United Arab Emirates

United Arab Emirates Development Levels of United Arab Emirates United Arab Emirates (UAE) is among the most developed countries in the world with a very high Gross Domestic Product (GDP) in the Middle East. The country has very high human development index. Moreover, the country has been ranked among the highest growing economies in the world.Advertising We will write a custom report sample on United Arab Emirates specifically for you for only $16.05 $11/page Learn More Furthermore, the country has high per capita income than most developed countries (Zaman 4). The country has also high consumption levels both private and public. Moreover, the country enjoys a positive current account balances because of the high incomes from the oil sector. Contribution of Natural Factors and Human Capital The country has vast deposits of petroleum products that have been critical in the development of the country. Oil products usually fetch high income to a country and they have ready market throughout the world. Moreover, the country is situated in a strategic position that makes it a tourist attraction center. It is important to note that the country has invested a lot of money on the education sector. Graduates, high school dropouts as well as the adults are included in the program that is aimed at increasing the productivity of people (Rostin 6). This has been highly beneficial for the country. In addition, the government has heavily invested in research and development leading to increased development. On the same note, the government has implemented policies that has made establishment of companies very easy thus encouraging both local and foreign investors Effects of Environmental Externalities and Income Inequality UAE has invested heavily in the oil industry and many people work in this sector. This industry has led to the establishment of other industries that majorly come up to offer services to people who work in the oil industry. Moreover, the presence of o il in the UAE has been quite critical in the development of the manufacturing and service sectors that are very vibrant currently. These industries have been vital in enhancing the development of the United Arab Emirates. However, there is also the problem of pollution that results from the many industries that have been established (Bazoobandi 78). On the other hand, there is a lot of inequality in the UAE which hinder even development in the country. Some emirates have very low incomes and as a result, they are lowly developed compared to others. Furthermore, other people earn very high incomes and enjoy high living standards while others earn lowly leading to high disparities. Contribution of other Development Factors The country has very good transport system both road and air transport. Most of the places are connected through roads as well as by air. The country’s airline, Emirates airline, is among the largest airlines in the world. The country is also in the coastline and has one of the best ports in the world. Telecommunication sector is also advanced with many people having access to phone and the internet (Zaman 6). However, there are other emirates that have poor road networks due to underdevelopment compared to others.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The country adheres to the Islam rules and culture. Most people in the country observe the Islam code of dressing. Nevertheless, the country is tolerant to other religions given the fact that it has many foreigners working there. This has been a positive factor that attracts foreign expatriates to the country (Bazoobandi 83). Tolerance in religion and culture has also been advantageous in the development of the tourism industry. Nonetheless, the government still requires local majority ownership in every firm established in the country. This protectionist tendency has discour aged some potential investors who would not want to dilute ownership of their firm. Income inequalities have also contributed to imbalanced development both among people and among emirates. Development Assistance Given and Government Policy UAE issues a lot of money in form of foreign aid to developing countries and in case of disasters as well as during emergence cases. In year 2010, the country gave $792.2 million that comprised 2.7% of its GDP as foreign aid (Bazoobandi 79). On the same note, the country receives a lot of money in form of foreign direct investment with the oil industry being the largest beneficiary. Arguably, the government’s policy is aimed at increasing exports, a reason as to why investment is directed to manufacturing and the service sector (Aldosari 120). There have been efforts to advance the micro-credit finance to serve people but still many people cannot access the services. Moreover, small and inefficient institutions offer the services. Possible Solution to Achieve High Development Respect of human rights is crucial in attraction of investors. Consequently, the government will have to protect human rights in order to attract foreign investors. Moreover, the government should try to reduce the income disparities that have prevailed in the country to increase economic development. Furthermore, the country needs to enhance its efforts in diversifying its economy to avoid shocks in case of crises in the oil industry. More importantly, the government will have to revisit its stand on the local ownership of any firm established locally to attract more foreign investors. Aldosari, Ali. Middle East, Western Asia and Northern Africa. Singapore: Marshall Cavendish, 2007. Print.Advertising We will write a custom report sample on United Arab Emirates specifically for you for only $16.05 $11/page Learn More Bazoobandi, Sara. The Political Economy of the Gulf Sovereign Wealth Funds: A Case Study of Iran, Kuwai t, Saudi Arabia and the United Arab Emirates. New York: Routledge, 2013. Print. Rostin, Andreas. Structural Changes in the United Arab Emirates. Munchen: GRIN Verlag, 2007. Print. Zaman, Nadeem UZ. UAE and Globalization-Attracting Foreign Investments. Munchen: GRIN Verlag, 2011. Print.

