Posts in month: April, 2009

In the new  millennium, computers have assumed as strategic importance in this corporate world. Today there is a great demand of highly qualified IT professionals. The responsibility of an IT professional is to involve in data management, computer hardware, database and software design, management and administration of the entire system and much more. In Bachelors in computers, there are two branches of engineering i.e. Computer science and Information Technology. In computer science, we study the principles of engineering that involve in the design, engineering, development, integration and testing of a computer system at almost all levels.  This branch of engineering also involves applied areas of Maths and science, electrical and electronics theory, materials engineering and programming fundamentals. On the other hand, in Information technology, we study the usage of computers and similar devices like electronic and communications for processing and distributing information by many different means. Here, we are trying to provide you some information about these engineering branches that may help you in selecting the right branch for you.

B.Tech (Computer Science) is basically a study of computers where we learn about hardware and operating systems like multitasking kernels, data buses, registers, address buses etc. On the other hand, Information technology involves in information manipulation and the business requirements.

B.Tech (computer science) concerns with the principles and concepts that are essential for the growth of IT and it is an academic study of software and hardware concepts. In B.Tech (information technology), some specific purposes may have to be studied.

With computer science, we can better understand how to solve the computer problems and information technology is the study of technology which drives information systems for business.

Computer science actually tells what is a computer and how it works whereas information technology is what and how can I do with computers?

Sharda Group of Institutions also provides B.Tech (computer science) and B.Tech (Information Technology) programs. At this institute, B.Tech (Computer science/Information Technology) 2009 admission has been started. The eligibility criteria for this program is class 12 with minimum 50% marks. The selection of a candidate will be based on Online exam (SURE)/Sharda Scholarship Carnival . The SGI Institute believes in delivering high quality education with the help of its accomplished teaching staff.

Nokia N95 8 GB is being sold like a hot cake and stirred telecommunication market with its flawless features and going to be ruler of mobile phone arena. Manufacturers burnt their mid night oil with the aim of putting its rivals on the back foot on the strength of its features. In fact, manufacturers made all the possible efforts to remove obsolescent technology for the purpose of keeping pace with the mobile arena. It is cell phone which can meet all the requirements of the mobile lovers who are very selective about purchasing this latest device. Divulged gadget is new to this trade. It is recognized as a Nokia N95 8 GB.

Unique execution of innovative technology

On account of its features, this gizmo is receiving praise from the community of mobile lovers all over the world. This gadget supports the entire major media format for instance MP3, WMA, FM radio and the list goes on. These electronic features enable to the users worldwide to enjoy optimized full screen media player. The connectivity of this gizmo is mind blowing which is dedicated to its commitments to keep connecting people. Mentioned widget supports cable CA- 75U. The size of gizmo is suitable for the customers and can be fit in the palm of the mobile lovers together with their pockets. It has an eye catching screen once users need to have an eye on it the rest of the work is done spontaneously.  The insertion of battery herein supports users BL-6F, 1200, mAh and last but not the least AC gives extra time to the customers for the utilization. Nokia N95 8 GB has come from acknowledged well-matched media portal and technology supported video layout like the very multitalented MPEG-4, H264, H263/3GPP and real video 8/9/10. All the assorted technology has been inserted precisely. There are numerous features cannot be explained lack of data’s. The company has not declared full information in regard to latest addition.

Optimum use of navigation

In respect of customers effective utilization easy navigation has been embedded herein so that they can reach on their short icon devoid of facing any difficulty.  The removal of tension has come to an end at the launching of pay as you go.           

Selling your information technology business is the most important transaction you will ever make. Mistakes in this process can greatly erode your transaction proceeds. Do not spend twenty years of your toil and skill building your business like a pro only to exit like an amateur. Below are ten common mistakes to avoid:

1. Selling because of an unsolicited offer to buy – One of the most common reasons owners tell us they sold their business was they got an offer from a competitor or more often these days, an Indian company looking to buy a customer base in the United States. If you previously were not considering this business sale, you probably have not taken some important personal and business steps to exit on your terms. The business may have some easily correctable issues that could detract from its value. You may not have prepared for an identity and lifestyle to replace the void caused by the separation from your company. If you are prepared, you are more likely to exit on your own terms.

