In the general context of globalization, "innovation is the key element in providing aggressive top-line growth and for increasing bottom-line results". This is deeply anchored in the companies' daily life and golden rule of success. Programs of organizational innovation are typically tightly linked to organizational goals and objectives, to the business plan, and to market competitive positioning.
This world is constantly expanding and is becoming more important. Internet, voice market, digital industry, and telephone market are well-known sectors for innovation. They are indeed key sectors as the manner of doing business is highly influenced by their use. As we are all aware, Internet has revolutionized the way of thinking, working, getting informed and operating in the business area. This is true in different aspects; the access of information, the speed of connection, the facility of downloading information. ADSL was the first step to the launching of new daily life products and innovations.
[...] In the case of Belgacom, the ARPU represents 16 euros per client (consumption, extra services, DVD location, and entertainment program) in terms of profit Due to their colossal initial investment for Belgacom TV, the company will not reach profitability before 5 to 10 years when the Net Present Value (NPV) will be superior to 0. The firm is now in the progression cycle but has not yet attained the maturity stage. Therefore, the break even point is not accomplished. We do not have all the information regarding profit as it is considered as a very sensitive data. [...]
[...] The characteristics of ADSL are previously defined; is the case for the speed of connection, the type of connection, the quantity of information downloadable Furthermore, the functionary of Belgacom TV is only feasible and compatible with a Belgacom ADSL, which means that customers using a competitor's modem can not implement Belgacom TV. However, the term of “monopole of fact” is not totally correct because even if competitors are weaker, Belgacom is not the only operator on the market. Besides, Belgacom based its protection against unfair competition on the fact that they position themselves like an “integrator” of different components. [...]
[...] Belgacom TV will have a positive influence on the Belgian economy, community life and the local culture. II. Motivation and process a. Motivations and objectives Theoretical reason to innovate According to a survey across a large number of organizations ranked in the ten reasons to innovate: 1. Improved quality 2. Creation of new markets 3. Extension of the product range 4. Reduced labor costs 5. Improved production processes 6. Reduced materials 7. Reduced environmental damage 8. Replacement of products/services 9. [...]
[...] Timeline & Phasing & Duration: The conception and elaboration phases of Belgacom TV product were divided in five main parts. The total duration of this project from the crash (first thing of the project) to the launching is estimated to 1year and a half (from January 2004 to June 2005) 1. “Preparation phase”: This consists of the composition of teams with members of all departments of the company called “Workpackage”. Each workpackage is composed by around 20persons. This technique allows the project to benefit from the diversified abilities of the best qualified members of Belgacom. [...]
[...] Indeed, Belgacom attaches a great importance to research and development which is the key part of their philosophy. For the scratch of the company's activities Belgacom entered the market with an innovative product. The first innovation was a copper wire telephone cable that has revolutionized the telecom market. As a result of their constant innovative race, Belgacom can be proud of its Brussels and Wallonia leading position. Telenet, the major competitor of Belgacom owns the Flanders market share. Moreover, in a worldwide proportion Belgacom owns the biggest among of affiliates. [...]
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