A research strategy for a topic of security risk analysis Essay

A research strategy for a topic of security risk analysis - Essay Example The researcher states that it is necessary to understand the importance of conducting quantitative research within the information security field to become familiar with the challenges one faces when addressing an issue in question. Besides, to have a clear picture of the challenges in quantitative research methods, a research strategy must be evaluated to determine the pros and cons related to sampling, validity, reliability, and bias during a study. In fact, the evaluation of each criterion within a hypothetical study will include the use of online survey research to collect data from participants without the need for additional investment in hardcopy materials and travel expenses. Therefore, to become familiar with the challenges of quantitative research using an online research methodology, the sampling, validity, reliability, and bias will be analyzed by selecting a strategy to conduct a hypothetical study on security risk management. This will determine the viability of the onl ine survey strategy in the information security field. The viability of the online survey methodology will depend on internal and external factors during the process of research management. Before selecting and implementing a research method during an information security study, it is necessary to understand the research question and then define the hypothesis to determine the direction of the research. The direction of the research will be determined by the topic under investigation, thus establishing a clear strategy to obtain the necessary data needed to complete the study. As disclosed by Cook and Cook (2008), the research design will be based on the research question, so that the study will be able to answer the main hypothesis. Then the data gathering must be elaborated on using quantitative research methods based on the variables illustrated in the hypothesis. Indeed, using quantitative research methods will allow the researcher to present the results of the data collected us ing statistical displays to make a correlation between the dependent and independent variables being studied. Before the selection of a research methodology, internal and external validity must be considered before adopting an instrument. Nevertheless, before making a final decision on the preferred instrument, well-defined research questions must be formulated. The research questions must be related to the main hypothesis to acquire the best results and to illustrate the importance of quantitative research within the topic being studied. The research questions must address the purpose of the data to be collected corresponding to all independent variables to understand the behavior of the dependent variable. For this reason, if a study titled â€Å"Security controls as a tool of security risk management in business revenue† will be conducted to understand the reliability of security controls in protecting business revenue, the research question will be â€Å"Are security con trols reliable in protecting the business revenue†. The dependent variable is business revenue and the independent variable is reliability of security controls. The research hypothesis is that security controls are reliable for protecting business revenue. This will give a direction to the research. Indeed, the development of an instrument and the implementation of a research method will be based on the research questions to be asked to the targeted population to acquire a

Components Of The Global Tourism Industry Tourism Essay

Components Of The Global Tourism Industry Tourism Essay Tourism What is tourism? This word seems to be very familiar with us now a days. Yes, you are right. The very nature of tourism as a fragmented, diverse product , spread over many industries and comprising both intangible and tangible elements, means that it is a difficult sector to define. ( source: Tourism Principles and Practice, Fourth edition, Chris Cooper, John Fletcher, Alan Fyall, David Gilbert and Stephen Wanhill) As part of our aim of seeking to uncover ever deeper understandings of tourism and the relationships and entanglements it shares with the cultures it both occupies and generates it is important that we continue to explore various contextual geographical realities and imaginaries. Whatever imprecisions may surround the definition of the Middle East and North African region, it is a fascinating and important area to interrogate tourism and cultural change. It is a region long travelled which bears many markers of ancient tourism and hospitality. So, too, particularly in the Gulf States, does it display the drama and spectacle of what may call hyper-modernity. It is a vast region sharing commonalities of history, culture, language and religion which mark it as highly distinctive and yet intimately connected to the wider world in more nuanced and sometimes contested ways. ( source: Journal of Tourism and Cultural Change Vol. 8, No.4, December 2010, 223-224.) Since historical times, tourism activity is a relatively new development and only recently has been considered worthy of serious business endeavour or academic study. However the tourism sector is of sufficient economic importance and its impact upon economies, environments and societies is significant enough for the subject of tourism to deserve academic consideration. There is no doubt in our minds that tourism is a subject area or domain of study but that at the moment it lacks the level of theoretical underpinning that would allow it to become a discipline. Nevertheless, the popularity of tourism and the recognition of it by the governments, has accelerated tourism to expand on a vast level. Tourism shows signs