Podcasts about ooredoo

Nourhan Beyrouti and Joe Lynch discuss building a global logistics juggernaut. Nourhan is Global Chief Revenue Officer at AJEX Logistics Services, Saudi Arabia's fastest growing transportation company. About Nourhan Beyrouti Nourhan Beyrouti, a seasoned professional with a global footprint, has an impressive track record in branding, corporate innovation, and real estate development, and global logistics technology. Raised in Brooklyn, New York, and currently residing in Dallas, Texas, Beyrouti's career has taken him through 17 countries, enriching him with diverse international experience. After completing his MBA in Business Management from the Lebanese American University, Beyrouti embarked on his career journey in 2000. He started as a Brand Manager with SABIC in Riyadh, followed by a stint as Head of Corporate Communications at OCTAL Petrochemicals in Oman. His upward trajectory continued as he took on roles such as Head of Branding and Innovation at Nawras (now Ooredoo) and Head of Brand Experience at Mobily in Saudi Arabia, contributing significantly to the telecom sector. Beyrouti's expertise was further utilized in assisting the Dubai government with the “Dubai Plan 2021”. His journey then led him to Majid Al Futtaim Holding, where he served as Marketing Operations and Creative Services Lead, managing a vast array of shopping malls, cinemas, retail stores, hotels, and ski resorts across 17 countries. At Majid Al Futtaim Holding, Beyrouti played a pivotal role in reshaping the company's strategic direction and enhancing the experience of over 560 million customers annually. Subsequently, Beyrouti joined TMG Northwest, significantly contributing to its growth as the Marketing Director in one of the fastest-growing property management companies in the Pacific Northwest. A significant milestone in Beyrouti's career was his role as the Senior Director of Delivery Solutions, a pivotal position where he led the revenue operations in marketing, strategy, and sales events from 2021 to 2023. As the first management hire, he was instrumental in guiding the company toward its acquisition by UPS in May of 2022. Currently, Nourhan Beyrouti is at the helm of AJEX Logistics, a Saudi Arabian-based logistics company, serving as the Global Chief Revenue Officer. In this role, he leads global revenue operations, focusing on connecting the world to Saudi Arabia and enhancing the company's international impact. With over 20 years in the retail and real estate sectors, Beyrouti's passion lies in innovation and creating transformative retail experiences. He aspires to be a game-changer, bringing joy and exceptional experiences to the retail and real estate industries. "Retail companies and brands win the customers, and the retail customers win the experience," emphasizing his commitment to revolutionizing retail technology. About AJEX Logistics Services AJEX Logistics Services, founded in 2021, is a Saudi Arabian logistics leader with a presence in the UAE, Bahrain, and China. Backed by Ajlan & Bros and SF Express, they offer a comprehensive suite of solutions including express delivery, e-commerce fulfillment, warehousing, and freight forwarding across air, ocean, and road. Committed to innovation and sustainability, AJEX aims to be the most trusted logistics partner in the Middle East, supporting regional growth and Saudi Vision 2030. Key Takeaways: Building a Global Logistics Juggernaut AJEX is a global transportation and logistics company based in Saudi Arabia. AJEX customers gain the following advantages: Comprehensive Services: AJEX provides express shipping, freight forwarding, pharma, and cold chain solutions. Middle East Focus: Their expertise lies in Middle East ecommerce distribution and industrial solutions, with a strong presence in the UAE, Bahrain, Saudi Arabia, and China. Customer-Centric Approach: AJEX adapts to customer needs and expectations, offering reliable and trusted shipping, clearance, and logistics services in the Middle East, Africa, and the Indian sub-continent. Ecommerce Experts: AJEX is experiencing rapid growth due to the booming ecommerce market in Saudi Arabia. AJEX actively contributes to Saudi Arabia's Vision 2030 by driving the growth of the logistics sector within the region. Their goal is to simplify logistics for clients and partners, ensuring efficient package delivery and seamless supply chains. Learn More About Building a Global Logistics Juggernaut Nourhan Beyrouti | LinkedIn AJEX Losgistics Services | Linkedin AJEX Logistics Services Saudi Vision 2030 Beyrouti The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

Philippe Vogeleer is a chartered director specialized in partnerships between companies, governments, and international organizations. Until March 2024 he was the Global Head of Corporate Business Development for Vodafone. Prior to joining Vodafone, Philippe held senior positions for Ooredoo, Orange, and Deloitte. He has lived in 10 countries and worked in more than 100. He holds a master's degree in law, a master's degree in media and communications, and an Executive MBA. Philippe now advises a small number of companies as Non-Executive Director and supports the work of international charities, including Global Citizen. He is also a Visiting Lecturer at INSEAD. We start our conversation by learning about Philippe's international background, his early interest in human development, and how he discovered the importance of mobile phones and satellite technology. We then take a stroll through the decades with Philippe highlighting the big business opportunities for the Information and Communications Technology (ICT) sector in each time period - from radio waves in the 1980s and 90s, to networks and services in the 2000s and 2010s. He also reminds us that most people don't have a laptop, accessing digital tools only on mobile phones, and that today's opportunity lies in bringing access to the devices.   We then shift to discussing how we can define the ICT sector and what we mean by digitalization. Also, we ask Philippe to help us understand what fragility looks like on the ground, from an ICT perspective, and how the ICT industry and digitalization can help counter fragility. This leads us to talk about what is needed to build a business case in fragile states or even in conflict areas, how you can engage external partners, and how to convince internal decision makers to take on the risk of investing under more difficult conditions. We also discuss the benefits of digitalization for governments, the main obstacles to closing the digital divide, and the role of AI in digitalization. We wrap up our conversation by considering the finite nature of money, how it can best catalyze digitalization, and the potential future for the ICT industry. Watch or listen to the episode for so many more insights from Philippe Vogeleer! ***** Philippe Vogeleer philippe.vogeleer@globalpartners4digitaldevelopment.com LinkedIn: https://www.linkedin.com/company/global-partners-for-digital-development ***** Mihaela Carstei, Paul M. Bisca, and Johan Bjurman Bergman co-host F-World: The Fragility Podcast.  X: https://x.com/fworldpodcast Instagram: https://www.instagram.com/fworldpodcast/ Website: https://f-world.org Music: "Tornado" by Wintergatan. Many thanks to Wintergartan for allowing us to use their wonderful music! This track can be downloaded for free at www.wintergatan.net. Video editing by: Alex Mitran - find Alex on Facebook (facebook.com/alexmmitran), X (x.com/alexmmitran), or LinkedIn (linkedin.com/in/alexmmitran) TIMESTAMPS: 00:00:00 Introduction 00:02:11 Philippe's background – people, places, ideas that charted his path 00:08:16 ICT's big business opportunities through the decades 00:14:02 What is digitalization? What is the ICT sector? 00:18:13 What is fragility? What does it look like from an ICT perspective? 00:26:15 How can ICT and digitalization help counter fragility? 00:34:30 The business case for digitalization in fragile states and low-income countries 00:45:31 Digitalization benefits for governments 00:54:30 Obstacles to closing the digital divide 01:00:28 The role of AI in digitalization: risks or benefits 01:08:56 The finite nature of money & how to best catalyze digitalization 01:14:01 Potential future for the ICT industry 01:21:03 Wrap-up

Nourhan Beyrouti and Joe Lynch discuss building a global logistics juggernaut. Nourhan is Global Chief Revenue Officer at AJEX Logistics Services, Saudi Arabia's fastest growing transportation company. About Nourhan Beyrouti Nourhan Beyrouti, a seasoned professional with a global footprint, has an impressive track record in branding, corporate innovation, and real estate development, and global logistics technology. Raised in Brooklyn, New York, and currently residing in Dallas, Texas, Beyrouti's career has taken him through 17 countries, enriching him with diverse international experience. After completing his MBA in Business Management from the Lebanese American University, Beyrouti embarked on his career journey in 2000. He started as a Brand Manager with SABIC in Riyadh, followed by a stint as Head of Corporate Communications at OCTAL Petrochemicals in Oman. His upward trajectory continued as he took on roles such as Head of Branding and Innovation at Nawras (now Ooredoo) and Head of Brand Experience at Mobily in Saudi Arabia, contributing significantly to the telecom sector. Beyrouti's expertise was further utilized in assisting the Dubai government with the “Dubai Plan 2021”. His journey then led him to Majid Al Futtaim Holding, where he served as Marketing Operations and Creative Services Lead, managing a vast array of shopping malls, cinemas, retail stores, hotels, and ski resorts across 17 countries. At Majid Al Futtaim Holding, Beyrouti played a pivotal role in reshaping the company's strategic direction and enhancing the experience of over 560 million customers annually. Subsequently, Beyrouti joined TMG Northwest, significantly contributing to its growth as the Marketing Director in one of the fastest-growing property management companies in the Pacific Northwest. A significant milestone in Beyrouti's career was his role as the Senior Director of Delivery Solutions, a pivotal position where he led the revenue operations in marketing, strategy, and sales events from 2021 to 2023. As the first management hire, he was instrumental in guiding the company toward its acquisition by UPS in May of 2022. Currently, Nourhan Beyrouti is at the helm of AJEX Logistics, a Saudi Arabian-based logistics company, serving as the Global Chief Revenue Officer. In this role, he leads global revenue operations, focusing on connecting the world to Saudi Arabia and enhancing the company's international impact. With over 20 years in the retail and real estate sectors, Beyrouti's passion lies in innovation and creating transformative retail experiences. He aspires to be a game-changer, bringing joy and exceptional experiences to the retail and real estate industries. "Retail companies and brands win the customers, and the retail customers win the experience," emphasizing his commitment to revolutionizing retail technology. About AJEX Logistics Services AJEX Logistics Services, founded in 2021, is a Saudi Arabian logistics leader with a presence in the UAE, Bahrain, and China. Backed by Ajlan & Bros and SF Express, they offer a comprehensive suite of solutions including express delivery, e-commerce fulfillment, warehousing, and freight forwarding across air, ocean, and road. Committed to innovation and sustainability, AJEX aims to be the most trusted logistics partner in the Middle East, supporting regional growth and Saudi Vision 2030. Key Takeaways: Building a Global Logistics Juggernaut AJEX is a global transportation and logistics company based in Saudi Arabia. AJEX customers gain the following advantages: Comprehensive Services: AJEX provides express shipping, freight forwarding, pharma, and cold chain solutions. Middle East Focus: Their expertise lies in Middle East ecommerce distribution and industrial solutions, with a strong presence in the UAE, Bahrain, Saudi Arabia, and China. Customer-Centric Approach: AJEX adapts to customer needs and expectations, offering reliable and trusted shipping, clearance, and logistics services in the Middle East, Africa, and the Indian sub-continent. Ecommerce Experts: AJEX is experiencing rapid growth due to the booming ecommerce market in Saudi Arabia. AJEX actively contributes to Saudi Arabia's Vision 2030 by driving the growth of the logistics sector within the region. Their goal is to simplify logistics for clients and partners, ensuring efficient package delivery and seamless supply chains. Learn More About Building a Global Logistics Juggernaut Nourhan Beyrouti | LinkedIn AJEX Losgistics Services | Linkedin AJEX Logistics Services Saudi Vision 2030 Beyrouti The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

