Trend in Heritage Tourism

Are the trends in Heritage tourism having an effect on world Heritage sites? | | Abstract Using in depth secondary research this paper aims to examine the impacts of heritage tourism to various heritage sites in terms of potential threats and opportunities associated with tourism development and growth. In addition there will be an analysing of the research methodologies used in order to identify theoretical framework surrounding area of study to clarify the outcomes of results.With effective management and planning heritage tourism can contribute to the local economy as well as the preservation and restoration of the historical monuments at the same time connecting the local culture, which represents a significant period of human history, with global cultures. Although benefits of this type of tourism do exist there are various issues apparent at numerous historical sites. This study focuses on the concept of sustainability in terms of understanding the implications of tourism to bu ilt heritage and its surroundings. nd the local culture, as well as to the development of the communities if planning and management is that dwell therein in terms of planning and management in order to restore, preserve historical monuments at the same time understand Abstract Using in depth secondary research this paper aims to examine the impacts of heritage tourism to various heritage sites in terms of potential threats and opportunities associated with tourism development and growth. In addition there will be an analysing of the research methodologies used in order to identify theoretical framework surrounding area of study to clarify the outcomes of results.With effective management and planning heritage tourism can contribute to the local economy as well as the preservation and restoration of the historical monuments at the same time connecting the local culture, which represents a significant period of human history, with global cultures. Although benefits of this type of to urism do exist there are various issues apparent at numerous historical sites. This study focuses on the concept of sustainability in terms of understanding the implications of tourism to built heritage and its surroundings. nd the local culture, as well as to the development of the communities if planning and management is that dwell therein in terms of planning and management in order to restore, preserve historical monuments at the same time understand | | | Introduction A catalyst for poverty alleviation, tourism is considered to be one of the world’s largest industries, as it acts as a key driver for development through foreign exchange earnings and the formation of direct and indirect employment WTO (2012, a).Tourism contributes 5% of the world’s GDP and accounts for 6% of the world’s exports in services, making it the fourth largest export sector after fuels, chemicals and automotive products. Tourism is accountable for 235 million jobs or one in every 12 jobs globally (WTO 2012, a). With a record of 705 million tourists up to August 2012, global tourism is to rise to 1billion by the end of 2012(WTO, 2012, b). In 2007, cultural tourism accounted for 40% of all international tourism (Mintel, 2010).These results produced are highly adequate as they directly came from WTO whom monitors the trends of tourism and provide an up to date statistic analysis in a timely mode in order understand the affects and impacts of tourism on a global level. The results from Mintel can be considered reliable as information was influenced by organisation for Economic Co-operation and Development (OECD) tourism committee whom activity aims at promoting the culture of evaluation in tourism.As the growth in tourism can help sustain cultural heritage sites, but has severe consequences, since immense growth can affect the configuration of cultural sites and monuments as they are becoming heavily congested by tourist. Discussions and analysis of key theories a nd interpretation of research methods Heritage mainly represents the past and the future, its meaning is associated with the word in heritance which basically explains when something is passed from one generation to the next generation. Heritage acts as a carrier of historical values from the past, which can be viewed as part of the cultural tradition.Therefore the linkage between heritage and tourism exist by reconstructing the past in the present through interpretation i. e. cultural brokers (Nuryanti,1996). Heritage tourism is a form of special interest tourism (Nuryanti,1996). Heritage can be a form of living or built elements of culture which has intangible or tangible features such as buildings, locations, cuisines and arts and crafts (Timothy and Nyaupane, 2009). The academic adapted these view by exploring various tourism related journals. This may be reliable as they are peer viewed by other academics and experts round the area of study.This type of research method can help when trying to understand a specific study area before it can progress to any other research methods. However journals may not be able to answer a specific question that needs to be investigated as it has been created around the academics particular area of study, answering questions that the academics are particularly researching or investigating around. According to Zepal and Hall (1991) heritage tourism motivations are based on ‘’nostalgia for the past and the desire to experience diverse cultural landscapes and forms†.This quote may not be factual but rather the author’s perspectives as the postmodern tourist may have influence by other motives. The motives to visit cultural historical sites were influenced by having a curiosity in history, visiting cultural attractions/events and visiting a historical attractions/events (Kolar and zabkar,2010 cited in Swarbrooke,1999). Cultural motivations can give an idea of what precedes authentic experiences (Kolar and zabkar,2010). This information was obtained by the means of conducting a survey on 25 Romanesque heritage sites in four European countries.The results identified that cultural motivation is significant subsequent of both object-based and existential authenticity, which in turn influences tourist perceptions. Although surveys can be gathered quickly and administered easily, response rates can be bias as the results of a survey are randomly sampled, normally used to target a selective of participants. Furthermore the results were only generalizing on specific heritage settings. This makes it difficult to identify if tourists have similar experiences and perceptions in other heritage settings.An idea of the motivations and behaviours of heritage tourists are, essential if the impacts on heritage sites are to be managed sustainably (Kolar and zabkar, 2010). Heritage tourism can create employment, alleviate poverty, curb rural flight migration, and increase community empowerment. Th e dynamic characteristics of tourism can contribute to preserving and enhancing intangible and tangible cultural heritage. However Intangible and tangible cultural assets whether it is built or a living must be analyzed and managed well in order to flourish in an increasingly globalized world.However this relies on stake holder’s involvement such as the partnerships between communities and the tourism and heritage industries. This is because the genuine appreciation for the aspirations and values of all parties can influence the survival of heritage tourism (UNWTO, 2012). This information can be considered as accurate as UNWTO monitor cultural tourism activities and are able to understand the implications of tourism through observations of tourist flows and tourism developments in various heritage sites, in addition working with various stake holders and tourism departments.UNESCO adopted the convention concerning the protection of the world cultural and natural heritage site s in 1972(Garrod and Fyall, 2009). Since then there has been 936 designated world heritage sites located in 159 states party. The aim of the convention is to â€Å"ensure the identification, protection, conservation, presentation and transmission to future generations of cultural and natural heritage of outstanding universal value† (Garrod and Fyall, 2009 cited in UNESCO, 2008:2).The information produce can be considered accurate as it was obtained from UNESCO published documents which is based on factual information rather than ones opinion. However it has been debated that the world Heritage listings has had an influenced in the increase in visitor numbers to world heritage sites. Considerable growth in tourist interest has been distinguished as a driving aspect in latest world heritage selections (Landorf 2009 cited in Jones & Munday, 2001). This information was conducted by observations of tourist movements to six heritage sites in the UK.However as this type of research gathered is a form of observation it may be considered as a genuine approach as visitors do not notice that they are being watch so they would act to their normal nature. This approach allows you to understanding certain tourist’s behaviour patterns which can be based on Mathieson and Wall (1982) consumer buying behaviour model. The research associated with the Mathieson and Wall (1982) consumer buying behaviour model can be considered out dated as it does not look into the current perspectives of geographical approaches to understanding consumer behaviour.A more current consumer behaviour model will need to be adapted in order to understand today’s tourists as they may differ from the past tourists. Tourism might place stress on world heritage sites which growth, is intensified by which contradicts the standards at the core of the World Heritage Convention, which emphasis that world heritage sites should maintain a function in current community life at the same time b eing preserved for transmission to future generations (UNESCO, 1972, b).In this case it is a vital issue that tourism activities should be sustainable in order to allow sites that gain world heritage status to maintain their status (Garrod & Fyall, 2000). The information was conducted using desk top research. This information may be bias as it is based on expert’s personal opinions. Tourism may not be the best solution for the development of heritage sites unless planning is involved. Heritage tourism can influence community