of maturity with a growing academic community, increasing numbers of both journals and text books which are becoming specialised rather than all- embracing and a number of professional societies both internationally and within individual countries. ( source: Tourism Princi ples and Practice, Fourth edition, Chris Cooper, John Fletcher, Alan Fyall, David Gilbert and Stephen Wanhill) Various forms of tourism have evolved to cater to the desires and demands, healthy and unhealthy, that define the many niches that exist among consumers. The different types of tourism may include the following: back pack tourism, sex tourism, cruise tourism, trek tourism, heritage tourism, slum tourism, refugee tourism, spiritual tourism, gourmet tourism, medical tourism, green tourism, etc. Over the last 25 years, we have been assailed by a growing tourism lexicon that includes terms such as eco tourism, sustainable tourism, pro- poor tourism etc. Often they begin with a sound basis, and good intentions, and often, soon enough, are debased as the tourism industry subsumes them for their own advertising and promotion without genuinely altering the face of their offerings in the light of what was originally meant. ( source: by: DMello, Ceasar. Contours, Jan2008 Anniversary Book, Vol. 17/18 Issue 4/1, p8- 16, 9p). Along with the transport and the accommodation sector, attractions form one of the central components of tourism providing a vital element in the visitors enjoyment and experience. Attractions are central element in terms of what tourists visit at destinations as well as being something they may visit en route a destination. In many respects, they are the lifeblood of a destination ,because they are a part of appeal , ambience, and overall experience that visitors seek to consume in areas they visit. One of the major problems in identifying attractions is that they are patronized by tourists, but in terms of the scale and volume of visits, they are dominated by leisure and day trippers as well as local residents. In this respect the market for attractions is large and forms a vital part of the infrastructure of the destination area. ( source: Tourism Management, managing for change, Third Edition, Stephen J.Page). Attractions provide a vital nucleus for visitor spending in destinations, and when they are linked to regeneration strategies, they can be harnessed to create a new image and help reposition the city as a place to visit. A successful attraction industry is vital for a healthy tourism sector so that visitors have sufficient opportunity to undertake visits and to spend during their stay. Attractions are also a major draw for many visitors , and urban regeneration strategies by public and private sector agencies have pinned future tourism development around such hubs of visitor attraction activity. In many successful urban regeneration schemes where tourism has been a key component, visitor attractions and the creation of a visitor environment around these attractions has contributed to the success of the regeneration scheme. Yet, one of the main problems in examining visitor attractions is in defining what comprises an attraction. ( source: Tourism Management, managing for change, Thir d Edition, Stephen J.Page). For many tourist destinations around the world, it is their attractions that often serve as the catalyst for tourist visits. Attractions are numerous, diverse, fragmented geographically and often have limited resources at their disposal for purposes of management. Attractions provide the single most important reason for leisure tourism to a destination. Many of the components of the tourist trip for example, transport and accommodation are demands derived from the consumers desire to enjoy what a destination has to offer in terms of things to see and do. Thus a tourist attraction is a focus for recreational and, in part, educational activity undertaken by both day and stay visitors that is frequently shared with the domestic resident population. Every region and every town boasts of at least one attraction, adding to its appeal as a destination. Attractions often have an explicit educational purpose, are often central to the protection , or in fact creation, of cultural identities, and can contribute to the conservation and protection of many historic sites. This variety of sense of purpose is important in that it helps explain why attractions are often so difficult to manage, especially those that fall within the domain of the public secto r, such as museums. They often have to accommodate the numerous wishes of their stakeholders , the various expectations of different visitor groups , meet the needs of owners or trustees, and serve on occasion as attraction icons for national governments in international marketing strategies. There are many examples where attractions have played a catalytic role in the regeneration of an area or destination . The success of the Guggenheim Museum in Bilbao, Spain and the National Museum of New Zealand and its contribution to the development of Wellington as a destination are two examples of best practice. Such ionic or flagship attractions can be used to pull in visitors, meet needs of local residents, and develop stronger tourism activities within the destination. While a destination rarely survives long term on the basis of one attraction, it can be the key to pump-primer in more sustainable development of a destination. The fact that tourist attractions may be shared with the host community can give rise to conflict in popular destinations, where tourism is perceived to cause problems of crowding, traffic congestion, environmental damage and litter. There can thus be little doubt that the management of tourist attractions is a challenging activity with so many publics to please.

