Category: Telecommunications

Telecommunication networks can vary in scale and structure but usually employ a set of core components and technologies required for their successful operation. A computer network is several computers connected through hardware and software solutions. Usually, it involves client computers being connected to a server computer. This connection uses the network operating system to distribute communications among the computers on the network.

Components called switches or hubs are used to simplify the connection and distribution of information between computers. Hubs send data to all computers on the network, while switches can filter it to specific computers. Also, routers can be used to connect multiple networks. A new approach called Software-defined networking can be used to simplify network configurations by using one central program.

Technologies that networks use include client/server computing, packet switching, and TCP/IP. Client/server computing is a model of data processing where one dedicated computer is used to set the rules of communication between other computers on the network.

Packet switching is one of the most important electronic communication technologies. It allows the user to transfer large amounts of data by dividing it into small packets that are then sent and reassembled at the destination computer. TCP/IP consists of two protocols created to standardize communication between different types of computers. Its name means Transmission Control Protocol/Internet Protocol. TCP controls the movement of data, while IP controls its delivery, disassembly, and reassembly.

Marshall McLuhan, a modern-day intellectual was one of the first to make sense of the impact and consequences of the rapid advancement in telecommunication technology. There is no need to remind everyone that he predicted that the time will come when mass media will change everything. It turns out that McLuhan was more than correct. The television set of his time has now been upgraded to the Internet and mobile phones.

The former was the backbone of a world turning into a global village and the latter closing the gaps making everyone interconnected without the hassles of cables or even the need to stay in one place. Today a person can be in the middle of the desert and still be able to communicate. But there is more. The Internet and the cellphone can be further broken down into their related technologies or services such as email, instant messaging, mobile communication, and text messaging. According to McLuhan and other like-minded writers, this is changing the scale, pace, and pattern of human activities.

McLuhans View

Marshall McLuhan was one of the first thinkers who saw the big picture when it comes to telecommunications technology. Since he saw the interconnectedness between media and mankind  and the fact that men and women can no longer live independent of said technological applications  he was also able to formulate some important aspects of 21st-century life and these are listed below:

1. Mans capabilities, particularly in terms of consciousness and other mental abilities are being extended  abolishing space and time. Thus, according to this philosopher, in his famous adage, &the globe is no more than a village (McLuhan, 5).
2. Action and reaction occur almost at the same time when it comes to communication.
3. Combining the two aforementioned factors, new telecommunication technologies are responsible for changing the patterns of human behavior and relationships.

When McLuhan introduced the idea of the global village he was able to summarize in one phrase the global impact of various telecommunications media. But what needs to be emphasized here is not only the interconnectedness of humans per se but also the increasing ability of man to know what is happening in countries that are located thousands of miles away. This has both positive as well as negative implications and it is seriously changing not only human behavior patterns but also how people relate to each other.

The positive consequence of this newfound ability to extend oneself and know more about peoples living in inaccessible locations such as Tibet, Darfur, and Burma for instance, is to increase ones knowledge and awareness. The negative consequence is that it pressures the viewer to immediately respond to the crisis or to be emotionally involved with something that one has very little power or influence to change. Anxiety, fear, and depression are just some of the common signs of being overloaded with unnecessary information. But more importantly, no one knows how to turn this thing off. No one can filter what is truly beneficial from the harmful, so everyone takes it in, meddling with other peoples affairs and yet unable to contribute something of significance.

The second point on the list reveals the source of so much aggravation and stress from modern-day living. Employers, employees, friends, co-workers, acquaintances, and even strangers can easily invade privacy. Since mobile phones and wireless laptops are extensions of a person, through this device people can engage in communication even if the user is unwilling to do so. It now requires so much effort to disentangle oneself from the hustle and bustle of city life because even if one is on vacation he or she can still be reached via mobile phone.

The third point on the list provides a clue as to why many are seeing a changing pattern in human behavior as well as how men and women interact with each other. On the practical side of things, telecommunication technologies are responsible for changing the old pattern of hierarchical and centralized management techniques and replace it with a flatter and more decentralized approach in managing businesses. On the emotional side of human relationships, one can now find new ways of dating, finding a mate, proposing marriage, cultivating friendships, and getting to know people.

But there is so much more; mobile phones are now used as some sort of personal concierge where one can text a particular number to get information about movie schedules, restaurants, and cultural shows (Lukovitz, par. 2). Cellphones are also used as some sort of a census tool where information sent by the user provides information regarding the customers preferences (Atkinson, par. 1-2). Furthermore, high-end cellphones allow users to do multitasking and by making the person extremely busy he or she can inadvertently harm relationships by making others around him or her feel alienated, not to mention increase the pace of life for the serious multi-tasker. The following articles provide further support for McLuhans core thesis.

Cellphones

One of the many interesting lines in Sara Corbetts article was a theory on 21st-century living, &in an increasingly transitory world, the cellphone is becoming the one fixed piece of our identity (Corbett, par. 4). This statement is not always true, the birth certificate and the social security number still have their functions but it is alarming to realize that in some parts of the world and many instances this theory can be proven true. For example, a mother may ask her daughter about the whereabouts of her son:

Where does your brother live?

And the daughter will say, No one knows mom, but you can try his mobile phone.

One can change jobs and residences but can keep a mobile phone number. It used to be that phones are fixed to landlines and when someone calls that person he must be in that same spot as the handset. But this is not true anymore.

Furthermore, the new cellphone design is nothing like its early predecessors. It now combines the power of long-distance and mobile communication with other related functions such as taking pictures and videos and then sending the same wirelessly to virtually every nation on the planet. Every year the number of islands and remote places without a mobile phone signal or connectivity is rapidly decreasing, soon the whole world will be interconnected.

Instant Messages

Aside from making life increasingly complicated and unfortunately more burdensome, telecom technology is also rapidly changing how men, women, husbands, wives, and their children interact with each other. According to one correspondent, Children increasingly rely on personal technological devices & to define themselves and create social circles apart from their families (Holson, par. 6). At another time, parents can eavesdrop, read the mail, and listen in to the extension line in the other room but today it is increasingly hard to ascertain who their friends are.

While adult women and teenage girls will use instant messaging to add more friends into their increasing web of relationships, for adult men and teenage boys the same can be used to form special relationships with the opposite sex. One nerdy type student who had no self-confidence to approach girls turned to instant messaging through his computer to eliminate the initial awkwardness and the butterflies-in-the-stomach problems and so at the end he was able to proudly say  instant message, instant girlfriend (Hobbs, par. 4-5). For parents, there is no way to begin describing this new dilemma of finding a balance between giving children freedom and at the same time the need to supervise their use of the Internet and cellphones.

Blogs

If emails, text messaging, and instant messaging are not enough to satisfy the craving for communication and self-expression there is now an added method for making public ones thoughts, fears, and aspirations. It is some kind of a publishing scheme but minus the editor, ink, paper, and printing press. One can write whatever he wants and interestingly a new dimension is added, readers can reply and offer their feedback instantaneously without having to properly introduce themselves.

It is one thing to write for a certain newspaper and it is entirely another to publish something about your personal life and allow total strangers to take a peek and interact. There is not enough space in this study to properly dissect the implications of blogs and other similar media found in the world-wide-web but suffice it to say that this one adds another level of complicatedness to human behavior and human interaction in the context of communication.

On a Personal Level

McLuhans concept of immediate action-reaction sequences in present-day telecommunication between teacher-student, employer-employee, friends, co-workers, etc. need no exhaustive scientific research for me to understand. It is all too real for me to have to struggle with this phenomenon. Before the advent of cellphones and text messaging a person  a boss, girlfriend, best friend, parents  will have to think twice if what they have to say is important.

This is because calling someone requires some degree of effort. For those who are outside their homes, they need to find a phone booth, search their pockets for loose change. But today no one has the luxury of time to figure out if what they are texting or emailing results in information overload or if they are simply bothering the person on the other end. But they cannot help it, the boss feels he is entitled and the parents feel the same way too. So one can be vacationing in Hawaii but his mind is still in New York.

Conclusion

McLuhan was proven correct in his assertions that mass media allows man to extend himself and this newfound ability enables him to see far and beyond the confines of his home or his immediate surroundings. It is now possible to witness wars as they unfold as well as other cataclysmic events. But McLuhan was only basing his ideas on the capabilities of television. So when the Internet and cellphones were invented after writing his groundbreaking work, these technologies enhance the validity of his claims.

McLuhan was also correct in saying that there is now an instantaneous reaction to a given action. But he could not have imagined what text messaging and other various instant messaging tools can do to prove his theory beyond any doubt. As a result, modern telecommunication technologies are transforming the pace and pattern of human activities. On one hand, there are positive implications for this type of technological advancement but on the other hand, it is also very clear that if a man will not find ways to be responsible in the use of telecommunication devices and that if businessmen will not adhere to the ideals of corporate responsibility then the changes will increase the likelihood that in the 21st-century communication can be seen as intrusive, burdensome, and adds more to an already stressed-out life.

Works Cited

Atkinson, Clair. Network of TVs Talks To Cellphones and Trades Clips for Advertising. The New York Times. (2008). Web.

Corbett, Sara. Can the Cellphone Help End Global Poverty? The New York Times. (2008). Web.

Gould, Emily. Exposed. The New York Times. 2008. Web.

Hobbs, Roger. Instant Message, Instant Girlfriend. (2008). Web.

Holson, Laura. Text Generation Gap: U R 2 Old (JK). The New York Times (2008). Web.

Lukovitz, Karlene. Product Tips You can Use, by Way of Cellphone. The New York Times. (2007). Web.

McLuhan, Marshall. Understanding Media, The Extensions of Man. Georgetown University. Web.

Toffel, Kevin. Souping Up a Cellphone for Maximum Multitasking. (2008). Web.

The socioeconomic growth of society demands broadcasting services for effective transmission of communication within the community. Nonetheless, there are still geographical regions and populations that still need to be served by telecommunication services. Furthermore, there are access huddles even in areas with coverage, such as price and restricted access devices (Parker et al., 2021). The diverse national R&D systems have evolved due to the deregulation of the telecommunication services industry and escalating international competition. This study was conducted to evaluate the state of the broadcasting industry using metrics like inclusiveness, length and breadth of baseline activity, and effective hardware and software solutions.

Information contained in a Baseline Activity

A baseline study analyzes the existing conditions to establish the points at which a program or project should begin. It examines the data that must be considered and examined to produce a starting point, the standard by which future development may be evaluated or comparisons can be drawn. The baseline activity entails collecting field data and acquiring and analyzing information from already-existing sources. The information (secondary data) may come from databases, reports, or publications (Parker et al., 2021). Equally, fieldwork information, which includes monitoring and surveys, entails primary data and should also be included in baseline activity.

Scope and Duration of Baseline Activity

The initial amount of time anticipated to complete this research project is one month. Ultimately, a researchers project statement, specifications literature, the work plan, and the project planning statement dictionary, which compiles all the information about the work breakdown structure, make up a baseline activity.

Hardware and Software Tools for Baseline Activities

Performing a baseline activity is a complex undertaking with several intricate duties. An automated device or a computer with additional software is required to perform the baseline activity. Gantt charts and the Program Evaluation Review Techniques are the most often utilized baseline activity tools (Glukhov et al., 2018). The tasks required to finish a project are defined and managed using the planning and control technology known as PERT (as shown in figure 1). Critical Path Method charts and PERT charts are frequently used interchangeably. Both diagrams depict the overall project and all scheduled work chronologically (Parker et al., 2021). A CPM diagram or Project Network is a visual representation that shows the interrelationships between project components and the sequence in which tasks must be completed (as shown in figure 2).

