Tài liệu PDF Global Implications

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Central Office Implications for Deploying FTTP WHITE PAPER The successful deployment of any flexible, cost-effective fiber-to-the-premise (FTTP) network requires thoughtful decisions regarding all segments of the network, from the optical line terminal (OLT) in the central office to the optical network terminal (ONT) attached to each home and everything in between. While much attention is focused on the distribution and access elements within the outside plant (OSP) network, it’s also important to consider the implications of FTTP architectures within the central office (CO). Probably the biggest mistake any carrier can make is believing that an FTTP does not require the same flexibility as a transport network. However, a mindset that the FTTP network does not require the same level of access, flexibility, and protection given to other aspects of the network is too often the mindset of some network planners when first looking at deploying an FTTP network. In reality, however, FTTP architectures pose significant implications for the CO in meeting the same levels of performance required for transport segments. First up – architecture decisions Before specific product selections can be made, some critical network architecture decisions are necessary. These key decisions involve connection strategies, flexibility in terms of test access points, and WDM positioning. Deciding on a CO network architecture for FTTP networks requires the planner to perform a balancing act. The goal in any network is to minimize capital expenses and long-term operational expenses, while achieving the highest possible levels of flexibility within the network. The basic function of an FTTP network in the central office is to connect the OLT equipment to the OSP fibers, deploying WDM somewhere in the middle to enable voice and data signals to be combined with video signals. Central Office Implications for Deploying FTTP Figure 1 Video Optical Line Terminal (P–OLT) Packet Optical Line Terminal (P–OLT) Raceway (FiberGuide ® System) Video WDM (VAM) Fiber Distribution Frame (NGF) Fiber Entrance Cabinet (FEC) Central Office Implications for Deploying FTTP Page 2 As shown, the video WDM would be placed in a panel in the same frame as the OLT equipment. A patch cord connects the OLT equipment to the inputs of the video WDM. The common port on the video WDM is, in turn, connected to the back side of the equipment FDF, where a crossconnect patchcord connects OLT ports to the designated OSP ports. The obvious advantage is the need for only one patch cord running from the OLT frame to the FDF for every passive optical network (PON) circuit. However, the down side to this architecture is that four connector pairs are required and network flexibility is greatly reduced. One critical assumption required for this strategy is that the voice/data OLT will be located very close to the video OLT associated with it. While this may seem easy in a field trial or small roll-out scenario, full- scale FTTP deployment may prove otherwise. The video WDM must be placed in a location that provides any voice/data OLT easy connectivity to any video OLT, regardless of its location in the CO. A better approach to placing the video WDM at the OLT frame is to place it in the FDF line-up. This method offers many advantages to an FTTP network. Placing the video WDM in the crossconnect FDF line-up in the equipment frame provides the lowest overall cost, the minimum number of optical connectors, and the greatest amount of network flexibility, as shown below. In the above scenario, the video WDM is placed in the equipment frame in the FDF line-up. Patch cords connect the OLT equipment to the inputs of the video WDM. A crossconnect patch cord is used to connect the Global Implications Global Implications Bởi: OpenStaxCollege These Twitter updates—a revolution in real time—show the role social media can play on the political stage (Photo courtesy of Cambodia4kidsorg/flickr) Technology, and increasingly media, has always driven globalization Thomas Friedman (2005) in a landmark publication, identified several ways in which technology “flattened” the globe and contributed to our global economy The first edition of The World Is Flat, written in 2005, posits that core economic concepts were changed by personal computing and high-speed internet Access to these two technological shifts has allowed core-nation corporations to recruit workers in call centers located in China or India Using examples like a Midwestern American woman who runs a business from her home via the call centers of Bangalore, India, Friedman warns that this new world order will exist whether core-nation businesses are ready