Assessment 2 Kamilla Harcej 26/10/2011 110878

DATA ELECTRONICS NOW TELECITY GROUP

Data Electronics mission: To help clients improve IT efficiency and business profitability through their managed IT services solutions and large-scale co-location projects. The company values: Trust, Expertise, Technology, Excellence The company goals: 1. 2. 3. 4. To increase penetration of the international market To pursue large-scale and long term contracts To extend managed services capability To increase penetration on the managed services sector

Data Electronics now Telecity Group mission is to help improve IT efficiency and business profitability through their managed IT services and large-scale co-location projects. Technology innovation coupled with steadfast resilience and exceptional engineering skills are the cornerstones of Data Electronics Services. The company goal is to be the pre-minent managed IT services and data centre provider in Ireland. The company will achieve this through delivering the highiest degree of resilience, expertise and excellence to their global customer base. Since opening their North West Business Park Data Centre, they have invested over 40 millions in creating the first phase of the facility with more investments planned going forward. With commitment to a sustainable environment they have invested in the latest green innovative technologies in their data centres, to reduce power consumption hence reducing power costs to clients. Data Electronics strive for excellence in everything they do, continually investing in new and innovative technologies to ensure maximum resilience for their clients IT infrastructure. The company goal is to create world class data centres that have the scale and resources to compete on the highest international level. Data Electronics mission is to PROTECT, CONNECT,

OPTIMISE & MANAGE IT THROUGH THEIR WORLD CLASS DATA CENTRES AND MULTI-CERTIFIED 24.7 ENGINEERING TEAM. As a company, Data Electronics now Telecity Group, have continued to go from strengh to strengh with 35 years of successful expansion to date. It was founded in 1975 and has invested heavily in its two data centres near Dublin. It has recently completed a 15 million expansion of an eco friendly data centre in north Dublin, which fallowed an initial 25 million investment in 2008. Since opening their North West Business Park Data Centre in 2008, Data Electronics remains as commited as ever to playing their part in Irelands digital economy. Data Electronics focus on operating highly connected, centrally located data centres with a strong track record of customer service and operational excellence. 08th of August 2011 Telecity Group, Europes industry-leading provider of carrier-neutral data centres, has announced it has aquired Data Electronics Group Limited. Data Electronics is a successful Irish technology business with strong growth potential and there is significant local, national and international demand for high quality, connected data centre services in Ireland. Data Electronics now Telecity Group operates two high quality carrier-neutral data centres in Dublin with a combined capacity of 4600 square metres and 4 megawatts of customer available power. These data centres are key international internet hubs and offer access to over 40 carrier networks and access to INEX, the Dublin internet exchange. The company also has 1.5 MW of secured incremental customer power with potential for further significant expansion within its existing sites. Both data centres provide a secure, resilient and fully redutant environment to house and manage IT infrastructure.

DATA ELECTRONICS SERVICES: Co-location with technical floor space spread across 2 completely independent and physically detached data centres, Data Electronics provides quaranteed power, connectivity and protection for IT resources. With IT infrastructure secure in data centres, customers have instant access to the highest degree of technical expertise and excellence to optimise, manage and maintain customers IT in line with their requirements. Cloud CE is a bundle of cloud services that generates a dedicated, secure private cloud environment within one of Irelands most secure data centres. Cloud ACE is their most successful and cost effective service offering to date. IT Management and Monitoring Data Electronics provides IT support with the expertise and technology to ensure optimum performance of customer hosted infrastructure. Engineers work 24x7x365 to simplify, optimise and manage customer IT infrastructure and reduce IT costs.

Data Backup and Disaster recovery information security is the process of protecting the availability, privacy and integrity of customer data. Data Electronics provides multiple data storage and disaster recovery plan in fully intact. The company provides 100% power, 100% cooling and 100% connectivity SLA to keep customer systems in day-to-day operation. Data Electronics also provide a physically and virtually secure environment for data storage, while also proactively monitoring customer IT to pre-empt issues escalating to service interruption. The following Data Storage and Disaster Recovery services are designed further protect the integrity of customer data: >Primary Backup: Managed Data Solution - CommVault managed backup combined with either DELL LT04Tape Library or Hitachi USP VM Storage Are Network (SAN) hardware. SAN on Demand - a fully virtualised service which backs up data whithout the need for upfront investment and maintance costs Disaster Recovery and Business Continuity a dual SAN Environment provides full replication between Data Electronics two physical SANs in both of their data centres. Diverse dark fibre links two separate data centres and the cross connected SAN environments, providing 100% data availability. In addition, Hot Desking can be provided in the event that customer premises are not accessible due to a disaster. Full access is made available to secondary infrastructure to ensure the continuation of customer business in the event of disaster Connectivity: >High Bandwidth Speeds from Multiple Carriers as a carrier neutral data centre with over 40 carriers, Data Electronics provides high availability and high bandwidth speed to clients. Substantial bandwidth capacity allows Data Electronics to accomodate even the largest spikes in the traffic. Maximum Uptime, zero downtime. >MESH deploys 4 independed carriers to ensure complete redundancy within the company network architecture. The Data Electronics has been engineered from inception to provide highest level of resilience, whilest meeting 100% internet connectivity SLA. IP Bandwidth is burstable which is designed to accommodate intermittent excesses on the standart bandwidth rate. IP Services include: - Network Availability is quaranteed 100% through a Service Level Agreement - 4 Layers of Redundancy ensure that there is no singlepoint of failure - The MESH was designed from the ground up with the primary goal of providing 100% availability of the internet to the customers equipment - A minimum of 4 Internet Service Providers (ISPs) are connected to each customer at the North West Business Park Data Centre