Dans ce 160e épisode du podcast DigiClub powered by Huawei Technologies et Ooredoo, nous avons interviewé Adel Loudhabachi, Chief Information Security Officer chez Vermeg. Avec lui nous avons parlé du Règlement général sur la protection des données, appliqué en Europe. Car si une entreprise tunisienne souhaite que ses services soient vendus à l'international, surtout en Europe, elle doit être conforme au RGPD. Et si l'entreprise choisi de rester sur le marché local, et qu'un client européen résident ou non (même s'il a la double nationalité) achète le service en local, il sera toujours protégé par le RGPD. En cas de plainte, l'entreprise, même en local, risque une très lourde amende en euro. Plus d'explications dans cet épisode. Animation : Walid Naffati Producteur : Walid Naffati Coordination plateau : Ghazi Neffati Réalisation : Dorsaf Kortobi

Sanjay Vaghasia, the Chief Integration Officer at Indosat Ooredoo Hutchinson in Indonesia says MOCN is the secret to telecom merger success.

"Women representation in leadership positions internationally is still abysmally low, there is a need for society to remove their biases and stereotypes towards the female gender and allow women to voice their ideas and opinions without any fear of retribution!" This International Women's Day, Humans of Telecom presents the story of Atim Akeh-Osu, Associate Director, Roaming & Mobility Commercials at Ooredoo Group in conversation with Anurag Aggarwal, Chief Growth Officer at Globe Teleservices. Atim talks about her unexpected entry into the telecom space, her apex moment of being recognized in the ROCCO 100 and how life is shaping up for her after moving from Africa to Middle East.

Des opérateurs aux équipementiers, le Mondial du mobile représente une occasion pour signer des accords ou encore exposer les toutes dernières innovations. Retour sur la participation de Ooredoo Tunisie et l'entreprise allemande spécialisée dans la fabrication de semi-conducteurs Infineon Technologies. Animation : Nadya Jennene Producteur : Walid Naffati Ingénieur son : Ghazi Neffati Mixage : Dorsaf Kortobi

Q: ၂၀၂၂ မှာ Facebook ကနေ တလ သိန်း ၁၀၀၀-၁၅၀၀ ဝန်ကျင်း အရောင်းရရင် ၂၀၂၃ budget ဘယ်လောက်သုံးသင့်ပါသလဲ။ A: အရင်ရတဲ့ Benchmark ထက် နောက်ထပ် ၂၀၂၃မှာ ဘယ်လောက်တက်ချင်လဲဆိုတဲ့ ဟာမျိုးတော့ သိဖို့လိုမယ်၊ ဥပမာ သိန်း ၁၀၀၀၊ ၁၅၀၀ ရနေပြီးသား နောက်နှစ်ထဲမှာ သိန်း ၁၂၀၀ ကနေ ၁၈၀၀ ကြားလိုချင်တယ် ထားပါတော့ အဲ့တာဆိုရင် ဘယ်လောက်ထိတတ်သွားလဲဆိုတော့ ၂၀% တတ်သွားတယ်ဆိုရင် marketing budget ကိုလည်း ၂၀% -၃၀% ဥပမာ ထားပါတော့ ကျွန်တော်က သိန်း ၁၀၀၀ ရောင်းရဖို့ marketing budget ၁၀% သုံးနေရတယ် ၁၀၀ ကနေ ၁၅၀ သုံးနေရတယ်ဆိုရင် ၁၂၀ ကနေ ၁၃၀၊ ၁၄၀, ကနေ သိန်း ၂၀၀ ကြားလောက်ကို သုံးနိုင်မယ်ဆိုရင်တော့ ပိုပြီးဖြစ်နိုင်တယ်၊ ဒါပေမဲ့ နောက်တစ်ခုက ဘာကိုစဉ်းစားရလဲဆိုတော့ အဲ့ဒီ brand တစ်ခုရဲ့ဘယ်လောက်ထိ ကြာနေပီးလဲ ဥပမာ မြန်မာပြည်မှာ ၁၀နှစ် အနှစ်၂၀လောက်ရှိနေပြီးသား brand ဆိုရင်တော့ marketing budget အရမ်းမလိုဘူး သူတို့ကို လူတွေက သိနေပြီးသား အဲ့တော့ ကျွန်တော်တို့က campaign run နေရုံနဲ့တင် effective ဖြစ်နိုင်တယ်၊ အဲ့လိုမဟုတ်ဘဲ မနှစ်ကမှဝင်လာတယ် လူတွေအရမ်းကြိုက်လို့ အရမ်းကြီးပေါက်သွားတယ်ဆိုရင် ဖြစ်နိုင်တယ်ဆိုပေမဲ့ အဲ့ဒီအရှိန်ကုန်သွားရင် ပြန်ကျမှားစိုးရိမ်ရတယ်၊ အရှိန်မကုန်အောင် ပြန်ပြီးတော့ ဆွဲဆွဲတင်နေရတယ် campaign တွေကို run ရတာပေါ့ ဆိုတော့ Business ရဲ့ သက်တမ်းက ဘယ်လောက်ထိဖြစ်နေပြီလဲ လူတွေကြားထဲမှာဘယ်လောက်ထိလက်ခံနေပြီလဲ ဆိုတာမျိုးကို အခြေခံပြီးတော့မှ ကိုယ့်ရဲ့ Revenue Goal ရဲ့ ၂-၃ % လောက်မှ ၁၀-၁၅%လောက်ထိ marketing budget သုံးရပါတယ် အဲ့တာကတော့ ကျွန်တော်ရဲ့ consultation ဘက်က ရလာတဲ့ experience တွေရော ကျွန်တော် ဒီဘက် corporate ဘက်ကနေ ရတဲ့ experience တွေရော ပြောပြပေးတာပါ၊ နောက်တစ်ခု အရေးကြီးတာလည်း ကိုယ့်ရဲ့ market ကလည်း competitive ဖြစ်နေလည်းဆိုတဲ့ဟာမျိုးက အရေးကြီးပါတယ်၊ ဘာကြောင့်လဲဆိုတော့ ဘယ်သူမှ competitive အရမ်းမဖြစ်တဲ့ market မှာဆိုရင်က ပိုက်ဆံနည်းနည်းသုံးရုံနဲ့ ကိုယ့်ရဲ့ brand ကိုလူမြင်တယ်ဆိုရင်က ကိုယ့်ဆီကဝယ်လာနိုင်တယ် အဲ့လိုမဟုတ်ဘဲနဲ့ telecom တွေဗျာ အခုဆို Atom၊ Ooredoo၊ Mytel ၊ MPT (၄)ခုရှိတယ်၊ (၄)ခုမှာ သိန်းကို ထားပါတော့ ၁၀၀၀၀-၂၀၀၀၀ပြနေလို့ ၁% ဘဲသုံးမယ်ဆိုရင် MPT က တစ်လကို သိန်း ၂၀၀ ဘဲသုံးမယ်၊ Ooredoo မှ တစ်လ သိန်း ၃ထောင် သုံးနေတယ်ဆိုရင် Ooredoo ရဲ့ branding သည် တစ်နိုင်ငံလုံးပြည့်နေတာဖြစ်တဲ့ အလျောက် လူတွေက စဉ်းစားတာရှိရင် Ooredoo ကိုစပြီး မြင်နိုင်တယ်ဆိုတော့ ကိုယ်ရဲ့ market competitive က ဘယ်လောက်ထိကြီးနေလဲ ဆိုတဲ့ဟာမျိုး သိသင့်တယ် ဒါတွေအကုန်လုံးကAgency ဘက်က လုပ်ပေးလေ့ရှိပါတယ်။ ကျတော် အရင်တုန်းက လုပ်ခဲ့တဲ့ Agency တွေရော ကျွန်တော်တို့ အခု develop မှာရော market analysis အရင်ဆုံးလုပ်တယ် တစ်လကိုဘယ်လောက်သုံးသင့်တယ် တစ်နှစ်ကို ဘယ်လိုမျိုး campaign တွေ run သင့်လဲ အဲ့ campaign တစ်ခုချင်းစီကိုလည်း ဘယ်လောက်သုံးသင့်လဲဆိုတဲ့ဟာမျိုး strategy အနေနဲ့ပြန်ချပေးပြီးတော့မှ proposal တင်ပေးတာပါ။ အဲ့ပုံစံမျိုးတွေနဲ့ run လေ့ရှိပါတယ် တခြားသော agency တွေလည်း ကိုယ့်ဘက်က ခေါ်တယ်ဆိုရင် ဒီ marketမှာဘာတွေဖြစ်နေလဲဆိုတဲ့ industry analysis လေးယူလာခိုင်းလိုက်ပါ အဲ့တာဆိုရင် မဟုတ်ရင်က ကိုယ့်ရဲ့ branding strategy ကဘယ်ကလာမယ်မှန်မသိတဲ့အချိန်မှာ ကိုယ်အတွက်က အများကြီးအခက်အခဲရှိတယ်လေ အဲ့တာက ကျွန်တော်အနေနဲ့ အကြံပေးလို့ရတာပါ။ #marketing #digitalmarketing #market #career #askalex #askalexmm

US futures are indicating a lower open as of 4:15 ET. European equity markets have started mostly in negative territory, following mixed Asian trade. In the absence of other leads, macro focus today is on the US midterm elections for markets. Polls suggest that Republicans will likely take both the Senate and the House. Some attention is also on banking stocks in Europe after the ECB's top supervisor said it is carefully scrutinizing payout plans, while the ECB Vice President earlier vowed to continue to hike rates to ensure inflation gets back to target.Companies Mentioned: American Tower, IHS Holding, Helios Towers, Ooredoo, NorthView Acquisition

