integrated telecom company
integrated telecom company ltd. (itc) - company details on zawya mena edition
company profile for integrated telecom company ltd. , please navigate through the tabs below to find out more about the company integrated telecom company ltd. , its data center presence, services and contact options .
address: integrated telecom company ltd. dabab street 8732 riyadh saudi arabia website: » visit click here if you are interested in a quote from integrated telecom company ltd. .
integrated telecom company (itc), succeeded in obtaining a tier iii certificate from uptime institute for its data centers .
glassdoor gives you an inside look at what it' s like to work at integrated telecom co. , including salaries, reviews, office photos, and more. this is the integrated telecom co. company profile. all content is posted anonymously by employees working at integrated telecom co. .
saudi executive cloud is a brand name owned by integrated telecom company (itc) the leading provider of information and communications technology that established in 2005... –
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i applied through college or university. i interviewed at integrated telecom co. (riyadh (saudi arabia) ) in june 2013 .
established in 2005, integrated telecom company (itc) is a leading national telecommunications company, licensed by the citc to provide data, , satellite and broadband solutions at speeds of up to 1 gbps for corporate clients and up to 100 mbps for individuals .
integrated telecom company (itc) is a leading saudi based telecom provider established in 2005. since then, itc has grown into one of today' s fastest - growing telecom companies offering next - generation solutions for broadband, connectivity, cloud computing, managed services, satellite services and internet services for businesses, wholesale and consumers segments .
saudi arabia' s integrated telecom company (itc) has signed a sar 4 billion (us $ 1. 06 billion) fiber network expansion agreement with the korean middle east engineering company (komee) to increase its network coverage by 10, 000 kilometers .
providing the very best in integrated telecom solutions, onestop communications is your all - in - one source for business telecom services. from high speed internet from leading t1 internet providers, to cloud computer service providers that provide the flexibility your business requires, we can help you achieve your vision of excellence. our hassle - free telecom products are designed to be both cost - effective and seamlessly integrated. onestop’s telecommunications consulting experts work to find the best local integrated telecom solutions for your business—allowing you to focus on the growth and day to day management of your company or organization .
riyadh - integrated telecom company (itc), a leading information and communications technology company, is sponsoring the 7th annual kingdom smart government summit launched by yesser (the e - government program). the summit will take place in riyadh on may 9 - 10, 2016 .
established in 1999, onesuite is a pioneer of prepaid integrated telecom services. our mission is to give users the greatest telecommunications convenience at the lowest price .
the agreement, one of the largest in the kingdom’s telecommunications sector, was signed by engineer ghassan itani, ceo & president of integrated telecom company (itc), and dr. jong man kwon, president & ceo of komee .
integrated telecom company (itc), the leading telecom provider in saudi arabia succeeded in obtaining a tier iii certificate from uptime institute for its data centers located in khobar
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. this certificate enhances company' s capabilities and ensures continuing focus on efficiency of the business operations that are provided to
the company’s expertise lies in the breadth of services it offers in the telecom infrastructure space. it offers all outsourced services related to design, installation, construction, operation and maintenance of telecom networks. it offers services to telecommunication equipment manufacturers, telecom operators as well as third party infrastructure leasing companies in installing and maintaining telecom network equipment & infrastructure. it is also registered with department of telecommunication as infrastructure provider - category i .
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get the lowest total cost, a streamlined telecom account, easy access and easy budget management .
integrated telecom company ltd. (itc), a leader in information and communication technology, signed an agreement with nokia to perform experimental trials to develop and measure the 5g applications. itc is willing to contribute in a strategic vision, to develop the 5g in favor of the new advanced bro…
nu tek offers integrated telecom - infrastructure related services for operators and equipment manufacturers. we begin from the conception to installation and operations. we also provide premium - outsourcing solutions. our differentiation point has always been our four qualities :
the equity shares of the company are proposed to be listed on bombay stock exchange and national stock exchange .
with r & d capabilities accumulated over many years, sercomm has successfully mastered the key technologies and market trends of the telecom broadband industry, subsequently creating products for various user groups (i. e. , home, commercial, telecom, security surveillance, and cloud - based applications) that offer clients broadband products with integrated designs and services. after years of strategic operations in the telecom market, sercomm is gradually reaping its fruits. sercomm’s mainstream products include integrated access devices (iad), fttx products, cable docsis 3. x equipment, small cells, smart home control, mobile iot and smb products, all of which are leaders in their respective genres. sercomm serves frontline telecom operators in europe, america, and emerging markets, and has successfully positioned itself as an international supplier .
view the full company profile with details of ownership, investments, and subsidiaries on thomson reuters business development mena .
gaithersburg, md, march 7, 2017 – according to a survey conducted by frost & sullivan in collaboration with broadsoft, inc. (nasdaq: bsft), 90% of telecom providers believe that integrated, cloud - based platforms speed time to market for the delivery of unified communications offerings to business customers. the survey results indicate that an integrated saas cloud - based unified communications and collaboration (uc & c) platform can enable telecom providers to remain competitive in a rapidly evolving market through enhanced offerings, reduced sales cycles, and new revenue opportunities .
