Indian Telecom Industry

Price War in Indian Telecom Industry An academic project submitted by students of eEPSM at IIMK eEPSM -02 Student Name Roll Number Amitabh Kumar Patnaik eEPSM-02-003 Balasubramaniam T eEPSM-02-006 Manmeet Singh eEPSM-02-023 Rahul Mishra eEPSM-02-034 Somashekar Lingaraju eEPSM-02-047 Table of Contents Table of Contents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Executive Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 The Indian Telecommunications Industry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Mobile Growth – Twist in the Game†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Revenue and Growth†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Beginning of Overcrowding and Price War†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Industry perspectives on Price War/ Falling Rates†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Opinions from Industry Stalwarts and Watchers†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 3G on the Horizon†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Growth at Home and Abroad†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Conclusions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 0 The Indian telecom sector could be going the airline way. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Hypothesis on future trends of structure conduct and performance of Industry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Who wins who looses?†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Appendix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 Exhibit 1: Indian Telecom Industry Key Milestones†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Exhibit 2: India Telecommunication Industry – Facts and Figures†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 Exhibit 3: Subscriber Base in Key States†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 Exhibit 4: operator wi se wireless subscriber base in India †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 16 Exhibit 5: Performance of QoS Parameters for Cellular Mobile Services †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 List of References:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Executive Summary This document is the result of an academic case study an attempt to analyze and understand the present dynamics of Indian Telecommunication Industry with special focus on the Price war in mobile telecom that has overwhelmed the industry. In this study we attempt to look at the causes that lead to the price war, impact thereof and also hypothesize future trends. Methodology Methodology used for the case study is as follows. We have made a set of hypothesis and arrived at key questions which are used to gather the data around the hypothesis. We have retained hypothesis hich are supported by the data and expert views and presented the hypothesis and conclusions. The Indian Telecommunications Industry The Indian telecommunication industry, with about 506. 04 million mobile phone connections (Nov 2009), is the third largest telecommunication network in the world and the second largest in terms of number of wireless connections. The Indian telecom industry is one of the f astest growing in the world and is projected that India will have ‘billion plus' mobile users by 2015. Projection by several leading global consultancies is that India’s telecom network will overtake China’s in the next 10 ears. Looking at the Industry marked milestones for last 4 to 5 years (Exhibit 1), 2 issues are obvious – Mobile Growth and completion that will lead to a shakeout sooner or later. Mobile Growth – Twist in the Game For the past decade or so, telecommunication activities have gained momentum in India. Efforts have been made from both governmental and non-governmental platforms to enhance the infrastructure. Telecommunication as a technology not only serve all segments of India’s culturally diverse society, would play key role transforming India a country a techno savvy one. The historical journey and the milestones of Telecom revelation in India have been shown in the Exhibit 1 of Appendix section. Currently, India's mobile phone market is the fastest growing in the world, with companies adding some 16. 67 million new customers a month. Some of the key drivers to the exponential growth of this industry are ?A large population ?Low telephony penetration levels ?Rise in consumers' income and spending owing to strong economic growth The first and largest operator is the state-owned incumbent BSNL, which is also the 7th largest telecom company in the world in terms of its number of subscribers. BSNL was created by corporatization of the erstwhile DTS (Department of Telecommunication Services), a government unit responsible for provision of telephony services. Subsequently, after the telecommunication policies were revised to allow private operators, companies such as Bharti Airtel , Vodafone, , Tata Indicom, Idea Cellular, Aircel and Loop Mobile have entered the space. In 2008-09, rural India outpaced urban India in mobile growth rate. The wire line segment subscriber base stood at 37. 16 million with a decline of 0. 13 million in Nov 2009, The Cellular Operators' Association of India forecasts the country's mobile phones ill number one billion by 2013, up from around 500 million currently, a clear indication that the shift is happening radically to wireless handheld devices on the CDMA and GSM Platforms. This is the key trend across the country, lead by the states which have experienced high commercialization and urbanization (See Exhibit 3) – Mobile Subscriber Base in Key States Revenue and Growth The total revenue in the telecom service sector was Rs. 86,720 crore in 2005-06 as against Rs. 71, 674 crore in 2004-2005, registering a growth of 21%. The total investment in the telecom services sector reached Rs. 00,660 crore in 2005-06, up from Rs. 178,831 crore in the previous fiscal. It is difficult to ascertain fully the employment potential of the telecom sector but the enormity of the opportunities can be gauged from the fact that there were 3. 7 million Public Call Offices in December 2005 up from 2. 3 million in December 2004. The value added services (VAS) market alone within the mobile industry in India has the potential to grow to a whopping $10 billion by 2010. Beginning of Overcrowding and Price War Though Indian telecom market might be growing fast, but surviving in this highly competitive market s not easy for telecom companies. Liberalization and globalization combined with the market potentiality lead to many aspirants enter in t o the market in less than 7-8 years leading to a cut throat competition which manifested in a price war. Following is the list of schemes that fuelled the tariff war in India and ultimate manifestation of this was a major decline in the ARPU of the Mobile Telecom Industry itself. Product / Service / Scheme Player Description Post card or Phone call Reliance Reliance Infocomm launched mobile services in India at 40 paise per minute fulfilling Dhirubai Ambani’s dream o make a phone call cheaper than a post card in 2003. Chotta Recharge Hutch Hutch (Vodafone now) launched the chotta recharge voucher at Rs. 10 when the lowest add-on recharge card available was about Rs 50. What’s the message? Lowering the price by 20-30% to the competitors won’t help much in gaining the market share. Think five times cheaper to make an impact. Non-stop Mobile Tata Though the chotta recharge was broadly accepted , But there were issues in prepaid mobile. You need to recharge regularl y as the validity period is limited. With the recharge card of Rs 200, you will get validity only for one onth. So people have to spend at least Rs2000 per year for their mobile just to receive the incoming calls. Tata Indicom launched Non-stop mobile, a scheme where you don’t need to recharge for 2 years but still get free incoming calls. Soon other players responded to Tata Indicom’s plan and then come in Lifetime validity plan by all major telecom players in India. Get Paid for Incoming Virgin Adding logs to the fire Virgin Mobile jumped into the competitive Indian mobile telecom market with the breakthrough-marketing scheme Get paid for incoming calls. 10 paisa free for every minute of incoming call. However this campaign was not well received. Daily telephone allowance Reliance Going a step further (what if one does not get any incoming call? ) Reliance Communication launched its GSM services in Mumbai offering subscribers Rs 10 talk-time every day for the first 90 days. That’s free talk-time worth Rs 900! Directly passed on to consumer Per Second Billing TATA – DOCOMO Taking the bargain to the next level Tata Docomo introduced per second billing 29 Paisa Per Call Uninor A completely new way of pricing plan offers the customer a fixed price for every call regardless of the duration , hich is aimed at young customers who prefer long calls VAS and SMS Reliance On November 28, RCom opened another front in the price war — SMS (short message service). The company unveiled two plans charging one paisa per SMS message. Under the first, customers pay Re. 1 a day and are entitled to send an unlimited number of free SMS messages. Alternatively, you can buy a Rs. 11 mo nthly voucher and each SMS message will cost just one paisa. VAS and SMS Tata Docomo Tata DoCoMo has been heavily promoting its one paisa per character Diet SMS plan. Now, it is inevitable that they and other competitors will have to match RCom's ates. This will not mean a huge drop in revenues: According to estimates, SMS brings in about 5% of total telecom revenues for Indian companies. But companies' bottom lines will still be affected. The Telecom Regulatory Authority of India (TRAI) has found that each SMS costs the service providers less than one paisa, while they have been charging customers 60 paise to Re. 1 (depending on the plan). Industry perspectives on Price War/ Falling Rates In June this year, Indian telecom service provider Tata DoCoMo announced that it would bill at the rate of one paisa (around 0. 02 cents) per second. In a market that is cluttered with many operators and confusing options, we will offer simplicity to consumers by being the country's most transpare nt, innovative and liberating telecom brand,† said Deepak Gulati, Tata Teleservices president, GSM (global system for mobile communications) Business. A few months later — in September — it unveiled the Diet SMS plan, one paisa per character with no charge for spaces between words. On November 22, it extended the one paisa per second plan to roaming services also. â€Å"When a subscriber is roaming, most telecom operators in India charge a minimum of 50 paise to 60 aise per minute, even when the call duration is less than a minute,† Gulati said in a press statement. â€Å"Under the Tata DoCoMo roaming offer, subscribers will be charged only for what he or she uses — at one paisa per second. For instance, a 15-second call made or received while roaming will elicit a charge of 15 paise only — not up to Re. 1 on a per minute basis, as is the industry norm. † ‘We are responding as we did not have a Choice’ Bharthi Airtel On Oc tober 30, market leader Bharti Airtel took the plunge with the one paisa tariff. In November, it lso cut roaming rates to 60 paise per minute for calls within its network and 80 paise per minute for calls to other networks. On November 24, Bharti took its lowered rates overseas: U. S. customers using calling cards to make calls to India would also be billed at one paisa per second. The company was not happy about these forced countermeasures and their inevitable impact on profits. â€Å"The tariff war has not been launched by us,† Bharti chairman and managing director Sunil Mittal told journalists at the World Economic Forum meeting in Delhi in early November. â€Å"We responded as we did not have a choice. We have always said we will never lead the price war, but responding to the needs of the market is something that every sector and industry has to do. † Although Bharti is the market leader, it has never directly pursued market share; its focus has been share of industry revenues. A survey shows that it is holding its own. â€Å"While the telecom sector's revenues and profits have plunged in the quarter ended September 2009, large private operators such as Bharti Airtel, Reliance Communications (RCom), Vodafone Essar, Idea Cellular and Aircel have all managed to increase heir revenue market share during this period,† according to the survey report. Bharti's revenue market share has increased to 29. 3% as of September 2009, compared to 27. 6% in June the same year, while Vodafone Essar now accounts for 15. 7% of the total earnings of the sector as against 14. 