Rudyard Kipling - The Jungle Book Questions

Rudyard Kipling - 'The Jungle Book' Questions The Jungle Book is a collection of short stories by  Ã¢â‚¬â€¹Ã¢â‚¬â€¹Rudyard Kipling  that has animals as main characters who teach life lessons. One of the famous characters in the fable is Mowgli, a human child who grows up with a pack ​of wolves.   Here are a few questions for study and discussion. Study and Discussion Questions What is important about the title of the collection?What are the conflicts in The Jungle Book? What types of conflict (physical, moral, intellectual, or emotional) did you notice in this collection?How does Rudyard Kipling reveal character in the stories of The Jungle Book?What are some themes? How do they relate to the plots and characters?What are some symbols in the stories of The Jungle Book? How do they relate to the plots and characters?Are the characters consistent in their actions? Which of the characters are fully developed? How? Why?Do you find the characters likable? Would you want to meet any of the characters? Which one(s)? Why?How does Mowglis upbringing affect how his character develops as a human being?Do the stories in this collection meet (or exceed) your expectations? How? Why?What is the central/primary purpose of this collection of stories? Is the purpose important or meaningful?How essential is the setting to the stories? Could the story have taken place anywher e else? How important is friendship and/or camaraderie to The Jungle Book?Compare/contrast The Jungle Book with other works by Rudyard Kipling? How does ​The Jungle Book fit into Kiplings body of works?Would you recommend The Jungle Book to a friend?

Target marget Essay Example | Topics and Well Written Essays - 250 words

Target marget - Essay Example p.). While innovators are proven â€Å"risk takers† who are the â€Å"first 2.5%† that will purchase a product, and early adopters are the ones who will purchase a product after some positive response from the overall market (about 13.5% of consumers), the early majority are the group of consumers who actually tends to avoid risk and purchase a product after majority of the market have already made a positive response about the product (34% of consumers) (â€Å"Product Diffusion Curve,† n. p.). Meanwhile, consumers in the late majority group are characterized by skeptic consumers who are only willing to purchase a product after the product is already commonly used (another 34%), and laggards are the ones that will last purchase a product (16% of consumers) (quickmba.com, n. p.). With this knowledge, I will choose to target the early majority; given that I am offering a new product, I would package the product to immediately generate positive response and interest . I am optimistic that getting the support of the early majority would lead the product to be accepted by majority of consumers. Works Cited â€Å"Product Diffusion Curve.† Quickmba.com. Quickmba, n. d. Web. 14 February 2011.

Research typical business plan models Essay Example | Topics and Well Written Essays - 1000 words

