The technological environment has been partly analyzed and it is clear that there are major players that have already taken a fair share of the market. According to Al-Abed et al. (2005), technology is changing at a very fast rate in the global market and it is up to Al Fahim to discover or import new technology before the competitors do so. This will enable it to grab a fair share of the market. Marketing strategy. In relation to the porter generic strategies, Al Fahim should combine a variety of strategies in order to grab a fair share of the market from the main competitors (Damluji, 2006).
Cost leadership strategy should be combined with product differentiation in order to achieve the optimum results. Cost leadership strategy will involve minimizing general operational costs, and at the same time ensuring that the products meet the highest standards. This will require access to high quality factors of production, as well as tight controls to ensure that all resources are used efficiently (Business Monitor International Ltd. , 2003). The end result will be production of high quality products at low cost, which is favorable with consumers.
Product differentiation will involve selling the products depending on market
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Price discrimination will involve selling the same product at different prices in different markets. This will ensure that both the people in the upper and lower income groups can afford the products. Conclusion. It has been seen that Al Fahim has vast experience due to many years of operation. It has also grown from humble beginnings to be among the largest business enterprises in the UAE. This is attributable to the leadership of the founder as well as the ability of the management to predict future market trends.
The major factor that will ensure Al Fahim’s success is the goodwill that it has enjoyed over the years from customers, when dealing with the other products it has been producing. The customers will relate the success in other products with the success in the telecommunications industry, and the company should take full advantage of this goodwill. It is therefore up to the company to combine the discussed strategies in proportionate measures so that it might attract clients from the telecommunication players who are presently operating.
References. Al-Abed, I. , Al Abed, I. , Hellyer, P. , Vine, P. , (2005). United Arab Emirates Yearbook 2005. Dubai: Trident Press Ltd. Al Fahim group. Retrieved on December 12, 2008 from <http://www. alfahim. com/en/default/aspx>. Business Monitor International Ltd. (2003). Middle East Monitor. Dubai: Business Monitor International. Burd, G. , Susan, J. (2007). The Urban Communication Reader. New York: Hampton Press. Damluji, S. S. (2006). The Architecture of the United Arab Emirates. UAE: Garnet.
England Commercial Intelligence Service. (2002). Multinational Telecommunications Companies. London: Commercial Intelligence Service. Library Information and Research Service. (2005). The Middle East. UAE: Library Information and Research Service. OECD. (2008). OECD Economic Surveys. New York: OECD Publishing. Oxford Business Group (2008). The Report Dubai 2008. London: Oxford Business Group. Soros, G. (2008). The New Paradigm for Financial Markets: The Credit Crisis of 2008 and What It Means. Dubai: PublicAffairs.