Project Activity Component

The research activities include conducting a baseline survey, preparing the research budget, and analyzing data. The skills utilized in the research include; observation skills, computer literacy, programming languages, technical skills, social networking, and business software skills. In the research process, creative thought, analytical reasoning, and critical evaluation were all called upon (Glukhov et al., 2018). Additionally, prioritization, timekeeping, and active listening skills were also utilized in the research. Experience gathered from the project includes computer networking, interpersonal intelligence, cloud computing, structured cabling standards, and TCP/IP protocols gathered from the project.

The Procedure of Performing a Baseline Activity

The contents, such as data sheets and the resources required for the telecommunications project, are identified. This assists researchers in targeting specific sources, saving them time when they are subsequently looking for sources. A budget, timeline, objectives, and deadlines are then established using estimations of the project expenses. The next step involves writing a detailed timetable for the projects phases, with deadlines and completion dates. As stated in Procedures for Scoring Data Sheets, the data sheets are then annotated accordingly (Glukhov et al., 2018). The final stage of the project research involves the researcher evaluating and analyzing the projects progress.

References

Glukhov, V. V., Ilin, I. V., & Lepekhin, A. A. (2018). Towards business optimization and development of telecommunication companies: Tools analysis and their adaptation opportunities. In the Internet of Things, Smart Spaces, and Next Generation Networks and Systems (pp. 471-482). Springer, Cham.

Parker, E. B., Hudson, H. E., Dillman, D. A., Strover, S., & Williams, F. (2021). Electronic byways: State policies for rural development through telecommunications. Routledge.

Aims of the Dissertation

This dissertation will aim at analyzing how women are impacted negatively as a result of employment discrimination in the telecommunication industry in Europe and Middle East. Discrimination in this sense means that there isnt gender equality when it comes to employments of persons as men are favored more than women in the telecommunication industry in both Europe and Middle East.

In researching on this matter further, the dissertation will answer the question of whether the discrimination against women employees in the telecommunication industry is justified or unjustified. Presently, the telecommunications industry in Europe and Middle East has not fully taken advantage of female talent.

This is negative for the sector and negative for those women who could create new jobs for themselves and their families within the telecommunication professions, which are known to offer better remuneration and career paths than most other sectors.

According to an article written by Meryl Bushell, published the January-February issue of Global Telecoms Business, women account for only 12 percent of the top teams of a sample of leading operators.

Women are engaged in various professional services all around the globe, though they are mainly concentrated in traditionally-female professions like nursing, teaching and administration leaving out professions such as telecommunications and ICT careers to their male counterparts.

Cultural and social attitudes towards what constitutes male or female professions leads to both horizontal and vertical professional segregation, although the extent of the problem varies from country to country, and from profession to profession.

Though, women daring into non-traditional professions can face some restraints at work, not least of which are segregation, limited access to mentoring and female mentors, and sexual harassment.

The reason for studying the employment discrimination trend in the telecommunication industry in both Europe and the Middle East is to get information about the issues or disputes arising in the telecommunication industry in matters related to employment especially the gender balance and if discrimination is largely experienced in Middle East as opposed to Europe over the last decade.

In addition the telecommunication industry in both Europe and Middle East is very advanced therefore playing a major role in the social-economy of both their States. A number of discrimination claims again women seeking employment in this industry have increased.

Nevertheless, there hasnt been an improvement in trying to balance out the gender issue when it comes to employing women especially in the Middle East Industry.

However on the other hand, Europe has for the last decade initiated laws, policies and framework intended to address the issue and ensure gender balance is achieved across all forms of employment. The paper will also tackle some of the most often encountered issues in employment law as related to discrimination disputes in both continents (World Bank 2004).

In addition, it will examine whether discrimination against women working in the industry has a negative impact on them. Thus, this research will endeavor to answer the following research questions:

1. Are there any laws requiring a minimum gender ratio be of a particular gender?
2. What percentage of females compromise of the women employees in the telecommunication industry?
3. Does religion, culture and political aspects influence the employment rates of women in both Continents?
4. Are discrimination levels reducing in light of technology, education and globalization?
5. What are the similarities in employment trends in both continents?
6. What are the differences in employment trends and cultures in both Continents?
7. Are there any labour laws applicable to the Telecommunication
8. Do local laws in both Continents provide an advantage to the Male employees only as opposed to the female employees instead of offering an equal platform for all genders? (Delmon, 2010)

Methodology

Based on the research topic, the researcher will use secondary sources of information as the main form of information for the research. The researcher will use his discretion which will enable him to go through very large volumes of relevant data both primary and secondary and subsequently select the most appropriate data from published sources which came from books and official websites.

The data will be collected from official websites and industry sources in order to add credibility and reliability to the research findings, additionally qualitative data will be used to analyze the results and support discussions (Jones and Lin 2001).

The primary data collection method to be used will be conducting interviews and questionnaires. I intend to conduct interviews, via phone, with the class of sources involved, therefore I will conduct 16 interviews, whereby 8 of them will be in the Middle East and the remaining in Europe.

Since the aim of the research is to investigate the negative impact on women arising from their discrimination in telecommunication in Middle East and Europe, it will be crucial to interview a sample of women working in telecommunication industry from both Europe and Middle East (Michael,2011).

This will aim to get first hand information from the sources which is, the perspective of the women themselves regarding the subject. An interview will be an effective methodology of collecting information since it first establishes a close relationship between the interviewer and the interviewees. Through interviews, it will also be easy to make follow up when looking for finer details of any interesting piece of information.

In addition, the research will send out questionnaires to employees, labor Union representatives and employers (human resource department) in both Europe and Middle East. The questionnaire will be 100 hundred in total, thus they will be 50 questionnaires among each Continent which will have a total of 70 questions and will be distributed evenly across the study group involved.

Therefore due to the large amount of information collected by both interviews and questionnaire data collection methods, they will enable one to conclusively determine if there is discrimination, why its there and make comparisons between the Middle East and Europe (Spender 1997, 141).

In to ensure that the interviews and questionnaires are evenly distributed, I will use sampling method whereby I will randomly pick of a group of people, both males and females in both countries who will be used in the data collection process. The countries and population from which the samples will be taken include Saudi Arabia, Kuwait, Egypt, and Lebanon and Central Europe.

The sample will include wide range of women and men including employees of operators, vendors and intermediaries. The technique to be used in the research to identify the sample will be picking employees who have worked in the industry for at least two years. In addition, through the interviews, women will be capable of suggesting ways through which they feel that their ratio in the industry can be increased (Spertus 1991).

There are two types of interviews that will be used. The first type of interview will be structured interview whereby a questionnaire will be given out to the respondents to fill out the information (Sweetman 2000, 102).The other type will be an in-depth interview which does not involve any rigid questions to be answered.

The study will use the structured questionnaire to get answers for some specific questions in order to get uniform results from several respondents. In-depth guided interviews on the other hand will give the respondents a chance to answer questions freely and hold discussions. For the sake of collecting ample information, the research will conduct individual interviews several times via the telephone.

The choice of qualitative data collection as the methodology to be used is backed by the fact that qualitative research has the capacity of providing detailed information regarding the way a group of people experiences an issue that is being researched. This type of methodology presents the human part of an issue such as the beliefs, opinions or even the expectations of different people.

The methodology fits in well with the aim of the research of identifying the negative impacts on women that result due to denying them a chance to lead in the telecommunication industry.

A woman being denied leadership opportunities in the telecommunication industry is a sensitive issue that would require closeness in trying to understand the negative side of the issue towards them. Such closeness with the respondents in collecting information can only be achieved by using qualitative methods such interviews.

Data analysis is a crucial part towards completion of a study. In this research, data analysis will involve carefully looking at the results from the interviews conducted. From the data provided by the interviewees, the researcher will try to identify the reasons behind discrimination against women employees in telecommunication industry.

The analysis will involve identifying some of the ways suggested by interviewees of eliminating the discrimination. In the analysis, the practicality of the research outcomes in solving the real problems in the field will also be evaluated.

Its common for research undertakings to present challenges and this research is no exception. The first challenge that might surface is that some of the interviewees may be biased and provide information which is not reliable.

This may be as a result of personal dispositions or general unwillingness among some interviewees to participate in the interviews. Another challenge is the financial cost of the research. Although the initial budget has been factored, additional cost may spring up while the research is in progress and this will be a challenge for the researcher.

Feasibility

Doing a feasibility of the subject is an important part in research work. Feasibility study involves ascertaining the viability of the study and uncovering its strengths and weaknesses. For the research to be successful, the researcher will plan adequately prior and ensure the subject matter is well handled (Thas, Ramilo and Cinco 2008).

The researcher estimates the research process will cost about US$ 800 this will facilitate the travel costs, facilitations costs and telephone costs. This research will be partly funded by the campus and partly from the researchers savings. The researcher will work within the stipulated timeline.

The online materials are readily available online and from the respective libraries. Any travel arrangements will be made prior the actual data collection and the interviewees will give a time when they can be available to be interviewed and this will be done within the timeline.

How Your Work Fits Existing Published Work

Presently, the telecommunications industry in the Europe and Middle East has not fully taken advantage of female talent. According to an article written by Meryl Bushell, published the January-February issue of Global Telecoms Business, women account for only 12 percent of the top teams of a sample of leading operators (World Economic Forum, 2005).

UN (2008) reported that the total employment growth for women in telecommunication companies to be around 3.7 percent per year from 2002 to 2007 whilst the equivalent for men to be only 6.2 percent.

This is negative for the sector and negative for those women who could create new jobs for themselves and their families within the telecommunication professions, which are known to offer better remuneration and career paths than most other sectors (Ubaru 2008).

Women are engaged in various professional services all around the globe, though they are mainly concentrated in traditionally-female professions like nursing, teaching and administration leaving out professions such as telecommunications and ICT careers to their male counterparts.

Cultural and social attitudes towards what constitutes male or female professions leads to both horizontal and vertical professional segregation, although the extent of the problem varies from country to country, and from profession to profession (Spertus 1991).

Conversely, in Europe and Middle East women are infiltrating into the non-traditional telecommunication field and sources tell that employers are beginning to endorse women more systematically and to introduce family-friendly procedures so as to retain them (Wagner et al 2005, 104).

Though, women daring into non-traditional professions can face some restraints at work, not least of which are segregation, limited access to mentoring and female mentors, and sexual harassment.

As seen, professions in telecommunications industry are traditionally reserved for men in most parts of the world, although according to statistics from European and Middle East Universities, the proportion of women graduating in ICT or computer science is still very low, young girls are encouraged to move out of the shadow and seize the opportunity.

Although the number of IT-related courses graduates increased considerably across Europe from 150,960 in 1998 to 320,950 in 2004, its annually growth rate is decreasing exponentially from 60 percent in 1998 to 10 percent in 2004.

This situation is rather dissimilar to the Middle Easts where the percentage of first year college students listing telecommunication as their favorite major has inclined from almost 1% to 4% (Ubaru 2008). Though more and more women are finding their way to the decision-making level in major telecommunications firms but are still under-represented.

