Discovering what Democracy Means

Democracy is most simply and conventionally defined as the type of government wherein the power rests in the people, or at least, majority of a nation’s citizens. A government that allows people to vote and choose their leaders, a Constitution that is created exactly to protect the welfare of such people, equality in the access of power and universal recognition of rights and liberties are principles that characterize democracy as a government and as a political theory.Bill Moyers believes in the power of â€Å"we†. He believes in the principles of equality and liberty. He believes in all principles that speak of democracy. However, there is something different about Moyer’s portrayal of democracy. His speeches, shows and works, all suggest not only a man who knows and believes in principles but also a man who is passionate in his advocacy of bringing these principles into actuality, not by inciting revolt or actual participation in a revolution but through refle ctive words that inspire and incite the dignity and humanity in man.Bill Moyers starts Discovering What Democracy Means (2007) by defending social scientists, artists and scholars, and arts and humanities as teachers of the mind. While the Congress is being skeptical about allocating funds to arts and humanities, doubting its actual and practical contribution to the society, Moyers’ answer is simple: â€Å"They are worth listening to†.How are they worth listening to? Moyers doesn’t present the Congress with a ledger of beneficial consequences, because surely he can show none. But he cites a series of quotes from such public thinkers, pointing to these quotes as something that would have taught the members of the Congress the questions shared by the people, and would have put their minds in a position to judge the status of the society in relation to the people’s capacity and reservoir of creativity. At one point he intimated that arts and humanities bring the good in people, even at least in their fantasies:â€Å"They would have heard the filmmaker David Puttnam tell how as a boy he sat through dozens of screenings of A Man for All Seasons, the story of Sir Thomas More’s fatal defiance of Henry VIII: â€Å"It allowed me the enormous conceit of walking out of the cinema thinking, ‘Yeah, I think I might have had my head cut off for the sake of a principle.’ I know absolutely I wouldn’t, and I probably never met anyone who would, but the cinema allowed me that conceit. It allowed me for one moment to feel that everything decent in me had come together.†Ã¢â‚¬  (Moyers, 2007)This quote may also be interpreted as putting premium on vicarious experience. After all, a person is not expected to experience everything that can be experienced in one lifetime. Arts and humanities provide a medium for allowing people to experience more than what their limitations (imposed by reality and self-impressions) allow them to experience. It allows people to feel a sense of empowerment, or a sense of pride that they can do much more or know much more than what they routinely experience and perceive every day.If viewed in light of the above quotation, this interpretation also says that the Congressmen would have had a wider world view, and therefore better understanding of humanity and its interactions if only they allowed themselves to be taught by arts and humanities.This is Moyer’s meaning of democracy. It is more than being concerned with the improvement of the lives of each individual; It nurtures individual freedom and ability. In other words, democracy should be more than a government structure; True democracy also uplifts humanity. In this sense, Moyer’s democracy can be equated with the principles of humanism.Moyers, taking from Cleanth Brooks of Yale, identified both the enemies and allies of democracy. The enemies of democracy are identified as the â€Å"’bastard mu ses’ propaganda which plead, sometimes unscrupulously, for a special cause or issue at the expense of the total truth; sentimentality, which works up emotional responses unwarranted by, and in excess of, the occasion; and pornography, which focuses upon one powerful human drive at the expense of the total human personality† (Moyers, 2007).To counter these, the allies of democracy must be cultivated. These include â€Å"the ‘true muses’ of moral imagination,† which not only arms us â€Å"to resist the little lies and fantasies of advertising, the official lies of power, and the ghoulish products of nightmarish minds, but also open us to the lived experience of others—to the affirmations of heightened consciousness—to empathy† (Moyers, 2007). Is Moyer speaking about the media?Moyers think that the media have left people to become mere receptacles of information, which unfortunately has been corrupted by pundits and biased, conceite d, politicized opinions, and newsfeeds pervade the society. All are fronts for specific political interests, creating principles that are anti-democracy.It is only through liberal education that a person can be liberated from circumstances that are beyond his/her control. Moyer believes that people have been institutionalized in a way that each person has become locked in a separate reality, parochial loyalties and fixed self-perceptions, and everybody becomes a stranger to everybody. Democracy will prosper only if such bonds that separate individuals from one another are destroyed in order to allow â€Å"a life of free and enriching communion† (Moyers, 2007).The present crisis does not involve the existence of problems, issues or lack of policies. The problem is the lack of conversations about the real meaning of democracy—that it is not merely a means of governance but a means of empowering and dignifying people so that they can truly attain freedom, both morally and politically. An entrusted democracy is not true democracy. Moyer thinks that it is time for the people to repossess democracy.Bill Moyers ends his speech by praising Woodrow Wilson for being advocate of democracy. This is quite a surprise for someone like Moyers who is passionate about espousing democracy in its â€Å"deeper† meaning. Woodrow Wilson, based on some of his actions, manifested an undemocratic leaning. It was he, for example, who brought to the US the Federal Reserve which controls or creates monetary policies that some would describe as undemocratic. It was he who brought troops into Mexico and who took the US into WWI.His idealism favored a top-down structure of society controlled by the elite. Lastly, Woodrow Wilson is also known for his support of the Ku Klux Klan, a domestic organization in the United States having national scope and is known for doing acts of violence to further â€Å"white supremacy†. What could be a better manifestation of anti-de mocratic sentiments than a person’s support for the freedom and equality that were the legacy of the forefathers of the United States?Moyer’s sentiments against the media, the government and the â€Å"enemies of democracy† as well as his discourse about the need to discuss the meaning of democracy, and take it from the hands of the elite are well and good but the problem is that he offers no solution in order to help the people and the society to move forward from its current undemocratic and lamentable state. Moyer’s words may have inspired many but the time when such inspiration will be turned into something more tangible is yet to come. Reference Moyer, B. (2007). Discovering What Democracy Means. Retrieved 01 May 2009 from http://www.worldproutassembly.org/archives/2007/02/discovering_wha.html.