developments. For example Wadi Al-Hitan in Egypt, witnessed small scale developments by local communities supplying most of the services available to the visitor’s experiences.Management of the heritage site worked closely with locals of the site to develop their capacity in regards to the site but also with regards to developing their skills for providing these services to the tourists i. e. tour guides. A positive outcome has been associated with this is economic development of local communities due to well-planned tourism at Wadi Al Hitan. The Canaima National Park in Venezuela and Shiretoko in Japan are other examples of sites that also demonstrate good methods for community involvement and collaboration and hence development of heritage sites (Borges et al, 2011).This information was collected by taking notes from the interviews from experts in this area of study. Interviews are very effective if conducted using appropriate questions in order to get an instant answer to your questions raised. This method of research is beneficial as it can validate information that already exists. The results for this interview did indicate that there are some positive outcomes for heritage tourism if managed well, however stakeholders will have to involve to community for it to be successful.Although tourism is normally honoured for being able to reconcile conservation and development goals in or near protected areas, there are existing negative impacts that are affecting world heritage sites status. For example Machu Picchu in Peru faces pressure from 900,000 annual tourists who visit the ancient Inca city. The tourists place a threat on the ecological integrity, physical body and cultural authenticity of the world heritage site and surrounding areas, including the Inca Trail (Larson and Poudyal, 2012).Information was influenced by Andean tour operators. As they are recognised tour operator this type of research approach is good, as they will have connections with other tourism related institutions in order to understand what is going on in particular countries in terms of tourist flows and impacts to particular destinations which they may be operating in. UNESCO has previously warned about uncontrolled access at Machu Picchu in Peru and advised the authorities to make conservation a priority (BBC news, 2012).This information was gather from the BBC news is reliable as news is a source which is most current and u p to date with worldwide issues. Due to immense tourism developments at heritage sites planning strategies are essential in order to control tourism (Hall, 2008). For a plan to be successful it needs to implement an effective planning approach which is vision and goal oriented, integrative, market driven, resource driven, consultative and systematic (Hall,2008). However Simpson (2001) identified that specific examples of community involvement in the planning process hardly exist.Environmental and economic objectives are more notional than social objectives, creating problematic process as the three dimensions as they are not being equally treated (Agyeman & Evans, 2003). Figure one illustrates the process in which sustainable tourism should be managed at heritage sites. Through sustainability soft and hard visitor management techniques have been implemented at various heritage sites in order to control and monitor visitor flows cooper et al, 2005. This information was obtained by ob serving the visitor management techniques implemented at the Great Wall of China.In this case this is a good method as the results give an understanding of what management techniques effective for heritage sites. Source: (Larson and Poudyal, 2012) Source: (Larson and Poudyal, 2012) Conclusion It is evident that academics in this area of study heavily rely on qualitative research in order to discover their answer. This may be that due to the nature of heritage tourism, the best way to understand the area is by identifying what motivates tourist to this type of tourism and what are the implications, opportunities and solutions in order to sustain heritage tourism.These types of questions may need to be answered by tourists that participate in this type of tourism and stake holders involved. In this way it can be said that the reason why surveys, interviews and observation methods might be used is to investigate specifically in detail answers that may not be found conducting desk top r esearch, due to the limitations of areas that are specifically studied around a particular academics research. However institutions such as the WTO, OECD use quantitative and qualitative, methods in order measure and monitor progress and direct actions related to tourism related impacts, threats and opportunities.It can be recommended that academics use both qualitative and quantitative research in order to develop well detailed and effective results around the area of study. Overall it is clear from the study that in order for heritage tourism to be preserved sustainability is the key concept surrounding the phenomenon. Tourists, Stake holders, communities and tourism institutions are equally involve in achieving sustainability in world heritage sites as they each have an effect on the outcomes of its survival in terms of future developments. References Agyeman, J. & Evans, T. (2003). Toward sustainability in urban communities: Building equal rights with sustainable solutions. Anna ls of the American Academy of Political and Social Sciences. 590. pp 35–53. BBC news, (2012) Machu Picchu: Peru unveils plans for new airport. Available at: http://www. bbc. co. uk/news/world-latin-america-19353660 [Accessed: 2nd December, 2012] Borges,A. M. ,Carbone,G. ,Bushell,R. and Jaeger,T. (2011) Sustainable tourism and natural World Heritage. Switzerland: IUCN Gland, Switzerland Cooper,C. ,Fletcher,J. ,Fyal,A. , Gilbert,D. & Wanhill,S. 2005)Tourism principles and practice. Essex: Pearson education limited Garrod, B. , & Fyall, A. (2000). Managing heritage tourism. Annals of Tourism Research. 27(3). pp 682–708. Garrod,B. and Fyall,A. Contemporary cases in Tourism. Volume 1. Oxford: Goodfellow Publishers Limited. In UNESCO (2008) World Heritage. Availble at:http://whc. unesco. org/en/list/514 Garrod, B. , & Fyall, A. (2000). Managing heritage tourism. Annals of Tourism Research. 27(3). pp 682–708. *Hall, C. M. (2008). Tourism planning. Policies, processes a nd relationships, Harlow, Pearson Education LimitedKolar,T. and zabkar,V. (2010) A consumer-based model of authenticity: An oxymoron or the foundation of cultural heritage marketing. 31 (5) October. pp. 652–66. In Swarbrooke, J. (1999) The development and management of visitor attractions. Oxford Butterworth-Heinemann, Kolar,T. and zabkar,V. (2010) A consumer-based model of authenticity: An oxymoron or the foundation of cultural heritage marketing. 31 (5). October. pp 652–664 Larson,R. L. and Poudyal,C. N. (2012) Developing sustainable tourism through adaptive resource management: a case study of Machu Picchu, Peru. 0(7). pp 917-938 Landorf ,C. ( 2009) Managing for sustainable tourism: a review of six cultural World Heritage Sites. 17(1). pp53-70. In Jones, C. , & Munday, M. (2001). Blaenavon and United Nations World Heritage Site status: Is conservation of industrial heritage a road to local economic development? Regional Studies. 35(6). pp 585–590. Mathieson, A. and Wall, G. (1982) Tourism: Economic, Physical and Social Impacts. Harlow: Longman. Mintel (2010) Cultural and Heritage Tourism – International. Available at:http://academic. mintel. om/display/482710/? highlight=true[Accessed:2nd December, 2012] Nuryanti,W. (1996) HERITAGE AND POSTMODERN TOURISM. Annalr of Tourirm Research. 23 (2) pp. 249-260, Simpson, K. (2001). Strategic planning and community involvement as contributors to sustainable tourism development. Current Issues in Tourism, 4(1). pp 3–41. Timothy, J. D. and Nyaupane, P. G. 2009 Cultural Heritage and Tourism in the Developing World: A Regional Perspective. Oxon: Routledge UNWTO (2012) Tourism and Intangible Cultural Heritage. Available at: http://ethics. unwto. rg/en/content/tourism-and-intangible-cultural-heritage[Accessed: 3rd December,2012] UNESCO. (1972). Convention concerning the protection of the world cultural and natural heritage. Paris: UNESCO. WTO (2012 a) Tourism and Poverty Alleviation. Avail able at: http://step. unwto. org/en/content/tourism-and-poverty-alleviation-1[Accessed: 2nd December, 2012] WTO (2012 b) International tourism strong despite uncertain economy. Available at. http://www2. unwto. org/en/press-release/2012-11-05/international-tourism-strong-despite-uncertain-economy[Accessed: 2nd December, 2012] Zeppal, H. and

Marketing Management- Marketing Plan

This plan is designed to report the external and internal factors that will influence the company's success in Haiti market. The topics covers in this plan include situation analysis, marketing strategy, tactical programs, implementation and budgets in carrying out the marketing activities which differentiate the business and product offering from our competitor and marketing strategy that drive the business to earn above average profit. 3 Company Summary 3. 1 Company Overview Seoul-Roy is a Haiti based restaurant serving Korean cuisine, the name Seoul-Roy is easy to remember and easy to pronounce.Seoul reflects the theme of the restaurant for serving Korean cuisine which is a famous destination in Korea, a megabits with a population of over 10 million and a leading global city in the world. Furthermore, â€Å"ROY' means â€Å"Delicious† in southern Thai dialects, to have a name meaning â€Å"Delicious Seoul†, conveyed the message that the restaurant having very high s tandard food. The restaurant name Seoul-Roy will surely leave an impressive memory in potential customer first impression that will attract the customer to visit the restaurant for the first time.Seoul-Roy will be operating seven days a week inclusive public holiday in operation 365 days throughout the year to ensure that customers have the opportunity to enjoy our delicious whenever they feel like it. Seoul-Roy is a medium size restaurant enhanced with cozy, comfy, friendly, and appetite tempting atmosphere for patrons through its modern contemporary casual dining style to unearth the feeling of refreshing and energize to dinners. The facility will be divided into indoor area for customer that is seeking cool comfy ambient and outdoor area for customer seeking a breath of fresh air.The cafà © will feature seating for approximately 100 patrons, desert bar, water fountain and liquor bar. 3. 