SEAT Car Dubai — SME Case Study (UAE)

Automobile inventions have had a profound impact on human life. It has changed the way people live and opened up economies and businesses to a wider scale.

As a mode of transport, cars have transformed all spheres of human life, such as family life, environment, and culture. Automobile advancement has changed society and eased the movement of people from one place to another. Henry Ford is recognized as the godfather of the automobile industry. This invention revolutionized the manufacturing process and had a great impact on American society as affordable cars were made for people below the upper class. The SEAT Company is one of the companies that was among the first players in the motor car industry in the world. It has evolved notably since its founding, and at some point, was a much coveted automobiles maker. It is still in existence, although its market reach and appeal may have declined.

SEAT Car Dubai The purpose of this case study analysis is to analyze the company’s strategies and any relevant issues with a view to identify and discuss them, and explore possible solutions to identified management issues.

Background of the Company SEAT is the acronym of Sociedad Espagnola de Automoviles de Turismo, and is a manufacturing car company in Spain. The operation started in 1950, founded by Instituto Nacional de Industria (INI), a holding company of a state. Compared to other European nations, Spain in the 20th-century automobile market was limited since the only car production was for luxury scale. As a result of this gap in the automobile industry, a Spanish bank named Banco Urquijo founded SEAT (Centre, L., Abarth, Hatchback, Abarth, Edition & Abarth, et al. 2021). The goal was to have a Spanish mass production of privately owned cars, although this decision was the change, and INI took over control following Franco’s decision. Car production met a huge blow at the time due to WWII, and Spain had not recovered from the civil war, which led to a delay in car production. Many other problems that Spain was going through at that time led to the foreign partnership with Fiat. The launching of the first car was done in 1953, which was the SEAT 1400 model, and it was made using Spanish materials. By 1957, Spain managed to make more than 93% of its own production parts. Due to its luxury status, the car was not affordable to the average consumers since there was no technical expertise in production. They were rebadging the first model to the Fiat model in 1963. The SEAT 800 was designed to accommodate all social classes in Spain, and later in 1982, SEAT partnered with VW.

The Mission and Vision of the SEAT Car Company From the website of the company as well as the annual reports and other sources, there is a lack of explicit, clearly stated vision and mission statements relating to the SEAT Company. However, from an engagement with the customer care and user support representatives of the company, through an online platform which is the live support, the question of what is the vision and mission statement of the company was asked through a proper informed consent process which took the form of an interview. From the information gathered, it was evident that the mission of the SEAT Company is to create innovative automobiles that combine mobility, class, and user experiences, delivering a maximal value to the customer, while still being a responsible corporate citizen and pursuing sustainable business ideas for the benefit of all relevant stakeholders. In this regard, it was clear that the company is focused on offering maximum customer value and experience, and creating value for customers and shareholders within the boundaries of responsible and ethical business. In terms of the vision, it may be summarized simply as aiming to be the car company of the future, and delivering sustainable business growth and expansion.

Organization Structure (Leadership Structure) SEAT’s organization structure starts with a team of two directors who are also the company’s founders. One is an expert in the motor trade for more than twenty years with more experience. The other director is involved in every other aspect of the business and ensures smooth operationalization (SEAT, 2021). Other duties of the directors are not limited to the company’s decision- making as defined in a company’s constitution that is a governing document.

The vehicle specialist’s team is the second organ of the company. It has the head of business, three other senior vehicle specialists, and a vehicle specialist. The head of business provides customers with a highly professional level of service, while the senior specialists play the same role of supporting the sales team. Together, the specialist team works to ensure a transparent working atmosphere and provides a low-pressure environment for customers. They also help in facilitating the sales process in the company.

The finance team is the third organ of the organization. This team comprises the head of finance and administration, whose role is to manage the department and ensure smooth functioning. The finance and administration coordinator’s role is to assist in the finance team. The joint finance team provides proper bookkeeping of the company and manages the company’s cash flow (Fabozzi & Drake, 2009). It is essential in the management of the company’s finances.

The last organ of the SEAT Company is the marketing team. It comprises the head of marketing, whose mandate is to build strategies that engage existing and new customers and manage the company’s website. The content strategist’s role is writing content on marketing details and articles on the company blog. The customer relations officer ensures that customers have the experience they need. The marketing assistant’s role is to write engaging content in its social media channels and help in all other activities.

In light of the leadership roles and positions discussed in the foregoing paragraphs in this section, an organizational chart was developed. It is shown below.

Board of Directors Divisional Heads Divisional Heads Divisional Heads Divisional Heads Divisional Heads Executive Committee CEO (finance) (Production and quality) (operations ) (marketing) (Business Development) Figure 51: The organizational structure for the SEAT Car Company The chief executive officer reports to the board of the company, composed of directors of the company, which is the top decision making organ, alongside the executive committee (SEAT Annual Report, 2020).

The CEO, who is the implementation officer, leads the business strategy with a team of heads of varied departments and segments in the company. The heads of the business divisions also include those managing specific elements of the value chain in the business, including marketing, operations, business development, and expansion, among others. Under these heads are middle level and managers who control and manage day-to-day operations in the company’s production plans and offices. This organizational structure provides a collaborative management model, which allows decentralization in controlled context to optimize performance for the company.

SEAT’s 70 years of existence have demonstrated the uniqueness through innovation and upgrade of its car models and successfully coming out with solutions to modern challenges. The company has launched various models such as the Altea and other current versions such as the Ibiza and the Leon. The introduction of ecomotive and sports also launched zero-emission coupe sports.

SEAT is a cost-effective brand that offers low cost per kilometer, and it also has good service packages that ensure that maintenance cost is low. The main component of SEAT is the excellent residual value which makes them long-term. This brand comes with modern technology fully equipped, which is a safety measure. The state-of- the-art technology is not limited to traffic jam assist, lane assist, adaptive cruise control, among many other features. It also combines compressed natural gas and petrol, an eco-friendly engine that increases efficiency and reduces carbon emissions into the atmosphere.

The smart engine is installed in SEAT cars as the driver can select compressed natural gas and switch to petrol when need be. The company has many other varieties of vehicles to choose from that are pocket-friendly, and a customer can get any size of the car with power or any features that suit their needs (SEAT, 2021).

