ABSTRACT Traditionally, voice, data, and graphics have to be transmitted via different media/channels, resulting in the separate developments of various industries such as telecommunication, cable TV, etc. in the past years. Nowadays, with the help from advance technology, the boundaries of those industries have gradually become vague which brings in the possible competition among those individual industries. In addition, the new developments also provide increasing chances for consolidation as well as a new trend for cross-boundary co-operations among those traditional industries. Since the pass of ¡§ Law of Cable TV ¡¨ in July 1993, five big conglomerates groups are gradually formed in Taiwan¡¦s Telecom Sector after a series of competition and integration. Started in 1997, The Ministry of Transportation and Communication completed the liberalization of Taiwan¡¦s telecommunication market after publishing the regulations governing the fixed-network communication business in 1999 and established the fundamental law regulation for cross-business between fixed network and telecommunication sectors. Despite regulations has provided the legitimate base for a new age for telecom industry, the most crucial and timely thing for the cable TV system operators is how to run the business in the new telecom industry in order to break-through the existing limitations for cable TV business which includes construction of infrastructure, money raising, human resources management, etc. Since the open up of Taiwan¡¦s fixed network market, ¡§Last-mile network construction¡¨ is a common issue faced by new fixed-line network providers when they compete with Chunghwa Telecom Co. Ltd for its fully integrated connection with end users. Nevertheless, ¡§The Last Mile¡¨ issue could be mitigated for cable TV system operators given that on 1) they are closer to users in regional operations; 2) they have partially completed a dual-direction cable service system; and 3) they have the right to construct drainage system for lay out cable line . With these three advantages, the local cable operators could form business alliance with new fixed-line network firms to provide solutions to ¡§the last mile¡¨ issue. In this thesis, the author We chooses the local cable operators in Kaoshiung City as examples and has interviewed four companies in order to have an understanding of their synergy and difficulties incountered by those cable operators when entering into the new telecom industry and forming business alliance with new fixed-line network firms. By the end, the author provides three suggestions including 1) to speed up their construction for dual-direction cable service system, 2) to consolidate ¡§ independent local cable systems¡¨, and 3) to form strategic alliances with fixed-line network firms. The alliance between cable operators and fixed-line network firms will not only motivate cable operators to build up dual-direction cable service system but also to enhance their experience and train talented staff in telecom sector through the help from fixed-line network firms. In addition, it will also provide an easy access for fund raising to support their business expansions. As a result, we expect a more and more thorough national network system to bring in good benefits to the whole country.

Thesis (M.S.)--University of Hawaii at Manoa, 2005. / Also available via World Wide Web.

Purpose - The purpose of this research is to analyse how employees’ perception of customer service is linked to the brand. The aim is to analyse the connections between brand and the employees’ perceptions and develop managerial implications based on those findings. Problem – Davis et al. (2008) brought the attention of the influence employees have in increasing or decreasing the firms’ brand. Connecting the employees work role in customer service to see how these influence the brand in reality at LSPs.   Method – A deductive mixed method was applied throughout this research and used in the format of several case studies. The qualitative data was retrieved from interviews with employees at LSPs both in Thailand and Sweden and regarded as the primary source of data collection with the quantitative data as support. The survey, based on the frame-work of SERV*OR, was structured on a 7-point Likert Scale and distributed from the same sampling as for the interviews. Pattern matching was applied to analyse the qualitative and quantitative data to determine if reality matched theory.   Conclusions – As seen from the findings, employees and customer service are inter-twined and not separate entities. This is due to them reflecting on their personal perception of what customer service is and how they view their position. Through customer service, employees become an extension of the firms’ brand and based on their individual perception they will project it to the customer thus being able to influence the customer’s overall perception. This shows how brand and employee-customer service are interdependent in the communication which is often based on individual perceptions and not from what the LSP wants their employees to perceive of their brand.   The branding of the firms in this study is perceived by employees in a way that reflects their individual roles in customer service in terms of being fast, professional and having the ability to problem solve. It is also indicated that employees wish for more training and guidance from managers, consequently they have needed to rely on each other to handle the function of customer service at the LSPs.