2 Location This restaurant is planned to be situated at the empty land on Outthinking Road, n Clonk Rein area which is approximately 500 m from Tests and Prince of Songbook University. With hundred and thousand of local resident, university student and shoppers from other suburb visiting this area on everyday basis, it does instigate this area to be the perfect sites in town.Page | 2 Heretofore, I nonviolent Road Is one AT ten major connector Detente ten roads on the external circuit to the Haiti city which have high traffic concentration. In spite of this, there is ample parking space along the road that makes it handy for by passer to stop for dine in and appear to be a profit potential site. Moreover, the rent in this area is much cheaper comparing to the retail shops in major shopping complex such as Tests, Big C, Lee Garden Plaza and Central. 3. 3 2. Objective The objective to startup Seoul-Roy includes the following: A. B. C. D. E. Become premier food franchise serving fusion of Korean food and Thai Food. Provide highest quality fresh and delicious food. Ensure that e very prospect in promoting â€Å"Seoul-Roy' brand are explore and implement. Maintain and expand every possibility to achieve outstanding reputations. Create an ideal working environment for employee in promoting good communication and great team work. F. Achieving profitable investment return between 4-6 years. G.Achieving total daily customers of 7,000 patrons/month by the end of second year of operation. The objectives of marketing activities include: 0 To introduce Korean Cuisine to Haiti community and Songbook Province area. 0 To attract 50% of the target market and forecast potential customer. 0 To be perceived as the cleanest restaurant in the region. 0 To be perceived as restaurant serve delicious, quality, and tasty Korean cuisine in the region. 3. 4 2. 2 Vision and Mission Seoul-Roy mission is to bring to the market finest, freshest, and tastiest FusionKorean cuisine that is inspired by a combination of Korean and Thai cuisine in the Haiti. In conjunction to Seoul-Roy hig h standards of quality and cleanliness will ascertain Seoul-Roy growth into a reputable premier Korean cuisine in Haiti. The mission of Seoul-Roy includes the following: Page | 3 To bring to the market finest, freshest, and tastiest Korean cuisine. To ensure that all foods are serves to its highest level of freshness, nutrition, and gastronomic. To ensure that all order are serve with efficiency and effectiveness.The value proposition that the target market will pay for this 50% premium price is the superior customer service experience and high quality Korean cuisine. The company will ensure that the restaurant is always has a clear proposition of the claimed benefit for the services and products. In this, the company will always monitor the quality of the food produce to Page | 4 Seoul-Roy marketing Plan ensure mouth watering experience is offered to the customer and consistently advertise on the value proposition of the restaurant through advertising media. Situation Analysis Situ ation analysis involves evaluating the situation and trends in of Korean Cuisine in Haiti City which defines and interprets the state of the environment of the organization. A situation analysis provides the context and knowledge for planning and achieve above average profit for the organization. The analysis describes Seoul- Roy competitive position, internal environment, external environment and critical issues.In portraying a clearer understanding of the situation of Korean Cuisine industry in Haiti, the report further outline SOOT (Strength, Weakness, Opportunities and Threats) analysis of the organization. The situation analysis includes in this marketing plan includes: 0 0 0 External Environment Internal Environment SOOT Analysis 5. 1 External Environment The external environment affects firm growth and profitability which also a condition that creates threats and opportunities for firms that have major effects on organization strategic actions.The organization understands of external environment coupling Walt Knowledge on Internal environment Tort Its villous to develop Its mission and to take actions that result in strategic competitiveness and above- average returns. As shown in Figure 1, an organization's external environment is divided into three major areas which include the general, industry environment and competitor environment. The general environment is composed of dimension of broader society that influences an industry.As a result of this, the economic and population growth of Haiti will increase very rapidly. An increase people migrating to Haiti City coupling with vivid economic outlook of the city, it is righteous decision in investing in food business in Haiti City. Economic growth and population growth nutrient to better population income and demand for food as basic needs of life, therefore investing in Seoul-Roy will prove to be a successful investment. 5. 1. 1. 3 Socio-cultural Over the past decade, Korean Wave started to sweep acros s Asia country.The wave started with the popularity of Korean drama, Korean Language, Korean Cuisines and Handbook, the traditional Korean dress. CNN describe this phenomenon as kind of a syndrome where Asian people love to enjoy Korean stuffs. The Korean wave in Thailand got underway back in 2005 with â€Å"Dad]engaged†, a sop opera about the first female royal physician of Koreans Jones dynasty. The series gave Thailand a taste for traditional Korean culture, including Korean court cuisine and traditional medicine.Inevitably, Korean cuisine became popular and Korean culture started getting attention. As increasing growth of Korean Wave sweeping across Asia region and Thailand in particular, the startup of Korean Cuisine in Haiti which in the fourth densest city in Thailand will prove to be successful investment. 5. 1. 1. 4 laconically The increasing growth of electronic ordering system in the hospitality industry to increase employee efficiency and effectiveness has exerted a technological stress on he new establishing restaurant.Seoul will adopt ‘Gourmet Restaurant Management system standard, optional and hardware modules to manage the smooth flow of restaurant operation, promotion activities, member service and inventory management. The adoption of gourmets will enable Seoul-Roy to manage it cost effectively, carry out promotion activities smoothly and service member efficiently. 5. 1. Competitor Environment Hatchway's Korean Cuisine industry is still emerging, there is only one competitor in the market, Domino located in Diana shopping complex which serve Korean BBC cuisine.Of course there will be minor modification on the taste of the food to suite Thai culture appetite or definition of delicious food. In spite of this there are many competitor in the market if considering Thailand as a whole, this competitor includes: 0 0 0 0 0 Hanging restaurant Sang Goon Restaurant Slang BBC Buffet Drum Restaurant Adored @ Korean Town 5. 1. Industry Envir onment Although there is only one establishment providing the similar service to the market in Haiti, it is important that Seoul-Roy is establish soonest possible to be the market leader in this region before any competitors enter the market.In Haiti city, the Korean Wave Syndrome has Just sweep the communities, It is essential that this company is born in nearby future in ensuring company market competitiveness. 5. 2 Internal Environment Resources, capabilities and core competencies create the foundation of competitive advantage. Resource can be classified into two main categories include tangible and intangible resource, it have to cover spectrum of individual, social and organization to Wylye competitive advantage. Capableness exalts when resources nave Eden purposely integrated to achieve a specific task or set of tasks.Capabilities are often based on developing, carrying, and exchanging information and knowledge through people in an organization. Core competencies are capabilit ies that serve as a source of competitive advantage for an individual or organization over its competitors. 5. 2. 1 Resource Resources consist of two components, one is tangible and the other is intangible. As the company is currently in the preliminary planning stage, the company only have tangible asset of Baht 20,000,000.The intangible asset consists of the knowledge and management capabilities. Furthermore, the company group of people possesses period innovation, interest and passion in the Korean food. Although in the initial establishing stage the company has to hire a professional chef from Korea in designing the menu, Seoul-Roy management personal inclusive the chairman of the company will continuing learn the technique of Korean Cuisine culinary skill in mitigating these threats of skill impotency and dependence on external resource.Page | 9 5. 2. Capabilities Although the company is currently in the preliminary planning stage, the capabilities that the company possesses in clude: 0 Management Information System The many possesses effective and efficient data collection and information management system that will surely increase the effectiveness and efficiency of the company staff.Management The company has the ability to envision the future of Korean Cuisine in Haiti city, background in business management, years of experience in hospitality industry and information technology will be a competitive advantage in managing the company effectively. 5. 3 SOOT Analysts Strength 0 0 0 0 0 0 Seoul-Roy exterior is tidy and clean. Food price are delicious and tasty. Offer a good choice of menu variation. Knowledge in Business Management. Seoul-Roy employs well-trained staff.Financial resource Weakness 0 Seoul-Roy is newly established in the market. 0 Low profit margin. 0 Absence of important skills. 0 Management. Opportunities 0 Growth in Haiti population. 0 Increasing influence of Korean Wave in Thailand. 0 Haiti as centre of economics and tourism in Southern Region. 0 Economy growth of Haiti ensures long-term profitability. Threats 0 Stable of political unrest in Southern region. 0 Decreasing influence of Korean Wave. 0 Economy down-turn of Haiti city.

Report on Banglalion Wimax Ltd.