Business strategies are approaches, tactics, and strategic plans that a business adopts to attract clients and achieve business objectives. SEAT Company uses various strategies to create its brand and distribute it to the market. The first step is idea generation, and the SEAT Company started as an idea to build cars in the Spanish communities. Locomotive problems faced the country and there were market opportunities, so making a car came into existence. The second strategy is that it used concept development and testing. Developing ideas into concept papers helps develop the marketing and engineering strategies of products to produce. At this stage, one identifies the market, the benefits, main characteristics, and selling price. The third step has a business analysis strategy. The product’s overall cost evaluation starts, following sales revenue as well as profit potentials. The main goal of business analysis is to enhance the ideas’ feasibility and ensure they are viable financially. The fourth stage is product development (Jennifer, 2021). The prototype SEAT car is like a toy produced with all the features and designs as they are in the development stage. Once it is complete, it is taken to the testing stage, where the car is tested, and the customer gives the product’s opinion. Based on the statement, the company makes improvements to the brand. Once the production is complete, the car becomes ready for the market, and its launching is done depending on the resources of the company and market competition.

For any product to reach out to a wider market, viable marketing ideas are essential to ensure the company achieves goals and maximum profits. Market strategies are important in any organization. Some of these strategies are not limited to using social media, leverage influencers, and use blogs, among many others. Social media channels include Facebook and Linkedin, among others (Adams, 2021). Applications such as Facebook help reach a specific target group based on their age, geographical locations, and much more. Such a platform will get many audiences since the world of today is revolving around social media. The target audience will learn about the business and also the company and have a direct conversation. The use of leverage influencers involves using people with followers on social media platforms to market the product, in this case, the SEAT cars. Influencers help to spread the message to the audience that the product is targeting. The use of a blog is a marketing strategy (Adams, 2021). SEAT Car Company has a blog where it posts the company’s content and products, and adds value in the eyes of the audience. The use of email marketing helps reach the target audience. Messages that are automated go direct to the users upon subscribing to the company’s list. This strategy connects the company with the audience and helps in customer retention. Use of video tutorials and uploading them to various media platforms, including social media and YouTube, also help. The more views, the higher the demand for the product.

In every business, some challenges face it, and in this section, it is worth discussing the kind of challenges companies face in the context of the SEAT Car Company.

There are many challenges, but the main ones considered in this analysis include teamwork dynamics in the company, governance and coordination mechanisms, and the scope of knowledge base and outsourcing of decisions. Division of work is a challenge in that organizations are forced to concurrent and multiple ties to be able to have access to external human resources (Stocchetti, Trombini & Zirpoli, 2013). Also, managing portfolios is another challenge. It becomes difficult to maintain relations with the external suppliers and select mechanism governance appropriate for enhancing collaboration with other firms, especially considering the expansive nature of the business and the variety of the divisions in the firm.

Governance and coordination is key to a company as it is a determinant to the partner’s decision to collaborate.

When management does not have a proper governance strategy, it becomes difficult to manage and coordinate the organization. The majority of businesses fail to match the type of relationship and context, which creates some problems within the company. On the scope of knowledge base and outsourcing of decisions, this is based on an innovation model where, for instance, in the judgment of which parts to produce and which ones to outsource, the management may face limitations such as sourcing of the materials, the design, and market dynamics and needs. They face a challenge making a profit from outsourcing, and it isn’t easy to achieve a balance between accumulation competence and specialization of economies which is non-trivial (Zirpoli, 2010). Outsourcing of outside decisions is very expensive for a company as it has to rely on information borrowing from the outside, like the case of SEAT Car Company over relying on Volkswagen, which reduces the profit margin of the company. A company such as SEAT faces a clash of cultures since it is a Spanish company with a partnership with Germans, which can represent possible conflicts. These business challenges relate to the management and how it handles the business processes and decisions. They in turn affect the shareholders, employees, and even the customers, who are the end users of the products the Seat Car Company is making.

Possible Solutions To The Problems For every problem that faces a business, there must be a possible solution in mind that will help the company to grow and achieve the overall objective. This section will look at the possible solutions to the problems, their advantages, and their disadvantages. The outsourcing of external suppliers can solve the division of labor problem to improve innovative performance. It provides the company with access to tactics and specialized knowledge that is complicated and difficult to come up with on its own. This level of expertise helps the company gain a comparative advantage in their performance of various tasks within the organization, and hence, it reduces the time and cost of development. However, the division of labor within any organization has its pros and cons.

The advantages of the foregoing approach include high productivity through doing the same task multiple times, which builds required speed and skill and saves time through specialization. It also helps in lowering the cost due to an increase in workers’ efficiency. It ensures there is minimum duplication and there is large-scale production (Singh, 2021). Division of labor promotes creativity and inventions. When workers perform the same job repeatedly, they come up with a new mechanism of doing the same job more simply.

Effectively that is less straining. However, division of labor has several limitations. Some of them include monotony of work, which does not promote craftsmanship so that the worker will perfect the art of producing the whole item. It also leads to over-dependence on other workers.

Coordination and governance problems are solved by ensuring that governance structures are in a hierarchical mechanism to allow partners to adjust their impetus to collaborate and cope with the product’s complexity (Colombo, 2003). The advantages of good governance are not limited to a market performance that promotes economic development. There are adequate opportunities to attain set goals. It helps the company maintain trust with investors, which translates to a rise in capital efficiency. One of the disadvantages of ownership separation and management is that most policymakers who make decisions are not shareholders. Also, there is a problem of regulation costs where finances are misused, and lastly, is misleading reports that are spread to ruin the company’s reputation from competitors.

On the knowledge scope and outsourcing of decisions, this problem is solved through adopting specific solutions within an organization that enhances innovation activities. There is a need to maintain in-built technology in companies, like engineering capabilities. The company may coordinate the work effectively and solve problems brought by the accumulation of competence. This is closely linked with the aspect of innovation and creative designs in the company. In this regard, it is suggested that the company considers appropriate technologies in the line of improving decisions, specifically the big data based approaches such as business intelligence and artificial intelligence tools to enhance operational efficiency, and the overall decision making and performance in the company (Loebbecke, 2019). This also includes the adoption and entrenchment of electric car technology, which is gaining momentum in the local and global market and could shape the future of auto making and consumption (Smyrnov et al., 2019). This approach can increase the access to and development of knowledge and innovations, which bolster the performance of the company.

The adoption of the suggested tools is linked to the improvement of the organization’s agility, which enhances better decision-making to fast-track the implementation of changes where they need to be. There is improved communication between the organization staff and quick problem solving (Zirpoli, 2010). Disadvantages include aligning knowledge management to the company’s goals is a difficult thing an organization encounters, and integrating the knowledge into the information systems is a challenge to many businesses. Competition from other stakeholders like SEAT Car Company is encountering so many challenges in winning the market since the brand is not yet well established to compete with Volkswagen.