2. Poor books and records – Business owners wear many hats. Sometimes they become so focused on the next version release that they are lax in financial record keeping. A buyer is going to do a comprehensive look into your financial records. If they are done poorly, the buyer loses confidence in what he is buying and his perception of risk increases. If he finds some negative surprises late in the process, the purchase price adjustments can be harsh. The transaction value is often attacked well beyond the economic impact of the surprise. Get a good accountant to do your books.

3. Going it alone – The business owner may be the foremost expert in GUI interfaces, but it is likely that his business sale will be a once in a lifetime occurrence. Mistakes at this juncture have a huge impact. It is especially critical to have a good M&A advisor if you are selling an information technology company because these companies do not fit traditional company valuation metrics. If an owner does not get the right representation and have several qualified buyers that covet his technology, he possibly can leave a lot of money on the table. Selling a technology company is complex. Is it a better deal to structure some of the transaction value as an earn out based on post acquisition sales performance?

Do you understand the difference in after tax proceeds between an asset sale and a stock sale? Your everyday bookkeeper may not, but a tax accountant surely does. Is your business attorney familiar with business sales legal work? Would he advise you properly on Reps and Warranties that will be in the purchase agreement? Your buyer’s team will have this experience. Your team should match that experience of it will cost you way more than their fees.

4. Skeletons in the closet – If your company has any, the due diligence process will surely reveal them. One of the key issues in information technology companies is the clear title to intellectual property. Are your employee agreements well written? If you hired outside programmers, was their agreement specific in ownership of their output? The concern of the buyer is that once it becomes public that the deep pockets company is owner, previous disgruntled employees or contractors may resurface looking to bring legal action.

Before your firm is turned inside out and the buyer spends thousands in this process and before the other interested buyers are put on hold – reveal that problem up-front. We sold a company that had an outstanding CFO. In the first meeting with us, he told us of his company’s under funded pension liability. We were able to bring the appropriate legal and actuarial resources to the table and give the buyer and his advisors plenty of notice to get their arms around the issue. If this had come up late in the process, the buyer might have blown up the deal or attacked transaction value for an amount far in excess of the potential liability.

5. Letting the word out – Confidentiality in the business sale process is crucial. If your competitors find out, they can cause a lot of damage to your customers and prospects. It can be a big drain on employee morale and productivity. What if your head of systems development gets skittish and entertains offers from other companies and leaves while you are selling? The buyer wants your top people and they represent a significant portion of your future transaction value. If word you are for sale gets out, your suppliers and bankers get nervous. Nothing good happens when the work gets out that your company is for sale.

6. Poor Contracts – Here we mean the day-to-day contracts that are in place with employees, customers, contractors, and suppliers. Do your employees have non-competes, for example? If your company has intellectual property, do you have very clear ownership rights defined in your employee and contractor agreements. If not, you could be looking at meaningful escrow holdbacks post closing. Are your customer agreements assignable without consent? If they are not, customers could cancel post transaction. Your buyer will make you pay for this one way or another. If you are tempted to sign that big deal at bargain rates to pump up your business selling price, think again. Locking in a contract at below market rates could actually cause a discount to your selling price.

7. Bad employee behavior – You need to make sure you have agreements in place so that employees cannot hold you hostage on a pending transaction. Key employees are key to transaction value. If you suspect there are issues, you may want to implement stay on bonuses. If you have a bad actor, firing him or her during a transaction could cause issues. You may want to be pre-emptive with your buyer and minimize any damage your employee might cause.

8. No understanding of your company’s value – Business valuations are complex. A good business broker or M & A advisor that has experience in your industry is your best bet. Business valuation firms are great for business valuations for gift and estate tax situations, divorce, etc. They tend to be very conservative and their results could vary significantly from your results from three strategic buyers in a battle to acquire your firm. Where a services business may sell for between 75% and 100% of last years sales, for example, technology companies are all over the map. One of our clients had a coveted piece of software technology and was able to get 8 X last years sales as his purchase price. We certainly could not have and would not have predicted that at the start of the engagement, but what a nice surprise. When it comes to selling your company, let the competitive market provide a value.

9. Getting into an auction of one – This is a silly visual, but imagine a big auction hall at Sotheby’s occupied by an auctioneer and one guy with an auction paddle. “Do I hear $5 million? Anybody $5.5 million?’ The guy is sitting on his paddle. Pretty silly, right? And yet we hear countless stories about a competitor coming in with an unsolicited offer and after a little light negotiating the owner sells. Another common story is the owner tells his banker, lawyer, or accountant that he is considering selling. His well-meaning professional says, “I have another client that is in your business. I will introduce you.” The next thing you know the business is sold. Believe me, these folks are buying you business at a big discount. That’s not silly at all!