Q: audience network native, banner and interstitial, audience network rewarded video, audience network in-stream video တွေအကြောင်းသိချင်ပါတယ်အကို။ A: audience network ဆိုတာအရင်ဆုံးရှင်းပြမယ်။ audience network က ဘာပြောတာလဲဆိုတော့ Facebook နဲ့ချိတ်ထားတဲ့ တခြားသော network တွေရှိပါတယ်။ ဆိုလိုချင်တာက Facebook တစ်ခုတည်း Meta ကပိုင်တာ မဟုတ်ဘူး။ အဲ့တော့ Facebook ရဲ့ ads platform ကို Facebook boost လုပ်တဲ့ business manager ကိုသုံးပြီးတော့မှ တခြား media တွေမှာ ဥပမာ- games တို့ video site တို့ဘာတို့ညာတို့မှာသွားပြီးတော့ ကြော်ငြာလို့ရတဲ့ဟာလေးတွေရှိတယ်။ Tender မှာလည်းရတယ်။ Tender မှာကြော်ငြာတစ်ခုတက်လာ တော့ သူတို့ရဲ့ question mark sign လေးတွေရှိတယ်။ Why do I see this ads? ဆိုတဲ့ question mark sign လေးတွေရှိတယ်။ ကြော်ငြာတွေမြင်တယ်ဆိုရင် ဘယ် platform ကနေပြနေလဲဆိုတာ ကျွန်တော်က အရမ်းစိတ်ဝင်စားတော့ လိုက်ကြည့်တာကိုး။ အဲ့အချိန်မှာ Tender တို့အထူးသဖြင့် Facebook ရဲ့ audience network က application တွေမှာများတယ်။ game တို့ Tender တို့စတဲ့ application တွေမှာများတာ ဆိုတော့ အဲ့ဒီ network ကြီးတစ်ခုလုံး အဲ့ဒီ software အဲ့ဒီ ads network ကြီးတစ်ခုလုံးက Facebook ရဲ့ audience network လို့ခေါ်ပါတယ်။ အဲ့တော့ Facebook ads manager ထဲမှာသွားပြီးကြော်ငြာရုံနဲ့ အဲ့ဒီ audience network ကိုရွေးထားခဲ့တယ်ဆိုရင် တခြားသော application တွေမှာလည်း ကျွန်တော်တို့ရဲ့ ကြော်ငြာကိုမြင်ရနိုင်ပါတယ်။ အဲ့မှာမှ ကျွန်တော်တို့ကကွဲသွားတာပါ။ in-stream video ဆိုတာက ကျတော့ အဲ့ဒီ audience network က video တက်နေတယ်။ video application တွေဆိုရင် ကျွန်တော် တို့ရဲ့ကြော်ငြာသည် video တွေရဲ့ကြားထဲမှာ တွေ့ပါလိမ့်မယ်။ ပြီးရင် audience network rewarded video ဆိုတာကကျတော့ game ဆော့နေရင်း အကောင်သေသွားတယ်။ အဲ့တော့ အကောင်အသစ်ရချင် တယ်ဆိုရင် ကြော်ငြာကြည့်ဆိုတဲ့ဟာက audience network rewarded video ပါ။ audience network native, banner and interstitial ဆိုတာကျ‌တော့ website တွေမှာ ကြော်ငြာလေးတွေထိုးတဲ့ဟာမျိုး။ ဥပမာ- pop-up လေးတွေပေါ်လာတာတို့ အောက်နားလေးမှာပြေးနေတာတို့ စတဲ့ ကြော်ငြာတွေအကုန်က audience network native, banner and interstitial ပါ။ ဆိုတော့အဲ့ဒီဟာတွေက audience network အကြောင်း။ ဒါပေမဲ့ audience network ဆိုတာကဘာနဲ့ သဘောတရားချင်းသွားတူလဲဆိုတော့ programmatic ads, native ads နဲ့သွားတူပါတယ်။ Facebook ရဲ့ audience network ကိုသုံးတဲ့လူတော်တော်ရှားတယ်။ Facebook ရဲ့ audience network က တော်တော်လေး limited ဖြစ်လို့။ ဘာလို့လဲဆိုတော့ ကျွန်တော်တို့ level up မှာ deal လုပ်ထားတဲ့ third party programmatic ads provider တွေရှိတယ်ပေါ့နော်။ သူတို့ဆိုရင် ဘာတွေပါရလဲဆိုရင်ထားပါတော့ ဥပမာ- Ooredoo sim card ကိုသုံးတဲ့သူတွေပဲပြမယ်။ သုံးတဲ့သူတွေထဲမှာမှ SEC A ဝင်ငွေများတဲ့သူတွေကို ပြောတာ.. SEC A ကြော်ငြာမယ်။ SEC B ကြော်ငြာမယ်။ SEC C ကြော်ငြာမယ်။ စတဲ့ဟာတွေကို ကျွန်တော်တို့သွားလို့လည်းရတယ်။ စျေးကတော့ Facebook ထက်တော့ ပိုကြီးတာပေါ့လေ။ ဒါပေမဲ့ Facebook ရဲ့ audience network ရဲ့ course per bench mark တွေက ဘယ်လောက်ရှိလဲ ကျွန်တော်တို့လည်းမသိဘူး။ ဘာလို့လဲဆိုတော့ မြန်မာနိုင်ငံမှာက audience network ကိုသုံးတဲ့သူက တော်တော်ရှားတယ်။ အကယ်လို့ ကျွန်တော်တို့ဘက်က client တွေက တခြားသော website တွေမှာ ဥပမာ- Viber ကိုလူဆွဲခေါ်ချင်လို့ ဒါမှမဟုတ်ကိုယ့်ရဲ့ website ကိုလူဆွဲခေါ်ချင်လို့ သွားတာဆိုရင်တော့ ကျွန်တော်တို့က Facebook audience network ကိုသုံးတာထက်စာရင် programmatic ads ကိုညွှန်ပေးပြီးတော့မှ ကျွန်တော်တို့ရဲ့ partner တွေရဲ့ programmatic ads ကို သုံးပါတယ်။ ဘာလို့လဲဆိုတော့ targeting option ကအရမ်းကွာတယ်။ #marketing #digitalmarketing #market #career #askalex #askalexmm

- Ooredoo ဆက်သွယ်ရေးကုမ္ပဏီ မြန်မာပြည်က ထွက်တော့မည် - ယင်းမာပင် ဘန့်ဘွေးရွာမှာ ကလေးတွေအပါအဝင် ဒေသခံ ၇ဝ ကျော် ဖမ်းဆီးခံရ - ပဲခူးတိုင်း ပြည်မြို့က ခုနှစ်တန်းကျောင်းသား လေးဦးထက်မနည်း ဖမ်းဆီးခံရ - ကန့်ဘလူမြို့နယ် ကျီစုရွာမှာ နေအိမ် ၅၀၀ ခန့်မီးရှို့ခံရပြီး ၁၀ ဦးသတ်ဖြတ်ခံရ - စစ်ကောင်စီ နဲ့ ရုရှား စီးပွားရေးပူးပေါင်းမှု ပိုများလာ - ရခိုင်မှာ စစ်ကောင်စီတပ်သားတွေအဖမ်းခံရမှုအတွက် အရပ်သား ၃၀ တရားစွဲခံရ ........စတာတွေ ကြည့်ရှု နားဆင်ရမှာပါ။

Halo Listener Episode kali ini spesial di ulang tahun Bingkai Karya yang ke 4, Kita akan ngobrol-ngobrol bersama dengan teman-teman dari Indosat Ooredoo Hutchison yang akan bercerita tentang pengalaman paling menajubkan sesuai dengan tema ulang tahun Bingkai Karya Jadi Yuk segera dengarkan sekarang dan jangan lupa dengarkan terus Bingkai Sains setiap hari Kamis, Banana setiap hari Jumat, dan Bingkai Gadis setiap hari sabtu di Channel Podcast Network Bingkai Karya atau kunjungi website kita di www.bingkaikarya.com Supported by EJSC Malang

Indosat Ooredoo Hutchison and Google Cloud recently announced a new strategic partnership to accelerate digital transformation across consumer and enterprise segments in Indonesia. Part of their efforts includes digitally transforming Indosat Ooredoo Hutchison's operations ‒ To continue on its path to innovation and build a cloud-first organization, Indosat Ooredoo Hutchison will modernize its infrastructure and applications on Google Cloud. In particular, Indosat Ooredoo Hutchison and Google Cloud will define a clear roadmap for advanced data analytics modernization and AI/ML adoption that will not only enable the telecommunications leader to improve its core operations, costs, and customer experiences, but also help the company advance its position in the telecommunications ecosystem and enable it to identify and maximize new business model opportunities in future. In this episode, we continue our conversation with Indosat Ooredoo Hutchison, featuring Bayu Hanantasena, Chief Business Officer, to dive deeper into their innovation and transformation journey and how they are building a cloud-first organization to improve their core operations.

Indosat Ooredoo Hutchison and Google Cloud recently announced a new strategic partnership to accelerate digital transformation across consumer and enterprise segments in Indonesia. Strongly aligned to the Indonesian government's digital economy development program goals, the multi-faceted partnership will serve Indonesia's SMBs as a priority target segment and spans many areas that are core to the capabilities of both organizations. The pillars of the strategic partnership will see the two organizations working jointly to; Digitally transform Indonesia's SMBs across their business lifecycles, Digitally transform enterprises and communities with the power of 5G, and Digitally transform Indosat Ooredoo Hutchison's own operations. In this episode, we are joined by Vikram Sinha, President Direct and CEO at Indosat Ooredoo Hutchison and Rob Enslin, President, Cloud Sales at Google to dive into the strategic partnershp and learn more about the three pillars of digital transformation and the impact they will have on Indonesia.