In the context of the challenges that the SEAT Company is shown from the case analysis to be facing, it is essential that appropriate measures are executed to increase the company’s strengths and optimize its performance. The recommended approaches can be implemented in a systematic manner to address the business challenges.

The first step suggested is conducting a company-wide analysis where the operational, marketing, and functional strategies and processes are audited, and all the relevant people and systems are reviewed to gather as much information about the organization as possible. Based on this feedback, which would reflect the gaps and specific needs of the company, the appropriate technological and strategic changes should be implemented, while involving all the relevant personnel. Here, the idea is to determine the correct changes to be made on the governance and leadership structure, with a view to cultivating a culture of learning and innovation, where employees and teams at all levels are empowered and supported, and the management provides the necessary support. It is also based on the arising findings that a specific decision on what IT tools to use will be determined (Loebbecke, 2019). For example, with the right big data analytics and artificial intelligence systems integrated in the supply chains and logistics, as well as in decision making, the company may increase its responsiveness and agility in business operations. In this way, the company would be able to improve its market knowledge and customer analytics, improve decisions, reduce errors and waste in all of its business processes, and in the end achieve resource utilization efficiency, and effectiveness of realizing its strategic goals and missions.

From the analysis of the SEAT Car Company and the attendant research, certain lessons were gleaned. These lessons, as outlined in this section, have managerial and strategic management implications not only for the company, but also other business contexts.

• It is important to constantly conduct audits of a

business with a view to identify potential areas that may need improvements. This is an important step in the change management process.

• Modern and emerging technologies such as

business intelligence and electric car technologies could be holding the key to competitiveness and survival of automobile companies seeking to remain competitive in the market.

• The success and performance of any organization

is largely determined by the suitability and proficiency of the leaders and the managers. They are the ones who determine the direction of the company, design and lead strategy implementation, and provide all the necessary facilitations for the successful implementation of strategic business plans.

• In the current age of data and information,

businesses can leverage the available and emerging data-based tools and solutions, such as BI and smart technologies, to enhance business processes, support smart and intelligent decision making, and build and sustain a competitive advantage for the company.

• It is essential for business organizations to have

clear and easily identifiable mission and vision statements. They help to state the purpose of existence of the company, and could be useful in giving a sense of direction and identity to the organization and its people, besides inspiring or appealing to the target audience or customers.

A vision statement can create a mental picture among the employees and managers of where the company is headed, which can inspire the strategies and decisions of the people aligned with the said vision.

The SEAT Car Company, despite having been in existence for a long period during which it has grown notably, has certain areas where it can improve. The company has numerous advantages and strengths. One of them is that it is using locally available resources, which comprise up to 93%. Various implementation strategies need to be put in place to allow healthy competition with giant companies. The production of electric cars will make the company more competitive in the modern market as this has become the choice of many clients who are more into modern technology to suit their needs. The manufacture of hybrid/electric vehicles will reduce competition for local markets from Japanese and Korean counterparts. Embracing innovation and creativity, adopting emerging technologies and IT tools, and readiness for change may increase the prospects of the company to grow and expand as a company of the future, among its peers.

References

Adams, R. (2021). 10 Marketing Strategies to Fuel Your Business Growth. Entrepreneur. Retrieved 12 April 2021, from https://www.entrepreneur.com/article/299335.

Adams, R.L. (2017). 23 Bulletproof Real Estate Marketing Ideas Retrieved from: https://www.forbes.com/sites/ robertadams/2017/03/17/23-bulletproof-real-estate- marketing-ideas/?sh=706dafeb6b0c Aggabao, B. A., & Alkendi, K. (2017). The effectiveness of recruitment management sytem at Du contact center, United Arab Emirates. European journal of economics and management sciences, (4).

Aggabao, B. A., & Alkendi, K. (2017). The effectiveness of the recruitment management system at Du contact center, United Arab Emirates. European journal of economics and management sciences, (4).

Akpan, I. J., Udoh, E. A. P., & Adebisi, B. (2020). Small business awareness and adoption of state-of-the-art technologies in emerging and developing markets, and lessons from the COVID-19 pandemic. Journal of Small Business & Entrepreneurship, 1-18.

Al Madina Al Riyadiya, (2021). “About DRVN coffee.

Retrieved from https://www.zomato.com/abudhabi/ drvn-coffee-al-madina-al-riyadiya Al’Malkawi, H. A. N., & Pillai, R. (2013). The impact of financial crisis on UAE real estate and construction sector: analysis and implications. Humanomics.

Alhashmi, S. F., Salloum, S. A., & Abdallah, S. (2019, October). Critical success factors for implementing artificial intelligence (AI) projects in Dubai Government United Arab Emirates (UAE) health sector: applying the extended technology acceptance model (TAM).

In International Conference on Advanced Intelligent Systems and Informatics (pp. 393-405). Springer, Cham.

Almulla, A., & Alzoubi, H. M. Impact of Employees Motivation on Employees

Retention

Empirical Evidence from UAE Telecommunications Industry.

Amadeo, K. (2020). Real Estate, What It Is and How It Works Retrieved from: https://www.thebalance.com/ real-estate-what-it-is-and-how-it-works-3305882 An Analysis of the Mission and Vision Statements on the Strategic Plans of Higher Education Institutions.

(2011). Eric. https://files.eric.ed.gov/fulltext/EJ962679.

pdf

Bakkari, M., & Khatory, A. (2017, April). Industry 4.0

strategy for more sustainable industrial development in SMEs. In Proceedings of the IEOM 7th International Conference on Industrial Engineering and Operations Management, Rabat, Morocco (pp. 11-13).

Bridge, S. (2020, 1 27). Dubai consumer confidence dips slightly on job security fears. Retrieved from Arabian

Global

https://www.arabianbusiness.com/politics- economics/438708-dubai-consumer-confidence-

References

dips-on-job-security-fears Centre, L., Abarth, Hatchback, Abarth, Edition, & Abarth et al. (2021). A brief history of SEAT | OSV. OSV.

Retrieved 12 April 2021, from https://www.osv.ltd.uk/ brief-history-of-seat/.

Clear, T. R., Reisig, M. D., & Cole, G. F. (2018). American corrections. Cengage learning.

Colombo M.G. (2003). Alliance Form: A Test of the Contractual and Competence Perspectives. Strategic Management Journal, 24 (12), 1209-1229.

Company Profile. (2021). Retrieved February 13, 2021, from Safe Line: https://www.safeline.ae/index.php/ about-us/company-profile Company’s Website: www.rcmediamarketing.com Ebrahim, S. H., Ahmed, Q. A., Gozzer, E., Schlagenhauf, P., & Memish, Z. A. (2020). Covid-19 and community mitigation strategies in a pandemic.