A survey made in 2007 on 160 European firms in the Telecommunications industry sector recorded that the average percentage of women on boards of directors was 6 percent (Van Welsum and Vickery 2005).

Salehi-Isfahani (2004) opines that opening up the telecommunication industry by utilizing more the women talent is essential, especially at a time when employment is so valuable and when Europe and Middle East are pressured to lift their competitiveness and reputation to the world.

Sale-Isfahani also notes that telecommunications employing more women in customer care and sensitive positions showed more customer satisfaction, since more have more work attributes than men (UN 2008).

Why You Are Doing This Topic

The first and most important thing that should be done before a researcher decides to research on a dissertation is to identify the topic. The principal reason behind the choice of this topic is my interest in it. Apart from the obvious reasons of doing research to earn academic credentials, conducting research on a particular topic is important in making changes to various sectors.

The choice of the topic of this research is informed by the fact that there has been discrimination against women in the telecommunication industry in Europe and the Middle East.

The research to be conducted will be important to firms as it can be used to come up with strategies of increasing the ratio of women to men employed in the telecommunication industry. Insights from the research may also inspire firms to take initiatives that will ensure that women secure more employment positions in telecommunication industry as it is one of the fastest growing sectors in Europe and Middle East.

Timing Mileposts

References

Delmon, 2010. Telecommunication. Delmonitl, Web.

Jones, C. L. & Lin, L., 2001. A Comparison of Attitudes Toward Women as Managers in China and in the U.S. California State Polytechnic University, Pomona Web.

Michael, D., 2011. Qualitative Research in Information Systems. Auckland. Web.

Salehi-Isfahani, D., 2004. Labor and human capital in the Middle East, studies of markets and household behavior. Doha: Garner Publishing Limited.

Spender, D., 1997. The Positions of Women in Information Technology  or Who Got There First and with What Consequences? Current Sociology. p. 135-147.

Spertus, E., 1991. Why Are There So Few Female Computer Scientists? people.mills.edu Web.

Sweetman, C., 2000. Gender and technology. New York: McGraw Hill.

Thas, A. M. K., Ramilo, C. G, and Cinco, C.,2008. Gender and ICT. UNDP-APDIP, Elsevier Web.

Ubaru, M., 2008. Joint ECA-ITU-Issues Paper on the impact of ICTs on employment and poverty alleviation in Africa (Opportunities and challenges). UNECA. Web.

UN, 2008. World population prospects. UN. Web.

Van Welsum, D. and Vickery, G.. 2005. New perspectives on ICT Skills and Employment. Paris: DSTI Information Economy Working Paper, STI/ICCP/IE(2004)10/FINAL, OECD. Web.

Wagner, D., et al, 2005. Monitoring and Evaluating ICT in Education Projects: A Handbook for Developing Countries. Washington, D.C.: Info Dev, Mainstreaming ICT and Education Series.

World Bank, 2004. MENA development report  Gender and development in the Middle East and North Africa. World Bank. Web.

World Economic Forum, 2005. Womens empowerment: Measuring the global gender gap. World Economic Forum. Web.

Introduction

The Middle East and Eastern Europe are currently highly focused areas in telecommunication, IT and the media. The markets in this region are gaining liberty and stabilizing in terms of economical and political aspects.

Romania is to date one of the biggest players and a fast growing market in telecommunication and IT. The players in the sector have discovered the potential in it sector and are currently putting resources to invest in the field and explore more opportunities (Delmon 5).

Telecommunication is a crucial industry since most sectors in the world make use of different telecommunication facilities. Without it, distance communication would not be possible and thus operations in virtually all areas would be impossible. Middle East and Europe are among the leadings areas in telecommunication where continued research and innovativeness in the sector is essential.

However, women have been marginalized in this sector in these areas. Majority of men believe that women cannot perform well in this sector .The truth is that women are equally good and can act as leaders in this male dominated field. For this to happen, there is need for them to prove their capabilities and be ready to take up tasks that have been historically reserved for men.

Broad Areas to be covered

The aim of this dissertation will be to look at this issue in depth by analyzing the roles that women can take in telecommunication industry in Europe and Middle East. The dissertation will attempt to explore the following broad categories of the topic in a bid to satisfactorily handle the topic.

• Professional requirements that a successful performer in the telecommunication industry in Middle East and Europe should possess.
• Challenges facing telecommunication industry in Europe and Middle East.
• Attitude of women towards telecommunication and other related professions.
• Historical analysis regarding whether women from these regions have been involved in leadership endeavors.
• Mechanisms that can be put in place to facilitate women in taking leadership roles in telecommunication.

Research Question

A research question is an important component in conducting research since it drives the researcher to remain focused during the research period (White, 2002). It helps narrow down the scope of research since a research with a broad research question may be difficult to conduct. For example, a research question such as business management is too wide because there are hundreds of aspects of business management (White, 2003).

However, a question like what are the challenges facing Saudi Arabia business management style is a focused research question. Having a research question will therefore make me remain focused within my topic without deviating to other extraneous aspects .

Positivist vs Interpretative Approaches

A positivist approach to research holds the view that reality is accorded objectively and full description is possible through features that are not dependent on the researcher and his research tools. Positivists are involved in testing theories in a bid to increase the power of prediction as they try to understand different phenomena

On the contrary, interpretative approach to research assumes that the source of reality is social variables such as language or shared meanings. Interpretative approach interprets data by analyzing the meanings that people have assigned phenomena hence this acts as the source of their understanding.

The approach to my topic will definitely be different when I use positivist approach because I will be testing theories to increase my prediction capacity of phenomena. When using interpretative approach, my understanding will be based on the meanings that people assign phenomena.

Reference List

Delmon. (n.d). Telecommunication. Web.

ESC. (n.d). Developing a Research Question. Web.

Michael, D. (2011). Qualitative Research in Information Systems. Web.

Sweetman, C. (2000). Gender and technology. New York: Gender and technology.

White, B. (2003). Dissertation Skills for Business and Management Students. London: Cengage Learning.

White, B. (2002). Writing your MBA Dissertation. london: Cengage Learning.

Introduction

Axiom telecommunications was founded in 2003 when the management team found a niche in the corporate world and set out to establish a mobile solutions provider that specifically targeted the corporate world.

Axiom Telecommunications is still a budding company that is yet to operate at multinational level and presently it is located in Dubai (Axiom 2011).

For the purposes of this paper, I ordered for some merchandise and kept active contact with the company until delivery was made to the customer in Kuwait City, the capital city of Kuwait. That was a shipment of 24 Sony Erickson mobile phones to a client in Kuwait City.

The order was made on 23 April 2013 and it was delivered by 8 May 2013 to Kuwait, which was an impressive consignation of goods and services and it beats doing business purely online. I was impressed by the speed and efficiency by which my order was delivered.

The company, as noted above, deals with electronic merchandise, and specifically those that hail from the telecommunications industry, viz. mobile phones, cable phones, projectors, computers, and fibre optics among others.

In addition to all these, the company has a very neat organisational structure that is fitted with all the relevant departments including human resources, executive management, board of directors, and most importantly, it has a customer care unit.

The customer care unit is in charge of handling the companys interactions with the public and it consists of a team of up to 20 intelligent professional customer care agents. In fact, currently it is the hiring season and the company just posted several vacant positions online on its website.

The most important aspects of customer satisfaction entail quality, money, issue factors, accommodation and cooperation, and ontime deliveries (Morgeson et al. 2011). Axiom Telecommunications has most of these variables balanced at an optimal level to keep customers happy.

The money factor comes in when there are changes to the pricing or billing of delivery. Usually, if customers are not informed beforehand, it could lead to complaints and so with Axiom, the company has a policy of absorbing financial changes that arise after the completion of the original contract with the customer.

Of course, this requirement becomes relevant where there is a vitiating mistake or if the change favours the customer and requires the company to refund money.

The issue of accommodation occurs when customers need the companys indulgence, for instance to delay a delivery. Axiom tries to accommodate such customers without charging extra fees for storage or any such collateral as ma be negligible.

The quality of goods from Axiom as indicated by the aforementioned consignment is above average and this aspect must be the case for the rest of its goods and services as well for the company receives only positive reviews from peer reviewed software marketing journals.

Additionally, its annual growth is far from studded and this element must have something to do with the good quality of its products and services.

Measures taken by the company to satisfy customers and a comprehensive Comparison of findings with literature

From personal experience, the customer care unit at Axiom is a very dedicated team. There is a 24-hour toll free line by which an agent may be reached anytime from anywhere across the world, in case there is any issue that requires technical support.

However, before lodging any complaints with the customer care team, a customer has access to various basic tasks at the companys website. Consequently, one can easily browse through the company products and services from the site and then proceed to select what is of ones choice.

After such a selection, there are very simple steps to follow to make a purchase and at this point customers may need a customer care agent to allay any concerns regarding the safety of the companys e-commerce options.

If the online process is smooth, the customer care department shall respond by email or by call depending on the method of feedback preferred by the customer.

In this follow up call, the customer care agent goes through the details of the order with emphasis on the specifications required by the customer such as wattage or capacity of memory cards. He or she also confirms the price and channels of delivery (Axiom 2011).

Finally, a last call or email follows the intended delivery date to ensure that the product got to the intended recipient. From the process outlined above, it is clear that there is an integrated system of management at Axiom.

This element requires cooperation and coordination among the various departments such as sales and marketing and at times even the legal department for some customers, who are dissatisfied with the products or services proffered, may at times take legal action against the company.

How the company measures customer satisfaction

Axiom Telecommunications uses the age-old Customer Satisfaction Ratings (CSR) method to analyse the rate of customer gratification. These ratings are obtained from a Customer Satisfaction Survey (CSS), which is carried out by administering surveys (Grigoroudis & Siskos 2010).

These surveys may or may not be structured. Customers are required to fill up their responses on basic deductive questions on how they found the services and products offered by Axiom and what they would like to see improved.

These surveys are handed out manually at points of sale (POS) or at times virtually when a customer goes online to view the company profile in the form of pop up windows.

Additionally, the customer care agents have questionnaires with them and each time a customers calls, s/he is asked a few questions and his or her responses are recorded. Literature review indicates the limitation of these surveys.

Naomi Karten, an expert on customer satisfaction indicates that a customer is likely to respond differently to different customer care agents depending on their likability (Karten 2010).

This assertion implies that a customer could give responses that indicate his or her judgment of the agent rather than that of the company and thus this method is not very reliable.

However, in a bid to defeat this error, Axiom has randomised and impersonal surveys as well, which can be responded to without the bias of having actually encountered an agent.

The limitation is a real problem as even the customer care agents themselves report that some customers are very impressed with them as individuals, to the extent of even seeking for meetings beyond the business threshold. The danger in the manifestation of this limitation is the effect of the customer feedback.

Considering that the response may be an emotional one, where the customer rates certain personnel as poor, such a person is likely to pay the price of these negative sentiments by either getting low hikes (salary raises) or even being demoted (McDougall & Levesque 2000).

This move is de-motivating to such an individual who may actually have done a very good job, but for the customers particularly unpleasant disposition.

The reverse is also true and the possibility of the cumulative effect, namely  rewarding the under-performers and punishing the better performers (Chemuturi 2010, p. 2). This aspect is not a desirable reputation for an organisation to hold as it is reflected in the employee turn-over ratio.