- 8 IP addresses are assigned at no extra cost, with additional levels available on request. Both Data Electronics data centres are diversely connected through multiple geographically pipes to the T50 (the major telecommunications ring around Dublin). There are 16 physical access points into and out of North West Business Park, whilest Kilcarbery Park has 4 physical points. All chamber leads between the data centres and the T50 are monitored and alarmed at all times.

NETWORK SECURITY  Managed VPN and Firewalls can improve data security whilst keeping customer network free from external threats. Virtual Private Networks (VPNs) have gained rapidly in popularity in recent years. Mobile workers along with home and small offices need connections that are secure, quick and cost effective. Threats in the internet space can create a security risk, making it important to ensure customer VPN is managed by security professionals.Data Electronics VPN services improves the security and redundancy of customer network at all times. Managed VPN is proactively monitored and managed 24 hours a day from Data Electronics two operations centres id Dublin. In the event of alert they have the skilled resources at hand to respond quickly before service is interrupted or affected.  Managed Firewalls are key component in keeping customers network fully secure. Data Electronics managed firewalls acts as their clients first line of defence in safequarding their network against unauthorised access. Utilising industry-leading technology partners including Check Point, Nokia and Cisco along with a state-of-the-art centralised team of security management experts, Data Electronics provides a powerful and cost-effective outsourced solution for network protection. Firewalls policies are agreed with customers and implemented by Data Electronics. Firewalls back up with a Service Level Agreement and arfe monitored and managed 24x7.

Managed Firewalls Service includes: -Provide all hardware, software and licensing -Firewall policy design, equipment installation and configuration -Complete of all policy charges as requested -Long Monitoring -Technology refresh -Firewall monitoring and management -Comprehensive reporting and emergency response

Prices & Marketing Strategy

Data Electronics provides a Platinium range of services and they are one of the most expensive Data Centres in Ireland but they can be very competitive if there is a big deal to be won. Once the appropriate customer has been defined and the size of the deal established Data Electronics can be very flexible with the pricing. Data Electronics is always focusing resources on the most promising accounts in the most timely manner. In addition to an overall customer winning strategy, even with an accurately targeted customer, there is often still the opportunity to prioritise customer so that the immediate focus is on the most promising accounts. Data Electronics is a company that succeed by creating and keeping customers. They do this by providing better services than the competition. Marketing management constantly have to assess which customer they are trying to reach and how they can design products and services that provide better value. The main problem with this process is that the IT environment is constantly changing, so the business must adapt to reflect changes and make decisions about how to change the marketing mix in order to succeed. Data Electronics marketing strategy: 1. International: -Identification of key markets: East Coast USA, Western Europe & Israel -The selection of verticals within the key markets: Financial, Gaming and Business Services -To identify an appropriate marketing channel in both markets and verticals -To increase brand awareness within markets and verticals 2. Large-scale and long term contracts: -identify key verticals that traditionally use large scale hosting: Financial, Gaming & Business Services -To position Data Electronics in a way that communicates their ability to support large scale contracts -To communicate and publicise large scale Data Electronics contracts 3. To extend Data Electronics managed services capability: -To assess competitive activity within the managed services sector -To develope key marketing messages for new service offerings 4. To increase company penetration of the managed services sector: -Identify key verticals that use managed services -To develope and promote service bundles tailored to the unique requirements of specific verticals -To position Data Electronics in a way that communicates their capability within the managed services sector -To communicate and publicise managed services

The 35-years-old business has steadily evolved over recent years and has in place some of the most advanced infrastructure in the business. Two data centred one in Blanchardstown and one other in Kilcarbery have been 4600sq metres of space to house servers to manage online and cloud businesses that use four megawatts of electricity. Data Electronics recently completed its own 15 million expansion in north Dublin that increased the overall data centres footprint to 94000 sq ft, positioning it to support the countrys aim to attract some of the worlds largest technology and financial companies. In August 2011 Data Electronics has been acquired by UKBASED rival Telecity Group. This is an exciting development for Data Electronics. With greater combined resources, talent, technology and infrastructure they will be able to deliver even more opportunity and value to the customers. Combining the business with Europes leading provider of data centres will be a great boost and will help Data Electronics continue to build on successful strategy of attracting both Irish and international businesses choosing to locate their digital infrastructure with Data Electronics. There is a great synergies between the two organisations and there is a very good fit between what they do and what Telecity do across Europe. The deal gives Data Electronics ready access to cost capital for future expansion and growth. It also gives Data Electronics access to the expertise and skills that Telecity Group have in the organisation around data centre builds and it allows them access to international markets that they have had difficulty getting too in the past