Fabozzi, F. and Drake, P. (2009). Finance: Capital Markets, Financial Management, and Investment Management. New Jersey: John Wiley & Sons, Inc.

Garza-Reyes, J. A. (2018). A systematic approach to diagnose the current status of quality management systems and business processes. Business Process Management Journal, 24(1), 216-233.

Ghosh, S. (2017). Broadband penetration and economic

growth

Do policies matter?.

Telematics and Informatics, 34(5), 676-693.

Gibler, K. M., & Lindholm, A. L. (2012). A test of corporate real estate strategies and operating decisions in support of core business strategies. Journal of Property Research, 29(1), 25-48.

Haak-Saheem, W. (2020). Talent management in Covid-19 crisis: how Dubai manages and sustains its global talent pool. Asian Business & Management, 19, 298-301.

How to Start a Business: A Step-by-Step Guide. (2020).

Business News Daily. https://www.businessnewsdaily.

com/4686-how-to-start-a-business.html https://www.advancedmetalworks.com https://www.instagram.com/jaguar_dsc1/ Indexholding. (2021). About Us. Retrieved from https:// indexholding.ae/about-us/ Indexholding. (2021). History. Retrieved from https:// indexholding.ae/history-index/ Indexholding. (2021). Our Leaders. Retrieved from https://indexholding.ae/our-leaders/ Jakeš, J. (2016, June). Position of Logistics in

References

Organizational Structures – Trends.

Retrieved February 13, 2021, from Research Leap: https:// researchleap.com/position-logistics-organizational- structures-trends/ Jennifer, J. (2021). Business Strategy Examples: Four Strategies Businesses Use to Make Money | Udemy Blog. Udemy Blog. Retrieved 12 April 2021, from https:// blog.udemy.com/business-strategy-examples/.

Kristinae, V., Wardana, I., Giantari, I., & Rahyuda, A.

(2020). The role of powerful business strategy on value innovation capabilities to improve marketing performance during the COVID-19 pandemic.

Uncertain Supply Chain Management, 8(4), 675-684.

Lambourne, T. (2021). Valuing sustainability in real estate:

a case study of the United Arab Emirates. Journal of Property Investment & Finance.

Legrenzi, M., & Momani, B. (Eds.). (2011). Shifting geo-economic power of the Gulf: oil, finance and institutions. Ashgate Publishing, Ltd..

Leigh, N. G., & Blakely, E. J. (2016). Planning local economic development: Theory and practice. SAGE publications.

LImeswood. (2021, 2 10). Limeswood. Retrieved from LImeswood: https://www.limeswood.ae/ Loebbecke, C. (2019). Digitization, Big Data Analytics, and Artificial Intelligence Transforming Business, Society, and Research.

Moscow University Economics Bulletin, 2019(6), 9-11.

https://doi.

org/10.38050/01300105201962.

Makanyeza, C., & Chikazhe, L. (2017). Mediators of the relationship between service quality and customer loyalty. International Journal of Bank Marketing.

Okumu, J. O., & Hood, A. (2017). Strategic Management Factors Affecting Performance of Thermal Power Generation Companies in Kenya.

Oommen, S. (2018). To Analyze the Impact of E-Marketing on the Sales Within Telecommunication and Media Businesses in UAE (Doctoral dissertation, Cardiff Metropolitan University).

Qualitative case study with the method of interview with Mr.Abood Fowze, Marketing manager at Red Circle Advertising LLC.

Quality Management.

(2020).

Corporate Finance Institute.

https://corporatefinanceinstitute.com/ resources/knowledge/strategy/quality-management/ Ramsey, E. (2007). E-oppotunities of service sector SMEs, Journal of Small Business and Enterprise Development, 10(3) Romero, L. E. (2016, September 21). The 6 Main Reasons Businesses Fail and How to Avoid Each. Retrieved

References

February 13, 2021, from Entrepreneur: https://www.

entrepreneur.com/article/281795 SEAT Annual Report. (2020). Annual report 2020.

Retrieved from https://www.seat.com/content/ dam/public/seat-website/company/annual- report/overview/pdf/others-annual-report-2020- march-2021.pdf.

SEAT. (2021). Our Team | OSV. OSV. Retrieved 12 April 2021, from https://www.osv.ltd.uk/about-us/our- team/.

Services. (2021). Retrieved February 13, 2021, from Safe Line: https://www.safeline.ae/index.php/services Sharma, P., Vijayan, V., Pant, P., Sharma, M., Vikram, N., Kaur, P., ... & Sharma, S. (2020). Identification of potential drug candidates to combat COVID-19: a structural study using the main protease (mpro) of SARS-CoV-2. Journal of Biomolecular Structure and Dynamics, 1-11.

Silver Yachts & Repair LLC. (2020). Silver Yachts & Repair. http://silveryachtrepair.com/index.html Singh, N., Krishnamurthy, S., Luo, Y., Zhao, J. H., & Du, J.

(2005). The internationalization speed of e-commerce

companies

an empirical analysis.

International Marketing Review.

Singh, S. (2021). What are the advantages and disadvantages of the Division of labor? PreserveArticles.

com: Preserving Your Articles for Eternity. Retrieved 13 April 2021, from https://www.preservearticles.

com/education/what-are-the-advantages-and- disadvantages-of-division-of-labour/21235.

Smith, S. (2019). 9 Real Estate Marketing Strategies to Expand Your Business Retrieved from: https://articles.

bplans.com/9-real-estate-marketing-strategies-to- expand-your-business/ Smyrnov, O., Borisenko, A., Marchenko, A., Romanenko, A., & Yevtushenko, S. (2019). Research and diagnostics of electric car BMW I3 electric systems. Automobile Transport, 0(44), 5. https://doi.org/10.30977/at.2219- 8342.2019.44.0.5.

Stocchetti, A., Trombini, G., & Zirpoli, F. (2013).

Automotive in transition. Challenges for strategy and policy, Edizioni Ca’Foscari, Venezia.

SWOT Analysis: What It Is and When to Use It. (2019).

Business News Daily. https://www.businessnewsdaily.

com/4245-swot-analysis.html Tanrıvermiş, H. (2020). Possible impacts of COVID-19 outbreak on real estate sector and possible changes to adopt: A situation analysis and general assessment on Turkish perspective. Journal of Urban Management, 9(3), 263-269.

The Essential Guide to Marketing Strategy. (2019).