In this episode, Michael Waitze and Daniel McFarlane talk to Aung Thura about Myanmar's rapidly changing mobile media landscape. Aung is the Chief Strategist at Ignite Marketing Communications and, with a team of researchers around the country, he is in an ideal position to provide insight into the rapidly changing media landscape. The pivotal year was 2013 when the telecommunications market was liberalized. In the past, SIM cards could cost a staggering $2000-$3000 USD, but with the liberalization of the market, SIM card prices dropped and mobile phone ownership rose. In 2014, Ooredoo from Qatar arrived and their sim cards were a mere $1.50. Soon after, Telenor from Norway joined the market and KDDI of Japan signed a joint venture with MPT (Myanmar Posts and Telecommunication), the incumbent local operator. According to Aung, the new arrivals faced tough competition as MPT had the majority of the towers and an established audience, while Ooredoo and Telenor had to start from scratch. Myanmar now has 54 million sim cards for a population of 52 million people. When it comes to market share, MPT is still the market leader with 22-23 million subscribers and is followed closely by Telenor with around 20 million and then Ooredoo with 9 or 10 million. Six months ago Mytel arrived on the scene. It is a joint venture between the Myanmar military and Viettel, a telecommunications company owned and operated by the Vietnamese military that has a strong market position in Vietnam, Cambodia, and Laos and has expanded globally. They claim to already have 2 to 3 million subscribers. Mytel, Aung suggests, is somewhat aggressive, “They are in your face. They stand out.” Their growth is accelerated by offering services the others don't, such as streaming the English Premier League to the football-mad people of Myanmar. Aung estimates that 80% of phones in the market are smartphones, primarily Android devices thanks to affordable handsets from Chinese brands. These devices are providing many people with their first experience of the internet and that experience is often dominated by Facebook. “Some people even think that Facebook is the internet,” Aung explains. After Facebook, messaging apps rule with the most popular being Viber, owned by Rakuten. Even with the rapid developments in infrastructure and mobile adoption, many challenges remain. The geographic makeup of Myanmar consists of numerous mountain ranges, causing considerable network coverage difficulties. Around 135 languages or dialects are spoken around the country and it is taking time to develop enough local language content. Another challenge is the use of fonts.

Ever wondered who organizes esports tournaments and how they operate? One team has excelled in this particular field of esports by providing key solutions for the industry such as organizing and managing online and LAN tournaments, pro-team management as well as media production.  QUEST is the esports leader in the Middle East and North Africa. This week we were honored to host the founders of Quest LLC who in collaboration with Ooredoo have pushed the industry of esports to top levels. Driven by a passion for esports, Quest was founded in the Middle East as the first esports company and it has been operating in the region for the past five years.  

Ever wondered who organizes esports tournaments and how they operate? One team has excelled in this particular field of esports by providing key solutions for the industry such as organizing and managing online and LAN tournaments, pro-team management as well as media production. QUEST is the esports leader in the Middle East and North Africa. This week we were honored to host the founders of Quest LLC who in collaboration with Ooredoo have pushed the industry of esports to top levels. Driven by a passion for esports, Quest was founded in the Middle East as the first esports company and it has been operating in the region for the past five years.

Việt Nam là nhà đầu tư lớn thứ 7 vào Miến Điện, với tổng đầu tư khoảng 2,2 tỉ đô la trong năm 2020. Trao đổi thương mại năm 2019 đạt 943 triệu đô la. Tuy nhiên, Việt Nam, cũng như những nhà đầu tư khác trong ASEAN, đang bị bế tắc từ sau cuộc đảo chính của tập đoàn quân sự Miến Điện : không thể phản ứng vì vi phạm nguyên tắc “không can thiệp chuyện nội bộ nước thành viên”, nhưng lại rối bời vì cần bảo vệ đầu tư ở Miến Điện. Trong phiên họp đặc biệt về Miến Điện của Đại Hội Đồng Liên Hiệp Quốc ngày 18/06/2021, đại sứ Việt Nam Đặng Đình Quý nhắc lại lời kêu gọi “các bên liên quan ở Miến Điện chấm dứt ngay lập tức tình trạng bạo lực” và nhấn mạnh rằng “thường dân Miến Điện phải được bảo vệ khỏi nguy cơ một cuộc nội chiến”. Để ủng hộ lập trường này, Việt Nam, cùng với 118 nước khác, đã bỏ phiếu ủng hộ nghị quyết cấm vận vũ khí đối với Miến Điện. Dù không mang tính ràng buộc nhưng đây là nghị quyết lên án mạnh mẽ nhất về tình hình Miến Điện của cộng đồng quốc tế kể từ khi xảy ra đảo chính ngày 01/02 khiến ít nhất 860 thường dân thiệt mạng, khoảng 120.000 người phải bỏ nhà ra đi do tình trạng bạo lực. Theo thẩm định của Cao Ủy Nhân Quyền Liên Hiệp Quốc, trong năm 2021 sẽ có thêm ít nhất 230.000 người Miến Điện phải tị nạn và gần một nửa dân số nước này sẽ rơi vào cảnh nghèo đói. Viễn cảnh sẽ còn bi đát hơn do dịch Covid-19 bắt đầu hoành hành ở Miến Điện trong thời gian gần đây. Khủng hoảng ở Miến Điện tác động đến đầu tư, cũng như các doanh nghiệp Việt Nam như thế nào ? Ông Rémi Nguyễn, nhà nghiên cứu cộng sự của Viện Nghiên cứu Đông Nam Á đương đại (IRASEC) của Pháp tại Bangkok, trả lời một số câu hỏi của RFI Tiếng Việt qua thư điện tử ngày 08/07/2021. ***** RFI : Tình hình hiện nay ở Miến Điện có buộc các doanh nghiệp Việt Nam phải ngừng hoặc hạn chế hoạt động không ? Họ đánh giá thế nào về thực tế ở Miến Điện ? Rémi Nguyễn : Những sự kiện chính trị và tình hình dịch tễ không loại trừ bất kỳ doanh nghiệp trong nước và nước ngoài nào. Tất cả đang phải đối mặt với những thách thức kinh tế và tài chính rất lớn. Những doanh nghiệp từng kinh qua những thời điểm đặc biệt như này phần nào đó đã đoán trước được cuộc khủng hoảng nhưng họ không hình dung ra được hậu quả lại nghiêm trọng đến như vậy. Những doanh nghiệp Việt Nam mới đến hoạt động ở Miến Điện, thì quả thực rất khó đối phó với tình hình ngày càng xấu đi như vậy. Từ tháng 03/2020, cuộc khủng hoảng chính trị và dịch tễ, rồi phong trào bất tuân dân sự, khủng hoảng ngân hàng và những khó khăn trong hoạt động xuất-nhập khẩu đã khiến 3/4 doanh nghiệp Việt Nam phải đóng cửa. Tuy nhiên, dù các nhà lãnh đạo doanh nghiệp đã rời khỏi Miến Điện nhưng điều này không có nghĩa là những công ty đó đã bị ngừng hoạt động về mặt pháp lý. Ba doanh nghiệp Việt Nam lớn nhất ở Miến Điện là ngân hàng BIDV, Hoàng Anh Gia Lai (HAGL) và Mytel. Công dân Việt Nam sống tại Miến Điện phần lớn là từ những công ty này. Trong lĩnh vực xây dựng, các doanh nghiệp Việt Nam đã phải dừng các dự án đầu tư khi vừa mới trúng thầu. RFI : Tập đoàn quân sự buộc công chức quay trở lại làm việc. Liệu các doanh nghiệp nước ngoài, trong đó có Việt Nam, có bị gây sức ép phần nào không ? Rémi Nguyễn : Hội đồng Hành chính Quốc gia đã thông qua nhiều lệnh thiết quân luật trong hai ngày 14-15/03/2021 chuyển quyền hành pháp và tư pháp cho Bộ Chỉ Huy Rangoon để thi hành thiết quân luật ở nhiều khu vực của thành phố như Hlaing Thayar hay Bắc Okkalapa. Đây là những khu vực tập trung rất nhiều nhà máy và nhà kho. Ở những vùng này thường xuyên mất an ninh và nhân viên vô cùng phân vân đi làm hay không. Trên thực tế, toàn thành phố Rangoon và những vùng khác đều không thoát khỏi các cuộc xung đột. Ngoài ra, tập đoàn quân sự chủ yếu gây sức ép đối với công chức và các ngân hàng để họ hoạt động trở lại. Phần lớn các doanh nghiệp Việt Nam đã rời khỏi Miến Điện khi thấy tình hình chính trị và kinh tế như vậy. Như tôi nói ở trên, ngân hàng BIDV, HAGL và Mytel vẫn hoạt động ở Miến Điện. BIDV là ngân hàng công thuộc Nhà nước Việt Nam. HAGL là công ty hoạt động trong lĩnh vực xây dựng và phát triển bất động sản thuộc tập đoàn Thaco Group. Còn Mytel là một công ty do hai tập đoàn Viettel của Việt Nam và Myanmar Economic Corporation nằm trong tay quân đội, cùng nắm giữ. Vì thế, khó có thể biết được liệu nội bộ những công ty này có bị gây sức ép không. Tuy nhiên, Mytel có lẽ sẽ chịu nhiều ràng buộc hơn sau khi thiết quân luật số 4/2021 sửa đổi luật bảo vệ quyền riêng tư và an ninh của công dân và thiết quân luật số 7/2021 sửa đổi luật liên quan đến giao dịch điện tử có từ tháng 02/ 2021. RFI : Những công ty này bảo vệ nhân viên như thế nào ? Rémi Nguyễn : Những công ty Việt Nam lớn nhất đã dễ dàng sơ tán nhân viên hơn. Nói chung, đại sứ quán Việt Nam tại Miến Điện đã triển khai nhiều biện pháp để bảo vệ các công ty và công dân Việt Nam. Ví dụ về mặt cảnh báo, đại sứ quán Việt Nam đã thông tin cho họ về các cuộc biểu tình, các phong trào xã hội và các biện pháp phòng ngừa Covid-19. Họ cũng yêu cầu chính quyền địa phương và Nhà nước bảo vệ người Việt và người Việt phải trung lập về các vấn đề chính trị, xã hội ở Miến Điện. RFI : Liệu ông có phỏng ước được số thiệt hại của những công ty này ? Rémi Nguyễn : Tại Miến Điện, rất khó để có được những dữ liệu tài chính của các công ty và càng khó thẩm định hơn những mất mát tài chính mà các công ty Việt Nam phải chịu. RFI Tiếng Việt xin chân thành cảm ơn nhà nghiên cứu Rémi Nguyễn, Viện Nghiên cứu Đông Nam Á đương đại (IRASEC) tại Bangkok. ***** Mytel trước nguy cơ tẩy chay trong nước và trừng phạt quốc tế Mytel và dự án phát triển trung tâm thương mại lớn đầu tiên của Miến Điện HAGL Myanmar Centre tại Rangoon của Hoàng Anh Gia Lai, là hai trong số những dự án đầu tư rất lớn của Việt Nam tại Miến Điện. Tập đoàn Liên doanh viễn thông Mytel là kết quả hợp tác của Tổng Công ty viễn thông Viettel, thuộc bộ Quốc Phòng Việt Nam, với Myanmar Economic Corporation (MEC) do tập đoàn quân sự quản lý, trong đó Viettel sở hữu 49% Mytel, phần còn lại thuộc về Star High (một công ty con của MEC) và tập đoàn Myanmar National Telecom Holding. Theo trang Le Courrier du Vietnam, Mytel trở thành nhà cung cấp dịch vụ di động thứ 4 ở Miến Điện từ ngày 12/01/2017 (cùng với MPT của Miến Điện, Ooredoo của Qatar và Telenor của Na Uy vừa bán lại cho tập đoàn M1 Group của Liban), sau khi được cấp giấy phép đầu tư vào cuối năm 2016. Có vốn 1,5 tỉ đô la, Mytel cũng là dự án ở nước ngoài đầu tiên của Viettel về quy mô tài chính. Từ tháng 06/2018 khi đi vào hoạt động, số thuê bao của Mytel liên tục tăng và hiện trở thành nhà cung cấp mạng điện thoại di động lớn thứ hai ở Miến Điện : từ 1 triệu thuê bao chỉ trong 10 ngày đầu tiên lên thành 4,3 triệu vào cuối tháng 06/2019 (chiếm 7% thị phần Miến Điện, theo dữ liệu của GSMA Intelligence) và 10 triệu đến cuối năm 2020. Tuy nhiên, Mytel cũng trở thành đối tượng bị tẩy chay ở Miến Điện vì hợp tác với tập đoàn quân sự vốn không được người dân ủng hộ. Ngày 20/12/2020, tổ chức đấu tranh Justice For Mynamar (Công lý cho Miến Điện, JFM) công bố báo cáo điều tra dài 161 trang liên quan đến “mạng lưới liên kết và tham nhũng” quanh tập đoàn truyền thông Mytel. Yadanar Maung, người phát ngôn của Công lý cho Miến Điện, được trang thông tin độc lập Myanmar Now trích dẫn ngày 21/12/2020, cáo buộc : “Mytel và Viettel giúp đỡ và cổ vũ cho những tội ác chiến tranh và tội ác chống nhân loại mà quân đội Miến Điện vi phạm. Quân đội giết người, cưỡng hiếp, tra tấn, phá nhà cửa hàng loạt và buộc các dân tộc thiểu số và thiểu số tôn giáo phải bỏ trốn. Những tội ác này đã xảy ra nhờ vào những nguồn thu ngoài ngân sách của Mytel và những doanh nghiệp khác của quân đội, cũng như việc họ được hưởng công nghệ và đào tạo từ Mytel, Viettel và những công ty liên danh khác”. Vì những lý do đó, tổ chức Công lý cho Miến Điện kêu gọi : “Nếu quý vị có một thẻ sim Mytel, hãy phá nó đi ! Nếu quý vị định mua một thẻ sim Mytel, thì đừng làm thế !” Đến tháng 05/2021, “người ta cũng thấy là ngày càng có nhiều người đổi nhà cung cấp dịch vụ điện thoại và bỏ mạng Mytel, do quân đội quản lý”, theo ông Mike Farmaner, chủ tịch tổ chức phi chính phủ Burma Campaign UK (trụ sở tại Luân Đôn), khi trả lời phỏng vấn đài truyền hình Pháp France 24 ngày 07/05. Ngoài Mytel, người dân Miến Điện còn tẩy chay hàng hóa của tập đoàn quân sự. Ông Mike Farmaner cho biết : “Từ khi xảy ra đảo chính, khối lượng bán ra của nhiều mặt hàng do các tập đoàn của quân đội sản xuất đã giảm rõ rệt. Từ trước tới giờ, khó có thể bỏ qua Myanmar Bear thì hiện giờ chẳng ai uống nữa. Thuốc lá Ruby cũng thế”. Chính người dân Miến Điện là những người đầu tiên kêu gọi các doanh nghiệp nước ngoài ngừng hợp tác với tập đoàn quân sự vì theo họ, cần cắt nguồn thu nhập của giới tướng lĩnh để chấm dứt tình trạng trấn áp đẫm máu. Dù theo ông Mike Farmaner, có thể những biện pháp đó không tác động mạnh mẽ đến nguồn thu của tập đoàn quân sự nhưng mang ý nghĩa tâm lý rất lớn cho người biểu tình. Từ ngày 25/03, bắt đầu là Mỹ và Anh áp lệnh trừng phạt đối với nhiều lãnh đạo quân đội và hai tập đoàn do quân đội Miến Điện kiểm soát : Myanmar Economic Holdings Public Company (MEHL) và Mynamar Economic Corporation Ltd (MEC). Đến ngày 19/04, Liên Hiệp Châu Âu cũng thông báo trừng phạt hai tập đoàn này, trong khi MEC chính là cổ đông cùng với Viettel trong Mytel. Những doanh nghiệp đầu tiên rút khỏi Miến Điện là những doanh nghiệp châu Á và cũng là những nhà đầu tư lớn nhất vào Miến Điện. Không lên án cuộc đảo chính như nhiều nước phương Tây, các nước châu Á, trong đó có Việt Nam cũng như ASEAN, kêu gọi tìm giải pháp đàm phán giữa các bên liên quan. Bỏ phiếu thông qua nghị quyết cấm bán vũ khí cho tập đoàn quân sự Miến Điện trong phiên họp của Đại Hội Đồng Liên Hiệp Quốc có lẽ là biện pháp “mạnh tay” nhất của những nước này. Họ không thể làm mất lòng tập đoàn quân sự vì mọi đầu tư tại Miến Điện đều liên quan đến lực lượng này.

