Qualcomm is a leader in wireless innovation, having created many breakthrough technologies over 20 years. They foresee future needs and collaborate widely with partners to develop solutions. Qualcomm licenses its technologies to over 140 manufacturers and 430 operators worldwide, fueling growth across the wireless industry. Through open standards and partnerships, Qualcomm continues anticipating and creating new technologies to advance wireless communications.
Alcatel-Lucent is a global provider of communications solutions and services. It aims to transform communications through innovations in fixed, mobile, and IP technologies. Key points:
- Alcatel-Lucent offers end-to-end solutions for voice, data and video services for consumers, businesses, and governments.
- It invests heavily in R&D (€2.7 billion annually) and owns over 25,000 patents, driving innovations in areas like broadband, networking, applications and services.
- The company operates in 130 countries with over €18 billion in annual revenues and over 86,000 employees from diverse backgrounds.
Juniper Networks is a networking company that provides networking equipment and software. They aim to transform networking through innovation, challenging conventions, and building advanced networks that contribute to ideas and solve problems. Juniper works closely with customers in industries like healthcare, energy, and education to build powerful networks that deliver business value and fuel co-innovation.
This Wainhouse Research Ebook investigates Unified Communications and Collaboration (UC&C) as an enabler of Digital Transformation. We’re focusing on the broad, enterprise-wide impact that a well deployed, integrated, and expanded UC&C experience delivers, and its ability to enable a larger Digital Transformation strategy.
This eBook provides an objective, unbiased, and detailed overview of UC&C Transformation, covering the following topics:
Digital Transformation - key concepts, terms, and definitions
Enterprise Drivers - primary drivers leading the enterprise to a digital transformation strategy
Transformation Reality - common enterprise barriers to digital transformation
Key Steps & Best Practices - to making your transformation journey successful
Transformation Use Cases & Opportunities - transformation targets and benefits
This eBook includes expert analyst insight backed by the following research:
In-Dept Interviews – with product teams, IT Decision Makers (ITDMs), and executives with experience transforming their enterprises with the use of UC&C tools and solutions.
Wainhouse Research Data – we reference data points from end-user and ITDM surveys, briefings with technology vendors, and insight gained from enterprise consulting engagements.
This white paper analyzes the potential economic and competitive impact of network functions virtualization (NFV) and software-defined networking (SDN) technologies on telecommunications carriers and their networks. It finds that NFV and SDN could drive profound changes by enabling network programmability, automation, dynamic service provisioning, and the fusion of carrier networks with cloud ecosystems. While these changes present opportunities to lower costs and expand services, carriers that fail to embrace the transformation may be left with uncompetitive business models. The white paper aims to facilitate strategic discussion on how carriers can best leverage NFV and SDN.
Your partner for the connected car evolutionprhaskitt
Symphony Teleca is a professional services provider that partners with automotive companies to develop connected car solutions. They offer strategy and technology consulting, connectivity solutions, in-vehicle infotainment systems, user interface design, and cloud services. Symphony Teleca supports clients throughout the product lifecycle from concept to development to maintenance. Their goal is to help automakers bring innovative connected car experiences to market faster and at a lower cost.
Next gen tech for business and telecom service providers, Raman Singh, CloudC...Alan Quayle
Next gen tech for business and telecom service providers
Raman Singh, Chief Innovation Officer, Cloud Connect
CloudConnect is a DOT Licensed Virtual Network Operator offering a lot more than just India’s first PBX on Mobile for SMBs. CloudConnect gives you the advantage of a comprehensive, and secure mobile-first Business Communication Systems which include cloud PBX system, Business IP phone service, and Unified Communications and Collaboration for small businesses.
This presentation will cover:
Emerging trends: How CloudConnct can help
CloudConnect’s offerings
UCaaS:sensible, effective, and immediately deployable
Customization, verticals, and ecosystem
CloudConnect platform Architecture
Product overview and unique value
Omni-Channel and voice bot examples
Auto-config, auto scaling, self-healing
Alcatel-Lucent is a global provider of communications solutions and services. It aims to transform communications through innovations in fixed, mobile, and IP technologies. Key points:
- Alcatel-Lucent offers end-to-end solutions for voice, data and video services for consumers, businesses, and governments.
- It invests heavily in R&D (€2.7 billion annually) and owns over 25,000 patents, driving innovations in areas like broadband, networking, applications and services.
- The company operates in 130 countries with over €18 billion in annual revenues and over 86,000 employees from diverse backgrounds.
Juniper Networks is a networking company that provides networking equipment and software. They aim to transform networking through innovation, challenging conventions, and building advanced networks that contribute to ideas and solve problems. Juniper works closely with customers in industries like healthcare, energy, and education to build powerful networks that deliver business value and fuel co-innovation.
This Wainhouse Research Ebook investigates Unified Communications and Collaboration (UC&C) as an enabler of Digital Transformation. We’re focusing on the broad, enterprise-wide impact that a well deployed, integrated, and expanded UC&C experience delivers, and its ability to enable a larger Digital Transformation strategy.
This eBook provides an objective, unbiased, and detailed overview of UC&C Transformation, covering the following topics:
Digital Transformation - key concepts, terms, and definitions
Enterprise Drivers - primary drivers leading the enterprise to a digital transformation strategy
Transformation Reality - common enterprise barriers to digital transformation
Key Steps & Best Practices - to making your transformation journey successful
Transformation Use Cases & Opportunities - transformation targets and benefits
This eBook includes expert analyst insight backed by the following research:
In-Dept Interviews – with product teams, IT Decision Makers (ITDMs), and executives with experience transforming their enterprises with the use of UC&C tools and solutions.
Wainhouse Research Data – we reference data points from end-user and ITDM surveys, briefings with technology vendors, and insight gained from enterprise consulting engagements.
This white paper analyzes the potential economic and competitive impact of network functions virtualization (NFV) and software-defined networking (SDN) technologies on telecommunications carriers and their networks. It finds that NFV and SDN could drive profound changes by enabling network programmability, automation, dynamic service provisioning, and the fusion of carrier networks with cloud ecosystems. While these changes present opportunities to lower costs and expand services, carriers that fail to embrace the transformation may be left with uncompetitive business models. The white paper aims to facilitate strategic discussion on how carriers can best leverage NFV and SDN.
Your partner for the connected car evolutionprhaskitt
Symphony Teleca is a professional services provider that partners with automotive companies to develop connected car solutions. They offer strategy and technology consulting, connectivity solutions, in-vehicle infotainment systems, user interface design, and cloud services. Symphony Teleca supports clients throughout the product lifecycle from concept to development to maintenance. Their goal is to help automakers bring innovative connected car experiences to market faster and at a lower cost.
Next gen tech for business and telecom service providers, Raman Singh, CloudC...Alan Quayle
Next gen tech for business and telecom service providers
Raman Singh, Chief Innovation Officer, Cloud Connect
CloudConnect is a DOT Licensed Virtual Network Operator offering a lot more than just India’s first PBX on Mobile for SMBs. CloudConnect gives you the advantage of a comprehensive, and secure mobile-first Business Communication Systems which include cloud PBX system, Business IP phone service, and Unified Communications and Collaboration for small businesses.
This presentation will cover:
Emerging trends: How CloudConnct can help
CloudConnect’s offerings
UCaaS:sensible, effective, and immediately deployable
Customization, verticals, and ecosystem
CloudConnect platform Architecture
Product overview and unique value
Omni-Channel and voice bot examples
Auto-config, auto scaling, self-healing
This document discusses unified communications and provides recommendations. It covers key topics like the business case for UC, challenges of UC deployment, and examples of quantifying UC benefits. The document recommends identifying processes that could be improved with UC, validating those opportunities, prototyping solutions, and measuring before and after results to build a strong business case. It also addresses common UC challenges around organization, technology, and metrics.
Using the Cloud to Attract, Engage & Retain Your CustomersWainhouse Research
The document discusses how companies can use digital engagement and cloud communications to attract, engage, and retain customers. It provides examples of how government, higher education, transportation, and healthcare organizations are using digital tools like messaging, video, location services, and analytics via the cloud to improve customer experiences. Overall the document promotes the idea that the evolving needs of today's digital customers require companies to adopt new cloud-based communications technologies and services to effectively engage with their diverse customer bases.
Multiplatform Managed OTT-TV is a promising opportunity for Telco ready to combine their direct-to-consumer services with white-label online video services for independent content providers - This presentation is a quick summary of our last 10+ yrs experience in this sector.
The advantages of UC for businesses, employees, customers and busuiness partners are well-known. UC empoweer them to communicate anytime, anywhere, using any device. However, many companies beleive that implementing a unified communications solution will prove too expensive for their limited budget and require replacing their whole infrastructure.
Turning Network Assets Into Market Opportunities Wp 1fmkrm
The document discusses the Application Exposure Suite created by Alcatel-Lucent to address challenges faced by service providers, developers, enterprises and end-users in the mobile application market. The suite allows service providers to securely expose select network capabilities to trusted developers, fostering innovation. It transforms internal protocols into standardized APIs and provides tools for application management, privacy controls, and revenue monitoring. The suite helps all parties in the application ecosystem by facilitating collaboration between service providers and developers.
1) Traditional telco business models are challenged by new ecosystems-driven competition from OTT players like WhatsApp and WeChat that offer alternative services.
2) Telcos need to reinvent themselves from singular networks optimized for connectivity to modular structures that leverage ecosystems to diversify and drive new revenue from services.
3) A modern telco approach focuses on fostering innovation beyond networks by providing APIs, developer tools, and value-added services to ecosystems rather than competing directly with platforms.