What measures they take to retain their customers -Comparison of findings with literature

In the quest to retain customers, the Axiom Telecommunications Ltd. keeps all its customers in the company database. This way, the company frequently sends white papers on new technologies and events or symposia organised by the company or events to be attended by the company that could prove interesting to customers.

If customers are not willing to receive these updates, there is an option for unsubscribing or redirecting them to another email address. Additionally, the company has a customer care day annually during which it organises an open house for customers to attend and get to know their service providers better.

A witty trick used by Axiom telecommunications for retention is sending holiday and birthday greetings to its customers regularly. This move is interesting for it has received the largest positive feedback from impressed customers who got a birthday wish from their electronics supplier or retailer.

The company also uses the social network to keep its customers looped. It has a Facebook page, a Twitter page, and even a LinkedIn page. Customers are in a position to see new products online almost daily as they are busy browsing through their social network pages and this keeps business booming for Axiom.

Finally, the annual customer care day is married to the annual cocktail party where the company sells itself to those in attendance.

On this day, a corporate social responsibility act is done to put the customers minds at ease about the companys integrity and only the company and its workers dirt their hands as customers and other shareholders enjoy in the festivities.

If the company empowers its employees (in relation to customer services)

Axiom Telecommunications Company has employee training opportunities that work on a rotational schedule, with employees going for training sessions as per departments.

Each year, each employee gets the opportunity to attend at least three training classes where they are enlightened on any changes that may have hit the market since they left college and they are directed on how to apply such changes for the benefit and growth of the company (Axiom 2011).

The training sessions are held in local resorts and the with the employees expenses throughout the session are catered for by the company. Additionally, the employee is not penalised financially for the period of absenteeism from work as upon the beginning of a training session they are given a paid leave.

There are also benchmarking activities that are organised among local competitors in which employees enter into an exchange program with employees from rival firms and in the period of engagement with the other firm, they continue to enjoy their privileges as if they were working in their own offices.

Additionally, the chances of landing promotions are higher for employees that attend these training and benchmarking events for they are not compulsory either.

What type of employees it empowers  Comparison of findings with literature

The training opportunities are open to all as opposed to the trend in some organisations that only train newly recruited employees. This move is a smart one on the part of Axiom as it means that even the seasoned employees who have made it to as far as becoming CEOs or COOs are not locked out of learning new things.

The advantage in this practice is that the company is constantly alert and up to date with global happenings, which makes a versatile team that can tackle any issue that it is confronted with confidently (Hernon & Whitman 2001).

Additionally, such a practice makes the team very resourceful and so in case a customer calls the company offices with a unique and new issue, there shall always be someone with the knowledge to handle the issue.

How the company deals with difficult / angry customers  Comparison of findings with literature

Since its incorporation a decade ago, Axiom has not been involved in any legal scandal in which a customer sued it either for breach of contract or negligence. The company has a remarkable record. However, every now and then there is the occasional dissatisfied customer who causes a scene or makes a disturbing call.

In these cases, the Customer Care Unit director states that he simply advices his team to deal with such matters delicately. He states that if the issue can be easily rectified, the agent should be as polite and cordial as possible while another team member goes on with rectifying the mess.

As aforementioned, the company has a twenty-four hour toll free service for customers to call whenever they encounter a challenge that the company can set right.

An agent always answers any call made through this number and it is available on the companys website and brochures and pamphlets as well as wrapping papers issued by the company.

When an irate customer calls, the conventional policy is that the agent is to identify the problem and then decide on how to proceed (Fornell, Mithas & Krishnan 2005).

Some issues are referred to the executive directors where the agent lacks the capacity to help and some are referred to the legal department where a customer threatens to take a legal action.

The legal department then analyses the situation and promptly prepares a memorandum advising the board of directors (the board is aware that it can convene any time in case of an emergency).

This requirement is another company policy is the preference for settling matters out of court, and this move is advised by the avoidance of negative publicity, which often arises from public trials.

The systematic procedure of dealing with an irate customer as provided for in various customer satisfaction guidelines includes first listening to the customer before speaking, then apologising and empathising with such a customer to get them to calm down (Hernon & Whitman 2001).

Afterwards, the agent may try to clarify the matter to the customer, or take down notes to be clear on what the customers complaint is and probably come up with the best solution to the complaint.

This duty should be executed in a positive tone of voice and immediate action should be taken to ensure that the customers needs are met. With tougher or more complex cases, follow up may be necessary and if so, then it should be prompt and forthcoming.

How the company utilises e-marketing / e-commerce, or any other technology used to aid marketing efforts and the advantages and disadvantages  Comparison of findings with literature

Axiom telecommunications is a software as well as hardware provider of electronics. As such, it is directly affected by the globalisation trend that has seen the virtualisation of almost every other task. This company is not willing to be left behind in terms of achieving technology or Internet astuteness.

The company states that when it acquires any new technology, it keeps the best for itself and uses it for a spell before introducing the same to it catalogue. This element may as well be the reason why the quality of its products is appreciated (Axiom 2011).

With the revolution of e- commerce, business firms and companies like Axiom are constantly finding themselves in minefields especially concerning price fluctuations. The market tends to change faster than the product and so some products barely hit the shelf before running out of stock.

The old rules of the game remain the same and so it may not be as easy to change the product, as it may be to change the price. This aspect is the downfall of most companies that utilise e-commerce for they seem to be taking advantage of customers desperation.

At Axiom, regardless of market shifts, the management team strives to keep the prices at a minimum with just enough extra to make a sound, but constant profit.

The effect of this strategy is that a companys appeal is heightened. As other companies triple or even quadruple their prices when the demand is inversely proportional to the quantity, Axiom prices are known throughout Dubai to be the most constant.

Another new phenomenon with e-commerce involves the rules, which include the fact that there is a paradigm shift of power from the seller to the buyer (Chaffey 2004).

With e-commerce, the buyers attention is a commodity that is almost as rare as gold and so sellers seek to attract it in any possible way, and sometimes sellers may get overzealous and get unethical by misrepresenting or false advertising.

Axiom avoids these hurdles by posting only the barest of specificities for the products is markets on eBay. It also prevents customers from looking away by offering various attractive incentives such as warranties and gift packs.

The nature of demand has also changed with e-commerce for customers are now looking for different things when they go shopping online. They want speed and self-service menus that are easy to navigate, they want a guarantee of their privacy for as long as they are online, and they want the service to be convenient.

This aspect means that they want to be in a position to make contact with the company when they click on the contact icon on the organisations website as opposed to being redirected to other commands before being granted access (McFadyen 2008). Axiom is able to provide for all these demands.

When customers purchase new products online, they have several payment options ranging from Moneybookers to PayPal and visa cards.

The site is secure and it does not even store the credit card information on the internal database, which prevents chances of hacking into the company database and accessing millions of customers confidential information.

The management at Axiom states that it does not plan to become the next Sony in terms of Cyber warfare scandals. E-commerce presently accounts for 25 per cent of the sales of Axiom, and this percentage keeps growing by the day.

Conclusion

This paper was a brief discussion of crucial customer care information that comes in hand when running a company or a business. The papers vignette or case study was Axiom Telecommunications Company, which is a software product and service provider based in Dubai and one that targets the corporate world.

The company has a working Customer Care Unit that cooperates and coordinates its performance with the other departments in the company, such as sales and marketing and legal department and it uses the customer Satisfaction Ratings questionnaires to measure customer satisfaction.

The company also has in-house training sessions organised for all employees although it is not mandatory for one to attend these sessions. Employees have higher chances of being promoted after attending the companys training and benchmarking activities.

Finally, the company has launched an e-commerce department that is responsible for its online branch.

It has set in place adequate measures to protect customers confidential information by not saving the same to the local database. Axiom is a potentially productive and successful company by the estimation of the information provided in this paper.

Reference List

Axiom: Bravenewtalent 2011. Web.

Chaffey, D 2004, E-Business and E-Commerce, Prentice Hall, Upper Saddle River, NJ.

Chemuturi, M 2010, How to Measure Customer Satisfaction, Newsletter of Technology Evaluation Centres, vol. 4 no. 1, pp.1-8.

Fornell, C, Mithas, S & Krishnan, M 2005, Why do customer relationship management applications affect customer satisfaction, Journal of Marketing, vol. 69 no. 4, pp.201-209.

Grigoroudis, E & Siskos, Y 2010, Customer Satisfaction Evaluation: Methods for Measuring and Implementing Service Quality, Springer, New York.

Hernon, P & Whitman, J 2001, Delivering satisfaction and service quality: A Customer-based Approach for Libraries, American Library Association, Chicago.

Karten, N 2010, Tales of Whoa and the psychology of customer satisfaction, Oxford University Press, London.

McDougall, G & Levesque, T 2000, Customer satisfaction with services: putting perceived value into the equation, Journal of Services Marketing, vol.14 no.5, pp. 392-410.

McFadyen, T 2008, eCommerce Best Practices  How to market, sell, and service customers with internet technologies, McFadyen Solutions, Vienna.

Morgeson, F, Mithas, Keiningham, T & Aksoy, L 2011 An Investigation of the Cross-National Determinants of Customer Satisfaction, Journal of the Academy of Marketing Sciences, vol. 29 no. 2, pp.198-215.

Introduction

Background

The business world today is going through a painful metamorphosis of financial meltdowns and economic upheavals. Big multinational companies such as the Lehman Brothers, Morgan Stanley, Bear Stearns, Washington Mutual, and Merrill Lynch have been left gasping for survival by the current wave of financial crisis, with some already falling into the doldrums of extinction (Pitzke, 2008). This unpleasant wave, coupled with competition for customers in an ever-shrinking market, calls for businesses to come up with new and innovative ways of maintaining old customers while at the same time developing strategies aimed at bringing new customers to the staple (Renee, 2007). Customer loyalty translates to profitability for the company. According to Rese (2003), a general relationship exists between customer retention and customer satisfaction, and subsequently to the level of profitability of a business enterprise. Firms will most likely record impressive profits if customer satisfaction is integrated in everyday day running of their activities as a key business strategy.

Business managers need to realize that their customers are their most valued assets. According to Thomson (2002), no business entity has ever been known to exist without customers. Businesses in all sectors  retail, manufacturing, financial, service, and technological  have to deal with customers at one point in time. Ensuring their satisfaction therefore becomes a core strategy used to propel firms and enterprises into profitability and growth in todays competitive market. Renee (2007) argues that customer satisfaction entails a holistic understanding of how a customer feels after buying a product or service from a dealer and, in particular, whether or not such a product or service satisfies the client or customer according to his or her own expectations. If used effectively, it has the ability to offer sustainable competitive advantage to businesses.

The Study Context

Located in the Middle East, Saudi Arabia occupies just about 80 percent of the Arabian Peninsula. The 2006 provisional population estimates positioned the country at 27, 019,731, with yearly growth rate of 2.18 percent (Library of Congress, 2006). According to provisional estimates by the CIA, the population would have surpassed 28, 686, 633 in July, 2009 (CIA, 2009). The population is distributed mainly along with major cities around the country, providing the much-needed clientele to local and international companies operating in the areas. The telecommunication industry for instance has recorded monumental growth due to the concentration of people in cities. Riyadh, the capital city, has 3.6 million residents; Jeddah, 2.9 million; and Mecca is third with 1.6 million residents. The city of Dharam has 1.6 million residents, while Medina has around 854, 000. The country has a healthy economy that experienced enormous growth from 2003 through to 2005. However, the economy still remains largely reliant on the production and exportation of oil.