Prospects of Wimax Industry Development in Savar Area (Banglalion) [pic] September 20, 2011 To, Lecturer, Golam Mohammad Forkan Faculty of Business Administration, Eastern University Subject: Submission of Report on â€Å"Prospects of Wimax Industry Development in Savar Area† Sir, With due respect, we want to state that, we are the students of Eastern University, of B. B. A. program. We are supposed to do a report on â€Å"Prospects of Wimax Industry Development in Savar Area† In this report we have discussed about the prospects and possibilities of Wimax industry and Banglalion. Here we mainly discussed customer acceptability of these two. Our Marketing Research course teacher gives us an overall idea about how to write the report, which help us a lot to conclude this report. Without his gracious contributions we may not be able to complete this report successfully. Sincerely yours, ______________ Md, Fazle Rabbi Jico ID#082200068 On Behalf of my group members. Prospects of Wimax Industry Development in Savar Area (Banglalion) Prepared for: Golam Mohamad Forkan Assistant Professor Faculty of Business Administration Eastern University Prepared by: MD. Fazle Rabbi Jico ID: 082200068 MD Afzal Hossain ID: 082200026 Shakir Mafsur ID: 082200121 Basir Uddin Amit ID: 082200127 Section: 02 Eastern University 20th September, 2011 Table of content |Particulars |Page No. |Letter of transmittal |2 | |Executive Summary | 5-6 | |Introduction | 7-18 | |Background | 19-21 | |Objective of the report | 22 | |Methodology |22 | |Scope and Limitation of the report |22 | |Company Overview | 23-25 | |Results And Discussions | 26-29 | |Findings | 30 | |Recommendation and Conclusion | 31 |Reference | | |Appendix | 32-43 | |Bibliography | | Executive Summary Success of business depends on several factors and wise decisions; so far Banglalion wimax a wireless internet connectivity provider has been conducting its business quite successfully having great respo nse in Bangladesh. As a company it has got enough fund and sponsors to invest more to capture market share of internet user. According to demand it has given its response towards it gradually and knowing the demand doing continuous research and promotion. Internet service providers association Bangladesh, Sirius broadband, Access telecom ltd, Bangladesh online ltd, Bijoy ISP in Bangladesh, Agni system ltd, Dhakacom ltd, Neksus, Isn, are broadband service providers. Broadband connection provides mainly post paid service and due to weather hazard it get disconnected and during rainy season its quality go down for all the subscribers, and as its not portable. Emergence of modem got very high acceptance and Banglalion wimax filled the space very smartly being sincere about its investment, very high demand is existing in some small city and other regions all over the country. This research will verify how worthy would be the investment of network expansion in Savar. A company should never take decision in ambiguity, Savar, one of the important upazila contains potential market though it could be said by assumption, because first company should know are they ready to accept the service. Earlier some areas have showed potential market but didn’t give positive response because of competitors, local broadband providers was in a strong position. Before investing it should be found that how the competitors are operating, is the market ready to switch? if they, then how long will it take? do education and demographic information seem positive or ot ,occupation and computer users number and all other information and their willingness to accept the service is subject to verify. Savar seem to be a potential field as its demography and environment is positive. Some information’s about Savar – The main occupations are Agriculture 24. 34%, agricul tural labourer 12. 84%, wage labourer 4. 44%, cattle breeding, forestry and fishing 1. 90%, industry 1. 37%, commerce 17. 35%, service 20. 68%, construction 1. 66%, transport 3. 96% and others 11. 46%. There are many other important institutions in Savar. The 9th Division Army Cantonment is located here. There is a Military Firm and Govt Dairy Firm beside Jahangirnagar University. BPATC training center (Public Administration Training Centre), the only training centre for the public service commissioned officers in Bangladesh, is situated in Savar. Radio Bangladesh (Bangladesh Betar) employers Residence and The Transmission Zone with huge Transmission Setup. (HPT-1; high power transmission, HPT-2 etc. ). Two Largest entertainment theme parks of Bangladesh namely â€Å"Fantasy Kingdom† and â€Å"Nondon Park† are also located here. Fantasy is situated in Jamgora Bazar and Nondon Park is situated in Jirani. BKSP, Bangladesh Krira Shiksha Pratisthan, the only national sports institute of Bangladesh is also situated in Jirani Bazar, Savar. Dhaka Export processing Zone, DEPZ is also situated in this upazila. There are 2 universities, 5 colleges, 5 school and colleges, 38 high schools, 3 junior high schools, 16 madrasas, 88 government primary schools, 13 non-government primary schools, 12 community schools, 8 satellite schools, and 1 sports institution. Some of the noteworthy institutions are Adhar Chandra High School (established in 1913), Jahangirnagar University (along with its School and College), Gana Bishwabiddalay, Bangladesh Public Administration Training Centre, Bangladesh Krira Shikha Institution, Atomic Energy Research Establishment, Satellite Ground Receiving Station (Talibabad), National Institute of Biotechnology, Bangladesh Livestock Research Institute, Savar Youth Training Centre, Brac Training Centre. All the macro environmental factors satisfy that there is a positive environment in savar and these institutions and industries can give thousands of users, now it is needed to find out that demand among possible market is high or low, their willingness to purchase and brand loyalty of them, how much they are influenced by promotional activities of Banglalion so far, competitors position by conducting research thus the research is must to get to know that. The study proved that Banglalion and wimax industry has potentials in Savar and network expansion should be taken into account to grab the large market. Introduction WiMAX refers to interoperable implementations of the IEEE 802. 16 family of wireless-networks standards ratified by the WiMAX Forum. Similarly, Wi-Fi, refers to interoperable implementations of the IEEE 802. 11 Wireless LAN standards certified by the Wi-Fi Alliance. WiMAX Forum certification allows vendors to sell fixed or mobile products as WiMAX certified, thus ensuring a level of interoperability with other certified products, as long as they fit the same profile. The original IEEE 802. 16 standard (now called â€Å"Fixed WiMAX†) was published in 2001. WiMAX adopted some of its technology from WiBro, a service marketed in Korea. [4] Mobile WiMAX (originally based on 802. 16e-2005) is the revision that was deployed in many countries, and basis of future revisions such as 802. 16m-2011. WiMAX is sometimes referred to as â€Å"Wi-Fi on steroids†[5] and can be used for a number of applications including broadband connections, cellular backhaul, hotspots, etc. It is similar to Wi-Fi but it can also permit usage at much greater distances. [6] Uses The bandwidth and range of WiMAX make it suitable for the following potential applications: †¢ Providing portable mobile broadband connectivity across cities and countries through a variety of devices. †¢ Providing a wireless alternative to cable and digital subscriber line (DSL) for â€Å"last mile† broadband access. †¢ Providing data, telecommunications (VoIP) and IPTV services (triple play). †¢ Providing a source of Internet connectivity as part of a business continuity plan. Internet access WiMAX can provide at-home or mobile Internet access across whole cities or countries. In many cases this has resulted in competition in markets which typically only had access through an existing incumbent DSL (or similar) operator. Additionally, given the relatively low costs associated with the deployment of a WiMAX network (in comparison with 3G, HSDPA, xDSL, HFC or FTTx), it is now economically viable to provide last-mile broadband Internet access in remote locations. Backhaul Mobile WiMAX was a replacement candidate for cellular phone technologies such as GSM and CDMA, or can be used as an overlay to increase capacity. Fixed WiMAX is also considered as a wireless backhaul technology for 2G, 3G, and 4G networks in both developed and developing nations. [7][8] In North America, backhaul for urban operations is typically provided via one or more copper wire line connections, whereas remote cellular operations are sometimes backhauled via satellite. In other regions, urban and rural backhaul is usually provided by microwave links. (The exception to this is where the network is operated by an incumbent with ready access to the copper network. ) WiMAX has more substantial backhaul bandwidth requirements than legacy cellular applications. Consequently the use of wireless microwave backhaul is on the rise in North America and existing microwave backhaul links in all regions are being upgraded. [9] Capacities of between 34  Mbit/s and 1  Gbit/s [10] are routinely being deployed with latencies in the order of 1  M. S. In many cases, operators are aggregating sites using wireless technology and then presenting traffic on to fiber networks where convenient. Triple-play WiMAX supports the technologies that make triple-play service offerings possible (such as Quality of Service and Multicasting). On May 7, 2008 in the United States, Sprint Nextel, Google, Intel, Comcast, Bright House, and Time Warner announced a pooling of an average of 120  MHz of spectrum and merged with Clear wire to market the service. The new company hopes to benefit from combined services offerings and network resources as a springboard past its competitors. The cable companies will provide media services to other partners while gaining access to