or not, and that in order to keep its key economic role in the world, the United States will need to pay attention to how it prepares workers of the 21st century for this dynamic Of course not everyone agrees with Friedman’s theory Many economists pointed out that, in reality, innovation, economic activity, and population still gather in geographically attractive areas, continuing to create economic peaks and valleys, which are by no means flattened out to mean equality for all China’s hugely innovative and powerful cities of Shanghai and Beijing are worlds away from the rural squalor of the country’s poorest denizens It is worth noting that Friedman is an economist, not a sociologist His work focuses on the economic gains and risks this new world order entails In this section, we will look 1/9 Global Implications more closely at how media globalization and technological globalization play out in a sociological perspective As the names suggest, media globalization is the worldwide integration of media through the cross-cultural exchange of ideas, while technological globalization refers to the cross-cultural development and exchange of technology Media Globalization Lyons (2005) suggests that multinational corporations are the primary vehicle of media globalization, and these corporations control global mass-media content and distribution (Compaine 2005) It is true, when looking at who controls which media outlets, that there are fewer independent news sources as larger and larger conglomerates develop The United States offers about 1,500 newspapers, 2,600 book publishers, and an equal number of television stations, plus 6,000 magazines and a whopping 10,000 radio outlets (Bagdikian 2004) On the surface, there is endless opportunity to find diverse media outlets But the numbers are misleading In 1983, a mere 50 corporations owned the bulk of mass-media outlets Today, those 50 corporations have morphed into only six conglomerates (large companies consisting of many seemingly unrelated businesses) These conglomerates control most of the United States’ mass-media vehicles These six corporations are Time Warner, Disney, Viacom, General Electric, and the foreign-headquartered News Corporation (Australia) and Bertelsmann (Germany) Because the readers of the Daily News in one town might not care that their newspaper is owned by the same folks who own the Tribune across the country, why does it matter? Monopolies matter because less competition typically means consumers are less well served since dissenting opinions or diverse viewpoints are less likely to be found While some social scientists predicted that the increase in media forms would create a global village (McLuhan 1964), current research suggests that the public sphere accessing the global village will tend to be rich, Caucasoid, and English-speaking (Jan 2009) As shown by the spring 2011 uprisings throughout the Arab world, technology really does offer a window into the news of the world For example, here in the United States we saw internet updates of Egyptian events in real time, with people tweeting, posting, and blogging on the ground in Tahirir Square Still, there is no question that the exchange of technology from core nations to peripheral and semi-peripheral ones leads to a number of complex issues For instance, someone using a conflict theorist approach might focus on how much political ideology and cultural colonialism occurs with technological growth In theory at least, technological innovations are ideology-free; a fiber optic cable is the same in a Muslim country as a secular one, a communist country or a capitalist one But those who bring technology to less developed nations—whether they are nongovernment organizations, businesses, or governments—usually have an agenda A functionalist, in contrast, might focus on 2/9 Global Implications the ways that technology creates new ways to share information about successful cropgrowing programs, or on the economic benefits of opening a new market for cell phone use Either way, ...Second BGSU International Management Conference Global Risk Management Hyatt Regency, Cleveland, OH 17-18 April 2002 Managing Global Financial Risk Using Currency Futures and Currency Options Sung C. Bae Ashel G. Bryan/Mid American Bank Professor Department of Finance Bowling Green State University Bae 2 Corporate Risk Financial Derivatives Commodity Risk · Risk associated with movement in commodity prices · Operational risk Commodity Price Derivatives · Ex-traded commodity futures · Ex-traded commodity options · Commodity swaps Interest Rate Risk · Risk associated with movement in interest rates · Financing and Investment risk Interest Rate Derivatives · Forward rate agreements · Ex-traded interest rate futures · Ex-traded interest rate options · Interest rate swaps · Over-the-counter (OTC) options Foreign Exchange Risk · Risk associated with movement in foreign exchange (currency) rates · Operational, financing, & investment risk Foreign Exchange Derivatives · Forward currency contracts · Ex-traded currency futures · Ex-traded currency options · OTC options · Currency swaps Corporate Risk Management Bae 3 What Derivatives U.S. Corporations Use? BI 1989 Greenwich 1992 II 1992 Treasury 1993 JKF 1995 Foreign Ex. Derivatives Forward contracts 99% 91% 64% 70% 93% Ex-traded futures/options 20 11 9 20/17 Currency swaps 64 51 6 53 OTC options 48 45 40 53 49 Interest Rate Derivatives Forward rate agreements (FRAs) 35 11 Ex-traded futures/options 25 12 29 17 Interest rate swaps 68 35 79 83 OTC Options (caps, etc.) 43 19 14 16 Commodity Price Deriv. Ex-traded futures/options 7 Commodity swaps 6 15 10 Equity Derivatives Ex-traded futures/options 10 3 Equity swaps 5 6 Bae 4 Hedging w/ Currency Futures Loss/ProfitProfit/LossNet position Long => BUYShort => SELLLater Short => SELLLongNow Loss/ProfitProfit/LossNet Position Short => SELLLong => BUYLater Long => BUYShortNow Futures Market Position Cash Market Position Bae 5 Case Study: Using Forward Prices to Reduce Capital Costs (1/5) Hewlett Packard (HP) Company: Type: Multinational corporation Major Products: computer, computer system, printer, electronic & analytical instruments Employees: 96,200 Annual Sales: $28,000,000 from 65 countries Sales distribution: US (50.1%), Europe (28.7%), Asia, Canada, and Latin America (21.2%) Bae 6 Case Study: Using Forward Prices to Reduce Capital Costs (2/5) Leybold Technologies Co. Sell a thin film deposition system Buys from a German company and has to pay in DM. HP Microwave Technology Division Quoted Prices in Purchasing Contract: •German DM: DM1,314,720 in four installments; fixed price •U.S. $: $792,000 (rate = DM1.660/$); varies based on rate on payment date. Bae 7 Case Study: Using Forward Prices to Reduce Capital Costs (3/5) 1990 1992 Annual Sales $15,000,000 $23,000,000 Capital Budget (equipment only) $10,000,000 ($2,500,000) $22,000,000 ($7,500,000) Foreign Sources of Equipment Purchases by MT Division Country Amount Percentage (%) Japan $4,500,000 60.0 Germany 1,200,000 16.0 Austria 1,000,000 13.3 England 800,000 10.7 Total $7,500,000 100.0% Sales and Capital Budget of Microwave Technology Division, HP Bae 8 Case Study: Using Forward Prices to Reduce Capital Costs (4/5) Hedging Through Forward Contracts: Payment rate DM1.66/$ Payment in $ 158,400 158,400 356,400 118,800 Total: $792,000 Actual rate 1.5701 1.4982 1.6122 1.7199 $ Equivalent 167,470 175,507 366,967 114,663 Total: $825,407 Profit (loss) $9,070 $17,107 $10,567 ($4,137) Net Profit = $32,607; 4.1% of total purchase amount Payment Schedule: 7/90 9/90 12/90 3/91 5/91 0 2 Project AIR FORCE R Prepared for the United States Air Force Approved for public release; distribution unlimited U.S. GOVERNMENT POLICY and the DEFENSE AEROSPACE INDUSTRY Mark A. Lorell • Julia Lowell • Richard M. Moore Victoria Greenfield • Katia Vlachos Going Global? RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND ® is a registered trademark. RAND’s publications do not necessarily reflect the opinions or policies of its research sponsors. © Copyright 2002 RAND All rights reserved. No part of this book may be reproduced in any form by any electronic or mechanical means (including photocopying, recording, or information storage and retrieval) without permission in writing from RAND. Published 2002 by RAND 1700 Main Street, P.O. Box 2138, Santa Monica, CA 90407-2138 1200 South Hayes Street, Arlington, VA 22202-5050 201 North Craig Street, Suite 202, Pittsburgh, PA 15213-1516 RAND URL: http://www.rand.org/ To order RAND documents or to obtain additional information, contact Distribution Services: Telephone: (310) 451-7002; Fax: (310) 451-6915; Email: order@rand.org Library of Congress Cataloging-in-Publication Data Lorell, Mark A., 1947– Going global: U.S. government policy and the defense aerospace industry / Mark A. Lorell, Julia Lowell, Richard M. Moore. p. cm. “MR-1537.” Includes bibliographical references. ISBN 0-8330-3193-7 1. Aerospace industries. 2. International division of labor. 