Maurice Mortell CEO Joined Data Electronics in 1991 and was appointed Chief Executive in 2001. Mortell is a specialist in IT service capabilities and is responsible for the growth and development of the company. He plays a key role in the evolution of company policy, strategy and products. Mortell has 17 years of experience in the telecoms and internet sectors in Ireland. During his time at Data Electronics he has held a number of senior management positions including financial controller and business development manager. In his capacity as a CEO, Mortell has managed the expansion and growth of Data Electronics business and the development of a new facility at North West Business Park. Having graduated in Business Studies from the College of Commerce, Mortell spent 3 years working in the chartered accountancy field before taking up initial position in Data Electronics. A seasoned IT specialist, Mortell is a regular speaker on the managed services and Data Centre Markets in Ireland. A member of the Telecommunications Information Federation Committee (TIF), he also chairs the Outsourced Services Group within IBEC and sits on the Governing Board of ICT Ireland and the board of the Irish Internet Association.

John Shorten Chief Technical Officer Has been made Chief Technical Officer at Data Electronics, responsible for the management of the infrastructure and operations of the data centre, including networks, systems, product development, maintance, security and management of the operations team. He has been with the company since 2000, previously serving as a senior engineering manager. Prior to joining Data Electronics, Shorten was a product support specialist for EMC. He has extensive experience and knowledge of the core IT functions with the key areas being in systems and storage. He holds a BSs from the University of Limerick and has over 12 years of IT engineering.

Noel Byrne Chief Financial Officer Data Electronics has appointed Noel Byrne Chief Financial Officer, responsible for all financial operations withis the group. He joins the company after 23 years with Mitsubishi Electric, where he was the financial controller. He has particular expertise in the area of outsourcing IT as a managed service and in the rollout of enterprise resource planning systems across European corporate networks. Byrne has a BSs in Information Technology from DCU. He trained as an accountant with KPMG, has an MBA from ther Open University and a Diploma in Corporate Governance.

Mark Kehoe Customer Service Manager He joined Data Electronics in 1986 and was appointed to the position of Customer Service Manager in 2007. Mark is a specialist in customer management and is responsible for the nationwide service delivery from Data Electronics location in Dublin, Cork, Shannon and Belfast. Mark has worked at Data Electronics for 22 years and has held a number of key positions including Network Manger and Head of Field Services. He was responsible for the management third party Data Centre portfolio throughout Ireland. Mark is a graduate of NCI with a Business Management Diploma. Data Electronics staff Data Electronics staff is carefully selected by the management. All Data Electronics staff is highly skilled and has previous working experience and knowledge.

COMPETITORS There are very competitive companies in Ireland and the market offers very good potential for growth. The market whereby attracts both the big colo deals as well as niche and specialist segments.

Based in Dublin and Greater Dublin the key Data Centre market players are Citadel 100, Digital Realty Trust, Data Electronics Group, Eircom, BT, Telecity Group, Interxion, Verizon Business and Cable & Wireless. In the different regions at least five Irish founded Data Centres Rackfloor, Cork Internet Exchange (CIX), Westpark Shannon and Strencom, Data Electronics, Eircom and BT also have presence in the regions and in Belfast, Northen Ireland. There is definitely that distinction in the Irish market whereby there are the big colo deals and the niches for often smaller deals. The main infrastructure providers are the specialist Data Centres: Citadel 100, Digital Realty and Data Electronics. Digital Realty Trust ha became Citadel100s closest competitor in size, investors backing and business model. The timing to enter the Irish market 2007 has proved central to getting established quickly. The American provider is satisfying the immense demand for space with long term leases of Turn Key Data Centre and Powered Based Buildings. Digital Realty Trusts profile customers are the big colocatin deals. They build up a Data Centre and then source a provider to rent it. Irish player Eircom under new ownership is pursuing an aggressive strategy. After acquisition of a Data Centre from Digital Realty Trust, Eircom is very well positioned to take full advantage of the current lack of space across the market. Operators Verizon Business and Cable & Wireless have the same market focus network, managed services and space although in less preminent possitions in spate of been early market entrans and having their own facilities. Carrier neutral specialist Interxion is a survivor of the deflation of the dotcom market. The PAN European player is eager to maintain a healthy growth by investing in a new Data Centre. Telecity Group is the early entrant and established player. It host large operations from BT and Telia Sonera. Other important players are technology giants HP and IBM. HP has an alliance with BT Global Services for the use of its Data Centres. HP occupies most of Citadel100s Data Centre. IBM operates a large area of Servecentrics facility, owned by Digital Realty Trust. IBM is also reported to be selling space to customers. Smaller home-grown players Digiweb and Hosting 365 have consolidated their infrastructures by enlarging existing or building new Data Centres. They target a range of SME businesses.