Research typical business plan models - Essay Example It is paramount for a business to have purpose and this must be well elaborated in the executive summary (Doan, 2013). Mission and keys to success are deliverables a business must achieve to be successful. Market Analysis Summary, Strategy and Implementation Summary, Management Summary, Financial Plan and appendix are all available in every model. This is so because the concept of any business is to make a profit and for that to be achieved the above sections must be adequately analyzed. Contrast: The contrasts notable in the above layouts consist of business scope; where online businesses entail web plan summary, which is absent in other layouts. The online businesses come with internet risks, and that is the essence of web plan summary to ensure information security is properly handled. Another notable contrast type of business (step 3.0) done. Businesses that are for service delivery must handle service delivery issues, and product providers also need to handle products issues. Th ere are those businesses that provide services and products; such businesses must handle issues pertaining service delivery and goods provision. The strengths and limitations of these models Strengths: Models above provide clear road maps for transforming businesses into profitable investments. The executive summaries of the above models are well elaborated. This is a strength consideration since achievement of objectives is based on the executive summary. A thorough market analysis of potential market is significant to producing a strong business plan. Strategy and implementation summaries are essential in a business plan development since they guide processes execution in line with business’ objectives (Doan, 2013). Management summary is vital in a business plan since a number of resources are integrated to achieve objectives. Providing comprehensive background information about management and executive team is critical to an effective business plan. The plan must clarify t he expertise and experiences of management member that translates into fruitful management of the business. Strong business plans comprise all the financial records needed to scrutinize and compute income projections, cash flow, and expenses. The documents must include financial statements and practical operating budgets. The advantages discussed above concerning the various parts of business plan give strengths of the above models. The structural layout is another strength that must be noted since systematic approach of a plan is essential. Executive summary then consequentially followed by company, business type, market analysis, strategy and implementation, management and lastly financial plan summary is chronological steps essential for business plan. Limitations: The models limitations involve implementation issues whereby after they have been properly designed entrepreneurs do not adhere to requirements. These models are restricted to small businesses and also one kind of acti vity. The models may not work well with businesses that entail diversifications and large corporations. The models also lack regulations part as this is a crucial compliance issue that businesses must fulfill. It might be considered in one of the subsections, however, could be more elaborative on its on summary. Comparison of these models to the business plan models in either Microsoft Project or Apple Merlin

