Worldwide development of nuclear Energy - Strategic deployment of German Consultancies in the Arabian Market

Name: Worldwide development of nuclear Energy - Strategic deployment of German Consultancies in the Arabian Market | Strategic deployment of German Consultancies in the Arabian Market
Brand: Diplomica Verlag
Price: 34.99 EUR
Availability: OnlineOnly

Strategic deployment of German Consultancies in the Arabian Market

Felix Wilde(Autor*in)

Diplomica Verlag

1. Auflage

Erschienen im Juli 2011

81 Seiten

E-Book

PDF ohne DRM

Systemvoraussetzungen

978-3-8428-0964-2 (ISBN)

34,99 €inkl. 7% MwSt.

Systemvoraussetzungen

für PDF ohne DRM

E-Book Einzellizenz

Als Download verfügbar

Beschreibung

Considering the annual economical growth rate of more than 5% and the limited availability of fossil resources, GCC countries have few possibilities for attaining independence of fossil fuels. Despite huge investments in renewable resources, these are currently not sufficiently available to cover the pending energy shortfall. The ambitious aim to generate 30% of electricity by nuclear power in 2030 is prompting the governments to start as early as possible with implementation of nuclear power production. This new development in the energy sector covers a broad range of challenges and opportunities not only for Consultancies. Regarding the energy market, the fastest growing economy on the Arabian Peninsula is Saudi Arabia with an increase in power generation capacity from 25,790 MW in 2000 to 39,242 MW in 2008, amounting to 52%

For a couple of years, the states on the Arabian Peninsula have been competing with each other, with the UAE seeking to be the first to set up a civilian nuclear power program and the preplanning phase going back to early 2006. UAE is one of around 15 countries in the Middle East with a serious interest in nuclear energy, other countries being Kuwait, Egypt, Jordan and Saudi Arabia. The ambitious aim of the UAE government is to prepare detailed plans for acquiring skills and technology and for dealing with regulatory challenges. By 2020, the UAE government intends to have several nuclear reactors in operation which should meet almost one-third of the country's electricity demand. The nuclear development program in the UAE is the most ambitious of all countries on the Arabian Peninsula followed by the efforts of the Kingdom of Saudi Arabia.

This analysis is chiefly targeted at German consultancy companies so that they can assess their status of strategic deployment and prioritize their activities to enter a new business sector in a foreign market. This publication could also be of relevance for policy makers, investors, suppliers as well as nuclear energy and governmental agencies to identify their need for external advisers to safely operate a nuclear power program. Furthermore it provides a guideline for how to enter a new market. Hence this analysis should be considered as an aid to identify hurdles and obstacles that have to be foreseen and so overcome. Potential business fields are also noted as well as important factors that have to be considered to minimize the chance of failure in the new market. Nevertheless, this huge market with its continuously changing constraints and conditions could throw up a lot more obstacles than could be covered in this analysis. Also the internal organizations of individual companies may differ from the one described in the analysis. The objective of this Analysis is thus to set out a set of guidelines for possible approaches.

Weitere Details

Weitere Ausgaben

Person

Inhalt

1 - Table of Contents [Seite 3]
2 - List of Figures [Seite 5]
3 - List of Abbreviations [Seite 7]
4 - 1. Introduction and Objective [Seite 9]
4.1 - 1.1 Objective of this Analysis [Seite 9]
4.2 - 1.2 Introduction [Seite 10]
5 - 2. Geographical, Political, Cultural and Economic Conditions [Seite 14]
5.1 - 2.1 Geography and Culture [Seite 14]
5.2 - 2.2 Economy and Politics [Seite 15]
5.3 - 2.3 Political and Social Stability in the UAE [Seite 19]
5.4 - 2.4 Relations between the UAE and Germany [Seite 19]
5.5 - 2.5 Relationship between the KSA and Germany [Seite 20]
6 - 3. Energy Sectors of the Leading Countries on the Arabian Peninsula [Seite 21]
6.1 - 3.1 Electricity Generation and Consumption in KSA and UAE [Seite 21]
6.2 - 3.2 Water Production and Consumption in the KSA and UAE [Seite 25]
6.3 - 3.3 Renewable Energy in the UAE and KSA [Seite 26]
6.4 - 3.4 Pending Developments [Seite 26]
6.5 - 3.5 Country-specific Organizations and Authorities [Seite 27]
6.6 - 3.6 Financing of Power Projects in Arabian Countries [Seite 28]
6.7 - 3.7 Summary of Chapter 3 [Seite 28]
7 - 4. Nuclear Energy on the Arabian Peninsula [Seite 29]
7.1 - 4.1 Status in the UAE and KSA [Seite 29]
7.2 - 4.2 Reasons for Launching a Nuclear Program [Seite 30]
7.3 - 4.3 Obligations to Launch a Nuclear Program [Seite 31]
7.4 - 4.4 Commitments of the UAE [Seite 32]
7.5 - 4.5 Challenges and Potentials of the Nuclear Path [Seite 33]
7.6 - 4.6 Global Outlook [Seite 36]
8 - 5. Preparations for Market Penetration [Seite 38]
8.1 - 5.1 Vision and Mission [Seite 39]
8.2 - 5.2 Market Analysis [Seite 40]
8.3 - 5.3 Strategic SWOT Analysis [Seite 42]
8.3.1 - 5.3.1 Strengths [Seite 42]
8.3.2 - 5.3.2 Weaknesses [Seite 46]
8.3.3 - 5.3.3 Opportunities [Seite 47]
8.3.4 - 5.3.4 Threats [Seite 48]
8.4 - 5.4 Five Elements of Realization Strategy [Seite 50]
8.4.1 - 5.4.1 Arenas (market conditions and valuable segments) [Seite 50]
8.4.2 - 5.4.2 Staging and pacing [Seite 54]
8.4.3 - 5.4.3 Differentiators [Seite 56]
8.4.4 - 5.4.4 Vehicles (course of action) [Seite 56]
8.4.5 - 5.4.5 Economic logic [Seite 59]
8.4.6 - 5.4.6 Summary and checklist of foundation [Seite 60]
9 - 6. Execution of the Initial Phase [Seite 61]
9.1 - 6.1 Centralization versus Decentralization of Business Units [Seite 61]
9.2 - 6.2 Acquisition of New Permanent Employees [Seite 62]
9.2.1 - 6.2.1 Recruitment strategy for employees without experience [Seite 62]
9.2.2 - 6.2.2 Recruitment strategy for experienced employees [Seite 62]
9.2.3 - 6.2.3 Selection of potential candidates [Seite 63]
9.2.4 - 6.2.4 Recruitment process [Seite 64]
9.3 - 6.3 Internal Deployment and Organization [Seite 66]
9.3.1 - 6.3.1 Feedback systems [Seite 66]
9.3.2 - 6.3.2 Development of competencies [Seite 67]
9.3.3 - 6.3.3 Incentives and salary systems [Seite 68]
9.3.4 - 6.3.4 Difficulties with external parties [Seite 69]
10 - 7. Assessment of Business after "Start-up Phase" [Seite 71]
10.1 - 7.1 Reassessment of Recent Years [Seite 71]
10.2 - 7.2 Organizational Improvement Measures [Seite 73]
10.3 - 7.3 Change Management and the Reorganization of Business and Markets [Seite 74]
10.3.1 - 7.3.1 Strengthen the position in the existing market [Seite 75]
10.3.2 - 7.3.2 Entering new global markets [Seite 75]
11 - 8. Summary [Seite 77]
12 - List of Literature [Seite 79]

Systemvoraussetzungen

Als PDF speichern Als Link merken