6% in June 2009. Plunging Revenues On the losing side are the public sector telcom firms — Bharat Sanchar N igam Ltd. (BSNL) and Mahanagar Telephone Nigam Ltd. (MTNL). On December 1, however, MTNL fired its own salvo by reducing its rates to half a paisa per second for in-network calls and one paisa per second for calls ade outside its network. â€Å"Our pay-per plan is the most affordable in the industry,† said MTNL chairman and managing director R. S. P. Sinha in a press statement when the new rates were announced. The price war's impact on revenues is already apparent. The brutal tariff war that has forced all operators to slash call rates has also resulted in the sector's sales figures dipping over the past six months despite the addition of 80 million customers in the period. The industry clocked about Rs. 38,755 crore in September 2009, which was lower than the sector's revenues in the quarter ended December 2008, when it recorded Rs. 9,408 crore despite having 125 million fewer customers then. The report notes that 13 operators are fighting for share in a market that many be lieve can optimally support four or five — and four more players are planning to enter the market by next year. At this point in time, it is all about grabbing subscribers. â€Å"Industry revenue growth for the quarter ending September 2009 was 1. 7% quarter-on-quarter (Q-on-Q) and 8. 7% year-on-year (Y-on-Y), substantially lower than subscriber growth at 10. 4% Q-on-Q and 49. 6% Y-on-Y,† says a report by equity research firm Enam Securities. â€Å"The aggressive ntry by new GSM players has compelled the incumbents to reluctantly join the tariff war to protect their market share. † At Vodafone Essar, for instance, service revenues dipped 7% from the June quarter to the September quarter. The EBITDA (earnings before interest, taxes, depreciation and amortization) margin is also down from 28. 4% in the first half of 2008-09 to 24% in the corresponding period of 2009-10. The decline in the EBITDA margin was primarily as a result of the expansion into rural areas an d market price reduction offset by scale efficiencies. That this is entirely in line with industry performance; as oted by ETIG, Vodafone has actually done better than most of its competitors on the share-of-revenue metric. Vodafone has also joined the one paisa bandwagon. â€Å"One paisa per second tariff is one of the several tariff options available to our customers,† says Parida. â€Å"We continue to also offer many per minute tariff options. Our customers can make the choice. † Giving a choice is not necessarily pro-consumer. According to Mahesh Prasad, president of RCom, Indian telecom companies combined have 2,700 different billing plans across the country. On October 5, RCom launched a 50 paise per minute plan called Simply Reliance. Under the plan, all calls — whether local or long distance, to landline or mobile — will cost only 50 paise a minute. Currently, RCom itself has 265 plans. â€Å"Henceforth there will be just one plan,† said Prasad, though older customers will be given a six-month period to migrate. There are a couple of other reasons for this frantic activity. On November 20, TRAI announced that mobile number portability (MNP) would be introduced beginning on December 31. This allows users to move from one service provider to another or even from one technology to another. More importantly, TRAI said the maximum porting charges would be Rs. 9. This makes operator-hopping quite cheap. â€Å"MNP will add more pain to the situation,† says Mahajan of KPMG. According to a report by Anand Rathi Financial Services, the move will lead â€Å"to churn rates higher than the current 4. 5% to 8. 0% per month — at least in the short run. † The level of satisfaction with s ervice providers is low in the Indian telecom space. According to a July Nielsen Mobile Consumer Insights study gauging consumer attitudes and behavior towards mobile operators in India, 18% of Indian mobile phone subscribers plan to change their mobile operator when MNP is introduced. The study found that attrition rates would be the highest for RCom and Tata Indicom. Opinions from Industry Stalwarts and Watchers â€Å"Overcapacity is a characteristic of bubbles,† said Idea Cellular managing director Sanjeev Aga. â€Å"At the national level, overcapacity implies wasteful deployment of national resources (like spectrum) and just offers falling tariffs temporarily. † Since June, the country’s telecom players have been indulging in a price war that had seen tariffs being slashed by a large quantum. After Tata DoCoMo introduced the one-paise-per-second rate, ther competitors have had to follow suit, prompting most companies to witness a fall in profitability. Analysts too derated telecom stocks post the country’s biggest tariff war that brought down call rates. And, that’s not the end. Along with new capacity, competition is expected to rise as new players with deep pockets make a line for what was till last year, one of the India’s fastest growing sectors. Mr Aga said markets tend to be merciless in working out the sector overcapacity. â€Å"The greater the overcapacity, the greater the short-term pain. But, this is the market’s way of separating the efficient rom the inefficient, and restoring balance. The efficient usually emerge stronger from the test and are unchallengeable,† he added. The sector’s woes began when the government handed out new licenses to players in 2007, despite not having enough spectrums. Rekha Jain, executive chairman of the Telecom Centre of Excellence and professor at IIM Ahmedabad, said: â€Å"When the government knew that an operator requires a minimum amount of spectrum (4. 4 Mhz for GSM) to start services, how could it allow everybody to come in? And now, everybody is setting up networks. The government wanted competition, but it has created vercapacity, which will lead to consolidation. † Banks have added fuel to the fire thr ough indiscriminate lending. â€Å"Bank and vendor financing is encouraging overcapacity in the sector, despite the fact that new players’ plans look unsustainable in the long-term,† HSBC Securities and Capital Markets analyst Rajiv Sharma said in a recent report. â€Å"Some of the leading operators are now restructuring their loans,† said industry sources. â€Å"If that continues to be the case, there may be some bankruptcies in the sector within two years from now,† said a top official at a telco on condition of anonymity. A top official at a public sector bank said telecom has received easy lending because it is an important part of infrastructure. â€Å"The current state is an aberration and will correct itself,† he opined. HSBC’s Mr Sharma, however, said: â€Å"The current scenario, with 10-11 players, is unsustainable and a reflection of poor government policies. We are of the view that market with 5-6 players is ideal in the Indian context. † He pointed out that even if the entire spectrum were to be made available in India, it would still be insufficient to cater to all the players. â€Å"It may be more logical to promote investments in elecom infrastructure, encourage rural penetration and rural broadband rather than focus on market structure,† he added. 3G on the Horizon The second big event on the horizon is the launch of 3G (third generation) services next year. The auction for 3G licenses has been delayed. But the proceeds are needed to trim the fiscal deficit. In his budget, Finance Minister Pranab Mukherjee had estimated that Rs. 20,000 crore would come in through the sale of these licenses, so there is enough incentive for the auction to happen during this financial year (ending March 2010). The base price for these licenses has now been fixed at Rs. 4,040 piece. Analysts estimate that Rs. 30,000 crore to Rs. 40,000 crore could come in through the sale. The department of telecommunications proposes to hold the auction on January 14, 2010. â€Å"An apparent lack of interest in the auction for high-speed 3G and broadband wireless access spectrum won't stop the government from getting bidders to cough up the cash that it needs to control a burgeoning deficit,† according to business daily Mint. â€Å"That's because many potential bidders running 2G services, already scrambling for scarce spectrum to carry mobile phone calls, desperately want the additional frequencies that will come with a 3G license. Analysts say this is the very rea son why foreign companies don't seem too interested in bidding for the 3G licenses. â€Å"Foreign interest in the form of participation in the pre-bid conference has been low probably on account of two factors,† says K. Raman, practice head, telecom, media & technology at the Tata Strategic Management Group (TSMG). â€Å"First, there are regulatory uncertainties with respect to eligibility of 2G spectrum along with a winning 3G bid. Secondly, a pure 3G play may not be attractive for operators and would not make as much business sense as an overlay on 2G. † Adds Alok Shende, principal analyst at Ascentius Consulting: â€Å"A standalone 3G service is unlikely to succeed. The business will start with virtually no consumers, unlike the current players who will have the advantage of captive 2G customers. † According to Shende, â€Å"Indian telecom markets are likely to undergo a tectonic shift with the introduction of new licensees, MNP and the launch of 3G services all scheduled in the next one year. New players will nibble at the market share of the incumbents and — with regulatory constraints on M&A activity — consolidation, a process that could have cleared the market, will be artificially estrained. The rural markets will continue on their growth trail. Today, only 28% of the subscriber base is contributed by the rural segment. † Growth at Home and Abroad The rural market is the other problem area. This is where the growth is — but it is also where very little money can be made. â€Å"Rural markets are still u nder-penetrated† — at about 15% — â€Å"so there is still a strong upside merely on customer addition,† says Parida of Vodafone Essar. The hitch is that some of the plans don't make money. The average revenue per user (ARPU) is now down to around Rs. 200 a month for the industry. In rural areas, however, it is estimated to be in double digits. â€Å"It certainly makes it harder to ensure viability, as the bulk of users are lower-income and less tech-savvy,† says Rajesh Chakrabarti, assistant professor of finance at the Hyderabad-based Indian School of Business (ISB). â€Å"The most [celebrated] aspect of the Indian telecom revolution, as well as its prime driver, was the mind-boggling reduction of rates in a short span of time. Competition among private players was most certainly the key for this. But the model seems to have been that high-margin products would subsidize access. It now seems that most Indian users are unlikely to use the more sophisticated and high-margin features for a long time to come. Nor is the typical handset amenable to most such features. So ARPUs are likely to stay low for a long time, and the subscriber may not move beyond the most basic functions. The per-second billing will just worsen the ongoing price war. † If looking inwards — to rural India — doesn't work in terms of immediate returns, there may be a solution in looking outwards. Indian companies are trying to balance their bets by foraying abroad. If the low-cost model works there, it could bring some relief to the bottom line. The second merger attempt between Bharti and MTN of South Africa may have failed (See Now That the MTN Merger Deal Has Collapsed, What's Next for Bharti Airtel? ), but the Essar Group (which owns a 9. 9% stake in Loop Telecom, apart from its Vodafone Essar interests) has just bought up Dhabi Telecom's African assets. And the public sector MTNL and BSNL are eyeing Zain Telecom of Dubai. â€Å"Indian telecom companies are looking at markets outside India to be able to grow revenues at the historical pace they are used to,† says Raman of TSMG. â€Å"The markets that they have attempted to enter are ones here tariffs are relatively high and future growth through subscriber addition is possible. In other words, replicating an Indian model of telecom growth is possible in such countries. If execution is handled well, there is no reason to believe that such an approach will not work. † â€Å"Telecom is essentially a business of scale,† says Chakrabarti of ISB. â€Å"So the bigger the scale, the lower the costs — proportionately — are going to be. Hence, venturing abroad would be natural in some sense. It may work, provided the regulatory issues and infrastructural and cross-border operational integration challenges can be handled. Chakrabarti sees problems, but he is not pessimistic. â€Å"The industry should be growing steadily in the years to come. There is likely to be a shake-up with some consolidation and exits, and rates may stabilize or even rise a bit. What we are seeing is not so uncommon for new industries — recall the dot-com bubble and bust in the first phase of Internet growth — when players overshoot on the basis of overoptimistic projections. This may be the time for a reality check and reassessment for the players as well as regulators. But in the long run, the prospects for the industry are quite good. † The future of the industry needs to be seen across various timelines,† says Raman of T SMG. â€Å"The next six months will see new operators completing their footprint and at least three serious operators launching services in the country. All of this points to an intense phase of competition and price cuts. Factor in the 3G auction, and one would see below par profitability for [telecom companies] over the next six to eight quarters. The industry could also expect to see consolidation as much as and as fast as regulation allows it to happen. † According to Parida, the number of players in the Indian market has led to fragmentation, and that eeds to be addressed. â€Å"We feel market forces must be allowed to have a freer play in India and that will certainly lead to a consolidation phase ahead. Telecom, particularly mobile telephony, has become an integral part of India's social and economic fabric. As an industry, it is here to stay. † The industry will stay, but not the large number of companies in the fray, according to Raman. â€Å"Operators with a ccess to resources through internal accruals or credit lines will stand to gain from [any coming] consolidation. † Conclusions The Indian telecom sector could be going the airline way. Once the rising star of India Inc, the local telecom industry is now grappling with the problems of overcapacity created due to unregulated lending, new licensing norms and excess vendor financing. The growth is evident as mobile phones are becoming common. In a country of 1. 