Newest Aircraft on Air Essay Example for Free

Newest Aircraft on Air Essay The F-35 varieties are designed to replace the older versions of aircrafts because these aircrafts that are used by the Armed Forces are susceptible to errors and risks, which are the common grounds for aircraft accidents. This research paper discusses the new technology behind the making of F-35 Lightning which has three (3) variants: (1) F-35A CTOL, (2) F-35B STOVL, and (3) F-35C CV. F-35 Lightning Design and Combat The F-35 Lightning is designed to take over the U.S. Air Force’s A-10 and F-16, the U. S. Navy’s F/A – 18, U.S. Marine Corps’ AV-8B Harriers and F/A -18, and U.K. Harrier GR.7 and Sea Harriers. The F-35 is also made for unusual air-to-air combat performance, and uses advance stealth to avoid being detected as it employs a powerful sensor in locating, targeting, and destroying multiple enemy fighter aircrafts. With the supersonic speed, F-35 has the most powerful engine among fighter planes and is capable of carrying weapons internally and avoiding aerodynamic drag of external stores to increase its agility reaching 9 g’s. In stealth mode, it can carry internal weapons load which includes two (2) 2,000 pound joint direct attack munitions (JDAMS) and two (2) advanced medium range air-to-air missiles (AMRAAM). The F-35 can be utilized in either close-in or long-range air-to-air combat. Variants F-35A Lightning Overview The F-35A (see Figure 1[i]) fits for the U.S. Air Force for the conventional takeoff and landing (CTOL) which uses a conventional runway for takeoff and landing. The internal capacity of fuel is around nine (9) tons which sustains an unrefueled range of at least 1,200 miles without external tanks. It also carries a 25 mm GAU-22/A cannon internally. The standard weapons load is two (2) AIM-120C air-to-air missiles and two (2) 2,000-pound GBU-31 JDAM guided weapons. In order to attain all air-to-ground and air-to-air ordnance, the internal weapons bay can be reconfigured. When the stealth is no longer needed in a mission, the F-35A pylons are brought with ordnance that gives the aircraft a weapons payload of at least 18,000 pounds. (Lockheed Martin) Features and Comparisons with Older Models The F-35A is able to exceed the performance of the F-16 due to several reasons: (1) stealth, (2) expanded range on internal fuel capacity, and (3) superior avionics. Also other features and abilities like the survival, effectiveness and support are dramatically improved in this aircraft. In comparison with the F-16, F-35A also includes an interior gun and a refueling container. The maneuver characteristics are the same with the F-16 with comparable instant and sustained â€Å"High-G† performance. On the other hand, unlike the F-16, the aircraft is stealthy and has the capability of first-look, first shot. The information gathered from sensors is put together or sorted out before being placed to the helmet-mounted or head-down displays. The aircraft also has advanced electronically scanned array radar. To add more, it also contains internal laser designator and infrared sensors. The range and payload for F-35A as mentioned above is highly greater than the older aircraft models. Design and Flight Tests The release of F-35A can surely improve the ability of the pilot in assisting in combat campaigns at longer ranges because of the large fuel capacity and the engine design which is single. As mentioned above the F-35A can carry more than 18,000 pounds of internal fuel and also can carry external fuel as well. This addresses the concern of increased combat scope and longer period spent on the base which is the experience on other aircrafts. For the flight tests, the Joint Strike Fighter X-35 demonstrator aircraft set a number of flight standards. The X-35A conventional take off and landing had a recorded 27 flights (highest), 27.4 flight hours (highest), 6 pilot checkouts (most), two cancelled flights (fewest) and a 6 1/3 flights per week(highest) in the first month of aircraft testing. The recording was established from October 2000 until August 2001. The first F-35 demonstrator aircraft left the Air Force’s runway in Plant 42, Palmdale, California on October 24, 2000 and reached Edward Air Force Base, California to begin the flight test program. On November 7, 2000, the F-35A was fueled from a KC-135 tanker for the first time and was able to record its longest flight of 2 hours and 50 minutes. It completed its test flight on November 22 2000 after finishing 27 flights in 30 days and achieving the first JSF supersonic flight the day before. It was brought back to Palmdale to be converted to STOVL F-35B. (Global Security) The U.S. Air Force is set to receive its first F-35 aircraft by 2008; however the initial operational capability (OIC) for the service will be available in 2011. F-35B Lightning Overview The F-35B (see Figure 2[ii]) is designed for the U.S. Marine Corps and the U.K. Royal Air Force and Royal Navy and is regarded as the world’s first short takeoff/vertical landing (STOVL) aircraft which has the ability to operate regularly at supersonic needs. This feature makes F-35B to operate from small ships, roads, and austere bases. It deploys near front-line combat zones which shrinks the distance greatly from the base to the target which also increases sortie rates while removing the need for logistics support. The internal fuel capacity of F-35B is seven (7) tons that provides unrefueled range of 900 miles without the use of external tanks. Its standard weapons load is two (2) AIM-120C air-to-air missiles and two (2) 1,000-pound GBU-32 JDAM guided weapons. It can also load six GBU-38 small-diameter bombs, and also huge choices of air-to-ground missiles, dispensers, and guided weapons. Same as F-35A, the internal weapons bay is reconfigurable for air-to-ground or air-to-air ordnance or a blend of both. If stealth is not required, F-35B external