Common Causes of Plane Crashes Essay -- Statistics, Location, Error

Introduction Being involved in an airplane accident is a nightmare scenario for any air travelers, crew and pilots alike. Statistically air travel is among the safest means of transport, but at the same time it is also associated with sporadic accidents that have proven to be extremely terrifying ordeals for all those involved due to a vast array of reasons. The causes of these accidents are of varying nature and depend on some problems that are originated during some stage of the flight process. Main Causes of Plane Crashes 1. Decent and Landing Accidents Airplane decent and landing accidents have been statistically proven to be one of the most common forms of airplane incidents. Ultimately accounting for about 37% airplane accidents, there are several different stages of the decent and landing process and several mechanical issues as well as a lack of focus on the part of the pilot can contribute to a faulty landing, ultimately resulting in a minor or fatal crash (Tullo, 2001). 2. Human Error The primary cause is of airplane accidents does at some stage contain an element of a person being unable to discharge his duties correctly and in an accurate manner. More than 53% accidents are the result of ignorance or faults by the pilot during flight. Other staff is responsible for about 8% accidents. The most obvious errors by pilot are made during the take off or landing on the runway. Additionally errors can occur during the maintenance of the airplane outside the plane, whereby a lack of thorough inspection and oversight can lead to complication during mid-flight. Fueling and loading of the plane also sometimes create problems (Shapiro, 2001). 3. Mechanical Failure Mechanical failure accounts for 25% of the airplane ... ...ff. There are a few accidents that are reported occur during flight at medium or high altitude. There are a host of reasons for a plane crash but the primary reasons of airplane incidents include; human error, mechanical fault, harsh weather and sabotage. In order to further decrease the number of airplane accidents stricter measures of evaluating an aircrafts operability prior to take off need to be implemented. Additionally, better training of pilots can also lead to a more preferable outcome should a problem arise as the pilot will be better equipped to handle an emergency. References: De Almeida, IM (2011). "Contributive factors to aviation accidents". Revista de saà ºde pà ºblica, 45 (2), p.432 Shapiro, D. (2001). "Plane Crash Theory". Ploughshares, 27 (1), p. 162. Tullo, A. (2001). "Cause of plane crash sought". Chemical & engineering news, 79 (48), p. 8

Ikea report Essay

Executive summary This report describes the importance of market research, the target market and market segmentation. How a business can use a situation analysis and SWOT to provide a direction for Ikea. This examines how types of customers and buyer behaviour will impact marketing strategies. Evaluates as a key marketing strategy for Ikea as a case study. Analyses marketing strategies can be used to achieve marketing objectives and describes some ethical and legal things that a business must manage and respond to while marketing. Business Overview Ikea is a well-known global brand with hundreds of stores across the world. In order to improve performance, it must assess its external and competitive environment. This will reveal the key opportunities it can take advantage of and the threats it must deal with. Ikea responds to both internal and external issues in a proactive and dynamic manner by using its strengths and reducing its weaknesses. Through this, Ikea is able to generate the strong growth it needs to retain a strong identity in the market. Ikea’s passion combines design, low prices, economical use of resources, and responsibility for people and the environment. The company’s products, processes and systems all demonstrate its environmental stance. For example, clever use of packaging and design means more items can fit into a crate, which means fewer delivery journeys. This in turn reduces Ikea’s carbon footprint. Ikea believes that there is no compromise between doing good business and being a go od business. It aims to go beyond profitability and reputation. Ikea is intent on becoming a leading example in developing a sustainable business. This will create a better everyday life for its customers. Market research When Ikea conducts market research it is important that the business first determines its information needs. The business should have some idea about the type of information it is looking for. It could vary from customer profiles or brand awareness through to attitudes towards certain new products. Once its information needs are established, the business can determine the most appropriate research method. This is primarily done by IKEA group although individual stores would use sales reports in order to  gather data about the types of customers and popular products that are particular to the area or store. The Target Market The target market is a group of customers for whom a particular product has been developed. The business hopes that