As a result it would be more and more challenging for the company to make swift changes in its strategic direction. Bigger companies also have the added danger of being further distanced from the end consumer of their products and services. This danger i s also a reality due to many personnel being unaware of VOC (Voice Competitive Strategy 17 f the customer), thus resulting in policies that aren’t necessarily customer centric in nature. Other weaknesses include its legacy systems. Most of its systems require upgrades or changes due to the strain imposed by the rapidly growing customer base and advances in technology over the years. However such changes cannot be made within a short timeframe and huge amount of financial resources and time are required to successfully implement changes. Opportunities Current mobile penetration in Sri Lanka is estimated to be around 50% with room for a further 20% in the short term (Lanka Business Online, 2009).At the end of 2008 there were 11. 087 million subscribers with an annual growth rate of 39% which is a drop from 48% in 2007 and 61% in 2006. Provinces such as North West, North Central, Sabaragamuwa, East and north have a fixed line distribution of below 10% and therefore provide ample opportunity for increased mobile penetration. Threats The main threats associated with the mobile industry are the increasing number of competitors and the global economic impact on customer spending patterns. The increasing competition has lead to huge price wars which has in turn negatively affected all the players in the industry.This trend could have a long term impact on research and development and the investment into new technologies. Therefore even though companies Competitive Strategy 18 might feel that they are able to remain competitive in the short term it could result in long term reduction in the value provided to consumers. Dialog is not immune to this problem, but rather it is has reacted to the price wars by drastically reducing the tariffs and by providing customers with packages that include 1000 minutes outgoing free call charges. Furthermore the rate of penetration is also on a reducing trend.Market Structure & Customer Behavior The telecommunication industry i n Sri Lanka consists of a few key players. As mentioned prior, the industry consists of 05 mobile operators and 04 fixed line operators. 100% of the mobile communication market share is owned by these 05 players. There are also significant barriers to entry. A firm would require very large financial resources to start operations. Existing dominant companies would also have influence over the suppliers and essential resources such as a qualified and skilled workforce, network infrastructure and dealer network.New comers would have to negotiate terms with the same vendors who would have more leverage due to their existing contracts with the incumbent players. New entrants would also face barriers such as requiring approval and licensing from the Telecommunications Regulatory Commission for the commencement of operations. The success of any startup company in the industry would also depend on its own brand recognition (from operations in other countries), since it would have to compete with companies that have a loyal customer base with significant brand recognition locally.The type of VAS (Value Added services) provided by the players in the industry are to a large Competitive Strategy 19 extent homogenous in nature. All these factors are indicative of an Oligopolistic market structure. The telecommunication industry is also a reducing cost industry. This is due to the fact that as the number of players in the industry increases the suppliers of network infrastructure would experience economies of scale. This would result in lower input costs for the mobile operators who also purchase items in bulk quantities.With respect to customer behavior patterns, customers are generally price elastic; thus as a rule when prices are increased by a given percentage, usage reduces by a larger percentage. However, this behavior pattern cannot be taken for granted since there are various other factors that have an impact on the usage patterns of customers. Dialog Telekom PLC Pe rformance Review for 2008 The customer base grew to 5. 51 Million at the end of 2008 recording a 29% growth in comparison to 2007 (Dialog, 2009) Table 3 DTL subscriber growth Table 4 DTL revenue growth Competitive Strategy 20Figure 5 DTL revenue growth – Investor forum 2008 Average revenue per user had dropped by 23% for Prepaid and 17% for Postpaid respectively. This was due to aggressive price wars by the competitors which resulted in Dialog significantly reducing its tariffs. However, the reduction in prices did not significantly increase the amount of usage due to reduced elasticity of demand, while the 29% increase in customer share was conservative at best. Prepaid revenue contribution was 48%, while postpaid revenue contribution was 29%. VAS account for almost 10% of the total revenue (Dialog, 2009) Table 5 DTL Direct cost comparisonTable 6 DTL Operational cost comparison Competitive Strategy 21 As captioned there was a 48% increase in direct costs and a 36% increase i n operational costs YoY (year on year). This was due to an increase in International telecommunication levy & frequency fees, increased telco depreciation, an increase in network costs (driven by increased energy costs) and an increase in customer related costs. Increases in operational costs were due to increased operations (increased number of base stations), increased maintenance costs and inflationary pressure. Figure 6 DTL Quarterly revenue growthFigure 7 DTL Subscriber growth Competitive Strategy 22 There was a noticeable reduction in the subscriber and revenue growth between the second and fourth quarters of 2008. However, quarterly growth was 10. 