3. International trade. I. Lowell, Julia, 1961– II. Moore, Richard M. HD9711.5.A2 L674 2002 338.4'76291—dc21 2002075151 The research reported here was sponsored by the United States Air Force under Contract F49642-01-C-0003. Further information may be obtained from the Strategic Planning Division, Directorate of Plans, Hq USAF. iii PREFACE This report presents an overview of Phase I research conducted for the RAND Project AIR FORCE research effort entitled “Gaining from Globalization: Enhancing Air Force Management of an Increasingly Globalized Aerospace Industrial Base.” The goal of this research is to develop evidence, information, and analysis so that the Air Force can provide assessments to the Office of the Secretary of Defense and Congress on the effects of industry changes, new procurements, and proposed laws and regulations that affect the industrial base. In ad- dition, it is intended to assist the Air Force in developing new strate- gies and policies that will help the Air Force exploit potential oppor- tunities and mitigate potential problems that may arise from structural changes and increasing globalization of the industrial base. This report provides an introductory survey of issues and trends re- lated to the emergence of a variety of new forms of cross-border business relationships and activities that are increasingly character- istic of the U.S. defense aerospace industrial base. Examining a broad spectrum of case studies of innovative cross-border relation- ships, it establishes a framework for analysis and presents initial findings. Economic data are also analyzed to identify trends in the globalization of the U.S. aerospace industry. A survey of the complex U.S. regulatory environment that influences cross-border business relationships in the defense industry is also presented. The report identifies gaps in the findings and suggests follow-on research ap- proaches to fill those gaps during Phase II of the project. Most of the data and other information on which this analysis is based were col- lected from a wide variety of open published sources, supplemented iv THE GLOBAL DIAMOND INDUSTRY Lifting the Veil of Mystery Copyright © 2011 Bain & Company, Inc. and Antwerp World Diamond Centre private foundation (AWDC) All rights reserved This work was commissioned by AWDC and prepared by Bain. This work is based on secondary market research, analysis of financial informa- tion available or provided to Bain & Company and AWDC, and a range of interviews with customers, competitors and industry experts. Bain & Company and AWDC have not independently verified this information and make no representation or warranty, express or implied, that such information is accurate or complete. Projected market and financial information, analyses and conclusions contained herein are based (unless sourced otherwise) on the information described above and on Bain & Company’s and AWDC’s judgment, and should not be construed as definitive forecasts or guarantees of future performance or results. Neither Bain & Company nor AWDC nor any of their subsidiaries or their re- spective officers, directors, shareholders, employees or agents accept any responsibility or liability with respect to this document. This document is copyright Bain & Company, Inc. and AWDC and may not be published, copied or duplicated, in whole or in part, without the written permis- sion of Bain and AWDC. Diamond Industry Report 2011 | Bain & Company, Inc. Contents Note to readers 1 1. Introduction to diamonds 3 What is a diamond? Super hard and luminescent 3 Origins: deep within the earth 3 Uses of diamonds: jewels and industrial tools 5 Key takeaways 6 2. Historical transformation of the diamond industry 7 Early history: how it all started 7 Creation of demand through marketing: “A diamond is forever” 8 Diversification of diamond supply: expansion across four continents 8 Expansion of rough-diamond sales channels 11 Impact of the De Beers transformation on the industry 12 Kimberley Process: a solution for conflict diamonds 15 Key takeaways 17 3. The diamond industry value chain 19 A diamond value chain overview: a journey “from mine to finger” 19 Value chain economics 22 Exploration: long times, great uncertainty 22 Production: mining mechanics, leaders and profitability 28 Sorting rough diamonds into categories for valuation 38 Rough-diamond sales: three ways to sell rough 39 The Antwerp connection 41 Diamond Industry Report 2011 | Bain & Company, Inc. Rough-diamond pricing: supply and level of dealer speculation are key drivers 42 Cutting and polishing: the shift to Asia 42 Polished-diamond pricing: consumer demand is the key driver 45 Polished-diamond sales 46 Jewelry manufacturing and retail: a fragmented landscape 48 Diamond industry financing 52 Key takeaways 54 4. Demand for diamonds in the global economy 55 Key sources of diamond demand: jewelry and industrial applications 55 Gem-quality-diamond demand: a tight link to luxury goods and jewelry markets 55 Market dynamics of luxury goods 55 Jewelry market dynamics 57 Diamond jewelry and gem-quality-diamond dynamics 59 Industrial-diamond demand: cutting faster, lasting longer 60 Diamonds as investment: no meaningful success to date 61 Key takeaways 62 5. Ten-year demand-supply balance: an