QTEL (Qatar) Telecommunication Case Study Assignment Answers

QTEL (Qatar) Telecommunication Case Study

Looking for QTEL (Qatar) Telecommunication Case Study Assignment Answers? Grab the opportunity to find free assignment sample online related to all subjects in your Academic. Assignmenttask.com is proud to offer online assignment help to the students of Australia, UK and USA.

Order-now

What is the Geographical location of the Qatar?

Qatar is a Kingdom country, with a population of around 8 lakh and is located in the Arabian Gulf. Qatar is regarded as one of the wealthiest countries in the world, based on GDP per capita.

What is QTel case study?

The exercise of Case studies is scientific and which critically explores a topic, a situation, or a typical phenomenon that causes a problem and needs to provide suggested solutions, proper recommendations, and pathways to avoid re-occur similar problems in the future. Teachers or professors assign Case studies to evaluate a student whether he can apply acquired knowledge in the professional field.

What are the activities of Qatar Telecom, Qtel? Qtel is known to be an incumbent telecommunications operator for the Kingdom of Qatar. It has been reported that Qtel took over the Cisco H/M-UCS platform, which includes VisionOSS’ BVSM management system.

What are the issues of this case study? This Case Study elaborates on the reason or logic behind the acquisition of H/M-UCS-BVSM by Qtel and the subsequent business benefits after a 6-month operation.

What is the background of Q. what the Geographical location of the Qatar is?

Qatar is a Kingdom country, with a population of around 8 lakh and is located in the Arabian Gulf. Qatar is regarded as one of the wealthiest countries in the world, based on GDP per capita.

What is a case study?

The exercise of Case studies is scientific and which critically explores a topic, a situation, or a typical phenomenon that causes a problem and needs to provide suggested solutions, proper recommendations, and pathways to avoid re-occur similar problems in the future. Teachers or professors assign Case studies to evaluate a student whether he can apply acquired knowledge in the professional field.

What are the activities of Qatar Telecom, Quel? Qtel is known to be an incumbent telecommunications operator for the Kingdom of Qatar. It has been reported that Quel took over the Cisco H/M-UCS platform, which includes VisionOSS’ BVSM management system.

What are the issues of this case study? This Case Study elaborates on the reason or logic behind this acquisition of H/M-UCS-BVSM by Qtel and the subsequent business benefits after a 6-month operation.

What is the background of Quel? It is a monopoly Telecommunication service provider in Qatar and has no competitor. It is one of the biggest public companies in Qatar and has about 1,900 employees.

What is the range of products of Quel? It provides a wide range of telecommunications products both in Qatar and International subscribers, cables, and wireline apart from mobile telephone sets. It is also a provider of broadband Internet including Cable television services. QTel is also a major customer of Cisco in specific regions.

What is the strategic priority of Steel’s? The priority of QTel is to provide the best communication services in Qatar.

What are the challenges of QTel? During early 2005 QTel applied for an RFP for a Managed IP Telephony service platform. The main objective was to offer an opportunity to replace the earlier company, Qatari businesses. The traditional PBX hardware of Qtel had an advanced featured, and IP-based telephone services which could offer to use their services free for one month. Quel desired their customers to be able to manage their telephone services on their own, through the facility of a simple, web-based, administration GUI. They also desired multiple small to medium customers to be able to share a single IP-PBX platform.

Qtel

Qtel Transformation in the Gulf

Introduction

Introduction

Qatar1

Qatar 1

It’s incredible—you have to understand that twenty years ago almost none of this was here. Much of it has come in the last ten years. The big houses, the five-star hotels, the condominium complexes, they’re all new. The pace of change here is tremendous.”

This has resulted in challenges faced by Qtel in acquiring several key high-level objectives as stated below:

  1. Telephone features including traditional voice features. A challenge to acquire the latest IP productivity tools are:
  • Unified Messaging
  • Video Telephone
  • Wireless tele Phone service
  • Audio Conferencing
  • Automatic customer services
  • IP Contact Centre
  1. Offer IP Telephone services from a common platform
  2. Ability to manipulate the platform to meet future demand
  3. Phone-based XML applications + Application Roadmap
  4. Offer a price per-seat as “rental” mode
  5. Different kinds of office/location sizes and topologies
  6. No Flash-cuts or Forced forklifts
  7. Rapid, automated rollouts
  8. The segmented, devolved administration facility
  9. 10. Unified, flexible & easily manageable dial plan and many more.

 

Qtel

Qtel 1

Wave Two: International Expansion through Qtel International

With improvements in the domestic business both achieved and in process (see Exhibit 6), in 2005 Qtel International began to grow in order to deliver on the company’s goal to be one of the top 20 telcos in enterprise value by 2020. International expansion was also important from a defensive perspective: Qtel executives believed that if the company were to be taken seriously as a partner and become a tier one purchaser of technology and equipment, it had to gain benefits of scale its home market could not provide.