Saudi Arabia has made profound advancements in nearly all the key sectors in the telecommunications industry. Of particular concern for this study is the sector of cellular telephony, which has recorded impressive growth and rapid diffusion levels within the last decade. According to Stevenson (2009), Saudi Arabia, Turkey, and Iran represent up to 70 percent of total cellular connections in the whole of Middle East. In the same vein, Saudi Arabia is the second-largest market in the region, representing almost 15 percent of total connections in the Middle East. In March 2007, it was estimated that the country had 21.5 Million subscribers of cellular phones, translating to 89 percent penetration rate. Presently, the penetration rate has exceeded 100 percent.

This unprecedented growth has seen several companies set bases in the country in the hope of making some profits for their stakeholders. The most prominent ones are Saudi Telecom Company (STC), Mobily, Zain, and Bravo. These firms have come with divergent policies and strategies to maintain their customer base, while trying to recruit new clients in the rapidly expanding market. Of importance to the companies is the realization that the mobile market in Saudi Arabia has become more dynamic and competitive in the face of extremely high penetration rates. The strategies employed by individual companies, including customer satisfaction and loyalty will therefore go a long way in determining the market share of each one of the companies. STC, Zain, and Mobily were evaluated in this study.

Statement of Problem

During the past couple of years, the mobile market in Saudi Arabia has risen from strength to strength, reaching dizzyingly high subscription and penetration levels towards the end of 2007. The high penetration rate reveals that customers have positively identified with the services being offered by the four main mobile network operators in the country. The expanding Saudi economy, fuelled by Oil sales, may also have had contributed positively towards the exponential growth of the mobile telecommunications industry since a growing economy means that people will have more money to spend. Still, the rigorous marketing strategies employed by companies offering mobile telephone services, coupled with the cut-throat competition among the service operators to control the market may also have contributed to the speedy growth of the sector in Saudi Arabia (Stevenson, 2007). One thing is clear though; there is a huge market share out there for companies to grab and translate into profitability.

Organizations the world over succeed by going out of their way to perform optimally what matters most to their own clients. However, the interest exhibited by organizations in maximizing customer satisfaction does not automatically mirror corporate altruism (Allen, 2004). Indeed, an interest in clients and customers is almost always egocentric as it is done with the explicit purpose of enhancing businesses to reap some tangible benefits. The underlying principle is that satisfied customers yield greater profits to the company.

Numerous studies have been undertaken regarding the satisfaction of individual customers. However, nothing much is yet to be known regarding organizational-wide practices with respect to client and customer satisfaction (Allen, 2004). To promote the development of further knowledge, this study concerned itself with evaluating the factors that make the customers to be satisfied from the organizational perspective by looking at the budding telecommunications industry in Saudi Arabia.

Objectives of the study

The general objective of the study was to explore the various factors and strategies that contribute to customer satisfaction from an organizational point of reference by evaluating several mobile network operators doing business in Saudi Arabia. The following were the specific objectives:

1. Establishing if the products and services offered by organizations can effectively take ownership for driving, developing and maintaining customer satisfaction and loyalty priorities for whole organization
2. Establishing the benchmarks and strategies used by organizations to ascertain if the services they put on display satisfies their customers
3. Exploring whether employee satisfaction through incentives can play a significant role in successful client satisfaction program.
4. Exploring if staff recruitment and on job training programs on customer service translates to better customer service and satisfaction.

Key Research questions

The study was guided by the following research questions:

1. Can the development of an aggressive customer satisfaction policy put the products and services offered by an organization in a central, customer-oriented role within the whole organization?
2. What, between staff attitudes, quality of products and services, and pricing, mostly affects and influences the type and nature of relationships that customers establish with organizations?
3. Are the money and resources used by organizations to develop and maintain customer satisfaction justifiable empirically?

Value of the Study

The value of this study can never be underestimated. Businesses all over the world are suffering under the weight of poor or inadequate customer satisfaction strategies aimed at harnessing the immense opportunities arising from retaining business clients and customers. This study came up with a body of knowledge that could effectively be used by business managers to arrange their core business processes around the demands, needs, and requirements of their prestigious customers. In addition, results generated from the study can be used by businesses to boost their profitability as a satisfied customer is a worthy asset to the organization (Fojtik, 2009). Indeed, the pursuit of customer satisfaction should be treated like any other profit-driven investment.

Review of Related Literature

The General Overview

The telecommunication industry in Saudi Arabia is as robust as her economy. The privatization of the sector was largely accomplished in 1998 (Library of Congress, 2006). Presently, Saudi Telecommunications Company, employing over 70,000, dominates the sector. Saudi Arabia has an up-to-date and expanding telephone system, with over 3.6 million main lines by 2004 (The Library of Congress). Presently, it is expected that this number has grown by 10-15 percent.

But perhaps one of the areas that have recorded substantial growth and rapid diffusion is the cellular mobile telephone sector. By the end of 2004, over 9 million Saudi citizens were using cellular phones (The Library of Congress, 2006). According to Stevenson (2009), the average market penetration of mobile phones in Saudi Arabia was around 89 percent by the end of 2007. Saudi Arabia, along with Turkey and Iran represented just about 70 percent of all mobile telephone connections in the Middle East. According to Stevenson, the country is the second-largest market in the Middle East, representing about 15 percent of total connections in the region.

By the end of 2006, Saudi Arabia has already surpassed the 20 million mobile phone connections mark. Available estimates reveal that the mobile telephony market grew by another 20 percent in 2007. Today, penetration rates have surpassed the 100 percent mark. This has been made possible by the proliferation of companies offering the service, and the cut-throat competition for customers that ensues. Below, a number of these companies are sampled.

Saudi Telecommunications Company (STC)

Background

Saudi Telecom (STC) commenced its commercial operations in 1998 as the countrys sole telecommunication operator with over six hundred thousand subscribers. In 2000, the telecommunication giant had 1.4 million subscribers, and the number surged to 2.5 million with the introduction of its prepared card called Sawa, later on in the same year (STC, 2009).Towards the end of 2002, the government sold off 30 percent of STC shares to Saudi citizens and organizations. By the end of the subscription period for the IPO, requests for the much-coveted shares exceeded the number offered by 3.5 times. The company had in excess of five million subscribers by the time it was listed on the Saudi Stock Exchange.

In 2005, STC was ranked the countrys fourth-largest company in terms of market capitalization, with over 12 million mobile subscribers and over 3.3 million fixed lines. Presently, the company covers about 98 percent of Saudi Arabia, and is a major shareholder in Arab Satellite Communications Organization. This company deals in satellite communications and digital television broadcasting. STC also holds shares in the renowned satellite-based mobile telephone company called Thuraya Satellite Telecommunications Company.

Customer Satisfaction Strategies for STC

Customer Satisfaction before Competition

Prior to July 2004, STC used to operate a monopoly in the telecommunications industry, having to be the sole operator from the time the industry was liberalized in 1998. The Saudi government granted the second mobile operator license to Etisalat, owners of Mobily, in 2004, initiating a new competitive age for STC. Immediately after the liberalization of the telecommunications industry was undertaken, STC drew a 5 year period transformation program based on clearly articulated objectives. Activities for the first phase, known as diagnostic phase, were undertaken in 1998. The second phase extended from 1999 to 2000, and was known as design phase. The third and fourth phases, referred to as consolidation and implementation phases respectively, took place between 2000 and 2003 (STC, 2002).

In all the phases in the strategy paper, customer satisfaction was viewed as a crucial component towards achieving economic breakthrough. This was done through addition of value to customers through reduction of tariffs for both mobile and fixed landline charges; service innovation; service segmentation; servicing quality; brand equity building; and fast-tracking the telecommunication market, including distribution channels (STC, 2002). Although STC practiced a monopoly during this time, the above strategies used in customer satisfaction enabled the firms client base to grow from 600, 000 in 1998 to over 2.5 Million in 2000. This in turn enabled the company to achieve an average growth rate of 14 percent for the three years from 1998 to 2000. Increased growth rate was expected to continue.

Customer Satisfaction after competition

The introduction of the second mobile telephone operator in 2004 brought the need to reshape and restructure customer satisfaction strategies practiced by STC in the hope that this could help maintain its immense clientele base, in addition to recruiting new ones. In this respect, STC engaged in aggressive marketing strategies after the introduction of Mobily into the market. The company had to implement cost-effective strategies to maximize and add value to its mobile network, in addition to boosting bottom-line revenue (Telecommunication Report, 2009). It had to learn how to effectively deal with increased data traffic and emerging technologies that enhanced customer satisfaction. These strategies were being implemented with the explicit aim of locking up the STC market share to potential competition from Mobily.

In addition to the strategies it was using before introduction of competition, and which are mentioned above, the telecommunication giant engaged in other ventures that added customer value to its services. For instance, in 2008, STC signed a five-year sponsorship contract with English premier league leaders, Manchester United, to provide fans, otherwise known as customers, with exclusive content including goals, news updates, and fashionable ring tones (STC, 2009). In addition to being one of the organizations offering the lowest tariffs on 3G technology, STC came up with other value additions for their services aimed at maximizing customer satisfaction. These included mobile TV, Internet accessibility over mobile phones, and video calls.

The company also diversified its products and services to ensure that every customer was well catered for. Presently, products and services on offer include prepaid subscription plans, monthly post-paid subscription plans, roaming services, Multi-Media Service, WAP, fixed line services, Internet, 3.5 G services, VSAT services, and Blackberry oriented mobile services (Telecommunications Report, 2009). Having realized that the youth are the future of the Telecommunication industry, STC has come up with one of the most enticing prepaid packages targeting the youth aged between 18 and 25. The results have been impressive for STC. Today, the company through its mobile services provider, ALJAWAL, has a customer base of over 17 million. Through its residential lines unit, ALHATIF, the organization serves over 4 million landline customers. Latest figures indicate that STC has about 73 Percent of the telecommunications industrys market share (Telecommunication Report).

Customer Expectations before Mobilys Entry

According to Sharp, Page, and Dawas (2000), measuring customer satisfaction in organizations operating in a monopoly is of no relevance at all. Also, organizations operating in a monopoly should not be worried about customer loyalty. In most instances, such organizations engage in customer satisfaction practices to keep up with the regulators requirements rather than for purpose of maintaining customers. It is therefore imperative to note that though customer satisfaction and expectation strategies had been included in the original blueprint guiding STC immediately after the industrys liberalization in 1998, customer preferences , needs, and wants, could not take precedence over other crucial organizational processes during that time.

During the period between 1998 and 2004, the market forces of demand and supply within Saudis telecommunications industry were controlled by the monopoly service provider  STC. The demand for mobile cellular services was very high, and could not be sufficiently matched by the supply of quality mobile services. Emphasis was not laid on what the customers wanted but rather what the organization was able to offer to the customers (Brown, 2007). In the landline unit, customers could not be offered the telephone lines on demand but rather had to wait for years to be connected. The customers had no choice other than to accept what was being offered by STC. Indeed, it was a challenging task for one telephone service provider to provide communications requirements to the entire Saudi population.