15 billion, the mobile subscriber base totals about 500 million people. New as well as existing operators are expanding infrastructure to service more people at lower tariffs. The same trend was witnessed in the aviation sector, which has now nose-dived from its peak in 2007. According to industry estimates, elecom operators are ready with lines to accommodate another 200 million people in the next one year. Hypothesis on future trends of structure conduct and performance of Industry Hypothesis Supporting Analysis Consolidation is the only way for further growth and there will be less than 5 players in next 3 years ?Every Players suffers from Churn Rate which would pose pressure on the players to keep growing th e subscriber base ?Industry / Market which is close to maturity cannot support this many players ?Only rural markets are having lower tele density which may apparently show some potentiality owever due to very little ARPU of Rural Customers , companies will not be able to achieve revenue targets All players including the ones which maintain premium image yield to price war pressure and will experience revenue loss and high cost ?Already a no-holds-barred price war has driven down billing rates to under a cent a minute, hitting revenues and profits of market leaders such as Bharti Airtel and Reliance Communications. ?Advertising billboards have sprouted everywhere offering new per-second billing plans. Who wins who looses? Company Supporting Analysis Bharthi Airtel would stay and emerge as a igger MNC ?Having dominated the industry for the last half decade Airtel seems to have learnt the tricks of the trade and has become the market leader in a short span of time. ( see exhibit 4) ?H aving adapted innovation agenda Airtel has out sourced part core activities like IT to service providers like IBM, have gained the core focus on the product development, promotion and delivery. Company is also developed long term sustainability focus by building capability on Unified Services Delivery platform to leverage on the consolidation plans ?Looking for international route for further growth and expansion hich was evident from its move to acquire MTN, though this has resulted in a set back to do duel listing policy issues , Bharti Airtel will look forward to time its future moves and will be back in action when the legislation changes ?However due to a massive subscription and growth Airtel’s quality of service has taken a serious hit due to network congestion , this could be a major weakness and lead to increased churn rate ( See Exhibit 5) Reliance Likely to Stay ? Have achieved 2nd position in the Industry in a short span of time. ?With a huge capital base Reliance will surely be one of the 4 – 5 layers who would remain in the Industry Vodafone Likely to Stay and Grow ?One of its key competence is growth by acquisition and integration ?Being a global player with financial capability Vodafone may be a major beneficiary of any shakeouts that happen and consolidations that occur in the near future Tata CDMA and GSM to Stay ?The Tatas, already have an established presence in the market through Tata Indicom. ?For the Tata Docomo, the paisa per second plan appears to have worked. According to TRAI data, the number of telephone subscribers in India increased to 525. 65 million at the end of October, up from 509. 03 million in September. Tata DoCoMo grew 23. 16%, the highest for all operators. In absolute numbers, the Tatas added about four million subscribers against three million each for Vodafone and Bharti and two million for RCom. This is no flash in the pan; in July and August, the Tatas showed the fastest growth as well. BSNL ? Likely stay in the long term as a WireLine and Enterprise Service Provider with its cost leadership strategy. ?Unlikely to do well in the mobile space due to lack of Innovation , Flexibility , Organization Structure , Performance Management reasons. Idea Cellular ? Having adopted few of the strategies from Airtel , Idea has also jumped into Outsourcing, technology capability development. However it is highly unlikely to stay in the market without quickly developing its international plans Other New Entrants ? Uninor, controlled by Norwegian telecom company Telenor, is the 14th player to enter India's cellular market, where subscriber numbers are rising so fast that in October the country added a record 16. 67 million users. Through Innovative campaigns Uninor has gained quick access and a decent subscriber base, however its future plans are not clear and company will soon fail to emonstrate the uniqueness in value proposition and aggression that is required to stay in the market. ?But after soaring growth, industry revenues are flattening as rivals slug it out in a savage price battle ?Etisalat’s success in Emirates is mainly in the Enterprise Services Space. Their public sector management out look and style, Organization design and perf ormance ?Etisalat’s Islamic Origin may become a major weakness in succeeding in Indian Market Appendix Exhibit 1: Indian Telecom Industry Key Milestones Year Key Milestone 1975 Department of Telecom (DoT) was separated from P&T. DoT was responsible or telecom services in entire country until 1985 when Mahanagar Telephone Nigam Limited (MTNL) was carved out of DoT to run the telecom services of Delhi and Mumbai. 1981 In a move towards liberalization , Prime Minister Indira Gandhi signed contracts with Alcatel CIT of France to merge with the state owned Telecom Company (ITI), in an effort to set up 5,000,000 lines per year. But soon the policy was let down because of political opposition. She invited Sam Pitroda a US based NRI to set up a Center for Development of Telematics(C-DOT), however the plan failed due to political reasons. During this period, after the ssassination of Indira Gandhi, under the leadership of Rajiv Gandhi, many public sector organizations were set up like the Department of Telecommunications (DoT) , VSNL and MTNL. Many technological developments took place in this regime but still foreign players were not allowed to participate in the telecommunications business. 1990 Telecom sector was opened up by the Government for private investment as a part of Liberalisation-Privatization-Globalization policy. Therefore, it became necessary to separate the Government's policy wing from its operations wing 1994 The demand for telephones was ever increasing. It was during this period that he P. N Rao led government introduced the national telecommunications policy [NTP] in 1994 which brought changes in the following areas: ownership, service and regulation of telecommunications infrastructure. They were also successful in establishing joint ventures between state owned telecom companies and international players. But still complete ownership of facilities was restricted only to the government owned organizations. Foreign firms were eligible to 4 9% of the total stake. The multi-nationals were just involved in technology transfer, and not policy making. During this period, the World Bank and ITU had advised the Indian Government to liberalize long distance services in order to release the monopoly of the state owned DoT and VSNL; and to enable competition in the long distance carrier business which would help reduce tariff's and better the economy of the country. The Rao run government instead liberalized the local services, taking the opposite political parties into confidence and assuring foreign involvement in the long distance business after 5 years. The country was divided into 20 telecommunication circles for basic telephony and 18 circles for mobile services. These circles were divided into category A, B and C depending on the value of the revenue in each circle. The government threw open the bids to one private company per circle along with government owned DoT per circle. For cellular service two service providers were allowed per circle and a 15 years license was given to each provider. During all these improvements, the government did face oppositions from ITI, DoT, MTNL, VSNL and other labor unions, but they managed to keep away from all the hurdles. 1995 The government set up TRAI (Telecom Regulatory Authority of India) which reduced the interference of Government in deciding tariffs and policy making. The DoT opposed this. The political powers changed in 1999 and the new government under the leadership of Atal Bihari Vajpayee was more pro-reforms and introduced better liberalization policies. They split DoT in two- one policy maker and the other service provider (DTS) which was later renamed as BSNL. The proposal of raising the stake of foreign investors from 49% to 74% was rejected by the opposite political party and leftist thinkers. Domestic business groups wanted the government to privatize VSNL. Finally in April 2002, the government decided to cut its stake of 53% to 26% in VSNL and to throw it open for sale to private enterprises. TATA finally took 25% stake in VSNL. This was a gateway to many foreign investors to get entry into the Indian Telecom Markets. After March 2000, the government became more liberal in making policies and issuing licenses to private operators. The government further reduced license fees for cellular service providers and increased the allowable stake to 74% for foreign companies. Because of all these factors, the service fees finally reduced and the call costs were cut greatly enabling every common middle class family in India to afford a cell phone. 1995 India has become one of the fastest-growing mobile markets in the world. The mobile services were commercially launched in August 1995 in India. In the initial 5–6 years the average monthly subscribers additions were around 0. 05 to 0. 1 million only and the total mobile subscribers base in December 2002 stood at 10. 5 millions. However, after the number of proactive initiatives taken by regulator and licensor, the monthly mobile subscriber additions increased to around 2 million per month in the year 2003-04 and 2004-05. 1999 The New Telecom Policy in 1999, the industry heralded several pro consumer initiatives. Mobile subscriber additions started picking up. The number of obile phones added throughout the country in 2003 was 16 million, followed by 22 million in 2004, 32 million in 2005 and 65 million in 2006. As of January 2009, total mobile phone subscribers numbered 362 million, having added 15 million that month alone. India ranks second in mobile phone usage to China, with 506 million users as of November 2009. 2000 The Government of India c orporatised the operations wing of DoT on 01 October 2000 and named it as Bharat Sanchar Nigam Limited (BSNL). Many private operators, such as Reliance Communications, Tata Telecom, Vodafone, Loop Mobile, Airtel, Idea etc. successfully entered the high potential Indian telecom market. 2005 The mobile tariffs in India have also become lowest in the world. A new mobile connection can be activated with a monthly commitment of US$0. 15 only. In 2005 alone 32 million handsets were sold in India. 2007 Going forward on its Globalization Strategy Vodafone Takes over Hutch in India for 11 Bil USD 2008 In March 2008 the total GSM and CDMA mobile subscriber base in the country was 375 million, which represented a nearly 50% growth when compared with previous year. Exhibit 2: India Telecommunication Industry – Facts and Figures Exhibit 3: Subscriber Base in Key States State Subscriber base Wireless density'† Maharashtra 58,789,949 51. 96 Uttar Pradesh 57,033,513 26. 32 Tamil Nadu 45,449,460 63. 66 Andhra Pradesh 37,126,048 42. 58 West Bengal 32,540,049 34. 28 Karnataka 28,867,734 46. 76 Rajasthan 27,742,395 39. 09 Gujarat 27,475,585 45. 49 Bihar 27,434,896 25. 04 Madhya Pradesh 24,923,739 33. 09 All India 471,726,205 37. 71 Exhibit 4: operator wise wireless subscriber base in India As of September 2009 Operator Subscriber base Bharti Airtel 110,511,416 Reliance Communications 86,117,663 Vodafone Essar 82,846,046 BSNL 58,756,598 Idea Cellular 51,454,402 Tata Teleservices 46,796,033 Aircel 25,728,633 MTNL 4,680,141 Loop Mobile 2,495,087 MTS India 1,960,532 HFCL Infotel 379,654 All India 471,726,205 Exhibit 5: Performance of QoS Parameters for Cellular Mobile Services List of References: 1. www. airtel. com 2. www. vodafone. com 3. Trai. gov. in 4. The Indian Telecom Services Performance Indicators : July – September 2009 5. www. bsnl. com 6. www. uninor. in 7. Indian telecom news. com 8. www. indian-cellular. com 9. www. wikipedia. com 10. The Economic Times 11. Harvard Business Review 12. Wharton Publications 13. Etisalat : IT Organization Restructuring Engagement Experiences – an IBM Case Study