Qtel’s first investment outside of Qatar was the opening of Nawras, Qtel’s subsidiary in the Sultanate of Oman. According to Nick Dent, COO, “This was one of the first Qatari investments outside of Qatar. The model was to work with a partner—always. We brought technical and operating expertise and they brought local knowledge. We always work as a partnership and we almost never impose decisions. Very, very little has been centralized. We’ve followed the same model ever since.” Portions of Exhibits 7 and 8 illustrate the scope of the investments Qtel International made between 2005 and 2011.

An executive commented on the state of acquisitions in 2011, “We’ve been opportunistic in our acquisitions until now, moving quickly when a well priced opportunity presented itself, sticking to our model, and having the discipline not to overpay. But our model may be limiting us. Perhaps we need to be considering making acquisitions outside of our industry? Look at Skype and social networking—could these be substitutes for our core business? Should we be acquiring as a way to hedge against threats like these?”

What is The Cisco/VisionOSS Solution?

Mannai Trading, the local Qatari Systems Integrator won the QTel RFP of Cisco H/M-UCS architecture. Cisco Advanced Services and VisionOSS joined together with Mannai trading for installing and commissioning of the H/M-UCS platform. The deployment process went smoothly, activating KTC test phones within 8 hours.

What are the benefits of Qtel? The Benefits of Qtel are presented below:

Key Statistics:

Initial Size of The QTel Platform was for 15,000 end-user devices but got licensed to only 1,000 on day one.

Planned: Size Expectation to grow to 35,000 devices in 2 years.

Service growth: 99.99% over 6 months.

Key Customer Results of Qtel:

Excellent positive feedback on H/M-UCS platform and send referrals to Cisco prospects in the Gulf region and elsewhere.

Slandered of professional support by VisionOSS has received special mention on various occasions by Qtel management.

The key benefits have been confirmed by Qtel are:

Added new Customers

The new customer added in 1 hour

Usage by QTel the H/M-UCS platform to support several Qatar conferences had good results

Lower NOC engineering costs

manage the H/M-UCS platform

Ease of Use

operations staff found productive after 4 days at the site.

training, connecting friendly customers without assistance.

Upgraded Applications

The unity and Net wise applications were added to the core platform in a second phase without loss of service and without any requirement to re-configure the customer data

Modified dial plan: Many Dial Plan changes were requested by QTel to accommodate new services.

The Dial Plan was upgraded successfully.

Customer Feedback: QTel customers offered positive feedback to QTel regarding service quality and telephone set. The ability to self-administer day-to-day moves, adds, and changes in real-time have been very well received by Qtel? It is a monopoly Telecommunication service provider in Qatar and has no competitor. It is one of the biggest public companies in Qatar and has about 1,900 employees.

What is the range of products of Qtel? It provides a wide range of telecommunications products both in Qatar and International subscribers, cables, and wireline apart from mobile telephone sets. It is also a provider of broadband Internet including Cable television services. QTel is also a major customer of Cisco in specific regions.

What is the strategic priority of QTel’s? The priority of QTel is to provide the best communication services in Qatar.

What are the challenges of QTel? During early 2005 QTel applied for an RFP for a Managed IP Telephony service platform. The main objective was to offer an opportunity to replace the earlier company, Qatari businesses. The traditional PBX hardware of Qtel had an advanced featured, and IP-based telephone services which could offer to use their services free for one month. Qtel desired their customers to be able to manage their telephone services on their own, through the facility of a simple, web-based, administration GUI. They also desired multiple small to medium customers to be able to share a single IP-PBX platform.

The challenges faced by Qtel in acquiring several key high-level objectives are stated below:

Conclusion

Conclusion

Exhibit 4

Changes in Qtel Leadership’s Ability

to Execute Its Balanced Score Card Strategy

 

SFO Best Practice Principles Q1 2007 Q1 2008 Q1 2009 Q3 2010
1. Mobilize change through executive leadership 2.61 3.06 3.87 3.57
2. Translate the strategy into operational terms 2.11 3.07 3.62 3.33
3. Align the organization to the strategy 1.98 2.81 3.21 2.89
4. Motivate to make strategy everyone`s job 1.81 2.78 3.17 2.66
5. Govern to make strategy a continual process. 1.94 2.32 2.35 2.94
Average Score 2.09 2.81 3.23 3.08

 

Customer Feedback: QTel customers offered positive feedback to QTel regarding service quality and telephone set. The ability to self-administer day-to-day moves, adds, and changes in real-time have been very well received and appreciated.

Assignment help for student

Assignment Answers help

Assignment Questions and Answers 

student ask related assignment question to get expert answers

100% plagiarism free written content

Why AssignmentTask.com?

  • We are the number one online University assignment help service provider in Australia
  • We have the top and qualified assignment writers
  • The service charges are quite less
  • Students get a wide variety of options before them while availing our services
  • Assignment is always completed within the stipulated time and submitted before the deadlines
  • 24/7 hours of online services are provided
  • All the assignment papers are 100% plagiarism-free
  • The papers are proofread and edited multiple times to make them free of any errors

All our students are fully satisfied with the assignment experts and their services.