the wireless network as a Mobile virtual network operator to provide triple-play services. Some analysts questioned how the deal will work out: Although fixed-mobile onvergence has been a recognized factor in the industry, prior attempts to form partnerships among wireless and cable companies have generally failed to lead to significant benefits to the participants. Other analysts point out that as wireless progresses to higher bandw idth; it inevitably competes more directly with cable and DSL, inspiring competitors into collaboration. Also, as wireless broadband networks grow denser and usage habits shift, the need for increased backhaul and media service will accelerate, therefore the opportunity to leverage cable assets is expected to increase. Deployment †¢ WiMAX access was used to assist with communications in Aceh, Indonesia, after the tsunami in December 2004. All communication infrastructures in the area, other than amateur radio, was destroyed, making the survivors unable to communicate with people outside the disaster area and vice versa. WiMAX provided broadband access that helped regenerate communication to and from Aceh. †¢ WiMAX hardware was donated by Intel Corporation to assist the Federal Communications Commission (FCC) and FEMA in their communications efforts in the areas affected by Hurricane Katrina. [11] In practice, volunteers used mainly self-healing mesh, Voice over Internet Protocol (VoIP), and a satellite uplink combined with Wi-Fi on the local link. Connecting [pic] A WiMAX USB modem for mobile internet Devices that provide connectivity to a WiMAX network are known as the â€Å"subscriber unit† (SU). Portable units include handsets (similar to cellular smart phones); PC peripherals (PC Cards or USB dongles); and embedded devices in laptops, which are now available for Wi-Fi services. In addition, there is much emphasis by operators on consumer electronics devices such as Gaming consoles, MP3 players and similar devices. WiMAX is more similar to Wi-Fi than to other 3G cellular technologies. The WiMAX Forum website provides a list of certified devices. However, this is not a complete list of devices available as certified modules are embedded into laptops, MIDs (Mobile Internet devices), and other private labeled devices. Gateways WiMAX gateway devices are available as both indoor and outdoor versions from several manufacturers. Many of the WiMAX gateways that are offered by manufactures such as Alvarion, Airspan, ZyXEL, Huawei, Motorola, and Green Packet are stand-alone self-install indoor units. Such devices typically sit near the customer's window with the best signal, and provide: †¢ An integrated Wi-Fi access point to provide the WiMAX Internet connectivity to multiple devices throughout the home or business. †¢ Ethernet ports to connect directly to a computer or DVR instead. †¢ One or two analog telephone jacks to connect a land-line phone and take advantage of VoIP. Indoor gateways are convenient, but radio losses mean that the subscriber may need to be significantly closer to the WiMAX base station than with professionally-installed external units. Outdoor units are roughly the size of a laptop PC, and their installation is comparable to the installation of a residential satellite dish. A higher-gain directional outdoor unit will generally result in greatly increased range and throughput but with the obvious loss of practical mobility of the unit. External modems [pic] External USB modem by Yota marketing in Russia, 2010 USB can provide connectivity to a WiMAX network through what is called a dongle. Generally these devices are connected to a notebook or net book computer. Dongles typically have omni directional antennae which are of lower-gain compared to other devices; as such these devices are best used in areas of good coverage. Mobile phones HTC announced the first WiMAX enabled mobile phone, the Max 4G, on November 12, 2008. The device was only available to certain markets in Russia on the Yota network. HTC and Sprint Nextel released the second WiMAX enabled mobile phone, the EVO 4G, March 23, 2010 at the CTIA conference in Las Vegas. The device, made available on June 4, 2010, is capable of both EV-DO(3G) and WiMAX(4G) as well as simultaneous data & voice sessions. A number of WiMAX Mobiles are expected to hit the US market in 2011. Technical nformation |[pic] |It has been suggested that this article or section be merged into IEEE 802. 16 . (Discuss Proposed since August 2011. | The IEEE 802. 16 Standard WiMAX is based upon IEEE Std 802. 16e-2005, approved in December 2005. It is a supplement to the IEEE STD 802. 16-2004and so the actual standar d is 802. 16-2004 as amended by 802. 16e-2005. Thus, these specifications need to be considered together. IEEE 802. 16e-2005 improves upon IEEE 802. 16-2004 by: †¢ Adding support for mobility (soft and hard handover between base stations). This is seen as one of the most important aspects of 802. 16e-2005, and is the very basis of Mobile WiMAX. Scaling of the Fast Fourier transform (FFT) to the channel bandwidth in order to keep the carrier spacing constant across different channel bandwidths (typically 1. 25  MHz, 5  MHz, 10  MHz or 20  MHz). Constant carrier spacing results in higher spectrum efficiency in wide channels, and a cost reduction in narrow channels. Also known as Scalable OFDMA (SOFDMA). Other bands not multiples of 1. 25  MHz are defined in the standard, but because the allowed FFT subcarrier numbers are only 128, 512, 1024 and 2048, other frequency bands will not have exactly the same carrier spacing, which might not be optimal for implementations. Car rier spacing is 10. 94  kHz. †¢ Advanced antenna diversity schemes, and hybrid automatic repeat-request (HARQ) †¢ Adaptive Antenna Systems (AAS) and MIMO technology Denser sub-channelization, thereby improving indoor penetration †¢ Introducing Turbo Coding and Low-Density Parity Check (LDPC) †¢ Introducing downlink sub-channelization, allowing administrators to trade coverage for capacity or vice versa †¢ Adding an extra Quos class for VoIP applications. SOFDMA (used in 802. 16e-2005) and OFDM256 (802. 16d) are not compatible thus equipment will have to be replaced if an operator is to move to the later standard (e. g. , Fixed WiMAX to Mobile WiMAX). Physical layer The original version of the standard on which WiMAX is based (IEEE 802. 16) specified a physical layer operating in the 10 to 66  GHz range. 802. 16a, updated in 2004 to 802. 16-2004, added specifications for the 2 to 11  GHz range. 802. 16-2004 was updated by 802. 6e-2005 in 2005 and uses s calable orthogonal frequency-division multiple access (SOFDMA) as opposed to the fixed orthogonal frequency-division multiplexing (OFDM) version with 256 sub-carriers (of which 200 are used) in 802. 16d. More advanced versions, including 802. 16e, also bring multiple antenna support through MIMO (See WiMAX MIMO). This brings potential benefits in terms of coverage, self installation, power consumption, frequency re-use and bandwidth efficiency. WiMax is the most energy-efficient pre-4G technique among LTE and HSPA+. MEDIA ACCESS CONTROL, MAC (data link) layer The WiMAX MAC uses a scheduling algorithm for which the subscriber station needs to compete only once for initial entry into the network. After network entry is allowed, the subscriber station is allocated an access slot by the base station. The time slot can enlarge and contract, but remains assigned to the subscriber station, which means that other subscribers cannot use it. In addition to being stable under overload and over-subscription, the scheduling algorithm can also be more bandwidth efficient. The scheduling algorithm also allows the base station to control Quality of service (Quos) parameters by balancing the time-slot assignments among the application needs of the subscriber station. Deployment As a standard intended to satisfy needs of next-generation data networks (4G), WiMAX is distinguished by its dynamic burst algorithm modulation adaptive to the physical environment the RF signal travels through. Modulation is chosen to be more spectrally efficient (more bits per OFDM/SOFDMA symbol). That is, when the bursts have a high signal strength and a high carrier to noise plus interference ratio (CINR), they can be more easily decoded using digital signal processing (DSP). In contrast, operating in less favorable environments for RF communication, the system automatically steps down to a more robust mode (burst profile) which means fewer bits per OFDM/SOFDMA symbol; with the advantage that power per bit is higher and therefore simpler accurate signal processing can be performed. Burst profiles are used inverse (algorithmically dynamic) to low signal attenuation; meaning throughput between clients and the base station is determined largely by distance. Maximum distance is achieved by the use of the most robust burst setting; that is, the profile with the largest MAC frame allocation trade-off requiring more symbols (a larger portion of the MAC frame) to be allocated in transmitting a given amount of data than if the client were closer to the base station. The client's MAC frame and their individual burst profiles are defined as well as the specific time allocation. However, even if this is done automatically then the practical deployment should avoid high interference and multipath environments. The reason for which is obviously that too much interference causes the network to function poorly and can also misrepresent the capability of the network. The system is complex to deploy as it is necessary to track not only the signal strength and CINR (as in systems like GSM) but also how the available frequencies will be dynamically assigned (resulting in dynamic changes to the available bandwidth. ) This could lead to cluttered frequencies with slow response times or lost frames. As a result the system has to be initially designed in consensus with the base station product team to accurately project frequency use, interference, and general product functionality. The Asia-Pacific region has surpassed the North American region in terms of 4G broadband wireless subscribers. There were around 1. 