Consumers of news and music have embraced the Internet and its application very quickly; whereas companies in news and music have been rather more reluctant to integrate the Internet into their processes and their products and services. Only step by step- in a gradual adoption process- are they taking advantage of the new technology, generally in terms of products and services, or process and cost optimisation. / One of the main contributions of my thesis is how companies in the content sector can react to a constantly changing technological and competitive environment. Content providers in news and music do modify their business model in response to the Internet innovation and the consequences it (and the more recent mobile technologies) has for important market forces. The ‘Six forces model for Internet business models’ I developed shows how constant changes in market and company-based forces like Internet (and mobile) technology, end device development, financial constraints, customer behaviour, business structures, the competitive environment and institutional conditions constrain content providers to respond to new innovation through modification of their business model. The outcome of the business model modification itself, such as new products and services, new revenue sources, new structures for the company’s organisation and new cooperation, in turn has an impact on the market and company-based forces. To support companies’ strategic decision making I developed the ‘C+ model for content providers’ which describes a flexible, adaptable business model- not only designed for online and mobile distribution of content, but equally applicable to any business model in an increasingly competitive market environment. / Thesis (PhD)--University of South Australia, 2006.

Thesis (M.Sc.)--City University of Hong Kong, 2006. / Title from title screen (viewed on Oct. 5, 2006) "Submitted to Department of Manufacturing Engineering and Engineering Management in partial fulfillment of the requirements for the degree of Master of enterprise technology and management." Includes bibliographical references.

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2006. / Title from title screen (site viewed Mar. 13, 2007). PDF text: 107 p. : ill. (some col.) ; 0.36Mb UMI publication number: AAT 3223009. Includes bibliographical references. Also available in paper, microfilm and microfiche formats.

No abstract available. / Dissertation (LLM)--University of Pretoria, 2013. / gm2014 / Private Law / unrestricted

