Case Study about Mid-Decade Review Of Progress towards Education: Somalia Country
The origins of the Somali people can be traced to two genealogical lines; the Sab and the Samale. The Sab are predominantly agriculturists and mainly inhabit the interriverine region of the southern part of the country. Ethnically, they can be identified as a mixture of Somali and other Bantu populations, whereas the Samale refers to those Somali groups who are mostly situated in the northern regions. Despite the existence of this dichotomy, the Somali people share an over-arching culture with one language that can be understood by a majority, or 95 percent, of the population — a language that has been categorized as part of the Afro-asiatic branch and the Eastern Cushitic sub-branch of languages.
Nearly one hundred years after the opening of the Suez Canal in 1869, which directly encouraged western colonialism in the Horn of Africa, Somalia became an independent and unified state. In June 1960 the Somali Republic was established out of the merger between the Italian “Trust Territory” and the British Protectorate. This merger was not the logical outcome of a well-designed plan; rather, it signified the inevitable end of a century-old struggle for colonial domination. Already in 1936, Italy had sought to establish La Grande Somalia by extending its occupation to Ethiopia and in 1941 to the British Protectorate. Thereafter, from 1941 to 1950, the British Military Administration that arose during the Second World War controlled the whole of Somalia. Keep reading…
Introduction: Splash Technology Holdings, Inc., began as an operating division of Radius, a publicly traded graphics and video subsystems developer. The Splash division developed software-based color servers that connected digital color laser copiers to local area networks. After a merger with its principal competitor, Radius began exploring the sale of its noncore but profitable Splash division, first to corporate buyers and then to private equity investors.
Challenges: The head of the Splash color server division, Kevin Macgillivray, who would later serve as CEO of Splash Technology, led the management team’s discussions with potential acquirers, seeking to balance the interests of Radius and the new company. “Radius wanted to obtain the best price. The management team that would head Splash Technology wanted the best strategic partner,” he explains.
Introduction: The banks and branches servicing the Bunschoten-Spakenburg, Nijkerk and Harderwijk-Ermelo-Putten areas in the Netherlands recently merged toform a new Dutch Rabobank entity: Rabobank Randmeren. As a result, it was necessary to combine the IT departments of the various branches andtheir business processes. A new telephone infrastructure was also required. Rabobank Randmeren chose an IP telephony solution from Mitel®that fullymet Rabobank’s needs
Increased flexibility: Before the merger, Rabobank Randmeren consisted of three different banks operating from eight different sites. Each bank had its own telephone numbers and telephone system. Consequently, the bank spent aconsider able amount of money and time on telephone system managemen and maintenance. The merger was an opportunity to change the situation for the better. The objective was to increase the manageability, scal ability and ultimately, the flexibility of the new telephony environment. The new system that Rabobank Randmeren wanted to purchase needed to function as a single telephone exchange so customers could contact the various branches of Rabobank Randmeren by dialing a single number. Furthermore,Rabobank Randmeren no longer wanted its employees to be restricted to awork station at a fixed location
Challenge: One of Italy’s leading service providers, WIND offers wireline, mobile, and IPTV services primarily to consumers, but increasingly also to businesses. The service provider’s recent merger with Russian operator VimpelCom has created the world’s fifth largest carrier, with 173 million customers.For WIND, customer service is a key differentiator within a marketplace that is becoming increasingly crowded.
In Italy, these operations rely on 1200 agents located in four contact centers in Rome, Ivrea, Pozzuoli, and Palermo. Rapid growth, however, had started to expose the limitations of an aging contact center infrastructure, which had reached capacity and would no longer scale. It was also difficult to manage peaks and troughs in call volumes across the four sites. On average, customers would wait 30 seconds for someone to answer and then a further 30 seconds before the agent could view their records
Case Study about Behavioral Aspect of Mergers and Acquisitions: India
Abstract: In the turbulent global economy, mergers and acquisitions of industries takes place to protect Indian businesses. Such mergers and acquisitions are taking place in Heavy Industries and in major service industries. This paper investigates the context, process and consequences of the merger of State Bank of Indore with the largest nationalized banking firm, State Bank of India.