Dans cet épisode de Startup Story powered by ooredoo Tunisie, nous avons invité Mustapha Mezghani, expert transformation digitale et politiques publiques, qui est revenu sur le rapport de l'Institut Tunisien des Etudes Stratégiques (ITES) intitulé "stratégie de sauvetage de l'économie via le numérique". Nous avons également interviewé Houda Belhoucine, Cheffe du service contenu et digital chez ooredoo pour parler des services à valeur ajoutés proposés par l'opérateur. Elle lance par la même occasion un appel aux Startups tunisiennes qui proposent une solution de gaming ou de VOD ou tout autre produit Entertainment & Edutainment que ooredoo pourra commercialiser à ses abonnés avant le lancement de la 5G. L'adresse mail pour envoyer les pitchs et les propositions commerciale de solutions innovantes en industrie créative est : DMKVAS@ooredoo.tn Plus de détails dans ce podcast. Producteur : Marwen Dhemayed Producteur exécutif : Walid Naffati Montage & Mixage : Ghazi Neffati Enregistrement dans les studios de Jawhara FM Production : StreamingHD

Telecomဒီ ၁ မိနစ်စာမှာတော့ ကိုအီရံက မြန်မာနိုင်ငံမှာရှိတဲ့ Telecom Service တွေရဲ့အဆင့်မြင့်ပြောင်းလဲလာတဲ့ဖြစ်တည်ပုံနဲ့ ရည်ရွယ်ချက်အကြောင်းကို လုံခြုံရေးဆိုင်ရာနဲ့ပတ်သက်ပြီး ရှင်းပြထားပါတယ်။ အသေးစိတ်သိရှိလိုပါက DTH page ကိုလာရောက်မေးမြန်းတာပဲဖြစ်ဖြစ် ၊ ဒီမှာ Comment ပေးတာပဲဖြစ်ဖြစ်ပေါ့ဗျာ နားဆင်ကြပါအုံးKeywords ->  Telecom, Ooredoo, Telenor, MPT, MyTel  Special edition of Digital Radio Evening

Dans cet épisode de Startup Story powered by ooredoo, nous avons invité Haythem Bennaceur, Directeur transformation digitale chez Ooredoo, pour parler de la vision de l'opérateur au sujet de la digitalisation des services dans un temps où la transformation digitale n'est plus un choix pour la survie des entreprises. En 2ème partie nous avons interviewé Ines Omrani, Senior Market Manager B2B chez Ooredoo, qui est venue parler des offres et services pour les PME/PMI ainsi que les startups afin d'améliorer leur productivité en ces temps de crise. Producteur : Marwen Dhemayed Producteur exécutif : Walid Naffati Montage & Mixage : Ghazi Neffati Enregistrement dans les studios de Jawhara FM Production : StreamingHD

Michael Downs, Director of Telecoms Security, speaks with Don Witt of the Channel Daily News, a TR publication about the transition away from Huawei. Listen is as Michael answers the following questions and more: How do you see the UK’s ban on Huawei equipment affecting the telecoms industry? Some may think this decision can be solved by simply swapping out for an alternative vendor, but you don’t believe it will be that easy. Why, and what all do you see it entailing? What does this mean for the 5G testing that has already been performed, and will that process need to be started over again? Approximately how long could that take? How do you see it affecting UK’s 5G infrastructure in the long term? And could it also have an effect on older mobile networks? Michael Downs Positive Technologies (https://positive-tech.com/) is a global cybersecurity company that has pioneered research into telecoms security, discovering over 50 methods for exploiting telecoms vulnerabilities and dozens of zero-day flaws in telecoms systems. Through its work simulating the actions of would-be attackers to help network operators protect their subscribers and services, it was the first to discover security issues associated with communications protocol, Signaling Systems 7 (SS7), which can be exploited to remotely intercept phone calls and bypass 2-factor authentication for access to social media profiles. The company's testing has repeatedly shown that exploits—including signaling fraud attacks, customer data theft, and SMS interception—are still possible on all tested networks despite advances in LTE and 5G. Operators working with Positive Technologies include O2, Telecom Italia Sparkle, VimpelCom (VEON), Ooredoo, Etisalat, Sky Mobile, SK Telecom, Wind Tre, Tele2, Telcel, Turkcell. Its flagship Telecom Cybersecurity Suite enables network. For more information, go to: https://positive-tech.com/

IM3 OOREDOO menggelar INSTATRIP COLLABONATION SESSION guna memberikan generasi muda kebebasan berkolaborasi dan berkreasi bersama Instagramers populer Indonesia serta creator lokal lainnya. Hal ini tentunya sejalan dengan kampanye COLLABONATION FREEDOM TO COLLABORATE. Banyak hal positif yang bisa diambil dari event ini. Selalu kedepankan kreatifitas dalam menciptakan sebuah content. Simak hingga tuntas ya, Guys!