Ntt Docomo

NTT DoCoMo i-mode:value innovation at DoCoMo. (2003). Recuperado de la base de datos de UESAN (031397) 16088 INSEADBlue Ocean Strategy lnstitute The Business School for the World18 BOS005 NTT DoCoMo i-mode TM: Value lnnovation at DoCoMo 08/2009-5079 This is a modified version of the original case ‘NTI' DoCoMo i-mode'l'M: Creating a Solution for the Masses' (number 05/2002-5036), written by Yasushi Shiina, INSEAD MBA 2000. Jason Hunter preparad this freely adapted version, under the supervision of Professors W. Chan Kim, Renee Mauborgne and Ben M. Bensaou.It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrativa situation. Copyright © 2003 INSEAD-EAC i-modeTM is a registered trademark of NT1†² DoCoMo, Inc. in Japan. TO ORDER COPIES OF INSEAD CASES, 5EE DETA! Ul ON ‘! ‘HE BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. Every ten years, Japanese companies come up with a new mobile device that shakes the world. Sony's Walkman was launched in 1979 and Nintendo launched Gameboy in 1989. And in 1999, we invented i-mode.I Mari Matsunaga Kouji Ohboshi is a worried man. It's early 1999, and NTT DoCoMo's Chairman is anxiously waiting to hear how the press conference for i-mode- bis company's new mobile Internet system – has fared. He has every reason to be nervous. Although DoCoMo is a leader in the Japanese mobile industry, the market is showing signs of saturation and Ohboshi has gambled a large stake of bis company's future on the development of the new system. The report arrives and bis worst fears are realized: the press conference was a debacle.The launch of i-mode couldn't have gone worse. With only seven reporters attending, i ­ mode's extravagant debut had fallen on deaf ears. Those journalists present were among Japan's least charitable. With the Internet boom waning, reporters were more skeptical than ever. Mobile Internet services ha d failed elsewhere so why should they work in Japan? Why not wait, like everyone else, for the third generation (30) global wireless Internet protocol? Ohboshi knew that unfavorable or- worse – weak press coverage in Japan's trend-driven mobile phone market could spell disaster.Had he made the wrong decision to shift the company's strategic focus? Were bis skeptical colleagues at DoCoMo right? What Ohboshi didn't know at the time was that in the weeks to come, i-mode would become an explosive success. Like the Walkman and Gameboy that preceded it, i-mode was to be more than simply a commercial success – it became a phenomenon. What explains this amazing success in Japan? How did DoCoMo turn a highly competitive industry with declining growth potential into an attractive business opportunity? NTT DoCoMo's Trouhled BirthNTT DoCoMo was formed in 1992 as part of a partial govemment break-up of the powerful Nippon Telephone and Telegraph (NTT) telecom monopoly. Formerly NTT 's mobile phone unit, it was cast from the nest to take over wireless communications sales and operations as an independent enterprise. Kouji Ohboshi, an energetic 60-year-old, was the first CEO of a company whose name DoCoMo is both a play on the Japanese word for â€Å"anywhere† and an abbreviation of ‘Do Communications over the Mobile network. ‘ Interview: Ms. Mari Matsunaga, formerly Manager, Gateway Business Dept. NTT DoCoMo (20 Aug. 2001). Copyright © 2003 INSEAD-EAC 08/2009-5079 Blue Ocean Strategy Institute From the start, Ohboshi realized that DoCoMo had a tough road ahead. The mobile phone market was over-regulated, transmission quality was poor, subscription fees were costly and mobiles were heavy. 2 Moreover, there was a palpable sense that the market had reached a plateau (Exhibit 1). 3 Japan's economic bubble had burst and businesses had cut back mobile phone purchases.To add insult to injury, tough new govemment rules forbade the fledgling DoCoMo to ask NTT for financial assistance. By the end of its frrst year DoCoMo was saddled with a â€Å"1O billion yen loss †¦ and bankruptcy was a serious threat. â€Å"4 Paced with a looming crisis, Ohboshi went for broke, setting out to expand the market by bringing cellular phones to the masses. And he did so with a vengeance. During the next two years, Ohboshi invested 50 billion – a large sum for a company making a loss – to bring DoCoMo's mobile network services to everyday users. 5 His first move was to improve DoCoMo's network.In 1993 the company 1aunched its new revo1utionary PDC (Personal Digital Cellular) standard, bringing crystal clear calls, fewer interruptions and less background noise. Moreover, PDC helped DoCoMo use its limited allocation of radio spectrum more efficiently. Within a few months DoCoMo's PDC standard was adopted by competitor carriers across Japan. By December 1998, it would account for 98. 7% of the Japanese market. (Exhibit 4)6 Next DoCoMo slashed prices. lts high deposit was abolished in October 1993 and subscription fees were cut in 1996.By March 1999 monthly basic charges had dropped 73%, the average charge for a three-minute call on DoCoMo falling 57. 6% in the same period. Once again, the rest ofthe industry quickly followed suit by cutting fees (Exhibit 3). The lust for market share in the mid-90s drove carriers to continue slashing prices to rock bottom levels, even as monthly average revenue per user (ARPU) continued to sink (while monthly average minutes use remained relatively stable). (Exhibit 5) Ohboshi also attracted new customers by reducing the size of the phones.NTT had one of the largest R;D teams in the telecom industry and DoCoMo maintained close relationships with 2 Matsunaga (2000}, i-mode jiken (i-mode: The Birth of i-mode), Kadokawa Shoten. 3The frrst Japanese cellular phone service was launched in December 1979. It was a disaster. The high service fees made the telephones unaffordable t o all but the wealthiest of businessmen (sa/arimen). After putting down 200,000 deposit and a 72,000 subscription fee, users would hand over another 26,000 in monthly fees anda call charge of 280 for every three minutes.Moreover, the service area was limited, the sound quality was inferior to pay phones, and you had to be physically fit: first generation cellular phones weighed 3kg and were carried over the shoulder. With the stimulation of government deregulation and subsequent technological innovations it took a full 1O years before cell phones became increasingly attractive to mass consumers. Carriers and telecom equipment manufacturers worked closely to improve both the usability of the phones and the quality of transrnission. Rightly, they believed that reducing the size of handsets and extending their battery life were crucial improvements.By the end of 1998, the weight and the battery life of a standard phone reached 68g and 330 hours respectively (Exhibits 2 and 3). 4 Interv iew: Mr. Kouji Ohboshi, Chairman, NTT DoCoMo 5 Ohboshi (2000): DoCoMo kyuseicho no keiei (DoCoMo: Management ofrapid growth), Diamond Sha 6 Tadashi Aoyagi (2000): Daisansedai keitai business: nichibeiou no nerai (The third generation cellular phone business: Aims of Japan, US and Europe}, Ric Telecom (exhibit 19) Copyright © 2003 INSEAD-EAC 2 08/2009-5079 elecom equipment manufacturers. 7 Ohboshi leaned heavily on DoCoMo's engineers and its suppliers to reduce the size of phones and extend their battery life. Although DoCoMo was feeling the effects of deregulation, it made the best of the gains offered by the new competitive environment. Within ayear of Ohboshi's drastic measures, DoCoMo was still Japan's largest mobile telephone carrier, and its revenues and net income had soared. 8 By March 1999, DoCoMo's sales revenue ballooned to ;v;3,118 billion with a net income of;v;205 billion, and market capitalization topping out at ;v;11. trillion- about 60% of the size ofits parent co mpany, NTT. (Exhibit 8) The Wud, Wb'eless East NTT DoCoMo's emergence, together with deregulation, technological innovation, price reduction and the launch of new services all contributed to the rapid expansion of the mobile phone market to mass users in Japan. In a 10-month period during 1998, the market grew by an estimated 8 million users, bringing the total number of subscribers to 39. 8 million in January 1999- fulfilling 87. 2% of Japan's total wireless market. (Exhibit 1)9 Competition for market share in the late 1990s was cut-throat.Deregulation continued apace and by 1998 a flood of large foreign carriers and equipment manufacturers had entered the fast-growing market as the government lifted the last remaining limitations on foreign investment (Exhibit 4). 10 Competition was equally fierce in the drive to offer new services. J ­ Phone shrewdly targeted younger users, launching the first SMS (short message service) and information services via the J-Sky Web package. Using a similar approach, DoCoMo introduced the wildly successful ‘Pocket Board,' a well-designed yet inexpensive mobile with email and game functions. 1 By January 1999, the wireless market in Japan had experienced seven years of rapid expansion (Exhibit 1), with every third person owning a mobile phone. Although the size of the market was still small compared to that of fixed lines, its annua1 average growth rate of 7 DoCoMo inherited from NTI c1ose re1ationships with four 1arge Japanese suppliers (NEC, Fujitsu, Matsushita Communications Panasonic and Mitsubishi Electronics), who worked closely with NTI DoCoMo to break through technological barriers.This network soon became known as the ‘DoCoMo Family', since its products were sold under the NIT DoCoMo brand, and the only way to identify the manufacturer of a cellular phone was to look at the first letter of the product number (e. g. , ‘N' for NEC). These relationships gave NTI DoCoMo considerable advantage especially once its PDC standard was accepted as the only one in Japan. 8 It rernained the nation's leading carrier; however, at times DoCoMo's market share dropped below 50% due to fierce competition. The growth in subscribers was attributed to the increase in personal users. However, churn rates (subscriber termination rates) were also increasing, showing that customer loyalty was vulnerable in the new environment. 10 Airtouch acquired a 10-15% stake in the J-Phone Group of companies and offered its technical expertise; Motorola, a US electronic products manufacturer invested in the Tuka Group of companies. 11 For their part, DDI Cellular and IDO improved the quality of transmission substantially by adopting the US-based cdmaOne digital protocol.Although these services attracted new customers, these numbers were not significant enough to boost growth or change the structure of the market. Copyright © 2003 INSEAD-EAC 3 08/2009-5079 —–y- Blue Ocean Strategy Institute 68% was a stounding compared to the anemic growth (1. 5%) of the ftxed line market. Yet despite general optimism in the market, Ohboshi was once again getting nervous. .A. fter Victory, Tighten your Helmet StrapHis marketing background had taught him that, â€Å"fast growth means fast maturity, and faster speed for the market to move from maturity to saturation and then to decline†. 12 The market was once again moving to saturation both in the number of potential new users and in capacity as available radio bandwidth increasingly limited market expansion. lt was time for action. To survive, Ohboshi believed that DoCoMo needed â€Å"to create a new market, not by adapting to changes but by creating the changes through positively transforming their corporate strategy†. 3 Ohboshi told his employees that DoCoMo had to shift from simply increasing the size of the voice-based wireless market, to creating new value for customers. Shortly afterwards, in July 1996, the company formerly a nnounced its new strategic focus: ‘from volume to value. ‘ Volume to Value At the heart of Ohboshi's â€Å"Volume to Value† focus was non-voice-based wireless data transmission. With the explosion of Internet use during the late 1990s (Exhibit 6), DoCoMo realized that the use of e-mail and the web was quickly becoming a cornerstone of everyday life.From new market and social psychology research, Ohboshi was convinced that, â€Å"the daily needs and wants of the people in a mature society like Japan would shift from physical goods to communication, information, knowledge and entertainment†. 