The document provides a summary of key announcements and trends from the 2014 Mobile World Congress conference around networks, devices, and services. Some of the main points discussed include the growing focus on network virtualization and small cell deployments to improve networks, efforts to lower smartphone prices including the possibility of a $25 smartphone, and increasing emphasis on digital services and connectivity of devices and things beyond mobile phones.
The document discusses how the telecommunications industry is undergoing rapid changes and opportunities due to factors like consolidation, new services and low-cost alternatives. It summarizes Red Hat's offerings for telecommunications companies, including the carrier-grade Red Hat Enterprise Linux platform and JBoss Communications Platform for developing voice, video and data services, to help companies innovate faster while controlling costs in this dynamic environment. Red Hat partners with leaders like Cisco, IBM, HP and Intel to provide integrated platforms and solutions for the telecommunications industry.
This document summarizes an e-book from a blog that provides strategic insights for telecommunications companies. It discusses the utility of software-defined networking (SDN) for telcos, how telcos can organize to offer new services and pursue growth, and the growth of SDN and network function virtualization in the telecommunications industry. The document outlines the business case and technical capabilities of SDN, as well as case studies of companies adopting SDN and market projections for SDN adoption and revenue. It also discusses how telcos can transform their business models and organizations, like IBM did, to focus more on new services.
1) The document discusses strategies for SK Telecom to enter the mobile location-based services (LBS) market in China.
2) It recommends launching a location-based social network called Ulink to attract subscribers and providing location-based advertising as a value-added service.
3) It also suggests partnering with mobile terminal manufacturers and network operators in China to help SK Telecom enter the 3G mobile phone market and provide terminals with GPS functionality.
TADSummit EMEA 2019, Improving the Experience of Realizing CXTech Use CasesAlan Quayle
Marten Schoenherr, CEO/Founder at Automat Berlin GmbH
Addressing a gap consuming Communications Experience Technology today
Bridging a powerful open-source world with a diverse enabler ecosystem
The Automat open-source approach for rapid user-friendly CXTech going beyond consuming CPaaS
Telepo is a leading provider of unified communication as a service solutions for businesses. It offers a cost-efficient hosted solution that delivers ease of use services on any device. Telepo's software-based solution allows for central deployment and management with a rapid time to market of around 3 months. The solution provides significant financial benefits with up to 80% reduction in operating expenses.
This document discusses technology trends and predictions for the communications industry in 2012. It highlights some key focus areas for Communications Technology magazine in the coming year, including monthly webinars on topics like TV Everywhere and network innovation. It also summarizes upcoming special reports and daily news services that will analyze industry news and regulatory changes. The document closes by reflecting on how younger users and new devices like smartphones and tablets are driving changes in the industry and shaping its future direction.
This document discusses advancements in layer 2 switching for AdvancedTCA networks. It describes the spanning tree protocol used for loop prevention and its limitations during failures. A new layer 2 failover feature is introduced that provides faster recovery from failures compared to spanning tree. This allows network paths to remain active for improved redundancy and high availability exceeding 99.999%.
Service2Media is a leading provider of app solutions that allows customers to design apps once and deploy them across multiple devices. Their app lifecycle platform supports the full development process from design to deployment to ongoing evolution. This platform provides future-proof apps that can be maintained throughout their lifetime. Service2Media aims to be a one-stop shop for their clients' app needs through their platform and full suite of services.
The Mobile competitive landscape is changing, This presentation is an effort to try to understand how openness and open source in particular is changing the mobile competitive landscape.
Full Circle: The Rise of Vehicle-Installed TelematicsHitReach
This document summarizes a presentation about the rise of vehicle-installed telematics. It discusses how head unit contents have migrated from being stored onboard to coming from the cloud, allowing for easier upgrades. Only factory-installed telematics can take advantage of vehicle ergonomics and ADAS. The vision is for internet-based features like navigation, radio, and media accessed through the cloud to create a more integrated experience.
Huawei presented its vision for smart cities and intelligent transportation systems. It discussed how technology advancements are enabling cities to become more intelligent through digitalization. Huawei's smart city portfolio includes solutions for network video surveillance, emergency command centers, intelligent transportation systems, e-health, e-government and more. These solutions integrate diverse technologies to provide smart applications and services across different mediums. Huawei has implemented smart city projects around the world and sees opportunities for telecom operators, system integrators and other players in the value chain.
Review of the thinking behind Wazo, using their commoditization matrix across control, usability, programmability, and open source to explain the balance Wazo Aims to achieve. Stitching together a number of open source telecom projects to create a programmable framework to implement a number of popular enterprise communication implementations. Such as UCaaS.
Disruptive quantum technology has the potential to revolutionize business models significantly. By availing of the benefits of quantum technology at an early stage, businesses can have a competitive advantage over others.
DWS15 - Connected things forum - conclusive keynote - Raj TalluriIDATE DigiWorld
1. Raj Talluri, SVP of Product Management at Qualcomm Technologies, discusses the growth of IoT and Qualcomm's investments in key verticals like healthcare, automotive, smart cities, and more to capitalize on the over 5 billion device opportunity by 2018.
2. Qualcomm is investing in connectivity technologies like AP, WWAN, WiFi, BT and PLC to address the diverse connectivity needs of different IoT use cases across industries. Qualcomm's revenues from non-handset segments have grown from over $1B in FY2014 to an estimated $1.6B in FY2015.
3. Qualcomm aims to provide the connectivity fabric to enable the IoT by
This document discusses unified communications and provides recommendations. It covers key topics like the business case for UC, challenges of UC deployment, and examples of quantifying UC benefits. The document recommends identifying processes that could be improved with UC, validating those opportunities, prototyping solutions, and measuring before and after results to build a strong business case. It also addresses common UC challenges around organization, technology, and metrics.
Using the Cloud to Attract, Engage & Retain Your CustomersWainhouse Research
The document discusses how companies can use digital engagement and cloud communications to attract, engage, and retain customers. It provides examples of how government, higher education, transportation, and healthcare organizations are using digital tools like messaging, video, location services, and analytics via the cloud to improve customer experiences. Overall the document promotes the idea that the evolving needs of today's digital customers require companies to adopt new cloud-based communications technologies and services to effectively engage with their diverse customer bases.
Multiplatform Managed OTT-TV is a promising opportunity for Telco ready to combine their direct-to-consumer services with white-label online video services for independent content providers - This presentation is a quick summary of our last 10+ yrs experience in this sector.
The advantages of UC for businesses, employees, customers and busuiness partners are well-known. UC empoweer them to communicate anytime, anywhere, using any device. However, many companies beleive that implementing a unified communications solution will prove too expensive for their limited budget and require replacing their whole infrastructure.
Turning Network Assets Into Market Opportunities Wp 1fmkrm
The document discusses the Application Exposure Suite created by Alcatel-Lucent to address challenges faced by service providers, developers, enterprises and end-users in the mobile application market. The suite allows service providers to securely expose select network capabilities to trusted developers, fostering innovation. It transforms internal protocols into standardized APIs and provides tools for application management, privacy controls, and revenue monitoring. The suite helps all parties in the application ecosystem by facilitating collaboration between service providers and developers.
1) Traditional telco business models are challenged by new ecosystems-driven competition from OTT players like WhatsApp and WeChat that offer alternative services.
2) Telcos need to reinvent themselves from singular networks optimized for connectivity to modular structures that leverage ecosystems to diversify and drive new revenue from services.
3) A modern telco approach focuses on fostering innovation beyond networks by providing APIs, developer tools, and value-added services to ecosystems rather than competing directly with platforms.
The document provides a summary of key announcements and trends from the 2014 Mobile World Congress conference around networks, devices, and services. Some of the main points discussed include the growing focus on network virtualization and small cell deployments to improve networks, efforts to lower smartphone prices including the possibility of a $25 smartphone, and increasing emphasis on digital services and connectivity of devices and things beyond mobile phones.
The document discusses how the telecommunications industry is undergoing rapid changes and opportunities due to factors like consolidation, new services and low-cost alternatives. It summarizes Red Hat's offerings for telecommunications companies, including the carrier-grade Red Hat Enterprise Linux platform and JBoss Communications Platform for developing voice, video and data services, to help companies innovate faster while controlling costs in this dynamic environment. Red Hat partners with leaders like Cisco, IBM, HP and Intel to provide integrated platforms and solutions for the telecommunications industry.
This document summarizes an e-book from a blog that provides strategic insights for telecommunications companies. It discusses the utility of software-defined networking (SDN) for telcos, how telcos can organize to offer new services and pursue growth, and the growth of SDN and network function virtualization in the telecommunications industry. The document outlines the business case and technical capabilities of SDN, as well as case studies of companies adopting SDN and market projections for SDN adoption and revenue. It also discusses how telcos can transform their business models and organizations, like IBM did, to focus more on new services.
1) The document discusses strategies for SK Telecom to enter the mobile location-based services (LBS) market in China.
2) It recommends launching a location-based social network called Ulink to attract subscribers and providing location-based advertising as a value-added service.
3) It also suggests partnering with mobile terminal manufacturers and network operators in China to help SK Telecom enter the 3G mobile phone market and provide terminals with GPS functionality.