1989 – 1994, managing director, easterncatering & operations company (a mawarid group co .), riyadh, saudi arabia
leading telecom provider in saudi arabia, national & international connectivity and data communication solutions. independent infrastructure with 6 cls saudi arabia, السعودية · urltoken
the wholesale segment includes termination of inbound international voice traffic, international roaming agreements, and point - to - point leased line connectivity. the broadcasting segment delivers integrated satellite and broadcasting services to broadcasters and media companies. the company was founded on december 28, 2005 and is headquartered in dubai, united arab emirates .
to support the above activities, we have a well established set up infrastructure facilities with our principal company, business partners & associate companies .
telecom equipment network implementation & commissioning includes all the activities needed to make a base station or transmission site operational and to function as a part of a telecommunication network .
slashing prices usually lowers profits for all incumbents without driving the low - cost entrant out of business. i learned that firsthand while serving as a consultant to a european telecom - equipment provider that was competing against traditional rivals as well as a low - cost asian competitor for a multimillion - dollar contract in africa. all the bidders kept cutting prices in order to best the asian rival’s offer, which proved to be the lowest after every round of bidding. eventually, the telecom giants discovered that the asian company had offered a 40% discount on the lowest price the customer could negotiate with its rivals! not surprisingly, the low - cost company won the contract. in addition, although the telecom giants would not have made profits on their lowest bids, the asian contender seemed likely to do so .
powered by cost - saving cloud technologies, a global telecom network, and aided by our dedicated staff, onesuite is proud to bring our customers quality service at wallet - happy rates .
the findings of the saas revolution report conducted by frost and sullivan were based upon in - depth interviews with 20 senior executives at major global telecom providers during the fourth quarter of 2016. from the research, it is clear that the business priorities of telecom providers need to change with the rapidly evolving ucaas market, as 90% of respondents indicate an integrated, cloud - based platform speeds time to market; 63% believe it reduces reliance on scarce resources; and more than half (52 %) believe it enables them to transition from a capex to a more profitable saas opex model .
the company intends to utilize the proceeds from the issue to meet the cost of capital expenditure, overseas acquisitions and augmenting the long term working capital requirement amongst others .
low rates and minimal cost makes onesuite the ideal small - to - medium business telecom solution, while the flexibility and mobility of our product lineup lets us grow and expand with your organization .
becoming a solution provider has yielded significant benefits for the company. since orica sells explosives as part of a service, the product’s price is less transparent. furthermore, blasting solutions require the company to integrate several products and services, so its average sales are bigger than when it sold only explosives. since orica manages blasts at several customer sites, it has enhanced its competence and knowledge. customers in the meantime have become more dependent on the company’s blasting solutions because they have stopped investing in the process .
upon completion of those projects, itc shall be classified as a leading telco grade company and positioned to offer advanced and unique data communications products and services with unprecedented quality of service and service level agreements .
in theory, a company can consider switching from a high - cost to a low - cost business model. in practice, such a transformation is unlikely because the incumbent will have a profitable albeit shrinking business to maintain. moreover, switching to a low - cost business model means acquiring capabilities that are different from the company’s existing competencies. it’s hard to imagine many market leaders having the stomach for that .
“telecom providers recognize that rapid and cost effective product innovation is a key business driver in the dynamic and highly competitive ucaas market, and are increasingly looking to vendors to offer flexible and innovative delivery options, ” said taher behbehani, chief digital and marketing officer, broadsoft. “to help telecom providers meet this market challenge, broadsoft remains focused on developing and offering a complete range of delivery models, including broadcloud, a paas offering and our powered by broadsoft go - to - market program. ”
how to fight low cost rivals? kumar describes four alternative strategies: 1) differentiate your offerings, 2) augment your traditional operations with low cost ventures, 3) switch to cross - selling products and services as integrated packages, and 4) become a low cost provider yourself .