Hey Huhhuhu

ESO210/ESO203A: Introduction to Electrical Engineering Assignment 4 Date of Submission: 20th March, 2013 1. The rotor shown in Fig. 1 has two coils. The rotor is nonmagnetic and and is placed in a uniform magnetic ? eld of magnitude B0 . The coil sides are of radius R and are uniformly spaced around the rotor surface. The ? rst coil carrying a current I1 and second coil carrying a current I2 . Assuming that the rotor is 0. 30 m long, R=0. 13 m, and B0 = 0. 85 T, ? nd the ? directed torque as a function of rotor position ? for (a) I1 =0A and I2 =5A, (b)I1 =5A and I2 =0A, and (c)I1 =8A and I2 =8A.Uniform magnetic field, B 0y r ? ?2 ?1 R ? ? x Figure 1: 2. An inductor has an inductance which is found experimentally to be of the form L= 2L0 1+x/x0 where L0 =30 mH, x0 =0. 87 mm, and x is the displacement of movable element. Its winding resistance is measured and found to equal 110 m?. (a) The displacement x is held constant at 0. 90 mm, and the current is increased from 0 to 6 A. Find the resultant magnetic stored energy in the inductor. (b) The current is then held constant at 6 A, and the displacement is increased to 1. 80 mm. Find the corresponding change in magnetic stored energy. . The inductor of Problem 2 is driven by a sinusoidal current source of the form i(t)=I0 sin(? t) Where I0 =5. 5A and ? =100? (50Hz). With the displacement held ? xed atx = x0 , calculate (a)the time- averaged magnetic stored energy (Wf ld ) in the inductor and (b)the time-averaged power dissipated in the winding resistance. 4. The inductance of a phase winding of a three-phase salient-pole motor is measured to be of the form L(? m )=L0 +L2 cos2? m where ? m is the angular position of the rotor. (a) How many poles are on the rotor of this motor? b) Assuming that all other winding currents are zero and that this phase is excited by a constant current I0 , ? nd the torque Tf ld (? ) acting on the rotor. 5. As shown in Fig. 2 , an N -turn electromagnet is to be used to lift a slab of iron of mass M. The surface roughness of the iron is such that when the iron and the electromagnet are in contact, there is minimum air gap of gmin =0. 18 mm in each leg. The electromagnet cross sectional area Ac =32 cm and coil resistance is 2. 8 ?. Calculate the minimum coil voltage which must be used to lift a slab of mass 95 Kg against the force of gravity. Neglect the reluctance of the iron. 8 N turn winding Ac g Iron slab, mass M Figure 2: 6. An inductor is made up of a 525-turn coil on a core of 14-cm2 cross-sectional area and air gap length 0. 16 mm. The coil is connected directly to a 120-V 60-Hz voltage source. Neglect the coil resistance and leakage inductance. Assuming the coil reluctance to be negligible, calculate the time-averaged force acting on the core tending to close the air gap. How would this force vary if the air-gap length were doubled? 7. Fig. 3 shows the general nature of the slot-leakage ? ux produced by current i in a rectangular conductor embedded in a recta ngular slot in iron.Assume that the iron reluctance is negligible and that the slot leakage ? ux goes straight across the slot in the region between the top of the conductor and the top of the slot. (a) Derive an expression for the ? ux density Bs in the region between the top of the conductor and the top of the slot. (b) Derive an expression for the slot-leakage ? s sits crossing the slot above the conductor, in terms of the height x of the slot above the conductor, the slot width s, and the embedded length l perpendicular to the paper. s Iron ?s Bs x Conductor carrying current i Figure 3: 8.The two-winding magnetic circuit of Fig. 4 has a winding on a ? xed yoke and a second winding on a movable element. The movable element is constrained to motion such that the length of both the air gaps remain equal. ?2 ?2 8 Â µ g 0 N2 turn winding A A N1 turn winding 8 Â µ ?1 ?1 Figure 4: (a) Find the self inductance of windings 1 and 2 in terms of the core dimensions and the number of turns . (b) Find the mutual inductance between the two windings. ? (c) Calculate the coenergy Wf ld (i1 ,i2 ). (d) Find the expression for the force acting on the movable element as a function of the winding currents.

American History In Literature Annotated Bibliography

American History In Literature - Annotated Bibliography Example Berkin, Carol. Making America: A History of the United States. Brief Sixth ed. Boston, MA: WADSWORTH CENGAGE Learning, 2014 This bibliography demonstrates history as a vibrant process twisted by human expectations, tricky choices, and frequently the startling consequences. The book encourages readers to reason historically and to grow into citizens who value their past. The straightforward narrative and clear chronology emphasize communication over intimidation making if very interesting to read. Berkin, Carol. Making America: A History of the United States. Brief Sixth ed. Boston, MA: WADSWORTH CENGAGE Learning, 2014 This book acknowledges President Abraham Lincoln consideration of other approaches to remedying the menace of slavery during his reign. The book uses various artistic devices to present a bigoted and flawed notion of colonization as a temporary fixture of U.S. As such, the historical book remembers Lincoln as having discarded his backup of colonization when he signed the declaration.

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Comparison in graduation in engineering - Assignment Example The five countries have not developed to the point of First World countries. There are very many challenges in the economy that may affect the number of graduates being released into the market. Many engineering institutions are well equipped thus may not enroll many students. In order to reduce the deficit of engineers, these countries must put more resources in engineering colleges. As the economies of these countries grow, there will be the need for many more engineers. The shortage of engineers in these countries can be attributed to the imbalance in the intake of engineers to various local colleges and the level of economic growth. The five countries rely on developed countries’ institutions of higher learning when further trainings are required. A majority of engineers who want to further their studies must go abroad in order to acquire the skills they need. The five countries take postgraduate students to countries such as Japan, US, UK and Germany, among other countries (Orpwood et al., 2013). Although there have been a shortage in the number of engineers, these countries are now putting more resources to ensure that they enroll more graduates in order to satisfy the local

Legal Aspects of Nursing Case Study Example | Topics and Well Written Essays - 1000 words - 1

Legal Aspects of Nursing - Case Study Example An accurate record is the only proof a nurse may give in the event of a lawsuit against him or her. The nurses’ testimonies at trial would have a great influence on the case as they serve as further evidence of negligence and malpractice on their part. In my opinion, the other nurses made the situation turn from bad to worse with their own revelations of how they often â€Å"could not remember exactly† the prescribed medication and dosages. This is also coupled with the fact that the nurses also deviated from the doctors’ instruction by deviating from IM injections and preferring to administer medication through intravenous drips. This new revelations could lead to further lawsuits on the rest of the nursing staff that had given the aforementioned testimonies. The court and the relevant State Board of Nursing should investigate on the possible root causes for the widespread malpractice and negligence by its nursing staff. The court should also give a court order to authorize the police to carry out drug tests on the indicted nurse so as to accurately determine if she after all had been diverting the narcotics for personal use. The outcome of this medical exam may be used by the nurse to sue the institution if she the results back up her testimony. The affected health facilities should also formulate new policies and guidelines to ensure that similar cases do not happen again. These policies should also be designed in a manner that patient safety is given paramount importance. The health record is a legal document itself and based on the evidence available there are discrepancies between the handwritten record and the computerized medicine cabinet thus suggesting existence of negligence. On the other hand the hospital on its part has failed to provide sufficient and clear cut policies to support and protect its nursing staff. The healthcare facility is legally liable for some of the nurses’ malpractices. The