References

Hurree. https://info.hurree.co/en/marketing-strategy- essential-guide#audiencesegmentation The Four Main Components of A Quality Management System. (2018). Docxellent. https://info.docxellent.

com/blog/main-components-quality-management The Impact Of Covid-19 On Shipping Companies And Freight Forwarders. (2018). Retrieved February 13, 2021, from NLINE SHIPPING: https://nlineshipping.

com/the-impact-of-covid-19-on-shipping- companies-and-freight-forwarders/ Top 10 Best Practices Successful Companies are Putting into Practice. (2015, April 15). Retrieved February 13, 2021, from Startup nation: https://startupnation.

com/manage-your-business/top-10-best-practices- successful-companies-putting-practice/ Types of Organizational Charts. (2021). Creately.

https://creately.com/blog/diagrams/types-of- organizational-charts/ Usmani, F. (2020, July 26). What is a Functional Organization Structure? Retrieved February 13, 2021, from PM Study Circle: https://pmstudycircle.

com/2012/08/what-is-a-functional-organization- structure/ Venkatesh, R., Singhal, T. K., & Mathew, L. (2018).

Emergence of digital services innovation as a path to business transformation: Case of Communication Services Providers in GCC region (No. 585). EasyChair.

Vision, Mission, and Goals. (2020). Open Text BC. https:// opentextbc.ca/strategicmanagement/chapter/vision- mission-and-goals/

Website, C. (2021). Our Story. Retrieved from Letswork

https://www.letswork.io/our-story Zirpoli F., 2010. Organizzare l’innovazione - Strategie di esternalizzazione e processi di apprendimento in Fiat Auto, Bologna, Il Mulino.