Customer Behaviour after Mobilys Entry

The second mobile operator to hit the Saudi telecommunication sector was licensed in 2004, heralding an end to the monopoly of STC in the sector of mobile services provision. Mobily, as it came to be known introduced competition in the industry and gave customers the space of choice (Jinfeng & Chaoyang, 2006). This meant that customers could exert their needs, expectations, and preferences; and service providers, especially STC, had to re-organize their strategies to revolve around the needs of customers rather than the organization. In short, they had to map out key consumer expectations and correlate them with their products and services delivery in order to maintain their market share. The beneficiaries of the competition that ensued were customers as they enjoyed a wide range of products and services, reductions in tariff rates, and value-added services.

Mobily

Background

Mobily is the official telecommunication arm of Etihad Etisalat, and is engaged in the provision of a converged line of mobile and data services in Saudi Arabia. It is the second organization to be granted an operational license for mobile services, after the Saudi Telecoms Company. The organization has managed to wrestle substantial number of customers from STC due to its excellent record in quality service delivery and value addition. Towards the end of 2008, the company had a customer base of eleven million customers, representing almost 43 percent market share in the mobile services sector in Saudi Arabia. Although it is the second mobile network operator, it was the pioneer in offering 3G services in the country. (Prasad, 2008). Besides offering GSM services, the company also offers 3 and 3.5 G voice and data services, including multimedia streaming with speeds of up to 7.2 mbps.

Market Penetration for Mobily and Customer Satisfaction

Mobily entered the Saudi telecommunications market at a time when mobile penetration level was below 40 percent (Prasad, 2008). It was granted a license to operate in Saudi Arabia in 2004, and began its roll-out in earnest in 2005. There was a lot of potential for growth due to huge number of individuals and companies in need of quality communication products and services, not to mention the fact that the Saudi economy was booming during that period. However, challenges presented themselves by way of the fact that Mobily was committing itself into a market that had been dominated by a monopoly for nearly six years.

The answer to this challenge came in the form of coming up with products and services that had been tailor-made to fit the specific needs and requirements of customers. It scored a first by introducing the high-speed 3G internet services into the market, enabling customers to enjoy access to the internet even while on the move (Prasad, 2008). Presently, Mobily is planning on how they will launch another service that will give customers their value for money due to its fast internet speed of up to 14.4 mbps.

Mobily was also able to penetrate the Saudi telecommunications market by coming up with innovative products and services that answered the particular needs of all the age groups within the market, especially the youth and high-end users (Prasad, 2008).

Such services included live calls, high-speed internet connections, live TV, multiplayer gaming, and Video/ Audio on-demand streaming services. Many of these services were unheard of prior to Mobilys entry into the Saudi market. It could therefore be said that successful entry into the market for Mobily was dependent on trying to identify with the needs and aspirations of the customers, and going out of its way to ensure that all these needs are met. The firm segregated the market, following the fundamental basics of customer satisfaction more than anything else. This made it possible to come up with services that answered the needs of the corporate and high-value customers on one hand, and lifestyle-based offerings on the other hand. Mobilys marketing strategy revolved around the conviction that each market segment in society has unique needs and characteristics. The needs of a student are uniquely different from those of a frequent traveler. The diversification worked wonders for the company in terms of customer satisfaction.

Competition between Mobily and STC

The kind of competition between the two telecommunication giants operating in Saudi Arabia ensured that the customers were the biggest beneficiaries. It was clear to STC that offering poor services in the face of this competition will see their customers cross over to Mobilys mobile network, an objective that the companys management was less likely to implement. On the other hand, Mobily led between the lines from the very onset and started to produce and market their products and services using strategies of customer satisfaction and quality service diversification. This ensured their entry into a market that had exceedingly been monopolized by STC (Ramkumar, 2007). The first six months of Mobilys operation saw it amassing around 2.2 million mobile subscribers, making it the fastest-growing organization in the whole of North Africa and the Middle East in terms of customer acquisition during the first year of operation.

Zain

Background

Formerly known as Mobile Telecommunications Co. (MTC), Zain is the pioneer mobile operator in the Middle East, and the second-largest Kuwaiti organization in terms of market capitalization. It ventured into the Saudi telecommunications industry as the third mobile phone operator in 2008. The company posted a net loss of about $204.1 million during its first quarter, a situation termed as normal for any organization venturing into the telecommunications industry due to its massive requirements of capital and market expenditure during the start-up phase. However, industry analysts project that Zain will be back into profitability by 2010 (Patricia, 2009). Zain recorded a seven percent share of the market within the first four months of operation.

Zains Competition Strategies

Competition in a market where mobile penetration rate is thought to be in excess of 100 percent can often be bruising for a start-up company. However, this was not so for Zain, thanks to the strategies employed by the company, directly targeting the customers. One of the companys packages going by the name of You pay we pay saw the company garner 966, 000 subscribers during the first two months in operation. This package was all about maximizing customer satisfaction in that, customers phones were credited for free with the exact amount of airtime that the customers could have paid for during the previous month. This was to be a lifetime offer for the first 500,000 customers (Patricia, 2009). This way, Zain was able to penetrate a seemingly saturated mobile market in Saudi Arabia. This package, according to industry analysts sought to heighten value in the market.

A supplementary launch offer made by Zain in its attempt to penetrate the Saudi market came in the form of a double Zain SIM pack, whereby calls between the two numbers were charged at a low premium rate (Patricia, 2009). This again centered on maximizing the value for customers, while offering them the opportunity to enjoy lower tariff rates. When one of the two accounts was recharged, the customers phones were credited with 100 percent bonus credit split between the two SIM cards. This customer satisfaction strategy also helped Zain to penetrate and effectively compete in the market.

Zains Customer Satisfaction Strategies

The telecommunication giant actively developed customer satisfaction through the development and delivery of a high-end network quality system, in addition to undertaking a rapid network roll-out Programme that enabled customers to trust the organization as a reliable, responsible, and caring partner (Zain, 2008). It was also the promise of Zain to pay special attention to the requirements of their customers with the explicit aim of offering exceptional service quality and customer care.

Conclusion

The above case studies seem to point to the fact that customer satisfaction is an integral component necessary for the growth of organizations the world over. The telecommunication industry is a sensitive one since it directly deals with offering services to the customers. Failure to meet their needs and requirements may therefore prove detrimental to the very tenets that govern an organization. An analysis of the Saudi Arabian telecommunications industry has proved beyond reproach that offering services that are tailored to meet the needs, aspirations, and expectations of customers are the best way to go for any organization intending to make a headway in the ever-competitive business environment.

Methodology

Theoretical Framework

Perhaps one of the most persuasive empirical associations between customer satisfaction and organizational profitability revolves around the American Customer Satisfaction Index (ACSI) model. Developed in 1994, the ACSI model is comprised of 3 primary objectives. First, the model has the ability to measure or quantify the quality of an economic output while relying on subjective client input. Second, the model has the ability to provide a conceptual structure used in understanding how the quality of product or service relates to economic indicators (Allen, 2004). Finally, the ACSI business model has the ability to provide a forecast of future economic predictability by measuring the intangible importance of buyer-seller relationships.

The ACSI model is of the argument that casual progression begins with client expectations and professed quality measures, which cumulatively affect the perceived value of a service or product, together with customer satisfaction (Allen, 2004). According to the model, customer satisfaction has two precursors: customer complaints and customer loyalty. The latter is quantified in terms of price forbearance and client retention. In the same vein, the model argues that companies values repeat customers as a representation of substantial profit base. Consequently, customer satisfaction and retention, explained as the reported repurchase probability, forms a strong forecaster of profitability. It is therefore imperative to argue that the model, as it is used today, can effectively confirm the associations among quality service, client satisfaction, and financial performance (Allen). Below is a diagrammatic representation of the ACSI model of customer satisfaction

Research Design

This study utilized qualitative research methodology to explore the various interplay of factors that necessitated customer satisfaction at an individual and organizational-wide level by evaluating and analyzing the telecommunications industry in Saudi Arabia. The companies targeted for the study included Saudi Telecommunications Company, Mobily, and Zain. The study utilized the qualitative research design in its attempt to generate descriptive information about the strategies and policies used by these telecommunication giants in their attempt to control the immense and ever-expanding market in the region. Qualitative research design was also used in trying to establish the benchmarks for success in customer satisfaction. Finally, the research design was used to come up with organizational indicators that could be used to correlate profitability and customer satisfaction.

Qualitative research designs are useful when the respondents are too multifaceted to be answered by a straightforward yes or no hypothesis (Experiment Resources, 2009). The research designs can also be utilized to effectively understand a product or service through the eyes of the customers, in addition to undertaking an in-depth exploration of the customers experiences and expectations (Beadley, 2007). These types of research designs are also easier to plan and execute, and also useful when budgetary assessments have to be factored in.

According to Chenail, George, Wulf, Duffy, and Charles (2009), qualitative research design is the best tool to be used when the aim of the study is to gather an in-depth understanding of human characteristics and behavior, including the reasons that govern such behavior. This is the objective of this study; to try and understand the factors behind customer satisfaction. The design is best at investigating the why and how, not just the what, where, and when.

Target Population

The target population for this study included customers or subscribers of the three firms offering telecommunication services in Saudi Arabia  STC, Mobily, and Zain. These were either males or females, knowledgeable enough to give an account of what makes them feel satisfied. The target population for this study also included customer relationship managers of the three companies, or their representatives. This group was specifically chosen to shed light on organizational-wide management practices and strategies that are being constantly used by the organizations for purpose of offering maximum customer satisfaction.

Methods of data collection

Primary data was collected through the use of personalized in-depth interviews. There were two sets of structures for the in-depth interviews, one for the customers and the other for customer relationship managers or their representatives within the selected telecommunication industries. In the structures, focus was laid on trying to bring out all the underlying factors that informed customer satisfaction from an individuals as well as the organizational point of view. In the same vein, factors that directed individuals choice of one Telecommunication Company over the other, including the factors that informed the interrelationship between individual customers and the organizations were sought.

In-depth interviews are effective in exploring perspectives of a particular thought, program or situation (Boyce & Neale, 2006). In addition to conducting an extensive review of the companies involved in the study, secondary data was also collected from the administrative data of these telecommunication companies in the form of call volumes data and fact-sheets relating to customer feedback. According to Beadley (2007), customer feedback  including complaints, suggestions, and complaints  can be effectively used to reveal current areas for improvement as well as in the identification of the suitability of customer satisfaction strategies in organizations.

Study Limitations and Constraints

Although there are many other telecommunication industries in Saudi Arabia, this study was limited to studying the three named organizations,  STC, Mobily, and Zain. Therefore, while the design may provide the basis for generalization of the study findings with regard to customer satisfaction strategies in the above-named companies, the same cannot be done on other telecommunication companies operating within Saudi Arabia. A more comprehensive study would have shed more light on the factors that make customers feel satisfied, in addition to the relationship between customer satisfaction and organizational profitability.

Results

Introduction

This study aimed at exploring the factors that made customers be satisfied from an organizational-wide perspective as well as from an individual customers perspective. The study relied heavily on the analysis of Saudi Arabia telecommunications industry with specific reference being made on three companies that offered mobile services in the country  Saudi Telecoms Ltd., Mobily, and Zain. In that effect, semi-structured in-depth interviews were conducted on subscribers who used the products and services of the above-named companies. A different set of semi-structured in-depth interview schedules was administered to customer relationship-building managers of the three companies, or their representatives.

