3G时代的广告盛宴

编者按：2009年1月7日，工业和信息化部为中国移动、中国电信和中国联通发放3张第三代移动通信（3G）牌照。由此，2009年成为我国的3G元年．我国正式进入第三代移动通信——3G时代。     

工信部正式发放三张3G牌照

一度被炒得沸沸扬扬的3G牌照发放终于尘埃落定，在众人的翘首期盼中，1月7日下午，工业和信息化部确认为中国移动、中国电信和中国联通发放3张第三代移动通信（3G）牌照。由此，2009年成为我国的3G元年，我国正式进入第三代移动通信时代。     

工信部正式发放三张3G牌照

一度被炒得沸沸扬扬的3G牌照发放终于尘埃落定,在众人的翘首期盼中,1月7日下午,工业和信息化部确认为中国移动、中国电信和中国联通发放3张第三代移动通信(3G)牌照。由此,2009年成为我国的3G元年,我国正式进入第三代移动通信时代。     

走向融合：3G与互联网的共赢之道

2009年1月7日，工业和信息化都为中国移动、中国电信和中国联通发放3张第三代移动通信（3G）牌照，此举标志着我国正式进入3G时代。根据工业和信电化部的统计数据，截至2008年11月．我国手机用户数达到6.3384亿。     

第三代移动通信技术对我国通信行业的影响

随着我国工业和信息化部为我国三大通信运营商即中国移动、中国电信及中国联通发放了第三代移动通信（3G）牌照,我国通信行业正式迈入3G时代。随着第三代移动通信技术的不断进步,对通信行业的影响愈深,加强3G时代通信行业的竞争力,提高为用户的服务水平,对通信行业的生存与发展具有重要意义。     

第三代移动通信技术及其对我国电信业的影响

2009年1月7日,工业和信息化部正式为中国移动、中国电信和中国联通发放3张第三代移动通信(3G)牌照,我国移动通信从此步入3G时代。本文对国际上三个主流的3G技术标准进行了比较,并分析了在竞争激烈的市场经济条件下,3G牌照的发放对于电信运营商、网络设备制造商、内容/服务提供商、终端设备制造商以及消费者等3G产业链上各环节所带来的影响,并给出了应对策略。     

音乐和游戏等无线增值服务仍是3G热点

3G牌照的发放很有可能使中国的无线运营商由两家增加到至少三家。这对腾讯、空中网、TOM在线和新浪等无线内容提供商来说将意味着更多的商业机会。无线增值服务领域最近频繁进行的并购活动显示，音乐和游戏等无线增值业务仍将是未来3G时代争夺的热点。     

中国移动战略个体环境分析

2008年5月23日,国家宣布新一轮的电信重组方案,原有的6家通信运营商合并为3家。2009年1月7日,国家工业和信息化部向中国移动、中国电信、中国联通三家通信运营商分别发放了全业务牌照,全业务牌照包括了基础电信业务牌照和第三代移动通信业务牌照（即3G牌照）,随着3G牌照的发放,中国电信业正式进入了3G时代。     

3G时代对计算机通信系统的影响

现在的时代被称为3G时代,这里所说的3G也就是3rd-generation,指第三代移动通信技术,即支持高速数据传输的蜂窝移动通讯技术。而计算机通信系统是计算机技术和通信技术相结合而形成的一种新的通信方式,主要是满足数据通信的需要。随着3G时代的到来,3G技术深入人心,第三代移动通信技术的发展必将对计算机通信系统造成一定的影响,本文主要围绕3G时代对计算机通讯系统的影响方面进行分析。     

中国3G产业起跑

第三代移动通信(简称3G)可以做到:与2G比较,3G不仅可以大大提高通话质量,还可大量传送图像及资料,以及高速无线Internet接入.     

个性、精准、互动、整合——数字电视对传统广告运作模式的挑战

在数字化技术发展应用背景下,数字化是电视发展的必然趋势。据有关数字显示,从2005年至2009年,全球数字电视用户数量每年保持30%的速度增长,全球数字电视用户将从2004年的11720万户增长到2009年的51600万户,全球数字电视市场规模也将从2004年的570亿美元增长到2009年的1040亿美元。     

电感耦合等离子体质谱法测定石膏及其制品中铅、镉等10种元素

通过对进出口石膏及其制品特性的研究,摸索出适合石膏及其制品消解的方法,并对传统的仪器方法进行分析比较,最终确定了完整的检测路线。实验中试样经酸消解后过滤得到澄清溶液,用电感耦合等离子体质谱仪对试液中的铅、镉、铬、砷、汞、铜、锌、锰、镍、钴进行测定,10种元素的检出限和定量限分别为0.07mg/kg和0.2 mg/kg,加标回收率为87.0%-104.1%,相对标准偏差均小于10%。     

安全、舒适，多用途，菲亚特DOBLO’（多宝）

外部形象 从外观上看,菲亚特D0BLO(多宝)给人的第一印象就是坚固、有力和安全.其高大而健壮的前部看上去象一辆越野车;向外隆起的发动机罩以及大包式保险杠,是为了保护行人和骑车人的安全.塑料前格栅坚固耐用,并可在低速碰撞时提供有效的保护.     

Rethinking managership,leadership, followership,and partnership

Organizations underperform, or fail, when members avoid partnering with managers—whether through subtle resistance, disagreement, protest, or walkout—to achieve common purpose. Managers should boost partnering not by affecting a pretense of leadership but through a nuanced balance of managerial authority and understanding of members’ points of view. The objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also argue that some of the previous scholarly work contributes to misconceptions related to these concepts. Our work is forward-looking in that it is motivated by the dangerous societal and cultural differences evident in the world, differences that surround management’s decisions and that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the crucial link between managers and members is leadership—not leadership thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused terms, and worse, substituting “leader” for “manager” is just plain wrong. We believe that managers become leaders only when followers agree to follow, not when the managers simply step forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes good leaders and managers, we rethink ways to enhance organizational harmony through a clearer understanding of managership, leadership, followership, and partnership. Only by thinking and acting as partners in common purpose can managers and members form the core of success in organizational endeavors.     

Dreams,fairy tales,animals, and cars

With growing interest in qualitative research beyond its popular use in focus groups, a greater appreciation of the potential of projective techniques is recommended. Examples are given to illustrate the variety of methods available, and how they may be practically applied in research projects to elicit rich information about perception of products and brands, and about characteristics of respondents.     

Exports,borders, distance,and plant size

The fact that large manufacturing plants export relatively more than small plants has been at the foundation of much work in the international trade literature. We examine this fact using Census microdata on plant shipments from the Commodity Flow Survey. We show that the fact is not entirely an international trade phenomenon; part of it can be accounted for by the effect of distance, distinct from any border effect. Export destinations tend to be farther than domestic destinations, and large plants tend to ship farther distances even to domestic locations compared with small plants. We develop an extension of the Melitz (2003) model and use it to set up an analysis with model interpretations of ratios between large plant and small plant shipments that can be calculated with the data. We obtain a decomposition of the overall ratio into a term that varies with distance, holding fixed the border, and a term that varies with the border, holding fixed the distance. The distance term accounts for more than half of the overall difference.