these people will buy the product when it is made available in the marketplace. Some products appeal to all consumers, while others have limited appeal. A business needs to understand the nature of consumer markets. The three types of markets Ikea appeals to are Consumer, Mass and niche. The products in Ikea produce are universal to all and with their flat pack design they fall into the niche market. Ikea focuses on meeting the customer demands and satisfying their needs. Ikea’s main focus is that of the selling orientation. Market segmentation Market segmentation is the process of breaking down a total market into small markets It allows businesses to focus their efforts and resources on a section of the market. By focusing on a particular target group, It would consider the features that consumers of this target group would be looking for in a product, the appropriate promotional strategies to generate awareness of and sustain interest in the product, and the most suitable pricing policies and distribution channels. Market segmentation and product/service differentiation,Demographic segmentation, dividing consumers into groups based on selected demographics, so that different groups can be treated deferent Situation analysis and SWOT Situation analysis is the way in which a business can examine the current position within the market and provides them with direction for their marketing campaign. SWOT is the first stage of planning and looks at the Strengths, Weaknesses, Opportunities and Threats involved in a project or business venture. For example, one of Ikea’s key strengths is its strategic aim to use no more material than necessary in the production of each item. One particular table, the NORDEN table, uses knotty birch wood. The knots in this wood usually mean it is rejected by other retailers and manufacturers as unsuitable for use. However, IKEA has made the knots part of its design feature. Types of customers. psychographic segmentation, this is based on lifestyle and personality, values and interest, Ikea does not divide the store into sections but you have to walk through the whole store before you can exit, this is a strategy to sell more products. The types of customers vary from people, households, firms, educational institutions, government, clubs and societies, religious organisations. The customers that account for most of Ikea’s sale is the bold customer. Ikea is a business that is not aiming towards a purchase occasion but the usage rate of their product, being household items they aim for their products to last well and function to a good quality standard. Ikea has a good user loyalty with a wide range of buyers from the types of customers. Consumers see how affordable Ikea products are and how well they last, as long as they don’t mind putting the product together. The buying process would not be different from Ikea customers but the free yearly catalogue gives purchasers time to plan a trip to Ikea as the Ikea stores are not usually located conveniently due to the large floor space required to house their product. Ikea stores are not usually located outside the inner metropolitan area for this reason. There are psychological, sociocultural, economic and government reasons why people shop or don’t shop are Psychological segmentation Branding. Ikea is ranking 41 in the world’s most valuable brands. The brand name alone is worth 8 million. The brand image for Ikea stands for affordable, contemporary design and its flat pack product range that gives Ikea its identity. The brand name or logo essentially provides a message to the people of the quality and value associated with that product, when they see it they immediately form judgements on the quality, a strong brand name is essentially enhancing the relationship between a business and its customer. Marketing and strategies Product Ikea’s products are tangible, Product matters because it is the reason that customers go to Ikea in the first place. Ikea has the market in flat pack furniture and the unique design attracts customers and meets their needs, this product could include the prestige of owning the product which would also relate to psychological factors. Place Place matters because it is how the customers access the product. The Ikea experience is more than just products, it is a retail concept laid out in such a way that families, singles, couples etc. can enjoy shopping for furniture. A day at Ikea has been described as more of an outing than a shopping trip. Price Price matters because it is at the heart of the Ikea concept. Flat pack furniture cannot compete on price with upmarket, fully assembled pieces, so it is essential that Ikea continues to keep its prices below the competition. Price including pricing methods, market and competition based, Competition based pricing is the commonly used pricing strategy. Promotion Promotion is the most public aspect of marketing and it matters because it helps to drive customers into the stores in order to buy furniture. Ethical and legal. Ikea is recognised as a business that is both legally and ethically a responsible business that looks beyond profit and develops a positive workforce with these