7 million pre-WIMAX and WIMAX customers in Asia – 29% of the overall market – compared to 1. 4 million in the USA and Canada. [19] Spectrum allocation There is no uniform global licensed spectrum for WiMAX, however the WiMAX Forum has published three licensed spectrum profiles: 2. 3  GHz, 2. 5  GHz and 3. 5  GHz, in an effort to drive standardization and decrease cost. In the USA, the biggest segment available is around 2. 5  GHz,[21] and is already assigned, primarily to Sprint Nextel and Clear wire. Elsewhere in the world, the most-likely bands used will be the Forum approved ones, with 2. 3  GHz probably being most important in Asia. Some countries in Asia like India and Indonesia will use a mix of 2. 5  GHz, 3. 3  GHz and other frequencies. Pakistan's Wateen Telecom uses 3. 5  GHz. Analog TV bands (700  MHz) may become available for WiMAX usage, but await the complete roll out of digital TV, nd there will be other uses suggested for that spectrum. In the USA the FCC auction for this spectrum began in January 2008 and, as a result, the biggest share of the spectrum went to Verizon Wireless and the next biggest to AT. [22] Both of these companies have stated their intention of supporting LTE, a technology which competes directly with WiMAX. EU commissioner Viviane Reding has suggested re-allocation of 500–800  MHz spectrum for wireless communication, including WiMAX. [23] WiMAX profiles define channel size, TDD/FDD and other necessary attributes in order to have inter-operating products. The current fixed profiles are defined for both TDD and FDD profiles. At this point, all of the mobile profiles are TDD only. The fixed profiles have channel sizes of 3. 5  MHz, 5  MHz, 7  MHz and 10  MHz. The mobile profiles are 5  MHz, 8. 75  MHz and 10  MHz. (Note: the 802. 16 standard allows a far wider variety of channels, but only the above subsets are supported as WiMAX profiles. ) Since October 2007, the Radio communication Sector of the International Telecommunication Union (ITU-R) has decided to include WiMAX technology in the IMT-2000 set of standards. This enables spectrum owners (specifically in the 2. 5-2. 69  GHz band at this stage) to use WiMAX equipment in any country that recognizes the IMT-2000. Spectral efficiency One of the significant advantages of advanced wireless systems such as WiMAX is spectral efficiency. For example, 802. 16-2004 (fixed) has a spectral efficiency of 3. 7 (bit/s)/Hertz, and other 3. 5–4G wireless systems offer spectral efficiencies that are similar to within a few tenths of a percent. The notable advantage of WiMAX comes from combining SOFDMA with smart antenna technologies. This multiplies the effective spectral efficiency through multiple reuse and smart network deployment topologies. The direct use of frequency domain organization simplifies designs using MIMO-AAS compared to CDMA/WCDMA methods, resulting in more effective systems. Inherent Limitations WiMAX cannot deliver 70  Mbit/s over 50 kilometers (31 miles). Like all wireless technologies, WiMAX can operate at higher bitrates or over longer distances but not both. Operating at the maximum range of 50  km (31 miles) increases bit error rate and thus results in a much lower bitrate. Conversely, reducing the range (to under 1  km) allows a device to operate at higher bitrates. A city-wide deployment of WiMAX in Perth, Australia demonstrated that customers at the cell-edge with an indoor Customer-premises equipment(CPE) typically obtain speeds of around 1–4  Mbit/s, with users closer to the cell tower obtaining speeds of up to 30  Mbit/s. Like all wireless systems, available bandwidth is shared between users in a given radio sector, so performance could deteriorate in the case of many active users in a single sector. However, with adequate capacity planning and the use of WiMAX's Quality of Service, a minimum guaranteed throughput for each subscriber can be put in place. In practice, most users will have a range of 4-8  Mbit/s services and additional radio cards will be added to the base station to increase the number of users that may be served as required. Silicon implementations [pic] Picture of a WiMAX MIMO board A number of specialized companies produced baseband ICs and integrated RFICs for WiMAX Subscriber Stations in the 2. 3, 2. 5 and 3.   GHz band (refer to ‘Spectrum allocation' above). These companies include but not limited to Beceem, Sequans and PicoChip. Intel Corporation is a leader in promoting WiMAX, but has limited its WiMAX chipset development and instead chosen to invest in these speciali zed companies producing silicon compatible with the various WiMAX deployments throughout the globe. Comparison Comparisons and confusion between WiMAX and Wi-Fi are frequent because both are related to wireless connectivity and Internet access. †¢ WiMAX is a long range system, covering many kilometres, that uses licensed or unlicensed spectrum to deliver connection to a network, in most cases the Internet. Wi-Fi uses unlicensed spectrum to provide access to a local network. †¢ Wi-Fi is more popular in end user devices. †¢ Wi-Fi runs on the Media Access Control's CSMA/CA protocol, which is connectionless and contention based, whereas WiMAX runs a connection-oriented MAC. †¢ WiMAX and Wi-Fi have quite different quality of service (Quos) mechanisms: o WiMAX uses a Quos mechanism based on connections between the base station and the user device. Each connection is based on specific scheduling algorithms. o Wi-Fi uses contention access – all subscriber stations that wish to pass data through a wireless access point (AP) are competing for the AP's attention on a random interrupt basis. This can cause subscriber stations distant from the AP to be repeatedly interrupted by closer stations, greatly reducing their throughput. †¢ Both 802. 11 (which includes Wi-Fi) and 802. 16 (which includes WiMAX) define Peer-to-Peer (P2P) and ad hoc networks, where an end user communicates to users or servers on another Local Area Network (LAN) using its access point or base station. However, 802. 11 supports also direct ad hoc or peer to peer networking between end user devices without an access point while 802. 16 end user devices must be in range of the base station. Although Wi-Fi and WiMAX are designed for different situations, they are complementary. WiMAX network operators typically provide a WiMAX Subscriber Unit which connects to the metropolitan WiMAX network and provides Wi-Fi within the home or business for local devices (e. g. , Laptops, Wi-Fi Handsets, smart phones) for connectivity. This enables the user to place the WiMAX Subscriber Unit in the best reception area (such as a window), and still be able to use the WiMAX network from any place within their residence. Background Seven major division is under coverage of Banglalion ut not fully,Savar has been believed as one of the major region . now information and possibilities of svar are subject to look at here before taking any major decision by Banglalion. Savar has 13 Unions/Wards, 350 Mauzas/Mahallas, and 321 villages. The municipal area (Savar Town) consists of 9 wards and 55 mahallas. The area of the town is 24. 1  km?. It has a population of 124885; male 53. 03%, female 46. 97%; population density per km? of 5182. Savar thana was established in 1912 and was turned into an upazila in 1983. Agriculture and manufacturing are the two major economic sectors in Savar. The main crops grown here are Paddy, Jute, peanut, onion, garlic, chilli and other vegetables. The extinct or nearly extinct crops in the region are Aus paddy, Asha Kumari paddy, sesame, linseed, kali mator, randhuni saj, mitha saj, kaun and mas kalai. The main fruits cultivated here are Jackfruit, mango, olive, papaya, guava, kamranga, berry and banana. There are 181 combined fisheries, dairies and poultries Dairy, 5 hatcheries, 209 poultries, and 1319 fisheries. Manufacturing facilities include Ceramic industry, beverage industry, press and publication, garments industry, foot ware, jute mills, textile mills, printing and dying factory, transformer industry, automobile industry, biscuit and bread factory, pharmaceutical industry, soap factory, brick field, cold storage, welding, plant nursery, etc. Bangladesh Export Processing Zone is located in this upazila. The Cottage industry includes 8 Weaving, 100 goldsmith and 29 others workshops. The main exports are Jackfruit, papaya, flower, sapling, dairy products, meat, transformer, fabrics, dye, medicine, readymade garments, electronics and electric goods, shoe, brick, sweetmeat etc. There are 62  km of pucca, 56  km of semi pucca, 562  km of mud road; and 50  km of highway. Transports used here include the traditional (and extinct or nearly extinct) Palanquin, bullock cart and horse carriage as well as modern day vehicles. There are 14 regular Hats and bazars here. Noted bazars are Savar, Nabinagar, Amin Bazar, Balibhadra and Bagbari Bazar. Noted hats include Ashulia, Savar, Shimulia, Kathgara, Sadullapur, Nayar hat (with adjoined bazar), and Vhakurar Hat. Prominent fairs include Darogali Bayati Mela (Nayarhat), Bahattar Prahar mela (Savar), Ghora Pirer Mela (Nalam), Muharram Mela (Katlapur) and Pawsh Mela (Dhamsona). Several Hindu families played a critical role in the development of the township during the British Raj in the 19th and first half of the 20th century. After partition of India in 1947, the Hindu influence in the area waned following the departure of many prominent Hindu families. The 1960s saw the establishment of some important institutions, including a dairy farm and a University in the area. Concurrently, communist politics was on the rise in the area. However, this was replaced with Bengali nationalist zeal, when the Awami League won the 1970 election in this constituency. In 1975, Savar came to the spotlight when the Maoist leader Shiraj Shikdar was secretly tortured and executed at Savar cantonment. Savar