Index Index A accomplish, 42, 99, 289 accounting, 21, 115, 134, 135, 162, 183, 185, 245, accuracy, 289 achievement, 36, 143, 221, administration, 58, 61, 77, 78, 115, 160, 187, 194, 245, 260, 289 Advanced Metal Works, vi, 111, 113, 114, 115, 116, 119, advertising, 9, 19, 22, 25, 28, 30, 35, 36, 46, 141, 161, 190, 251, 289 agency, 289 agreement, 109, 159, 289 Al Jabar Optical Centre, Al Sayegh Home Properties, 93, 95, 97, 105, 106, 107, 108, 289 Alubond Company, 132, analytics, 270, 289 app, 103, 289 application, 7, 8, 24, 108, 187, 289 attack, 289 audience, 8, 11, 14, 24, 46, 191, 208, 221, 264, 265, 272, 289 avail, 289 availbility, 289 B base, 4, 46, 53, 87, 104, 106, 107, 114, 133, 143, 145, 265, 266, 289 benefits, 5, 11, 13, 15, 106, 137, 193, 220, 241, 263, brand, 3, 7, 8, 9, 10, 14, 44, 46, 80, 121, 124, 137, 138, 145, 188, 189, 195, 196, 197, 201, 202, 249, 250, 252, 262, 263, 264, 269, budget, 78, 115, 217, 219, building, 4, 7, 9, 14, 84, 95, 98, 148, 211, 212, 228, business, ix, x, xi, xii, 3, 7, 8, 9, 11, 12, 13, 14, 20, 23, 25, 26, 29, 33, 34, 35, 36, 40, 45, 46, 52, 54, 57, 58, 59, 60, 61, 62, 63, 64, 65, 66, 67, 68, 69, 70, 71, 75, 76, 78, 79, 80, 81, 82, 83, 84, 86, 88, 89, 90, 91, 92, 95, 96, 97, 98, 99, 100, 101, 102, 103, 104, 105, 106, 107, 108, 109, 116, 120, 121, 122, 124, 126, 131, 135, 137, 138, 139, 140, 141, 142, 143, 144, 145, 146, 147, 148, 149, 153, 161, 164, 166, 169, 170, 171, 172, 173, 174, 175, 177, 181, 183, 186, 188, 189, 192, 193, 194, 195, 197, 199, 200, 201, 207, 208, 211, 221, 222, 227, 229, 230, 231, 232, 233, 235, 241, 242, 245, 246, 249, 251, 253, 259, 260, 262, 263, 264, 265, 266, 268, 269, 270, 271, 277, 279, 280, 281, 284, 285, 289, 293, 294, 295, 296 buy, 104, 188, 191, 289 capital, 14, 31, 32, 65, 117, 174, 175, 268, 289 case study, xi, 4, 13, 14, 105, 107, 108, 126, 154, 165, 166, 169, 258, 281, 282, 289 CEO, vii, 21, 23, 32, 77, 170, 211, 262, 289, 293 challenges, xi, 13, 15, 23, 29, 31, 35, 42, 48, 63, 64, 65, 66, 71, 76, 84, 86, 87, 88, 89, 92, 96, 103, 122, 126, 141, 143, 148, 162, 163, 165, 174, 175, 177, 178, 193, 195, 220, 223, 252, 262, 265, 266, 269, 289 changes, 14, 15, 54, 65, 68, 81, 120, 133, 166, 188, 199, 211, 214, 269, 270, 284, 289 client, 9, 20, 24, 25, 44, 61, 121, 122, 127, 138, 141, 158, 159, 165, 216, 217, 228, 234, 289 Coffee Planet, 289 cold- calling, 289 collaboration, 133, 143, 265, 289 communication, 41, 104, 116, 146, 172, 210, 211, 251, 269, 289 company, xi, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53, 57, 58, 59, 60, 64, 65, Index 66, 75, 76, 77, 78, 79, 80, 81, 82, 83, 84, 85, 86, 87, 88, 89, 90, 91, 95, 96, 97, 98, 101, 102, 103, 104, 105, 106, 109, 113, 114, 115, 116, 118, 120, 121, 122, 123, 125, 126, 127, 132, 133, 134, 135, 137, 139, 140, 141, 142, 143, 144, 145, 148, 153, 154, 156, 158, 159, 161, 162, 163, 164, 166, 169, 170, 171, 172, 173, 175, 176, 181, 182, 183, 187, 188, 190, 193, 194, 195, 197, 198, 200, 208, 209, 211, 212, 213, 214, 216, 217, 218, 219, 220, 221, 222, 223, 227, 230, 231, 232, 233, 234, 235, 239, 240, 242, 244, 245, 246, 247, 248, 249, 250, 251, 253, 258, 259, 260, 261, 262, 263, 264, 265, 266, 267, 268, 269, 270, 271, 272, 273, 279, 283, competition, 29, 35, 47, 52, 64, 67, 84, 120, 121, 147, 148, 191, 200, 241, 243, 246, 247, 250, 264, 272, 289, 294 construction, 95, 113, 114, 116, 126, 135, 277, 289 consultant, 289 consumer, 8, 10, 14, 15, 127, 186, 191, 194, 195, 196, 278, 289 contact, 46, 99, 102, 172, 173, 242, 245, 249, 277, contracting, 114, 117, 122, 124, 245, 289 cost, 8, 11, 23, 79, 82, 84, 88, 89, 91, 123, 131, 134, 137, 138, 139, 199, 200, 212, 216, 217, 233, 248, 253, 262, 263, 267, 289 COVID-19, 9, 29, 31, 32, 34, 42, 43, 54, 88, 89, 90, 91, 92, 103, 117, 122, 149, 193, 195, 211, 242, 277, 281, 283, 284, 289 culture, 33, 49, 187, 189, 197, 201, 216, 257, 270, customer, 8, 20, 22, 24, 25, 27, 28, 29, 33, 36, 46, 51, 53, 63, 67, 81, 82, 100, 101, 104, 106, 107, 114, 127, 133, 137, 138, 139, 140, 143, 144, 145, 146, 164, 172, 173, 181, 184, 185, 189, 191, 195, 196, 199, 201, 202, 207, 212, 213, 221, 228, 229, 232, 234, 245, 247, 249, 251, 259, 261, 263, 264, 265, 270, 282, 289 data, 48, 163, 245, 248, 268, 270, 271, 289 database, 221, 289 department, 21, 22, 26, 27, 30, 33, 42, 59, 60, 65, 115, 116, 161, 162, 260, dependable, 45, 228, 289 design, 22, 24, 76, 77, 78, 123, 127, 132, 188, 189, 198, 199, 247, 266, 271, destination, 289 details, 20, 25, 138, 142, 261, 289 development, xi, 3, 4, 24, 34, 58, 59, 76, 80, 82, 91, 108, 122, 124, 131, 132, 133, 135, 156, 162, 192, 193, 214, 222, 250, 262, 263, 264, 267, 268, 269, 278, 281, 289, 293, 294, discovery, 289 diverse, 7, 11, 85, 97, 289 documents, 46, 60, 61, 65, 66, 231, 289 downsize, 289 Dubai, ix, 5, 19, 32, 39, 57, 58, 59, 62, 63, 64, 65, 67, 69, 70, 75, 96, 98, 113, 153, 155, 156, 157, 158, 159, 160, 162, 163, 169, 198, 208, 227, 229, 233, 241, 255, 257, 278, 280, 289, 293, 296 Du Telecommunications, 241, 289 duties, 212, 242, 260, 289 DVRN Coffee Abu Dubai, E efficiency, 14, 34, 87, 142, 160, 188, 248, 249, 252, 263, 267, 268, 270, 290 emails, 102, 234, 290 employee, 30, 34, 87, 89, 96, 97, 105, 115, 141, 162, 170, 210, 242, 253, 290 entrepreneur, 35, 57, 147, 154, 177, 222, 277, 283, equipement, 290 establishment, 63, 68, 105, 116, 290 experience, 10, 51, 90, 107, Index 108, 122, 135, 160, 162, 163, 181, 182, 183, 185, 189, 191, 192, 194, 196, 197, 201, 202, 211, 