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since its founding in 1992, sercomm corporation (twse: 5388) has been committed to the development of broadband networking software and firmware. with its state - of - the - art manufacturing facility and its fully integrated engineering capability, sercomm offers comprehensive telecom broadband solutions, and is now a global leader in the industry. headquartered in taipei, taiwan, sercomm now employs thousands of people around the world. a global logistics network is now taking shape with r & d centers and production sites both in taiwan and china. as part of sercomm' s global strategy, coupled with the company’s aim to provide better customer service, sercomm’s global operations network now covers the north american, european, chinese and asian pacific markets. in the past decade sercomm has continued to exert its core competencies and has been able to provide the best time - to - market solutions to customers, thereby experiencing exponential growth. the company has maintained outstanding operations in the ever - changing technology industry and is constantly improving its performance in technology development, product quality, and customer service .
we help you navigate the decision making process by gathering competitive quotes and presenting them to you in an unbiased manner. we never compromise quality; all the carriers we represent have world class networks with the 99. 999% reliability that your company demands .
in addition, itc owns 10 metro - fiber rings spanning all major cities. these fiber optic rings are based on top - of - the - line sdh and dwdm technologies for extremely fast data transfers, delivering high - quality local and international telecom services and helping ensure robust fttx connectivity kingdom wide .
browse through our product offerings to find the areas of telecommunications you wish to add to your business. with high speed internet solutions like t1, t3, metro ethernet, and mpls, you can interact with your partners and customers faster. hosted pbx, pots, and local voice lines keep you connected and we can also negotiate data and cellular access contracts as well. cloud computer service providers are ideal for growing businesses that need to access their data anywhere. we work with t1 internet providers, cellular carriers, and other companies to develop a telecommunications strategy that’s unique to your business. contact us today to learn more about the integrated telecom solutions below .
the price band has been fixed between rs 170 and rs 192 per equity share. the issue constitutes 26. 07% of the fully diluted post - issue paid up equity share capital of the company. the issue has been assigned an ipo grade of 3 out of 5 by rating agency, crisil ltd .
any company that is thinking about taking advantage of one or more of our reliable, affordable services can get started by contacting one stop communications. we offer convenient contact options that let busy companies get in touch with a representative at a time that is convenient for them. get started by calling 1 - 866 - 594 - 9166 .
choose the strategy that best fits your company’s situation. for example, when irish airline ryanair realized it couldn’t compete with aer lingus using modest price discounts, it transformed itself from a high cost, traditional carrier into a low cost provider. its revenues jumped 28% in just one year, and it boasted the highest punctuality rate of all the european airlines .
emirates integrated telecommunications co. psjc engages in the provision of fixed, mobile, wholesale, broadcasting, and associated telecommunications services. it operates through the following segments: mobile, fixed, wholesale, and broadcasting. the mobile segment offers mobility services such as mobile voice and data, mobile content, and mobile broadband wireless fidelity. the fixed segment comprises of wire line services such as broadband, internet protocol (ip) television, and ip and virtual private network business internet and telephony .
frost & sullivan, the growth partnership company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today' s market participants. for more than 50 years, we have been developing growth strategies for the global 1000, emerging businesses, the public sector and the investment community. contact us: start the discussion
the ipo of nu tek india, a telecom infrastructure services provider offering infrastructure rollout solutions for both mobile and fixed telecommunication networks, has received total bids for 73, 49, 220 equity shares as against the total issue size of 45, 00, 000 equity shares and is subscribed 1. 63 times, as per nse website. the issue comprises a fresh issue of 3, 500, 000 equity shares and an offer for sale of 1, 000, 000 equity shares by a strategic investor .
pay - as - you - go, it seems straightforward, but onesuite was one of the first to introduce pay - as - you - go billing after opening an account with a prepaid balance. when usage (making calls or sending faxes) occurs, it gets deducted from your account balance. this way, your telecom service works in your favor, and you never pay extra for minutes or pages you don’t use. at onesuite, you’ll only need to pay for what you use, then recharge when your account balance is low .
since low - cost players turn incumbents’ basic products or services into commodities, existing companies may be able to succeed by selling solutions. by offering products and services as an integrated package, companies can expand the segment of the market that is willing to pay more for additional benefits. solutions offer several advantages: they include a large service component, so it’s hard to evaluate the quality of the solutions various companies provide. over time, the seller develops a deep understanding of the customer’s business processes, so the customer finds it difficult and costly to change suppliers. furthermore, since low - cost players have limited product ranges and service capabilities, they cannot offer solutions .
