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发帖时间:2021-06-15 02:53:44

EET: I read an interview that quoted you as saying that charging for phone calls is something you did in the last century.” How do you suggest telephone companies can make money in this century?

With .11a delayed in the market, partly for regulatory reasons, Atheros relied on its rapid design-turnaround capabilities and quickly introduced an 802.11g chip set. That led to fast growth for six successive quarters starting in 2003 and to an annualized run rate of $50 million. Full vindication came in early 2004, when Atheros announced that its chip set was in eight of the 10 largest PC vendors' designs. We had done it!” he said.

Indeed, with the closure of IceFyre confirmed in the middle of this month, Atheros has the distinction of being the last man standing” of the 20 or so original U.S.-based standalone WLAN chip startups.

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Redelfs left in May 2003 to make way for the more technically savvy Craig Barratt, its current president and CEO, and the man who led the company through its IPO in 2004. Meng returned to Stanford after a two-year sabbatical and remains Reid Weaver Dennis Professor of Electrical Engineering there.

As for Jasper's Kranen, her technical and business savvy will be recognized at the upcoming Design Automation Conference, where she will be presented with the prestigious Marie R. Pistilli Women in EDA Achievement Award on June 13.

LONDON — The three-month average of worldwide sales of semiconductors came in at $18.15 billion in April according to World Semiconductor Trade Statistics (WSTS), the U.S. Semiconductor Industry Association reported Tuesday (May 31). This was a sequential decline of 1.2 percent from the $18.43 billion reported in March and up 6.9 percent from sales in April of 2004.

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The $18.15 billion sales figure was lower than analysts' earlier predictions (see May 27 story).

The SIA's Global Sales Report (GSR) is tabulated by the World Semiconductor Trade Statistics (WSTS) organization as a moving three-month average to reduce the swings due to reporting effects from different companies.

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The sequential decline in the three-month average means that the actual global sales of semiconductors in April was lower than actual sales in January and the SIA commented that April is traditionally a strong month for semiconductor sales.

Two factors — a decline in DRAM prices and a lower mix of semiconductors for cell phones — contributed to a slight decline in worldwide semiconductor sales in April,” said George Scalise, president of the SIA (San Jose, Calif.), in a statement. For much of the past year, cell phone manufacturers were working off inventories of chips used in low-end cell phones, which resulted in a richer mix of products shipped. Once those inventories were depleted and normal purchasing patterns resumed, overall ASPs for circuits for cell phones declined. Plentiful supplies of DRAMs contributed to declining prices and a 7 percent sequential decline in DRAM sales in April.” Scalise noted that DRAM is one of the largest segments of the total semiconductor market.

Don't forget the end users when you are planning for the transition. You'll want to get input from call center agents, their supervisors, the help desk staff, and others who'll be affected by the move to VoIP. Ideally, you should test any changes on customers, too, before you convert your operations (we'll discuss that further in the Pilot section, below).

It's also important to get Finance and Marketing on board. It's easy to sell a CFO on a change that you can demonstrate will save costs. They are also usually receptive to changes that will increase revenues. It is, however, often difficult to convince skeptical CFOs that changes to your operations will have a positive impact on the bottom line through improving customer service — but those are precisely the most important effects of moving to VoIP. As Cisco's (San Jose, CA) Laurent Philonenko says, Cost savings [from VoIP] are definitely available, but new functionality and service level improvements are absolutely key.”

The more closely you can tie the benefits of any change to the available data, the more likely you are to convince your organization to loosen its purse strings. For example, if you can show a correlation between average hold times and customer retention, and you can call upon your firm's estimate of the cost of acquiring a new customer, you're more likely to build a convincing case for (or against) any changes. To do that, you'll need to enlist the assistance of your Marketing and Finance groups.

You should not shy away from discussing your operations, and how they might be affected by VoIP, with senior management. To effect any major change, you'll need to get their approval, and you'll need at least one executive champion for the project. More importantly, you need to arm your senior managers with the facts. As C-level executives hear more about VoIP, and as the vendors grow more aggressive in their pitches, it's important that your corporate leadership knows that you've given the issue some thought and have good reasons for the plans that you propose. When your CEO asks, What are we doing about VoIP?,” you'll want to have your answer ready.

Finally, be sure that you are represented early in any corporate VoIP initiative. Call centers are often the last operations in an enterprise to switch to VoIP, and you don't want to wind up with a system that doesn't work well for you (and your customers) just because you were last in line.

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