212, 219, 230, 246, 251, 259, 260, 261, 290, 293 F Facebook, 8, 35, 85, 102, 159, 216, 264, 290 facility, 114, 120, 138, 209, feasible, 290 feature, 253, 290 feedback, 35, 67, 102, 143, 221, 223, 229, 270, 290 field, 61, 96, 114, 161, 187, 188, 189, 200, 208, 211, 230, 290, 293, 294 files, 278, 290 financial, xi, 5, 14, 21, 64, 66, 69, 81, 90, 116, 124, 126, 134, 148, 231, 277, firm, 124, 135, 139, 153, 156, 157, 159, 207, 242, 243, 248, 253, 265, 290 flow, 64, 70, 123, 133, 260, focus, xi, 4, 5, 7, 8, 13, 51, 53, 75, 76, 82, 83, 87, 88, 89, 90, 96, 106, 114, 121, 139, 170, 187, 195, 197, 199, 208, 209, 212, 216, 222, 246, 249, 290, 293, 294 founders, xi, 260, 290 funds, 86, 87, 89, 219, 290 G global, 29, 42, 103, 116, 175, 176, 186, 196, 199, 211, 214, 241, 245, 249, 268, 280, 290, 293 goals, 20, 23, 25, 26, 36, 48, 126, 153, 212, 213, 214, 219, 247, 264, 268, 269, 270, 286, 290 government, 9, 89, 117, 122, 123, 124, 131, 132, 141, 159, 183, 193, 195, 221, 232, 290, 294 H help, 14, 19, 20, 27, 36, 44, 53, 63, 99, 104, 105, 107, 131, 132, 143, 144, 145, 146, 164, 165, 172, 173, 175, 183, 200, 208, 249, 252, 260, 261, 264, 265, 267, 271, 290, 295 hierarchal, 290 H.M. Export Import LLC, hub, 290 identification, 290 image, 20, 23, 46, 114, 138, 188, 200, 218, 290 implement, 25, 34, 108, 189, 290 improvement, 12, 30, 31, 80, 81, 146, 213, 221, 269, 290 Index Holding Group, 290 individual, 6, 50, 58, 60, 100, 132, 290 industry, x, 5, 30, 41, 42, 44, 45, 46, 47, 53, 58, 59, 61, 63, 67, 76, 84, 104, 114, 122, 127, 132, 135, 187, 193, 202, 212, 216, 221, 227, 228, 231, 241, 242, 245, 246, 247, 251, 257, 258, 290, 295 information, 60, 61, 79, 126, 137, 143, 146, 159, 193, 242, 244, 259, 266, 269, 270, 271, 290 infrastructure, 114, 132, 145, 147, 290 innovation, 20, 29, 102, 133, 139, 146, 147, 198, 199, 211, 239, 247, 262, 266, 268, 270, 272, 281, 285, 290 input, 195, 290 Instagram, 8, 35, 85, 159, 216, 290 instrument, 290 interference, 290 international, 39, 40, 43, 45, 46, 48, 87, 104, 123, 127, 158, 241, 244, 245, 253, 290, 294 Internet, 85, 239, 241, 243, 244, 290 inventory, 26, 82, 290 investors, 5, 65, 194, 268, Ismail Al Rajab Contracting, 290 issue, 86, 121, 161, 217, 218, J Jaguar Delivery Services, 225, 227, 230, 232, 234, labor, 31, 52, 82, 123, 267, 284, 290 launch, 163, 247, 290 leadership, xi, 5, 6, 77, 79, 97, 134, 135, 137, 138, 149, 164, 188, 209, 241, Index 261, 270, 290, 294 legal, xi, 66, 156, 160, 165, 208, 290 lesson, xi, 14, 31, 177, 273, Letswork, 1, 3, 4, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 286, Limeswood Real Estate Brokers, vi, 55, 57, 61, 62, 63, 65, 67, 70, 290 LinkedIn, 8, 250, 290 location, 6, 8, 10, 13, 32, 39, 100, 163, 166, 185, 189, 208, 209, 231, 232, LOKO, 290 major, xi, 9, 12, 14, 25, 26, 27, 28, 29, 44, 51, 53, 59, 65, 142, 143, 144, 148, 166, 228, 229, 231, management, 26, 30, 34, 50, 53, 62, 70, 71, 75, 76, 77, 78, 79, 80, 83, 84, 87, 89, 91, 99, 101, 102, 103, 105, 106, 107, 109, 114, 117, 118, 132, 135, 137, 138, 140, 141, 142, 144, 146, 147, 154, 160, 161, 187, 188, 189, 193, 198, 200, 203, 209, 212, 218, 219, 220, 231, 232, 239, 242, 244, 246, 249, 253, 258, 260, 262, 266, 268, 269, 270, 271, 277, 279, 280, 282, 285, 290, 292, 294 manipulate, 290 market, 4, 7, 10, 11, 12, 13, 14, 15, 22, 25, 27, 28, 29, 32, 34, 35, 45, 46, 47, 48, 51, 53, 58, 59, 60, 62, 64, 65, 66, 67, 70, 71, 76, 78, 79, 80, 81, 83, 84, 85, 87, 88, 90, 100, 104, 105, 114, 117, 121, 124, 125, 126, 131, 132, 133, 135, 139, 140, 145, 146, 147, 148, 169, 176, 183, 185, 186, 188, 189, 192, 196, 197, 199, 201, 208, 221, 223, 227, 231, 241, 244, 246, 247, 250, 252, 253, 254, 257, 258, 263, 264, 266, 268, 269, 270, 271, 272, 291 marketing, xi, 8, 9, 19, 20, 21, 22, 23, 27, 28, 30, 31, 32, 34, 35, 36, 46, 54, 60, 64, 66, 70, 78, 79, 81, 83, 84, 85, 91, 92, 101, 102, 104, 106, 107, 121, 122, 125, 134, 139, 140, 146, 161, 173, 175, 177, 182, 186, 189, 190, 191, 192, 195, 198, 200, 201, 202, 208, 209, 214, 242, 246, 247, 248, 250, 260, 261, 262, 263, 264, 265, 269, 277, 281, 284, 285, 291 member, 291 Middle East, 219, 291 mission statement, xi, 76, 133, 212, 213, 259, 291 model, 3, 11, 12, 14, 137, 138, 258, 262, 266, 278, 291 N Naderi General Trading, vii, 167, 169, 291 nationality, 291 negative, 42, 89, 142, 291 number, 6, 11, 12, 32, 42, 44, 67, 70, 81, 84, 88, 89, 90, 99, 102, 103, 104, 124, 159, 162, 202, 209, 242, 251, 291, 295 O office, 6, 13, 32, 57, 60, 61, 62, 69, 98, 156, 161, 163, 169, 170, 172, 175, 227, 233, 291 opportunity, 197, 231, 291 order, 23, 24, 25, 31, 42, 43, 47, 48, 49, 54, 59, 63, 66, 97, 101, 107, 124, 127, 136, 147, 153, 155, 158, 165, 173, 186, 187, 201, 216, 219, 239, 241, 247, 248, 291 organization, 3, 5, 6, 23, 24, 25, 26, 29, 31, 32, 33, 34, 36, 50, 53, 59, 137, 142, 143, 148, 160, 166, 181, 187, 188, 189, 193, 194, 196, 210, 220, 230, 241, 242, 249, 252, 259, 260, 264, 266, 267, 268, 269, 270, 271, 272, 285, 291 organizational strategy, outline, 20, 291 output, 291 overcome, xi, 76, 84, 88, 89, 96, 103, 148, 164, 174, 207, 223, 291 owner, 52, 60, 61, 62, 65, 96, 97, 98, 109, 116, 142, 169, 195, 207, 208, 211, 217, 291 Index P package, 6, 51, 52, 53, 121, pandemic, 10, 23, 29, 42, 54, 60, 61, 63, 67, 88, 89, 90, 91, 92, 103, 106, 117, 126, 127, 159, 166, 174, 183, 193, 242, 277, 279, 281, 291 Paramount, 291 participate, 187, 291 partner, 266, 291 passion, ix, xii, 156, 184, 212, 291, 295 payment, 65, 66, 