The in-depth interviews were centered around trying to understand the multifaceted thought processes, behaviors, attitudes, values, and interpersonal dynamics that informed the practice of customer satisfaction, and if such satisfaction translates into economic well-being for organizations. The analysis of the interviews brought several interrelated themes based on the objectives of the study as well as the questions that guided the study.

Strategies used by companies to achieve Customer Satisfaction

The underlying themes arising from the study revealed that all the executives were in agreement that customer satisfaction was an engine for economic growth for organizations in todays competitive environment. According to them, monopoly hurt competition as it effectively made the customers lack the freedom of choice and independence. According to one representative of STC, the company was indeed making more money than it used to during the monopolistic days as it had effectively learned to diversify its products and services around the needs and requirements of its customers.

After careful analysis of the qualitative data, it was clear that all three companies had engaged in rigorous development and introduction of value-added services into the market for the explicit purpose of maintaining a foothold in the competitive telecommunications market. This was being done through the introduction of services such as Mobile TVs, Internet accessibility over mobile phones, Video calls, and Video and Audio Streaming services. Through thoughtful probing, it was revealed that such services were not the primary core businesses for the organizations but were rather meant to keep customers satisfied.

Another theme that came up strongly regarding the topic of interest is service segmentation. Industry players were all in agreement that optimum customer satisfaction was only possible in highly segmented markets as the needs and aspirations of one segment are always totally different from those of another segment. In this respect, all companies under the study reported having come up with enticing prepaid or post-paid packages targeting various segments in society. All the executives agreed to have used age and income as the basis of segmenting the market.

Service innovation and servicing quality were other themes that arose during the process of data analysis. Zains representative argued that it was the former that enabled them to penetrate into a market that seemed flooded. Mobily was able to penetrate the market due to the fact that it engaged in offering innovative products and services that answered the needs of all age groups within the market (Prasad, 2008). Due to their innovation of the You pay we pay package, Zain was able to amass for itself a 7 percent market share within the first two months in operation (Patricia, 2009).

The quality of services offered was also of great importance as all the industry players were in agreement that voice clarity during calls made the customers stick with the preferred network provider. To win customer satisfaction, for instance, Zain had heavily invested in a high-end network quality system together with a rapid network rollout Programme. All the service providers were in agreement that exceptional service quality and customer care were key ingredients towards attaining optimum customer satisfaction. Other themes that arose from the study regarding the factors by which customer satisfaction could be achieved include reduction of tariffs, brand equity building, and improving distribution channels.

All the company executives were in agreement that customer satisfaction directly translates into increased profitability for the organizations. Some underlying themes resulting from the study also revealed that companies do invest huge amounts of money for on-the-job training of their employees on proper customer handling and care. Zain and Mobily had an extensive training Programme for new staff members that run a span of two months, while STC had an intensive one-month training Programme for their new members of staff. This underlines the great importance and value that the firms hold on ensuring optimal customer satisfaction. Members of staff were also remunerated relatively well to motivate them in service delivery.

Customer satisfaction from the Customers Perspective

All the customers interviewed for the study were in agreement that various interrelated factors had to be put into play to achieve the desired customer satisfaction. To them, businesses must always encourage face-to-face dealings with their clients, in addition to exercising an open door policy where customers can always have access to relevant staff to answer their queries and clarifications (Thomson, 2002). Most respondents were in agreement that members of staff dealing directly with the customers must be friendly and approachable. Messages coming from the customers must also be responded to promptly to keep them well informed. Respondents said they felt irritated when they were kept waiting for days for a response that could have taken hours to formulate.

In addition to above, many respondents targeted for the study argued that businesses must always maintain an explicitly defined customer service policy. Respondents also argued that it was the function of business managers to anticipate the needs of their customers, and go out of their way to help them achieve those needs and requirements. Attention to detail and honoring your promises also serve to facilitate customer satisfaction.

Discussion

The bottom line for this study is that people tend to seek gratifying experiences while avoiding the painful ones. They will therefore tend to return to business enterprises that meet or surpass their needs and requirements whilst avoiding business entities that fail to meet them (Hill, Roche, Allen, 2007). It is therefore imperative for business managers to come up with products and services that meet the needs and requirements of the customers. The prepaid card introduced by STC called Sawa saw the customer base within the organization plummet from 600, 000 in 1998 to 2.5 million in 2000 (STC, 2009). Such growth is crucially important for the long-run development and sustenance of a business entity.

Many solutions have been given regarding what really makes a customer to be satisfied and therefore maintain loyalty to the organization. From the organizational side, factors such as cost reductions, service innovation, service segmentation, servicing quality, aggressive marketing strategies, effective use of emerging technologies, and value-added services have all been advanced. This study can therefore serve as a point of reference for business managers who want to improve their business systems using the above-named processes. It should always be remembered that there is a firm correlation between quality, customer satisfaction, and financial performance according to the ACSI model of customer loyalty (Allen, 2004).

The customers have spoken too. According to them, face-to-face dealings should be the norm rather than the exception when working towards effective customer satisfaction. Businesses must always maintain properly defined customer service policies. Such policies ensure that customers are kept in the know about the operations of the company thereby eliminating the annoyance that customers have to put up with when they are being shuffled from one person to another during their stages of inquiry about a product or service (Thomson, 2002). Anticipating the needs and requirements of customers is advantageous for business managers in that such an action always reinforces the rapport between the business and customers, ensuring that customer loyalty is maintained in the process.

Works Cited

Allen, D.R. Customer Satisfaction Research Management.2004. American Society for Quality. Web.

Beadley, S.P.T. (2007). How to Measure Customer Satisfaction: A Tool to Improve the Experiences of Customers. 2007. Web.

Boyce, C., Neale, P. Conducting In-depth Interviews: A Guide for Designing and Conducting In-depth Interviews for Evaluation Input. 2006. Web.

Brown, SL. What is The Customer Expectation Paradox? 2007. Web.

Chenail, R.J., George, S., Wulf, D., Duffy, M., & Charles, L.L. Qualitative Research Design. The Qualitative Report, Vol. 13, No. 2. (2009).

CIA. The World Fact Book: Saudi Arabia. 2009. Web.

Experiment Resources.com. Qualitative Research Designs. 2009. Web.

Fojtik, C. Calculating the Strategic Value of Customer Satisfaction: What do your Metrics Tell You?Web.

Hill, N., Roche, G., & Allen, R. Customer Satisfaction  The Customer Experience through the Customers Eyes (1^st ed). Cogent Publishing. 2004. Web.

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Patricia, M.L.E. Zain Saudis Q1 Loss Narrows to $ 204 Million. 2009. Web.

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Thomson, A. Customer Satisfaction in 7 Steps. 2002. Web.

Zain. Strategy. 2008. Web.

Organization Overview

• The organization was founded on the state initiative in 2003 (Telecommunications Regulatory Authority, 2019).
• The desire to promote the telecommunications sector in the UAE (Telecommunications Regulatory Authority, 2019).
• Modernizing the current digital database of the state.
• Adhering to the national excellence development plan (Guideline, 2017).
• Promoting the electronic government environment in the country.
• Improving all telecommunications areas based on modern technologies.

The Telecommunications Regulatory Authority company (TRA) has set itself quite clear and ambitious goals. Based on the assessment of its activities, the corporation seeks to improve the existing digital base in the UAE and give its residents an opportunity to use modern developments in the field of communications. One of the TRAs strategies is following the framework of Abu Dhabi Plan that involves transforming the sector in question based on the digitalization of its services (Guideline, 2017, p. 11).

Assessment Process

• Several important criteria are required to evaluate the companys performance.
• Team dynamics is promoted by the leadership of the organization.
• The assessment includes preparing an analysis plan and interaction with the staff.
• Scoring implies assessing the results obtained based on the research
• To achieve consensus, both subjective and official data will be used.

The process of evaluating the activities of the organization in question is based on applying a number of valuable criteria. Such parameters will be involved as leadership, strategic plans, partnership and resources, products and services, as well as customer, people, society, and key results. Utilizing the practice of interaction with the employees of the company may allow determining the primary forces of TRAs activity and its significant achievements over the whole period of work in the UAEs market.

Assessment Findings (Strengths)

• Telecommunications as the key area are developed successfully.
• Implementing the fastest promotion plan (ElSherif, Alomari, & Alkatheeri, 2016).
• Introducing the Smart Pass program (Telecommunications Regulatory Authority, 2019).
• Gradual equipping all branches of life with digital innovations.
• Cooperation with two large telecommunication companies (Yaghi & Al-Jenaibi, 2017).
• Interaction with the government for creating a unified working system.

TRAs strategic work involves interacting with some of the major participants in the countrys digital market and cooperating with the authorities, which is aimed at promoting relevant innovations. The gradual introduction of new features is the corporations official plan. Individual programs, for instance, the Smart Pass, suggest a transition to the new principles of regulating all public spheres. Engaging the latest developments in the field of telecommunications ensures work in a stable and productive environment.

Assessment Findings (Areas for Improvements)

• Using mobile technology for all types of services.
• Strengthening staff retention policies and promotion incentive systems.
• The wider involvement of the population in the discussion of upcoming changes.
• Social activities aimed at promoting the products created.
• Consumer protection and ensuring an effective interaction program.
• Work on products complying with the current digital trends.

Despite the success of TRA in the UAE market, some areas of the organizations activities can be improved to increase productivity and consumer acceptance. In particular, career guidance work with the staff is essential in order to retain highly qualified specialists. Also, according to Alqudah (2018), mobile technologies should be implemented in all spheres without exception, which is TRAs omission. Social activities aimed at promoting products and consulting with the public on possible innovations can also be a valuable practice.

Assessment Findings (Score)

Assessment Findings (Learning)

• Continuous work on innovations implies introducing new strategic solutions (Guideline, 2017).
• Evaluating productivity allows making conclusions regarding the effectiveness of specific policies.
• The influence of different stakeholders is significant, including both government boards and the public (Yaghi & Al-Jenaibi, 2017).
• The countrys development plan is based on introducing technologies in the field of telecommunications (Guideline, 2017).
• The engagement of the TRAs management in interaction with the staff stimulates productivity.
• Development goals cannot contradict the national innovation plan.

Based on the analysis, it can be noted that TRA copes with the assigned tasks successfully enough, although some modes of operation may be revised a little. Compliance with the national development plans is a significant aspect of activity, which, in turn, implies the need to follow formally established standards. In general, the nature of individual TRAs practices is effective, and possible adjustments may increase its productivity.

Recommendations

• The interaction between the management and staff should be advanced.
• Population involvement is to be more active.
• Analyzing market trends is a mandatory task.
• Using appropriate performance measurement techniques can improve productivity.
• The significance of this study lies in an opportunity to assess the prospects for the development of TRA.
• The assessment contributes to the formulation of relevant and effective growth strategies.

The continuous assessment of personnel work is a mandatory practice provided by the national quality standards of activity. Relevant recommendations proposed as a guideline for further development may have positive outcomes for both the organization and the population. The value of the analysis is that specific perspectives can be determined, and the formulation of certain growth strategies may be carried out on the basis of the findings and recommendations compiled during the research.

References

Alqudah, M. A. (2018). Consumer protection in mobile payments in the UAE: The current state of play, challenges and the way ahead. Information & CommunicationsTechnologyLaw, 27(2), 166-184.

