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Analog systems do nothing for these needs Using amplitude or frequency modulation techniques to transmit voice on the radio signal uses all of the available bandwidth This means that the cellular carriers can support a single call today on a single frequency The limitations of the systems include limited channel availability The analog system was designed for quick communication while on the road Because this service could meet the needs of users on the go, the thought process regarding heavy penetration was only minimally add-ressed However, as the major Metropolitan Service Areas (MSA) began expanding, the carriers realized that the analog systems were going to be too limiting With only a single user on a frequency, congestion in the MSA became a tremendous problem For example, a cellular channel uses 30 kHz of bandwidth for a single telephone call! Cellular was designed to overcome the limitations of conventional mobile telephone Areas of coverage are divided into honeycomb-type cells and hexagonal design of smaller sizes, as shown in Figure 20-1 The cells overlap each other at the outer boundaries Frequencies can be divided into bands or cells to prevent interference and jamming of the neighboring cell s frequencies The cellular system uses much less power output for transmitting The vehicular transmitter uses 3 watts of power, while the handheld sets use only 3/10 watts Frequencies can be reused much more often and are closer to each other The average cell design is approximately 3 5 miles across The more users who subscribe to a network, the closer the transmitters are placed to each other In rural areas, the cells are much further apart

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For normal operation, cell sites may be separated by 3 5 miles, but as more users complain of no service due to congestion, cell splitting occurs A cell can be subdivided into smaller cells, reallocating frequencies for continued use The smaller the cell, the more equipment and other components are necessary This places an added financial burden on the carriers as they attempt to match customer needs with returns on investments

Scorecards have their genesis in the work of Robert Kaplan and David Norton In 1992, they published a paper in Harvard Business Review about a way to monitor the health of a business using Balanced Scorecard, discussing perspectives and metrics that could be used to for companies to measure their relative success They argued that companies could not successfully manage items they could not measure, so measurement became critical In 1996 Kaplan and Norton published The Balanced Scorecard: Translating Strategy into Action, a book that more fully laid out the Balanced Scorecard concept Kaplan and Norton argued that companies spend far too much time focused on financials, and that financials are often a trailing indicator of the health of the business Since it takes companies some time to close out a particular quarter, it might be mid-to-late April before a business realizes just how bad the previous quarter was, and by then some of the data is almost four months old Kaplan and Norton argued that while examining financial data is important, it must be only one part of a broader picture In other words, the financial perspective must be balanced against other, equally important, areas A Balanced Scorecard is aimed at an overall view of the entire enterprise and looks at four areas, called perspectives These four perspectives are: Financial Customer Internal Process Learning and Growth The financial perspective covers the standard financial goals of an organization and is of interest to those both inside and outside the organization For most companies, the focus is on business owners or shareholders Nonprofit organizations focus on those funding the organization through donations or other payments KPIs often found in the financial perspective are relatively easy to identify: gross revenue, profit, earnings per share, and so forth The customer perspective focuses on such areas as targeting and then acquiring customers, retaining those customers, and growing business at existing customers Businesses want to develop lifelong customers and provide comprehensive solutions Some of the KPIs in this area might be collected through focus groups and customer surveys.

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When the vehicle telephone powers on, it immediately logs onto the network First, the telephone set sends a message to the Mobile Telephone Switching Office (MTSO) The Mobile Telephone Switching Office is the equivalent of a Class 5 Central Office It provides all the line-in-trunk interface capabilities, much the same as the CO will do The information sent to the MTSO includes the electronic serial number and telephone number from the handset These two pieces of information combined will identify the individual device The telephone set will use an information channel to transmit the information Several channels are set aside specifically for the purposes of log on capabilities (see Figure 20-2 )