Bharti Enterprises

Ensuring that the look and feel of the store is as per guidelines/standards Ensuring/ reporting Inventory and Stock availability as per the norms to prevent stock-outs Provide suggestions /feedback to improve store productivity People Development / Team Management: Acting as a mentor and trainer for store staff To ensure daily roistering briefing to inbound outbound store staff Customer Experience: Manage staff allocation based on demand at point in time Personally step in to handle demanding customers Provide suggestions for improvements in CE 4. A. On Diversity and Cultural spread in Africa, As Africa consists of 53 countries, to operate successfully it is important to understand the dynamics of each country, including differences in culture, language and especially regulations. Bharti would do well to put in place as few expatriates as possible and have most of its top management from Africa. b. On Infrastructure sharing and cost / capital issues, The biggest driver of network sharing will be the shift in approach of the biggest operators, who had been unwilling to share network to sustain competitive advantage. There is visible network sharing in the markets of Nigeria, Ghana and South Africa, and that this is likely to pick up in other markets. c. On Bharti Airtel’s Minute Factor Model, Network sharing and IT outsourcing would help operators bring down costs. While costs could trend down, however they will be higher than in India because of some of the structural costs caused by power shortage and poor infrastructure. 5. Bharti Airtel has a history of making first moves and emerging as the winner just because of that. This is what built the company’s success in India, where it remains the top MNO and second-largest fixed-line operator. In fact, thanks to the massive market it serves at home, at the time it acquired the Zain portfolio in March 2010 Airtel was reckoned to be the fifth largest mobile operator in the world on a proportional subscriber basis, putting it behind the likes of China Mobile, Vodafone Group, American Movil and Telefonica, but ahead of China Unicom. As has been widely covered for over a year now, Airtel has been looking at Africa as a new growth market. While it has a deal with Vodafone for the Channel Islands, Africa is the only other territory outside the Indian subcontinent (including Bangladesh and Sri Lanka) that the company has entered. The commonalities are compelling: similar markets, needs and infrastructure. The realities on the ground are somewhat more challenging: logistics, legislative compliance and serious local competition being foremost. The logistics of infrastructure in Africa are an equal challenge for all MNOs. That is a given. Where Airtel might have been overly optimistic is in hoping its Africa model would run similarly to its success in India, based on a first-to-market approach and having some leverage to overcome legislative obstacles. Unfortunately, while Airtel has a 30-year history of being first in India (with pushbutton phones, cordless phones and then mobile), they were not first in Africa. There were major EU, Middle East and South African players there ahead of them. In fact, Airtel’s African expansion is largely thanks to its takeover of Kuwait’s Zain mobile operations in 15 countries. This was a beachhead, not a conquest. Zain only held dominant market share in a few countries. Going up against market leaders such as MTN of South Africa, Airtel applied a strategy of extensive cost cutting. This followed on what it achieved in India, cutting a deal with Ericsson for per-minute fees (rather than upfront payment) that enabled very low-cost call rates from the outset. Airtel has an all-Africa, five-year deal in place with Ericsson for network management that offers similar advantages. Elsewhere, Airtel is engaged with Nokia Siemens Networks and Huawei, not keeping all its eggs in one basket, of course. As a Plan B, possibly following on the indecisive outcome of Airtel’s low-cost invasion, the company has previously been negotiating a takeover of or (maybe) a joint venture with MTN itself. How this putative deal is described depends on which company is talking. This has been going on for some four years without a definitive ending. Even if it never happens, it is a signpost of just what Airtel would consider to get its Africa operations truly established.

School Environment Essay Example | Topics and Well Written Essays - 750 words

School Environment - Essay Example In addition, student characteristics and class room factors may also have an impact on learning and teaching. It is essential for instructors to take note of both the community needs and environmental/contextual factors in addressing the needs of the school. Moreover, the uneven number of learners from underprivileged family backgrounds who precipitately terminate their education in high school has turned into a significant matter in recent times. In spite the growth of education over the last twenty years, likelihood of accomplishment, level of taking part, and representation all remain substantial among young learners from well off regions and minimal among young learners from underprivileged areas. Therefore, it is the duty of all education stakeholders to consider probable or all environmental/contextual factors and community needs that may have an impact on a school (Wilkinson & Pickett, 2009). By being aware of and comprehending the environmental/contextual factors and communit y needs, stakeholders, for example, instructors may adequately organize their class room instruction so that all students learn properly. This paper will look at environmental/contextual factors and community needs of a high school and for each of the identified needs describe some possible solutions that could be used to deal with the needs of the high school. The environmental/contextual factors and community needs of a high school include socioeconomics and the population of a community. The socio-economic status of a high school may be made up of low, middle, and high class populations. Nevertheless, socio-economic factors and needs have an impact on a high school and instruction when a low achievement is realized due to a low socio-economic level. In a high school, learners who come from households that are underprivileged have a greater chance of experiencing difficulties at school than learners who come from households that are placed in the middle or upper ranks of the socia l strata. In addition, learners from low social status households are more probable to lessen their level of participation in high school, either by foregoing the chance to continue with learning in high school or by dropping out of school. These learners are also likely to pursue complex paths in high school, such as restarting or repeating their courses due to non-learning issues, or deferring their enrollment in school. In addition, learners from underprivileged backgrounds suffer from poor nutrition. Consequently, poor nutrition can have a negative impact on their memory and attention during instruction thus leading to a decreased intelligence quotient score than learners from high socio-economic positions. Studies indicate that learners who come from low socio-economic status backgrounds have slower and lower academic attainment in comparison to students from high socio-economic positions (Wilkinson & Pickett, 2009). Also, when instructors make decisions about learners on the b asis of their socio-economic position and class, they are taking the foremost step in stopping learners from gaining an equal chance for academic success. There are a number of possible solutions that could be used to deal with this need in a high school. Instructors need to play a part in dealing with the stigma of poverty. Instructors can accomplish this by not reinforcing a learner coming from a low socio-economic status or having depleted self-esteem. Learners also need to look at the learners as human beings and not as people occupying specified socio-economic positions. Looking at learners in this way will assist tutors not to be biased towards learners of particular socio-economic classes. In addition, enhancing the degree of instruction

Management, where is best place to work Essay Example | Topics and Well Written Essays - 500 words

Management, where is best place to work - Essay Example In regards to high ethical standards, DuPont has been awarded for their focus on integrity and honesty in all business dealings, both with their internal stakeholders and the external client. Many employees in today’s business environment have been exposed to companies that consistently provide false earning statements, use deceptive marketing practices, and further maintain an organizational culture which allows for leadership dishonesty. This type of unethical environment usually has a trickle-down effect on lower level employees when they are coerced, by situation, to engage in similar habits. Thus, in relation to job satisfaction and the security which comes from knowing that an employee works for a company that will not fold due to unethical business practices, DuPont is a leader in providing this highly-focused attitude toward fair and just business dealings. DuPont, due to its multi-billion-dollar capabilities, is able to afford some of the most sophisticated operational software which dramatically eases the workload for many of its employees. Software such as SAP and other enterprise resource planning applications are used in this company to minimize production failures, regulate inventory, streamline purchasing, and enhance quality assurance practices (which leads to faster product turnaround). In a business climate which demands much of their employees in similar industries in relation to workload and responsibilities, having such sophisticated software would make the job environment more enjoyable by minimizing stress and the necessity to work overtime due to the availability of poor or outdated electronic resources; which are often found in smaller or less-profitable companies. Finally, DuPont pays its employees well, offering some of the most competitive salaries to its work force in this industry. For production workers, most of these workers are paid above and beyond what is paid at companies like GM (which often exceed $25/hour),