Serving 45 of the top 50 global telecom operators,
f you look at Alcatel Lucent or Nokia Siemens Networks, their growth rate is flat or shrinking, and even market leader Ericsson has a slow growth
world's leading telecom infrastructure vendor,
ricsson is in a better position than its European- American and Japanese rivals to resist the Chinese led onslaught, as its economies of scale give it higher sales and better profit margins.
hey must compete on technology, product quality and innovation.
ly three players- Ericsson, Huawei and ZTE- will be the only dominant telecom
iggest blow to Huawei (IMHO) is that they didn't win the Sprint infrastructure upgrade contract.
U.S. concerns about Huawei go back several years, and focus on the opacity of its books (finances are not transparent) and ownership structure (Chinese government?)
digital age has also encouraged marketers to gravitate towards full-service agencies
We are moving to a world of full-service again because increasingly the agencies that make the difference are the ones with quality planners that are truly media neutra
boutiques have to own a space of pure creativity
lients set agencies specific targets based around their business objectives
There does seem to be a bias within ad agencies towards either a need to make great TV films or to offer you a creative digital response to a brief even if you have not asked for it
Remuneration models, agency structure and how they integrate with other agencies is in a state of flux and agencie
cost and scale might rule a marketer’s head
Dubit and Kids
arger traditional agencies tend to concentrate on “high profile, shock-tactic campaigns for big charities just to get noticed
Guided Collective’s model
eid has developed an alternative “collaborative mode
200 independent consultants who are
The Next Door agenc
ingle-agency P&L
WPP’s Ogilvy Mather’s Ogilvy Noor division, which specialises in Islamic branding and marketing
80% of those surveyed feel that digital agencies are too fragmented and specialised an