since the tactics i’ve mentioned are well - known, i will not discuss them in detail. my research shows, however, that three conditions determine their efficacy. first, smart businesses don’t use these tactics in isolation. for instance, bang & olufsen is able to compete effectively against low - cost electronics manufacturers with its design capabilities. that approach works well because the danish company also keeps introducing new products, cultivates an upscale brand image, and invests time and money in creating cool - looking retail outlets .
successful price warriors stay ahead of bigger rivals by using several tactics: they focus on just one or a few consumer segments; they deliver the basic product or provide one benefit better than rivals do; and they back everyday low prices with superefficient operations to keep costs down. that’s how aldi, the essen - headquartered retailer that owns trader joe’s in the u. s. , has thrived in the brutally competitive german market. aldi’s advantages start with the size of its product range. a typical aldi outlet is a relatively small, 15, 000 - square - foot store that carries only about 700 products—95% of which are store brands—compared with the 25, 000 - plus products that traditional supermarkets carry. the chain sells more of each product than rivals do, which enables it to negotiate lower prices and better quality with suppliers. in fact, many of aldi’s private - label products have bested branded products in competitions and taste tests. the small number of products also keeps the company’s supply chain agile. another efficiency stems from the fact that aldi sets up outlets on side streets in downtown areas and in suburbs, where real estate is relatively inexpensive. since it uses small spaces, the company’s start - up costs are low, which enables it to blanket markets: aldi now owns 4, 100 stores in germany and 7, 500 worldwide .
selling solutions requires a company to manage customers’ processes and increase their revenues or lower their costs and risks. take the case of australian giant orica’s mining services division (the erstwhile ici australia’s explosives business), which sells explosives to stone quarries. to set up a blast, experts drill holes in rock faces over the course of several days. the holes are filled with packaged explosives on the day of the blast, a task that can take up to five hours. loading the explosives is often a race against the clock since blasting times are restricted. drilling and blasting costs are a significant component of a quarry’s operating costs. because of strict controls on the storage and handling of explosives, companies used to order just enough explosives for one blast, which orica would deliver on the appointed day .
second, companies must be able to persuade consumers to pay for benefits. the ability to do so usually depends on the products they sell. for instance, gillette, finding that it can push the “closer shave” envelope for men, has launched the atra, atra plus, sensor, sensor excel, mach 3, mach 3 turbo, and centro shaving systems at ever higher prices over the past 20 years. however, when the company deployed a similar strategy for duracell batteries by emphasizing longer life, many consumers balked at paying higher prices after a certain point. that’s because they found it almost impossible to notice the better performance and longer life of duracell ultra batteries. energizer and rayovac fought back by offering more batteries for the same price, which negated duracell ultra’s long - life advantage. eventually, gillette had to back away from this differentiation gambit .
the moment a company spots a low - cost competitor, it would do well to ask itself this question: is our new rival targeting a segment we don’t want to serve or will it eat into our sales? (the exhibit “a framework for responding to low - cost rivals” shows companies’ options in various situations .) if the new entrant has set its sights on customers no other business serves, incumbents needn’t worry—for the moment. they can observe without engaging the competitor. that wait - and - watch strategy often works for companies that market products for people at the very top of the pyramid, such as wines, perfumes, and cosmetics. for instance, when europe’s supermarket chains launched private - label water, it had little impact on market leaders such as evian, perrier, and san pellegrino. bottled water is a superpremium product, and store brands serve consumers who rarely buy it .
conventional wisdom suggests that because a low - cost operation’s sources of competitive advantage aren’t the same as those of the parent, the subsidiary should be housed separately. by setting up an independent unit, an established company can create a start - up operation with structures, systems, staff, and values that are different from its own. because it is independent, the low - cost operation will be more accountable and is less likely to be smothered by the parent business’s worry that the subsidiary will cannibalize its sales. however, as the case of the airlines shows, independent units are necessary but not sufficient for the success of a dual strategy. that’s because common ownership often imposes constraints on low - cost operations. for instance, the trade unions didn’t allow u. s. airlines to pay employees of their low - cost subsidiaries wages as low as those at southwest airlines and jetblue. unsurprisingly, those subsidiaries failed to take off .