pylons are loaded with ordnance which gives the aircraft a weapons payload of more than 15,000 pounds. It is also recognized as the first STOVL stealth fighter. (Lockheed Martin) Comparison with other models The F-35B is said to replace the old AV-8B Harrier STOVL attack jets because of their support difficulties. According to Charles Davis (2006), the F-35B has a 25mm â€Å"missionized† gun which is put in the belly of the said aircraft and has a combat scope of at least 450NM. This combat radius is twice the specs of other STOVL fighters. The lift fan which is shaft-driven, including the vectoring rear exhaust nozzles provides power and abilities to the aircraft to (1) take-off in little distances, (2) increase speed reaching supersonic speeds in level flight, and (3) land vertically due to the lift-fan system. â€Å"The F-35Bs total vertical lifting thrust is about 39,700 pounds (the aircraft weighs about 30,000 pounds) which is more than 14,000 pounds greater than the engine alone would produce without the lift fan. The F-35B will be the worlds first operational supersonic STOVL aircraft today†. (Davis, 2006) This kind of aircraft that is going to be used by the U.S. Marines and the UK Royal Air Force is unique from the other kinds of aircraft because of its short takeoff/vertical landing capability. As mentioned in the first requirement for achieving this capability, the airplane must have more vertical lift than weight. The first requirement is regarded to have difficulties in achieving it. The airplane must have a smaller weight and have an increased thrust-to-weight ratio. The second requirement is fine controllability in every axis of the airplane at zero airspeed. The transition between up-and-away flight and hover must be carefully taken into consideration. Other critical factor that can affect the aircraft’s overall performance is â€Å"the airplanes hover footprint, which is the propulsion systems impact on the ground surface or carrier deck. The method in which thrust is developed is the key in producing a benign footprint†. (Global Security) Factors that must be considered are noise levels and heat effects on the deck and on the aircraft itself. Aside from the shaft-driven lift fan the aircraft has slightly shorter scope because the space utilized by the fan system for some of the fuel in the Air Force variant. Still, the aircraft has more than twice the range of an AV-8B on internal fuel and can carry a bigger payload. Pointing engine thrust directly down produces a tremendous amount of reflected energy, which results in all kinds of effects that make the life of the structures lessen. Acoustic considerations are material considerations because they affect material choices for the underside of the airplane as well as for structures and payloads attached to the airplane. The aircraft shares all of the electronic gear of the Air Force variant. Cockpit layout is also virtually indistinguishable, with the exception of a thrust-vector lever for the aerial mode. â€Å"The JSF X-35 demonstrator aircraft established a number of flight test standards from October 2000 through August 2001. The X-35B short takeoff vertical landing is the first and only aircraft in history to achieve a short-takeoff, level supersonic dash and vertical landing in a single flight. It is also first aircraft to incorporate and fly a shaft-driven lift-fan propulsion system. For the record, it has tallied 17 vertical takeoffs, 14 short takeoffs, 27 vertical landings, and five supersonic flights†. (Global Security) â€Å"The Department of Defense working groups and conferences started to question the community acceptance strategies for some new weapons systems. In particular, the Joint Strike Fighter (JSF) may face a variety of challenges in some possible beddown locations†. (Global Security) The aircraft generates an extraordinary amount of thrust from its single engine, which according to preliminary analyses, contributes to noise and air pollution. Investigations in San Diego, California revealed air quality limitations that may rule out unrestricted operation of the STOVL (Short Takeoff, Vertical Landing) version of the aircraft. And these will be acquired by the USMC. The highest thrust settings for the aircrafts F-119 engine will occur during transition to and from vertical flight. Noise and pollutant emissions, especially of Nitrogen oxides may exceed those encountered in any equivalent engine. On February 2004, there were some setbacks that occurred. As detailed design progressed, the weight estimates from early in the design phase were found to be unrealistic. The program leadership was soon faced with the harsh reality that the short takeoff/vertical landing (STOVL) variant would need to lose as much as 3,000 pounds to meet performance requirements. This was an unexpected negative development, and according to a few, the said fix will be either impossible or too costly and time-consuming. For the solution, the JSF constituted a re-plan phase in order to assess a number of issues pertaining to the aircraft design. (Davis, 2006) The Special Weapons and Tactics (SWAT) discovered a way of designing the STOVL F-35 that will meet or exceed its performance requirements. The team not only removed more than 3,000 pounds of unwanted estimated weight, but also improved the structure, improved the load paths and brought increased efficiencies to the overall aircraft. â€Å"The internal bays of the F-35B STOVL variant were redesigned in late 2004 and are now shorter and reduced in width, compared to the F-35A CTOL model†. (Lockheed Martin) â€Å"This was done to address the weight of the F-35B to meet other more important performance goals. As a result, the F-35B is no longer compatible with JSOW and 2,000-lb JDAM weapons. The largest weapon this F-35 variant can carry internally, as mentioned above, is the GBU-32 1,000-lb version of JDAM†. (Lockheed Martin)