Determinants Of The Use Of Financial Incentives Essay

Determinants Of The Use Of Financial Incentives - Essay Example Bankers had anticipated a continuous growth in the property market, and loans had been disbursed to people with low creditworthiness to show a growth in the business. Financial products called mortgage-backed securities had enabled financial institutions and investors around the world to invest in the U.S. housing market. Major banks and financial institutions reported losses of approximately US$435 billion as of 17 July 2008, as these securities derived their value from mortgage payments and housing prices. As a result of this crisis, the most revered names on Wall Street have had to eat humble pie. In September 2008, Merrill Lynch agreed to sell itself on Sunday to Bank of America for roughly $50 billion to avert a deepening financial crisis. At almost the same time, while another prominent securities firm, Lehman Brothers, filed for bankruptcy protection, shocking the whole world. The collapse of Bear Sterns hedge funds is another example of the short-sightedness of investment banking. Controlling for CEO pay-performance sensitivity (delta) and the feedback effects of firm policy and risk on the managerial compensation scheme, it is observed that higher sensitivity of CEO wealth to stock volatility (vega) implements riskier policy choices, including relatively more investment in R&D, less investment in PPE, more focus, and higher leverage. We also find that riskier policy choices generally lead to compensation structures with higher vega and lower delta. Stock-return volatility has a positive effect on both vega and delta. C. How investment banks use and report executive compensation schemes Quantitative analysis of a detailed industry-wide survey validates the hypothesis that those occupations where the output is easily identifiable receive higher bonus pay. The proximity of an occupation to the revenue generating activity within the organization is also found to be significant in determining bonus levels, as is job grade within the organization.

The Cuban Missile Crisis Research Paper Example | Topics and Well Written Essays - 500 words

The Cuban Missile Crisis - Research Paper Example Then, the Civil War was fought in order to determine that America was established for the freedom of all regardless of race. The biggest and largest scale engagements that the United States was involved in were World War I and World War II. After the end of these worlds, very few superpowers existed to maintain the world order. Europe had taken the hammer the hardest and suffered the most. The two superpowers that were still standing was the democratic United States and the communist run Soviet Union. Because of the advent of nuclear technology and the development of nuclear warheads, each country was hardening itself trying to take hold of superiority. Many of the small fires which flared up were fought based on the policy of containment that the United States upheld to as well as fighting a war based on proxy. The single most defining event in United States history, in my opinion, was the Cuban Missile Crisis. It was an event in which the whole world was watching waiting for armage ddon to occur. Mutual assured destruction (MAD) seemed inevitable. The historical setting was that Cuba was and still is a communist controlled country. The United States had tried to intervene by supporting a particular communist government in which would be friendly and cooperate with the United States (Batista Dictatorship).

Strategic Marketing for The UK confectionery market Term Paper

Strategic Marketing for The UK confectionery market - Term Paper Example SWOT Strengths ïÆ'Ëœ Confectionery sector is recession-proof ïÆ'Ëœ Consumers engage in impulse buying because of targeted advertisements ïÆ'Ëœ Chocolates considered an affordable, harmless indulgence (Adwan, 2003). Weakness ïÆ'Ëœ Rising obesity ïÆ'Ëœ Rising prices ïÆ'Ëœ Consolidation in the market Opportunity ïÆ'Ëœ Sugar-free confectionery fetches better margin for retailers ïÆ'Ëœ This can be introduced for mainstream buyers and not just for the diabetics or the obese population. ïÆ'Ëœ Preference for fair-trade products is high as main competitors switching to fair-trade confectionery (The Fairtrade Foundation 2010). Fair-trade public procurement has strong public support in UK. Threats ïÆ'Ëœ High cocoa price exerts pressure on profit margins ïÆ'Ëœ Sugar-free products more expensive than standard products but gaining popularity ïÆ'Ëœ Three main competitors with rising market share Analysis The opportunities and threats suggest that market for sugar-free confectionery is growing because of rising obesity. The company should focus on fair-trade and people would be willing to pay a premium price for it. Accordingly the marketing strategy should be as follows. ... In the first year of operation it may not be possible to achieve any profits but efforts would be made to ensure no loss too is incurred. Marketing Mix Product – Premium quality sugar-free chocolates catering to a discerning client base as this is the market-demand. Fair trade would be used for production. Price – The price would not be kept too low because low pricing creates an adverse image of the product. To enter the market the right perception is important. Premium pricing attract the target segment but pricing would be formulate taking into account prices of competitors. Promotion – consumers have become conscious of ethical and fair-trade and hence all promotions would carry messages of fair-trade. Introductory slabs can be clubbed with other products such as energy drinks. Advertisements should be made through television, popular dailies, and through magazines. Advertisements should highlight sugar-free element to attract the conscious consumers. Consume r interest should be sustained by changing the advertisements often. Advertisements should be appealing as consumers engage in impulse buying. Place - Distribution should be through all retail outlets, social clubs. It could be sold through kiosks at supermarkets. Online distribution strategy is also picking up and gift packs should be made available through online orders. Energy Drink Background Obesity is on the rise in UK with. Obesity has been linked to the quality of food and drinks consumed, in addition to the sedentary lifestyle which prevents people from visiting the gym or engaging in any sort of physical activity. Due to the quality of food consumed people lack the energy to exercise. People

Health Information Exchange - Answer both questions Essay

Health Information Exchange - Answer both questions - Essay Example involved, who is leading the initiative, whether it is a consolidated of federal model, whether personal health records play a role, and a description of how records are transferred between providers. NY State "Has made adoption of HIT and HIE a top priority through the Healthcare Efficiency and Affordable Law for New Yorkers (HEAL NY) Capital Grant Program" (Kern and Kaushul, 2007, p.S18). This program is mandated to implore funding to finance implementation of EHRs, electronic prescribing, and formulation and execution of pervasive clinical data exchanges within NY State (Kern and Kaushul, 2007). In facilitating implementation of HIE, Kern and Kaushul (2007) asserts that it is a prerequisite for the initiative to engage all stakeholders in the healthcare sector. In this regard, other parties involved other than the NY State government and grantees include hospitals, physicians, and payers (Kern and Kaushul, 2007). As further outlined by Kern and Kaushul, (2007), there are also efforts to ensure that grantees contribute funds equivalent to the funds donated by the State government to support HIE, and other efforts require subsequent evaluations of the initiative in an effort to assess the impact of the initiative on the quality, cost, and safety of health care. Assessing the impact of HIE on quality, cost, and safety of care validates the fact that personal health records play a fundamental role in the initiative. In essence, health records serves as a source of evaluation data. In facilitating the implementation of HIE, HITEC (Health Information Technology Evaluation Collaborative) was also established as an effort to bring together researchers and experts in all science related fields (Kern and Kaushul, 2007). Implementation of the HIE in NY State is a consolidated effort as it involves the NY State government, grantees and stakeholders. When a patient presents himself to a physician in need of a specialized care or assessment, the physician is obligated to

To what extent do the accounts of turn taking in conversation Essay

To what extent do the accounts of turn taking in conversation described in Sacks, schegloff and Jefferson (1974) and Duncan ( 1972) agree with each other - Essay Example For example, we now all realize that the speaker who says "Its me" is not violating a rule of English by which he should say, "Its I." Rather, the mistake belongs to the grammarian who calls it an error. Speaker transition without gap or overlap is a feature of the social organization of conversation, achieved always then and there. For example, participants do not retrospectively attain it by editing their memory of a conversation. They do not, in the first instance, go outside the conversation in order to report violations to referees, policemen, oracles, etc., in the hope that external agencies will punish the violators. There is, then, a social organization to turn-taking which has as one of its proper products that one person talks at a time: Achieving this product requires participants to encounter and solve at least two tasks: the collaborative location of transition points, and the collaborative use of means for arriving at who speaks after any current speaker (Beattie, 1983). These are tasks which, on the situated occasions of their solution, are tasks of understanding. And participants so interpret them. They take failing to talk when one has been selected to and another s tops as evidence of failing to understand what has been said. The specific kinds of understanding required for achieving proper turn-taking are determined by how turn-taking is socially organized. For example, if conversation were structured so that the order of speakers and the lengths of their utterances were pre-assigned for whole conversations, turn-taking would impose rather minimal tasks of understanding upon participants (Duncan, 1972). They work in such a way as to require that parties to a conversation do extensive work of understanding if their system of turn-taking is to operate as it does. Both employ utterance units which need to be constantly monitored for their completion. Both operate to select future speakers in an one

Analysis of how both companies meet their financial objectives and aims Essay Example for Free

Analysis of how both companies meet their financial objectives and aims Essay In this report I have decided to concentrate on two companies, Woolworths plc and WHSmith plc, I will be analysing and comparing the two companies on their objectives (what they say their objectives are, and how they meet those objectives set) and their performances (if they have made profit or loss). I will research all these from their annual report, which is provided on the Internet. An introduction of both companies Woolworths is known to be one of Britains leading general merchandise retailers, with great brands, strong market position and a powerful presence in home entertainment. The company has one of the highest customer shoppers performances of all UK retailers and today known to be the largest non-food retail chains. WHSmith is also one of the UKs leading retail groups incorporating market-leading companies in retailing publishing and news distributing. WHSmith has 1,464 stores world-wide; all these locate in place like the UK high street, airport, stations and countries outside of the United Kingdom such as North America and Asia The performance of the companies Last year was an eventful and challenging year for the Woolworth; the first half of the year when they were still part of Kingfishers plc was a moment of uncertainty as the future of the company was being decided. The company detached themselves from Kingfisher plc on 28 August 2001, leaving them with 200 million of debt, over ? 100 million of excess stock, loss marking new format and e-business. Woolworths formats are designed to appeal to the value-conscious consumer. Woolworths is a mass-market retailer with a leading brand and broad product offering at competitive prices. Their mission is to be at the heart of the community and the best loved retailer for kids, home and family leisure. The companys brand is known to be one of the best-recognised retail brands in the UK and proving this is on average, 6. 5 million customer transactions are made on tills per week. Woolworths business operates in the UK general merchandising market, which is both large and highly fragmented, with participants of varying sizes and covering different category mixes.