ElSherif, H. M., Alomari, K. M., & Alkatheeri, A. S. A. A. O. (2016). Mobile government services satisfaction and usage analysis: UAE government smart services case study. InternationalJournalofComputerScienceandMobileComputing, 5(3), 291-302.

Guideline: Abu Dhabi excellence award in government performance fifth cycle  First version. (2017). Web.

Telecommunications Regulatory Authority. (2019). About TRA: Vision, mission & values. Web.

Yaghi, A., & Al-Jenaibi, B. (2017). Organizational readiness for e-governance: A study of public agencies in the United Arab Emirates. SouthAsianJournalofManagement, 24(1), 7-31.

Brazil

Brazil is the telecommunication hub of Latin America. It boasts of the biggest and sophisticated telecommunication industry the region. The National Telecommunication Agency is the industrys regulatory body. It seeks to ensure that the players enjoy protection from unhealthy competition while at the same time ensuring high regard for consumer interests. The industry comprises of firms that provide fixed line telephone services, mobile phone services as well as internet and cable television services (Leandro, 24).

The liberal and competitive environment, has not only favored local investment in the industry in the country, but has also attracted foreigners, as well. Some of the foreigners have made partnerships with local firms. The biggest players in the industry include the Telefonica Group, America Moville/ Telmex Group and the Oil (Telemar). These companies have subsidiaries that provide the different services to the industry at various levels with respect to geographical variation and income levels of the people. The nature of competition is thus based on the regions of operation and the target market for the various investors.

Investment opportunities are, however, more promising in the wireless sector of the industry because of the vast growth that continues to be experienced in it. The potential is not effectively tapped, explaining the low-penetration levels by the industry players currently in the market (Millar, 34).

Russia

In Russia, the telecommunication industry is vey advanced and different from that of Brazil. For instance, it is regulated through the Federal Law on communication. The fixed line sector is highly developed, and is based on a highly networked fiber optic cable that is spread out throughout the country. The industry was for a long time state controlled, and thus private companies investment was not possible. However, the liberalization programs of the 1990s paved way for players in the other fields of telecommunication- mobile phone service providers and internet service provision to hit the market. The result was aggressive coverage that explains why the country is currently among the highest ranked markets for mobile telephone operators (Litecky et al. 112).

India

Indias fast growing economy can be attributed to the countrys relentless investment in among other industries, telecommunication. The industry has experienced extensive reforms that have encouraged continued growth in terms of coverage and subscription to services rendered. Among the firms with significant control in the industry include the state run BSNL which provides services for fixed lines as well as mobile phone subscribers. It is the largest in India, and faces competition from other firms such as the government owned MTNL and VSNL, the privately owned indigenous BHARTI and TATA Teleservices as well as the internationally owned Vodafone which operates as HUTCH in India (Christensen, 3).

The investment opportunities in the country are very encouraging due to the potential that lies within the regions that have not been effectively exploited. This is because the greater percentage of the market is untapped, and the nature of the already exploited is such that it is customer driven. For a company with bigger bargaining power in terms of service delivery and customer satisfaction, investment is likely to be viable in this country. Diversification of telecommunication services is also the key to attainment of success, especially through partnership with already established industry players in provision of such new services (Patterson, 45).

China

The sub continent China boasts of a highly dynamic economy that revolves around information and technology with respect to heavy investment in development infrastructure of which telecommunication is pivotal. The telecommunication industry as is the case with most of the other industries in china is mostly state protected due to the countrys system of governance that is communistic.

This means that investment in the country is mainly by locals, with the international community being allowed limited or no space within Chinas economy. State run China Telecommunications Corporation also called China Telecom is the biggest player, and offers services that range across the board in telecommunication. Its strength is mainly etched in the government support it obtains. However, there are other players in the industry who cater for the ever hungry market that due to its size and nature of demand can not be fully satisfied by the corporation (Porter, 17). These players include china Mobile (Hong Kong) Limited which specializes in provision of mobile phone services as well as related services.

This company owns a number of subsidiary companies which operate on its behalf in the various regions in China, China Unicom whose parent company is the China Telecom and China Netcom Corporation. It is worth noting that recent relaxation of the countrys policies has seen massive interest by the international community especially since the cost of telecommunication equipment in China is relatively low (Boulton, 45).

Investment rationale

For a global business wishing to invest in these countries in the telecommunication sector, it can be seen that Brazil and India are most ideal due to the liberal nature of their economies. This is because there is an element of fairness among the players, and the market being demand pulled does not have restrictions nor insurmountable difficulties to new firms entering it (Walker, 10). This is however not the case with China since the state exerts too much control on its economy.

Coupled with massive investment potential in the two countries (Brazil and India), the prospects of investment in them are more economically viable in the long run, especially in the mainstream sectors of the industry. This does not mean that investment in Russia and China is not worth undertaking. This is because this may not necessarily be directly, but as partnerships with local companies that have already established themselves in the industry to widen their scope of services (Millar, 23).

Works Cited

Boulton, William. China Telecommunication Industry Overview. 2007. Web.

Christensen, Clayton. The Past and Future of Competitive Advantage. MIT Sloan Management Review, 42.2 (2001): 1-6.

Leandro, Rosa. Brazil Telecom/ IT Industry. 2007. Web.

Litecky, Charles et al. Competitor Analysis and Its Defenses in the E-Marketplace. Communications of the ACM, 48.8 (2005): 107-120.

Millar, Porter. Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press, 1985.

Millar, Vincent. How Information Gives You Competitive Advantage. New York: Harvard Business Review, 1985.

Patterson, Evans. Blown To Bits: How the New Economics of Information Transforms Strategy. New York: Harvard Business School Press, 2000.

Porter, Michael. The Five Competitive Forces That Shape Strategy. Harvard Business Review, 1.1(2008): 1-20.

Walker, Beth et al. Competitive Cognition. MIT Sloan Management Review, 46.4: (2005), 1-11.

Introduction

According to Bullock, Haddow, and Coppola (2016), the main reason for the increasing threat of cyber attack is the development of technology: Communications, commerce, finance, and all forms of information management and access can be achieved from almost anywhere, using devices so compact that they fit into our pockets (p. 321). Technological advancements have affected all critical infrastructures; however, arguably the most prominent effects of development can be seen in the telecommunications sector.

Telecommunication systems have become a part of critical infrastructures, and protecting them is considered to be a matter of national security (Kamien, 2012). The threat of cyber attacks on telecommunication systems is critically important, as the disruption of telecommunication functions can have an adverse effect on many other structures, including federal and state agencies, businesses, and commercial enterprises (Johnson, 2015). Cyber attacks on telecommunication infrastructures are increasingly common, and experts believe that future attacks are inevitable (Masi, Smith, & Fischer, 2010). It is important to understand the potential third and fourth-order effects of cyber attacks on telecommunication structures in order to identify ways of prevention and mitigation.

Data Protection Failure

One of the most prominent possible third-order effects of attacks on telecommunication is the use of sensitive information by malicious forces (Masi et al., 2010). The attack on telecommunication systems impairs the data protection abilities of the said systems, leading to the criminals obtaining sensitive information. The use of this sensitive information thus becomes a third-order effect, and the specific threat associated with the use of this information depends on the nature of data obtained.

For example, civilian information can be used for identity theft, whereas the stealing of financial information can affect the functioning of businesses and other corporate structures. However, telecommunication networks are also responsible for the protection of sensitive defense-related information, which can be used by the attackers to plan future physical or cyber attacks to threaten the national security of the country.

Military information can also become a target of the hackers, which would lead to jeopardization of the U.S. military operations abroad and pose a threat to the U.S. armed forces. Accessing the sensitive information related to the functioning of the telecommunication systems, on the other hand, can be used to plan effective cyber attacks on other infrastructures or on specific employees that are in possession of certain data or authority. The fourth-wave effects of data protection failure may include damage to financial systems, businesses, military operations, defense mechanisms, as well as further attacks on other critical infrastructures.

Impaired Public Safety

Impaired communication is another potential goal of cyber attacks on telecommunication services. Distributed denial-of-service (DDoS) are commonly used to disrupt communications across various networks (Genge & Siaterlis, 2013). Depending on the nature of network affected, the attacks can produce a variety of effects. One of the most concerning third-order effects is impaired public safety, which may lead to a fourth-order effect of threats to civilians safety and security. When DDoS attacks target civilian communication channels, they cause an overload that leads to the denial of service due to server unavailability (Genge & Siaterlis, 2013).

Civilians rely on telecommunication networks for being able to contact their friends, relatives, colleagues, and other people. However, in the case of DDoS attacks, communication is impaired, which can lead to a public safety threat. For instance, if the cyber attack is used in conjunction with physical attacks, there will be a delay in emergency response due to the civilians inability to notify the law enforcement or other protection agencies.

This may lead to an increase in casualties from the physical attacks, and the fourth-wave effects may be indeed catastrophic. Alternatively, the attackers can use hacked communication channels to generate false messages. For instance, if the attackers use compromised telecommunication networks to send false threat messages, this can cause mass panic, thus impairing public safety and leading to unpredicted security results.

Damage to Control Systems

By targeting telecommunication networks and services, cyber attacks can also target the systems that are dependent on these networks for their operations. Many facilities related to other critical infrastructures, such as the electrical grid and water treatment facilities, as well as refineries, pipelines, and dams, rely on Internet-linked control systems (Masi et al., 2010). If these telecommunication networks are compromised, this may lead to damage to control systems governing these structures, which in turn may cause power outages and other malfunctions as third-order effects (Masi et al., 2010).

For instance, in 2008, a Central Intelligence Agency official disclosed that public utility networks outside the United States had been infiltrated and equipment had been disrupted, causing power outages in multiple cities (Masi et al., 2010, p. 19). The potential fourth-order effects of such attacks can be catastrophic, as power outages in critical locations may lead to chaos, damaged transportation systems, accidents, impaired functioning of financial systems, and more. Masi et al. (2010) state that some experts believe that a short, a 15-minute cyber attack on telecommunication may catastrophically impact vital communication and utility infrastructure in the United States.

Conclusion

Overall, it is clear that cyber security threats to the telecommunication networks have to be treated as threats to national security of the United States, as cyber attacks on these systems can have catastrophic effects on a whole variety of other critical infrastructures. Cooperation between the government security agencies and telecommunication companies is crucial to the development of effective defense and mitigation mechanisms.

References

Bullock, J. A., Haddow, G. D., & Coppola, D. P. (2016). Introduction to homeland security: Principles of all-hazards risk management (5th ed.). Oxford, UK: Butterworth-Heinemann.

Genge, B., & Siaterlis, C. (2013). Analysis of the effects of distributed denial-of-service attacks on MPLS networks. International Journal of Critical Infrastructure Protection, 6(2), 87-95.

Johnson, T. A. (Ed.). (2015). Cybersecurity: Protecting critical infrastructures from cyber attack and cyber warfare. Boca Raton, FL: CRC Press.

Kamien, D. G. (Ed.). (2012). The McGraw-Hill homeland security handbook: Strategic guidance for a coordinated approach to effective security and emergency management (2nd ed.). New York, NY: McGraw-Hill.

Masi, D. M. B., Smith, E. E., & Fischer, M. J. (2010). Understanding and mitigating catastrophic disruption and attack. Sigma: Rare Events, 10(1), 16-22.