10. Giving away value in negotiations and due diligence – When selling your business, your objective is to get the best terms and conditions. I know this is a shocker, but the buyer is trying to pay as little as possible and he is trying to get contractual terms favorable to him. These goals are not compatible with yours. The buyer is going to fight hard on issues like total price, cash at close, earn outs, seller notes, reps and warranties, escrow and holdbacks, post closing adjustments, etc. If you get into a meet in the middle compromise negotiation, before you know it, your Big Mac is a Junior Cheeseburger.

Due diligence has a dual purpose. The first is obviously to insure that the buyer knows exactly what he is paying for. The second is to attack transaction value with adjustments. Of course this happens after their LOI has sent the other bidders away for 30 to 60 days of exclusivity. If you don’t have a good team of advisors, this can get expensive

As my dad used to say, there is no replacement for experience. Another saying is that when a man with money and no experience meets a man with experience, the man with the experience walks away with the money and the man with the money walks away with some experience. Keep this in mind when contemplating the sale of your business. It will likely be your first and only experience. Avoid these mistakes and make that experience a profitable one.

This report enumerates the subscriber base and estimates subscriber growth in five classes of telecommunication services providers through a quantitative analysis of the major players in each of the following market segments: wireless carriers, CLECs, dominant incumbent carriers, regional incumbent carriers, and cable providers. In addition to enumerating subscriber totals, both by the number of subscribers and by percentage of subscribers held by each class of service provider, the report discusses the impacts that data services will have on wireless growth, the adoption of Telco-TV on the wireline carriers, and how continuing competition between wireline carriers and cable operators is being played out in the plant upgrades. This study’s main thesis is that the future of any segment is highly dependant upon the actions taken by the competitive service providers.

Report Excerpt

Chapter I

The purpose of this report is to quantify the number of subscribers by carrier for various telecommunications and media services. This report contains a section on each of the following categories:

• Wireless

• CLEC

• Dominant Carriers

• Regional Carriers

• Cable Companies

INSIGHT’s forecasts of the future number of subscribers to the various telecommunications services presented in this report were developed using a model. On the demand side of the model, we assume that six customer clusters or segments drive the telecommunications market:

Wireless Business

Wireless Residential

Landline Business

Landline Residential

Residential High Speed Internet

Residential Video

The traffic loads generated by these six segments and their evolution from one technology to the next has been fairly consistent and therefore predictable over the intermediate term. On the supply side of our model, however, we assume that five types of telecommunications providers noted above will compete for the business among these segments.

The model and resulting forecasts cover the major players in each segment, which account for at least 80 percent of the subscribers within that segment. The moves that these players make will drive the segment. Our model can also be run assuming each major player in a provider group follows a different strategy, although that level of detail was not used for this analysis. The model can handle any number of industry players.

The underlying premise is that once a certain standard has been achieved, the industry behaves much like a commodity market with changes in share driven by differences in price. In the past, customers churned between IXC and RBOC for long distance service and a bundle of local and LD. Today customers churn between DSL and cable, and in the future the churn will be between video service from the cable company versus telco versus satellite provider. Similarly, market shares between ILEC and cable companies will change as they compete for the same customer. Distribution of revenue among industry groups will also be affected; for example, wireless substitution shifts revenue from wireline to wireless.

Furthermore, the model assumes that these industry groups will behave in a manner that will increase their revenue stream over time. Telco’s may offer triple play service at a lower price point than the cable companies, but only to the point that it drives incremental revenue and margin. The cable company response to this may be to increase their share among business customers or to partner with a wireless provider to offer the quadruple play.

Another premise of the model is substitution. In addition to changing vendors, customers can change services such as migrating from a fixed line to wireless or DSL to wireless data. The model is set up to allow each provider group to offer different services, and depending on the growth rate of these services, the player may be a winner or loser. This model can also be used to estimate how changes in price will impact the overall industry. Questions arise along the lines of the following: “How far can your competitor reduce price before it will cause deterioration in their financial condition?”

1.2 Subscriber Growth Summary

Consolidation of the telecommunications industry, combined with new technologies, and some regulatory rulings have created a number of winners and losers among the categories mentioned above.

Wireless is perhaps the clearest winner, with 15 percent annual growth in subscribers over the past two and one half years. Although subscriber growth may slow in the coming years, revenues from data services will likely drive overall revenue at a healthy pace.