attractive outlook for rough-diamond producers 63 Global rough-diamond supply forecast: methodology 63 Global rough-diamond supply forecast: base case scenario 64 Global rough-diamond supply forecast: two additional scenarios 66 Global rough-diamond demand forecast: methodology 68 Global rough-diamond demand forecast: base case scenario 71 Global Adult Day Health Care Bác sĩ Nguyễn văn Đức Vài năm nay, một tệ trạng làm buồn lòng không ít những người bác sĩ đàng hoàng hiểu biết sự việc, tệ trạng “Adult Day Health Care Center”. Buồn lòng vì thấy những lạm dụng chướng tai gai mắt của một số Adult Day Health Care Centers, và cũng buồn lòng vì nhiều vị bệnh nhân của mình đem giấy tờ của các chỗ này đến nhờ điền để được vào chơi trong các chỗ này, khi giải thích là không thể làm vậy vì vị bệnh nhân không đủ các điều kiện đòi hỏi, vị bệnh nhân không vui nghĩ bác sĩ khó, thậm chí có người còn lớn tiếng hoạnh họe bác sĩ sao không chịu ký, dọa sẽ đi bác sĩ khác. Mọi chuyện chính phủ cho lập ra đều có mục đích, có những điều kiện đòi hỏi hẳn hoi. Và tất nhiên, dịch vụ nào cũng tốn kém, tiêu vào ngân quĩ tiểu bang, chúng ta phải dùng cho đúng. Danh dự của người bác sĩ trong chữ ký, chiều lòng người bệnh đặt bút xuống để ký chứng nhận gian là điều đáng xấu hổ, không những vậy, còn có thể lôi thôi với pháp luật. Luật pháp rất trọng chữ ký của người bác sĩ, cho người bác sĩ nhiều quyền hạn trong lãnh vực sức khỏe, nhưng cũng sẵn sàng tước bỏ những quyền hạn này nếu có chứng cớ người bác sĩ gian giảo. Adult Day Health Care (chăm sóc sức khỏe ban ngày dành cho người lớn) là một dịch vụ hữu ích, các Adult Day Health Care Centers được chính phủ tiểu bang California cho phép lập ra, với mục đích giúp những người thụ hưởng MediCal (không nhất thiết phải cao niên) vì bệnh tật, thể xác hoặc tinh thần, không thể tự ăn uống, chăm sóc cho mình ở nhà lúc ban ngày ban mặt. Thiếu dịch vụ Adult Day Health Care, tình trạng sức khỏe của các vị này sẽ suy sụp, khiến các vị có thể sẽ phải rời nhà vào phòng cấp cứu, vào bệnh viện, hoặc nursing home. Mỗi ngày, chính phủ trả tiền cho những dịch vụ cung cấp giúp những người đủ điều kiện được chăm sóc trong các Adult Day Health Care Centers. Số tiền này không nhỏ, và cũng không phải đây là tiền tự nhiên từ trên trời rơi xuống, mà là tiền của những người công dân Mỹ đóng thuế chúng ta. Như vậy, một vị cao niên khỏe mạnh, tự gọi phòng mạch lấy hẹn rồi đi bộ, đi xe đạp, đi xe buýt, đi xe nhà, cầm giấy tờ của Adult Day Health Care Center đến nhờ bác sĩ chứng để vào chỗ này, chẳng bác sĩ đàng hoàng và hiểu biết nào dám ký. Một số các Adult Day Health Care Centers họ cũng biết thừa điều này (vì họ có các tiêu chuẩn đòi hỏi của chính phủ trong tay), nhưng cứ đưa giấy tờ cho các vị cao niên, bảo các vị đến bác sĩ, biết đâu gặp một bác sĩ không biết rõ các điều kiện đòi hỏi nên ký, hoặc thường hơn, một bác sĩ quen chiều lòng bệnh nhân (cho thuốc lung tung, cho thử máu, cho chụp phim không cần thiết, cho sữa, cho giường, cho xe lăn, cho đủ thứ) sẽ ký bừa. Theo California Association for Adult Day Services (Hiệp Hội Cung Ứng Dịch Vụ Cho Người Lớn của California), dưới đây là 5 tiêu chuẩn (criteria) cần hội đủ để được săn sóc trong các Adult Day Health Care Centers. Tiêu chuẩn 1 Người bệnh cần được chăm sóc trong Adult Day Health Care Center vì đang hay đã từng bị một hay nhiều tình trạng bệnh tật thể xác hoặc tinh thần nên nay phải được: - Theo dõi (monitoring): liệt kê tình trạng bệnh - Chữa trị (treatment): liệt kê tình trạng bệnh - Chăm sóc, giúp đỡ (intervention): liệt kê tình trạng bệnh Trong mục này, phải liệt kê các tình trạng bệnh hiện tại hay trong quá khứ khiến người bệnh nay đang cần được theo dõi, chữa trị, chăm sóc, giúp đỡ. Tiêu chuẩn 2 Người bệnh bị một tình trạng sức khỏe khiến khó có thể tự mình làm được 2 hay nhiều hơn các việc dưới đây: - Tắm rửa - Mặc áo quần - Đi lại - Ăn uống - Tiêu tiểu - Rời khỏi giường - Đến các cơ sở y tế (đi bác sĩ, đến phòng thí nghiệm để thử máu, …) - Làm công việc nhà - Làm các công việc vệ Global Health Global Health Bởi: OpenStaxCollege Social epidemiology is the study of the causes and distribution of diseases Social epidemiology can reveal how social problems are connected to the health of .. .Global Implications more closely at how media globalization and technological globalization play out in a sociological perspective As the names suggest, media globalization is... might be an example of: 6/9 Global Implications technology conglomerating symbolic interaction media globalization Answer D Which of the following is not a risk of media globalization? The creation... not, the vision of a continent of Africans 5/9 Global Implications successfully chatting on their iPhone may not be ideal As with all aspects of global inequity, technology in Africa requires