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‘Is Fierce Competition A Reason for Performance Plunge of Mobile Telephony Sector in India?’ International Journal of Research in Business Studies, 5(1). pp. 83-102. (Morya, K. K., Shankar, A., 2020).
Abstract and Figures
The number of mobile telephony service providers which was fifteen at its peak (in 2009-2012) has come down to just four creating the services a virtual oligopoly. The annual subscriber growth rate has declined considerably. So has the service price and the average revenue per user (ARPU). In fact, despite increasing subscribers the adjusted gross revenue from mobile telephony has been declining. Three out of four wireless telecom companies are running in net losses and their operational margins have declined to unsustainable levels. A few companies like Aircel, Sistema, RComm, Quadrant, TTSL, TTML, Uninor, Videocon etc. have shut down because of non-feasibility. Idea & Vodaphone have merged their business to face stiff competition in the sector but their profitability does not show any remarkable change. Very often, the blame for this situation is pinned on the new entrant in mobile telephony space By comparing various performance metrics pertaining to India to that of the Globe - this paper examines whether this performance plunge of Indian operators is a global phenomenon, purely due to saturation of telephone density or it is due to high intensity of competition and/or anti-competitive practises being adopted by any player in the sector. This examination concludes that not only the present service pricing has become lower than the marginal costs but the ratio of ARPU and GDP in comparable countries has also become lower than the trend in comparable markets because of the intensity of competition in the sector.
Keywords: Competition, Mobile telephony, ARPU, Sustainability, Profitability
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Apparently, Y-generation is style and fashion dominated and would like to be referred as style icon. In fact, their needs now no longer remain latent due to availability of various cosmetic products. The presence of cosmetic industry has completely redefined the fashion & revitalized the life of even growing age people with innovation of anti aging cream & colorant solution. Building a strong brand loyalty is believed to be a challenging task for a marketer involved in flourishing cosmetic industry because of the presence of well known and good domestic and international quality brands. This study tries to find out a particular cosmetic brand which is popular and regular stuff of youth's basket irrespective of any purpose. For data analysis and testing of hypothesis, Chi-square test, Garrett Ranking method & descriptive statistic have been used. The findings indicate that brand loyalty has no significant association with gender and domiciles of users of cosmetic products. Similarly, annual spending on cosmetic products and domiciles of youth are statistically independent variables. Results also disclose that an excellent quality of a cosmetic brand was highly ranked by majority of respondents followed by satisfaction of needs & brand Name.
The term "Industry 4.0" was initially coined by the German government which describes and encapsulates a set of technological changes in manufacturing and sets out priorities of a coherent policy framework with the purpose of maintaining the global competitiveness of German industry. Industry 4.0 has brought many professions to change. People are obligated to learn new, everyday tasks but now are also compelled to use hi-tech gadgets which are fast becoming the most important factor in their working life. In this paper, the general definition of Industry 4.0 will be discussed. Generally, Industry 4.0 refers to the means of automation and data exchange in manufacturing technologies including Cyber-Physical Systems, Internet of Things, big data and analytics, augmented reality, additive manufacturing, simulation, horizontal and vertical system integration, autonomous robots as well as cloud computing. It serves a role to help integrate and combine the intelligent machines, human actors, physical objects, manufacturing lines and processes across organizational stages to build new types of technical data, systematic and high agility value chains. All these components will also be discussed in this paper. Additionally, government initiatives by various countries toward Industry 4.0 will also be presented in this paper.
With the internationalization and globalization of economies, a transition from monocultural to multicultural life has taken place across all enterprises. In line with this transformation, we observe diversification of employee profiles through developments such as the increase in the number of employees with foreign nationalities, the increase in the rate of women participating in the labor force, as well as the number of employees with different cultures, knowledge, skills and abilities. All of these developments have led to the “management of the diversities” approach, which anticipates managing individual differences within an organization in order to create a competitive advantage for the enterprise. Thus, a new strategy has emerged that is increasingly important for today’s businesses. This study examines the mediating effect of the understanding of management of diversities and servant leadership in relation to organizational identification and creativity in multinational enterprises. We have collected employee perceptions from 267 participants. The findings suggest significant relationship between management of diversities, servant leadership, organizational identification and creativity.