ESBT, the telecom business unit for the electricity utility ESBT has no Data Centres but developed 16 fully fitted Points of Presence (PoPs) around the country and offers basic colocation. Similarly, E-net, the private company managing a regional broadband infrastructure in 27 towns and cities throughout Ireland and is also offering colocation. The mobile operator Vodafone nominated three European locations for a helthy investment in Data Centre Infrastructures which included Dublin. Although the facility is for its own internal purposes Vodafone was reported to take Allied Irish Bank as a customer by offering 1000m2 of the revamped facility.

Analysis of Business and Financial Performance The company had sales of 15.6 million in 2010. This represented an increase of 11 per cent on the previous year.

Consolidated profit and loss account: Turnover 15,106,829 Administrative expenses 9,417,281 Operating profit 5,689,548 Exceptional item 1,430,800 Profit on ordinary activities before interest - 4,258,748 Other interest receivable and similar income 20,314 Interest payable and similar charges 782,363 Profit on ordinary activities before taxation 3,496,699 Tax of profit on ordinary activities - 611,154 Profit for the year 2010 - 2885,545 All turn over is derived from continuing activities. There are no recognised gains or losses other than those passing through the profit and loss account above. There is no material difference between the profit on ordinary activities before taxation and the retained profit reported in the profit and loose account and the equivalent figures calculated on the historical cost basis.

Data Electronics is Limited Liability Company. Positives of the Limited Company The protection given by limited liability is perhaps the most important advantage of incorporation. The positive side of the Ltd Company is that allows an entrepreneur to

keep their own assets and finances separate from the business itself and people who have invested in the business are only responsible fro any company debts up to the amount that they have invested and no more. This can provide a comfortable feeling of security for investors in the company. Due to its very nature, a limited company is deemed to be a separate legal entity from its owners. This has several advantages, including the fact that the company will exist beyond the life of its members. If they retire or die, the company will continue to exist and operate. This ensures security for employees and other members and also is an advantage which other legal forms of business are not subject to. Limited Companies are only taxed on their profits and as such are not subject to the higher (personal) tax rates placed on sole traders to partnerships which can reach 40%. There are ways to use the limited company form to benefit the members and directors and their interest. In Data Electronics case the directors were the main shareholders of the Company which allowed them to fully control the business. The issue, transfer or sale of shares is relatively straightforward process although existing shareholders are protected via their preemption rights and by company legislation that seeks to protect the interests of minority investors. In some instances employees can purchase the shares (or be granted shares via a company share scheme) and became a shareholders of the company. This is good as it rewards the employees for their work, providing extra motivation beyond the mere salary. Not only will they have a vested interest is seeing the business successed, but they will have a say in how it is run. As part of the incorporation, the Company benefits from the use of the title Ltd or limited as part of its trading name. This adds an air of professionalism to a company, presenting a better image for the public which might result in improved turnover and profit in the long term. Company logos and a corporate identity are an important part of the company formation and success, allowing a company to display its title on the letter heads, websides, business cards and other related materials. The process of lending to a company is also easier than with other business forms. The lending bank may be able to secure its loan against certain assets of the business a floating charge or against the business as a whole fixed charge.

Negatives of Ltd Company Its more costly both in terms of time and money to trade as limited company. There are more complex and restrictive rules governing the accounts and bookkeeping of Limited Companies than sole traders for example. The company is expected to produce years account incorporating a double entry format, balance sheet and other notes. Sometimes disputes will arise between Directors and Shareholders as their ideas of what is best for the company will vary. Sale of shares to increase company founds will further dilute the management, as more and more people have a say how a company is run. There is also a risk that take over may accure this way. The other negative side of limited company is the fact that certain financial information must be made available for everyone, competitors and customers included.

KEY MANAGEMENT Building a good Management team is prerequisite for a successful company, internally and externally. Companies can fail if their senior team does not know how to manage people at all levels. Management is a diverse role with a range of responsibilities and challenges that needs to be addressed. Competency as a manager is an important part on achieving. Data Electronics Management is highly skilled with a strong backround. All managers have proven record of theirs previous experience. The management team is well known within the industry for theirs good performance and customers can trust them. Data Electronics management is a predictive management focuses on reducing the number of problems. The managers are thoughtful and analityc, more aware of the important than the merely urgent issues. They are able to keep the big picture in mind when working through the details. Data Electronics management team will not only embrance change but also mange change.

