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If we look at our wireless customers in comparison with the average retail brokerage customer, the wireless customer is a desired customer, even though that s a small percentage overall," Ferra says The asset base is higher, the wireless customers number of transactions is higher, and their use of various (and multiple) channels is much greater (eg, web, phone, speech recognition, wireless service, visiting various Fidelity branches) So we re looking at someone very affluent, relatively active, and multichannel" Why is this important Fidelity believes the strategy is essential not just for customer retention, but for new acquisitions We are averaging 400 new account openings per month through the Fidelity Anywhere channel alone," he reports Although it s difficult to capture exact ROI at this early stage, we are identifying quality customers and adding new ones" Wireless is tracking in a similar pattern to voice response in the 80s At first, customers didn t use it much Now voice response has become not only a standard service feature, but has improved customer service, Ferra says The new tools create spiraling expectations With financial competitors also offering wireless, Fidelity must evolve newer, more robust services Wireless customers now have the ability to gain real-time access to personal data and retirement account information that is not location dependent," Ferra says So we ve changed our business model for the wireless service not just to retain but to acquire entirely new customers, and we ve had good success" Bottom line: Fidelity s Anywhere wireless data is a perfect example of how a company can woo customers and gain competitive edge by offering 24 X 7 transactional power the ability to access and move on personalized financial information While it took some work to get there, Fidelity established a first mover s advantage, which is hard to displace The company will continue to lead the financial services market with disruptive technologies and applications.

Osmotic pressure and osmolality mean the same thing and represent the power of dissolved solute to drive an osmotic flux of water For convenience, osmolality is approximated by the easier concept of osmolarity

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Leaders understand that, in any given circumstance, they may not be seeing or hearing the truth As I noted earlier, we bring our prejudices, our preconditioning, and our own particular filters to our everyday interactions with others The leader understands and deals with this problem Leaders understand that the greatest obstacle to finding truth is the illusion that they already possess it Leaders must be both analytical and skeptical They must ask, constantly, Where is the truth Put yourself through this screen: Do you value the truth Are the people around you eager to tell you the truth If not, why not Do you believe that truth is discovered, and error exposed, only through discussion and disagreement Leaders can t get the truth unless there is a climate of openness, dignity, and mutual respect Do you give your people all the information they need in order to do their work Or do you parcel out the truth on the basis of your perception of a need to know

Water and solutes, which are reabsorbed from lumen to interstitium, then move from interstitium to peritubular capillaries by bulk flow, driven by Starling forces The reabsorption of water and almost all solutes is linked, directly or indirectly, to the active reabsorption of sodium All reabsorptive processes have a limit on how fast they can occur, either because the transporters saturate (Tm systems) or because the substance leaks back into the lumen (gradient-limited systems)

Sometimes, in our search for the truth, we work against ourselves Something happens that provokes or stimulates us, and we ask ourselves, Have I seen anything like this before We scan our past experiences as we seek to characterize the present stimulus Then we react, out of habit, pretty much the same way we reacted the last time we think we faced a similar experience Oftentimes, the mechanism we developed to handle and cope with a situation, while satisfactory in the past, is inappropriate for the current circumstance So, what happened in the past influences how we act in the present, often to our detriment For a leader, real power arises in that moment between the stimulus and the habitual reaction By seizing that moment by choosing to act, rather than react the leader can effect real and positive change

Pioneers: Unwiring BellSouth Telecommunications "May the Field Force Be With You"

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