96, 98, 117, 123, 138, 186, 251, percentage, 62, 89, 109, 117, 291 performance, 42, 49, 50, 83, 123, 143, 189, 194, 198, 232, 234, 241, 246, 262, 267, 268, 269, 271, 281, 291 place, 5, 23, 47, 60, 66, 71, 84, 87, 142, 158, 214, 216, 232, 233, 251, 257, 272, 291, 294 planning, 34, 66, 79, 107, 127, 142, 147, 160, 166, 198, 207, 213, 220, 247, 253, 291 policy, 96, 187, 247, 248, 249, 250, 284, 291 position, 58, 141, 210, 211, 253, 281, 291, 294 positive, 23, 31, 51, 133, 138, practice, 11, 49, 67, 144, 146, 164, 281, 285, 291 preparation, 194, 291 pricing, 12, 51, 187, 200, 248, 250, 291 principle, 291 problem, 66, 87, 163, 174, 193, 266, 267, 268, 269, process, 5, 7, 23, 26, 33, 34, 51, 52, 60, 64, 68, 80, 87, 96, 100, 102, 103, 107, 116, 120, 121, 133, 142, 186, 188, 193, 213, 222, 257, 259, 260, 271, 291 product, 10, 25, 33, 34, 82, 84, 99, 113, 114, 120, 121, 123, 124, 127, 133, 135, 136, 138, 141, 142, 144, 170, 172, 184, 186, 190, 191, 192, 200, 202, 233, 245, 247, 263, 264, 265, 268, 291 production, 24, 78, 114, 116, 120, 134, 142, 143, 144, 194, 249, 250, 258, 262, 264, 267, 272, 291 profile, 195, 279, 291 program, 155, 291 progress, 132, 220, 291 project, 116, 117, 120, 121, 123, 124, 139, 142, 246, promotion, 25, 34, 83, 84, 101, 291 protection, 291 PROTEINHOUSE Sportswear Trading, purchasing, 8, 231, 291 R range, 7, 10, 11, 44, 45, 46, 97, 136, 184, 202, 233, 245, 291 recommendations, ix, 90, 106, 273, 291 Red Circle LLC, 22, 23, 29, 31, 291 relationship, 33, 49, 50, 84, 106, 127, 211, 216, 247, 250, 266, 282, 291 renew, 291 rent, 7, 64, 96, 99, 291 report, 13, 77, 134, 172, 283, reputation, 29, 34, 36, 133, 137, 145, 222, 229, 268, requirement, 44, 97, 123, 217, 291 research, ix, xi, 78, 154, 195, 196, 202, 270, 291, resolution, 291 resources, 12, 14, 15, 33, 48, 70, 88, 124, 134, 135, 138, 162, 187, 228, 264, 265, 272, 282, 291 responsible, 58, 59, 60, 134, 153, 160, 196, 218, 242, 259, 291, 293 restructure, xi, 291 revenue, 3, 8, 9, 10, 14, 58, 59, 61, 62, 64, 70, 99, 105, 263, 292 rules, 43, 88, 117, 144, 165, RX Apothecary and Kitchen, 292 S Saeed Bin Ghulaita Law Firm, vi, vii, 154, 292 Safe Line Group Enterprises LLC, 37, 39, safety, 10, 117, 137, 211, 212, 213, 216, 263, 292 Index Salamuddin Trading Company, 292 sales, 20, 21, 22, 27, 58, 59, 60, 61, 62, 64, 65, 66, 68, 69, 84, 101, 115, 116, 121, 186, 191, 192, 200, 209, 250, 260, 263, 292 satisfaction, 29, 34, 44, 45, 53, 81, 85, 101, 138, 140, 146, 173, 186, 192, 212, 213, 222, 292 school, 191, 292 SEAT Car Company, 259, 261, 265, 266, 269, 270, 272, 292 sector, 76, 87, 88, 135, 141, 160, 191, 199, 227, 239, 247, 277, 278, 282, 284, 292, 294 sell, 57, 60, 198, 250, 292 SEO, 292 service, 6, 21, 23, 24, 25, 26, 28, 34, 36, 39, 40, 44, 51, 61, 67, 80, 81, 82, 91, 120, 146, 158, 159, 164, 185, 188, 189, 190, 191, 196, 198, 199, 201, 212, 213, 216, 227, 228, 229, 230, 233, 234, 243, 246, 248, 250, 260, 262, 282, 292 Silver Yachts and Repair LLC, 292 SME, xi, 5, 7, 19, 21, 32, 35, 36, 95, 97, 100, 105, 131, 132, 141, 292 software, 82, 244, 245, solution, 85, 199, 267, 292 sponsor, 292 staff, ix, 31, 35, 40, 58, 60, 66, 68, 81, 132, 165, 182, 187, 191, 194, 216, 227, 231, 232, 239, 242, 248, 269, 292 strategy, 5, 6, 7, 8, 9, 12, 19, 25, 26, 33, 36, 46, 53, 54, 62, 79, 80, 81, 82, 83, 84, 85, 91, 101, 108, 126, 137, 138, 139, 161, 171, 172, 173, 177, 185, 187, 189, 190, 201, 202, 213, 214, 220, 246, 247, 262, 263, 265, 266, 271, 278, 281, 282, 284, 285, 291, strengths, 81, 220, 235, 269, 272, 292 structure, xi, 5, 14, 21, 22, 25, 26, 32, 33, 35, 36, 41, 42, 50, 53, 58, 59, 61, 71, 96, 97, 115, 133, 160, 170, 182, 183, 209, 210, 232, 259, 261, 262, 270, 285, 292 study, xi, 4, 13, 14, 79, 91, 95, 105, 107, 108, 126, 142, 146, 154, 162, 165, 166, 169, 258, 281, 282, 283, 289, 292 success, 12, 27, 29, 31, 36, 40, 52, 53, 67, 70, 71, 90, 92, 96, 100, 101, 105, 108, 142, 147, 148, 188, 196, 198, 207, 214, 222, 249, 253, 271, 273, 278, support, 5, 8, 60, 61, 78, 82, 131, 132, 133, 153, 195, 230, 232, 234, 241, 242, 246, 248, 259, 270, 271, 280, 292 sustainable, 40, 96, 194, 259, 278, 292 T targeted, 27, 99, 104, 122, 208, 292 task, 267, 292 team, xi, 5, 22, 32, 36, 40, 60, 61, 62, 68, 97, 121, 124, 127, 135, 161, 162, 184, 211, 212, 213, 217, 219, 230, 231, 259, 260, 262, 283, 292 technology, 45, 47, 48, 52, 82, 83, 102, 113, 127, 186, 191, 199, 202, 219, 228, 232, 244, 262, 263, 268, 272, 278, 292 termination, 292 time management, 292 trends, 52, 81, 202, 281, Twitter, 85, 102, 159, 292 U UAE, i, iii, ix, xii, 3, 4, 7, 8, 10, 11, 12, 13, 15, 29, 34, 35, 75, 83, 87, 91, 97, 109, 114, 124, 126, 133, 134, 135, 136, 141, 149, 153, 155, 158, 162, 164, 169, 170, 175, 181, 227, 233, 234, 241, 247, 251, 252, 277, 278, 282, 292, United States, 132, 135, 142, 145, 292 vendors, 292 violation, 292 virtual, 13, 141, 292 vision, xi, 4, 20, 32, 35, 48, 58, 76, 91, 114, 133, 170, 212, 213, 240, 259, 271, 272, 286, 292 Index volume, i, 5, 195, 217, 292 W Wavetech Holdings Group, 292 weaknesses, 220, 235, 249, 292 wi-fi, 292 word-of-mouth, 46, 141, 146, 173, 190, 201, 234, work, ix, 3, 4, 5, 6, 7, 8, 10, 11, 12, 13, 14, 33, 36, 46, 49, 50, 52, 58, 59, 65, 76, 96, 103, 116, 117, 120, 121, 123, 124, 132, 135, 142, 147, 148, 159, 160, 163, 164, 165, 166, 170, 185, 187, 193, 200, 201, 211, 213, 216, 217, 218, 222, 228, 232, 240, 248, 265, 267, 268, 292 workforce, 68, 87, 117, 134, 232, 292 workplace, 34, 87, 240,