practices, advertising is very powerful in developing the wrong or wright idea and misleading advertising is bad ethics. Developing products in 3rd world country is considered unethical because they get payed well below minimum wage. Ikea produces environmentally responsible products, the flat pack design would be argued that it minimizes wastage and the cardboard would be environmentally friendly. The role of consumer law deals with Deceptive and misleading advertising which could be false information about products features and content, false special offers which don’t exist and  overstating the benefits that a product will provide to the consumer. Price discrimination, giving preference to some retail stores by providing them with lower prices than is offered to the competitors of those retailers. The competitor and consumer act aims to discourage the price discrimination in the business environment. Implied conditions and warranties is a great way for a business to ensure the product will last at least the warrantee time, this attracts customers and the consumer expects the business to fulfill their legal obligation to provide a refund or replacement or the product if there is a manufacturing problem within the warranted date, regardless the business by law. Resale price maintenance, this aims to balance the profit maximization of a business, Ikea ensures that the quality of a product in one country doesn’t differ from another. A manufacturer cannot refuse to sell the goods to a retailor if the retailor intends to sell the product for below the recommended price.

America Movil †The Jaguar’s Next Move

After a deep analysis of the strengths and weaknesses of America Movil, and considering the forces that are currently driving the growth of the wireless telecom market in Latin America and the rest of the world, we have elaborated certain recommendations concerning the company’s future strategic decisions which, in our opinion, should be considered in order to consolidate the corporation’s current position as a global leader in this industry.Regarding the issue of the possible expansion of America Movil into new markets; the analysis shows that the best strategy for the company to follow, considering its current investments, assets and the forecasts for each region, is to focus on the organic growth and to continue strengthening its position in the Latin American market, where the corporation has been able to develop strong brand awareness among the consumers and where the cultural, social and economic aspects of the region represent an advantage against competitors.Reg arding the possibility of a future merge between America Movil and Telmex International, there is no doubt that the synergy that both companies could generate is enormous, nevertheless, due to the basic yet significant differences in these telecom segments, the best option is to keep both companies as separate entities while allowing them to work together by the establishment of joint ventures and strategic alliances in specific projects. Sincerely Yours, Author Organic Growth against Positioning in New MarketsAfter quite a long â€Å"shopping spree† that lasted over seven years, from 2000 to 2007, in which America Movil invested and acquired assets all over Latin America, becoming the largest and most powerful corporation in the region; today the company needs to decide whether to continue its expansion through acquisitions – either in the same region or in different potential markets such as Europe or Asia – or to settle down and focus on getting the most out of its current investments.To determine which of these options brings the most benefits for America Movil, we will analyze several aspects of the company and the environment in which it competes, as well forecasts, opportunities and threats that come with each one of these options. Analysis of America Movil and its current position in the Latin American MarketAmerica Movil currently holds a privileged competitive position in the Latin American Market, with strong presence in 16 different countries that at the same time, share a wide variety of cultural, economical and social aspects. These common characteristics represent an advantage for America Movil against foreign competitors due to the experience and proven success of the company in positioning itself and understanding the dynamics in this region.Some of the countries in which the corporation competes, are currently in an advanced stage of development regarding the wireless market – such as Argentina, Chile, El Salvador and Uruguay, where the wireless percentage of penetration is above 85% of the population – while others represent an attractive opportunity of growth – such as Brazil, Colombia, Ecuador, Guatemala, Honduras, Mexico, Nicaragua, Paraguay, Peru and Puerto Rico – where the percentage of penetration ranges from 41% to 75% of the population.The impact of these percentages can be better appreciated in exhibit 1, where it shows that the total number of potential clients in the region can be assumed to be above 150 million, a number which exceeds the total number of customers currently affiliated with America Movil – 141 million-, especially