Abstract
This paper discusses the recent developments between Qualcomm and India's Reliance Communications. Qualcomm has begun acquiring a stake in the company and it has significant implications for the telecommunications industry.

Abstract
The author of the paper describes Andrew J. Viterbi as a great engineer of the past and present century and states that his success in communication systems helped the United States become a world leader in technological competition. In particular, the writes cites the famous Viterbi algorithm and achievements in CDMA cell phone development. The paper chronicles Viterbi's life from when he left Italy with his parents in the summer of 1939, the family's struggle to settle in the US and Viterbi's development into one of the country's leading engineers. The paper is accompanied by a number of photographs.

Outline:
A Genius of the Past and Present: Andrew J. Viterbi
Linkabit and Qualcomm. His creations.
Works Cited

From the Paper
"At a very young age Viterbi was already dreaming of becoming an engineer. When his family moved to Boston, he used to spend his time day dreaming about attending the Massachusetts Institute of Technology (MIT). MIT is one of the highest ranked universities not only in the US, but worldwide. Viterbi would visualize himself as a student at MIT, but he knew his family could not afford it at that time and he would have to work hard in order to have a chance to get there, Viterbi had to get a scholarship (Morton). With hard work and a strong will Viterbi got it. He was ranked fourth among 225 students in his class and was accepted by MIT. He still had to work part time in order to fulfill his needs. He worked at Raytheon in the semiconductor area. At that time it was called the "transistor department." As he studied, he was already working as an engineer on communication equipment, designing electrical circuits and writing some diagnostic programs for radio links and early television. In the evenings he had classes."

Tags:algorithm communication radio satellite education Qualcomm Linkabit space, jet propulsion laboratory, MIT

Abstract
In 1995, Motorola stood at number 29 in the Fortune 500, where today it stands as number 59. Motorola is a company that has changed the nature of its core business several times over its history, but it remains a business devoted to different forms of consumer electronics, with annual sales currently at $26,690,000,000. The paper shows that Motorola was once the clear leader in the cellular phone field, but the company is now battling Nokia and Ericsson for the top spot among mobile phone makers. The paper looks at the reasons for Motorola's failure in the market, including being 'technologically behind' its competitors.

From the Paper
"For years, Motorola Inc. had supplied virtually all the wireless phones to Ameritech Corporation. When the time approached to switch to the new digital technology, however, Motorola was not ready. Therefore, in the summer of 1997, Ameritech started its digital service using phones from rival Qualcomm Inc., a San Diego company. Ameritech Cellular's director of product marketing said he simply could not wait for Motorola to get ready. This is only one such case showing how Motorola has been falling down on the job: Instead, one of the world's most admired companies, known for cutting edge technology and gold plated quality, is coming up stunningly short these days. The former trailblazer in two way radios, cell phones, pagers, and computer chips has missed a digital beat and now finds itself scrambling to catch up. Even then, its products don't always pass muster. In 1994, Motorola claimed 60 percent of the U.S. market in wireless phones, according to Herschel Shosteck Associates. Today, it has 34 percent (Crockett & Elstrom, 1998 p. 140)."

Tags:LMPS, Qualcomm, Paul, Galvin

Abstract
In late 1999, following a year that was characterized by a number of damaging product introduction delays, the residual effects of an earlier recall of 60,000 phones, reduced sales and increasing levels of intense competition in the marketplace, Sony closed down its cellphone production operation in North America. The paper shows that in order to remain competitive, Sony took a realistic look at the market, divested itself of operations in an area where it could no longer profitably compete, took advantage of outsourcing some of its manufacturing needs by means of the vehicle of utilizing outside contract manufacturing operations and further reduced costs associated with development by entering into a joint development agreement with Ericsson of Sweden. The paper looks at Sony's move in the context of the cellphone market in the United States, provides a product description and uses the Porter Five Forces Model to explain the forces that shape competition within an industry.

From the Paper
"The Japanese digital cellular telephone market clearly foretells what cell phones, service and technology will look like in the future?worldwide. Whereas a few short years ago, when a cellular telephone rang in Japan, people would have to speak very loudly in order to be properly understood. Such is no longer the case. Today, instead of speaking on the phones, users are reading email, checking calendars, reviewing weather forecasts (and baseball scores), playing games, downloading text and sending messages. With the music-related innovation detailed above, users will soon be able to also have the strains of their favorite music with them as well. In essence, at least as far as Japan is concerned, this new phone has become the equivalent of the personal computer with wireless connectivity but with much more stringent design constraints (Yoshida, 2000)."

Tags:QUALCOMM, CDMA, Texas, Instruments, PlayStation