Participant-Observer Exercise Essay Example for Free

Participant-Observer Exercise Essay First of all, I am grateful to all class members and our instructor for the experience that I was able to acquire during this course. This is a good example of experiential learning – here we all had opportunities to transform our theoretical knowledge into real life experience. It really proved effective. I may also note that the last group engagement exercise did not disprove my previous hypotheses: with time and the experience of joint work we all got more confident about the tasks, and with the raise of confidence our productivity increased. I think we all got to know each other better and it increased the level of confidence. My hypothesis for this week is: â€Å"Group work gets real meaning and becomes more productive when group members bring in their personal insights and personal experiences instead of confining themselves to theorizing and relying on common sense. † At first, we knew each other too little to be open and share our personal experience. With time, we got to know each other better and gradually became more relaxed about sharing our thoughts. I think it had a positive impact on our performance. It helped to provide more examples of the concepts we presented. Our task was to discuss experiential learning and how it assists in exercising leadership and understanding group dynamics. We focused on several chosen principles in our presentation, and each of us was able to vitalize theory by referring to specific examples. This level of openness was quite impossible during the first exercise. Personal insights helped us all better understand theory and make a more interesting presentation. In fact, this experience once again proves Principle 9 that we discussed in our presentation: â€Å"The more supportive, accepting, and caring the social environment, the freer a person is to experiment with new behaviors, attitudes, and action theories† (Johnson Johnson, 2009, p. 51). Since all were open and ready to introduce a personal insight, we felt the environment to be rather supportive and accepting. As a result, we felt more confident and could communicate our thoughts freely. It provided greater value to our group work and helped to fulfill our task more successfully. References Johnson, D. W. , Johnson, F. P. (2009). Joining together: Group theory and group skills. 10th ed. Boston, MA: Allyn Bacon.

Global Contributions to Climate Change

Global Contributions to Climate Change Sustainability is the capacity to endure. In biology, it is the ability of our biosphere and lithosphere to continue their interactions through their different cycles. In ecology, it is how biological systems remain diverse and productive over time. For the human civilization, it is the ability to use the resources currently available for self-preservation while also allowing future generations to benefit from the same advantages. It is generally divided in three categories. The environmental dimension which dispute that a healthy ecosystem will always provide vital goods and services to humans and other organisms. The human population should be able to manage natural resources to remain sustainable. We also have the economic dimension which states that actions posed by the current human population should not reduce the potential wealth, advantages and quality of life of the next generation. The current generation should not be one to enjoy or consume all the resources available, the refore indirectly affect the next generations potential economic well-being. The last dimension is the social one. Life on earth is governed by social interactions between different civilizations which can lead to different potential outcomes. The social dimension advises us to maintain peace, security, and social justice to prevent social disruptions like war, crimes, and corruptions from staining human relationship and therefore potentially stop the creation of a next generation. Climate change is probably one of the most trending topic of the 21st century. How do we keep the earth sustainable if every action that we pose seems to decrease the lifespan of our biosphere? Kiribati is an island republic in the central pacific ocean comprised of 33 coral atolls and islet stretching along the Equator. Many of its island are inhabited, offering a remote setting for fishing, diving, and bird watching. The crowded capital south Tarawa made up of small islets retains remnants of world war two battle fought on its shores, and is known for its cultural folk dancing and handicrafts. (https://www.cia.gov/library/publications/the-world-factbook/geos/kr.html) Recently, it has been observed that the island is slowly drowning under the effects of climate change. The question was raised as to know if the United States should provide asylum to Loane Teitiota, a resident of this island. Residents of Kiribati islands have their own way of life. They are well known for their cultu re, their traditions, their folkloric dances, and their artisanal products. Providing asylum to Kiribati resident will not solve the issue at hand but only increase the dependence of its population slowly pushing them to their own demise. It is true that the earths climate has changed over the course of history and that we, as human species, are in part responsible for the current state of our environment, but we should be able to differentiate myths from facts. According to NASA, evidence for rapid climate change is compelling. Results from several of their researches have shown that sea level rose about 17 cm   in the last century this rate has doubled over just the last decade. They have also proved that earth temperature has warmed seen 1880 consequently warming the oceans. The arctic sea is declining and the ice sheets are shrinking. Oceans have acidified and several other natural events have occurred. The combined effect of all these single events have led to some extreme events with disastrous consequences. All those facts being true, it would be totally unreasonable to bestow responsibilities for these events to a single country. The United States should not be held responsible for the result of a joint effo rt of the human civilization. According to the Climate Central, the United States come second when it comes to contribution of climate change. China produced almost twice the amount of global CO2 emissions than what was produced by the United States. Also, countries such as India, Russia, Brazil, Japan, Indonesia, and Germany also contributed to global CO2 emissions. Therefore, we can see that asking to the United States to provide asylum to residents of Kiribati islands is a responsibility that should fall upon all these countries. Unfortunately, we live in a complex society, with pre-established order and regulations. The United States and its citizens, recently have been shaken by the topic of war refugees. Immigrations regulations are really complex and do not allow anybody to enter the territory even under the worst circumstances. There are strict procedures and level of clearances that need to be passed before getting a right to stay. This show how providing asylum to Kiribatis resident could get quite comp licated if even approved. According to Friends of Science, humans are not the only cause of climate change. Global warming is also caused by some small deviations of earth from its orbital trajectory. In the past hundred years, no catastrophic warming has been recorded. In fact, earths temperature has not varied significantly enough to claim the global warming effects. It is true that significant changes in climate have continually occurred throughout   geologic times but since the end of the 17th century, the average global temperature has been rising at a low steady rate, with cooling periods noted from 1940 to 1970. Carbon dioxide levels have in fact changed but also for other reasons than humans. Some geologic events also contributed to the increase of CO2 emissions such as the fluctuation of temperature due to solar radiation and galactic influences causing the surface layer of oceans to expelled more CO2. Moreover, CO2 only constitute about 0.04% of the atmosphere, therefore humans CO2 emissions could not possibly be the only factors that cause climate change. This prove that climate change at some point are no longer under human control. According to National Geographic, a language dies every two weeks. The world is diverse and our society has been built on cultures, religions, traditions, and past civilizations which defined the current human civilization. Geneticist Spencer Wells states in his speech on the human journey, that cultural extinction is the process by which a pre-established culture dies through accommodation of a migrating population to another population culture over time. Over generation, the migrating population lose its identity. As a human civilization, losing a culture is losing a part our own identity, a part of our knowledge, our history, and our potential gain for the future. It can be concluded that it is not the responsibility of the United States to grant asylum to any of the residents of Tarawa, Kiribati. Climate change is a global issue in which many countries contribute, and the downfall of the Republic of Kiribati should be the responsibility of all rather than just one. Global warming is the main concern regarding the atoll because as a result of warming, glaciers and ice sheets are melting and water is expanding causing sea-levels to rise at a dangerous rate for an island like this one.

Voyage and Psychological Development in Homers Odyssey Essay example -

The Voyage and Psychological Development in Homer's Odyssey      Ã‚  Ã‚   Homer's Odyssey arguably stands out head and shoulders above any other piece of epic literature produced by Western civilization for nearly three millennia. Most remarkable is the extent to which the Western hero archetype is to this day still a result of the molding that occurred upon the character of Odysseus so long ago. In imagining a police lineup of the most profoundly influencing protagonists of Western epic poetry, surely Odysseus would impress in stature and roguish airs far beyond the others for is not the gray-eyed Athena, daughter of rain-bringing Zeus himself, bound in devotion to this mortal hero? It is she who repeatedly enhances Odysseus' appearance so as to impress upon others his god-like qualities: And Athene, she who was born from Zeus, made him Bigger to look at and stouter, and on his head Made his hair flow in curls, like the hyacinth flower . . . So she poured grace upon his head and shoulders. (6.229-35) In anointing Odysseus in similar fashion throughout the tale of his arduous journey homeward, the ancient as well as modern reader cannot help but look to Odysseus as a role model. Implicit in this behavioral model is one of Homer's many subtexts, namely that having one or more of the gods on one's side is not enough to guarantee even a partial success in one's endeavors. The god Poseidon stands in direct opposition to Odysseus' goal of reaching Ithaca, yet his attacks upon the hero always fall just short of actually killing him. Instead, with each calamity that befalls Odysseus at Poseidon's hand, the hero is faced with a parallel inward struggle. Surviving the physical realm at first seems to be the test when actually it ... ...side of the woman (the animus) and the passive, feminine side of the man (the anima). Although the two figures are always tempting the ego to identify itself with them, a real understanding even on the personal level is possible only if the identification is refused. (Jung 16: 469) Perhaps The Odyssey, when seen from the perspective of Jungian and post-Jungian psychology, offers the reader a rich model for their own psychological development and an opportunity to re-examine the hero archetype in Western civilization. Works Cited Cirlot, J.E., A Dictionary of Symbols. New York: Barnes & Noble, 1971. Hillman, James. Anima: An Anatomy of a Personified Notion. Dallas: Spring Publications, 1985. Homer. The Odyssey. Trans., Ed. Albert Cook. New York: W.W. Norton, 1993. Jung, C.G. Collected Works. 20 vols. Trans. R.F.C. Hull. Princeton: Princeton U P, 1954.    Voyage and Psychological Development in Homer's Odyssey Essay example - The Voyage and Psychological Development in Homer's Odyssey      Ã‚  Ã‚   Homer's Odyssey arguably stands out head and shoulders above any other piece of epic literature produced by Western civilization for nearly three millennia. Most remarkable is the extent to which the Western hero archetype is to this day still a result of the molding that occurred upon the character of Odysseus so long ago. In imagining a police lineup of the most profoundly influencing protagonists of Western epic poetry, surely Odysseus would impress in stature and roguish airs far beyond the others for is not the gray-eyed Athena, daughter of rain-bringing Zeus himself, bound in devotion to this mortal hero? It is she who repeatedly enhances Odysseus' appearance so as to impress upon others his god-like qualities: And Athene, she who was born from Zeus, made him Bigger to look at and stouter, and on his head Made his hair flow in curls, like the hyacinth flower . . . So she poured grace upon his head and shoulders. (6.229-35) In anointing Odysseus in similar fashion throughout the tale of his arduous journey homeward, the ancient as well as modern reader cannot help but look to Odysseus as a role model. Implicit in this behavioral model is one of Homer's many subtexts, namely that having one or more of the gods on one's side is not enough to guarantee even a partial success in one's endeavors. The god Poseidon stands in direct opposition to Odysseus' goal of reaching Ithaca, yet his attacks upon the hero always fall just short of actually killing him. Instead, with each calamity that befalls Odysseus at Poseidon's hand, the hero is faced with a parallel inward struggle. Surviving the physical realm at first seems to be the test when actually it ... ...side of the woman (the animus) and the passive, feminine side of the man (the anima). Although the two figures are always tempting the ego to identify itself with them, a real understanding even on the personal level is possible only if the identification is refused. (Jung 16: 469) Perhaps The Odyssey, when seen from the perspective of Jungian and post-Jungian psychology, offers the reader a rich model for their own psychological development and an opportunity to re-examine the hero archetype in Western civilization. Works Cited Cirlot, J.E., A Dictionary of Symbols. New York: Barnes & Noble, 1971. Hillman, James. Anima: An Anatomy of a Personified Notion. Dallas: Spring Publications, 1985. Homer. The Odyssey. Trans., Ed. Albert Cook. New York: W.W. Norton, 1993. Jung, C.G. Collected Works. 20 vols. Trans. R.F.C. Hull. Princeton: Princeton U P, 1954.   

