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Other emerging graphics file formats that may have an impact on streaming media include AT&T Labs DjVu, which produces files five to ten times smaller than JPEG, with seamless zooming and panning; BitJazz lossless photo-quality compression; LuraTech s LuraWave wavelet-based compression, MNG, the multiple image extension to the established PNG Portable Network Graphics format; and SVG Scalable Vector Graphics format, which rivals Macromedia s proprietary Flash and Shockwave formats..

strategic vision of the future rather than on near-term planning and tactical execution. Long-term commercial commitment is a hallmark of this type of collaboration. Development projects that consider supply chain requirements when developing the product strategy are good examples of synchronized collaboration. A company that includes key materials suppliers or manufacturing partners as an integral part of its development team is far more likely to have product designs that are compatible with best-in-class supply chain performance. Unlike other types of collaboration, in which partners are apt to exchange product data, synchronized relationships usually include a shared product data management system.

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It was our belief that the three-year average NOPM of 10.2 percent that we used in the base-line valuation was too low for Berkshire. The 2001 NOPM of 3.9 percent was due in large part to the losses suffered by the insurance subsidiaries for claims relating to the 9/11 terrorist at-

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If streaming media is such a wonderful thing, why isn t it everywhere already Why hasn t it become the dominant medium for audiovisual communications The answer is that the streaming media system, from end-to-end, is not ready for prime time yet The technology is well developed in parts, but the overall system needed to make the technology into a communications medium is incomplete The end-user experience isn t good enough As was shown earlier in this book, bandwidth is still priced too high for it to compete effectively with other audiovisual delivery methods Consumers, in the main, cannot afford to stream television-quality pictures to their homes via an IP network Even if they could, many consumers do not yet have a way to connect to a broadband network.

Each relationship with a supply chain partner has its own place on the collaboration spectrum. As you architect your collaboration strategy, you must identify which partners are best suited for each type of relationship. The collaboration spectrum offers a set of options there s no right or wrong place to be along the diagonal. But there are areas within the matrix that should be avoided when choosing a collaboration model (see Figure 4-4). First, there s the area labeled Low Return. In this quadrant, companies collaborate on a limited basis with a set of supply chain partners. The investment and risk involved in this model are relatively low and so is the return. While financial benefits certainly can accrue from limited collaboration, the Low Return model is not a commercially effective basis for a collaboration strategy, for the benefits are not worth the required investment. The second area to avoid is that labeled Not Viable. In this quadrant, the objective is deep collaborative relationships with many supply chain partners. Interestingly, developers of collaboration tools often describe this as the optimal model, asserting that advanced technologies enable collaboration that is both broad (many supply chain partners) and deep (extensive collaboration with each). While this level of integration is possible theoretically, it s not practical mainly because aligning a large group of partners with your business objectives is extremely difficult. Despite the hype around technologies that claim to support flawless integration among supply chain partners, most of today s collaborative relationships are transactional or cooperative. They tend to focus on basic supply chain activities typically procurement and manufacturing. And even though transactional and cooperative relationships are considered

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Those who do must be satisfied with the PC as the receiver of media, since portable and television-like streaming media receivers are not widely available in local electrical retail outlets If consumers are fortunate enough to be able to afford the bandwidth, connect to a broadband network, and accept the limitations of the PC as a streaming receiver, there is precious little to watch What is available often does not play flawlessly No single industry has been able to drive widespread adoption of streaming media alone Without industry coordination, broadband vendors fail to attract customers, since there is little to watch and only PCs to watch it on Receiver manufacturers, including those that make software players that run on PCs, cannot make money on streaming media receivers when there is so little to watch and when broadband connectivity is patchy and expensive.

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