TADSummit EMEA 2019, Improving the Experience of Realizing CXTech Use CasesAlan Quayle
Marten Schoenherr, CEO/Founder at Automat Berlin GmbH
Addressing a gap consuming Communications Experience Technology today
Bridging a powerful open-source world with a diverse enabler ecosystem
The Automat open-source approach for rapid user-friendly CXTech going beyond consuming CPaaS
Telepo is a leading provider of unified communication as a service solutions for businesses. It offers a cost-efficient hosted solution that delivers ease of use services on any device. Telepo's software-based solution allows for central deployment and management with a rapid time to market of around 3 months. The solution provides significant financial benefits with up to 80% reduction in operating expenses.
This document discusses technology trends and predictions for the communications industry in 2012. It highlights some key focus areas for Communications Technology magazine in the coming year, including monthly webinars on topics like TV Everywhere and network innovation. It also summarizes upcoming special reports and daily news services that will analyze industry news and regulatory changes. The document closes by reflecting on how younger users and new devices like smartphones and tablets are driving changes in the industry and shaping its future direction.
This document discusses advancements in layer 2 switching for AdvancedTCA networks. It describes the spanning tree protocol used for loop prevention and its limitations during failures. A new layer 2 failover feature is introduced that provides faster recovery from failures compared to spanning tree. This allows network paths to remain active for improved redundancy and high availability exceeding 99.999%.
Service2Media is a leading provider of app solutions that allows customers to design apps once and deploy them across multiple devices. Their app lifecycle platform supports the full development process from design to deployment to ongoing evolution. This platform provides future-proof apps that can be maintained throughout their lifetime. Service2Media aims to be a one-stop shop for their clients' app needs through their platform and full suite of services.
The Mobile competitive landscape is changing, This presentation is an effort to try to understand how openness and open source in particular is changing the mobile competitive landscape.
Full Circle: The Rise of Vehicle-Installed TelematicsHitReach
This document summarizes a presentation about the rise of vehicle-installed telematics. It discusses how head unit contents have migrated from being stored onboard to coming from the cloud, allowing for easier upgrades. Only factory-installed telematics can take advantage of vehicle ergonomics and ADAS. The vision is for internet-based features like navigation, radio, and media accessed through the cloud to create a more integrated experience.
Huawei presented its vision for smart cities and intelligent transportation systems. It discussed how technology advancements are enabling cities to become more intelligent through digitalization. Huawei's smart city portfolio includes solutions for network video surveillance, emergency command centers, intelligent transportation systems, e-health, e-government and more. These solutions integrate diverse technologies to provide smart applications and services across different mediums. Huawei has implemented smart city projects around the world and sees opportunities for telecom operators, system integrators and other players in the value chain.
Review of the thinking behind Wazo, using their commoditization matrix across control, usability, programmability, and open source to explain the balance Wazo Aims to achieve. Stitching together a number of open source telecom projects to create a programmable framework to implement a number of popular enterprise communication implementations. Such as UCaaS.
Disruptive quantum technology has the potential to revolutionize business models significantly. By availing of the benefits of quantum technology at an early stage, businesses can have a competitive advantage over others.
DWS15 - Connected things forum - conclusive keynote - Raj TalluriIDATE DigiWorld
1. Raj Talluri, SVP of Product Management at Qualcomm Technologies, discusses the growth of IoT and Qualcomm's investments in key verticals like healthcare, automotive, smart cities, and more to capitalize on the over 5 billion device opportunity by 2018.
2. Qualcomm is investing in connectivity technologies like AP, WWAN, WiFi, BT and PLC to address the diverse connectivity needs of different IoT use cases across industries. Qualcomm's revenues from non-handset segments have grown from over $1B in FY2014 to an estimated $1.6B in FY2015.
3. Qualcomm aims to provide the connectivity fabric to enable the IoT by
Our Networks business conducts operations through four business groups: Mobile Networks, Fixed Networks, IP/Optical Networks, and Applications & Analytics. These groups address the global telecommunications market and provide products and services for mobile, fixed, IP and optical networking, as well as software platforms. We have a global presence through our Customer Operations organization and conduct extensive research and development through Bell Labs and a network of Technology Centers worldwide.
QUALCOMM had a very successful year in 1999. Their CDMA technology became a global standard for mobile communications, used in over 35 countries. QUALCOMM's revenues grew substantially to $3.9 billion for the year, and their stock performance helped them join the S&P 500 index. Looking ahead, QUALCOMM will continue focusing on their core competencies in CDMA technology and pioneering next generation wireless standards.
This annual report summarizes QUALCOMM's activities and accomplishments in 2001. Key points include:
1) CDMA technology gained further recognition and adoption worldwide, with over 100 million subscribers.
2) QUALCOMM helped launch the third generation of CDMA wireless technology, enabling high-speed data services.
3) QUALCOMM continued innovating chipset and software solutions to advance CDMA and drive the wireless industry.
4) The report highlights new technologies and partnerships that expanded the capabilities of CDMA networks.
Cloud Computing & Virtualization Summit, June 13th -15th @ the Interconti...kristinegichuhi
The document announces a Cloud Computing & Virtualisation Summit to take place June 13th-15th at the Intercontinental Hotel in Nairobi, Kenya and lists some of the sponsoring organizations:
- Cisco Systems is a worldwide leader in networking and the Internet, creating solutions using hardware, software, and services.
- Parallels is a leader in virtualization and automation software, serving consumers, businesses, hosting providers, and cloud infrastructure.
- Veeam develops data protection and virtual infrastructure management products for VMware and Hyper-V environments.
- Westcon Africa is a leading distributor of advanced technologies in Africa, forming part of the global Westcon group of companies.
How enterprise networks can boost Cloud Continuum experienceaccenture
1) The document discusses how enterprise networks are evolving rapidly due to innovations in areas like SD-WAN, 5G, and cloud technologies.
2) It notes that while this pace of change presents risks to IT leaders, failing to adopt new technologies also poses risks as it can cause networks to fall behind and limit organizations.
3) The document argues that SD-WAN, 5G, and network security advances are enabling enterprises to innovate, create new experiences, and open new business opportunities by enhancing connectivity, agility, and cost-effectiveness of networks.
Purdicom Wireless Plus Roadshow PresentationPurdicom
View the slides from the highly successful Wireless Plus Roadshow 2015 where Purdicom displayed it's wireless solutions, what they enable and how partners can successfully onboard them.
2012 Carrier Innovation Priorities – Summary slides from TC3 2011Telecom Council
The document discusses several areas of innovation that a telecommunications company is focusing on, including sensor networks, big data and analytics, digital media, radio technologies, business applications, social media, mobile network optimization, networking virtualization, semantics, enterprise collaboration, and social voice platforms. It provides examples of potential areas of focus within sensor networks, big data, digital media, radio, and business applications. It emphasizes seeking innovative companies and experts to test solutions on their network across industries like wireless, healthcare, automotive, transportation, education, media, and energy.
Microsoft Telecommunications Newsletter | June 2022Rick Lievano
There exists an industrywide consensus that 5G will unlock use cases across many sectors of industry and society. This new paradigm shift will enable massive machine-type communications (MMTC) for billions of devices, ultra-reliable low latency (URLLC) for AR and VR-enabled video devices, and enhanced mobile broadband (EMBB) to allow thousands of sports fans in a packed stadium to enjoy the on-field action live on their devices, all at the same time. This new breed of apps will bring together the cloud and the network, with 5G and multi-access edge computing (MEC) capabilities pushing computing closer to the problems they’re trying to solve. Developers will leverage network APIs as a control plane to make the best use of available infrastructure and the network, with more control over application performance and required capabilities for those next-generation video analytics, quality control, real-time management, and metaverse applications.
At Microsoft, we’re opening the door to the power of 5G to help developers take full advantage of the opportunity. We are committed to helping developers create on their own terms with a distributed, open-source environment and to build on a consistent, carrier-agnostic platform. And we are at the forefront of an effort to help standardize APIs, coordinating work across technology and communications providers. Last month, we touched on Edge Video Services (EVS), a Microsoft platform for developing video analytics solutions that can be deployed on Azure public MEC. In our top story this month, we learn that EVS is just the beginning, and partners are now broadly exploiting the power of Azure edge services to deliver even more incredible applications.
Let’s build the future of communications together!
Juniper Jumpstarts Innovation: Open Sources SDN ControllerJuniper Networks
In this paper industry analyst firm Enterprise Management Associates (EMA) reviews Juniper's OpenContrail announcement. Read on for an overview of Juniper's partnerships and a look at the SDN competitive landscape.
GeneXus is being used by TSCM Security Services to develop cloud-based solutions for government contracting agencies and government clients. Some key uses include providing a DCAA-compliant package accessible in the cloud, providing custom solutions with faster development times than competitors, and developing applications to counter cyber attacks and monitor wireless devices. The author has over 20 years of experience using GeneXus across many platforms and organizations, praising its ability to future proof applications, develop for multiple platforms from a single codebase, and produce efficient software development.
GeneXus is being used by TSCM Security Services to develop cloud-based solutions for government contracting agencies and government clients. Some key uses include providing a DCAA-compliant package accessible in the cloud, providing custom solutions with faster development times than competitors, and developing applications to counter cyber attacks. The author has over 20 years of experience using GeneXus across many platforms and organizations, praising its ability to future proof applications, support multiple platforms from a single codebase, and produce efficient software development.
The document discusses a Wi-Fi Network Designer tool developed by Pacific Alliance Technologies to help telecommunication companies address challenges from increased wireless data usage. The tool allows users to design and cost potential Wi-Fi network expansions using existing infrastructure like poles. It factors in how different technologies would distribute coverage and impact network load, performance, costs and client satisfaction.