14 Not only did the Internet offer new opportunities for ftlling customer demand, it also solved one of Ohboshi's greatest concerns: an increasingly congested radio spectrum. In contrast to traditional voice conversations that are sent via dedicated spectrum airwaves, Internet traffic is dispersed in small packets across the network to be eassembled at their destination ( e. g. , a user's telephone). IfDoCoMo created an alternative mobile Internet network based on packet ­ switching technologies, it would completely circumvent the burdened voice network. Within a year, DoCoMo was building one of Japan's ftrst nationwide packet-switching networks. 15 The mobile computing team was strengthened and soon new products and 12 Ohboshi (2000) 13 lbid. 14 Interview: Mr. Kouji Ohboshi, Chairman, NTT DoCoMo 15 This system wou1d not on1y ease the use of congested radio spectrum capacity, but a1so serve as the basis for 3G services.Despite the optimistic market expectation and technological developments, the prospects for the 3G technologies were not necessarily bright. Although similar new data communication services attracted customers (e. g. , WAP services in Europe), they had not proved to be adequate enough to boost the market, and it was feared that the same might be true of 3G cellular services. The introduction of new 3G technologies would also create h uge additional costs for carriers, which had already incurred more than l trillion yen capital expenditure over the past few years (Exhibit 7).Furthermore, competition would increase as other intemational carriers competed in a single global market. Copyright © 2003 INSEAD-EAC 4 08/2009-5079 services were introduced- albeit not very successfully- culminating in 1997 with the  · 10 e ­ mail service' (customers could send and receive 2 kilobytes of data for a mere 10). 16 Although these early Internet initiatives were not big profit-makers for NTT DoCoMo, they created a new market by attracting customers who had never used cellular phones or e-mail before.As one of the team members involved in developing mobile computing services pointed out, â€Å"Our intention was not to develop and introduce new products into the market, but to create and introduce new ways ofusing our traditional wireless services. â€Å"17 The New Wireless World In January 1997, Ohboshi asked Keiichi Eno ki, a former electrical engineer and DoCoMo's new Director of Corporate Sales, to plan and launch a new mobile data communication service for the mass market embodying his †volume to value† strategy. 8 He later reflected: About ayear after we started launching new mobile data communication services, revenues from such new services increased to constitute 5o/'o-6% of our total revenues. With detailed marketing research and advice from externa/ consultants, 1 felt a need to further boost these new services and asked Enoki, whom 1trusted, to head a project speciflcally targeting the mass market. 1 assured him that he would have full discretion in choosing his staff and in using funds worth 5 billion yen, which is a lot of money. 9 Enoki would have his work cut out for him. DoCoMo had a new strategic focus, but after two long years Ohboshi's team had yet to match vision with performance. Enoki had to create a winner. He was tasked to develop a mobile phone service that would advance the Internet in the same way the Sony Walkman had advanced the stereo. But how? â€Å"I got the first hints from my family,† recalls Enoki. â€Å"At that time, the pager was at the peak ofits popularity. My daughter used the number pad as a form of data communication.My son could play a new computer game without reading the instructions. Their ability to adapt to 16 In addition to these measures, Ohboshi and his successor Keiji Tachikawa, (then Vice-President}, set up a small project team within the Corporate Strategy Planning Department, and very soon the first proposal for NTT DoCoMo's ‘Vision 2010' was drafted. The year 2010 was deliberately chosen as ‘it will be the time when wireless telecom technologies will make nnovations from 30 to 40 and also the period of 10 years is the longest possible for reasonable predictions to be rnade in a fast-changing environment' ‘Vision 2010' forecast huge opportunities for mobile telecom services in enrichin g personal lives and in supporting global corporate activities. In particular, it saw a greater role for mobile data services in fulfilling the needs of women, senior citizens and medica! systems, important to a society characterized by a lower birth rate and an aging population.In addition to these market projections, it also emphasized the need for DoCoMo to cooperate with other companies to expand the wireless telecom market, and summarized DoCoMo's operations towards the year 2010 in five key concepts or ‘MAGIC' for short (Exhibit 9). 17 Interview: Mr. lrukayama, Mobile Multimedia Business Department, NTT DoCoMo. 18 Ohboshi (2000). 19 Interview: Mr. Kouji Ohboshi, Chairman, NTT DoCoMo. Copyright © 2003 INSEAD-EAC 5 08/2009-5079 ew information technology and its ease of use convinced me that young people would accept a new data service that would give them the same kind of enjoyment. â€Å"20 Now a believer, Enoki set out to tackle the new initiative by doing the unthink able: recruiting new blood from the outside to lead the project. He first called Mari Matsunaga, a senior executive at Recruit Co. , a job placement fmn. Matsunaga was known for her marketing prowess and dramatic turnaround of Recruit's job placement magazine for women into one of Japan's hottest titles. She would head the content development team for DoCoMo's new service.Enoki then sought out a manager to devise a business model for the new mobile data communication service. He chose Takeshi Natsuno, a Wharton MBA and former head of Hypernet, one of Japan's frrst (and most hyped) net startups. 21 Developing the Electronic Concierge service Mastunaga set out to understand how the Internet works. What were the killer applications that provided web users with superior value? In studying the winners – such as AOL (America Online)- she found a positive correlation between the number oflnternet users and the volume of content. As content increased, so did the number of users and v ice versa. 2 Hence her conclusion: ‘Content would have to be king on the new DoCoMo system. ‘ She also recognized that simply putting ‘information' on the network would not differentiate the new service from the existing PC-based Internet, nor would it add value to users who were often lost in the sea of information on the web. Matsunaga thus envisioned a service that would function like a ‘hotel concierge', where users would be ‘serviced' by content providers. If DoCoMo could make it possible for users to access pre-selected websites on the screen of their handset, then they would capture Mastunaga's concept of an E/ectronic Concierge.The team set out to create such a user-friendly portal (Exhibit 10) to serve both asan accreditation of quality for those pre-selected â€Å"official† sites, as well as an easy way to navigate the whole wireless web – similar to the service AOL provides its customers (Exhibit 11). Users could access other â €Å"non-official† sites simply by typing in the URL address. Meanwhile, Natsuno devised a business model for the new mobile data communication service based on what he saw as the â€Å"Internet worldview† rather than the â€Å"telecom worldview†. 3 The telecom worldview, according to Natsuno, is a zero-sum approach: carriers determine the standards and the services that can ride on their network, and are not interested in adapting to others' technology or in sharing profits with other players in the value chain. Users must accept the infrastructure and services carriers offer them. Conversely, the â€Å"Internet worldview† is a positive-sum approach. As the Internet is an open network that can be accessed with various devices (e. g. , computers, PDAs) whose 0 ‘A discussion with Keiichi Enoki, Senior Vice President, General Manager of Gateway Business Department, Mobile Multimedia Division' in NTT DoCoMo Annua1 Report 2000. 21 By the time he joined D oCoMo, Natsuno had already left Hypemet before the free ISP fell from glory in a multi-billion yen crash in 1997. 22 Interview: Mr. Kazuhiro Takagi, Director, Gateway Business Department, NTT DoCoMo. 23 Takeshi Natsuno (2000), i-modeâ„ ¢ strategy (i-modeâ„ ¢ strategy), Nikkei BP. Copyright © 2003 INSEAD-EAC 6 08/2009-5079 pecifications are not necessarily determined by either content providers or carriers – all parties are obliged to accept one another's technologies and services. In the Internet world, consumers choose the infrastructure they prefer. Specifications are thereby de jacto standards determined not by their technological superiority but by the fact that they are so frequently used. In the Internet worldview, Natsuno believed, carriers have to work closely with other players, including information providers, to increase the number ofusers.This ‘win-win' relationship arnong players within the network becarne the foundation of Natsuno's business model . Accordingly, DoCoMo would not purchase content from providers or equipment from manufacturers but would rather accredit â€Å"official† websites and mobile phones to be used with the new service. Interested partners would share both the risks and the rewards. Although this model restricted DoCoMo's role to simply that of a â€Å"gateway† to the Internet, as the service attracted more users, the idea went, the network would attract more content.More content would beget more users; more users would beget more content, and so on,24 thereby creating a virtuous circle where all parties benefit. Natsuno's ‘win-win' business model would also be applied to the new service's billing system. A number of the â€Å"official† sites would be subscription-only sites requiring customers to pay fees ranging from ;y;? oo to ;y;300 per month. Under Natsuno's plan, DoCoMo would collect all these fees as part ofits monthly phone bill, take a 9% commission, and then pass on t he rest to the content providers.This service would be attractive not only to content providers who could reduce their interna! cost structure, but also to users who would appreciate not having to pay several separate bills. And by giving content providers a means to charge users, i-mode would ensure that there was plenty of high quality content available. Lastly, Natsuno recommended that the new service adopt existing widely-used technologies. For exarnple, although there were better texts languages such as WML (Wireless Markup Language), DoCoMo adopted c-HTML for its new service.With this compact version of HTML, the language widely used to create websites for the PC environment, content providers could quickly, easily and at low cost modify their PC-based websites into a new version to be displayed on the new DoCoMo service. New handsets were also developed that closely resembled existing cellular phones used exclusively for voice communication. Manufacturers were asked to reduce the size and weight of the new handsets while increasing screen size, data capacity and battery power. The Launch of i-modeAlmost a year had passed since Ohboshi had taken the decision to develop the new mobile data communication service, and pressure was mounting on him to perform. Although NTT DoCoMo had managed to maintain its position as the largest mobile telecom carrier in Japan, the cost of developing the new data service was taking its toll on Ohboshi's credibility and threatening the financia! stability of the company. Colleagues peering in from outside Enoki's group were confounded by the project. â€Å"Why were we wasting our time and resources on unproven Internet phones, instead of concentrating on the still-growing, regular voice- 4Similarly, content providers were inspired to continuously update their sites in order to keep their official status. And as content providers improved their websites, users were able to receive more ‘useful' information from accessi ng the network and thus, al! three players on the network benefited. Copyright © 2003 INSEAD-EAC 7 08/2009-5079 based communication services? † they wondered.By late 1998, opposition to ‘Volume to Value' was growing and Ohboshi was once again under frre. Enoki and his team finally launched the new service as ‘i-mode' on 22 February 1999- the ‘i' representing ‘interactive', ‘Internet' and the pronoun ‘I'. 