in countries such as Brazil, Colombia, Mexico and Peru, where the company already has a relatively high percentage of the market share.The total number of potential customers just in these four countries is almost 130 million, 85% of the total number of potential customers. As important as the size of the market available for this corporation, is the distribution of revenue that each one of these countries represents. This distribution can be better appreciated in exhibit 2. What the trend is showing is that the percentage of revenue from Mexico, the most important market for America Movil, is decreasing compared to other countries in which the company operates.From 2004 to 2008 the participation of Mexico has reduced from 54% to 39%, meaning that over half of the revenue of the corporation today comes from its operations in foreign markets, emphasizing their increasing importance relative to the domestic market, which importance has decreased in over 15% while the Brazilian, Caribbean, Andean and Mercosur markets have rose between 4% and 7% each. However, as we can appreciate in exhibit 3, the overall behavior of the Latin American Market shows that it has been in an important phase of growth in the past 4 years, from 2004 to 2008, where revenues have increased over 151%.These numbers together support t he arguments of both, the strong position that America Movil currently has in the Latin American market, and of the success of the company in understanding the dynamics of the Latin American economy and culture; which translate in a competitive advantage over its main competitor in the region, Telefonica, and other European and North American based corporations that have struggled in positioning themselves in the countries where America Movil has established.Current Strategy in Latin America The success factors of America Movil strategy in this region can be summarized in two main categories; the penetration strategy and the positioning strategy. Penetration Strategy The penetration strategy developed by the company has been clear since the beginning; the acquisition of assets in the different Latin American countries for a low price.This strategy has benefited the corporation by providing them with the required infrastructure to operate at a relatively low cost, taking advantage of opportunities generated by the failure of other companies to develop a strong position in the market and taking advantage of the liberalization of the Latin American economies. Examples of these acquisitions are the purchase of BCP from BellSouth Corp. (USA) and Verbier (Brazil) in 2003 for $643 million and American Movil Peru from TIM International (Italy) for $503.4 million. The main reasons for the retreat of these companies from the region were either difficulties at their domestic markets or failed business strategies, two factors that America Movil had under control, with a strong domestic market performance in Mexico and with a profitable business strategy in the region. Positioning Strategy The second factor that drove the success of the corporation in the countries where it penetrated was the positioning strategy.The strategy to obtain a strong position in the markets where it competes was developed considering the economic situation of the majority of the Latin American p opulation, which is relatively weaker and more unstable and than the one in markets such as North America or Europe. With this in mind, America Movil developed a system of pre-paid cards, which to this date, has been the driving force of the company’s growth in the region.The advantage of this model lies in the fact that the corporation discovered that Latin Americans were more likely to become users of wireless communication services if they had the opportunity to pay for the service as they required it; avoiding long term contracts and potentially escalating debts, which, because of the unstable economical situation, could become impossible to pay.The customers were not the only ones beneficiated, since with this model, America Movil became able to considerably reduce collection costs and to avoid invoice defaults that on the long run, could have affected the revenues of the company as well as the number of their clients. There are, however, two main weaknesses in this mode l, the first one lying in the fact that this strategy can be relatively easily copied by its competitors and in the long run, it doesn’t represent a significant competitive advantage over them.The second disadvantage is that the revenues generated by this strategy are lower than the ones obtained by a post-paid model, which mean that its profitability is based on the volume. Nevertheless, this is currently not a problem for the company since over 83% of its customers are using the pre-paid option. Forecasts of the Wireless Market in Latin America As appreciated in exhibit 1, there are currently a huge number of unattended potential customers in the Latin American Market.This can be assumed by noticing that the overall penetration is 66%, with countries such as Argentina with an astonishing 97% penetration percentage while others important markets such as Brazil and Mexico are about 