What were some of the challenges that RIM faced to protect its intellectual property‚ and how did RIM handle those challenges? RIM vs. Glenayre Technologies‚ Inc. * This claim‚ a response to an earlier suit brought forth by Glenayre‚ insisted that Glenayre blatantly imitated BlackBerry technology and marketing. * Later in 2001‚ Glenayre’s initial 1999 patent suit against RIM was dismissed. In early 2002 RIM and Glenayre agreed to drop their remaining lawsuits and work together to
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"Vodafone AirTouch’s bid for Mannesmann" (Harvard Business School 9-201-096 - revised on August 22‚ 2003). First of all‚ one has to mention that it is always difficult to evaluate a company. There is no single measure/calculation who can give you the valuation of a company. The value of a company can be different for every single human being. For instance‚ Vodafone Air Touch will try to calculate a very low valuation of the company because it wants to pay as less as possible‚ and Mannesmann
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industry respectively. The report will also analyse critically‚ the strategic capability of Vodafone‚ also applying appropriate strategy tools resulting in the identification of key strengths and weaknesses of the firm. The aim here will be to identify and discuss the core competences the firm possesses. To aid the analysis‚ the report will draw on information from various sources such as: The Vodafone case study on page 557 in the main textbook by Johnson‚ Scholes and Whittington‚ Exploring Strategy
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Vodafone 4 Ps VODAFONE’S MISSION Driving a wireless world Vodafone is primarily a user of technology rather than a developer of it‚ and this fact is reflected in the emphasis of their work program on enabling new applications of mobile communications‚ using new technology for new services‚ research for improving operational efficiency and quality of our networks‚ and providing technology vision and leadership that can contribute directly to business decisions. VODAFONE’S STRATEGIES ¬ Revenue
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TABLE OF CONTENTS 1) Introduction ……………………………………………………………... 2 2) Aim and Vision …………………………………………………………. 2 3) Size ………………………………………………………………………. 2 4) Organisational Structure……............………………………………...... 3 5) Success Story ….....................………………………………………..... 3 6) PEST Analysis ............................……………………………………..... 4 7) SWOT Analysis ………………………………………………………….. 5 8) References……………………………………………………………...... 7 Bharti Airtel – India’s leading Telecom
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Transactions 2012 Maturing M&A markets Contents Foreword 05 FY12 M&A deals: highlights Slump in mega deals 07 Natural resources top the deal table again 08 Resource nationalism blitz 08 Increasing interest from Japan 09 Cross-border deals fizzle out 10 FY12: the year of regulatory action 2 06 11 Transactions 2012 Sector focus 12 Conclusion 30 1. Metals and mining 12 Appendix 31 2. Oil and gas 14 Methodology
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has 100 per cent stake in the company. Pushed to the fifth position in the mobile telephony pecking order‚ BSNL had 73.78 million subscribers as of July 2010‚ against Bharti Airtel’s 139.22 million‚ Reliance Communications’ (RCOM) 113.31 million‚ Vodafone Essar’s 111.46 million and Tata Teleservices’ 74.84 million subscribers. BSNL’s mainstay – its landline business from which it still derives 63 per cent of its revenue and in which it has nearly 80 per cent market share – has also been giving way
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IMPLEMENTATION OF TOTAL QUALITY MANANGEMENT IN VODAFONE TELECOMMUNICATION COMPANY TABLE OF CONTENT 1. INTRODUCTION TO TQM 2. NEEDS OF TQM 3. IMPLEMENTATION OF TQM BY VODAFONE A. INTRODUCTION TO THE COMPANY B. CHARACTERISTICS C. ADVANTAGES D. PROBLEMS 4. CHANGES IN ORGANIZATION 5. ROLE OF TOP MANAGEMENT 6. MEASURING THE PROGRESS 7. FUNCTIONS PROVIDED BY THE TQM CONSULTANT 8. OPERATIONS 9. EMPOWERING/ MOTIVATING
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Introduction to the Company Vodafone is a leading telecom player in the UK and other parts of the world including India. The products and services they provide are of high quality and high standards and the market they are operating is highly competitive. The nature of competition requires the management of the company to have a strategic clarity and all the business operations should be working in same direction. Their service portfolio includes mobile phone connection including 2G and 3G networks
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A Summer Training Report On “Tax Deduction At Source” Submitted In Partial Fulfillment Of The Degree Of “Masters of Business Administration” By GOURAV GUPTA MBA (2010 – 12) Roll No.50-MBA-10 THE BUSINESS SCHOOL UNIVERSITY OF JAMMU KATHUA CAMPUS CERTIFICATE This is to certify that Gourav Gupta ‚ student of M.B.A – III Semester‚ Roll no. 50-MBA-10 is a bonafide student of this institute. He has completed the project report on the topic “Tax Deduction At Source”
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