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GSM decided to launch a series of experimental digital systems to facilitate the selection of the radio transmission and multiple access scheme. This trial activity was initially supported by the French and the German administrations who decided to collaborate in the de nition of an harmonized system, and agreed in 1985 to focus their efforts towards the selection of a digital second generation system. Accordingly, manufacturers were selected from both countries to develop prototype systems implementing different digital radio subsystem concepts. Soon after, the Nordic administrations also decided to join and additional proposals were submitted to the experimentation program which took place in Paris from October 1986 to January 1987, at the France Telecom research centre, CNET, under the auspices of the GSM permanent nucleus. Eight different system proposals, corresponding to nine different radio subsystem solutions (one system proposal having two different multiple access solutions for mobile-terminated

A single converged world-wide CDMA standard should be selected; The converged standard must accommodate IS41 and GSM core networks equally; Disputes on technological issues should be resolved on demonstrably better performance, features, cost; or else on compatibility with existing technology. 100

oor-based open-outcry markets to global electronic trading systems, this new arena will further transform our business and take us into whole new realms of nancial markets activity. This book is a history of the last 10 years of unparalleled accomplishment at CME Group, told by Leo Melamed, one of the great innovators in nancial markets and the guiding hand of CME for much of the last 45 years. CRAIG DONOHUE Chief Executive Of cer CME Group

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Maximising Profits Is a Firm s Goal ........................................................... 218 Facing Competition ..................................................................................... 219 Listing the requirements for perfect competition ......................... 219 Acting as price takers but quantity makers ................................... 220 Distinguishing between accounting profits and economic profits ......222 Analysing a Firm s Cost Structure ............................................................. 223 Focusing on costs per unit of output .............................................. 224 Examining average variable costs ................................................... 226 Watching average fixed costs fall .................................................... 227 Tracking the movement of average total costs.............................. 228 Focusing on marginal costs .............................................................. 229 Noticing where the MC curve crosses the AVC and ATC curves ... 229 Comparing Marginal Revenues with Marginal Costs .............................. 231 The magic formula: Finding where MR = MC.................................. 232 Visualising profits .............................................................................. 234 Visualising losses ............................................................................... 237 Pulling the Plug: When Producing Nothing Is Your Best Bet ................. 238 The short-run shutdown condition: Variable costs exceed total revenues.................................................................... 238 The long-run shutdown condition: Total costs exceed total revenues.................................................................... 240 At the mercy of the market price ..................................................... 241

n January of 1998, Jack Sandner s six-year tenure as Chicago Mercantile Exchange (CME) chairman was coming to a close and the Exchange s political juices were beginning to ow1 The Melamed-Shepard alliance was activated again as we huddled to nd a candidate whom we could both support We agreed that the next chairman should symbolize the coming of a new era at the Merc, one who would put an end to recent strife on the oor and help heal the wounds within the membership To do that, we wanted someone who had an unblemished reputation, embraced technological advancement, and was free from broker group in uence There were three front runners, all were board members: Two were Silvermans (not related), Jeffrey and David, the other was Scott Gordon All of them were experienced and had the necessary quali cations But there were clear differences.

Figure 5-7 Aperture angle determines the size of the diffraction spot. Point source P and its conjugate image P in the image plane. Point P is moved laterally in the focal plane away from P until destructive interference at a certain distance determines the location of the first diffraction minimum and thus the radius of the diffraction spot. (a) Points A and B in the wavefront with full lens aperture. (b) Points A and B in the wavefront with reduced aperture angle caused by partially stopping down the condenser iris diaphragm.

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