was politically important to the military dictators of the mid-1970s and '80s, as the cantonment armory here was the closest one outside the capital. From the 1990s to mid-2000s, the Bangladesh Nationalist Party candidate has been routinely elected to parliament from this constituency. However, Awami League and other parties; Communist Party of Bangladesh, Bangladesher Samajtantrik Dal, Worker's Party(Menon), National Awami Party, Sammobady Dal (including several Islamist ones) continue to have grassroots presence. The general election at the end of 2008 saw an Awami League candidate elected to parliament from this constituency. Jahangirnagar University and a few colleges in the area serve as a hotbed of active student politics and strife. Foreign dignitaries customarily visit Savar as a part of their trip to Bangladesh to pay respect to the martyrs of 1971 a Savar is the home of Jahangirnagar University, a Public University of Bangladesh and only University for full student residence facilities which is famous for its scenic beauty and as a prime destination for the Siberian migratory birds during winter. There are many other important institutions in Savar. The 9th Division Army Cantonment is located here. There is a Military Firm and Govt Dairy Firm Beside Jahangirnagar University. BPATC training center (Public Administration Training Centre), the only training centre for the public service commissioned officers in Bangladesh, is situated in Savar. Radio Bangladesh (Bangladesh Betar) employers Residence and The Transmission Zone with huge Transmission Setup. HPT-1; high power transmission, HPT-2 etc. ). Two Largest entertainment theme parks of Bangladesh namely â€Å"Fantasy Kingdom† and â€Å"Nondon Parkâ⠂¬  are also located here. Fantasy Kingdom is situated in Jamgora Bazar and Nondon Park is situated in Jirani. BKSP, Bangladesh Krira Shiksha Pratisthan, the only national sports institute of Bangladesh is also situated in Jirani Bazar, Savar. Dhaka Export processing Zone, DEPZ is also situated in this upazila. There are 318 Mosques, 8 churches and 68 other religious institutions, most noted of which are Jahangirnagar University and Savar Dairy Farm Mosques, Savar Baptist Church, Savar Daskinpara Harir Akhra Temple and Panchabati Ashram Temple. There are 2 universities, 5 colleges, 5 school and colleges, 38 high schools, 3 junior high schools, 16 madrasas, 88 government primary schools, 13 non-government primary schools, 12 community schools, 8 satellite schools, and 1 sports institution. Some of the noteworthy institutions are Adhar Chandra High School (established in 1913), Jahangirnagar University (along with its School and College), Gana Bishwabiddalay, Bangladesh Public Administration Training Centre, Bangladesh Krira Shikha Institution, Atomic Energy Research Establishment, Satellite Ground Receiving Station (Talibabad), National Institute of Biotechnology, Bangladesh Livestock Research Institute, Savar Youth Training Centre, Brac Training Centre. The locally published newspapers and periodicals are Jagrata Kantha, Savar Barta, Saf Katha, Savar Kantha and Ganabhasa. The officially registered cultural and social organizations here include 81 Co-operative societies, 1 children's organization, 3 film societies, 5 cinema halls, 5 theatre groups, 1 theatre stage, 3 music centre, 5 orphanages, 1 opera party (an indigenous travelling theater troop), 3 women's club, 1 chapter of Bangladesh Mohila Parishad, 2 Amnesty organizations, 1 golf club, 2 entertainment parks. There are numerous other unofficial organizations as well. The operationally important NGOs are brac, asa, proshika, grameen bank, Ganasastha Kendra, World Vision, Swanirvor Bangladesh, VERC, Palli Mangal Karmasuchi, CDD, Adesh, Mother Vision Society of Bangladesh (AID FOR EYE DISABLE) etc. The health centers in Savar include 1 Upazila health complex, a combined military hospital (Savar Cantonment), the Korea Bangladesh Friendship Hospital, 7 family planning centers, 2 satellite clinics, and 21 private clinics. Objectives Broad objective †¢ To find out the prospects of wimax industry and Banglalion in Savar. Specific objective †¢ To know about product related prospects of Wimax and Banglalion †¢ To know about price related prospects of Wimax and Banglalion †¢ To know about Distribution related prospects of Wimax and Banglalion †¢ To know about promotion related prospects of Wimax and Banglalion Scope and limitations We could have conduct vast survey if we had enough members and other supports. If we could have a representative of Banglalion communication would be easier with sample as they could have all their answers Limitations we faced are Time constraint †¢ Insufficient Lab facilities †¢ Restrictions when entering several offices †¢ Lack of cooperativeness by the authority Methodology The data is collected from primary and secondary source. To find out the primary data we have done a survey in savar and also made an informal interview with some lo cal people. We also had to use the Secondary source for company profile. We visited their website and some other websites for relevant information. And to analyze we used SPSS 12 for statistical analysis. Company overview Banglalion Communications Ltd is a private limited company incorporated in Bangladesh on 5 Nov 2008 under the Companies Act, 1994. The company obtained license from Bangladesh Telecommunication Regulatory Commission (BTRC) to operate Broadband Wireless Access (BWA) services nationwide using WiMAX technology in 18 November 2008. Augere Wireless Broadband Bangladesh Ltd yesterday launched the much-waited wireless broadband service through WiMax in some designated areas in Dhaka. Augere, one of the two WiMax licensees, is the first company in Bangladesh to launch such service under the brand name ‘Banglalion'. Augere is initially offering two packages. Customer will have to pay Tk 3,400 a month for the Banglalion 512 kbps package. The monthly charge for the Qubee 1 Mb has been fixed at Tk 6,200, while the modem price for both the packages is Tk 7,000. Initially, the service was available for businesses and residential customers in Gulshan, Banani, Baridhara, Mirpur and Uttara. Service will be available across Bangladesh soon. WiMax is a technology that provides wireless transmission of data using a variety of transmission modes from point-to-multipoint links to portable and fully mobile internet access. The technology supports peak download rates of up to 46 Mbps and peak uplink rates of up to 14 Mbps. Jerry Mobbs, chief executive officer of Augere Bangladesh, Russell T Ahmed, chief marketing officer, were present at the launching ceremony. Augere also unveiled a Flagship Store at Gulshan to provide 24-hour customer services. Three bidders — BanglaLion Communication, BRAC BD Mail Network Ltd and Augere Wireless Broadband Bangladesh Ltd — won the WiMax licences through an auction organised by the Bangladesh Telecommunication Regulatory Commission (BTRC) in September last year. However, BRAC later refused to take the licence. UK-based Augere Holdings owns 60 percent of Augere Wireless Broadband Bangladesh Ltd along with two local companies. Teleport Bangladesh owns 30 percent and Aamra Resources Ltd owns the remaining 10 percent. Banglalion provides broadband internet services to residential and commercial users in Bangladesh using WiMAX technology. We understand, that consumer and businesses in Bangladesh need and want faster, accessible, and affordable broadband internet service and we are working hard to ensure that. We are a new company with Integrity, Dynamism, Commitment and Innovation who continuously developing our infrastructure starting in Dhaka and some major cities, thus bringing the whole country under coverage. Banglalion currently covers 8 divisional cities Dhaka, Narayanganj, Chittagong, Sylhet, Rajshahi, Khulna, Rangpur & Barisal with hopes of covering all the major areas of Dhaka city by the end of 2010, entire Dhaka city by second quarter of 2011, and the entire country by the second quarter of 2013. Banglalion has already made a presence in Chittagong by covering some major areas in the city with about 14 BTS. Meantime, network rollout in other major cities such as: Munshiganj, Gazipur, Mymensingh, Comilla, Noakhali, Laxmipur, Satkhira, Bogra, and Cox's Bazar are about to begin. These cities and peripheries are expected to be under the coverage of BanglaLion by the end of 2nd quarter 2012; BanglaLion plans to bring most of the areas of the country under its seamless coverage. As part of the coverage plan, BanglaLion has already installed & commissioned 35 BTSs. With these 35 BTSs, BanglaLion plans to cover the key areas of Dhaka by end of December 2009. By the 1st quarter of 2010, BanglaLion plans to bring the whole Dhaka city and it’s wider periphery under coverage by installing 300 BTSs. Meantime, network rollout in other major cities such as; Chittagong, Sylhet, Khulna, Rajshahi, Barisal are about to begin. These cities and peripheries are xpected to be under the coverage of BanglaLion coverage by the 3rd quarter of 2010 and by the end of 2nd quarter 2011, BanglaLion plans to bring most of the areas of the country under its seamless coverage Right now you can find our partial coverage in the following locations in Dhaka City: Motijheel ,Chankherpul , Nakhal Para, Banani,Uttara,Mohakhali, Shyamoli,Mouchak,Central Road ,Dhanmondi,Gulshan Lalmatia Mohammadpur Badda TikatoliMugda Para/Bashab,Nikunja,Kochukhet,Baridhara (DOHS),Rampura/Banasree Result and Discussion Product related discussion Statistics | |Wimax Industry | |. 031 |4 | Reliability test means how reliable the responses are but here value of alpha should have been around . or more but still it is positive and after deleting two negative value we found that the responses are not that reliable but we can be positive about the responses. Price related statistics Statistics | |Prepaid Charges|Postpaid Charges|Charges of |B. p worth the |Availability | | | | |broadband providers|charges | | |N |Valid |100 |100 |100 |100 | |Median |4. 