never doubt the power of example, though. one company has successfully achieved such a transformation, and your organization could be the second. in 1991, michael o’leary was tapped to turn around ryanair, an unprofitable, high - cost, traditional airline. the airline had been pursuing a strategy of advertising prices somewhat lower than those of ireland’s flagship carrier, aer lingus. o’leary realized that success depended not on being 10% cheaper but on being 80% to 90% cheaper, and he believed that was possible only if ryanair transformed itself. o’leary made several tough decisions to convert ryanair into one of europe’s leading low - cost airlines. he replaced the entire fleet, which comprised 14 types of planes, with a fleet of boeing 737s. rather than operating out of secondary airports, ryanair started operating from secondary cities, such as torp, 65 miles from oslo; char - leroi, 37 miles from brussels; and beauvais, 35 miles from paris. in addition to charging lower fees, some of these airports also paid ryanair to fly into them. at o’leary’s prompting, ryanair stopped accepting bookings through travel agents and moved to direct bookings, at first through call centers and later over the internet .
aldi doesn’t pamper customers. its stores display products on pallets rather than shelves in order to cut restocking time and save money. customers bring their own shopping bags or buy them in the store. aldi was one of the first retailers to require customers to pay refundable deposits for grocery carts. shoppers return the carts to designated areas, sparing employees the time and energy needed to round them up. at the same time, aldi gets the basics right. there are several checkout lines, so wait times are short even during peak shopping hours. its scanning machines are lightning fast, which allows clerks to deal quickly with each shopper. most retailers follow local pricing, but every aldi store in a country charges the same price, which reinforces the chain’s image as a consumer champion. in 2006, germans voted aldi the country’s third most - trusted brand, behind only siemens and bmw. aldi sells products far cheaper than rivals do. to suppliers’ prices, the company adds about 8% to cover transportation, rent, marketing, and other overhead costs, and about 5% for staff costs. thus, aldi’s average markup is 13% while that of most european retailers is 28% to 30% . not surprisingly, 89% of all german households made at least one trip to an aldi in 2005, and according to european market research firms, the chain had a 20% share of germany’s supermarket business .
xiameter found that it had to offer products at prices 20% lower than dow corning’s in order to take on other low - cost players. it uses every tactic in the book to do so. instead of quick deliveries, xiameter promises a shipping date seven to 20 days from the order date so that it can schedule the manufacture of its products when dow corning’s factories are idle. it doesn’t offer any technical services, so it hasn’t invested in a service facility. to keep its supply chain efficient, xiameter sells only full truck, tank, or pallet loads of products. customers either enter orders on a web site or pay an extra $ 250 to order by e - mail or phone. once set, a shipping date cannot be changed unless the customer pays a 5% fee; a rush order incurs a 10% premium; and an order cancellation fee is 5% . such rules make production planning easier. xiameter offers only 30 - day supplier’s credit, which helps reduce working capital needs, and it prices products in just six currencies to limit currency risk. in 2001, dow corning posted sales of $ 2. 4 billion; in 2005, the combined sales of dow corning and xiameter were $ 3. 9 billion. that increase helped the parent company turn a loss of $ 28 million in 2001 into profits of $ 500 million in 2005. the strategy has also helped customers better appreciate the additional benefits that dow corning provides, enabling it to charge premium prices .
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the fiber optic backbone (fob) project that spreads over 12, 500 km covering 19 main cities and offers an initial huge capacity amounting to 40 gbps .
the two cable landing stations in al - khobar and jeddah connecting our national fiber optic backbone with the flag marine cable, which provides itc with massive bandwidth capacity to international / internet backbone networks .
hundreds of kilometers of fiber optic rings inside the major cities connecting all point - of - presence (pop) together through the same fiber network .
the base stations and towers providing wireless broadband last mile connectivity within cities using wimax - the latest wireless broadband technology adopted worldwide and wifi technology .
the latest operations and business support systems (oss / bss) on top of highly advanced data centers, call center, and network operations center (noc) .