7% as at Q4 which the highest since Q2 2006. Table 7 DTL Financial performance snap shot Profit after tax was a negative Rs. 1. 5 Billion. This was due to many factors such as: – Rising energy and transport costs – Local and global Macro economic downturn – Reduced elasticity levels – Inflation – P redatory price wars and marketing tactics of competitors Competitive Strategy 23Macro Economic Analysis Figure 8 Business cycle Peak Peak Trough Recession Expansion One business cycle time The global economic crisis which started in mid 2007 and worsened in 2008 inevitably had an impact on the Sri Lankan economy which also had to contend with a civil war for the last three decades. The global economy is currently facing a recession, largely due to mishandling of debts in the U. S which eventually had an impact on the global economy. Some analysts are hopeful that the ‘worst is over’ and that the real GDP has passed the ‘trough’ stage and that the economy might be on the rebound.The 30 year long war has lead to immense war related spending by the government with less attention given to development. In a bid to retrieve the money government taxes Competitive Strategy 24 have been regularly increased, thus having a negative impact on customer’s disposab le income and resulting spending patterns. The global economic crisis only added ‘fuel to the fire’ with millions of workers losing their jobs worldwide. This in turn had a ripple effect on the country’s expatriates who are a great source of foreign income.Foreign remittances are used to take care of 70% of the country’s trade deficit (Pushparanjan, 2008). These expatriates were amongst the first to be retrenched and forced to return to Sri Lanka. This situation was compounded by reduced demand for goods and services produced locally, thus resulting in widening balance of payments and closure of companies that rely on exports. Garment companies for example account for 3 Million dollars in foreign income annually, of which 50% is reinvested in fabrics and machinery (Samath, 2009).The resulting loss of jobs for thousands of people in the local industry has a direct impact on their overall spending on goods and services. This domino effect has indirectly resu lted in low mobile usage and adoption of new services resulting in a reduction of net profits. However, the end to the military conflict in Sri Lanka after 26 years has resulted in a positive outlook for the country’s economy. The all share price index rose to a 7 month high and the central bank of Sri Lanka has shifted its forecast from 2. 5% growth to 4. 5 to 5% growth by the end of the year (Shiyin, 2009).The government has already laid out plans for massive development initiatives in the North of the country. This augurs well for the economy as a whole and the mobile industry in particular since it would result in increased Competitive Strategy 25 employment opportunities which would in turn hopefully translate to increased mobile usage. Economic Forecast The rate of inflation is expected to be around 7% in 2010 and an average of 6. 5% in 2009. GDP growth rate is expected to improve from 2. 5% to 4. 5 – 5% by end 2009 due to the end of military operations ( Figure 9 Sri Lanka GDP analysisAs shown the projected trade deficit for Sri Lanka is 9% of GDP for 2009. The trade deficit has been increasing YoY (Colombo Page, 2009) Competitive Strategy 26 Figure 10 Sri Lanka inflation trend Projected inflation rates are single digit figures; i. e. approximately 9%. This is a reduction from 14% in the previous year. To support growth, Sri Lanka in December unveiled a 16 billion rupees ($140 million) stimulus package and reduced the interest rates to 16. 5% from 17% (Thomas, 2009). Taxes imposed on mobile users in 2007 were 7. % Mobile Subscriber Levy and a ‘usage insensitive’ 5o rupee tax on subscriptions. The 50 rupee tax was later dropped and the MSL was increased to 10% in 2009. VAT was reduced to 12% in 2009 from 15% in the previous year Competitive Strategy 27 Figure 11 Sri Lanka mobile taxes This amended levy of 10% is beneficial to consumers who spend less than Rs. 2000 per month. However, overall this tax will have a negative impact on total consumer usage (Samarajiva, 2007) Driving Forces Driving Forces in the Local Industry Changes In Long Term Industry Growth Rate As at end 2008 there were 11. 