Case Study I-2 Voip2.Biz, Inc.: Deciding on the Next Steps for a Voip Supplier

Answered and screened two or more phone calls at a time using the multi-line switchboard, effectively directing the customer to and from the department of their asking

The California plant appears to have a possible upgrade from what was most likely a similar structure to the New Jersey Plant to a Nortex Digital Phone System with VoIP. This system allows the California Plant to leverage the existing network used to communicate data across the Ethernet (and ultimately across the Internet) to additionally manage voice communications. The VoIP could additionally (although not documented as such) utilize a Public Switch Telephone Network (PSTN) gateway to send digital signals (voice) allowing the company to make local calls outside of the LATA where the plants reside.

This links telephone and computer systems together so that when the telephone rings, a dialog box appears on the computer screen with options for answering.

ClariCall is a leader in the telecom industry. They have survived the pitfalls of a seemingly sloth industry. Due to their survival skills, questions of how they survived have become an instant issue. Audit and investigation staffs are required to verify that the correct amount of revenue is declared or quantified. In doing this, it may be necessary to test the information provided and the assertions made by or on behalf of ClariCall. Therefore, the Revenue Verification Process will play a major factor in discovering if the industry leader is really a leader or a pretender. During the last three quarters, the pitfalls of the telecom industry have been well documented and caused ClariCall to make all efforts to sidestep the

Within two years, DecisionTech, Inc. had built a reputation as the top technology company in the country. They had a strong business plan that would lead them into the next stages of new technology and investors were lining up to get a piece. Furthermore, they had young qualified engineers submitting resume’s regularly in hopes of employment. However, after a while, their executive team developed internal conflict and was unable to lead this bright and promising company to the next stage. Word of these actions had circulated and the company had now become known for having personal political agendas and backstabbing; therefore, the Chairman of the board demanded change.

| provides a dedicated connection from each user to the phone company’s local telephone office

New technology was not just a big hit for places of business. People could now call other people from their own homes

| * Card phones * Activated by a pre-programmed card for the holder making calls lasting a specific number of minutes * Paging and voice mail services * Allowed subscribers to receive and leave messages for other subscribers * New telecom infrastructure using radio transmission between outstations and central platform * Central platform routed calls to TTCL, which would direct calls to local, long-distance and international. TTCL levy a charge for directing each call

Verizon was created on June 30, 2000 by Bell Atlantic Corp. and GTE Corp. and was based in New York City and Incorporated in Delaware (“Bell Atlantic and GTE Complete”, 2014). The mergers that formed Verizon were among the largest in the U.S. history. On July 3, 2000 Verizon began trading on the NYSE and begin trading under NADAQ on March 10, 2010. On April 3, 2000 the new brand of Verizon was launched which was the GTE wireless operations became a part of Verizon which then created the nation’s largest wireless company (“Bell Atlantic and GTE Complete”, 2014). In 2004 Verizon was added the Dow Jones Industrial average. Over the next few months Verizon then became the majority owner of Verizon Wireless with management and joint venture control. As years have passed, Verizon has still continued to flourish with its business and is also a leading provider of advanced communications and information

This paper will profile Jeff Hawkins, Chief Technology Officer (CTO) for PalmOne, Inc. examining qualities that Mr. Hawkins exhibits that make him influential leader. The paper will also examine details of the business strategy that make this man an exceptional innovator and his contribution to eBusiness technology.

Headquartered in Texas, Teletech Corporation operates under two main business segments: the Telecommunications Services segment, providing various telephone services to business and residential customers and the Products & Systems segment, which manufactures computing and telecommunications equipment. In late 2005, the Securities & Exchange Commission revealed that billionaire Victor Yossarian acquired a 10% stake in Teletech and demanded two seats on the board of directors. He felt that the firm was misusing their resources and not earning a sufficient return. He stated that Teletech should sell off its Product & Systems segment and focus on creating value for the company’s shareholders. A detailed analysis will reveal

After extended negotiations, May of 2001, Mr. Henry Phillips agreed to acquire the franchises, assets, and assume the liabilities of Telecable Communications. In order to make the purchase, he sought the help of six investors, two which were appointed by a friend, Mr. Carter. His ultimate goal was to choose a business entity that would accommodate the different interests of the different parties. A limited liability company (LLC) is Mr. Phillips’ best option; a majority of the objectives is met when compared to the alternatives. This business entity allows for the six investors to be free from personal liability and to take advantage of tax losses. Furthermore, the entity allows for the three partners to control day to day operations, and repay the requested finder’s fee to Mr. Carter.

VoIP is a relatively new technology and so the benefits are just beginning to be realized. VoIP technology has the ability to completely change the telephone industry as we know it. Big changes are in store for the way we use telephones and this section will address some of the changes to expect. Obstacles still stand in the way of progression and there are problems that need to be addressed before this technology can take over.

The current plan entails the implementation of the Phase II Plan, which entails the development of an intensive marketing strategy aimed at attracting more small business entities to purchase the commodities offered by the company. According to the management function of the company, the plan has the potential to enhance the performance of the company. However, the leadership function of the company, particularly the board of directors, share the sentiment that the company should have already attained the breakeven point; hence, the plan should not be executed. From a critical perspective, the company has reduced its revenue losses since the execution of the Phase I Plan; thus, there is a likelihood that the second phase will result in the attainment of the breakeven point. The company reported a loss of $88,000 in 2005, and it predicted the loss margin to go down to $66,000 in 2006 (“VoIP.biz, Inc.,” 2007). Analysts in the business have already revealed that the VoIP supplier process has a high potential of gaining popularity as business entities start looking into developing affordable data

It is essential for the researcher to gain insights into the operation and development of BigChange. The CEO responded with meticulous answers about current situation and growth strategies. To illustrate, the CEO believes his company is in the early phase of growth. Though they have just offered their services and products for 2 years, their performances in the market are remarkable with the annual revenue of ₤2 million. Moreover, he estimates the market share that the company has gained after two years working is from 0.5% to 1% and he confirms that the UK telematics is one of the biggest markets in Europe. Thus it seems to take BigChange more time and efforts to achieve its ambition as a market leader.