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the south korean embassy’s commercial attaché attended the signing ceremony, along with officials from the two companies, the saudi communications & information technology commission (citc) and members of the media .
in a press conference that accompanied the signing, eng. itani stressed the significance of this deal, and indicated that it would solidify itc’s status as a major player in the saudi telecommunications sector. he added that the project would be implemented in four phases, starting in february, following the completion of the saudi national fiber network (snfn), a 16, 000 - kilometer network that has been built over a period of four years to link the kingdom’s cities and provinces .
eng. itani said that the project with komee would leverage the advantage of itc’s ownership of two independent cable landing stations in jeddah and khobar. these facilities already enable itc to connect its clients in the kingdom and abroad through submarine cables, complementing itc’s terrestrial links with gcc and other neighboring countries .
eng. itani added, that the project will lend major support to the citc’s efforts to enhance the kingdom’s telecommunications sector, by actively contributing to the kingdom’s strategic educational, governmental and economic development .
dr. jong said that komee is delighted to be able to serve its clients through this agreement, both in the kingdom and abroad. he added that the saudi telecommunications sector is one of the world’s fastest - growing .
dr. jong reiterated komee’s commitment to implement the project, in co - operation with saudi national contractors, according to the highest international standards .
it is important to note that korea has the world’s second most - advanced fiber optic infrastructure, with one of the most modern networks in the world .
itc provides businesses with customized solutions and vpn options. we specialize in helping businesses connect and move their data around easier, faster, & safer
itc owns and operates two international cable landing station in al khobar and jeddah connecting the kingdom to the rest of the world through submarine cable systems .
our data centers provide our clients with colocation and secure connectivity locally and abroad .
committed to play a major role in helping the kingdom meet its future data communications needs .
itc owns dsp, isp and vsat license as well as an independent infrastructure that includes two international landing stations in al - khobar and jeddah connecting the kingdom to the rest of the world through submarine cables. these gateways are in turn connected to all cities in the kingdom through our 17, 000 - kilometer saudi national fiber network (snfn) .
itc has maintained its technological pace progressively for more than a decade as one of the most reliable telecoms that earned the confidence and trust of most government and semi - government sectors and private sectors from financial groups, large organizations, major oil and gas companies as well as small and medium - sized businesses .
itc is part of al mawarid group of companies, a diversified saudi conglomerate with over 50 years of service in the kingdom. the group consists of 27 subsidiaries engaged in 4 major business areas including media and communications, investment services, projects and trading .
to empower our business and residential communities with smart communication and business solutions to help them realize their unlimited potential .
to create value by delivering customer centric offerings & support, driving a performance - led culture, optimizing resources and constantly evolving our technology utilization and knowledge .
itc maintains strategic partnerships with market - leading technology partners including trusted names such as cisco, sun microsystems, oracle, hp, nec, pccw, reliance, red line communications, etisalat, osn, level 3 communications and others .
in itc we adopt quality as the foundation of our existence and the strategy for growth. we are committed to continuously invest in developing our human capital and improving our network capacity, internal systems and processes' capabilities in order to develop unique value propositions and deliver an unparalleled customer experience .
companies that provide internet access and related services to consumers and businesses using various technologies (includes dsl, wimax, dial - up, cable, satellite, and other technologies) .
companies that design, manufacture, assemble, and distribute computers and computer hardware (including personal, large - scale, and specialized computers, computer peripheral devices, other computer - based systems) and companies that provide services related to computers including development, programming, consulting, distribution, installation, maintenance, and other support services .
companies that provide internet access and related services such as hardware or software consulting related to internet connectivity; include companies that operate, manage, and maintain data transmission networks, companies own the equipment and telecommunication network access required for a point - of - presence on the internet, may provide local, regional, or national coverage for clients or for other internet service providers .
companies that lease or rent out space on a server they own to host their client' s websites; also includes companies that provide data center space for others' servers .
companies that provide services related to computers that include software development and reselling, website services, website and database hosting, storage services, network setup and maintenance, consultation, it auditing, and other related services .
companies that provide services related to websites including website design and development, e - commerce (electronic commerce) website design and marketing, website hosting, and other services such as training and maintenance services .
companies that provide transmission of and access to voice, data, text, sound, and video communication services. the companies operate and manage wired and wireless transmission facilities and networks; design, manufacture, market, distribute, and resell equipment used for such communication; in addition to companies that provide related support services such as systems installation, repair, maintenance, and other services .
companies that provide transmission, access, and resale of telecommunication services such as teleconferencing, video conferencing, web conferencing, telemetry, and other telecommunication services .
companies that provide transmission of and access to voice, data, text, sound, and video communication services. the industry includes companies that operate and maintain telephone, mobile, messaging, internet and other networks in addition to resellers, infrastructure developers, telecommunications investment companies, and other telecommunications service providers .
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provides internet, cloud computing, data center services and web hosting solutions; offers router management services .
dubai - international data corporation (idc) today announced that the 2016 edition of its popular annual it forum roadshow will be expanded to include nine stops as it traverses the middle east over the next three months. more than 1, 000 it professionals attended the five events held last year, and the global ict research and advisory services firm is expecting that figure to top 1, 500 under the
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was professionals and met directly with the mangers, part of the interview was in group interview. i was requiring professional’s clothes and conversations. the interviewers were all the section managers .