Differences Between Bureaucrats And Aristocrats In Government :: essays research papers

Bureaucrats and aristocrats, the former evident in the government in the Tang dynasty (617-907) and the ladder pronoun in the government of Heian Japan. Both are different in many different aspects, such as within government, government structure, law, economy, and society.A bureaucrat can be defined by the following: an appointed government official with certain duties and responsibilities defined by disposition in the bureaucracy. A bureaucrat is more dependent on the government than an aristocrat because official power comes from official appointment through the bureaucracy (Class Lecture, Oct. 16, 97). Bureaucracy first replaced aristocracy in the Tang dynasty, under the rule of Empress Wu (625?-706?, r.690-706) bureaucracy was expanded by furthering expansion policies and supporting the examination system. Positions in government were filled through the examination system, and people who passed were called the literati. When one held this title of literati, you were considered intelligent and were considered to have high status (TA session, Oct. 28, 97). "They were a group of smart guys with a good education." (Steve, TA session, Oct. 28, 97). This of course deprived the hereditary aristocracy of power 'they had enjoyed during the period of division, when appointments had been made by recommendation, and opened government service to a somewhat wider class of people...' (Schirokauer, p.103). For the first time, men who entered office through examination could attain the highest office, even that of Chief Minister. Examination graduates earned (earn being the operative word) prestige, and even though officials still entered government by other means such as family connections, at the same time the literati and thus the bureaucrats were gaining authority, jurisdiction, and power. And thus, one could see this shifting of supremacy from the aristocracy to the bureaucracy.Government in the Tang dynasty was regulated by the Tang legal codes, a system of laws written by legalists which consisted of a system of rewards and severe punishments (TA session, Oct. 28, 97). These legal codes were administrative: reporting what the state could do and what the subjects could not do. This is an important point in that, this showed the subjects possessed little power, the Tang legal codes are the opposite of any laws of present day, these legal codes protected the government and not the people. Government needed the subjects only to provide for taxes (revenue), labour (grain) and military (soldiers) reasons. 'A dead subject was not as useful as a living subject.

Analysis of Hills Like White Elephants Essay -- Hills Like White Elepha

Analysis of Hills Like White Elephants â€Å"Hills Like White Elephants†, by Ernest Hemingway, is a short story published in 1927 that takes place in a train station in Spain with a man and a woman discussing an operation. Most of the story is simply dialogue between the two characters, the American and Jig. This couple is at a critical point in their lives when they must decide whether or not to have an abortion. Certain themes arise from this story such as choices and consequences, doubt and ambiguity, and how men and women relate. Hemingway also uses many examples of symbolism in â€Å"Hills Like White Elephants†, including descriptions of the surrounding scenery, the hills themselves, and the station where the action takes place. Clearly, this short story crosses timelines to become relevant to both the early twentieth century and modern times. The most obvious theme recognized early in this short story is that of choices and consequences. The couple is unmarried and the girl has become pregnant, but the man wants her to have an abortion. The American obviously believes that the abortion will free the couple from any responsibilities, which is what they have been experiencing before this turn of events (Short Stories for Students 158). The man also feels that the pregnancy is the only thing that has caused them to have arguments and become unhappy with each other in the relationship (Hamid 77). Clearly, the girl is reluctant in her decision to have the abortion. She feels that either choice she makes will not have much of an effect on their long-term relationship and hopes of finding true love and happiness (Short Stories for Students 158). Another theme found in â€Å"Hills Like White Elephants† is that of doubt and ... ...ingway allowed this story to be open for discussion for many years to follow, allowing it to not only reflect the ideas of pre-World War II Europe, but to be adapted to the thoughts of modern societies. Bibliography: Works Cited Akers, Tim (Ed.). Short Stories for Students (Vol. 6). Farmington Hills, MI: Gale, 1999. 158-170. Beacham, Walton. Critical Survey of Short Fiction. Ed. Frank N. Magill. Englewood Cliffs, NJ: Salem Press, 1981. 6-8 Hamid, Syed Ali. â€Å"Men with Women: Hemingway ‘Love Stories’†. The Short Fiction of Ernest Hemingway. New Delhi: Ashish Publishing House, 1985. 77-78. Johnston, Kenneth G. Short Stories for Students (Vol. 6). Ed. Tim Akers. Farmington Hills, MI: Gale, 1999. 167-168. Weeks, Lewis E. Jr. Short Stories for Students (Vol. 6). Ed. Tim Akers. Farmington Hills, MI: Gale, 1999. 169-170.

Bromus tectorum ( cheatgrass or downy brome)