KEY DEPARTMENTS SALES DEPARTMENT One of the key departments for Data Electronics is Sales Department. The sales department of any corporation or business is the catalyst of how well the products are introduce into the marketplace. A business cannot last long without sales of its goods and services. This makes the sales department the most important part of supply and demand of a product, because of this, the sales department has several duties and responsibilities within the company. Data Electronics Sales Department is very well organised and focused. There are currently two sales people working is Data Electronics Sales Department. All customers are divided by sectors and shared between sales people. The salesmen are responsible for keeping their customer up to date with their services and service performance. Their goal is to create a good relationship with all customers. To keep the high record of sales they need to always look for new sales and new customers. In addition, the newly structured sales team delivered excellent results with the development of a very strong pipeline of activity across all business sectors. IT DEPARTMENT Data Electronics attract, train and retain highly accredited engineers in the latest technologies. By working with Data Electronics customers can extend the skills and experience of their IT department as needed whitout the staff costs. MARKETING DEPARTMENT

The workflow of the marketing department is defined by its functions. Marketing division is responsible for marketing strategy, advertising, researching, promoting, conducting customer surveys, branding, public relations and creating of corporate style. One of the most important functions of Data Electronics marketing department is to design a set of written goals, objectives and strategies for marketing activities of the organisation. This means establishing rules and business concept of how the organisation will conduct itself on the market, what marketing instruments will be used, what goals will be set and what strategies should be applied to attaining effective advertising campaigns. The Data Electronics department develops the market-based business strategy that provides unique value to the customers on all services and products of the organisation.

The relationship between various departments Sales Department - Engineers When sales people have a new customer they need to contact with sales engineers who can advise customer of theirs option suitable for their business. When customer will decide to go ahead with the services and inform the sales person, the sales person needs to contact sales engineer who needs to provide appropriate documentation to the customer. The next step for the sales person is to fallow all pricing documentation to accountings and fallow with the master contract with the technical documentation. The sales person after receiving all signed by customer documentation needs to make the arragements with engineers and inform customers about the delivery dates.

Sales Department Accounting Department Sales people always needs to check before the end of the month if all services ordered by customer are delivered and inform accounting department if there is any delay in installing these services. Both of this departments needs to communicate of regular basis if the is any delay in payment and contact the customer to discuss the reason of delaying any paymants. Customer Care Department Engineers There is very close communication between customer care department and technical department. Customer Care always takes the calls for any complains and new requests for interconnects order. Both of those departments needs to constantly exchange information of the order status and delivery date which is very important. All queries from the customers about the interconnect order needs to go first to customer care and customer care department is making all the arragemnts with engineers. Accounting Department Customer Care

Customer Care department is taking care of Power billing spreadsheets for customers on monthly basis and sending the reports to accountants. The reports are very important and are attached to the invoices and sent to the customers. Sales Engineers Sales Department Sales engineers need to work with Sales Department and engineering department. Any sales can not be completed before the sales engineers will talk to customer and find the right products and services for the customer. Marketing Department Sales Department Marketing Department is working close with the sales department on every day basis. Both departments needs to exchange the information According to news and publications.

PEST ANALYSIS
1. POLITICAL: -ECOLOGICAL/ ENVIRONMENTAL ISSUES The amount of electricity needed to run the computers means more fossil fuels are burned which helps further pollute the planet. There are a lot of old monitors that are just dumped in landfills etc when their parts could be recycled to help assemble future computing software ICT technology has created the term paperless environment. This term means information can be stored and retrieved through the digital medium instead of paper. Online communication via email, online chat and instant messages also helps in creating the paperless environment

-INTERNATIONAL LEGISLATION Addressing the digital divide remains high on the agenda of national and international ICT policy makers and there are promising signs of progress in this area. An analysis by the International Telecommunication Union shows that the digital divide among countries is growing smaller.

-GOVERNMENT POLICIES Information Technology (IT) would have a prominent and progressive role in the new millennium as the single most important enabler for improving efficiency and effectiveness in organisations. The State Government recognises the role of IT as an effective tool in catalysing economic activity, in efficient governance and in developing human resource. This policy seeks a deep impact initiative by the State

Government in encouraging replacement of traditional delivery system of public services by IT driven system of governance that works better, costs less and is capable of serving the citizens needs with ease. -TRADING POLICIES The ICT Ireland Customs and Trade Working Group focuses on the trade issues that currently, and on an on-going basis, hamper the efficiencies and continued development of the ICT sector in Ireland. In addition, the working group also monitors, and influences, the development of legislation, policy and regulations at national, European and international level for the benefit of industry. Current issues that are being addressed by the working group include:
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International Agreements and Free Trade Agreements-the working group is monitoring developments through the IBEC Trade Concil and will lead on any issue which has a direct impact on the sector. Customs Related Issues- ICT Ireland continues to call for the certification of customs brokers to improve supply chain management and customs compliance and also calls for a Business Customs Charter to be put in place so that service

level agreements are adhered to by Customs Authorities. CCC Agenda Items-ICT Ireland seeks to continually ensure that Revenue improve the effectiveness of the Automated Entry Processing system (AEP) Modernised Customs Code Implementing Provisions-The working group continues to examine and identify areas of concern and is set to arrange advocacy meetings with Revenue and CCC to work through these concerns.