25 Looking at the phones, a user would notice little difference from the latest models, except for a slightly larger liquid crystal display and the central feature: the i-mode button (Exhibit 12). This connected users to the Internet, where they could send and receive e-mail, access sport scores and weather, read the news, and download pages from the web.The new i-mode handsets were priced from ;v;35,900 to Y42,800, about 25% more than regular phones (see Exhibit 15 for comparison with other goods/services). Users were charged ;v;300 per month to access the i-mode network, and another ,y;? oo to ,y;300 to access any of the subscription-only sites. Unlike regular mobile services, users were charged by the volume of data transmitted to their mobile phones rather than the length of time on the network. For instance, it would cost ,y;Q. 3 per packet transmitted, and . 2 to send (,y;2. 1 to receive) an e ­ mail of up to 250 characters. Exhibit 13) Data transmission over mobile phones would become increasingly important for DoCoMo's bottom line: as revenue from voice calls continued to fall – from an average of $100/subscriber per month in 1997 to $65 in 2001 -data revenue amounting toan average of $17 per subscriber/month would increasingly fill the gap. 26 Initially 67 content providers participated in the new service, with sites ranging from banking to Karaoke. 27 In the days that followed, dozens of â€Å"unofficial† sites sprang up, even though they were excluded from DoCoMo's official portal.Aventure company developed a search engine for unofficial sites just 11 days after the launch of the new service as their number reached 190 (twice as many as i-mode official sites) within two months. (Exhibit 14)28 i-mode was aggressively promoted through DoCoMo's nationwide network of shops. A how ­ to book on i-mode was also published, followed by over 100 books and magazines within a year. 29 The number of subscribers exploded reaching Natsuno's â€Å"critica! mass† of 1 million users by August 1999 (Exhibit 16). 0 By March 2001, i-mode subscribers reached 21. 7 million (Exhibit 17), and revenues from packet transmission services increased from ,y;295 million to ;v;38. 5 billion within ayear after launch (Exhibit 18). 31 i-mode also contributed to an increase in revenue from regular voice services, even as price competition drove down 25 Natsuno (2000). 26 ‘Peering around the comer', The Economist, 11 October 2001. 27 ‘Mobile intemet saizensen (Frontiers of mobile i ntemet)' in Shukan Diamond, 18 March 2000. 28 Natsuno (2000). 29 lbid. 30 lbid. 1 According to one senior official at NTI DoCoMo, ‘i-mode surprisingly attracted not only young customers who were generally fond of new technologies, but also old customers who used it as a tool to communicate more often with their grandchildren. In March 2001, 27% ofthe total i-mode users were above the age of 40, compared to 20. 3% for PC-based Internet (Exhibit 21). Copyright © 2003 INSEAD-EAC 8 08/2009-5079 average monthly revenue per subscriber to V! ,770 in March 2001. 32 In addition, the important customer churn rate began to drop from 1. 97 in FY1998 to 1. 39 in FY2001, while DoCoMo's market share in the cellular market climbed to 59. 1% in March 200l. (Exhibits 5 and 18) Playing Catch-up Two months after i-mode's extraordinary launch, two competitors, DDI Cellular and IDO, announced their own mobile data communication services, called ‘EZ Web' and ‘EZ Access' respectively. Similar to i-mode, customers could subscribe to their services to access the Internet via their mobile phones. 3 However, with an eye towards future markets abroad, DDI and IDO asked their content providers to code their pages in HDML (Handheld Device Markup Language) used for the Wireless Access Protocol (WAP)34. Unsurprisingly, due to the costs and difficulties in transforming existing HTML-based Internet websites to EZ Web sites based on HDML, only a handful of content providers were willing to participate in the new service, driving DDI Cellular and IDO to purchase content until the number of subscribers was high enough for content providers to bear such costs voluntarily.In 2000, the two carriers merged to create ‘AU (access to you)'. Although the number of DDI and IDO subscribers was much smaller than DoCoMo's i-mode subscribers, they still remained competitive with 6. 7 million subscribers in 2001. (Exhibit 17) DoCoMo's other main rival, J-Phone responded to i-mode's su ccess by concentrating on improving transmission quality and adding content to its existing service (J-Sky Web), and upgrading its J-Sky service so that users could send and receive large e-mail messages (3,000 characters each) and view Internet content. 5 As with i-mode and EZ Web, all official J ­ Phone sites were accessible via the J-Phone portal and classified into nine categories. 36 By 32 This increase in revenue was due to the fact that ‘subscribers were using i-mode and voice-based communication services together, as they made phone calls after they searched restaurants and hotels on i ­ mode (‘lnterview: Keiji Tachikawa' in Shukan Diamond, 18 March 2000). 33 In addition to Internet access, the new EZ Web service offered subscribers e-mail services. They cou1d now send e-mails ofup to 250 characters and receive e-mails ofup to 2,000 characters on their cellu1ar phones.Furthermore, DDI Cellular and IDO offered PIM (Personal Information Management) services tha t were not offered by their competitors. By paying a 100 premium for address, schedule and task list functions, EZ Web subscribers were able to use their cellular phones more like PDAs (Personal Digital Assistants). DDI Cellu1ar and IDO initially offered these new EZ Web services by using circuit 1ine switching technology that was also used for their voice-based telecom services. None of them had yet a packet ­ switching network.Thus, unlike i-mode, they charged EZ Web subscribers for the connecting time rather than for the volume of data transrnitted to cellular phones (Exhibit 19). 34 DDI and IDO also asked a number oftheir content providers to connect directly to DDI Cellular and IDO's EZ Web servers, in order to secure confidentia1ity and stable transrnissions. 35 The amount of viewable content was also increased by allowing access not only to its own ‘official sites,' but also to HTML-based Internet sites and even to c-HTML-based i-mode sites by introducing MML (Mobile Markup Language) as the 1anguage for content.MML was another simplified version of HTML developed for simple mobile computing devices by J-Phone and Keio University in Tokyo. Although it was not accepted intemationally like c-HTML or HDML, it was very similar to HTML and made it easy for content providers to adapt their existing Internet websites, or even their i-mode sites, into MML-based J ­ Sky websites. 36 In a strategy to attract younger customers, J-Phone's content focuses on entertainment. ‘Keitai Denwa, PHS Kanzen Test (Cellular phones, PHS: Perfect test)', Nikkei Trendy, September 2000.Copyright © 2003 INSEAD-EAC 9 08/2009-5079 INSEAD Blue Ocean Strategy Institute 2001, the new J-Sky service continued to attract many new – particularly adolescent – customers, totaling 6. 2 million subscribers in March 2001. {Exhibit 17) Without a Net As its competitors played catch-up, DoCoMo continued to power ahead in its quest for i ­ mode dominance in Japan. I n March 1999, a month after the launch of i-mode, it formed a strategic alliance with Sun Microsystems.Through the partnership, Sun and DoCoMo developed i-appli, a new i-mode application platform that allowed users to run a wider variety of programs, from video games to online fmancial services on their mobile phones. 37 A similar strategic partnership with Symbian, a UK-based wireless operating system company, led to the development of a new operating system adaptable to both PCs and mobile phones. On the content side, in the two years after launching i-mode, DoCoMo struck a number of partnerships with new content providers, ranging from Japan Net Bank (the frrst Internet bank in Japan) and Playstation. om, to AOL and Walt Disney. Furthermore, i-mode pioneered so ­ called machine-to-machine or M2M communications that allow i-mode users to purchase soft drinks and other sundries from Japan's huge network of vending machines. A joint venture with Dentsu, the largest advertising age ncy in Japan, led to the introduction of advertisements on i-mode, thereby providing a new source of revenue and attracting new content providers to the network. Through these and other partnerships the i-mode network swelled to 42,720 sites (1,620 official and 41,100 unofficial) by March 2001.Looking into the near future, DoCoMo had great hopes for entering the European and American markets and establishing i-mode as a global standard. In recent years, the Japanese mobile giant had been building its equity stakes in various foreign carriers (Exhibit 20), as well as applying for 3G licenses in markets inside and outside of Japan. In January 2001, while NTT DoCoMo was announcing plans to introduce i-mode in Europe38 a number of crucial questions needed answers. Were i-mode and its success easily transferable outside of Japan? Could DoCoMo make it work outside of Japan and should it use the same strategy?Despite i-mode's runaway success, DoCoMo faced a number ofkey domestic challenges . Its capital expenditures continued to soar as it built its new 3G services. Network congestion and interoperability between newer mobiles and the i-mode system continued to plague the company. In March 2001, under intense political pressure, DoCoMo was forced to reduce interconnection fees to other mobile phone operators. And with Vodafone's acquisition of a controlling stake in J-Phone, DoCoMo's guaranteed preeminence in the Japanese market carne under an increasingly dark cloud.How sustainable was NTT DoCoMo's advantage and what should its future moves be? Keiji Tachikawa, Ohboshi's successor, believed that NTT DoCoMo's future was bright. In the three years since the launch of i-mode, DoCoMo had become the only company to make money out of the mobile Internet. Its net income continued to rise to an all-time high of :Y:365. 5 billion in March 2001, and its market capitalization far exceeded its parent company, 37i-appli is based on Sun's popular, highly compatible Java prograrnmi ng language. Java allows application sharing across operating systems (e. . , between Microsoft Windows and Macintosh). 38 These initiatives are in partnership with KPN Mobile and Telecom Italia Mobile (TIM). Copyright © 2003 INSEAD-EAC 10 08/2009-5079 NTT. In the fall of 2001, DoCoMo launched FOMA (â€Å"freedom of multimedia access†), the world's first 3G mobile network capable of video-telephony and the use of data and voice services simultaneously) while other promised 3G initiatives around the world languished.As Tachikawa said, â€Å"Anything mobile in society is a business opportunity for NTT DoCoMo†. 39 Maybe Mr. Ohboshi can finally get a good night's sleep. 