This newsletter discusses cloud computing and its relevance to VoIP. It defines the three categories of cloud services: Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). When evaluating these services, companies should extensively research their requirements and a provider's capabilities. The newsletter also includes an interview with the general manager of a telecom company that uses VoIP Logic's services and a section on regulatory issues regarding VoIP taxation.
Wireless communications technology is fundamentally changing and improving people's lives worldwide. QUALCOMM is a leader in the communications revolution, innovating new ideas and executing a vision to grow a vital wireless industry over the past two decades. QUALCOMM's wireless technologies are making a meaningful difference by connecting people and information and changing the world for the better. The company achieved record financial results in 2006, with $7.53 billion in revenue, $2.47 billion in net income, and $1.44 in diluted earnings per share.
Ultra-broadband networks enabled by fiber optic technology and 4G wireless networks will transform society and drive economic growth. Verizon is investing $17 billion annually to build these networks. They will enable virtual classrooms, remote medicine, smart appliances, and reinvent industries. Ultra-broadband can help reform healthcare, save energy, improve education, empower people with disabilities, and connect more people globally. These networks represent the next wave of innovation that will change our lives even more than previous technologies.
The 1999 Nordstrom annual report discusses the company's transition to better position itself for future competition. While sales growth was achieved through new store openings, existing store sales did not grow as expected due to excess inventory levels. The company took steps to better align inventory levels with sales. It also streamlined its buying structure to improve accountability and gain leverage in the market. Going forward, Nordstrom aims to generate quality sales growth from both new and existing stores through various new initiatives focused on the customer experience.
The 1999 Nordstrom annual report discusses the company's transition to better position itself for future success and increased competition. Key points include:
- Sales growth was driven by new full-line store openings and Rack store expansion. However, inventory levels had expanded faster than sales.
- The company realigned its buying structure to streamline decision making and gain leverage in the market.
- Initiatives are outlined to drive quality sales growth from existing stores through listening to customers and inspiring brand loyalty.
- The company is well positioned for future growth through new store opportunities and adapting to changing customer demands.
This annual report from Nordstrom provides an overview of the company's financial performance in 2000 and discusses some changes made that year based on customer feedback. It highlights that Nordstrom's greatest asset is its employees and salespeople. The report emphasizes focusing resources on supporting employees and giving them ownership over merchandise selection to best meet customer needs at the local level. It provides examples of top performing salespeople to illustrate Nordstrom's culture of customer service.
This annual report from Nordstrom provides an overview of the company's financial performance in 2000 and discusses some changes made that year based on customer feedback. It highlights that Nordstrom's greatest asset is its employees and salespeople. The report emphasizes focusing resources on supporting employees and giving them ownership over merchandise selection to best meet customer needs at the local level. It provides examples of top performing salespeople to illustrate Nordstrom's culture of customer service.
Nordstrom's 2001 Annual Report provides key financial highlights and performance metrics for the fiscal year. It discusses comparable store sales growth, total sales growth, earnings per share, and other metrics. The report also features interviews with Nordstrom employees discussing how the company is responding to challenges in retail by focusing on great products, customer service, and relationships. Employees discuss benefits of new initiatives like Perpetual Inventory and how Nordstrom transfers its core values to new markets. An operations executive also discusses bringing expenses under control by focusing on the customer experience and leveraging the company's size.
Nordstrom reported financial results for fiscal year 2001 with net sales increasing 1.9% to $5.6 billion and net earnings growing 22.3% to $124.7 million. Nordstrom saw comparable store sales growth and increased sales per square foot. The company focused on offering great styles, value, and customer service during challenging times for retail. Nordstrom implemented Perpetual Inventory to improve inventory management and the customer experience.
The annual report for 2002 provides financial highlights for the company including:
- Net sales increased 6.1% from 2001 to $5.975 billion.
- Earnings before income taxes decreased 4.3% to $195.6 million.
- Net earnings decreased 27.6% to $90.2 million.
The annual report summarizes Nordstrom's financial performance in 2002. Net sales increased 6.1% to $5.975 billion compared to 2001. Earnings before taxes decreased 4.3% to $195.6 million. Net earnings decreased 27.6% to $90.2 million and basic earnings per share decreased 28% to $0.67. Nordstrom made progress increasing sales and reducing expenses as a percentage of sales but recognizes there is still work to be done to reach its goals.
Nordstrom reported strong financial results for fiscal year 2003, with net sales increasing 8.6% to $6.49 billion and net earnings increasing 169.2% to $242.8 million. The company saw improvements in key metrics like gross profit margin and inventory turnover. Nordstrom aims to further enhance the customer experience through new technologies like touchscreen registers and personal book software. The report discusses Nordstrom's focus on listening to customers, providing quality service, and investing in employees and tools to build long-term customer loyalty and competitive advantage.
Nordstrom reported strong financial results for fiscal year 2003, with net sales increasing 8.6% to $6.49 billion and net earnings increasing 169.2% to $242.8 million. The company saw improvements in key metrics like gross profit margin and inventory turnover. Nordstrom aims to further enhance the customer experience through new technologies like touchscreen registers and personal book software. The report discusses Nordstrom's focus on disciplined growth, delivering the right merchandise assortments to each store, and leveraging technology improvements to better serve customers and drive profitable growth.
The document lists various job roles within the fashion retail business, including designers, salespeople, managers, and support staff. It then provides financial highlights and key metrics for Nordstrom, Inc. for the year 2004, including total revenue, net earnings, earnings per share, and total number of employees. The roles listed help illustrate the wide range of positions involved in operating a large retail fashion business.
The document lists various job roles within the fashion retail business of Nordstrom, Inc. It includes designers, salespeople, managers, servers, and other operational roles across the company. The roles support functions like design, sales, store operations, visual merchandising, and supply chain management.
This document is Nordstrom's annual report on Form 10-K filed with the SEC, summarizing its business operations for the fiscal year ended January 31, 2009. It discusses Nordstrom's segments including retail stores, direct, credit, and other. It provides an overview of Nordstrom's operations, including its store count, real estate strategy, brands, suppliers, seasonality, inventory management, and competitive environment. The report also addresses risks to Nordstrom's business from economic conditions, consumer spending, competition, and other factors.
This document is Nordstrom's annual report on Form 10-K for the fiscal year ending January 31, 2009. It provides information on Nordstrom's business operations and financial results. Specifically, [1] it describes Nordstrom's retail operations including its full-line department stores, Nordstrom Rack off-price stores, and clearance stores; [2] it notes that Nordstrom operates 171 stores across 28 U.S. states as of March 2009; and [3] it divides Nordstrom's business into four segments: Retail Stores, Direct, Credit, and Other. The filing also includes details on store openings, financial and operating results, risk factors, properties, legal proceedings, and other disclosures required in an annual
- Nordstrom reported strong financial results for fiscal year 2005 with total sales increasing 8.3% to $7.7 billion and same-store sales growth of 6%. Net earnings increased 40.1% to $551 million compared to 2004.
- The company aims to continue its growth in 2006 by focusing on maximizing sales in women's apparel, providing a seamless shopping experience across channels, and expanding into new markets like Boston.
- Nordstrom's strategies for continuous improvement include testing new store concepts, enhancing its online presence, leveraging technology investments, and refining inventory management tools.
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion and net earnings increased 23% to $678 million. Other highlights included gross profit and earnings before taxes reaching record high percentages of net sales. Nordstrom also announced a $2.8 billion capital plan to fund new stores, remodels, and other customer-facing initiatives to drive further growth. The company is well positioned for future growth given its focus on serving customers through both stores and online channels.
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion, with earnings before taxes exceeding $1 billion for the first time. The gross profit rate was 37.5% and expenses as a percentage of sales improved for the sixth consecutive year. Nordstrom also announced a $2.8 billion capital investment plan focused on new stores, remodels, and technology improvements to enhance the customer experience across channels. The Chairman expressed optimism for Nordstrom's future given its focus on serving customers and executing narrow initiatives through the lens of its values.
The document is Nordstrom's annual report (Form 10-K) filed with the SEC for the fiscal year ended February 2, 2008. It provides an overview of Nordstrom's business segments and operations, discusses competitive conditions and risks. Key points include:
- Nordstrom has four business segments: Retail Stores, Direct, Credit, and Other. Retail Stores and Direct are the main segments.
- In 2007, Nordstrom opened new stores and remodeled existing stores. It also sold its Façonnable boutiques.
- Nordstrom faces competition from other retailers and risks including its ability to respond to fashion trends, effective inventory management, and economic conditions.
The document is Nordstrom's annual report (Form 10-K) filed with the SEC for the fiscal year ended February 2, 2008. It provides an overview of Nordstrom's business segments and operations, discusses competitive conditions and risks. Key points include:
- Nordstrom has four business segments: Retail Stores, Direct, Credit, and Other. Retail Stores and Direct are the main segments.
- In 2007, Nordstrom opened new stores and remodeled existing stores. It also sold its Façonnable boutiques.
- Nordstrom faces competition from other retailers and risks including its ability to respond to fashion trends, effective inventory management, and economic conditions.
This document is Nordstrom's annual report on Form 10-K filed with the SEC, summarizing its business operations for the fiscal year ended January 31, 2009. It discusses Nordstrom's segments including Retail Stores, Direct, Credit, and Other. It provides an overview of Nordstrom's operations including its store count, real estate strategy, and sales by segment. It also outlines the company's trademarks, return policy, seasonality, inventory management, competition, employees, and risk factors associated with its business.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
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In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
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2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
2. create
anticipate
anticipate collaborate
create
collaborate
invigorate create
anticipate create
We foresee the needs of the wireless market We invent new technologies that make
and act in advance to meet those needs — a wireless communications more effective
key to Qualcomm’s long-term leadership in and useful — the driving passion behind
wireless innovation. Qualcomm since its inception in 1985.