Due to inadequate emphasis on the human resource aspect, employee resistance acted as impediment to merger of these two banks and delayed the process. This paper develops a model, which can help the industry achieve smooth changes without employee resistance.
Lindsay Australia Limited, which listed on the ASX in December 2002, is an integrated transport, logistics and rural supply company. Lindsay Australia is an expanding force in Australia’s transport and logistics sector. The company’s growth strategy is centered around providing a range of “end to end” services to the food processing, food services, fresh produce, rural and horticultural sectors.
The company’s extensive east coast network of 28 depots and refrigerated warehouses, was created following the merger of one of Australia’s largest private transport companies, Lindsay Brothers Transport, and P&H Rural Supplies on 16 December 2002. With 28 depots across the eastern sea board of Australia accessing core business applications via Microsoft Terminal Services, Lindsay Australia faced an increasing need to provide reliable and fast printing to its operations staff..
Case Study for Behavioral Aspect of Mergers and Acquisitions: Abstract: In the turbulent global economy, mergers and acquisitions of industries takes place to protect Indian businesses. Such mergers and acquisitions are taking place in Heavy Industries and in major service industries.
This paper investigates the context, process and consequences of the merger of State Bank of Indore with the largest nationalized banking firm, State Bank of India. Due to inadequate emphasis on the human resource aspect, employee resistance acted as impediment to merger of these two banks and delayed the process. This paper develops a model, which can help the industry achieve smooth changes without employee resistance..
Click here to read more on Behavioral Aspect of Mergers and Acquisitions..
Business Needs: Tokio Marine & Nichido Fire Insurance Co., Ltd. (Tokiomarine-Nichido) was established in 2004 as a result of a merger between Tokio Marine & Fire Insurance Co., Ltd. and Nichido Fire and Marine Insurance Co., Ltd., each of which had a history of more than 100 years. The company’s strengths are: a healthy financial standing, products supported by a high level of expertise, service development capability and risk consulting power, and a substantial agency network and damage service. The company shows continued growth.
Solution: At that time, Tokiomarine-Nichido was offered a proposal by NEC, which had designed and built the thin client system. NEC suggested that the company use the Hyper-V technology in the Windows Server 2012 Datacenter operating system, which would be released in September 2012. Tokiomarine-Nichido decided to ask NEC to conduct a test to produce data for consideration, which then would be jointly assessed by Tokiomarine-Nichido, NEC, and Microsoft.Click here to read more on Tokio Marine & Nichido Fire Insurance Co., Ltd
Maintaining the second largest telecommunications company in the world’s second largest country is no small feat. It requires consistent communication within the organization and with thousands of customers, suppliers and other contacts. When TELUS acquired BCTel in the 1990s, it took on the complex task of merging the two companies and their respective personnel and technology solutions.
TELUS in Alberta had realized productivity gains using Captaris RightFax network faxing capabilities to send numerous faxes on a daily basis to customers, suppliers, vendors, etc. Staff in BC employed a competing fax solution to handle much of its fax load. With the merger, TELUS managers wanted to standardize all office locations and users on one electronic document delivery platform that would also leverage other existing, business-critical solutions. Click here to read more…
Introduction: The Aramice IT center was born on January 1, 2008 following the merger of CIGMA GCA and the Mornay Group’s IT systems management. Created as a non-profit association, Aramice has three clients, Audiens, Mornay and NovalisTaitbout, each working in the social welfare sector (supplementary pensions, personal insurance and social action). Aramice’s role is to provide IT systems to its clients and ensure they are functioning correctly, as well as operating more than 900 servers and 6,500 workstations. With its headquarters in Saran, France and offices in Paris and Lyon, there are almost 750 people working for Aramice.
Collaboration with Avocent before Aramice: In 2004, 200 distributed servers (AIX, Windows® and Linux®) migrated to two clean rooms (one production, the other back-up) several kilometers from the head office. And, to ensure continuous operation of its distributed computing, Maurice Dall’Agnol, then head of the department responsible for the Mornay Group’s distributed infrastructure and architecture, started looking for solutions that would allow it to recover lost functions with the physical offset of IT systems. Click here to read more…