by Chiang Tung-Keung, Wu Po-Wan, Andy. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 77-78). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF FIGURES --- p.vi / LIST OF TABLES --- p.vii / ADKNOWLEDGEMENTS --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / The Wave of Internet --- p.1 / A Platform for Worldwide Communications --- p.1 / Fierce Competition of ISP Industry in Hong Kong --- p.2 / Chapter II. --- OBJECTIVES OF THE STUDY --- p.4 / Chapter III. --- METHODOLOGY --- p.5 / Structure of Study --- p.5 / Literature Review and Interviews --- p.6 / Model Analysis --- p.7 / Chapter IV. --- THE INTERNET --- p.8 / Definition --- p.8 / A Brief History --- p.8 / Who Manages the Internet --- p.10 / Utilities of the Internet --- p.11 / Remote Access --- p.11 / Interpersonal Communications --- p.11 / Information Gathering --- p.12 / Commercial Operations --- p.12 / Others --- p.13 / How to Connect to the Internet - the Topology --- p.13 / How Information is Moved Over the Internet --- p.14 / Packet Switched Network --- p.15 / The Internet Protocol (“IP´ح) --- p.15 / Chapter V. --- The ISP INDUSTRY IN HONG KONG --- p.18 / Definition --- p.18 / Services of ISP --- p.18 / Internet Access --- p.18 / Value-added Services --- p.19 / WEB hosting --- p.19 / Facilities management (Server hosting) --- p.19 / System design and integration --- p.20 / WEB page design --- p.20 / Operation of ISP --- p.20 / ISP Access to the Internet Backbone --- p.20 / Common Ways of Access to ISP --- p.22 / Leased line Internet connections --- p.23 / Dialup IP connections --- p.24 / Cyber Map of Hong Kong --- p.24 / "Hong Kong Internet eXchange (""HKIX"")" --- p.25 / The Value Chain - Role of ISP --- p.27 / Cost Structure of ISP --- p.28 / Capital Cost --- p.28 / Operating Cost --- p.29 / Chapter VI. --- ISP - INDUSTRY LEVEL --- p.31 / The Past and Present of the ISP Industry in Hong Kong --- p.31 / The History --- p.31 / The Technology --- p.34 / The Government --- p.35 / The Five Forces --- p.37 / Entry barrier --- p.37 / Internal rivalry --- p.39 / Substitutes --- p.41 / Supplier power --- p.42 / Buyer power --- p.43 / The Demand --- p.44 / Competition and Profitability --- p.45 / Future Projection of the ISP Industry in Hong Kong --- p.46 / The Technology --- p.46 / The Government --- p.47 / The Five Forces --- p.48 / Entry barrier --- p.48 / Internal rivalry --- p.49 / Substitutes --- p.50 / Supplier power --- p.50 / Buyer power --- p.52 / The Demand --- p.52 / Competition and Profitability --- p.52 / Chapter VII. --- HONG KONG ISP - FIRM LEVEL --- p.54 / Value-added Analysis --- p.54 / Cost Structure --- p.55 / Cost Drivers --- p.55 / Economies of scale --- p.55 / Learning curve --- p.56 / Economies of scope --- p.57 / Benefit Drivers --- p.57 / Ease of connection --- p.57 / Traffic speed --- p.58 / Customer services --- p.59 / Hyperlinks and contents --- p.59 / Internet based services --- p.59 / Extensive sales network --- p.60 / Seller's reputation --- p.60 / Large installed base --- p.61 / Tailor-made services --- p.61 / Strategies --- p.62 / Wholesaling of Bandwidth --- p.62 / Focusing on Household Market --- p.63 / Focusing on Corporate Customers --- p.67 / Concentrating on Value-added Services --- p.68 / Integration and Alliances --- p.70 / Chapter VIII. --- CONCLUSIONS --- p.73 / APPENDIX --- p.74 / BIBLIOGRAPHY --- p.77

The desire amongst media scholars for the fulfilment of the ideal of a universally accessible public sphere by the media is such that virtually every new communications technology that has emerged over the past 1 ~O-odd years such as radio, television or the Internet has been welcomed with enthusiasm - by some - at the prospect of the newest communications innovation bringing about universal access to information. However, the history of communications media tells of the commercialisation of each new medium, from radio to television, and the imposition of barriers to access, based on cost. Access to communications media is open to those people who can afford to pay for them. 111e emergence of the Internet spawned renewed hoped that the public sphere ideal would be realised. 111is new technology seemed more powerful than anything that had come before it. The Internet offered the means whereby one could access a global repository of information, stored on a worldwide network of computer networks, and available 24 hours a day. With the Internet, it was also possible to communicate with people on the other side of the world within seconds, using electronic mail (e-mail). Here was a medium that permitted one to send text and pictures to colleagues and friends within a fraction of the time taken by traditional means such as fax, telephone or post. To enjoy the convenience of the Internet though, one had to have a means of access. In South Africa, access could be gained through a personal computer linked to the Internet either through a network in the workplace or an academic or research institution, or via a telephone link to an Internet Service Provider (ISP). What were the names of the first ISPs to emerge in South Africa? When did they emerge and how did they develop? Did the number of ISPs grow or decline? What do ISPs give access to, at what cost and to whom? Do they provide universal access to information? This study addresses these questions by examining South Africa's leading providers of home dial-up internet access, M-Web and World Online, and by exploring the histories of their emergence and development, within the context of current media trends of concentration, diversification and globalisation.

The National Health Laboratory Service is a single national entity to provide laboratory services to the public sector in SA. The NHLS came into being by amalgamating five large independent pathology service providers. The research will provide insight on how to manage change and stakeholder relations during mergers.