65%, a number that can be largely increased considering the pre-paid strategy used by America M ovil, which simplifies and encourages the use of its service among the population.As seen in exhibit 4, according to the case, the forecast for the year 2012 expects an increase from 66% to 76% in the number of subscribers in the wireless market; this represents an increase of almost 50 million new customers, which, as analyzed earlier, are mostly expected to come from four countries: Brazil, Colombia, Mexico and Peru, which combined, have a population of unsubscribed potential customers of almost 130 million, while all of the other countries barely reach 22 million.This information can help the company focus their efforts in the markets mentioned before, while maintaining a relatively stable growth in the others, focusing mostly not in attracting new customers but in increasing the profitability of each one of them. Analysis and Forecasts of the Wireless Market in the rest of the world After analyzing the benefits of focusing on the organic growth of the company, it is also importa nt to consider the option of expanding further into new non-natural markets for America Movil.The options available are the Asian, European and the Middle East/Africa and North American Market, where the company currently has a small operation. The main advantage of the Asian market is definitely its size; as the continent with the larger population, over 3,879,000,000 according to the World Atlas’ estimates of 2006, and over 10 times the population in South America; it’s definitely the most attractive market to consider. Nevertheless, there are two main barriers that might decrease the attractiveness of trying to penetrate in this market; the competitors and the enormous cultural differences between Asia and Latin America.The competition in Asia represent a huge threat for newcomers, since is the domestic market of China Mobile, the largest wireless corporation in the world with over $275 billion in revenue and the financial power to overwhelm any new entrant. In addi tion to this, the fact that, as in Latin America, America Movil is familiarized with the economic, social and cultural aspects of the population, China Mobile has a huge advantage and experience with the Asian culture.Europe is also another important market to consider, and the one that America Movil has been closer to penetrate in; however, the same problems arise, with the presence of Vodafone, a British corporation with over $152 Billion in revenue and the advantage of competing in a market in which the company is more familiar with. This in addition to the fact that, as stated in the case, Europe doesn’t seem to be ready to open to competitors from the new world, which mean that America Movil is going to have more trouble penetrating with its acquisitions strategy.Finally, North America doesn’t seem to be an attractive market due to its saturation and low expected growth of only 1. 2% and in the Middle East and Africa America Movil may end up making the same mistak es made by European and North American Corporations in Latin America, which is a weak positioning strategy. These are the reasons why the most feasible strategy is to focus on the organic growth, since the strengths that the company has in Latin America, specially the knowledge of the market, can become weaknesses when trying to expand to new markets where strong competitors already have the advantage of experience and economic power.Merger between America Movil and Telmex International The rapid technological changes in the telecommunications industry and the emergence of new players, combined with the reduction of traditional entry barriers and the rise of alternative service providers are forces that currently represent a huge threat for both America Movil and Telmex International. This is the reason why, taking advantage of being part of Carlos Slim’s Holdings, both companies should be able to establish synergy in the markets where they compete in order to offer a combina tion of services that would be more difficult, if not impossible, to provide by separate.Nevertheless, due to the significant differences in issues such as the infrastructure and strategies required to operate, a merger could not be the best option, however this doesn’t mean that both America Movil and Telmex International are not able to develop joint ventures or strategic alliances while working in specific project that might, in the long-term, increase their profitability, competitiveness and presence in the Latin American Markets.New trends in telecommunications such as the triple play which offers voice, date and video are rapidly acquiring popularity and obtaining an important share of the market, if Telmex International and America Movil can combine these with the wireless service, there is no doubt that they will obtain an important advantage in any of the countries where they establish.Cited Works Rullan, Samantha. America Movil, The Making of a Mexican Global Latina . 2008. INSEAD The Business School for the World America Movil. â€Å"2008 Annual Report. † 2008. 29th April 2010 . World Atlas. Continents of the World. 2006. 29th April 2010 .