Analysis of Zamnet Communication Systems Using the McKinsey’s 7S Model

Table of Contents Page 1.0 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‚¬ ¦. 2.0 Internal Analysis of ZAMNET Communication Systems. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.1 Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.2 Systems†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.3 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‚¬ ¦ 2.3 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‚¬ ¦..†¦ 2.5 Staff†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦ 2.6 Style†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2.7 Shared Values†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3.0 External Analysis of ZAMNET Communication Systems. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3.1 Bargaining 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‚¬ ¦ 3.2 Bargaining 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‚¬ ¦ 3.3 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‚¬ ¦ 3.4 Threat of Substitute Products and Services†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3.5 Competitive Rivalry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4.0 The GE Multifactor Portfolio Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5.0 ZAMNET’s Business Model and Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6.0 An e-Marketing Strategy for ZAMNET†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7.0 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‚¬ ¦. 1.0 Introduction In 1994, ZAMNET Communication Systems was established as an Internet Service Provider (ISP) in Zambia. It was the first organization that was put in place to provide the internet services in the region. ZAMNET Communication Systems was strategically located at the University of Zambia so that it can be used in providing research for the highest institution of learning and in turn it could have also benefited from the Research and Development (R&D) from the institution being the highest learning institution in Zambia. Other higher learning institutions in the region could have also benefitted from the synergistic effects of partnering together with the University o... ...Delhi, Tata McGrawhill. Efraim Turan.,David King., Jae Lee., Ting-Peng Liang., Deborrah Turban Electronic Commerce 2010: A Management Perspective (Pearson), [2010], 6th ed. John A., 2009. Not Bosses but leaders, How to lead the way to success.3rd ed. London: kogan page. Carmen C., Tauno K., 2008: Managing intellectual capital in small ITC companies [e-journal] 9 (4) p.4 Available through: Emerald Group Publishing Limited [accessed 9 February 2012] John G. S., 2008: Strategically thinking about the subject of Strategy [e-journal] 9(4) p.2 Available through: Emerald Group Publishing Limited[accessed 9 February, 2012] http:en.wikipedia.org http://www.scribd.com/doc/49629998/1/COMPETITIVE-RIVALRY-WITHIN-AN-THE-INDUSTRY http://www.mindtools.com/pages/article/newTED_97.htm http://wisewolftalking.com/2009/06/15/the-simplest-modelof-change-lewins-freeze-phases/24 Analysis of Zamnet Communication Systems Using the McKinsey’s 7S Model Table of Contents Page 1.0 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‚¬ ¦. 2.0 Internal Analysis of ZAMNET Communication Systems. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.1 Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.2 Systems†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.3 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‚¬ ¦ 2.3 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‚¬ ¦..†¦ 2.5 Staff†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦ 2.6 Style†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2.7 Shared Values†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3.0 External Analysis of ZAMNET Communication Systems. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3.1 Bargaining 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‚¬ ¦ 3.2 Bargaining 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‚¬ ¦ 3.3 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‚¬ ¦ 3.4 Threat of Substitute Products and Services†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3.5 Competitive Rivalry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4.0 The GE Multifactor Portfolio Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5.0 ZAMNET’s Business Model and Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6.0 An e-Marketing Strategy for ZAMNET†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7.0 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‚¬ ¦. 1.0 Introduction In 1994, ZAMNET Communication Systems was established as an Internet Service Provider (ISP) in Zambia. It was the first organization that was put in place to provide the internet services in the region. ZAMNET Communication Systems was strategically located at the University of Zambia so that it can be used in providing research for the highest institution of learning and in turn it could have also benefited from the Research and Development (R&D) from the institution being the highest learning institution in Zambia. Other higher learning institutions in the region could have also benefitted from the synergistic effects of partnering together with the University o... ...Delhi, Tata McGrawhill. Efraim Turan.,David King., Jae Lee., Ting-Peng Liang., Deborrah Turban Electronic Commerce 2010: A Management Perspective (Pearson), [2010], 6th ed. John A., 2009. Not Bosses but leaders, How to lead the way to success.3rd ed. London: kogan page. Carmen C., Tauno K., 2008: Managing intellectual capital in small ITC companies [e-journal] 9 (4) p.4 Available through: Emerald Group Publishing Limited [accessed 9 February 2012] John G. S., 2008: Strategically thinking about the subject of Strategy [e-journal] 9(4) p.2 Available through: Emerald Group Publishing Limited[accessed 9 February, 2012] http:en.wikipedia.org http://www.scribd.com/doc/49629998/1/COMPETITIVE-RIVALRY-WITHIN-AN-THE-INDUSTRY http://www.mindtools.com/pages/article/newTED_97.htm http://wisewolftalking.com/2009/06/15/the-simplest-modelof-change-lewins-freeze-phases/24