39 ‘Interview: Keiji Tachikawa' in Shukan Diamond, 21 April2001. Copyright © 2003 INSEAD-EAC 11 08/2009-5079 Exhihit 1 Number of Regular Mobile Phone/PHS Subscribers in ]apan (in million) Mar- Mar- Mar- Mar-Mar-Mar- Mar-Mar-Mar-Jan-99 90 91 92 93 94 95 96 97 98 Mobile phones0. 49 0. 87 1. 38 1 . 172. 13 4. 33 10. 20 20. 88 31. 53 39. 9 PHS 1. 51 6. 03 6. 73 5. 86 Total 0. 49 0. 87 1. 38 1. 712. 134. 33 11. 71 26. 9138. 25 45. 64 (Reference) Pagers4. 25 5. 08 5. 916. 69 8. 06 9. 35 10. 6110. 07 7. 12 4. 27 Fixed-line-54. 48 56. 2157. 60 58. 7859. 8861. 04 61. 46 60. 38 NIA Source: Ministry ofPublic Management, Home Affairs, Post and Telecommunications (MPHPT), Telecommunication Carriers Association (TCA), Statistics Bureau and Statistics Centre. Exhihit 2 Development of Regular Mobile Phones in ]apan Year Height Width Thickness Weight Battery Life 1979| 140| 50| 210| 2,400| NIA| 1985| 190| 55| 220| 3,000| 8| 987| 120| 42| 180| 900| 6| 1989| 175| 42| 77| 640| 9| 1991| 140| 47| 26| 220| 13| 1994| 143| 49| 29| 185| 20| 1995| 140| 42| 26| 155| 150| 1996| 130| 41| 23| 94| 170| 1997| 127| 40| 18| 79| 220| 1979| 140| 50| 210| 2,400| NIA| 1985| 190| 55| 220| 3,000| 8| 1987| 120| 42| 180| 900| 6| 1989| 175| 42| 77| 640| 9| 1991| 140| 47| 26| 220| 13| 1994| 143| 49| 29| 185| 20| 199 5| 140| 42| 26| 155| 150| 1996| 130| 41| 23| 94| 170| 1997| 127| 40| 18| 79| 220| {mm} {mm} {mm} {g} (hours} 1998 123 39 17 68 330 Source:NTT DoCoMo, Panasonic. Copyright © 2003 INSEAD-EAC12 08/2009-5079 Mobile Phone Rates en 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. _ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. -Deposit — Subscription fee – – – – – –  · Monthly basic charge (analogue) –Monthly basic charge (digital) r—â€Å"‘ ;;::-g, â€Å"‘ r—â€Å"‘ ;;::-g, â€Å"‘ o. _†¦.. O oN †¦. â€Å"Mo. Copyright © 2003lNSEAD-EAC Digital MOVA N503i HYPER (i-appli) (March 2001) Price: Open Weight: 98g Size: N/A Battery life: 460 hours -mode Packet Transmission Charges 18 Digital MOVA D503iS HYPER (i-appli) (September 2001) Price: Open Weight: 105g Size: N/A Battery life: 450 hours 08/2009-5079 Mymenu MenuList Mobile banking (balance information) Mobile banking (funds transfer) News Airline seat availability Restaurant guide TOWNPAGE (NTT telephone directory) Share prices (searching by issue code) Image download (downloading one still image the size ofthe display) i-melody (downloading one 3-chord melody approx. 15 seconds in length) Char es 2-3 3-4 20-21 59-60 17-18 24-25 37-38 35-36 26-27 7-8 2-3 -anime (downloading one moving image the size ofthe display) 10-11 i-mode mail transrnission charges| Sending| Receiving| 20 Full-size characters| 0. 9| 0. 9| 50 Full-size characters| 1. 5| 0. 9| 100 Full-size characters| 2. 1| 1. 2| 150 Full-size characters| 3. 0| 1. 5| 250 Full-size characters 4. 2 2. 1 Source:NTT DoCoMo. Exhihit 14 The Number of i-mode Compatible Sites 30000 c:::JNumber ofi-mode Wlofficial sites 60% 25 000 20000 15 000 10000 5 000 —+-% oftota l access 50% 40% 30% 20% 10% mars-99sept-99mars-00 Note: Number of sites in March 1999 is the number on 5 April 1999.Source: Natsuno (2000), p. 187. 0% sept-00 Copyright © 2003 INSEAD-EAC19 08/2009-5079 —-.. –Blue Ocean Strategy Institute Exhihit 15 Retail Price per Unit and Market Size for Various Goods/Services (in FY 1999) ItemsAverage retail price (Yen) Weekly magazine300 Monthly magazine550-540 Newspapers (monthly)3,925-4,384 TV set97,130 Radio tape recorder19,680 Mobile computer games (Gameboy)8,900 Computer game software (Gameboy)3,000-4,900 Home PC207,000-227,000 Telephone (fixed-Jine)21,270 i-mode handsets35,900-42,800 Mobile phones (voice only)28,200-42,800 PHS handsets16,700-30,100Market size (thousands) 138,480 214,630 72,218 434,171 24,233 23,970 NIA 14,311 58,470 _R gJ 9_Q-_l ,? 9_Q _? ?_6_ . TV Jicense fees (month1y)1,345 Internet connection charges (month1y: fixed)8,050 2. 7 Yen per 1 min. Telephone bill (fixed line: monthly) Telephone bill (mobile: m onthly) Telephone bill (PHS: monthly) 8,198 10 Yen per 3 min. 9,270 45-120 yen per 3 min. 5,550 30-130 Yen per 3 min. Pager bill (monthly) 2,697 Note: – Telephone bilis are estimated from ARPU or Operating revenues. – Market size ofTV, Radio tape recorder and Home PC are estimated from their penetration rates. Market size of Gameboy is estimated from its outstanding units sold. Source: MPHPT, NTT DoCoMo, NTT, TCA, Dentsu Institute for Human Studies. Copyright © 2003 INSEAD-EAC20 08/2009-5079 i-mode Monthly Subscriber Trend 25,000 70% Number of i-mode 20,000 15,000 10,000 5,000 subscribers (thousands) % of total subscribers 60% 50% 40% 30% 20% 10% oilDllilhUWWllil WWWUUhllllilUL0% 0'1 0'1 0'1 0'1 0'1 0'1 o o o o o o †¦.. 1 1 1 1 1  § 1 1 1 1 1 1 1  § 1 1 0'1 0'1 0'1 0'1 0'1 0'1 o o o o o o o o o o o o o o o 13 †¦.. ()..!. () 13Source: NTT DoCoMo, TCA. ()Q) ()Q) †¦Ã¢â‚¬ ¦. Exhihit 17 Number of Subscribers for Mobile Data Services on Cellular Phones t housands 35,000 30,000 25,000 20,000 –i-mode – — EZWeb –J-Sky 15,000 10,000 5,000 0+–+—4–+–+—4–4–+- 910, 910, 910, 910, 910, r;::,r::::. r;::,r::::. r;::,r::::. r;::,r::::. r;::,r::::. r;::,r::::. r;::,'. r;::,'. r;::,'. r;::,'. r;::,'. #;#;#; Source: TCA. Copyright © 2003 INSEAD-EAC21 08/2009-5079 Blue Ocean Strategy lnstitute Exhihit 18 NTl' DoCoMo's Financia} Performance since the Launch ofi-mode million yen} Sales revenues| Mar-99| Mar-00| Mar-01| Mar-02E| | 3,118,398| 3,718,694| 4,686,004| 5,297,000| Revenues from packet data communication| 295| 38,500| NIA| NIA| Netincome| 204,815| 252,140| 365,505| 390,000| Operating margin| 16. 3%| 14. 7%| 16. 6%| 17. 4%| Net income margin| 6. 6%| 6. 8%| 7. 8%| 7. 4%| Market capitalization——————————————————————â €”———————–| 11,203,920| 40,314,960| 20,977,333| NIA———–| Capital expenditures| 845,900| 876,058| 1,012,795| 1,070,000| R&D Expenses| 41,100| 89,100| 95,400| NIA|Average monthly churn rate| 1. 75%| 1. 61%| 1. 39%| 1. 32%| Average month1y revenue per user (ARPU: yen)| 9,270| 8,740| 8,650| 8,580| ARPU from cellular phone service (yen)| NIA| 8,620| 7,770| 7,160| ARPU from i-mode (yen)| NIA| 120| 880| 1,420| Average monthly minutes ofuse per subscriber| 164| 177| 189| 195| Number of subscribers (thousands)| 23,897| 29,356| 36,026| 40,300| Number ofi-mode subscribers (thousands)| 140| 5,603| 21,695| 29,800| Market share| 57. 5%| 57. 4%| 59. 1%| NIA| Source:NTT DoCoMo. Copyright © 2003 INSEAD-EAC2208/2009-5079Mobile Data Communication Services on Mobile Phones (as of Sept. 2000) | NTT DoCoMo| DDI Cellular(au)| IDO (au)| Tu-Ka| J-Phone| Service| i-mode| EZWeb| EZAccess| EZWeb| J-Sky| Functions|  œ Internet access- Internet mail transmission| – Internet access- Internet mail transmission- PIM services| – Internet access- Internet mail transmission- PIM services| – Internet access- Internet mail transmission- PIM services| – Internet access(J-Sky Web)- Internet mail transmission (J- Sky Walker)| NetworkPlatforms| PDC (800MHz)| cdmaOne(800 MHz)| cdmaOne(800MHz)| PDC (1. GHz)| PDC (1. 5 GHz)| CommunicationMethod(Speed)| Packet switching technology (9600 bps)| Circuit switching technology (14. 4 kbps)| Circuit switching technology (14. 4 kbps)| Circuit switching technology (9600 bps)| Circuit switching technology (9600 bps)| | | Packet switching technology (14. 4 kbps)| Packet switching technology (14. kbps)| | | Content| c-HTML| HDML (WAPbased)| HDML (WAPbased)| HDML (WAP based)| MML| Content Providers| Official: 1,000Unofficial: 24,032| Official: 368Unofficial: 1,600| Official: 258Unofficial: 2,700| E-mail size| Sendlreceive: 250 full characters| Se nd: 250 full charactersReceive: 2,000 full characters| Sendlreceive:3,000 characters| Fee CollectionServices| February 1999| March2000| July 2000| June 2000| April2000| Monthly Basic Charge (yen)| 300| Standard: 300Premium: 400| Standard: 200Premium: 400| Standard: 200Premium: 300| J-Sky Web: No chargeJ-Sky Walker:250| AccessFees| 0. 3 yenper 1 packet (= 128 bytes)| First 15 seconds free and 1O yen per 30 seconds thereafter| 1O yen per minute| First minute 3 yen and 10 yen per minute thereafter| J-Sky Web: 2 yen per single request1 replyJ-Sky Walker: 8 yen per message transmission| | | Packet comm. :0. 27 yen per 1 packet (= 128 bytes)| Packet comm. :0. 7 yen per 1 packet (= 128 bytes)| | | Handset (Nominal 1 Real retail prices: yen)| NECN502i(39,0001 18,800)Mitsubishi D209i(34,600 1 16,800)| Panasonic C308P (44,300 1 1,800)Sony C305S (45,8001 1,800)| Sharp J-SH03 (42,000 1 9,800)Toshiba J-T04 (42,000 1 7,800)| Panasonic TPOl(Open 1 4,800)Toshiba TI02 (Open 1 4,800)| Subscribers {_% ofmarket)| 12. 6 million(64. 2%)| 3. 9 million(16. 5%)| 0. 7 million(3. 3%)| 3. 1 million(16. 0%)| Service start| February 1999| Aprill999| November 1999| December 1999| Source: NTT DoCoMo, KDDI, MSDW, CSFB, TC. A, ‘Nikkei Trendy'Copyright © 2003 INSEAD-EAC23 08/2009-5079 Blue Ocean Strategy Institute Exhibit 20 NTI' DoCoMo's Major Overseas Operations since 1999 2 March 1999 Joint test of 30 mobile communications system with Telephone Organization of Thailand and NEC 17 March 1999 Establishment of local corporation in Brazil 30 September 1999 Establishment ofUS subsidiaries 8 October 1999 Establishment of Joint Initiative toward Mobile Multimedia (JIMM) with 8 forei calliers 2 December 1999 Capital investment in Hutchison Whampoa (Hong Kong) 27 January 2000 W-CDMA field trials in South Korea with SK Telecom May2000Equity participation in KPN Mobile (the Netherlands) 27 June 2000 Establishment ofrepresentative office in Bemng, China 12 July 2000 Announcement of 30 mobile mul timedia strategic cooperation with Hutchison Whampoa and KPN Mobile 2 August 2000 Launch of Japan-South Korea roaming service with SK Telecom 29 S tember 2000 Establishment ofUK subsidiary and research lab in Oermany 30 November 2000 Capital investment in KG Telecomj_Taiwall}_ 30 November 2000 Capital investment in AT;T Wireless (US) 7 December 2000 Establishment ofadvisory board in US 8 January 2001 Announcement ofPan-European mobile Internet alliance with KPN Mobile and TIM Jltalyl 22 January 2001 Launch ofinternational roaming service in Europe, Asia Africa and Oceania 7 Novernber 2001 Agreernent with KPN Mobile to transfer and license technologies for i-mode-like services in Europe 18 February 2002 Agreement with E-Plus (Oermany) to transfer and license technologies for i-mode- like services in Europe (service launched on 16 March 2002) 1 March2002Listing ofstocks on London and New York Stock ExchangesNote: The dates shown above are the dates ofPress Releases from NTT DoCoMo (as ofMarch 2002). Source:NTT DoCoMo. (Other major partnerships to promote mobile multimedia servtces) 15 March 1999| Increased leve! ofrelationshiPs, S! mbian (UK)| 16 March 1999| Technological partnership, Sun Microsystems (US)| 17 March 1999| Fusion oftechnologies, increased leve! ofcooperation, Microsoft (US)| 14 June 2000| Increased level of relationships, 3Com {US)| 27 September 2000| Joint development of new Internet services, American Online (US)|Note: The dates shown above are the dates ofPress Releases from NTT DoCoMo (as ofSept. 2000). Source:NTT DoCoMo. Copyright © 2003 INSEAD-EAC2408/2009-5079 Exhibit 21 Comparison between i-mode and the Internet | i-mode| Internet| Sex ofusers(Male: Female)| 57:43| 58:42| Age ofusers| Under 19:7%20-24:24%25-29:20%30-34: 12%35-39:8% Above 40: 27% Unknown:2%| Under 19: 2. 6%20-29:38. 1%30-39:38. 1%40-49: 15. 6% Above 50:4. 7% Unknown: 0. 9%| Price| Monthly basic charge of 300 yen+0. yen per 1 packet| Monthly basic charge of 1,480 yen + 8 yen per 3 minutes| Number ofusers(March 2001)| 21. 70 million| 17. 25 million| Note: – Prices exclude monthly basic charges for cellular phone and fixed line telecom services. Price for the Internet is based on KDDI's IP service rates. – Number of users for the Internet is the number of contracts with Internet providers excluding mobile telecom carriers. Source:MPT, NTT DoCoMo, KDDI. Copyright © 2003 INSEAD-EAC2508/2009-5079