3. Our business continues to be
a primary engine for the growth
of the wireless industry.
And we’re helping to redefine
the ways people interact with
the world.
collaborate invigorate
We work together with our partners We promote healthy competition
to overcome obstacles and create and stimulate industry growth — the
market opportunities — a cornerstone effect Qualcomm has on the wireless
of Qualcomm’s inclusive approach ecosystem worldwide.
to conducting business.
4. A force for change.
anticipate
Envisioning what comes next, Qualcomm is
continuously transforming the mobile experience,
and we’ve only just begun.
5. More than two decades ago, we opened Regardless of the path operators choose as
the door for many new companies to enter they seek to grow and evolve, Qualcomm
the market by sharing our inventions and is leading the industry in the convergence
creating an ever-evolving technology of multiple radio access technologies for
roadmap. We followed up with a ground- advanced networks and devices. By
breaking technology platform that energized anticipating new possibilities, and
mobile software developers worldwide. enabling new partners, we continue to
make wireless technologies more useful,
As operators choose their technologies for next- personal, affordable and accessible to
generation networks, Qualcomm is enabling people everywhere.
the transition with industry-leading chipset
solutions and support services that effectively
complement existing CDMA2000® and
WCDMA/HSPA deployments, and our success
in the development and commercialization of
OFDM/A gives us a significant advantage in
commercializing next-generation technologies.
anticipate
Qualcomm is a leader in the innovation and execution of wireless
technology. We have enabled many new market entrants and
have continued to deliver leading technologies that go beyond
the horizon, with product offerings outside traditional markets.
6. Ideas that matter.
Driven by a relentless passion for innovation, We opened the door to mobile location-based
Qualcomm engineers have developed many services with gpsOne®-enabled chipsets. Our
breakthroughs in wireless communications. gpsOne technology has been incorporated into
more than 300 million wireless devices.**
One of our early goals was to make the use of
our proprietary CDMA technology widespread We were first to provide a wireless solution
throughout the world and we have succeeded featuring a fully integrated low-power GPS
in that endeavor. Today there are over 530 baseband with RF capabilities.
million 3G CDMA subscribers worldwide.*
*Source: Wireless Knowledge, November 2007.
**As of November 2007.
create
Qualcomm serves the global wireless industry
by inventing breakthrough technologies that are
bringing the world’s most advanced and personal
mobile devices and services to life.
7. We delivered the world’s first 3G single-chip We were first to make a phone call on a 3G
solutions that integrate the radio transceiver, chip manufactured with 45 nanometer (nm)
baseband modem, power management process technology.
device and multimedia engines into a
single chip. We were first to deliver GHz processing
performance integrated with 3G connectivity
We were first to commercialize a chipset with our Snapdragon™ platform, adding
solution for HSDPA and HSUPA. expanded functionality to next generations
of electronics from gaming/portable
entertainment devices to pocket computers
and beyond.
create
For more than 20 years, Qualcomm has invested significantly
in R&D, which has resulted in thousands of innovative ideas,
methods and products that are changing the wireless world.
8. collaborate
Through our inclusive approach to partnership,
ongoing investments in next-generation technologies
and support for open standards, Qualcomm promotes
industry competition and market growth.
9. Relationships
that empower.
a wide range of critical support activities
Qualcomm pioneered a new business model
ranging from product development,
that enables wireless vendors and operators to
commercialization and testing to network
bring infrastructure, test equipment and mobile
deployment and optimization.
devices to market more quickly and at lower
costs. We offer an open and fair licensing model
Qualcomm has one of the most widely licensed
that enables all interested companies — including
intellectual property portfolio in the wireless
our competitors — to benefit from our ideas and
industry. Today our company licenses to more
contribute to the growth of our industry.
than 140 manufacturers of wireless devices
and infrastructure equipment worldwide, ranging
To assist our partners in achieving business
from entrepreneurial start-up companies to
goals, our expert global development consultants
virtually every major global brand. More than
collaborate closely with companies throughout
430 wireless network operators worldwide
the wireless value chain. Our extensive
rely on technology innovated by Qualcomm
engineering resources are dedicated to tailoring
to power their networks and differentiate the
solutions that address specific market needs.
devices and services they offer.
As part of this ongoing effort, our teams provide
collaborate
Qualcomm has developed a range of fully integrated solutions
and services that enable manufacturers to capitalize on market
demand for diverse products and services, and improve time
to market and manage costs, while delivering the functionality
that operators and consumers want.
10. There’s more to wireless.
invigorate
We offer a variety of groundbreaking products and
services that enable software and content developers
to fuel the surging demand for compelling and useful
mobile applications and content.
11. Qualcomm CDMA Technologies continues to Qualcomm Government Technologies puts
redefine wireless mobility as a global leader mission-critical tools into the hands
in the development and manufacture of state-of- of federal, state and local government emergency
the-art chipsets, system software, development first responders, enabling them to access and
tools and products. share information anywhere at anytime.
Our revolutionary mobile TV platform developed Qualcomm Enterprise Services makes businesses
of all descriptions more efficient and
by MediaFLO™ Technologies is now commercially
competitive with technologies and services
available through MediaFLO USA™ Inc. Offered in
,
partnership with major carriers, MediaFLO USA’s that leverage wireless to support applications,
FLO™ TV service, featuring the world’s best including mobile work force management and
entertainment brands, is currently available advanced machine-to-machine communications.
in more than 50 major metropolitan areas in the
United States and growing.
There’s more to Qualcomm.
invigorate
Our user-interface solutions and application development
tools help ensure a steady flow of highly personalized
multimedia information and entertainment services to
mobile users worldwide.
12. Dr. Paul E. Jacobs, CEO | Steven R. Altman, President
Technology
made personal.
13. A message from leadership
We are executing on our current and long-term strategies and our success
is clearly reflected in our financial results.
There are many exciting developments throughout the significant increases in revenues as consumers and enter-
wireless industry today, and Qualcomm technologies, prises buy new mobile phones and wireless-enabled laptops,
employees and partners play central roles in the expanding download applications and sign up for new services.
opportunities. Our company continues to drive the future
we are executing well
of mobility. We are continually enhancing our technology
We continue to successfully execute on our current and
leadership and looking beyond traditional products and
long-term strategies, and these efforts are clearly reflected
services to find new ways for mobile devices, networks and
in every Qualcomm operating division.
services to improve the lives of people around the world.
Qualcomm CDMA Technologies (QCT) continues to set
the market is strong
records with chipset shipments. Thanks to QCT’s excel-
We are pleased to report that the global wireless ecosystem
lent efforts, iSuppli named Qualcomm the world’s top
we serve had another tremendous year and is continuing
supplier of semiconductors for wireless applications. We
to grow at a rapid pace. There are more than 530 million
recently strengthened our leadership position in wireless
subscribers worldwide to the 3G CDMA networks enabled
semiconductor process technology by powering the
by Qualcomm products and technologies. Qualcomm-
world’s first 3G handsets based on 65-nanometer chips.
enabled networks continue to attract new users throughout
the world and our technology roadmap provides a Among the many new products introduced this year
strong evolutionary path for both CDMA2000 and are a low-cost single-chip solution for manufacturers of
EV-DO Rev. A devices and Gobi ™, an embedded global
WCDMA networks.
mobile Internet and GPS solution for today’s notebook
In leading markets such as the United States, Europe,
computers. Our new Snapdragon platform is designed
Japan and South Korea, we continue to see strong demand
to take consumer electronics to the next level including
for high-end devices featuring increased display size,
the enabling of a whole new class of “pocket devices”
3-D graphics, expanding multimedia capabilities, multi-
with a wide range of applications and tremendous
megapixel cameras, more memory and greater processing
market potential.
power. Steady growth remains in other key regions of the
MediaFLO USA service is now available in more than
world as more operators opt to provide their users with
50 cities in the United States, and we remain excited
high-speed data capabilities made possible by EV-DO
about potential MediaFLO technology expansion into
revisions for CDMA2000 networks and by HSDPA
international markets. MediaFLO recently won the
deployments in the WCDMA space.
“Best TV and Video Service” award by the European
The CDMA Development Group reports that more than
Mobile Entertainment Forum, further validating FLO
35 new operators launched CDMA2000 networks in
technology as a globally recognized open standard
2007 and low-priced, multi-featured phones are key
that provides the mass market with cost-effective,
growth drivers. Much of this growth is taking place in
high-quality multimedia content.
emerging markets where declining handset prices and
Our BREW business also made significant strides this
increasing data capabilities are fueling demand.
year, gaining traction in WCDMA markets and support-
Our strong and ongoing commitment to Research and
ing exciting new services. Warner Music Group is now
Development (R&D) helps ensure that wireless users have a
using our comprehensive uiOne™ offering to deliver
steady flow of new devices and compelling mobile broad-
highly personalized over-the-air downloadable artist
band services to choose from. Network operators are seeing
Qualcomm Company Overview 1
14. themes to their mobile customers. And Major League R&D resources to enable the Android platform and
Baseball (MLB) became the first customer for our to optimize its functionality on our chipsets.