In this episode, Allen Wazny expands upon his podcast from 25 June 2019 whereby he focused on the need to understand the latest SaaS available on the global market for your sector or functional area of business when circumstances in your current role do not permit adoption of such SaaS.

Darren has over 20 years of brand marketing experience spanning Europe, the Middle East, South East Asia, and Japan. He counts BUPA Arabia, Dubai Properties Group, Johnson & Johnson, Maybank, Orange (UK and Group), Ooredoo and PepsiCo amongst the brands he has helped. Darren has also advised the British, Chinese and Lithuanian governments on brand marketing related issues. As the Managing Consultant of Wavelength Marketing, Darren specializes in helping services brands retain relevance through the experiences they build. Darren is frequently invited to speak at international conferences, run executive workshops around the world and comment on brand-related issues in national and international media. He regularly sits on expert panel boards, holds a PhD in brand marketing (University of Birmingham, UK), a MA in marketing (University of Nottingham, UK) and is a Chartered Marketer with the Chartered Institute of Marketing. He is a Visiting Lecturer in Corporate Brand Management at the University of Warwick, tweets @onthewavelength, and his LinkedIn profile is https://www.linkedin.com/…/darrencolem…/. Darren has published articles in Industrial Marketing Management, The European Journal of Marketing, Brand Strategy Insider and Brand Quarterly and has recently authored Building brand Experiences: A Practical Guide to Retaining brand Relevance (Kogan Page). Companies that have benefitted from Darren’s experience include: Orange (UK & Group) ● France Telecom ● The British Government ● The Chinese Government ● The Lithuanian Government ● Sony Corporation ● Nikon (Japan) ● Sumitomo Bank ● Credit Suisse ● Toshiba ● Japan Airlines ● All Nippon Airlines ● Etisalat ● BUPA Arabia ● National Health Service (UK) ● Standard Life ● The University of Birmingham ● Aston University ● Tupperware Brands ● IDLC Finance Limited ● Chemical Company of Malaysia ● Bank Islam Brunei Darussalam ● Insurans Islam Taib ● Roche Diagnostics ● Toyota ● Mashreq Banking Group ● Dubai Bank ● Saudi Telecom Company ● Dubai Health Authority ● Saudi Basic Industries Corporation ● Bahrain National Holdings Company Middle East ● University College London ● Al Ahli Bank Of Kuwait ● Arab African International Bank ● Haya Water (Oman) ● Msheireb Properties (Qatar) ● CapitaLand ● National Bank of Egypt ● Allianz Life Insurance ● Abbott Laboratories ● American International Assurance ● Etiqa Insurance ● Celcom (Malaysia) ● Maybank ● Johnson & Johnson (Ethicon) ● Permata Bank ● PT Konimex ● RHB Banking Group ● Ooredoo ● Permodalan Nasional Berhad (PNB) ● Imperial College London ● Bank of Maldives ● PepsiCoFor more information: http://www.wavelengthmarketing.co.uk/

“Building a brand is everyone's job and it’s challenging. It can feel like moving a mammoth.” As the Founder and Managing Consultant at Wavelength Marketing, Darren Coleman helps brands throughout the world like Johnson & Johnson and Pepsi build standout brand experiences. We discussed how to tame this beast and more this week on the On Brand podcast. About Darren Coleman Darren Coleman has over 20 years brand marketing experience spanning Europe, the Middle East, South East Asia and Japan. He counts Johnson & Johnson, BUPA, Maybank, Orange, Saudi Telecom Company, Ooredoo and PepsiCo are amongst the brands he has helped. Darren is frequently invited to deliver keynote talks at international conferences, moderate panel discussions and roundtables, sit on expert panel boards and comment on brand-related issues in national and international media. He holds an MA in marketing (University of Nottingham) and PhD in B2B services brand marketing (University of Birmingham, UK. He’s the Founder and Managing Consultant at Wavelength Marketing. Wavelength specialises in helping services brands retain relevance through experiences they build. Darren has published Building brand Experiences: A Practical Guide to Retaining brand Relevance, with Kogan Page for global distribution and his book will be translated into Korean in 2020. Episode Highlights Brand experience vs. customer experience. Some of my favorite episodes of the On Brand podcast have explored the definitions we use as brand builders. Darren kicked off the show by noting that we use these two terms — brand experience and customer experience — interchangeably when they’re actually two very different things. “Customer experience is what it says. It’s what the customer experiences.” Brand experience is about your context, your brand, and how you bring it to life. “Brand building, for the most part, is a slow play.” Darren pointed out that many today are looking for quick results, even with branding. “An ROI perspective is problematic for brands." Who are some of Darren’s favorite examples? Virgin Atlantic (“Their CMO is passionate about the brand”) and Singapore Airlines. Building brand experience is everyone’s job. And HR doesn’t always know that. “Getting everyone on board is challenging. It can feel like moving a mammoth.” What brand has made Darren smile recently? Virgin Trains! Darren recently had a bad travel experience that they managed to recover. This too is part of developing a compelling brand experience. To learn more, connect with Darren on LinkedIn and check out the Wavelength Marketing website. As We Wrap … Did you hear something you liked on this episode or another? Do you have a question you’d like our guests to answer? Let me know on Twitter using the hashtag #OnBrandPodcast and you may just hear your thoughts here on the show. On Brand is sponsored by my new book Brand Now. Discover the seven dynamics to help your brand stand out in our crowded, distracted world. Order now and get special digital extras. Learn more. Subscribe to the podcast – You can subscribe to the show via iTunes, Stitcher, Google Play, TuneIn, and RSS. Rate and review the show – If you like what you’re hearing, head over to iTunes and click that 5-star button to rate the show. And if you have a few extra seconds, write a couple of sentences and submit a review. This helps others find the podcast. OK. How do you rate and review a podcast? Need a quick tutorial on leaving a rating/review in iTunes? Check this out. Until next week, I’ll see you on the Internet!

Dans cet épisode de DigiClub spécial MWC19, nous avons interviewé Hatem Mestiri, le CTO de ooredoo Tunisie, qui a parlé du lancement de la 5G en première mondiale chez ooredoo Qatar, ainsi que les préparatifs de la filiale Tunisie au lancement de ce réseau dès le feu vert du gouvernement. Nous avons également interviewé Helmi Sejil, de l'entreprise tunisienne Jet Multimedia qui a présenté une solution innovante dans le Booth Google de l'Innovation City de la GSMA (dans le Hall 4). Plus de détails dans ce podcast sponsored by Deloitte, Bac Technologies, Topnet et nPerf. Producteur exécutif : Walid Naffati Ingénieur son : Ghazi Naffati Production : StreamingHD

MWC19 Day2

To kick off the Social Innovation Asia series on new media in Asia, Michael Waitze and Daniel McFarlane talk to Aung Thura about Myanmar’s rapidly changing mobile media landscape. Aung is the Chief Strategist at Ignite Marketing Communications. With a team of researchers around the country, he is in an ideal position to provide insight into the rapidly changing media landscape. A pivotal year for Myanmar was 2013 when the telecommunications’ market was liberalised. In the past, SIM cards could cost a staggering $2000-$3000 USD, but after liberalisation of the market, SIM card prices dropped and mobile phone ownership rose. In 2014, Ooredoo from Qatar arrived and their sim cards were a mere $1.50. Soon after, Telenor from Norway joined the market and KDDI of Japan signed a joint venture with MPT (Myanmar Posts and Telecommunication), the incumbent local operator. According to Aung, the new arrivals faced tough competition as MPT had the majority of the towers and an established audience, while Ooredoo and Telenor had to start from scratch. Myanmar now has 54 million sim cards for a population of 52 million people. When it comes to market share, MPT is still the market leader with 22-23 million subscribers and is followed closely by Telenor with around 20 million and then Ooredoo with 9 or 10 million. Six months ago Mytel arrived on the scene. It is is a joint venture between the Myanmar military and Viettel, a telecommunications company owned and operated by the Vietnamese military that has a strong market position in Vietnam, Cambodia and Laos and has expanded globally. They claim to already have 2 to 3 million subscribers. Mytel, Aung suggests, are somewhat aggressive, “They are in your face. They stand out.” Their growth is accelerated by offering services the others don’t, such as streaming the English Premier League to the football-mad people of Myanmar. Aung estimates that 80% of phones in the market are smartphones, especially Android devices thanks to affordable Chinese brands. These devices are providing many people with their first experience of the internet and that experience is often dominated by Facebook. “Some people even think that Facebook is the internet,” Aung explains. After Facebook, messaging apps rule with the most popular being Viber, owned by Rakuten. Even with the rapid developments in infrastructure and mobile adoption, there are still many challenges. The geographic makeup of Myanmar consists of numerous mountain ranges, causing considerable network coverage difficulties. Around 135 languages or dialects are spoken across the country and it is taking time to develop enough local language content. Another challenge is the use of fonts. While Unicode has been adopted globally, Aung explains, “in Myanmar, we have our own homegrown font system called Zawgyi which 80% of websites use.” The debate between the Unicode and Zawgi camps can be fierce and until it

Dans cet épisode de En Direct d'Alger, nous parlons la cérémonie de remise des prix de la 12ème édition de Media Star by Ooredoo, un concours qui met en valeur le meilleur travail journalistique dans le domaine des IT. Plus d'informations dans ce podcast. Producteur : Abderrafiq Khenifsa pour itmag-dz.com Producteur exécutif : Walid Naffati Ingénieur son : Ghazi Naffati Production : StreamingHD

Engineer Jish gets called in India!!!.. the famous kitchen story... hopefully it's his toe... George's Netflix trouble... the woman whose dream it is to meet RB and GR... bad mood every morning... update on pooh date story... Apple news... Australian wedding, kangaroos... Crayola's new blue colour named... trying to get Hala FM's attention... guy calls who ran away on a date... the mystery man in George's cupboard (????)... lovely lady from Ooredoo with gifts... the secret for a happy relationship... the craziest fan EVER calls in... double jean fashion chatter... the crazy woman and Photoshop... and MORE STUFF...