Chinese culture Essay Example | Topics and Well Written Essays - 750 words - 3

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Reasons for homelessness in New York City Essay

Reasons for homelessness in New York City - Essay Example Social and economic factors that have been associated with homelessness include poverty, reduction in the number of available low-income housing units, real dollar decreases in public assistance to low-income families, and reductions in demand for unskilled labor. 'Homelessness' is usually defined not exactly clearly, and the determining criterion is usually the absence of 'safe' or 'permanent' dwelling, but even this is ambiguous. "Many people live in intermediate or marginally secure accommodation, such as hostels or hotels" (Homelessness factfile, 2003,par.2), and in the homes of their friends and relatives as guests or lodgers. When all of them are satisfied with the state of affairs, the dwelling is reliable. If there happen any disagreements, the 'guest' might be forced to leave the accomodation. Identifying whether an individual in dwelling is housed or homeless is related to the permanence of the state of affeirs and on the control and rights this individual had over this dwelling. In general, it is accepted that those who sleep in the streets or stay in hostels or 'bad and breakfast' hotels are homeless, but this is a final point of agreement. Furthermore, other categories of people who have no stable housing (for instance, asylum se ekers, imprisoned people, those who have to stay at the hospital, those, who live in overcrowded household, women, who have fled domestic violence) are extremelydifficult to define the housing status. A single definition is hardly possible, so it was accepted that homeless people would be divided into two groups: 1. Statutory homeless people. Local administrations are obliged to examine applicants for housing according to homelessness legislation and to determine whether they are homeless deliberately or unintentionally; and whether they fit the standard for 'priority housing need'. The authorities are obliged to divide them into following groups: 'statutory' and 'nonstatutory' homeless citizens. All involuntarily homeless citizens who have dependent children or dependent relatives with serious ailments are to be given priority status for housing, as they are viewed as an extremely vulnerable group. 2. Non-statutory homeless people, who are 'not recognised by local authorities as homeless and in priority need of housing. Some have not applied to be rehoused, while others have had their application refused. Most are single and without dependent children, and so have come to be known as 'single homeless people' (Homelessness factfile, 2003,par.2). The 2003 survey undertaken in New York City was planned to find out reasons for homelessness most important to respondents at the time of the study. The questionnaire did not purposely ask about larger social problems, even though some respondents considered it necessary to refer to those in the verbatim explanations. The survey did identify a wide range of possible causes, including a lot of sensitive individual matters; on the empirically based hypothesis that individual usually react to direct questions with direct and sincere responses. As a result, the answers demonstrated a picture of the multifaceted and numerous layers of personal problems and experiences that may call for supporting services. These results should improve, not substitute, nationwide research (New York City Report, 2004, par.3) and decision-making on

Civil Aerospace Market Case Study Example | Topics and Well Written Essays - 1500 words

Civil Aerospace Market - Case Study Example In the following discussion we'll analyze the industry structure of the civil aerospace market in general and the two main companies in particular. vi. World's second-largest defense company. Boeing Integrated Defense Systems provides end-to-end services for large-scale systems that combine sophisticated communication networks with air-, land-, sea- and space-based platforms for global military, government and commercial customers i. FAA (US) Aerospace forecast for the period 2006-2017 states that, 'By 2017, U.S. commercial air carriers are projected to fly 1.6 trillion ASMs and transport 1.07 billion enplaned passengers a total of 1.256 trillion passenger miles. Passenger trip length is also forecast to increase by more than 120 miles over the forecast to 1,171.9 miles (up 10.2 miles annually). iv. New entrants in the business particularly from India, China and Japan. These countries are trying very hard to tap the market with state owned companies getting full support from respective governments Headquartered in France and employing about 60,000 people worldwide Airbus has made a commitment to itself that it will remain in the 40-60 percent range as far as market share is concerned1. During 2006 also Airbus was able to capture 44 percent market share with 824 new firm orders worth US$75.1 billion. Buyers'/Consu... v. Highly investment intensive and labor intensive business. Opportunities i. FAA (US) Aerospace forecast for the period 2006-2017 states that, 'By 2017, U.S. commercial air carriers are projected to fly 1.6 trillion ASMs and transport 1.07 billion enplaned passengers a total of 1.256 trillion passenger miles. Passenger trip length is also forecast to increase by more than 120 miles over the forecast to 1,171.9 miles (up 10.2 miles annually). ii. New technological breakthroughs in IT, computers and electronics industries, providing opportunity to serve the customer in a better way. iii. New product development efforts are focused on the Boeing 787 Dreamliner, a super-efficient airplane that is expected to be in service in 2008. Threats i. Global slowdown (decelerating growth) in airlines business, particularly after the 9/11 incident ii. Shrinking profit margins for airlines industry, resulting in closing down of many airlines iii. Fluctuating oil prices and turbulent political scene in the middle-east region iv. New entrants in the business particularly from India, China and Japan. These countries are trying very hard to tap the market with state owned companies getting full support from respective governments v. Widespread opposition of the outsourcing moves by the unions at Boeing as well as from other unions in the country, fearing widespread retrenchments. SWOT analysis for Airbus Headquartered in France and employing about 60,000 people worldwide Airbus has made a commitment to itself that it will remain in the 40-60 percent range as far as market share is concerned1. During 2006 also Airbus was able to capture 44 percent market share with 824 new firm orders worth US$75.1 billion. Strengths: Leading position in the

Cross Cultural Issues in International Business Essay

Cross Cultural Issues in International Business - Essay Example The parent company is Roll-Royce cars, but it produces both cars and motorcycle. Initially the company engaged in the manufacture of fast cars such as the formula one sports car and later engaged in the production of fancy cars. The production and demand for the BMW cars has been increasing over the last decade as a result of the increasing demand on the fancy cars as a result of the changes in the consumer market. The expansion of the company to Brazil and other country has been affected by the financial crisis witnessed in the 2008, which affected the sales of fancy cars due to decline in revenues and personal wealth. The 2008 was a notable year for the company due to the success achieved in Formula One competition thus, improving the brand visibility (Ferrell and Hartline, 2010). The company targets the high end market associated with quality, style and performance of the product. Internationalization and cultural practices influence the operation of business essentially making th em vital in the process of business expansion and acquisition. Different countries have a different approach to issues in business and marketing. The culture of the countries differs significantly especially when interested in venturing into countries in the Latin America. The historical and socio-cultural difference must be factored in during the process, to facilitate the faster understanding of the negotiation, thus, making it possible for a win -win solution. The key to successful communication between different cultures is knowledge. The understanding of the problems affecting cross cultural communication and working towards overcoming the problems will ensure the successful business acquisition and management. BMW Corporate culture BMW culture is based on the principles of offering quality product targeting the high end market segment. The BMW corporate culture involves the use of various approaches in the various approaches in the market. The increase in product range facilit ates customer preference and increase brand affinity and affiliations. The company’s corporate structure entails production and performance efficiency while also increasing the quality of the cars produced by the company. The culture encourages customer satisfaction and improved market performance of the cars. The production of high end vehicles facilitates brand loyalty while also encouraging the development of success and understanding of the target market. The production process improvement and welfare of the employees are values included in the corporate culture of BMW. BMW internal environment Product quality One of the company’s core values is quality and is vividly reflected in the products presented by the company in the market. Product quality has led to quality advantages to the company (Beverly and Thomson, 2011). The company has not experienced model recalls as compared to other companies. For example, Toyota has been forced to recall some of the product mo dels due to failure in breaking and acceleration. Such recalls create consumer confidence related problem thereby affecting the sales of the product. The majority of the company’s products have exhibited satisfactory performance in the market leading to the increased consumer confidence. Excellent buying experience The opening of several subsidiaries in countries such as Saudi Arabia, Dubai and other countries has been a plus for the company. The expansion has increased product visibility, as well as provide over 300 state-of-the-art show rooms with trained customer care and sales executive leading to an improved buying experience for the customers (Bowdin, 2010, p. 89). The association of the company with the higher social class led to the development of

Rights of the Unborn in the UK and EU Essay Example | Topics and Well Written Essays - 2500 words - 1

Rights of the Unborn in the UK and EU - Essay Example is that continuing with the pregnancy involves a greater risk to the physical or mental health of the woman, or her existing children, than having a termination. Abortion of up to 24 weeks is allowed if there is a substantial risk that the child when born would suffer "such physical or mental abnormalities as to be seriously handicapped. The second condition is that an abortion must be agreed by two doctors and carried out by a doctor in a government-approved hospital or clinic. The right to life of the unborn was historically protected by British laws on abortion. The English common law did not prosecute for abortions performed before quickening. In 1803, with Lord Ellenboroughs Act, Parliament enacted statutes overriding this relatively lenient stance (Potts Diggory, and Peel 1977). In 1861 Parliament passed the Offences against the Person Act. Section 58 of the Act made abortion a criminal offence, punishable by imprisonment from three years to life even when performed for medical reasons. Two laws, the Infant Life Preservation Act 1929 and Abortion Act of 1967 provided the exceptions to this 1861 Act. In 1929, the Infant Life Preservation Act amended the law stating it would no longer be regarded as a felony if abortion was carried out in good faith for the sole purpose of preserving the life of the mother. The Act made it illegal to kill a child capable of being born alive, and enshrined 28 weeks as the age at which a fetus is presumed to be viable. Th e Act allowed a doctor to perform an abortion legally if he/she was satisfied that the continuance of the pregnancy was liable to endanger the health of the expectant mother. In 1938, the Bourne case unfolded. The Bourne case concerned a young woman was gang raped by a group of soldiers and became pregnant. Dr Alec Bourne agreed to perform an abortion for her and was subsequently prosecuted. The judge agreed that forcing her to continue with the pregnancy would have been tantamount to wrecking her life. This

Therapy Animals are Service Animals Too Essay Example | Topics and Well Written Essays - 500 words

Therapy Animals are Service Animals Too - Essay Example However, some therapy animal provide assistance in the form of alerting of an imminent panic attack or even simply providing emotional support to their owners (SKLOOT). These types of therapy animals should be considered service animals and provided the requisite legal protections that this label guarantees any other service animal. Service animals, according to the Americans with Disabilities Act, include â€Å"any guide dog, signal dog, or other animal individually trained to provide assistance to an individual with a disability.† People traveling with such service animals must be allowed access to any public building without being segregated from other customers and without being required to show any kind of proof of their disability. In fact, these requirements supersede county health requirements that only guide dogs may be permitted into certain businesses (U.S. Department of Justice). The ADA's own definition of service animals is extremely broad. According to the previ ously cited definition, the animal must only â€Å"provide assistance† to be considered a service animal (U.S. Department of Justice). Assistance can take many forms, including the provision of emotional support for those with psychiatric conditions.