Dual Use/Export Control- The working group continues to monitor this issue and will priorities it should it become a threat for ICT Ireland members -FUNDING, GRANTS AND INITIATIVES One of the most pressing issues affecting the ICT sector in Ireland is the provision of an appropriately educated workforce. The requirement for skilled labour has been recognised at European level with the recent creation of the European Digital Agenda, which focuses on improvement in digital literacy and the implementation of long-term e-skills policies. In order to meet the needs of the ICT industry in Ireland, both at present and in the future, recent policy innovations have focused on providing a highly skilled workforce. At present the Irish government and relevant authorities are working on delivering the Smart Economy. Of huge importance to this is the growing requirement and provision of a workforce with degrees in STEM disciplines (Science, Technology, Engineering and Maths). It is with this in mind that the Irish Universitys Association has recently accepted the

proposal championed by ICT Ireland to award bonus points to students taking higher level maths examinations

2. ECONOMICAL: -HOME ECONOMY ISSUE The combination of tax schemes and years of consistment policies has turned Ireland into a leading European recipient of US investment in ICT. This dynamic market has attracted well established and successful PAN European competitors but also US, global and local players with diverse business models. The 2008-2012 Business Environment Ranking of the Economist Intelligence Unit placed Ireland 11th globally out of 82 countries. Almost 1000 companies including some of the worlds best known brands have chosen Ireland as the hub of their European networks because of the winning combination Ireland offers them.

-ECONOMIC GROWTH The ICT sector in Ireland is a thriving and growing industry with 9 of the top 10 global ICT companies maintaining a presence in Ireland. The economic contribution of the sector is substantial with the ICT industry currently responsible for approximately 25% of Irelands total turnover, representing one third of Irelands exports by value. The ICT sector is one of the countries most prevalent employers and according to the CSO, in 2010, an average of 74,000 people were employed by ICT companies in Ireland. In the ten month period between January and October 2010, 2,500 new jobs were announced in the ICT sector. This was on foot of a net employment growth rate of 6%. The sector is also currently amongst the top three Irish growth industries, with both indigenous and international companies creating large bases in the country.

-OVERSEAS ECONOMIES AND TRENDS Sweden and Singapore continue to top the rankings of The Global Information Technology Report 2010-2011, Transformations 2.0, confirming the leadership of the Nordic countries and the Asian Tiger economies in adopting and implementing ICT advances for increased growth and development. Finland jumps to third place, while Switzerland and the United States are steady in fourth and fifth place respectively. The 10th anniversary edition of the report focuses on ICTs power to transform society in the next decade through modernization and innovation. The Nordic countries lead the way in leveraging ICT. With Denmark in 7th and Norway in 9th place, all are in the top 10, except for Iceland, which is ranked in 16th position. Led by Singapore in second place, the other Asian Tiger economies

continue to make progress in the ranking, with both Taiwan, China, and Korea improving five places to 6th and 10th respectively, and Hong Kong SAR following closely at 12th

-TAXATION SPECIFIC TO PRODUCT/SERVICES ICT Ireland, which represents the high tech and information and communications technology sector in IBEC, warns that Ireland needs to address the serious decline in the uptake of engineering and other ICT related courses if the country is to retain and enhance its position as worldwide leader in the knowledge economy. In its pre-budget submission, ICT Ireland calls for a dedicated fund to finance an 'effective co-ordination mechanism'. This should be capable of promoting technology and engineering at primary, secondary and third level which would complement the work of the state agencies and organisations. ICT Ireland also urges the Government to retain the 12.5% corporate tax rate and to resist any attempts at EU tax harmonisation. It says that the country's tax regime is 'crucial' to the country's competitiveness. It also urges the introduction of an employee PC purchase programme - supported by what it calls an innovative tax model - to provide wider access to technology in the home and in society. -SPECIFIC INDUSTRY FACTORS As Ireland continues the transition into a leading 21st century knowledge based economy, the Irish Government recognises that information technology represents the engine of future growth in the global economy. Far reaching research in numerous disciplines continues to transform the potential of information and communications technologies. Fields that have already contributed to the technology sector's evolution include the fundamental sciences, the engineering of complex systems and software, low-cost manufacturing technologies, and end-user applications. It is clear, though, that fields only now emerging will also soon be shaping the technology of the future, as can be seen in the development of cloud computing technologies. The Irish Government has put a new emphasis on science and technology, especially the kind that can benefit the rest of the economy. The Government's vision and confidence in the technology sector can be seen by the establishment in 2000 of a Technology Foresight Fund, with a budget of 646 million. Today, the budget allocated to scientific research is over 8.2 billion, with a specific body, Science Foundation Ireland (SFI), created to attract and invest in scientific talent for Ireland, by funding centres for specific area of research in engineering and technology. SFI believes that the advancement of Information, Communications and Technology will depend upon researchers being able to push the bounds of knowledge, including bridging traditional disciplines.

