AUAS - BCIT Telecom

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AUAS - BCIT Telecom. Pauline Vandenbroucke - Emily Bekaert - Batikan Erdogdu - David Khamthao - Jonathan Hui.

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TABLE OF CONTENTS. 1.. Pestle analysis. 2.. Business Strategy.

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Telenet & Shaw.

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Pestle analysis.

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BELGIUM Contract with government COVID - 19 CANADA R egulation issues Net neutrality COVID– 19.

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BELGIUM Failure of an operator Durable competitive environment Inflation, interest rates, and taxes CANADA I ncrease in tax I nlfation I ncrease revenue.

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BELGIUM I mportance data security E xpand mobile coverage Products developed to needs Align strategies to gain advantage Purely market-driven CANADA N ecessity & ingrained to the world M ore reliable internet.

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BELGIUM Smart cities Introduction 5G Cybersecurity Fibre cables CANADA 5G N ew technology B etter equipment F ibre optic cables.

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BELGIUM Federal Electronic Communications Act BIPT establishing regulations Protecting fair market competition Protecting customers Telecommunication policy CANADA CRTC regulates all telecommunications companies R ules & regulations.

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BELGIUM FTTH = Fiber to the x C onsumes less energy CANADA ETNO  2.6% of CO2 emission (2020) S earching ways to reduce environmental footprint.

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Business strategy.

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Differentiation strategy D ifferent subscription plans Advantages B rand loyalty S tand out from competitors.

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THREATS OF NEW ENTRANTS Won’t affect a big company directly ( Telenet ) More innovation BARGAINING POWER OF SUPPLIERS E xtract higher price less profits BARGAINING POWER OF BUYERS A sk for discounts or reduced price I nnovations.

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THREAT OF SUBSTITUTES I nvest into R&D R isks of losing out to disrupters INTERNAL COMPETITION D ifficult to earn sustainable profits M ore unique products.

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THREATS OF NEW ENTRANTS brings Innovation pressure through lower price strategy reducing costs new value propositions Investments in research and development BARGAINING POWER OF SUPPLIERS D ominant position can decrease margins in the market E xperimenting with products BARGAINING POWER OF BUYERS L arge customer base R educe bargaining power Streamline its sales and production process D iscounts and offerings on established products.

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THREAT OF SUBSTITUTES C ore needs of the customer I ncreasing the switching cost INTERNAL COMPETITION F ocus on differentiating U nique products C ollaborations with competitors.

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Conclusion.

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Covid-19 Inflation 5G Fibre cables Better the environment.

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Reflection.

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Audio Recording 14 May 2022 at 16:50:05. Communication.

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Audio Recording 14 May 2022 at 16:53:08. Operates on a virtual basis G ood organization.

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Audio Recording 14 May 2022 at 16:53:58. Very satisfied “Everything you do yourself, you do better”  not in a team Big time difference G ood atmosphere Good division of the tasks.

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Audio Recording 14 May 2022 at 16:57:30. High team efficiency Good division of tasks Everyone does their work Everything is approved by everyone.

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Audio Recording 14 May 2022 at 16:58:57. Reflection.

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Audio Recording 14 May 2022 at 17:00:12. International team Time difference Other cultures Other ways of working Useful in the future Approach.

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RESOURCES. Telenet . (n.d.). Telenet [Logo]. Profource . https:// www.profource.com /over- ons /cases/ telenet - implementeert -oracle-fusion-applications/ Shaw. (n.d.). Shaw [Logo]. Wikipedia. https:// en.wikipedia.org /wiki/ Shaw_Communications MLB- webbeheerder . (2020, January 2). Niuew logo BIPT [Logo]. On4mlb. https://www.on4mlb.be/2020/01/ nieuw -logo- bipt / CRTC. (n.d.). Conseil de la radiodiffusion et des télécommunications canadiennes [Logo]. Wikipedia. https:// fr.wikipedia.org /wiki/Conseil_de_la_radiodiffusion_et_des_télécommunications_canadiennes.