BREW BrandXtend™ Signature Solution, enabling fans
shifting the industry dynamic
to download baseball content to their phones directly
Our strategy is to expand the industry by enabling as
from the MLB Web site. With Hutchison H3G, we
many manufacturers as possible to enter the wireless
recently launched a low-cost Skype-enabled BREW-based
marketplace. Qualcomm exemplifies the shift of the
WCDMA phone.
intellectual property rights business model away from
Qualcomm Government Technologies continues to the traditional focus on technology protection to a
contribute to public safety and national security by more inclusive approach to technology licensing and
leveraging the power of advanced wireless technologies proliferation. The Qualcomm Technology Licensing
for a broad range of government agencies. Among business funds R&D, creating wireless innovations
the notable accomplishments this year was the that we have transferred to more than 140 licensees.
deployment of a unique new 3G EV-DO network
Motivated by their own commercial considerations,
service to 17 jurisdictions in the National Capitol
some of our competitors have called our licensing policy
Region surrounding Washington, D.C.
into question, misrepresenting our business to advance
Wireless technology continues to transform today’s their own agendas. We welcome the opportunity to clarify,
workplace, and Qualcomm Enterprise Services achieved defend and promote the business model that has fostered
a number of milestones this year, including the intro- competition and increased the pace of delivering innova-
duction of a 3G-enabled telematics solution to the tive new capabilities into the hands of consumers.
construction industry in Europe and the acquisition and
We believe that the entire industry, including our company
integration of an industry-leading machine-to-machine
and our competitors, will benefit through open, rather
communications services company.
than restricted, licensing of our patented technology.
we are a partner of choice
well positioned for future growth
The convergence of the wireless and Internet industries
We achieved record revenues, net income and operating
is creating new partnerships, evolving business models
cash flow in fiscal 2007 and returned a record $2.3 billion
and driving innovation. As part of our efforts to enhance
of capital to our stockholders through our cash dividend
the mobile experience, we continue to make acquisitions
and stock repurchase program. These achievements
and seek out new partners.
provide market validation for the innovative products
Our subsidiary, Qualcomm MEMS Technologies, and solutions made possible by Qualcomm.
launched its first mirasol™ display product this year in
Thanks to the energy and creativity of our outstanding
partnership with Audiovox, a Bluetooth headset that
global work force, we are well positioned for industry
extends battery life while delivering superior visibility,
leadership. We will continue to lead the convergence
even in low-light environments.
of mobile communications, computing and consumer
Continually working to drive increased consumer electronics with investments in innovative technologies
adoption of new mobile data services, in November that contribute to the success of our industry partners
2007, we acquired Firethorn Holdings, LLC, an industry- and benefit wireless users throughout the world.
leading mobile banking enabler which is working with
top wireless operators and financial industry partners
to turn the wireless phone into a digital wallet.
We announced our participation with Google in the Open
Dr. Paul E. Jacobs, Chief Executive Officer
Handset Alliance, an alliance of technology and mobile
industry leaders whose mission is to help build the leading
open-source application platform for 3G networks.
The proliferation of open-source-based handsets can
provide an exciting new opportunity to create compelling
Steven R. Altman, President
services and devices. As a result, we are committing
2 Qualcomm Company Overview
15. Strong execution,
record results in fiscal 2007.
REVENUEs AND REsEARCH AND DILUtED EARNINGs
GROss MARGINs(1)(2)* DEVELOPMENt* PER sHARE (GAAP)(2)(3)*
($ in billions) ($ in billions)
70% 21%
71% 20%
71%
70% 18%
15%
$8.87 2007 $1.83 2007 $1.95 2007
$7.53 2006 $1.54 2006 $1.44 2006
$5.67 2005 $1.01 2005 $1.26 2005
$4.88 2004 $0.72 2004 $1.03 2004
2004-2007 2004-2007 2004-2007
% = Gross Margin % = Percentage of Revenues
PRO FORMA DILUtED CAsH, CAsH EQUIVALENts AND FREE CAsH FLOW(4)(5)(6)**
EARNINGs PER sHARE(2)(3)(4)** MARKEtABLE sECURItIEs ($ in billions)
($ in billions)
$2.01 2007 $11.82 2007 $2.99 2007
$1.64 2006 $9.95 2006 $2.57 2006
$1.16 2005 $8.68 2005 $2.11 2005
$1.07 2004 $7.64 2004 $2.14 2004
2004-2007 2004-2007 2004-2007
*Fiscal 2006 and 2007 results presented reflect the impact of share-based compensation related to our adoption of FAS 123R.
**See reconciliation to GAAP amounts on page 21.
See notes (1)(2)(3)(4)(5)(6) on page 22.
Qualcomm Company Overview 3
16. An exemplary organization.
select honors and distinctions FORBEs
Qualcomm is among the members of the S&P 500 “400 Best Big Companies in America”
Index, FORTUNE 500® and NASDAQ 100™, and
is a winner of the U.S. Department of Labor’s FINANCIAL tIMEs
“Secretary of Labor’s Opportunity Award.” “Financial Times Global 500”
For a more detailed listing, visit our Web site
FORtUNE
“100 Best Companies to Work For in America” at www.qualcomm.com/about/awards.html
for nine years in a row
“America’s Most Admired Companies”
$7.2 billion in capital
returned to stockholders.
*
sHARE REPURCHAsE QUARtERLy CAsH DIVIDEND PER COMMON sHARE
PROGRAM (Based on date payable)
($ in billions)
$0.14 $0.14
$0.12 $0.12 $0.12
$0.12
$0.09 $0.09 $0.09 $0.09
$0.07 $0.07
$0.07
$0.05
$0.035
JUNE
JUNE
JUNE
JUNE
SEPT
SEPT
SEPT
SEPT
MAR
MAR
MAR
MAR
JAN
JAN
JAN
2005-2007 2004 2005 2006 2007
$1.5 2007
$1.5 2006
$1.0 2005
*Cumulative: Fiscal 2003 to November 7, 2008.
4 Qualcomm Company Overview
17. The technologies we’re building
will enable the convergence
between consumer electronics,
computing, the Internet and
wireless communications.
Inventing the future.
Born of inspired thinking, we are proud to be an Our EV-DO technology extends the value of
engine for new ideas that is driving the future of CDMA2000 for many years to come and our HSDPA/
wireless. We are innovators of CDMA wireless HSUPA technology takes WCDMA to the next level.
technology, the foundation for today’s 3G-based In the future, the Ultra Mobile Broadband™ (UMB™)
technology, which has opened the market for wireless and Long-Term Evolution (LTE) technologies we are
high-speed data applications worldwide. Building on developing today have the potential to revolutionize
that success, we developed a technology roadmap for our industry.
bringing faster and more efficient services to life.
Qualcomm Company Overview 5
18. Important innovations.
From our inception, Qualcomm has sought to stimulate
we are a world leader in wireless innovation
industry growth through competition by licensing
At its core, Qualcomm is a technology developer
broadly and promoting innovation throughout our
and enabler. Our company invents and develops new
industry. We have fostered competition by offering
technology through investing in R&D and strategic
to provide the rights to use our patented technology
acquisitions. Qualcomm continues to develop an
to interested companies — including our competitors
industry-leading patent portfolio that enables the
— which has helped grow the wireless industry.
evolution of newer and better products and solutions
for consumers, enterprises and governments.
Learn more at www.qualcomm.com/technology/licensing
We commercialize our technological innovations by
incorporating them into highly integrated chipsets.
In combination with advanced system software, these
chipsets are essential components for manufacturers of
wireless infrastructure equipment and mobile devices.
1 billion
With more than one billion cumulative Mobile Station
Modems™ (MSMs™) chipset solutions shipped to
date, Qualcomm CDMA Technologies has achieved
cumulative MSMs shipped.
worldwide leadership, delivering solutions for a
broad array of addressable markets and providing our
Continued record shipments
manufacturing customers and network operator partners
over nine consecutive quarters.
with a solid technology roadmap for the future.
Learn more at www.cdmatech.com
we’re making
wireless pervasive,
connecting people to
wireless
new possibilities and
computing communications
enabling new ways
to communicate.
consumer
electronics
6 Qualcomm Company Overview
19. Immense opportunities.
total service revenue worldwide.* We believe the growing
our industry is growing and evolving
availability of 3G-enabled devices will accelerate the
Worldwide uptake for high-speed wireless services
demand for many wireless data services on a global basis
continues to grow rapidly. Qualcomm is working
and thus lead to an increased replacement rate of 3G
on many fronts to support our industry partners in
mobile devices. Affordable wireless broadband data
the effort to upgrade existing networks, deploy new
connectivity is important to the consumer and enterprise,
ones and ensure a steady supply of advanced devices,
and its demand will continue to drive the evolution
applications and services that fuel market momentum.
of wireless standards.
Analysts estimate that more than 2.5 billion people will
be using mobile data services by 2011 and the revenue *Source: Yankee Group, October 2007.
produced from these services will account for 23% of
Analysts estimate that more than 2.5 billion people will be using mobile
data services by 2011 and the revenue produced from these services
will account for 23% of total service revenue worldwide.
23%
Qualcomm Company Overview 7
21. Analysts predict that by the year 2011,
more than 57% of all wireless handsets
shipped will be enabled by 3G.*
* Source: Average of Strategy Analytics, July 2007; ABI Research, Q1 2007
“We believe Qualcomm’s intellectual property (IP) position continues to strengthen: In the last
10 years, Qualcomm’s IP portfolio has grown extensively to over 6,500 patents. In 2007,
Qualcomm also indicated that it had significant patent positions in OFDMA-based systems.
We believe that Qualcomm charging the same royalty rates for their ever-increasing IP portfolio
is of great value to their licensees. We believe that aggregation of royalties to fund further IP and
merchant chips is in the best interest of the wireless handset industry.”