Best Snacks Problem Solution Essay Example | Topics and Well Written Essays - 1500 words

Best Snacks Problem Solution - Essay Example The concepts and practices that are related to this are inclusive of observations, strategies and implementation of new alternatives within the company. The plan is also based on beginning to alter the practices and policies for research and development while adding in training to begin altering the organizational culture. The ability to develop this particular plan for Best Snacks is one which then requires movement into the culture and production based approaches within the company. By strategically implementing this perspective, there will be the ability to look into total quality management alternatives. Describe the Situation Issue and Opportunity Identification 1. The first issue is with Best Snack moving below other competitors. It is now slipping past other competitors as well as smaller businesses that are moving forward with new innovations. 2. R& D is no longer performing to the same measures that it did, leaving the product development behind from past years. 3. Marketing methods with old and new products are not being implemented outside of the expectations from the past development. 4. The organizational culture is not inviting in as many new options for product development because of the stability of products that are already available. 1. The first opportunity is to begin working toward innovation through the organizational culture, allowing new options and development to be made available. 2. Ability to increase the capacity for creativity within the company, allowing new products to be developed. 3. More opportunities for employees to change their role while growing an alternative organizational culture. 4. Training and development that will lead to more of a return of investment. Stakeholder Perspectives and Ethical Dilemmas The stakeholder perspectives are currently standing in a strong position because Best Snack has been a leader in snacks for 150 years. This is combined with the strong standing which remains with the company in the curren t position. However, the danger is that the company is falling to other competitors. From the stakeholder perspective, this becomes a threat to getting a return on investment while having the same strength with the investments which they are making. To change this, communication, strategies and implementation to remain ahead of other competitors is required, specifically to begin changing the skills, innovations and products within the market. While Best Snack needs to incorporate the new innovations, the approach needs to be one which is low risk, specifically so stakeholders will continue to invest and see a profit margin. The ethical dilemmas which are associated with the current approach is based on the risks that are associated with the training, development and alterations with the current culture. Changing this too much or taking risks which are not consistent with the needs of the company can also lead to the wrong developments and initiatives and may create a lack of the ri ght approach and investment to the current status. Making sure there is an approach that is consistent and which validates the changes and initiatives will also ensure that stakeholders and others have the right response while being clear of the changes being made. Frame the Right Problem The problem with Best Snack is based on the lack of innovation which is currently with the company, specifically because of the longer period of time that the same products have

Correlational results Essay Example for Free

Correlational results Essay The correlation results show that patronage of Body Shop products because of their being environment friendly is significantly correlated with their being a socially responsible company. This means that patronage of Body Shop products increases as well with positive perceptions of their company as being socially responsible. Moreover, such patronage is also positively and significantly correlated with their expressed support for companies that espouse care for the environment. None of the statements were significantly related to overall satisfaction of Body Shop products, which suggests that there are other determinants of satisfaction apart from espousing environment friendliness and corporate social responsibility. Clearly, based on Schaper’s (2005) nomenclature, Body Shop is a green-green company which deliberately has an environmental vision. He asserts that a true double green company does not exist because it is what experts call the perfect model of what an environmental company should be. He also has cited Body Shop as an epitome of this category, which ecocopreneur Anita Roddick has deliberatly pushed towards a strong environmental thrust. She did not merely intend to make profits but also wanted to have environmentalism as a core value. Moreover, she was successful at reinventing the cosmetics industry into something that conveyed honesty, altruism and environmental stewardship, in stark contrast with its cheating nature (Schaper 2005). Thus, everything about the company espoused this core value. Clearly, the growth of the company was a consequence of Anita Roddick’s social vision. Moreover, there has been a rising trend of consumers who look for merchandise and services that work toward saving the planet and its resources, which has made Body Shop extremely popular and successful (Schaper 2005). To this day, the company continues to espouse the same values. In fact, changes in store at the end of August Customers will showcase the same values that reflect its socially responsible nature, including its environmental, human rights, anti-animal cruelty and community-trade credentials. These are thrusts which they have been pursuing for the past three decades and they intend to influence patrons to be crusaders of the same noble goals. With the death of their founder Anita Roddick, they intend to pursue the same goals of avoidance of testing on animals, utilization of recycled plastic bottles and encouragement of community trade to in developing countries, buying plant-based oils, essences and other ingredients from communities in developing countries (Mah 2008). While the company remains to be competitive, they have to struggle to compete against numerous competitors who just go along with the green bandwagon in the cosmetics industry. They compete with retailers like Lush, Bath Body Works and even companies like bleach-maker Clorox who green washed its image by merging with Burts Bees toiletries company (Mah 2008). The results show that Body Shop has met all its patrons’ expectations except for competitive price of the product; trendiness or fashion sense represented by the product; and the sales promotions used for the product. Moreover, it has been found that patronage of the products of Body Shop is significantly correlated with their being a socially responsible company. This means that patronage of Body Shop products increases as well with positive perceptions of their company as being socially responsible. In addition, such patronage is also positively and significantly correlated with their expressed support for companies that espouse care for the environment. However,   none of the statements were associated with overall satisfaction of Body Shop products, which suggests that there are other determinants of satisfaction aside from being an environmentally friendly and socially responsible company. Chapter 5 Conclusion and Recommendations 5. 1  Ã‚  Ã‚  Ã‚  Ã‚   Introduction This chapter shall present succintly the conclusions which have been garnered from the current research. Following this are some recommendations for the company and for future research. 5. 2  Ã‚  Ã‚  Ã‚  Ã‚   Conclusion. The following are the conclusions yielded from the present study: 1)  Ã‚  Ã‚  Ã‚  Ã‚   Body Shop has exceeded patrons expectations on the following factors which affect cosmetic buying choice: quality of the products, the customer service of the store personnel; the variety of product offerings in the store; the convenience of going to the store location; attractiveness of the packaging; the degree to which the product espouses â€Å"natural† rather than artificial; the values espoused by the company who sells the product. 2)  Ã‚  Ã‚  Ã‚   Body Shop has matched patrons’ expectations on the following factors which affect cosmetic buying choice: brand; the degree to which the product is environment friendly; and positive feedback garnered from significant others. 3)  Ã‚  Ã‚  Ã‚  Ã‚   Body Shop, on the contrary, did not meet patrons expectations on the following factors that affect patrons’ cosmetic buying choice:   competitive price of the product; trendiness or fashion sense represented by the product; and the sales promotions used for the product. 4)  Ã‚  Ã‚  Ã‚  Ã‚   The correlation results show that patronage of Body Shop products because of their being environment friendly is significantly correlated with their being a socially responsible company. In addition, such patronage is also positively and significantly correlated with their expressed support for companies that espouse care for the environment. None of the statements were significantly related to overall satisfaction of Body Shop products. 5. 3  Ã‚  Ã‚  Ã‚  Ã‚   Recommendations. The following recommendations are put forth from the results of the present study: 1)  Ã‚  Ã‚  Ã‚  Ã‚   Body Shop should continue to leverage on its exceptional image, both as a corporation and as an employer. Its brand of being an environmentally conscious and socially responsible company is indeed very strong even after the death of its founder. This is a facet that it must carefully preserve for increased competitiveness. 2)  Ã‚  Ã‚  Ã‚  Ã‚   The company should look into the factors that have not met the expectations of its patrons, namely price, trendiness, and promotions. It must continuously look for innovative ways of making patrons see the value of paying a premium for natural products, especially now that consumers are becoming increasingly cost conscious. The respondents are very young, and thus are always in pursuit of something novel –this is something that Body Shop must be keen about. 3)  Ã‚  Ã‚  Ã‚  Ã‚   Future researchers may use more complex research designs to ascertain the other correlates of satisfaction with cosmetic products. They may integrate more variables for study, using analysis of variance, factor analysis, or path analytic approaches for a more profound understanding of the topic. 4)  Ã‚  Ã‚  Ã‚  Ã‚   The same study may be replicated in other settings, to determine if culture has some influence on choice of cosmetic products. References As An Employer (2008) [Online] Available at http://www. loreal. com/_en/_ww/disability/our-company/as-an-employer. aspx [Accessed 10 August 2008] Avoncosmeticsnug (2007) A Brief History of Cosmetics [Online] Available at http://avoncosmeticsnug. wordpress. com/2007/12/31/a-brief-history-of-cosmetics/ [Accessed 7 August 2008] Booth, R. (2006) Activists call Body Shop Boycott. [Online] Available at: http://www. guardian. co. uk/business/2006/mar/17/retail.animalrights [Accessed 14 August 2008] Bowens J. , Kotler P. , Makens J. (2008) Consumer Markets and Consumer Buying Behavior, Pearson Education, Inc. Upper Saddle River, NJ Boyd, L. (2008) Brief History of Beauty and Hygiene Products [Online] Available at http://library. duke. edu/digitalcollections/adaccess/cosmetics. html [Accessed on 7 August 2008] Bryman, A. (1992) Reasearch Methods and Organisation Studies. London, Routledge. Bushman, B. J. (1993) Whats in a Name? The Moderating Role of Public Self Consciousness on the Relation Between Brand Label and Brand Preference. Journal of Applied Psychology, Vol. 78, no. 5, pp. 857-861. net/compass/compass_1996/reg/suzuki_noriko. htm [Accessed 14  August  2008] Tips. Net (n. d. ). Choosing the Right Cosmetics. [Online] Available at: http://beauty. tips. net/Pages/T0009_Choosing_the_Right_Cosmetics. html [Accessed 14 August 2008] VersantWorks (2008) Your Employer Brand [Online] Available at  Ã‚  Ã‚   http://explanation-guide. info/meaning/Employer-branding. html [Accessed on 10 August 2008] Webb-Campbell, S (2008). Thank You for Being a Friend The Body Shop. [Online] Available at http://www. thecoast. ca/Blog-3862. 113118-4126. 113118-p19579. 113118-Entry. html [Accessed 13 August 2008] Appendix A – Survey Questionnaire.

Spin Coherent State in Real Parameterization SU(4)

