Done By:
Jomaa Iraki
Seri Kamal
Ahmed Zendaki
Mustafa Hasan
Supervised by: Dr. Norita Ahmed
MIS COMPANY ANALYSIS PRESENTATION
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-vision
3) 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.


1)
2)
3)
4)
IT/IS Strategy:
Intranet.
Extranet.
CRM.
SCM,
ETISALAT PORTER 5
1)
Market Competitors:

Du.
PORTER 5
2.
New Market Entrants:

It is not easy to enter the market.
Hard for new entrants to compete.

PORTER 5
3.
Substitute Products:

Skype and MSN
FTF communication

PORTER 5
4.
Customers:

Everyone.
They don’t have power.

PORTER 5
5.
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/Extranet
2) Internet Banking
3) CRM
4) SCM

DUBAI ISLAMIC BANK PORTER 5
1.
New Market Entrants:

It is not easy to enter the market.
Hard for new entrants or well
established banks to compete.

PORTER 5
2.
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 5
3.
Market Competitors:

Abu Dhabi Islamic Bank.
PORTER 5
4.
Customers:

Everyone.
They do have power.

PORTER 5
5.
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&type=chann
el&currentid=a79a8e621187b010VgnVCM10000
00c24a8c0____&parentid=ed38800d1f52a010V
gnVCM1000000a0a0a0a
 www.ameinfo.com/financial_markets/UAE/Compa
ny_AE0025
 http://www.dib.ae/en/about_dib.htm
 http://en.wikipedia.org/wiki/Dubai_Islamic_Bank
 http://www.cpifinancial.net/v2/pdf/awards/IBF_a
_08/best_bank_me_DIB.pdf