– Jefferies & Company, Inc., November 15, 2007
“With increased R&D expenses in FY08, we believe these investments will result in strong
longer-term growth, as Qualcomm builds on its industry leadership position and extends
its solutions to new end markets.”
– Piper Jaffray, November 15, 2007
“We remain encouraged by healthy business fundamentals at Qualcomm, supported by strong
3G growth. Following solid reports from several wireless handset and component vendors,
we believe the overall market remains healthy in both emerging markets and 3G.”
– Lehman Brothers, November 15, 2007
Qualcomm Company Overview 9
22. Impressive progress.
Qualcomm Internet Services is committed to delivering
improving technology for the future
complete solutions that make life easier for our customers.
The comprehensive technology roadmap developed
One key example is the growing array of Signature
by Qualcomm CDMA Technologies is enabling
Solutions that enable our partners to save time and
the continuing evolution of today’s WCDMA and
money in the development and delivery of new content
CDMA2000 networks. We believe that the future lies
services to mobile wireless consumers. Examples include
in integrating multiple airlinks, including those based on
BREW Gaming™ and most recently the BrandXtend
emerging complementary technologies such as OFDMA,
Signature Solution. Qualcomm Internet Services has
and maximizing them for the proper application.
also developed the QChat® push-to-talk solution that
equips users with an easy to use, virtually instantaneous
One key to our success is our commitment to providing
communications functionality. QChat technology will
our customers with comprehensive and highly integrated
provide an entirely new realm of efficiency to enterprises
solutions. Our innovative Qualcomm Single-Chip
facing time-critical situations, including medical and
Solutions integrate a radio transceiver, baseband modem,
emergency response personnel.
power management device and multimedia engines into
a single chip that lowers handset development costs,
Learn more about BREW at www.qualcomm.com/brew
lowers power requirements and dramatically reduces
the number of components needed.
The new Snapdragon chipset platform features
unprecedented integration, extremely fast data speeds
and minimal power consumption. We are looking to
Snapdragon to revolutionize coming generations of
wireless computing devices.
Revolutionizing future generations of wireless computing devices.
10 Qualcomm Company Overview
23. The MediaFLO system we developed is transforming the
transforming life and work
mobile TV experience and enabling content providers to
Another key to the success of the Qualcomm business
extend their brands through a new mobile medium. With
model is our commitment to building a powerful services
MediaFLO technology, wireless and pay-TV operators
organization that helps our customers achieve their
can now deliver streaming television, entertainment and
business goals by putting life-transforming technologies
information services to mobile devices. Now commer-
into the hands of consumers, professionals and
cially available in the United States from MediaFLO
government agencies.
USA, this breakthrough technology is undergoing trials
in Europe and Asia.
Qualcomm Government Technologies is transforming
life for emergency responders by providing them with
Learn more about MediaFLO technologies at
highly advanced situational awareness capabilities.
www.qualcomm.com/mediaflo. Learn more about
The business recently upgraded its deployable base
MediaFLO USA at www.mediaflousa.com
station offering to take advantage of today’s high-speed
networks and helped implement the first wireless
Qualcomm Enterprise Services (formerly known as
broadband 700MHz network in the United States
Qualcomm Wireless Business Solutions) is continuing
dedicated to public safety workers.
to make our company a value-added service provider
to public and private organizations around the world
Learn more about Qualcomm Government
that are leveraging wireless into their daily business
Technologies at www.qualcomm.com/qgov
operations. Ambitious new developments are resulting
in service platforms for enterprises to better serve their
customers, providing the highest quality and visibility.
Learn more about Qualcomm Enterprise Services at
www.qualcomm.com/qes
Qualcomm Company Overview 11
25. We are making
a difference.
We believe that wireless technology changes
people’s lives for the better. In the pages that
follow, we highlight some examples of creative
wireless programs and services that are making a
real difference in the world. From first-time phone
calls to extraordinary new broadband capabilities,
wireless mobility is bringing people together in
exciting new ways and transforming modern life.
Qualcomm engineers are proud to bring the benefits
of advanced wireless technology to people around
the world.
Qualcomm Company Overview 13
26. Fishermen in India’s tsunami-affected Tamil Nadu region are
putting advanced wireless technology to work, thanks to a
collaboration that includes industry giant Tata Teleservices
and the nonprofit M.S. Swaminathan Research Foundation.
Using a BREW application called “Fisher Friend,” fishermen
can now quickly access crucial information regarding weather
conditions, approved fishing locations and market prices — all
in their local language. Using low-cost phones that run on
Tata’s high-speed 3G network, the easy-to-use application
provides fishermen with a much-needed tool that enhances
their safety and livelihood.
This project is part of Qualcomm’s Wireless Reach™ initiative,
a program aimed at empowering underserved communities worldwide
via advanced wireless connectivity.
Learn more about Qualcomm’s Wireless Reach initiative at:
www.qualcomm.com/wirelessreach
Befriending fishermen
in rural India.
14 Qualcomm Company Overview
27. Upgrading to 3G has transformed the workplace for
police in Raleigh, North Carolina. More than 700
wireless-enabled laptops allow officers to connect
to critical data at broadband speeds. With real-time
access to DMV and criminal databases, officers can pull
warrants, check file photos and submit reports without
Strengthening having to return to base. The system saves taxpayers
money and makes life easier for those who protect
and serve.
the police in Recognized by Qualcomm’s 3G A-List Awards program, which
honors creative 3G wireless implementations in the workplace
worldwide.
North Carolina. Learn more about Qualcomm’s 3G A-List Awards
program at: www.3galist.com
Qualcomm Company Overview 15
28. The Korean National Emergency Management Agency
provides national coverage of disaster management including
fire, Emergency Medical Systems and rescue needs from
16 local province headquarters with 205 stations and
30,000 employees. Previously hampered by its reliance on
landline phones, the agency struggled to ascertain rescue
information and inform responders. Since implementing a
gpsOne-enabled 3G mobile broadband system, the agency
now has the ability to pinpoint the locations of callers, access
a nationwide database for victim locations, obtain contact
information of relatives and transmit information and video
Emergency
to assist responders transporting patients to hospitals.
Recognized by Qualcomm’s 3G A-List Awards program, which honors
creative 3G wireless implementations in the workplace worldwide.
services in Learn more about Qualcomm’s 3G A-List Awards program at:
www.3galist.com
South Korea.
16 Qualcomm Company Overview
29. Remote medicine
in 15 countries.
Headquartered in Santa Barbara, California, InTouch Health has been deploying
Remote Presence Robotic System technology to physicians since 2003. Using a
3G-enabled laptop, physicians can “call up” a robotic device in another city to
monitor vital signs and conduct a wireless medical patient consult. The hospital
side of the system features a five-foot tall mobile robot. While there are only
about 120 such systems in commercial use in hospitals today, InTouch Health
anticipates the number of installations to grow significantly.
Recognized by Qualcomm’s 3G A-List Awards program, which honors creative 3G wireless
implementations in the workplace worldwide.
Learn more about Qualcomm’s 3G A-List Awards program at: www.3galist.com
Qualcomm Company Overview 17
31. Through our innovation, execution and partnership approach to
doing business, we will continue to fuel the growth of the wireless
industry, extending the value of today’s technology while paving
the way for future generations of wireless innovation.
Qualcomm Company Overview 19
32. Note regarding use of non-GAAP financial measures
In addition to presenting GAAP results, the Company presents In the fourth quarter of fiscal 2004, the Company began recording
financial information excluding certain items in order to royalty revenue based solely on royalty reports received from licensees
provide supplemental information about the Company’s for royalty bearing sales of equipment in the prior quarter. Therefore,
operating performance. results prior to this change have been adjusted as though this new
method of recording royalties had been in effect for all periods to
The Company presents pro forma financial information that is provide a comparable presentation. The Company presents pro forma
used by management (i) to evaluate, assess and benchmark the financial results as though the new method of recording royalties had
Company’s operating results on a consistent and comparable basis, been in effect for fiscal 2004 to facilitate evaluation by management,
(ii) to measure the performance and efficiency of the Company’s investors and analysts of the results for those years on a comparable
ongoing core operating businesses, including the Qualcomm CDMA basis to the Company’s current results, current guidance and future
Technologies, Qualcomm Technology Licensing and Qualcomm periods. The Company believes that this presentation is useful in
Wireless & Internet segments, and (iii) to compare the performance evaluating its performance on a consistent and comparable basis.
and efficiency of these segments against each other and against
competitors outside the Company. Management believes pro forma The Company presents free cash flow, defined as net cash
financial information represents a more meaningful and comparable provided by operating activities less capital expenditures, to
set of financial performance measures for the Company and its facilitate an understanding of the amount of cash flow generated
business segments by eliminating the episodic impact of strategic that is available to grow its business and to create long-term
investments in QSI and items such as acquired in-process R&D shareholder value. The Company believes that this presentation
and tax adjustments, as well as the inherent, non-operational is useful in evaluating its operating performance and financial
volatility of share-based compensation. As a result, management strength. In addition, management uses this measure to evaluate
compensation decisions and the review of executive compensation the Company’s performance, to value the Company and to compare
by the Compensation Committee of the Board of Directors focus its operating performance with other companies in the industry.
primarily on pro forma financial measures applicable to the
Company and its business segments. The non-GAAP pro forma financial information presented herein
should be considered in addition to, not as a substitute for, or
The QSI segment is excluded from pro forma results because the superior to, financial measures calculated in accordance with GAAP.