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2002 – dec 2009, chief operatingofficer, orbit communications co. , manama, bahrain
1999 – 2002, executive vicepresident, sales & marketingm orbit communications co. , riyadh, kingdom ofsaudi arabia
1997 – 1999, managing director, internationalproductions & distribution services est. , (ipds) riyadh, kingdom of saudiarabia
1994 – 1997, deputy managingdirector, mawarid services ltd. , (a mawarid group co .), riyadh, kingdom ofsaudi arabia
1987 – 1989, project manager, riyadhcity cleaning project (under mawarid services ltd. ,), riyadh, kingdom of saudiarabia
1984 – 1986, project manager, fagacotrading & contracting ltd. , limassol, cyprus
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undertake design, construction and implementation of the telecommunication networks. the content of the service package is matched as per needs of the customer .
operators having an existing and established vendor base for civil and electrical works use this model to overcome the difficulties in bundling the same together due to a shortage of efficient program management resources .
we undertake annual maintenance contracts (amcs) for our clients in order to help them maintain their existing infrastructure. we are well equipped to provide operation and maintenance support at the sites built by us for our clients as well as for those built by others .
activity includes rolling out optical fibre cable with in the city limits (access) and for long distances connecting cities (backbone) .
( ii) for securities held in demat form to the investors' depository participant (s) and / or aarthi consultants pvt. ltd .
a - 213, road no. 4, gali no. 11, mahipalpur, delhi - 110037
the book running lead managers to the issue are spa merchant bankers limited and india infoline limited .
nu tek was established with an aim to serve the ever growing market demand in india & china .
our long term vision is to be one of the most reputed suppliers of chemicals, allied products and commodity items .
we are guided by the principles of high product quality & standard excellent relation with customer & supplier commitment to society protect the environment .
nu tek key strengths lie in its highly trained experienced people with extensive knowledge of the industry and their ability to apply the right technology to provide you value - added solutions. not only has our professional work in the international arena, they also bring with them the state of art technological advancements and solutions
nu tek is a supplier of bulk, intermediate & specialty chemical' s in india and china .
our product range virtually caters to every segment of industry, from plastics to textiles to consumer products. we source our products from leading international companies. our excellent relationship with our customers ensures us products of reliable quality and on time delivery. we have a loyal customer base comprising of leading oil & gas, petrochemical and manufacturing industries
sources: factset, bloomberg, s & p; cap iq; forbes .
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the department of defense information network approved products list (dodin apl) is established in accordance with the uc requirements (ucr 2013) document and mandated by the dod instruction (dodi) 8100. 04. its purpose is to maintain a single consolidated list of products that have completed interoperability (io) and cybersecurity certification. use of the dodin apl allows dod components to purchase and operate systems over all dod network infrastructures .
the dodin apl is the only listing of equipment by dod to be fielded in dod networks. dod components are required to fulfill their system needs by only purchasing dodin apl listed products, providing one of the listed products meets their needs. this means the dodin apl must be consulted prior to purchasing a system or product. if no listed product meets the organization' s needs, they may sponsor a product for testing that does meet their needs .
apco acts as the staff element for disa to manage the dodin apl process .
apco provides process guidance, coordination, information and support to vendors and government sponsors throughout the entire process, from the registration phase to the attainment of dodin apl status. additionally, the apco manages the dodin apl removal list, which consists of products that have been removed from the dodin apl .
this area helps you find the right product for your business needs. if you are looking for troubleshooting, installation, technical documentation, or downloads, you will get them faster in our technical support area .
improve efficiency, performance, and productivity to boost the value of your resources .
manage and optimize your it and network assets in the cloud and on - premises .
companies find it challenging and yet strangely reassuring to take on opponents whose strategies, strengths, and weaknesses resemble their own. their obsession with familiar rivals, however, has blinded them to threats from disruptive, low - cost competitors .
successful price warriors, such as the german retailer aldi, are changing the nature of competition by employing several tactics: focusing on just one or a few consumer segments, delivering the basic product or providing one benefit better than rivals do, and backing low prices with superefficient operations. ignoring cut - price rivals is a mistake because they eventually force companies to vacate entire market segments. price wars are not the answer, either: slashing prices usually lowers profits for incumbents without driving the low - cost entrants out of business .