Le FAI Topnet et la qualité de service, la concurrence et les gamers

Discuss the first Farsi immersion pre-school in the country, located in West Berkeley, which runs as a non-profit and also has outreach programs to help other communities create similar schoolsTRANSCRIPTSpeaker 1:You're listening toK , a l x Berkeley 90.7 FM university and community sponsored radio. And this is method to the madness and show from the public affairs department at Calex that explores the innovative spirit of the bay area. And we're always happy to see data about the bay area because we love it. So we want to understand it more. And of course the 2010 census data just came out and I thought, I read you a few statistics that are interesting about [00:00:30] our diversity. We have three and a half million white people in the bay area. That's a slim majority, 52% congratulations to you. 1.2 million Asians, 1.3 million Hispanic, half million black and a million didn't change of the rest of us. The rest of the world population all thrown together here and experimenting with the American dream for many barrier residents whose families immigrated relatively recently. The challenge of adapting to [00:01:00] America while preserving a link to your heritage is a tricky task. But one local woman has made it her mission to create a new model for how to pass culture down to future generations. Please stay with us to hear her story. And uh, today we have with us [inaudible] y'all, them and Deb are from Gulistan kids, a preschool in west Berkeley as the first preschool of its type in, is it the country? Yeah, in the country. It's a Farsi immersion program. So welcome y'all to thank you. [00:01:30] And so y'all know, we'd like to start off the program about, um, talking through the problem statement. So you, you kind of came to this realization that there was a problem and you wanted to start, you started a nonprofit to solve the problem. So give us the problem statement. Speaker 2:Well, it happened organically actually. Um, I had my first child. Um, I am married to an American man and I live in Berkeley and I don't have any local family prisons speaking [00:02:00] family. So I um, uh, I was working, um, but after a while it was hard to manage working and I needed childcare for him and I couldn't find anybody. I couldn't find the daycare, school nanny, I was looking everywhere. So they are out there, the nannies. But um, I put a posting in the Berkeley parents network listserv here and um, the only other person that responded was another parent looking for the same thing. Speaker 1:And you were looking for a Persian speaking to any, [00:02:30] is that right? Speaker 2:Anything, any type of childcare that would be person speaking. Okay. I asked, you know, I said and nanny, daycare, co-op preschool, anything. And that was the only response I got. So she told me why I'm looking for the same thing. Will you share with me what you find? And um, we ended up meeting and from there started a playgroup. Um, and the people in that playgroup, they are all looking for the same thing. They, and basically what we was support [00:03:00] and teaching our children our language and passing down our culture. I think we all lived in this sort of vacuum. We didn't really know many run INS locally with kids. And um, and from there it became the subtle, uh, regular weekly gathering and then it became a co op and had a life of its own, but we weren't even incorporated yet. Speaker 1:So, um, a lot of the, I consider you an entrepreneur, right? Really you're really starting a new thing from scratch and a lot of the entrepreneurs that we speak with on the show have this moment [00:03:30] of inspiration where you mentioned you kind of had competing professional things in your life and you had to make this choice that how did did, was there this moment, this magical moment where like, yes, this is what I'm going to do because that's a big cliff to leave leap off of. Right? Speaker 2:Yeah. No, it sounds crazy as far as I can remember. I don't think there was a magical moment. I think it really did take a life of its own by the time, by the time that I, we made this [00:04:00] decision because we did it as a group. I wasn't the only one involved. We had that playgroup, original playgroup was very involved in the co op. Um, but by the time we got to that juncture, um, I was working my butt off and I had a newborn child and I was just in survival mode basically. Um, and it was really, I got to a place where I had to make a decision, which one did I have to stop either my work or the school and I couldn't give up [00:04:30] to school because I felt like it was too important. We were all really intertwined in it. By that point, our kids were just really thriving and w they began to have strong identities as Iranians. And it was amazing. It had exceeded all of our expectations in terms of the impact that it had on our kids. Speaker 1:Now, one of the things that I think is really unique about it is that you are, you're teaching your kids Iranian culture, but you guys all [00:05:00] were born and raised here or raised here. You're mostly American, right? So you're first generation, is that they're right? Speaker 2:Yeah. Yeah. Some of us have lived there a little bit. Most of us. It depends. We have a little bit of everything. Yeah. Some of us lived here our whole lives. Speaker 1:Okay. So you all had this very strong desire to teach. And was it Iranian culture or was it Farsi? What was the act? Was it the language mostly? Speaker 2:I think for me it was the language and I think it was more than that. [00:05:30] It wasn't even, it was about our kids, but it was a lot. It was about us too. It was, you know, when you, as you know, when you have a child, um, especially for young mothers, but for both parents it's very isolating. And so here you are in this phase in your life where you feel very isolated. You're just, it's a whole other world that you'd send this little bubble and you're already feeling a little bit uprooted before you have children, when you're by cultural, but then you have a kid and you're just like, what? Where [00:06:00] do I belong in this world? So I think it gave us a sense of, of rootedness or you know, gave us some, some like a place where we, we could connect with people that were similar. Speaker 2:So that was as a, from a parent's perspective, um, and for kids, I think it was more about language. I think so. I mean language and culture are really very intertwined as well. Very connected. Um, this original playgroup was [00:06:30] meeting, were you guys meeting in the same place every time? We are meeting weekly in a park, so you'll see the natural progression. We'd meet weekly in a park and then the rays, rainy season started and they're like, well, what are we going to do now? We didn't want to stop. So we contacted the person center, one of our founders, um, her sister was involved with the pre one of the founders of the person center in Berkeley and they let us use their space. I went to a week and then we were like, well this is great. But I personally, I was like, well, I still need the childcare. Speaker 2:This [00:07:00] is really fun. But you know, so we brought in a teacher and then the parent would rotate with the teacher and then eventually brought in a teacher's aide who's actually still with us now. And um, and then we made a daily, a daily program is starting to rent the space of the person center and then we outgrew the person center very quickly. My kids were there when you guys were just at the Persian center. We had, I think about eight different kids had different schedules. So I think we're about eight to 10 kids total that were involved. [00:07:30] Um, but we had a waiting list at that point. We weren't even anything, you know, word of mouth. People found out about it. Yeah. Yeah. And then even then people would email me and ask me, people from other cities would ask me if there was anything similar in their area. Speaker 2:And that's when I did the research. I found out there wasn't anything anywhere. And very early on as we decided to take it to the next level, it was clear that we needed to help [00:08:00] other people create some of the programs because they were coming to me for advice and guidance. And I, I didn't want to turn anybody away. Um, so when we were filing our five, a one c three applications, we made that as part of our mission to help other communities and to be a resource for families, other schools and educators and communities to say, Oh, I want to talk about that a little bit later in the show. This is method to the madness [00:08:30] on KLX Berkeley 90.7 FM to university and community sponsored radio. Thanks for listening. My name's Eileen is art. And today we're interviewing Yalta Middelburg, executive director of Goldstone kids. And I wanted to ask, so you, um, you started to have these eight kids at the Persians Center and you did the research and found there's not really any program like the one you're trying to create. So the next step I would guess would be to create a curriculum. Speaker 1:Is that right? So how, how do you go about creating [00:09:00] one out of thin air? Speaker 2:Well, we did everything all at once. Um, there were a lot of moving pieces at the time. First we had to find, um, well actually when we're at the Persian center, the curriculum was very teacher directed, um, because we didn't have a big picture in mind. But then when we moved into our current building, we started to, once we started to settle in more, we started to develop a much more rich curriculum that was, [00:09:30] you know, just much more developed. And now it's actually quite unique and, and um, robust, I guess I don't know what the right word is, but, uh, so to answer your question, there were, it wasn't like, you know, let's sit down and tackle the curriculum. It was, okay, we got to fill the space. We've got to fill now. We had extra space, we had to get more kids, we have to figure out scheduling and, um, how are we going to deal with invoicing and, um, of the logistics that go [00:10:00] behind running a nonprofit and all the logistics of running a preschool program. Speaker 2:Um, and an afterschool program. We're not just a preschool, but also an after school program. That was starting then because some of our founding kids were going to kindergarten. Um, and so in the beginning it was just sort of winging it, but then as things started to settle in the school, then we could really put our, a lot of work can do it. And it's, um, it was a collaborative process with the teachers and, [00:10:30] um, various teachers in various stages of our development. And now it's almost complete. Like we run on an annual, um, we have an annual curriculum and it's a monthly theme, and though it's going to continue to evolve and become richer, it's pretty much set. We've, we, we came back full circle in September, so that's great. Now we're repeating. That's wonderful. So what are some of the themes? Like what do you guys go over with the kids? So we start, [00:11:00] um, in September we start with me, myself and my community. And then, and October it's me and my body. And so unit on health and hygiene and your senses as well. Um, and then in November, it's, um, different careers and vocations and how they relate to community. Then we move on just in December, we take a little bit of break and we talk about seasons [00:11:30] and holidays and cultures. Um, and we have a Speaker 1:all, is it all [inaudible] like, um, it related to Persian culture or how you're, it's just, you're talking about you're teaching the kids. He's are, and what ages are the kids? It's Speaker 2:so the kids are two to five in the preschool program. And then after school we use the same themes for the whole school. After school it goes up to fourth, fifth grade. So you're teaching a kid some universal things that they need to understand, but it's all in Farsi. [00:12:00] Right? That on the same sentence. This is Farsi English. But um, to answer your question about culture, uh, we do have a social cultural day on Fridays for the morning programs where we learn. Um, we basically teach them about one culture every week. It's actually, we used to do it just basically pick a culture out of a hat, um, every week. And then it felt like they didn't have much context. They learn about Japan and then France next week. So now it's uh, [00:12:30] over a two month period we cover one continent and every week on Fridays they're, their food relates to that culture, the projects that they have that they relate to that culture so that they have an idea of the whole world. Speaker 2:So what I tell people is that this is a program that's um, that's like if you imagine your ideal preschool or afterschool program, whatever it is, it's just ideal program that just happens to be in Persian. It's not, the focus is not teaching kids Persian. They