Researching on Bromus tectorum lead me to a vast collection of literature about the plant species. An almost complete reference on it is provided by the Nature Conservancy, Wildland Weed Program. For my essay/report, I used its â€Å"Element Stewardship Abstract for Bromus tectorum† written by Allan Carpenter and Thomas Murray as my main reference. The plant species Bromus tectorum is an alien grass or an invader that usually takes over â€Å"disturbed ground in shrub-steppe ecosystems of the Western United States and Canada† (Link et al. ). The scientific name is of Greek and Latin origins.According to the work of Upadhyaya et al. , the genus name Bromus is said to have originated from the archaic Greek word bromos, which refers to a particular kind of oat. The ancient Greek word broma, in addition, means food. The specific epithet, on the other hand, was believed to have been derived from the Latin words tector and tectum, which mean ‘one who overlays’ an d roof, respectiviely. Bromus tectorum is more commonly known as cheatgrass to local inhabitants. Other parts of North America call it downy brome because of its noticeably hairy leaves. There are many other names associated to this species.The documented ones include drooping brome, downy cheat, cheat grass brome, slender chess, Mormon oats, and broncograss (Upadhyaya et al. ). Cheatgrass is erect and can rise up to 24 inches high. Its leaves and stems shape into tufts or clumps as seen in Figure 1. The grass has tiny, pappy hair like structures that cover its leaves. Bromus tectorum is an annual grass and is usually dense during winter or spring. This annual plant germinates in fall or spring. However, it has been observed that vast numbers of â€Å"cheatgrass seedlings usually germinate after the first fall rain in infested areas† (West).Cheatgrass only replicates through seeds. However, it is exceptionally efficient; that is, an individual cheatgrass may reproduce hundred s to thousands of seeds (Mosely et al. 1987 cited in Pyron). Its root system then proceeds to develop for the entire duration of the winter season. By spring, the grass has an already wide-ranging root system, enabling the plant to draw out higher levels of moisture and soil nutrients. Cheatgrass has a compact phenology and usually desiccates and spreads its seeds by mid-June (West 1983). Naturally, it undergoes senescence in summer.Once dried, these plants can catalyze wildfires in its regions. The frequent occurrence of fires in an area displaces perennials and even other annuals that initially dominate a particular community (West 1983). Cheatgrass has a Eurasian native range (Novak, Mack, and Soltis). However, it is now found in diverse forms of habitats all over the United States; but, it is most distinguished on the â€Å"Columbia-Snake River Plateau, Wyoming Basin, and the northern portion of the Great Basin in disturbed sagebrush steppe communities† (Rice and Mack ; W est).In the mid 1800s, it was accidentally brought into the United States of America. The invasion of North America by B. tectorum occurred through multiple introductions (Bartlett et al. ). In regions where the soil has especially high levels of potassium in it, cheatgrass is found to grow and proliferate well in the area (Belnap pers. comm. cited in Carpenter et al. ). Research has shown that the measured potassium levels in communities can be used to determine and probabilistically predict how susceptible and vulnerable the area may be to cheatgrass takeover.The amount of potassium in the soil may also be altered to alter the abundance of cheatgrass. By lowering the levels of potassium in the soil, the density of cheatgrass may also be lowered. (Belnap pers. comm. cited in Carpenter et al. ). The control of growth and proliferation of cheatgrass in a particular area has shown great significance. Since cheatgrass exhibits both advantage and disadvantages, it is important to be abl e to moderate its invasion. Cheatgrass has a twofold role; one, as an annoying and pestering weed, and two, a significant â€Å"early season forage for cattle and sheep† (Emmerich et al.; Upadhyaya et al. ). Bromus tectorum takes over â€Å"rangelands, pastures, prairies, and other open areas,† as seen in Figure 2 (www. invasive. org). Consequently, it has the capacity to thoroughly modify the ecosystems it invades. It poses many ecological and environmental problems because of its propensity to completely wipe out all native foliage and vegetation in a particular area and even modify certain fire patterns. The alterations caused by cheatgrass in the frequency of fire cycles is said to be â€Å"the species’ greatest competitive advantage.† (Whisenant) In sagebrush grassland ecosystem, fire is a natural occurrence (see Figure 3). Those fires usually happened at intervals within the range of 60-100 years. However, in areas where the presence of cheatgrass d ominates, areas burn at a much greater and increased frequency, every 3-5 years (Whisenant). With this frequency range, native plants, shrubs, and other perennial grasses cannot keep up and fail to recover. This results to the development of cheatgrass monoculture; other species tend to be completely wiped-out.The vegetation of a pristine (undisturbed) shrub-steppe ecosystem is populated by â€Å"perennial bunchgrasses and widely spaced shrubs† (Whisenant). According to the work of Whisenant, the species that are commonly replaced by cheatgrass include the following: â€Å"big sagebrush, antelope bitterbrush, bluebunch wheatgrass, crested wheatgrass western wheatgrass, Sandberg bluegrass, needle-and-thread grass, and Thurber’s needlegrass. † Sagebrush steppe cannot simply persist with this shortened fire interval.As how Devine put it, â€Å"fire begets cheatgrass and cheatgrass begets fire† (Devine). What are the advantages of Bromus tectorum or cheatgras s? For ranchers, it is especially useful since it provides a large volume of early spring forage for different types of livestock and animals on grazing lands especially in the Intermountain and Pacific Northwest regions (Upadhyaya et al. ). In terms of its density and the quality of herbage grown including the wideness of the area covered by cheatgrass, it is â€Å"undoubtedly the most important spring forage in the region† (Upadhyaya et al.; Emmerich et al. ). On the other hand, while ranchers in the Intermountain and Pacific Northwest regions take advantage of cheatgrass, the United States and Canada winter wheat growers consider it as pest—their worst problem (Upadhyaya et al. 1986). According to literature, cheatgrass is a problematic weed in winter wheat. Cheatgrass has many ecological and competitive advantages in contrast with other perennial and annual plants. It has the ability to adapt well and evolve to its native environment and to other environments it in vades.Although this has shown to have certain advantages especially to ranchers for foraging, this characteristic of cheatgrass has posed many problems in the ecology and can be very damaging. In my opinion, it is only proper that human intervention be exercised to control its dominance and invasions. Cheatgrass is a sinister. As discussed, it raises both agricultural and environmental problems. The references that I have read reveal that regulation of cheatgrass invasion will demand â€Å"a combination of chemical control, physical control, vegetative suppression, and proper livestock management where land is grazed† (Carpenter and Murray).It is obvious that the problem is quite a complex one as it involves many other variables. Moreover, human intervention could possibly worsen the ecological balance. Thus, the U. S. government and other ecological and environmental agencies should seriously and carefully address the problems and implement effective management programs to m inimize its infestations yet still making sure that ecological equilibrium is still achieved. Main Reference Carpenter, Allan and Thomas Murray. 1998. â€Å"Element Stewardship Abstract for Bromus tectorum.† The Nature Conservancy, Wildland Weed Program. Downloaded from: http://tncweeds. ucdavis. edu Works Cited Bartlett Elizabeth, Stephen Novak, and Richard Mack. â€Å"Genetic Variation in Bromus Tectorum (Poaceae): differentiation in the eastern United States,† American Journal of Botany, 89. 4 (2002): 602-612. Belnap, Jayne. Personal communication with Jayne Belnap. Ecologist, National Biological Service. Canyonlands National Park, Moab, Utah (10/19/98). Devine, Robert. â€Å"That cheatin’ heartland. † 51-71. In: Alien invasion: America’s battle with non-native animals and plants.National Geographic Society. Washington D. C. 1998. Emmerich, Fay, Frosty Tipton, and James Young. â€Å"Cheatgrass: Changing perspectives and management strategies. à ¢â‚¬  Rangelands 15 (1993): 37-39. Link, Steven. , Harvey Bolton, Jr. , Michael Thiede, and William Rickard. â€Å"Responses of downy brome to nitrogen and water. † Journal of Range Management 48 (1995): 290-297. Novak, Stephen, Richard Mack, and Pamela Soltis. â€Å"Genetic variation in Bromus tectorum (Poaceae): introduction dynamics in North America. † Canadian Journal of Botany 71 (1993): 1441–1448.Mosely, Jeffrey, Stephen Bunting and Mark Manoukian. â€Å"Cheatgrass. † 175-188. In: Sheley, Roger L. ; Petroff, Janet K. , eds. Biology and management of noxious rangeland weeds. Corvallis, OR: Oregon State University Press. 1999. Pyron, Jayson. â€Å"Cheatgrass (Bromus Tectorum). † Rice, Kevin, and Richard Mack. â€Å"Ecological genetics of Bromus tectorum: intraspecific variation in phenotypic plasticity. † Oecologia 88 (1991): 84-90.Upadhyaya, Mahesh, Roy Turkington and Douglas McIlvride. â€Å"The biology of Canadian weeds. 75. Bromus tectorum L. † Canadian Journal of Plant Science 66 (1986): 689-709. West, Niel. Western intermountain sagebrush steppe: Temperate Deserts and Semi-Deserts. 351-373. Elsevier Scientific Publishing Company, Amsterdam, 1993. Whisenant, Steven â€Å"Changing fire frequencies on Idaho’s Snake River Plains: Ecological and management implications. † Proceedings-Symposium on Cheatgrass Invasion, Shrub Die-off, and Other Aspects of Shrub Biology and Management, 1990.

Administrative Role of Management

Managers ar often tasked to overstep segments of the presidency. In real parts, the manager serves as the overall draw of the physical composition. Usually, managers ar tasked to squeeze on definite administrative expires.The administrative role of managers normally refers to functions that will contrisolelye to the best behavior by which the organization may be organized from an overall perspective. Such functions may include monitoring the other functions in the institution as well as coordination with other members of the organization.These are d one(a) in order to run into that all tasks are directed towards achieving the goals of the organization. Administrative functions of managers make them more hands on. They are require to enter more in order to find that all actions taken are for the come donement of the organization.In the consequence of utter some prospect, there are three administrative issues that regard to be acknowledgmented.Issue 1 Hiring Phase 3 of utmost vistas plan involves the hypothesis and full-operation of the blueprint center. This requires the manager of the organization to parent people suitable of the position. Various bloodline openings will be created by the convention center.The manager must(prenominal) ensure that the justly and best people are put in positions where they are most meet for and where the kitty perform their duties successfully.Issue 2 observe of Management TeamsAs express in Far eyeshots business plan, its focal point team is composed of only 3 members. Such team is composed of the owner, the obstacle and restaurant manager, as well as a consultant who has been hired to cash in ones chips advice on trusted issues pertaining to the different aspects of the steadfastlys perplexity.There is no clear epitome of which manager is in charge of what area. It was stated in the business plan that operations, marketing, and pay instruction teams extradite already been esta blished. However, it is rather evident that the 3 members of Far scenes management team have not divided the leadership of such(prenominal) areas among themselves.This may lead to a case wherein no one among the three members can properly monitor the actions of the express management teams. Without proper monitoring by the heads of the management, the actions of the management teams may not be inline with the goals of the company.Issue 3 Delegation of TasksWith the expansion of Far positions services, more tasks are required out of the current employees as well as those that are to be hired. Because of this, the managers must ensure that all tasks, duties, and responsibilities are cover and assigned.This requires proper delegation to staff office fit for the task. Moreover, it must be ensured that when an employee is assigned certain tasks, that employee is fully capable of fulfilling the said assignments. excessively many assignments may cause the employee to control a sub -par performance while excessively little tasks will mean that the said employee is under-utilized.Basically, the management must ensure that an equal to(predicate) number of tasks are assigned to distributively employee in such a vogue that his services are maximized.organisational Role of ManagementThe organization role of management basically refers to the function of managers wherein they design the organization in such a way that the whole organization is properly directed towards the achievement of the greenness goals of the organization.Managers need to be able to typeset the key areas of the organization and strategy by which these key areas will supplement all(prenominal) other in order to achieve the objectives of the whole organization. Various activities are related to to the organizational role of managers. In the case of Far opinion, there are a number of issues that the management needs to address in order to successfully lead the organization.Issue 1 Structu reThe design of the organizational structure is one of the key activities of the management. Since Far Horizon provides various services to its customers and it has plans to expand its arrange of services, the management must consider a structure that will allow its personnel to attend to the key activities of the organization.Moreover, Far Horizon must be structured in such a way that it leaves populate for expansion. This means that the structure must be flexible and dynamic because Far Horizon has yet to establish itself fully.Issue 2 organisational DevelopmentOrganizational development refers to, Organizational development is an effort, planned, organization-wide, and managed from the top, to emergence organization effectiveness and health through planned interventions in the organizations paradees, using behavioral-science knowledge. (Beckhard, 1969)This is one of the key organizational functions of managers. The management must continuously seek out strategies by which th e effectiveness of all areas of Far Horizon may be maintained and better continuously. This must be done so that the company will remain private-enterprise(a) from a long-term perspective.Issue 3 TechnologyTechnology is ceaselessly changing. The managers of Far Horizon must ensure that they employ the latest technology not just in the services offered to their clients but within the organization has well. Moreover, they must circumscribe where technology will be most useful within the organizations. The use of technology can make organizational process simpler. Inevitably, it can help the managers lead and take control of Far Horizon better.ReferenceBeckhard, R. (1969). Organizational Development Strategies and Models. Addison-Wesley.