00 |4. 00 |2. 00 |2. 00 |5. 0 | |Mode |5 |5 |2 |2 |5 | The table indicate that prepaid charges are reasonable and as well as postpaid charges,but charges of broadband providers could not satisfy the subscribers as thir response mostly said they disagree and on avegare they are disagre and median is again disagree. Price related Reliability statistics |Cronbach's Alpha |N of Items | |. 276 |4 | Here after removing one negative value we can be positive that the answers are reliable although value of alpha is below standard. Distribution related Statistics |Availability |Bill payment |Customer care | |N |Valid |100 |100 |100 | | |Missing |4 |4 |4 | |Mean |4. 48 |4. 21 |3. 70 | |Median |5. 00 |4. 00 |4. 00 | |Mode |5 |4 |3 | Maximum people agreed that they want scratch card of prepaid Banglalion available in mobile and telecommunications shop and they strongly agreed mostly and on average they are agreed or strongly agreed They want to pay bills from local telecommunication shops as rear response was between the ranges of agree and strongly agree. Along with online customer care service people want customer care centre, but many stayed neutral in this regard perhaps they want the service to get experienced first then they will may think about customer care. Reliability statistics |Cronbach's Alpha |N of Items | |. 147 |3 | Again we can be positive about the respondents as we got a positive value of cronbachs alpha and it would have been better if it would show . 5 or above but still we will be positive. Promotion related statistics | |word of mouth | |. 111 |4 | Promotion related responses are positive again and though . 5 or above value is still missing but we can be positive about the responses. Findings People of Savar will gladly welcome wimax industry as they have lots of institutes and business and education is rich in number according to census board. †¢ Local broadband providers could not provide good enough service as they do not take prompt action when they get any complaints and that do not give connection duri ng weather hazard and even in case of heavy rainfall †¢ Surprises motivate customers but broadband providers do not provide that and the business is based on dealership so there is no formal strategy is followed †¢ Promotion of banglalion made good impact on them they heard through word of mouth and they and they are pleased with media exposure that indicates no promotional strategy will be needed to follow specially for savar. Social network and online income is the craze among the youth and Banglalion targeted that while promotion their product. †¢ Banglalion gives surprises and free usage and that is not provided by broadband providers and free usage is demanded by the customers that means no other treatment would be needed. †¢ Banglalion distributes scratch cards in local telecommunication shops to make it available again people of Savar want these this way †¢ As all the information’s showed positive responses and all the strategy followed by Bang lalion matched there are lots of possibilities in Savar †¢ Demographic information shows positive result too †¢ Failure of broadband providers is creating a chance to grab a huge market. Conclusion and Recommendation Banglaion has all they need to expand their service and the people of savar and its infrastructure development are favorable too. Banglalion should not change its promotional and distributional strategies as they would need time and fund for that but they should design plans for savar. Savar is such an area where tower for network coverage for wimax service has not been established yet. So Banglalion should be the pioneer is Savar before competitors fill the gap. Banglalion’s marketing strategy has worked well in Savar as they know the brand as a well-known one. Its word of mouth has reached to a large market so it should continue with its service consistently. Price has been important factor for choosing a brand over competitor as Banglalion provides many packages customer can fine tune their choices and price should not be increased and it should continue its strategy of giving free usage Distribution system and strategy has got positive response and local telecommunication shops have been proved as useful tool. Customer did not emphasize on customer care centre so that indicate establishment of network could be started first. Later on customer care may be established. Appendix Statistics | |Wimax Industry |Preferences |Staying Home |Online Income | |Valid |Agree |47 |45. 2 |47. 0 |47. 0 | | |Strongly agree |53 |51. 0 |53. 0 |100. | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Preferences | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Neutral |17 |16. 3 |17. 0 |17. 0 | | |Agree |40 |38. 5 |40. 0 |57. | | |Strongly agree |43 |41. 3 |43. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Online Income | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Disagree |12 |11. 5 |12. |12. 0 | | |Neutral |20 |19. 2 |20. 0 |32. 0 | | |Agree |34 |32. 7 |34. 0 |66. 0 | | |Strongly agree |34 |32. 7 |34. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. | | | Social Network | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Neutral |14 |13. 5 |14. 0 |14. 0 | | |Agree |46 |44. 2 |46. 0 |60. 0 | | |Strongly agree |40 |38. 5 |40. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. | | | |Total |104 |100. 0 | | | Download | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Neutral |1 |1. 0 |1. 0 |1. 0 | | |Agree |49 |47. 1 |49. 0 |50. 0 | | |Strongly agree |50 |48. 1 |50. 0 |100. 0 | | |Total |100 |96. 2 |100. | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Statistics | |Prepaid Charges|Postpaid Cha rges|Charges of |B. p worth the |Availability | | | | |broadband providers|charges | | |N |Valid |100 |100 |100 |100 | |Median |4. 00 |4. 00 |2. 00 |2. 00 |5. 0 | |Mode |5 |5 |2 |2 |5 | Prepaid Charges | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Disagree |8 |7. 7 |8. 0 |8. 0 | | |Neutral |20 |19. 2 |20. 0 |28. 0 | | |Agree |29 |27. 9 |29. 0 |57. 0 | | |Strongly agree |43 |41. 3 |43. |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Postpaid Charges | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Disagree |9 |8. 7 |9. 0 |9. 0 | | |Neutral |22 |21. |22. 0 |31. 0 | | |Agree |33 |31. 7 |33. 0 |64. 0 | | |Strongly agree |36 |34. 6 |36. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Charges of broadband providers |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Strongly disagree |24 |23. 1 |24. 0 |24. 0 | | |Disagree |42 |40. 4 |42. 0 |66. 0 | | |Neutral |21 |20. 2 |21. 0 |87. 0 | | |Agree |6 |5. 8 |6. 0 |93. 0 | | |Strongly agree |7 |6. 7 |7. 0 |100. 0 | | |Total |100 |96. 2 |100. | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | BP worth the charges | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Strongly disagree |26 |25. 0 |26. 0 |26. 0 | | |Disagree |48 |46. 2 |48. 0 |74. 0 | | |Neutral |16 |15. |16. 0 |90. 0 | | |Agree |5 |4. 8 |5. 0 |95. 0 | | |Strongly agree |5 |4. 8 |5. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Availability |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Disagree |1 |1. 0 |1. 0 |1. 0 | | |Neutral |4 |3. 8 |4. 0 |5. 0 | | |Agree |41 |39. 4 |41. 0 |46. 0 | | |Strongly agree |54 |51. 9 |54. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. | | | |Total |104 |100. 0 | | | Statistics | |Availability |Bill payment |Customer care | |N |Valid |100 |100 |100 | | |Missing |4 |4 |4 | |Mean |4. 48 |4. 21 |3. 70 | |Median |5. 00 |4. 00 |4. 0 | |Mode |5 |4 |3 | Bill payment | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Strongly disagree |1 |1. 0 |1. 0 |1. 0 | | |Disagree |5 |4. 8 |5. 0 |6. 0 | | |Neutral |8 |7. 7 |8. 0 |14. 0 | | |Agree |44 |42. 3 |44. 0 |58. | | |Strongly agree |42 |40. 4 |42. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Customer care | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Disagree |11 |10. 6 |11. 0 |11. | | |Neutral |37 |35. 6 |37. 0 |48. 0 | | |Agree |23 |22. 1 |23. 0 |71. 0 | | |Strongly agree |29 |27. 9 |29. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Statistics |word of mouth |Media Exposure |Free usage |Weather Hazard | |Valid |Agree |42 |40. 4 |42. 0 |42. 0 | | |Strongly agree |58 |55. 8 |58. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Media Exposure |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Strongly disagree |1 |1. 0 |1. 0 |1. 0 | | |Disagree |8 |7. 7 |8. 0 |9. 0 | | |Neutral |12 |11. 5 |12. 0 |21. 0 | | |Agree |34 |32. 7 |34. 0 |55. 0 | | |Strongly agree |45 |43. 3 |45. 0 |100. 0 | | |Total |100 |96. 2 |100. | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Free usage | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Strongly disagree |1 |1. 0 |1. 0 |1. 0 | | |Disagree |5 |4. 8 |5. 0 |6. 0 | | |Neutral |7 |6. |7. 0 |13. 0 | | |Agree |35 |33. 7 |35. 0 |48. 0 | | |Strongly agree |52 |50. 0 |52. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Weather Hazard |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Strongly disagree |40 |38. 5 |40. 0 |40. 0 | | |Disagree |48 |46. 2 |48. 0 |88. 0 | | |Neutral |10 |9. 6 |10. 0 |98. 0 | | |Agree |1 |1. 0 |1. 0 |99. 0 | | |Strongly agree |1 |1. 0 |1. 0 |100. 0 | | |Total |100 |96. 2 |100. | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Surprises by BP | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Strongly disagree |48 |46. 2 |48. 0 |48. 0 | | |Disagree |52 |50. 0 |52. 0 |100. 0 | | |Total |100 |96. 2 |100. | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Action taken by BP | |Frequency |Percent |Valid Percent |Cumulative Percent | |Valid |Strongly disagree |37 |35. 6 |37. 0 |37. 0 | | |Disagree |49 |47. 1 |49. 0 |86. 0 | | |Neutral |9 |8. |9. 0 |95. 0 | | |Agree |4 |3. 8 |4. 0 |99. 0 | | |Strongly agree |1 |1. 0 |1. 0 |100. 0 | | |Total |100 |96. 2 |100. 0 | | |Missing |System |4 |3. 8 | | | |Total |104 |100. 0 | | | Reliability Statistics Cronbach's Alpha |N of Items | | |-. 038 |6 | | a. The value is negative due t

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