MIS COMPANY ANALYSIS PRESENTATION

Done By:Jomaa IrakiSeri Kamal

Ahmed ZendakiMustafa Hasan

Supervised by: Dr. Norita Ahmed

OUTLINE Etisalat Company Background (Jomaa) Etisalat Business and IT strategy (Jomaa) Etisalat Porter 5 (Seri) Etisalat IT/IS Impact (Seri) Dubai Islamic Bank Background (Ahmed) Dubai Islamic Bank Business and IT strategy

(Ahmed) Dubai Islamic Bank Porter 5 (Ahmed + Mustafa) Dubai Islamic Bank IT Impact (Mustafa) Comparison + Conclusion(Mustafa)

ETISALAT BACKGROUND Founded in 1976.

Maintains and develops the mobile telephony, network and internet access in the UAE.

One of the most important service providers.

Has a number of subordinates:1) Emarine.2) E-vision3) Thuraya

ETISALAT BACKGROUND Owns a number of shares in different

companies.

It aimed to be one of the top 10 in 2010.

Etisalat stopped being the only monopoly, ‘Du’ was introduced.

ETISALAT BUSINESS AND IT STRATEGY Business Strategy:1) Achieve flexibility.2) Responsiveness to customer needs.3) Cost minimization.

IT/IS Strategy:1) Intranet.2) Extranet.3) CRM.4) SCM,

ETISALAT PORTER 51) Market Competitors:

Du.

PORTER 52. New Market Entrants:

It is not easy to enter the market. Hard for new entrants to compete.

PORTER 53. Substitute Products:

Skype and MSN FTF communication

PORTER 54. Customers:

Everyone. They don’t have power.

PORTER 55. Suppliers:

Blackberyy, I-Phone, and the people who install optic fibres in the houses.

They have power.

IT/IS IMPACT

Can IT/IS build in switching costs?  Can IT/IS change the basis of

competition?  Can IT/IS change the balance of power

in supplier relationships? 

DUBAI ISLAMIC BANK BACKGROUND Founded in 1975.

First bank to specialize in Islamic financing instruments.

Established itself as the leader in its field.

Government of Dubai became one of the major shareholders.

DUBAI ISLAMIC BANK BACKGROUND Have high ratings due to sustainable

performance in:1) Improving Capitalization.2) Diverse stocks.3) Asset quality.4) Strong liquidity.

The bank remains faithful to its customer centered organization.

DUBAI ISLAMIC BANK BUSINESS AND IT STRATEGY

Business Strategy:1) Customer Satisfaction.2) Flexibility and responsivness.

IT strategy:1) Intranet/Extranet2) Internet Banking3) CRM4) SCM

DUBAI ISLAMIC BANK PORTER 51. New Market Entrants:

It is not easy to enter the market. Hard for new entrants or well

established banks to compete.

PORTER 52. Substitute Products:

Conventional banks/loan sharks. Take loans from other people. People can save money in their own save

houses Invest in other financial institutes or stock

brokers

PORTER 53. Market Competitors:

Abu Dhabi Islamic Bank.

PORTER 54. Customers:

Everyone. They do have power.

PORTER 55. Suppliers:

Customers. Stockholders. They don’t have power.

IT/IS IMPACT

Can IT build barriers to entry? Can IT/IS generate new products?

COMPARISON & CONCLUSION Similarities:

Same Business Strategy. Same IT/IS strategy. Achieve Customer Intimacy. Achieve Supplier Intimacy.

Differences: The way they use the internet to perform

their daily operations.

http://misprojectteam.weebly.com/

Thank You For Your Kind Attention!!!

REFERNECES http://etisalat.ae/index.jsp?lang=en&ty

pe=channel&currentid=a79a8e621187b010VgnVCM1000000c24a8c0____&parentid=ed38800d1f52a010VgnVCM1000000a0a0a0a

www.ameinfo.com/financial_markets/UAE/Company_AE0025

http://www.dib.ae/en/about_dib.htm http://en.wikipedia.org/wiki/Dubai_Isla

mic_Bank http://www.cpifinancial.net/v2/pdf/awar

ds/IBF_a_08/best_bank_me_DIB.pdf