happen [00:13:00] to learn it just by being there and being immersed in it. Yeah. And to that point, you guys have non Persian children who are now attending or on the wait list, is that right? Yes. Yeah, we do. We do. We can't bring them in all at once because when you've children who don't respond in Persian, then the, it affects the dynamic of the class. So we bring in a few at a time, one at a time per class. So you sorted out with eight kids in the playgroup, the person center, and now you guys have evolved to, [00:13:30] uh, how many kids? Speaker 2:We've over 55 55 kids and you no longer in the prison center now and we have a waiting list to 2014. Wow. Yeah. Yeah. School's good business. If you can figure out that it's actually, you know, people say that. And I do think with, uh, with a more traditional model it can be, but with our model, it's actually not, we operate at a deficit every month. Um, and the reason being [00:14:00] is that in order to ensure that the children are fully immersed in Persian and they're not all speaking English all the time, we have a really low teacher rated child to teacher ratio. So our staffing costs are much higher than any other school. What is the ratio? It's one to three for toddlers and one to four for preschoolers and for afterschool kids, which kind of, what's the standard ratios for preschoolers? Preschool is going [00:14:30] to be one to four to windows eight. And, um, oh, preschool one to four is actually very rare. Sorry, toddlers, it's one wonderful. Anyway, um, for preschoolers legally one to 12, but I think most people, it's about one to eight. For most schools when to 10, they'll have like a class of 20, sometimes with two teachers. Speaker 1:Wow. So the reason that you do that is, and the reason that you've, you're configured as a nonprofit, which is, that's unique in their preschool [00:15:00] world, right? Speaker 2:Yeah. Yeah. There are some there. It's not rare, but it is, it's not, it's not the most common. Speaker 1:And what's the reason that there's a, there's a, there's a vision behind it, right? Speaker 2:Yeah. The couple of reasons. One is that, um, I wanted all the decisions that were made for the organ, for the school to be based on what's best for the school and not to be, um, [00:15:30] influenced by, by profit. Uh, the other, um, is that I wanted the school to become, um, lasting organization that if I were to leave, that it would come, it would still be here. And, um, and also I'm just not a business person, wasn't my thing. But, uh, and, and also, um, practically speaking, knowing that we were going to have a deficit, we'd need to fundraise and it would be very difficult to do that as a for profit [00:16:00] organization. We thought we figured that out after we made the decision to be a nonprofit. Speaker 1:And you were planning the deputy because you wanted the load ratios to be able to get the kids to speak for us. Yeah. Yeah. You're listening to k a l x Berkeley 90.7 FM streaming on the worldwide web a k alx.berkeley.edu. This is method to the madness I show from the Public Affairs Department of Calyx that explores the innovative spirit of the bay area. I'm your host Ali Nasar and that was an old [00:16:30] Iranian folk song by the name of you who are like the long moon in the sky. And I played that because today we're talking to Yeldon Metabo, the executive director of Gulistan kids, the first Farsi immersion program for preschoolers in America located in west Berkeley. Back to our conversation. And uh, I wanted to ask you about, um, some success stories. So you see all sorts of kids coming in with varying levels of [00:17:00] exposure to Farsi. Right. Can you share maybe a story or two of, of kids who have come in and really, cause you know, everybody always says, oh, kids are sponges at that age. You tried it, you see that? Speaker 2:Oh yeah. Yeah, they are. Yeah. Um, boy, I wouldn't know which one the [inaudible] there's one in particular that stands out. Um, is actually a college friend of mine has, uh, three kids. [00:17:30] Yeah. Three kids and lives in Pleasanton, Pleasanton and has two older girls. I think they are about seven or seven and nine, something like that at the time. And a little boy who, Amir, who is, who was five at the time. And uh, he's to a Tunisian woman, adorable, wonderful woman who, who's learned to speak prison and their kids didn't speak Persian. Um, I think the older girls understood a little bit, [00:18:00] but then really not a lot. And uh, at one point my friend was like, this is, this is like our only chance we gotta get these kids to learn Persian. And so I told them, well, bring Amir here. It was his last year of preschool and I'm your did not understand a word. Speaker 2:I'm like, you would just need to say hello. How are you to him? Any kind of like, yeah, I have this look on his face. I'm such a sweet boy too. So he, he uh, he decided, okay, we're going to do, I was like, if you [00:18:30] do it, he has to come here a lot to get full exposure. So they made the commitment and they drove to Berkeley from Pleasanton every day and he worked in the South Bay. So it was a, it was insane for them, was hard. And they had two older girls that were in school in pleasant and we'd get out of school, right, like half an hour before I'm here, we'd get out of school. There's a lot of driving involved. Um, within a month I'm your understood everything. And then within, by the time the second month ended, he [00:19:00] was fluent and he was with us his whole last year of preschool. And by the time he left, he was just this totally fluent kid. And one day Allie came to my office and um, he just, he came in and he just just choked up and teared up and he's like, it's changed our relationship. I was like, I told you, but it did. It was just changed the dynamic of their relationship because they connected in a different way. It was really special. Speaker 1:Yeah. That's what's so special about what you're doing is that, um, [00:19:30] you know, people who speak multiple languages understand that there's concepts that can be talked about, ideas that can be talked about in another tongue that you can't really talk about it in English. This is different level of connection. It's not just cause English is lacking. It's every language has its own words. It's culture. That's true. I never thought of it that way. Um, and so I think one thing that's I wanted to talk about with you is that you have a program as part of goalless on kids or it's separate and um, [00:20:00] organization, the Colab, Speaker 2:it's part of the same organization, but it's like a, it's a department, I guess you would. Speaker 1:Yeah. So a part of your organization that is dedicated to helping other communities and not just Persian, Farsi, speaking communities, anybody, anyone embraced this idea of, of creating immersion programs, preschool immersion programs. So talk to us a little bit about the, the Colab, Speaker 2:the colab. We used to call it the resource center and people [00:20:30] weren't apparently the resource center and just do and doing it for anybody. So we did a little bit of brainstorming and came up with the name, the heritage language collaborative and it's exactly what that is. It's, it's collaborating with people, be they families or other or communities who want to promote their heritage language in the next generation of kids. Um, so we work with families with any background. I just worked with an Taiwanese [00:21:00] family and helping them maintain the bilingual home in different, you know, that we all have different challenges in doing that and helping them overcome those challenges. And then working with educators of different immersion programs. Um, our hope is to host workshops for starting off with local immersion schools, but then eventually national schools and developing best practices, cause they don't really exist in that field. Speaker 2:[00:21:30] Excuse me. And it is an emerging field. And then finally working with other communities. Um, and that involves both helping other communities, start schools, be they small co-op programs all the way to like a real school, um, and also producing teaching materials and books and audio books and some music cds. And, um, so right now we're in the beginning phases. I've been doing this [00:22:00] work for the last three years that we've been in our new building and we became a nonprofit. Um, but it's been hard to do that and run the school and the afterschool program, um, and tried to keep a nonprofit afloat in this economy and have two kids. Speaker 1:Yeah. Yo, by the way, you have two kids. I do that too. Yeah. Um, so okay. My native tongue is Ooredoo. Okay. So let's say I came to you and I said I want to start or do language school. You refer to best [00:22:30] practices. What are like top three best practices for listeners out there? We hopefully have dozens and dozens of languages listening to us right now. So what are the best practices that you can give people? Just, just, you know, a few choice nuggets. Speaker 2:Well, as a parent I can, would you like to know as a parent? Sure. As a parent it would be to um, work, be consistent and um, enable your children to develop the muscles and the habits to [00:23:00] speak to you in your native tongue. Um, damn, one technique uses like a sang, it's called the sandwich method. If you have to use English, then you use your native tongue first than English than the native tongue. So if you, you're speaking about a ball and the child doesn't know what a ball means, you would say TUPE in person, ball, TUPE. And um, another one is to really prompt a child to respond to [00:23:30] you in that language. Um, if they insist on speaking English and they always, every child will get to a point where they'll want to speak English to their parent. Don't. My second child hasn't gotten to that yet. It's interesting. Um, you, you just have them keep repeating it and in my case in person and prompting them to repeat it and you just keep doing it over and over again until they do it sounds painful and terrible. And it sounds like you have a terrible relationship with your kids, but it's just, it's just [00:24:00] a little bit of effort. Like everything else in parenting that eventually becomes very natural and it's actually less work than if you were to be a little bit looser about it in the beginning. Less disciplined about it. Speaker 1:Okay. Good tips. Thank you. Um, so last question I have for you is, I love to ask this of innovators, entrepreneurs, what's the vision? So you're working real hard. It's been three years and you've come a long way. You 55 kids that you're, [00:24:30] you're giving this amazing experience too. So five years from now, what will it look like? And both from the Goldstone perspective but also from colab. Speaker 2:Well, in five years we will have helped build, why are we say 10 years, 10 schools? So not sure it's five years in five schools cause it's, yeah, 10 years is easier for the colab. Um, so yeah, we'd have schools [00:25:00] all over the country, not us personally, but there would be schools that we will have helped establish however we can through consulting and sending them materials. Thanks. Um, and we'd have books published, several books published and audio cds and music cds, and we'll have an annual workshop where we host people coming in from different parts of the country [00:25:30] and brainstorming together and the school, oh, I shouldn't even say this school. There are some, there been discussions and requests from parents and other educators talking to me about, um, starting a charter school k through eight. And I've been, you know, I, this, it was, it was a big, big challenge to get to where we are now. Speaker 2:My family paid a price for it and my [00:26:00] husband was very patient with me. Um, so it's, it's hard to say yes, but it's really hard to say no to. So we're, we're exploring that and my hope is that in 10 years we'll have a team that can do that. And I can help and we'd work, we'd collaborate and it could be a Gulistan school locally. Um, I'm not into having call stands outside of the local area, um, because it's hard to manage all of that. But yeah, maybe there'd be a k through eight school in Berkeley. Speaker 1:[00:26:30] I'd like to thank Yelderman Debra for being on the show today. To learn more about Gulistan, you'd go to Gulistan kids.com. That's g o l e s t a n kids.com. This has been method to the madness on care Berkeley 90.7 FM. You can learn more about us@methodtothemadness.org and to take us out today, we're going to let a kid from Goulston give us a little Persian nursery rhyme, said to Beethoven, oh, humans in life, be kind to each other here on [00:27:00] Kale x, Berkeley. Speaker 3:Bye. See you. Bye. [inaudible] mine. And I need that. [00:27:30] Bye guys. A need. See acast.com/privacy for privacy and opt-out information.