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However, if the flight is lightly booked, even economy-class passengers reach their destination without much delay, whether or not they get free upgrades to first class On the other hand, if everyone on board has a first-class ticket, they will be just as delayed in getting to their destinations as if everybody onboard had economy class tickets (though many will never fly with that airline again) How can the Internet provide different service classes Just as air traffic control allocates slots for aircraft and manages the handoff of flights from an air traffic controller in one segment to the next, so too the routers and switches on the Internet can create opportunities for data to be routed in the most efficient way on its path through the Internet.

Having stretched the analogy as far as I dare, let us talk about how quality of service mechanisms will work on the Internet (there aren t many of these mechanisms widely deployed yet) The IETF has proposed many mechanisms to meet the demand for QoS Chief among these are:.

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enue growth rate to replicate growth in earnings, rather than changing a combination of inputs. In the more detailed custom valuations that we perform in 8, we get fancy and change inputs over time so that growth may be captured by a combination of increasing revenues and decreasing NOPMs. For now, let s keep things simple and assume that when we discuss growth, we re applying the growth rate to the revenue of the firm. The current revenue of the corporation and the expected growth (positive or negative) of revenue during the excess return period are extremely important inputs for valuing a company. These variables act as the first step in forecasting the expected cash inflow to the corporation. The term revenue growth rate is self-explanatory. How it is estimated is a bit trickier. Where do you get growth rates Do you have to be a swami or a fortuneteller to come up with a good prediction That could be helpful, but thankfully, it is not necessary. Some Web sites such as Yahoo Finance, First Call, and Zacks have five-year expected profit or revenue growth projections. Many Wall Street brokerage firms also forecast these numbers. Finally, the corporation s recent history and trend of growth can act as a good initial indicator of potential growth.

1. Bob Pethick and Torsten Becker, Dell on Wheels, Supply Chain Management Review (December 2000). 2. Green Granite and Smoked Glass at Les Champs-de-Boujean, Swiss Watch News (October 22, 2003). 3. David Rogers, Value-Based Customer Care, PRTM s Insight (Spring 1998). 4. Noshua Watson, What s Wrong with Hewlett-Packard s Deskjet Printers Fortune (February 5, 2003). 5. Miguel Helft, Fashion Fast Forward, Business 2.0 (May 2002). 6. The Performance Measurement Group, LLC, Better Project Management Practices Drop Time-to-Market 20 30 percent, Signals of Performance: Product Development 2 (11). 7. Stephen Todd, How to Support New Product Introductions, Supply Chain Management Review (July-August 2001). 8. Inditex, FY2002 Results Presentation, March 20, 2003. 9. June Avignone, Pressing for Change, Fortune Small Business (July 31, 2002). 10. The Performance Measurement Group, LLC, Achieving Delivery Performance: Linking Strategy, Capabilities, and Results, Signals of Performance: Supply Chain Deliver 3 (4).

The integrated services or RSVP model The differentiated services model Traffic engineering Content-based routing

The integrated services model is synonymous with resource reservation, where applications set up paths and reserve resources prior to playing back streaming media. RSVP (Resource Reservation Protocol) is the signaling protocol used to set up the reservations. In differentiated services, packets are marked differently (sold different classes of airline ticket) to create several service classes. MPLS (Multi-Protocol Label Switching) is the forwarding scheme that looks at the packet s service

Just as science tells us that the universe can t expand forever, mathematics tells us that a corporation cannot forever grow at a rate appreciably higher than the growth rate of the economy in which it operates. It is impossible for a company to grow its operations every year at an unreasonably high rate of growth. Some companies, like Cisco and Tyco, maintained high growth rates during the 1990s by buying growth acquiring smaller companies at high prices and merging them into the parent company. While this did buy hyper-growth, it came at a significant cost the newly issued shares by the company to finance the purchase of the target, and the subsequent dilution of the company s shares outstanding. Characterized by high price-to-earnings and low book-value-tomarket-value ratios, growth stocks don t remain growth stocks forever. Eventually, new technologies replace the old, patent protection expires, and competitors enter the fray and cut into market share and reduce profit margins to a reasonable percentage. The promise that

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