Market Segmentation

Wireless

Subscibers

Wireline

Subscribers

CLECs

Business

Residential

Dominent Carriers

By Line type

Video

ISP

Residential

Business

Regional Carriers

By Line type

Video

ISP

Residential

Business

Cable Companies

TV

Cable Internet

Cable Telephony

Table of Contents :

Chapter I

Executive Summary

1.1 Report Overview

1.2 1.2 Subscriber Growth Summary

Chapter II

Wireless

2.1 Wireless Overview

2.2 Market Size

2.3 Trends in the Wireless Segment

Chapter III

CLEC

3.1 CLEC Overview

3.2 CLEC Market Size

3.3 Trends in the CLEC Market

Chapter IV

Dominant Carriers

4.1 Overview (AT&T, Verizon, Qwest)

4.2 Market Size

4.3 Trends in the Dominant Carriers Market

Chapter V

Regional Players

5.1 Overview Regional Players

5.2 Regional Market Size

5.3 Trends in the Regional Market

Chapter VI

Cable Companies

6.1 Cable Companies Overview

6.2 Cable Market Size

6.3 Trends in the Cable Market

Chapter VII

Subscriber Totals

7.1 Subscriber Totals Overview

Chapter VIII

Subscriber Forecasts

8.1 Telecommunications Subscriber Forecasting Model

8.2 Wireless Subscribers

8.3 CLEC Subscribers

8.4 Dominant Carrier Subscribers

8.5 Regional Subscribers

8.6 Cable Subscribers

8.7 Summary

Appendix

ILEC Details

Table of Figures

Chapter II

II-1 Wireless Subscriber Distribution (Percent) June 2007

Chapter III

III-1 CLEC Business Access Line Distribution (Percent) June 2007

III-2 Number of UNEs

Chapter IV

IV-1 Dominant Players Access Line Distribution June 2007

Chapter V

V-1 Regional Carrier Subscriber Distribution (Percent)

Chapter VI

VI-1 High Speed Data over Cable Distribution (Percent)

Chapter VII

VII-1 Subscribers by Category (Percent)

Table of Tables

Chapter II

II-1 Number of Wireless Subscribers By Company (Millions)

Chapter III

III-1 CLEC Access Lines By Company (Millions)

III-2 Mergers and Acquisitions

Chapter IV

IV-1 Access Lines For Dominant Carriers (Millions)

IV-2 Broadband and TV Service For Dominant Carriers

Chapter V

V-1 Regional Access Lines By Company (Millions)

Chapter VI

VI-1 Cable Subscribers By Company (Millions)

Chapter VII

VII-1 Subscribers by Category (Millions)

Chapter VIII

VIII-1 Growth in Subscribers All Segments (Millions) 2007-2012

VIII-2 Growth in Wireless Subscriber (Millions) 2007-2012

VIII-3 Growth in CLEC Subscribers (Millions) 2007-2012

VIII-4 Growth in Dominant Carrier Subscribers by Line Type

VIII-5 Growth in Regional Carriers Subscribers (Millions) 2007-2012

VIII-6 Growth in Cable Subscribers by Service Type

For more information kindly visit:

http://www.bharatbook.com/detail.asp?id=57130

 

IT Service Management is a system for managing Information Technology organization systems, focused on customer’s perspective of Information Technology’s donation to the business.

Businesses today lean on a large quantity of communication between customers, partners, workers and human doing duties – all that take place at any granted infinitely short period of time within the Information Technology.

Transaction amount of work which need to be done must have management, even Blue Cross and Blue Shield of Minnesota announced that they has implemented the award-winning ‘CoreFirst’ product by OpTier which is a company makes application management software – who works to increase quality of customer service levels by decreasing the sum of time customers spend finding information and display it as output over customers portals.

Such applications – are for managing transaction loads (amount of work to be done) across different basis layer, for example – Web and application servers and DB.

Each interaction represents a one undivided IT-provided service – such as balance questioning, obtains orders and dealer updates. Each business transaction is made up of complicated sets of ingredient operating across multiple layers and involving different stake holders which holds a share in company. There’s a few IT applications (most of them are PC software) increasing the complexity of activation like this kind of services – when businesses get it hard to promise business service delivery.

On an interview one of the IT companies said that executives compare their escapade in starting this kind of companies to those of The Blues Brothers – a small team decided to take a mission to solve a huge problem.