LONDON — Microprocessor startup Transmeta Inc. (Santa Clara, Calif.) has quietly changed its business plan. The company has bought back its two main technology-licensing agreements from IBM Corp. and Toshiba Corp., and now plans to market products on its own as a fabless chip supplier.

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来源:LM317 Electronics Components编辑:Siglent Technologies时间:2021-06-14 05:16:39

LONDON — Microprocessor startup Transmeta Inc. (Santa Clara, Calif.) has quietly changed its business plan. The company has bought back its two main technology-licensing agreements from IBM Corp. and Toshiba Corp., and now plans to market products on its own as a fabless chip supplier.

There will be plenty of battles ahead before the new mobile world matures and its winners emerge. Welcome to the battle, HP.

As they dust themselves off from the recession, many tech companies find they must realign their global operations with the new realities of the global economy. Many engine rooms” for corporate functions are unfocused, uncoordinated and underperforming. In particular, industry players in developed countries must overhaul their operations to meet the growing competitive threat from players in developing economies.

RN55D1051FRSL_Vishay Dale

Accenture polled chief operating officers of companies that operate globally in the enterprise communications and consumer technology industries. We found that most are struggling to optimize their operating models for the global economy.

 Global operations” covers an expansive set of critical capabilities supporting the business strategy and value chain: talent management, information technology, customer relationships, supply chain, organizational processes, leadership and culture. Virtually all of our survey respondents (94 percent) believe their companies have sufficient capital to execute their international strategies. What they don’t have are the expertise, tools and insights to make smart investments and choices that strike the optimum balance between operational efficiency and customer responsiveness.

Only 31 percent of the respondents strongly believe they leverage their global scale effectively. Only 21 percent strongly believe they are well positioned to respond effectively to changes in the market. And only 17 percent believe they are capitalizing effectively on their international expansion.

RN55D1051FRSL_Vishay Dale

The most severe problems center on managing talent and information technology. More than half of the respondents identified developing and managing human capital as the most fundamental component to delivering a distinctive value proposition. But only 10 percent identified finding new sources of talent as a key driver of their operating model decisions.

Likewise, 70 percent called IT critical to global operational succes. But only 21 percent are very confident in the capability of their current IT systems to support their global operations. Just 7 percent said building flexible and efficient IT systems had been a factor in operating model decisions made during the downturn. Fewer than 25 percent are using open-source innovation or crowdsourcing, fewer than 25 percent are harnessing virtual or mobile platforms, and only 14 percent are using cloud technologies. Yet 64 percent cited poor global integration of systems and data” as the main reason their corporate systems need improvement.

RN55D1051FRSL_Vishay Dale

A comprehensive strategy for turning the challenges into opportunities should start with the basic task of identifying the company’s competitive essence.” Every company must objectively ask itself what it does better than its competitors to deliver its distinctive value proposition and win in the market. A company’s competitive essence should be as easy for stakeholders to embrace as it is difficult for competitors to imitate.

Seventy-six percent of our respondents believe their global operations are geared toward delivering on their company’s competitive essence; 77 percent agree their boards are aligned with that identified distinction. But few are satisfied with how their company’s operating model is positioned to bring the organization’s competitive essence to life in a way that leads to high performance.

Our aim was to develop a dual-mode browser that works just like a PC-based browser and can access PC-based sites-with some restrictions. It's impossible to render images on a tiny cell phone screen the way you can on a larger PC screen. One challenge Microsoft faced in creating this dual-mode browser was to build a parallel stack that would support both Internet and WAP protocols. We wanted to achieve that without duplicating a lot of code.

To do this we built our microbrowser using Microsoft Visual Studio but we wrote our code in pure ANSI because portability across different hardware platforms was required. The emulator runs on a PC that enables debugging. This is useful to developers at Microsoft, to content developers and even to phone manufacturers because sometimes they can use the powerful debugging facilities of Microsoft Visual Studio on the emulator.

Because cell phones differ from PCs in fundamental ways, we had to make some basic decisions regarding constraints imposed by these differences. For example, for PCs that are plugged into a wall, size and power are not serious constraints. This is not so for cell phones. Cell phone users want devices that are incredibly light and tiny, and they want the battery to last all week. As a result, cell phones manage power extremely aggressively. They constrain the amount of memory available, and they constrain the processor speed. This means that speed and memory-the two factors most important to software developers-are in short supply because of the constraints inherent in a mobile device.

These limitations led us to make certain choices about Internet standards when developing Mobile Explorer. For example, we don't support frames and we don't support scripting the way most PC-based browsers do. The decision not to support frames was dictated by screen size, and the choice not to support scripting was dictated by the amount of memory available.

In general, the industry is moving from voice-only mobile phones to handheld Internet access devices with voice as a component. According to Herschel Shosteck Associates Ltd., by 2003 about 90 percent of mobile phones will include microbrowsers.

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