One of the important facets of the industrial landscape in 2020 will be the prevalence of these new emerging technologies, which are expected to dominate the markets. In an open economy such as Ireland these changes will have greater impact than in countries. It is important that the skill base of tomorrow are aware of this and that we ensure that those in both the workplace and society as a whole will have the skills to take advantage of the changes which these advances will bring.

-INTERNATIONAL TRADE In recent years, ICT services have played a larger role in international trade agreements, both at the multilateral and regional level. The World Trade Organization (WTO) and its predecessors have promoted liberalization of trade in ICT services. The General Agreement on Trade in Services (GATS) and the 1997 WTO Agreement on Basic Telecommunications (ABT) both include specific rules that apply to telecommunication and ICT regulation and authorization. As a result, new signatories to the ABT, as well as countries wishing to join the WTO, must bring their regulatory and authorization practices into compliance with WTO trade rules.

3. SOCIAL: -LIFESTYLE TRENDS Information and communication technologies or ICT is about digital information passing between devices. ICT development has changed every aspect to the human society. It has affected our life in many ways. People can share and exchange opinions, news and information through discussion groups, mailing list and forums on the internet. This enable knowledge sharing which will contribute to the development of knowledge based society. Nowadays, people tend to choose online communication rather than having real time conversations. People tend to become more individualistic and introvert theft, hacking, pornography and online gambling. This will result in moral decadent and generate threat to the society -CONSUMER ATTITUDES AND OPINIONS Using the internet is cost-effective than the other mode of communication than the other mode of communication such as telephone, mailing It allows people to have access to large amounts of data at a very low cost. With the internet we do not have to pay for any basic services provided by the internet. Furthermore, the cost of connection to the internet is relatively cheap

-TECHNOLOGY IMAGE Without the new telecommunication infrastructures local communities are not having the prosperity and opportunities, that advances in telecommunications bring. Telecommunications infrastructure has helped rural communities in creating social and economic development, by linking rural regions with urban communities, and services. Telecommunication advances has played an important role in boosting and improving product quality and services in rural businesses, as many successful rural businesses today depend on high technical quality of services and equipments. Throughout the history telecommunications technology has been simply

-CONSUMER BUYING PATTERNS In recent years internet and technology has became an essential part of ours lives. It is no longer a luxury item and has become one of the most commonly used daily consumer goods throughout the world. Wireless internet is leading the world into another spectrum of communications and means of conducting day-to-day business and life activities. - ACCESS AND TRENDS A high degree of public satisfaction through transparent and efficient functioning of public domain activities would be at the focus of IT initiative. Application of sunrise technologies in transition to a knowledge based society, providing equal opportunity to all in reaping the benefits of development, harnessing vast potential of human endeavour and enriching quality of life shall provide the long term underpinning of socio-economic transformation of the State. This policy further seeks to facilitate private domain initiative in etransition of Haryana by providing critical infrastructure, systems framework and enabling environment

4. TECHNOLOGICAL: -COMPETING TECHNOLOGY DEVELOPMENT As a technology becomes more atractive, it will see a higher adoption rate, and increasing compatibility and interoperability with others as its ecosystem becomes richer. Dynamic environments moderate the likelihood of companies achieving high levels of performance based on early entry into new industries. Competition between two or more uncertain, emerging technologies is a common occurence and presents an additional layers of complexity for managers to cope with. Research explicity looking at technological competition generally provides insight into which technology may win and why. -CONSUMER BUYING MECHANISMS/TECHNOLOGY

Real integration of the available technologies and the provide services lack many important but also more challenging features. One such feature is the automation of a marketplace on the Web through agents. For such a marketplace, there is a need for a facility which enables the semantic interoperability of resources on the Web so that buyers are able to reach the sellers that can meet their needs and vice versa. Furthermore, after the resources are discovered, the process of interaction between buyers and sellers, that is commerce, should be automated -INNOVATION POTENTIAL Technology is the knowledge of technuque. Future technologies are therefore knowledge of techniques with potential aplications in the future. A technology radar, which provides early findings on possible and suprising innovation potential, focuses on identyfying design driven or disruptive develepments. Those developments will change the appearance of a whole system and or replace evolutionary innovation paths. -TECHNOLOGY ACCESS/LICENCING/PATENTS Recent years have shown a remarkable increase of patents in the field of ICT and genetics. The omnipresence of patents in those areas has raised serious concerns about access to and use of ICT and genome related inventions, as the expansion of patents in those fields might result in a patent thicket. Collaborative licensing models, such as patent pools and clearing houses, have attracted great attention, as they might serve as a mechanism to deal with patent thickets in ICT and genetics and facilitate access to ICT and genomic patents. It remains to be seen to what extent the lessons from the collaborative rights experiments in ICT and genetics, can be applied in a cyberinfrastructure setting -GLOBAL COMMUNICATIONS Global communication at the turn of the 21st century has brought about many effects. On the one hand, it is blurring technological, economic, political, and cultural boundaries. Print, photography, film, telephone and telegraphy, broadcasting, satellites, and computer technologies, which developed fairly independently, are rapidly merging into a digital stream of zeros and ones in the global telecommunications networks