Company expects to exit its strategic investments at various times In addition, “pro forma” is not a term defined by GAAP, and, as
and the effects of fluctuations in the value of such investments are a result, the Company’s measure of pro forma results might be
viewed by management as unrelated to the Company’s operational different than similarly titled measures used by other companies.
performance. Certain tax adjustments related to prior years are
excluded for fiscal 2005, 2006 and 2007 in order to provide a
clearer understanding of the Company’s ongoing tax rate and after-
tax earnings. Estimated share-based compensation, other than
amounts relating to share-based awards granted under the executive
bonus program, is excluded because management views the valuation
of options and other share-based compensation as theoretical and
unrelated to the Company’s operational performance. Further, share-
based compensation is affected by factors that are subject to change,
including the Company’s stock price, stock market volatility, expected
option life, risk-free interest rates and expected dividend payouts in
future years. Moreover, it is generally not an expense that requires
or will require cash payment by the Company. Acquired in-process
R&D expense in fiscal 2006 and 2007 is excluded because such
expense is viewed by management as unrelated to the operating
activities of the Company’s ongoing core businesses.
20 Qualcomm Company Overview
33. Reconciliation of non-GAAP financial measures
reconciliation of pro forma and gaap net income and diluted earnings per share
2007
(In millions, except per share data) 2006 2005 2004(1)
Total GAAP net income $3,303 $2,470 $2,143 $1,720
Less: QSI net (loss) income (137) (32) 102 12
Less: Other pro forma adjustments, net of tax (2) 34 (302) 71 (92)
Pro forma net income $3,406 $2,804 $1,970 $1,800
Total GAAP diluted earnings per share $ 1.95 $ 1.44 $ 1.26 $ 1.03
Less: QSI diluted (loss) earnings per share (0.08) (0.02) 0.06 0.01
Less: Other pro forma adjustments, net of tax per share (2) 0.02 (0.18) 0.04 (0.06)
Pro forma diluted earnings per share $ 2.01 $ 1.64 $ 1.16 $ 1.07
Shares used in per share calculations:(3)
Diluted shares 1,693 1,711 1,694 1,675
Prior to the fourth quarter of fiscal 2004, the Company recorded royalty revenues from certain licensees based on estimates of royalties during the period they were earned.
(1)
Starting in the fourth quarter of fiscal 2004, the Company began recognizing royalty revenues solely based on royalties reported by licensees during the quarter. The change
in the timing of recognizing royalty revenue was made prospectively, and consequently, GAAP results for fiscal 2004 reflect only partial economic performance of the
Company’s licensing business as royalty revenue that would have been recognized in the fourth quarter of fiscal 2004 was recognized in the first quarter of fiscal 2005.
Other pro forma adjustments, net of tax are comprised of:
(2)
2007 2006 2005 2004
Estimated share-based compensation $ (487) $ (495) $ — $ —
Acquired in-process research and development (10) (22) — —
Adjustment to reflect the new method of recognizing royalty revenue (1) — — — (151)
Total pro forma adjustments before taxes $ (497) $ (517) $ — $ (151)
Tax adjustments related to prior years 364 40 71 —
Income tax benefit related to pro forma adjustments before taxes 167 175 — 59
Total pro forma adjustments, net of tax $ 34 $ (302) $ 71 $ (92)
Net other pro forma adjustments on a diluted per share basis $ 0.02 $ (0.18) $ 0.04 $ (0.06)
The Company effected a two-for-one stock split in August 2004. All references to number of shares and per share amounts have been restated to reflect this stock split.
(3)
reconciliation of free cash flow to net cash provided by operating activities
2007
(In millions) 2006 2005 2004*
Net cash provided by operating activities (GAAP) $3,811 $3,253 $2,686 $2,469
Less: Capital expenditures (GAAP) (818) (685) (576) (333)
Free cash flow $2,993 $2,568 $2,110 $2,136
* Cash flow for fiscal 2004 has been revised to combine cash flow from continuing operations with cash flow from discontinued operations, which resulted from
the sale of the Company’s former subsidiaries, the Vésper Operating Companies and the Vésper Towers, and the return of personal mobile service licenses to Anatel,
the telecommunications regulatory agency in Brazil.
Qualcomm Company Overview 21
34. Financial highlights notes continued from page 3
During fiscal 2004, the Company sold its consolidated subsidiaries, The Company effected a two-for-one stock split in August 2004. All
(1) (3)
the Vésper Operating Companies and the Vésper Towers, and returned references to per share amounts have been restated to reflect the stock split.
personal mobile service licenses to Anatel, the telecommunications
regulatory agency in Brazil. The results of operations, including gains and
See “Note regarding use of non-GAAP financial measures” on page 20
(4)
losses realized on the sales transactions and the licenses, are presented
and “Reconciliation of non-GAAP financial measures” on page 21.
as discontinued operations. As such, revenues and gross margin results
presented do not include the results from these discontinued operations.
Free Cash Flow is calculated as net cash provided by operating activities
(5)
less capital expenditures, both of which are presented in the GAAP
Prior to the fourth quarter of fiscal 2004, the Company recorded royalty
(2)
statement of cash flows.
revenues from certain licensees based on estimates of royalties during
the period they were earned. Starting in the fourth quarter of fiscal 2004,
Free Cash Flow for fiscal 2004 has been revised to combine cash flows
(6)
the Company began recognizing royalty revenues solely based on royalties
from continuing operations with cash flows from discontinued operations,
reported by licensees during the quarter. The change in the timing of
which resulted from the sale of the Company’s former subsidiaries, the
recognizing royalty revenue was made prospectively, and consequently,
Vésper Operating Companies and the Vésper Towers, and the return
GAAP results for fiscal 2004 reflect only partial economic performance
of personal mobile service licenses to Anatel, the telecommunications
of the Company’s licensing business as royalty revenue that would have
regulatory agency in Brazil.
been recognized in the fourth quarter of fiscal 2004 was recognized in
the first quarter of fiscal 2005.
Safe harbor statement
In addition to the historical information contained herein, this costs we incur in connection therewith, including potentially
Company Overview contains forward-looking statements, including damaged relationships with customers and operators who may
expectations of industry developments and market trends, that be impacted by the results of these proceedings; fluctuations
are subject to risks and uncertainties. Actual results may differ in the demand for products, services or applications based on
substantially from those referred to herein due to a number of our technologies; foreign currency fluctuations; strategic loans,
factors, including but not limited to risks associated with: the rate investments and transactions we have (the Company has) or
of deployment of our technologies in wireless networks and of may pursue; our dependence on third party manufacturers
3G wireless communications, equipment and services, including and suppliers; our ability to maintain and improve operational
CDMA2000 1X, 1xEV-DO, WCDMA, HSPA and OFDMA both efficiencies and profitability; the development, deployment and
domestically and internationally; our dependence on major customers commercial acceptance of the MediaFLO USA network and FLO
and licensees; attacks on our business model, including results of technology; as well as the other risks detailed from time to time
current and future litigation and arbitration proceedings as well as in our (the Company’s) SEC reports.
actions of governmental or quasi-governmental bodies, and the
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This corporate overview is printed entirely on FSC-certified stock. The text portion is printed on 100% PC stock, which is made
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22 Qualcomm Company Overview
35. Board of directors Executive officers
Dr. Irwin Mark Jacobs Dr. Paul E. Jacobs
Chair: Strategic Committee Chief Executive Officer
Title: Chairman of the Board, Qualcomm
Steven R. Altman
Barbara T. Alexander President
Member: Audit and Governance Committees
Dr. Sanjay K. Jha
Title: Independent Consultant
Executive Vice President, Chief Operating Officer and
Sir Donald G. Cruickshank Group President, Qualcomm CDMA Technologies
Member: Governance and Strategic Committees
William E. Keitel
Title: Chairman of Clinovia Group Ltd. and
Formscape Group Ltd. Executive Vice President and
Chief Financial Officer
Raymond V. Dittamore
Dr. Roberto Padovani
Chair: Compensation Committee
Member: Audit Committee Executive Vice President and
Title: Retired Audit Partner, Ernst & Young LLP Chief Technology Officer
Dr. Paul E. Jacobs Marvin Blecker
Member: Finance and Strategic Committees Executive Vice President and President,
Title: Chief Executive Officer, Qualcomm Qualcomm Technology Licensing
Dr. Robert E. Kahn Jeffrey A. Jacobs
Member: Finance and Strategic Committees Executive Vice President and President,
Title: Chairman, Chief Executive Officer Qualcomm Global Development
and President, Corporation for National
Margaret L. “Peggy” Johnson
Research Initiatives
Executive Vice President and President, Qualcomm
Sherry Lansing Internet Services and MediaFLO Technologies
Member: Governance Committee
Len J. Lauer
Title: Founder and Chair of the Sherry
Lansing Foundation Executive Vice President and Group President
Duane A. Nelles Donald J. Rosenberg
Chair: Audit Committee Executive Vice President, General Counsel and
Member: Finance Committee Corporate Secretary
Title: Self-Employed, Personal Investment Business
Dr. Daniel L. Sullivan
Peter M. Sacerdote
Executive Vice President, Human Resources
Chair: Finance Committee
Member: Governance Committee
Title: Chairman of Whale Rock Capital As of November 2007.
Management LLC
General Brent Scowcroft
www.bakerbrand.com
Member: Compensation and Strategic Committees
Title: President, The Scowcroft Group
Marc I. Stern
Chair: Governance Committee
Member: Compensation Committee
Baker | Brand Communications™
Title: Chairman of Société Générale’s Global
Investment Management and Services
North America unit