Keywords: Management of Diversities, Servant Leadership, Organizational Identification, Creativity
The relevance of diversity has been recognised by academics and researchers as well as decision-makers. Diversity reporting can be perceived as the first step in addressing inequalities in organisations and potential assistance for the diversity agenda, because it allows measuring diversity and ultimately managing it. However, the recognition of the importance of diversity and diversity reporting does not necessarily contribute to a greater inclusion of diversity into sustainability reporting. The following paper attempts to determine the scope of diversity reporting, the specificity of the collected and disclosed diversity data, as well as the determinants of diversity reporting. For this purpose, a CATI (computer-assisted telephone interview) research was conducted, involving companies indexed on the Warsaw Stock Exchange. The results were analysed using the Cramer’s V contingency measure, the Kruskal–Wallis H test and ordinal regression. The results show a substantial difference in the collection of diversity information between organisations that map and that do not map their stakeholders. Furthermore, they show that, when organisations collect diversity data, their specificity is rather high, however this does not translate into an equally high level of diversity disclosure. Furthermore, the paper analyses the possible determinants of diversity disclosure, which do not necessarily overlap with the determinants of sustainability reporting.
p>Workforce Diversity Management is gradually being used and becoming acceptable as a significant organizational resource in esteems to whether the objective is to be an employer choice, to offer outstanding customer service, or to sustain a competitive advantage. It also has verified to have controlled to an opinion of being essential for organizational performance especially in the Food and Beverage Industry in Nigeria. This ultimate faith forces managers to hold and understand the theory of workforce Diversity, its benefits and challenges. As such, this study examined the effect impact of workforce diversity management towards organizational performance which focuses into the food and beverage industry within the larger manufacturing sector. The research also emphases on workforce diversity management which contains the employee communication(EC) as a mechanism in reducing conflicts and talent availability(TA) which are the utmost critical variables amongst the others. The study employed primary data mainly for revalidation of results and inferential information from secondary sources. Primary data was harnessed from the views of managers and employees of the foods and beverage industries through questionnaire. The study adopted cross sectional research design and considered 3 multinational corporations in the food and beverage sector in Nigeria based on random sampling technique. The sample size constituted the lower, middle and senior level staff of the multinational Corporations at their headquarters and plants to achieve the objectives of this study based on the two hypotheses that were formulated. Both descriptive and inferential statistical techniques were employed. The statistical tools used included cross tabulations, Mean, Regression and Correlation analysis with the aid of SPSS computer packages. The results showed that employee communication (EC) have significant effect on organizational effectiveness (OE) (at P=0.000). It was discovered that talent availability (TA), has significant relationship on employee retention (ER)(at P= 0.002), the study reflected that Workforce diversity represents both a challenge and an opportunity for business and corporate entity. Hence, no organization in this dispensation of Globalization can survive without workforce Diversity. The study recommends that; organization ought to accord due priority for optimum utilization of strength of workforce diversity and institute measures to enhance commitment among the employees for improvement of organizational performance. Organizations should make workforce diversity management a core business value because diverse work teams bring high value to organizations and respecting individual differences will benefit the workforce by creating a competitive edge and increasing work productivity.</p
Using recent data from the French Labor Force Survey, this paper explores how diversity affects individuals' employment prospects at various geographic levels. Employment correlates positively with local labor market diversity, but negatively with neighborhood diversity. Using several approaches to deal with the endogeneity of local labor market diversity, we do not find any robust evidence of a causal impact of diversity on employment at this rather aggregate level, suggesting that immigrants actually tend to self-select into more economically dynamic areas. However, taking advantage of the very precise localization of the data in order to correct biases related to residential sorting, we confirm a negative effect of neighborhood diversity. We also show that diversity in terms of nationalities matters more than diversity based on parents' origins, giving insights on the underlying mechanisms. © 2018 by the Board of Regents of the University of Wisconsin System.
The Problem
As there is diversity in many workplaces, diversity intelligence (DQ) needs to be integrated alongside intellectual, emotional, and cultural intelligences to be effective. DQ requires leaders to have knowledge to understand protected class employees and the legal mandates and executive orders established to protect those employees from discriminatory practices at work. Irrespective of the billions of dollars invested in diversity or antidiscriminatory practices training, many protected class workers remain underutilized or marginalized due to leaders’ unfamiliarity with these groups of workers and/or incompetence to harness their talents to achieve organizational goals. DQ deficiencies trigger some leaders to apply passive-aggressive behaviors as a coping mechanism. These passive-aggressive behaviors can lead to a toxic and hostile work environment as evidenced through high attrition, unrealized productivity, feelings of frustration, fear, disappointment, resentment, among other adverse responses from both leaders and employees.
The Solution
To efficiently and effectively integrate protected class employees to contribute at their optimum levels, leaders need to possess DQ. Leaders in this study need to be educated or reeducated so that they understand who protected class employees are in the workplace.
The Stakeholders
Implications for human resource development professionals and researchers are offered. Opportunities for workplace leaders and protected class employees are presented.