SWOT
1. Strenghts:

-Technical Skills Exceptional engineering skills are the cornerstones of Data Electronics Services - Good management By choosing experienced and well organised management Data Electronics has succeed. Data Electronics Management is capture of inspiration and preparation. Effective leadership is based upon ideas. Maurice Mortell, the leader in Data Electronics is the inspiration and director of the action. He is the person in the group that possesses the combination of personality and leadership skills that makes others want to fallow his direction. To be effective the leader/ manager certainly has to manage the resources. - Service quality Data Electronics offers very high quality range of services

- Customer relationships The company commit to treat every customer with the respect, professionalism and service level they deserve but Data Electronics recognise that they have longer, more beneficial relationships with some clients than with others.

- Location 2 Data Centres located in Dublin -Accreditations, certifications Data Electronics has been certified to ISO 27001:2005 for their two Data Centres following an audit by the BSI Group, the UK's national standards body. This certification is the only auditable international standard which defines the requirements for an Information Security Management System (ISMS). The standard, which is designed to ensure the selection of adequate and proportionate security controls, recognises Data Electronics investment in the continual improvement of security management for both, its own and its customers information systems.The certification adopts a process approach for establishing, implementing, operating, monitoring, reviewing, maintaining and improving an organisations information security management system (ISMS).

2. Weaknesses:

-Staff commitment The company has no interest in motivating the staff. Data Electronics management do nothing to feel the staff realy commited to the company and if there is opportunity for staff to change the job they will most likely do so. -Management motivation There is no motivation from management and staff is not feeling like they would like to do more for the company -Lack of staff In the last year Data Electronics has lost the staff and they are strugling to fill out the empty space -Internal communication It is important to distinguish between communications on behalf of the organization and the day to day intercourse within work groups or between managers and subordinates. Looking at the Data Electronics gorwth and success everybody would think that internal communication in the company is at least good but in fact there is lack of internal communication. Staff in the company cant communicate with the managemnt because the management dont have the interest and they are leaving everything to be done whithout the expanation what thay want and expect. Because of the lack of communication with the management, staff whitin different departments is not really sure if they are giving the right direction to eachother. -Change of management In recent months there was change in management the key manager Daniel Tinkiel has left the company. Daniel was a person who was making thing happened and he was motivating staff since he is gone there is no person who would fill his place and do his job the way Daniel was doing for many years. 3. Oportunities: -Change of customer needs Customers are always looking for some new services and products, their needs changing constantly. - Technological advances Data Electronics is open to technology and fallow the new trends - New distribution channels While the recent meltdown of the dot-com sector has raised concerns about Internet business models in general, there is little doubt that "channel power" - the use of electronic distribution channels - will continue to have a significant impact on the e-commerce business landscape.The adoption of

channel power has meant a seismic shift in the relationships between consumers, retailers, distributors, manufacturers and service providers. It presents many companies with the option of reducing or eliminating the role of intermediaries and lets those providers transact directly with their customers. -New markets ICT industry in Europe needs to think and be global. There are further markets to take abroad for Europeans ICT industry. -Product and service expansion Data Electronics as a company in constantly looking to expand theirs products and services

4. Threats: -Changing customer base There is always the possibility that customers can change their base according to political and cost factors. -Technological advances Technology is constantly changing and cost money - Loose of key staff It is not untypical in many businesses for heavy reliance to be placed on one or more key persons. The sudden departure, whether temporary or permament, of one of those people might render significant parts of the business -Economy home/ abroad Each change in home/abroad economy can cause in loosing customers -Market demand ICT policies and regulations continue to undergo considerable as governemt. ICT policies and regulations continue to undergo considerable change as governments and regulatory authorities search for increasing effectiveness in stimulating the sector, ensuring its sustainability, and ensuring fair services for consumers. Intelecon has advised on and promoted: independent and accountable regulators, evidence-based and transparent decision-making, technological and service neutrality, ex ante and market-driven solutions (including PPPs and open tenders), de-nationalizing industry, as well as a full range of associated legal, economic, and political components. Developing progressive policies and tailoring effective regulations are fundamental to any successful ICT program. Intelecon has a breadth of understanding of these interdependent components including international best practice (that meets WTO

and European Union requirements) and in-depth knowledge of developing country and emerging market strategies. Intelecon has acquired this extensive knowledge and understanding through our international work in over 50 countries over 25 years, for private sector clients, government agencies, regulatory authorities, or national incumbent operators.