Essay About Me, Planning and Career Essay

Born and name Nur Shahiera Binti Nor Adnan , I am the only daughter of Nor Adnan bin Mohd Nor and Azar binti Kamaluddin. I was born on 2nd May 1995 in Pahang. I am the eldest sister and also the only girl among six siblings. I stayed with family in Kuantan, is the state capital of Pahang. My father a business man and my mother a clerk in the department of works at Kuantan. I am from a humble. I was receiving early education at Tabika Kemas Kampung Cherok Paloh when at the age of 3 years up to 5 years old. After that, my parents transferred at Pra Sekolah Kebangsaan Cherok Paloh which does away with my home. I started my primary education at Sekolah Kebangsaan Cherok Paloh, is the school is located far from the city from 7 years old until 12 years old. During the year 2007, I took the UPSR examination and I passed with flying colours to score 3A 2B’s. I furthered my lower secondary education at SMK Sungai Soi, Kuantan and in the year 2008. This school made me independent and adaptable when I was given the responsibilities to become school prefect. When I was form one, I’ve been listed as one of the best student after I got 8A’s in first exam. The excellent results did not last to form 3 when my PMR results is so bad and I’ve 1A 6B with 1C. When I was in Form 4 and I was so active in co-curricular activities. I have represented the school in netball competition up to the district town. Besides, I also represent the school in competitions Quran recitation ceremony and won third place. I was also able to beat the students of Al Ihsan School of Religion. I’m so excited and happy with some successful. when I was being increased 5 I moved to SMK Ubai because the instruction out due to the results of the examination at the end of Form 4 so badly. I took my SPM examination in the year 2012 and as the result, I got 2A1B3C2E1G. I tried to mantain in some subjects but I failed. I failed checkers additional mathematics and simply pass in chemistry and physics. I highly regret this decision and make my parents disappointed. I as eldest daughter should show good results for my brothers. After school I was asked to participate in the group’s first Pusat Latihan Khidmat Negara at Kem Cahaya Gemilang Cherating, Kuantan. in PLKN I can learn to be a responsible citizen of the country. There also I was able to learn and recognize yourself in more detail. Besides that I also get to know the attitudes of students can excel in further education and to train yourself to be able to work in management. I  received offers from many colleges, but I’m only interested in a field which is at Poly-Tech Mara College of accounts field but my parents do not agree in their field so I suggest that in the field of human resource management. I finally received and have been filling out forms. I love my subjects of Geography Form 1 yet, so I’m trying to find a fi eld that is quite similar to the subjects. I’m interested to know the human population and the environment. So I chose Human Resource Management at Kolej Poly-Tech Mara in Kuantan. The Diploma in Human Capital Management focuses on core competencies, which integrates organization development and human resource content with an emphasis on strategic human capital and development. The programme offers combination of theory and practice which enables students to evaluate the ideas and relate them to the activities that take place in organizations. The programme also will equip students with the necessary skills to enter the market in the area of commerce, banking and manufacturing. I hope I can be a minister of human resources later like Dato Dr. S. Subramaniam. I plan to develop a workforce that is productive, informative, disciplined, caring and responsive to changing labor environment towards enhancing economic growth and increasing employment opportunities. in addition to developing a skilled workforce, knowledgeable and competitive in a harmonious industrial relations environment and social justice. Based on my recommendation, I must study more diligently in this area so that I can achieve my ambitions as an officer of the ministry of human resources. Managing international relations in the field of labor administration, technical cooperation in matters of labor and human resource development is one of the tasks and responsibilities of the ministry of human resources. I hope none of this corruption in the management. I wish and set a high hope that one day I will be able to be a minister of human resources. This is all about me, my education and career planning if I took human resource management as my primary choice to further my study. Despite of deep interest in this field, human resource management also serve a lot of golden opportunity in Malaysia, especially in the future. This job is not only about making money, but also mainly about how to improve my race level in this modernity lives. As this field is less monopolized by the Malay bumiputras, I think I’ve had the responsibility to help my own people. I will surely do anything to achieve my goals. Moreover, dentistry will be one  of rewarding career and surely people will start to look for a chance to get to know more about it.