companies take various approaches to competing against cut - price players. some differentiate their products—a strategy that works only in certain circumstances. others launch low - cost businesses of their own, as many airlines did in the 1990s—a so - called dual strategy that succeeds only if companies can generate synergies between the existing businesses and the new ventures, as the financial service providers hsbc and ing did. without synergies, corporations are better off trying to transform themselves into low - cost players, a difficult feat that ryanair accomplished in the 1990s, or into solution providers .
there will always be room for both low - cost and value - added players. how much room each will have depends not only on the industry and customers’ preferences, but also on the strategies traditional businesses deploy .
formidable price warriors—such as germany’s aldi supermarkets, india’s aravind eye hospital, china’s huawei telecommunications—have gobbled up established players’ lunches. yet many incumbents ignore these rivals, assuming—mistakenly—that extreme discounting will drive them out of business. other established players mount price wars, which only slashes their profits without disrupting low cost contenders’ lean business models .
it’s easier to fight the enemy you know than one you don’t. with gale - force winds of competition lashing every industry, companies must invest a lot of money, people, and time to fight archrivals. they find it tough, challenging, and yet strangely reassuring to take on familiar opponents, whose ambitions, strategies, weaknesses, and even strengths resemble their own. ceos can easily compare their game plans and prowess with their doppelgängers’ by tracking stock prices by the minute, if they desire. thus, coke duels pepsi, sony battles philips and matsushita, avis combats hertz, procter & gamble takes on unilever, caterpillar clashes with komatsu, amazon spars with ebay, tweedledum fights tweedledee .
what should leaders do? i’m not the first academic (nor, i daresay, will i be the last) to pose that question. several strategy experts, led by harvard business school’s michael porter in his work on competitive strategy and clayton christensen in his research on disruptive innovations, and tuck school’s richard d’aveni in his writings on hypercompetition, have described the strategies companies can use to fight low - cost rivals. but that body of work doesn’t make the phenomenon less interesting—or render the threat any less formidable. for, despite the buckets of ink that academics have spilled on the topic, most companies behave as though low - cost competitors are no different from traditional rivals or as though they don’t matter .
over the past five years, i’ve studied around 50 incumbents and 25 low - cost businesses. my research shows that ignoring cut - price rivals is a mistake because it eventually forces companies to vacate entire market segments. when market leaders do respond, they often set off price wars, hurting themselves more than the challengers. companies that wake up to that fact usually change course in one of two ways. some become more defensive and try to differentiate their products—a strategy that works only if they can meet a stringent set of conditions, which i describe later. others take the offensive by launching low - cost businesses of their own. this so - called dual strategy succeeds only if companies can generate synergies between the existing businesses and the new ventures. if they cannot, companies are better off trying to transform themselves into solution providers or, difficult though it is, into low - cost players. before i analyze the various strategy options, however, i must dispel some myths about low - cost businesses .
be it in the classroom or the boardroom, executives invariably ask me the same question: are low - cost businesses a permanent, enduring threat? most managers believe they aren’t; they’re convinced that a business that sells at prices dramatically lower than those incumbents charge must go bankrupt. they cite the experience of u. s. airlines, which, after the industry’s deregulation in the 1980s, succeeded in beating off cut - price providers such as people express. what they forget is that low - cost airlines soon reemerged. by slashing fares and cutting frills, entrants like southwest airlines and jetblue have grabbed a chunk of america’s domestic air travel market. unlike their predecessors, they’re making money hand over fist, too.
integrated telecom company ( itc ) is a telecom provider established in 2005 offering broadband , interconnection and satellite services for businesses , consumers and wholesale segments of the saudi market . itc is part of mawarid holding group of companies , a diversified saudi conglomerate . the group consists of 27 subsidiaries engaged in 4 major business areas including media and communications , investment services , projects and trading . 
integrated telecom company (itc) is a telecom provider established in 2005 offering broadband, interconnection and satellite services for businesses, consumers and wholesale segments of the saudi market. itc is part of mawarid holding group of companies, a diversified saudi conglomerate. the group consists of 27 subsidiaries engaged in 4 major business areas including media and communications, investment services, projects and trading.
integrated telecom company (itc) is a telecom provider established in 2005 offering broadband, interconnection and satellite services for businesses, consumers and wholesale segments of the saudi market. itc is part of mawarid holding group of companies, a diversified saudi conglomerate. the group consists of 27 subsidiaries engaged in 4 major business areas including media and communications, investment services, projects and trading.