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Obliging a rm to use prices based on current costs motivates the rm to maintain and operate an ef cient network, using state-of-the-art technology, since otherwise cost recovery may not be possible A problem with current costs is that they are not directly available in the accounting system of the rm and must be constructed by specialists In that sense, accounting systems based on current costs are not as objective and can be audited only by experts (and hence are less auditable ) Interestingly enough, in some cases, historic costs may lead to lower prices! We see this when computing prices for renting the use of the local loop to competitors that would like to sell high-bandwidth access services over the local loop (the copper wire pair that connects the premises of customers to the telephone network) (See also the discussion about unbundling in Section 735).

A gene is the basic unit of heredity An organism s genes are carried on one of a pair of chromosomes in the form of deoxyribonucleic acid (DNA) The DNA is in the form of a double helix and carries a symbolic system of base-pair sequences that determine the sequence of enzymes and other proteins in an organism This sequence does not vary and is known as the genetic code of the organism Each cell of the organism contains the same number of chromo-.

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In most locations the local loop network belongs to existing incumbent operators (telephone companies), is many years old and is already largely depreciated On a historic cost basis the price of renting the local loop would be nearly zero This contrasts with the price that should be charged if a current cost basis is used Although new technology, such as bre and wireless, can help to reduce costs and improve performance, the cost of the access service in such a network may be substantially greater than the incumbent operator s historic cost Should the regulator be prefer lower prices and hence use of historic costs Although these can increase competition and lead to lower prices to consumers, they have some serious drawbacks.

[1] A. K. Bhattacharyya, Analysis of Multilayer Infinite Periodic Array Structures with Different Periodicities and Axes Orientations, IEEE Trans., Vol. AP-48, No. 3, pp. 357 369, Mar. 2000. [2] C. G. Montgomery, R. H. Dicke, and E. M. Purcell, in Principles of Microwave Circuits Dover, New York, 1965, The Symmetry of Waveguide Junctions , 12. [3] D. M. Pozar, Scanning Characteristics of Infinite Array of Printed Antenna Subarrays, IEEE Trans., Vol. AP-40, pp. 666 674, June 1992. [4] G. Strang, Linear Algebra and Its Applications, Academic, New York, 1976. [5] J. Mathews and R. L. Walker, Mathematical Methods of Physics, W. A. Benjamin, Reading, MA, 1979. [6] R. E. Collin, Foundation for Microwave Engineering, McGraw-Hill, New York, 1966. [7] A. K. Bhattacharyya and G. Goyette, A Novel Horn Radiator with High Aperture Efficiency and Low Cross-Polarization and Applications in Arrays and Multi-Beam Reflector Antennas, IEEE Trans, Vol. AP-52, No. 11, pp. 2850 2859, Nov. 2004.

They do not provide incentives for alternative access networks of newer technologies to be built by other operators, since such networks will have to charge higher prices (based on current costs), and so be less competitive Also such low prices may not provide enough incentives to the incumbent operator to improve and maintain the access network, and the quality of the services sold will probably deteriorate For these reasons, regulators prefer the use of current costs for pricing such services, even if these lead to higher prices Note that bottom-up models are naturally combined with current costs (since the network model is built from scratch), while top-down models such as FDC are naturally combined with historic costs found in the accounting records In the next sections we investigate methodologies for assigning costs to services 73.

you go about building a business case for globalization 1 Describe the expected pot of gold or the thorn The typical business case begins with a de nition and SWOT (strengths, weaknesses, opportunities, and threats) analysis of the business opportunity, need, threat, or problem It could be of the form discussed in s 1 and 2 that international markets are growing, competitors are moving in quickly, or that domestic growth is slowing and future shareholder value depends on new market penetration Work with the appropriate business unit, region, or country manager to validate the opportunity 2 Propose a solution Be speci c about what you intend to do For example, 8 suggested a quick-hit project to unify branding sites Provide enough information that less Internet-savvy reviewers will understand what you are planning to do Due diligence mandates that you suggest alternatives.

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