Spin Coherent State in Real Parameterization SU(4) Coherent states in SU(4) of spin systems and calculate the Berry phase for qudit with spin 3/2 particle in SU(4) in quantum mechanics Yadollah Farahmand*, ZABIALAH HEIDARNEZHAD**, Fatemeh Heidarnezhad***, Fatemeh Heydari*** and Kh . Kh Muminov* Abstract In this paper, we develop the formulation of the spin coherent state in real parameterization SU(4).we obtain Berry phase from Schrdinger equation. For vector states, basic kets are coherent states in real parameterization. Wecalculate Berry phase for qudit with spin S=3/2 in SU(3) group and Berry phase. Key words: quantum mechanics, Schrdinger equation ,coherent state ,SU(n)group , Quadrupole moment , Berry phase. Introduction In 1984 Berry published a paper [1] which has until now deeply influenced the physical community. In mechanics (including classical mechanics as well as quantum mechanics), theGeometric phase, or the Pancharatnam-Berry phase (named after S. Pancharatnam and Sir Michael Berry), also known as the Pancharatnam phase or, more commonly, Berry phase[2], Therein he considers cyclic evolutions of systems under special conditions, namely adiabatic ones. He finds that an additional phase factor occursin contrast to the well-known dynamical phase factor. is a phase acquired over the course of a cycle, when the system is subjected to cyclic adiabatic processes, resulting from the geometrical properties of the parameter space of the Hamiltonian. Apart from quantum mechanics, it arises in a variety of other wave systems, such as classical optics [3].As a rule of thumb, it occurs when ever there are at least two parameters affecting a wave, in the vicinity of some sort of singularity or some sort o f hole in the topology. In nonrelativistic quantum mechanics, the state of a system is described by the vector of the Hilbert space (the wave function) ∈ H which depends on time and some set of other variables depending on the considered problem. The evolution of a quantum system in time t is described by the Schrodinger equation We consider a quantum system described by a Hamiltonian H that depends ona multidimensional real parameter R which parameterizes the environment of the system. The time evolution is described by the timedependent Schrodinger equation We can choose at any instant a basis of eigen statesfor the Hamiltonian labelled by the quantum number n such that the eigen value equation is fulfilled We assume that the energy spectrum of H is discrete, that the eigen values are not degenerated and that no level crossing occurs during the evolution. Suppose the environment and therefore R(t) is adiabatically varied, that means the changes happen slowly in time compared to the characteristic time scale of the system. The system starts in the n-the nergy eigen state then according to the adiabatic theorem the system stays over the whole evolution in the n-the igen state of the instant Hamiltonian. But it is possible that the state gains some phase factor which does not affect the physical state. Therefore the state of the system can be written as One would expect that this phase factor is identical with the dynamical phase factorwhich is the integral over the energy eigenvalues but it is not forbidden by the adiabatic theorem and the Schrodinger equation to add another term which is called the Berry phase [4-8] We can determine this additional term by inserting the an sat z (4) together with equation (6) into the Schrodinger equation (1). This yields with the simplifying notation R ≠¡R(t) After taking the inner product (which should be normalized) with we get and after the integration where we introduced the notation Then the total change in the phase of the wave function is equal to theintegra The respective local form of the curvature has only two nonzero components: The expression for the Berry phase (14) can be rewritten as a surface integral of the components of the local curvature form. Using Stokes formulae, we obtain the following expression where S is a surface in and are components of the local curvature form .[9] Berrys phase for coherent state in SU(4) group for a spin particle (qudit) We consider reference state as for a spin-3/2 particle (qudit) in SU(4) in nonrelativistic quantum mechanics. Coherent state in real parameter in this group is in the following form [10-12] where |0i is reference state and is Wigner function. Quadrupole moment is Octupole moment is If we insert all above calculation in coherent state, obtain: Discussion Geometric phases are important in quantum physics and are now central to fault tolerant quantum computation. We have presented a detailed analysis of geometrical phase that can arise within general representations of coherent states in real parameterization in SU(4). Berry phase also change in similar method. We can continues this method to obtain Berry phase in SU(N) group, where N ≠¥ 5 . we can also obtain Berry phase from complex variable base ket, we conclusion that result in two different base ket is similar. Berry phase application in optic, magnetic resonance, molecular and atomic physics [13,14] . References [1] M. V. Berry, â€Å"Quantal phase factors accompanying adiabatic changes,†Proc.R. Soc. Lond. A 392 (1984) 45–57. [2] S. Pancharatnam, Proc. Ind. Acad. Sci. A44, 247-262 (1956). [3] M.V. Berry, J. Mod. Optics 34, 1401-1407 (1987). [4] M. V. Berry. Quantal phase factors accompanying adiabatic changes. Proc. Roy. Soc. London, A329(1802):45-57, (1984). [5] J. J. Sakurai. Modern quantum mechanics, (1999). [6] Yadollah Farahmand, Zabialah Heidarnezhad, Fatemeh Heidarnezhad, Kh Kh Muminov, Fatemeh Heydari, A Study of Quantum Information and Quantum Computers. Orient J Chem., Vol. 30 (2), Pg. 601-606 ( 2014) [7] Yadollah Farahmand, Zabialah Heidarnezhad, Fatemeh Heidarnezhad, Fatemeh Heydari, Kh Kh Muminov, Presentation Quantum Computation Based on Many Level Quantum System and SU(n) Cohered States and Qubit, Qutrit and Qubit Using Nuclear Magnetic Resonance Technique and Nuclear Quadrupole Resonance. Chem Sci Trans.,vol 3(4), 1432-1440(2014) [8] Yadollah Farahmand, Zabialah Heidarnezhad, Fatemeh Heidarnezhad, Fatemeh Heydari, Kh Kh Muminov,Seyedeh Zeinab Hoosseinirad, Presentation Entanglemen States and its Application in Quantum Computation. Orient J Chem., Vol. 30 (2), Pg. 821-826 ( 2014) [9] M. O. Katanaev, arXiv:0909.0370v2 [math-ph] 18 Nov (2009). [10] V.S. Ostrovskii, Sov. Phys. JETP 64(5), 999, (1986). [11] Kh. O. Abdulloev, Kh. Kh. Muminov. Coherent states of SU(4) group  in real parameterization and Hamiltonian equations of motion. Reports of  Tajikistan Academy of science V.36, N6, I993 (in Russian). [12] Kh. O. Abdulloev, Kh. Kh. Muminov. Accounting of quadrupole dynamics  of magnets with spin . Proceedings of Tajikistan Academy of Sciences, N.1,  1994, P.P. 28-30 (in Russian). [13] T. Bitter and D. Dubbers. Manifestation of berry,s topology phase in neutron  spin rotation. Phys. Rev. Lett, 59:251-254, (1987). [14] D. Suter, Gerard. C, Chingas, Robert. A, Harris and A. Pines, Molecular  Phys, 1987, V. 61, NO. 6, 1327-1340.

Dear Patrick, :: Creative Writing Letter Essays

Dear Patrick, I wake in the morning. I dress: khakis, black tank top, denim jacket. Leather belt hanging low on the hips. A pink scarf around the neck for a feminine touch. There is an exhibit at the Met I've been wanting to see: "Extreme Beauty: The Body Transformed." I go, because I'm drawn to it, drawn to how we have altered our bodies throughout the centuries with fashion, flashing womanhood like a neon sign. How we have created ourselves through dress, over and over again. There is one piece in particular that catches my attention, a long gown sewn with scales and feathers, myriad, iridescent, with the torso sculpted as a snake's belly. I don't know what to make of it. There is something in me that resists. I cannot identify myself with her. It's like looking into the mirror, that moment of confusion. That's not me. There was a distance between me as a woman and the creature in the dress, even though I knew that under that dress she was just as solid as I am, just as warm. She was othered by that dress. Woman and not-woman, snake and Eve, both at once. Monstrous. You come by later to visit, and we sit down with the catalog and look. When I show you the picture of the snake dress, you say, "That's dead sexy." I was offended, initially. Confused. Looking at the photograph now, though, the catalog spread open on my desk, I can see what you mean. On a mannequin, as it was at the exhibit, the dress was just a curiosity, something by P.T. Barnum. The Incredible Snake Lady. On a real woman, it is transformative. She is exotic, terrible, powerful. Sexy. Sexy because she is powerful, because she stands with such command and ease. I want to beher, alien as she is, to own that alchemy of sex and authority. "al ·che ·my Pronunciation Key ( l k -m ) n. 1. A medieval chemical philosophy having as its asserted aims the transmutation of base metals into gold. . ." Alchemists saw in matter something indiscrete, something without boundaries. Substances were implicated in each other, irreducible. The difference between gold and iron was simply a matter of scale, one easily able to shift into another. In Mary Shelley's Frankenstein, her protagonist studied alchemy before creating his monster. The monster itself is a creation of alchemy, a "phantasm," in the words of Mary Shelley, caught between worlds: both living and dead, man and machine.

The Cicada Many Things to Many People :: essays papers

The Cicada Many Things to Many People In this century of rapid scientific discovery, there still exist natural phenomena with the power to inspire wonder and mystery. The cicada, an insect known since ancient times, is one such phenomenon. Because scientific knowledge of the cicada contains many gaps, these mysterious insects can still stimulate our imagination or lead us into confusion. At the present time, the cicada is many things to many people: it is a curiosity that should be approached scientifically; it is a source of superstition and dread; it is also little more than an annoying, seasonal inconvenience. The cicada is a stout, black insect about an inch in length. Various species of this insect can be found all over North of the America. When the cicada is at rest, its large, transparent, veined wings are folded over the top of its body and extend about a quarter of an inch beyond it. Cicada wing veins are and information reddish orange in color, as are its eyes and legs. The front legs are sharp and crablike, allowing the animal to hold tight to the bark of trees. The species of American cicada most written about by scientists and most wondered about by the general public is known as the periodical cicada. Its scientific name is Magicicada septendecim. This species of cicada appears above ground only once every seventeen years. What the cicada does underground for most of its seventeen-year life span was a mystery until fairly recently. In the early part of this century, a man named C.L. Marlett, who worked for the United States Department of Agriculture, decided to find out. He began burying cicada eggs in his backyard and digging them up periodically for observation. He soon found out that the cicada begins life as a tiny nymph about six hundredths of an inch in length. A nymph is an immature insect, before it has fully developed wings or reproductive organs. During their sixteen years and ten and one-half months underground, cicada nymphs are nestled against tree roots from which they gently suck the juices. Nourished by this root sap, they begin to grow. They shed their skin four times before they reach adult size. Once matured, a cicada does not necessarily leave its underground nursery. All cicadas of the same generation in a region wait for a seventeenth spring before they come creeping forth from the ground as a group.

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Andrea St. Mary English 104 Dr. Gronsky 13 February 2014 Designer Children Who would have known a baby could be so customizable? Within the past few years, science has advanced so much that it is giving prospective parents a chance to pick and choose how they want their child to look. Designer children should be available for families everywhere because it will help with disease prevention, give parents the choice of the traits for their child, and it will give scientists a better understanding of the continuously evolving science of embryology. Many families carry genetic diseases that, with the help of science, can easily be terminated. Diseases like juvenile diabetes, heart disease, AIDS, breast cancer, and sickle cell disease run in thousands of families today. Being able to take a closer look at DNA will give parents a chance to help expand their child’s life span. Parents everywhere would agree to have their child rid of any harm. The doctors would be able to access the egg or sperm and discard the specific gene. This alteration would last for generations to come. If the mother is able to attend doctor’s appointments while she is pregnant to check on the health of the baby, why not be able to cure the sickness before it is born, rather than waiting until birth? Today, not only could infertile parents get the chance to have a child, but also they can make sure it is safe and healthy. Genetic diseases can be devastating news to potential parents, but science can help reduce the likelihood of contracting it . Don’t people wish they were born with bright blue eyes? Wouldn’t it have been nice to be a foot taller for the basketball team? Giving future parents the option to customize their baby is a phenomenon that will soon... ...ing prenatal vitamins and going to extreme measures to ensure the success of their child. In this process, the parents are in full control, so they have the ability to withdraw from the study whenever they deem it necessary. This research is the new frontier of how we look at pregnancy. The science of genetically engineering babies is an idea that should be invested in immediately. Altering embryos will be beneficial because it will eliminate hereditary diseases, allow for distinguished future generations, and will aid in modern technology’s stride for perfection. Although this study can be dangerous and unethical, it is offered to benefit families that aren’t lucky enough to have healthy genes. Hereditarily improving babies is essential for the growth of our future. Finally, parents’ vision of their dream child is within arms reach from this revolutionary study.