87mn mobile subscribers in the market, a penetration rate of 54%, and annual growth of 39%. However, this rate of increase is slower than in previous years -48% in 2007 and 61% in 2006 (Sri Lanka communications report, 2008). With increased competition and predatory tactics it would become harder for any given company to experience substantial growth in the coming years. Competitive Strategy 28 Entry Of Major Multinational Firms With the entry of firms such as Bharthi Airtel and Reliance mobile in the pipeline existing firms would have to become more and more competitive in order to survive.Innovative Business Models Many of the firms are developing innovative business models in the foreign markets. Companies have yet to implement extremely innovative models in the local industry. However Bharthi Airtel has initiated this trend with its ‘simple plans’ theory, where unlike the rest of the players in the market it has distanced itself from the concept of multiple rates during different hours to different networks (off peak, peak, weekend etc) Exponential Growth In Network Bandwith The bandwith provided by broadband internet providers has significantly increased over the years.In the past 512 kbps was considered ‘fast’ and was the norm, now however, most operators provide speeds of over 2GB. This has changed the usage patterns and reasons for use by consumers. Regulatory Changes Certain players such as Bharthi Airtel were vying for the implementation of ‘number portability’, but this was not implemented by the government citing security concerns. The government also recently requested all mobile operators to ensure that both postpaid and prepaid customers are registered with their rightful owners. This has had a negative impact on the sale of prepaid connectio ns.Competitive Strategy 29 Reduced Consumer Spending Consumer spending has significantly reduced and has had an impact on the bottom line of most players in the market. Elasticity levels which were around 1 – 1. 5 in 2006, reduced to 0. 7 in 2008 (Dialog, 2009). This has forced companies to drastically reduce spending and in certain instances even retrench employees to reduce costs. The cost cutting measures will have an impact on training and development and R, which in turn would have an impact on the long term. Unemployment The unemployment rate which was steadily reducing over the years (6% in 2007, 5. % in 2008) is bound to face a reversal in 2009, due to the global recession. The central bank of Sri Lanka has requested the government firms to put recruitment on hold (Lanka Business Online) till the economy improves. This would have a direct impact on plans for expansion any organization. Increased Taxes Government taxes on mobile users has been in a constant state of fl ux and a reason for much concern amongst the mobile operators and consumers alike. This volatility of the government’s policies with regard to taxes will have a negative impact on the growth of the industry. Competitive Strategy 0 Driving Forces In The Global Industry The Internet And Digitization Of Content Internet usage in the country is still in its early stages. However one of the threats the internet poses with the increased bandwith provided by ISPs is the widespread adoption of VOIP, since this service would be provided FOC. This could become a direct threat to the telecommunication industry in the future. Strategic Plan For Dialog Mobile Short Term Enhanced Cost Management Cost optimization is crucial for an organization to remain competitive. As companies expand inefficiencies result as a byproduct.Dialog is no exception, a bullish strategy for expansion resulted in reduced retained profits and a ‘bloated middle management’. A loss of Rs. 2. 88 Billion in 2008, compared to a profit of Rs. 8. 91 billion in 2007 is ample reason for rigorous attention to the prevention of revenue leakage and prudent investments with an eye on the long term. Competitive Strategy 31 Increased Focus On Customer Retention Often companies can get swept away by ‘concepts’, especially ones that give you a false sense of safety such as Customer Relationship Management, Customer Experience Management, Customer Lifecycle Management etc.Most companies pay ‘lip service’ to these practices and they often believe that they ‘do’ practice it. However there is often a huge gap between actual customer satisfaction levels and the satisfaction levels perceived by the company. Rather than romanticizing these concepts, companies should actually practice it religiously. In the case of Dialog, it would mean ensuring that all customer facing staff have the right qualities for the job. Skills can be taught, but attitude is harder to chan ge.The true essence of customer service should be instilled and practiced constantly. This should be backed by the right policies and coordination amongst all stakeholder divisions in order to ensure that the customer’s needs are continuously met beyond expectation. Process Optimization To Support Customer Centric Objectives All processes as far as possible would have to be tailored with the customer in mind. However, most business processes tend to be ‘inward looking’, There is a constant ‘tug of war’ between various stakeholders who seldom work in synergy.This is due to conflicting interests and lack of ‘customer visibility’. For example Finance and Credit departments create their processes with the sole aim of managing finances and credit collection, which tends to focus on the short term profit, rather than long term customer retention. The challenge then is for the process management team to ensure that all cross functional customer related processes are driven by customer centric objectives. This would also Competitive Strategy 32 include the removal of all non value adding processes and continuous review