Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 1999. / Includes bibliographical references (leaves 114-116). / This thesis explores nested and parallel real options and applies the suggested methodology to the Case of Ford Motor Company's investment in Ballard/Daimler Chrysler's joint venture. After reviewing the different existing methods that could be applied to the evaluation of Ford's investment, an analysis of the previous major applications of the "Real Option Thinking" to real projects was included. A two dimensional approach in the evaluation of a project with uncertainty was introduced, followed by a suggested methodology. Two approaches were considered in the Ford Case: -- The first divides the investment into two parts one associated with Ford Holdings in Ballard Power Systems (Ford holds 15% of Ballard shares) and the other relative to the investment in the research and development of fuel cells for automotive applications. -- The second adopts a more global view and looks at the investment as buying a portfolio of options. Each option is relative to a specific application of the technology. The suggested methodology was applied to the Ford Case using the first approach only. In fact, with the right set of inputs, both methods should yield comparable results. In the last part of the Thesis, a policy analysis that explores other dimensions that could have influenced Ford's decision was included. This analysis went through isolating the problem, identifying all the available options, analyzing external and internal factors and designing a strategy that would have helped implement the best available option. / by Skander K. Oueslati. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 1998. / Includes bibliographical references (p. 153-156). / With the recent proliferation of new wireless communication technologies in the U.S. and abroad, several competing air interfaces have emerged. This situation may soon be further complicated by compeuuon to influence upcoming international standards for 3rd-generation wireless communication systems capable of enabling global access to wireless multimedia services. For the wireless communications market, this heterogeneity poses problems for highly mobile users attempting to roam between different types of networks with phones that work over only one air interface. Brute force solutions have been introduced which combine two or more air interfaces in a single wireless communications appliance using traditional manufacturing approaches. An attractive alternative solution involves an emerging technology known as software-definable radio (SOR). This technology could enable the development of a new class of wireless information appliances, referred to here as "software phones", capable of working over any air interface. By migrating much of the radio functionality from hardware to software, such devices could switch between air interfaces and wireless applications/services much as a computer switches between applications programs. This thesis will assess the likelihood of emergence of a single dominant design standard for future generations of wireless communication systems, and the importance of software phone technologies as components of any such dominant design. The thesis is being sponsored by the Modular Multifunction Information Transfer System (MMITS) Forum, a wireless industry forum that is actively promoting software phone concepts. The analysis uses a variety of information sources and analytic techniques, and will also present a series of strategic recommendations to enhance the likelihood that software phone technologies will be included as critical components in any dominant wireless design standard. / by John D. Ralston and Peter G. Bier. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2000. / Also available online at the MIT Theses Online homepage <http://thesis.mit.edu>. / Includes bibliographical references. / Fostering creativity in research and development (R & D) operations, especially in large corporations in mature industries, is a critical challenge. I hypothesized that very creative groups, what some have termed "hot groups," can be formed even in such organizations and that they may have an impact on the entire organization. A hot group is a lively, high-achieving, dedicated group whose members are extremely excited to work on challenging tasks. The principal research questions in the present study are, "What are the kinds of situational settings where hot groups can arise, grow and sustain in an organization?" and "What are the effects of a hot group on the parent organization?" Based on the literature review and interviews, this study concludes that hot groups can be formed even in cold, hierarchical organizations. Strong sponsorship by senior managers is the most important success factor for the formation of hot groups. In addition, introducing fluctuation or "unfreezing" into organizations, forming a creative culture and formulating policies and systems that stimulate autonomy contribute to the viability of hot groups. In order to sustain the creativity of hot groups, the importance of what has been termed "virtual knowledge" should also be recognized by the sponsors and group members. If top management fails to recognize the achievements and also the effects of hot groups, members of the hot groups often leave the company, causing the diffusion process to cease. Organizational boundaries largely impair the penetration of hot groups' excitement and creativity. The thesis identified two different patterns in the diffusion process of hot groups into the parent organization. In the horizontal diffusion model, the excitement and creativity of a hot group first diffuses horizontally to other people in the parent organization, typically middle to bottom people. The organization changes from the bottom of the hierarchy. Although this is the best way to share the virtual knowledge of how to be creative by the bottom people, it may create disordered chaos in the organization and may take a long time to change the organization. In the vertical diffusion model, top management of the company jumps into the diffusion process in the early stages, and establishes policies and systems to facilitate formation of hot groups. The organization changes from the top of the hierarchy. Although this is the best way to quickly introduce the hot group concept into the organization in a controlled manner, there exists the potential for ending up with insufficient "heat" in the organization. The horizontal and vertical diffusions are complementary and sequential. In order to energize organizations and to make them creative by the hot group concept, both the horizontal and vertical diffusions are required. Overall, the hot group can be a powerful tool for re-energizing organizations and fostering creativity in large corporations in mature industries when they are stuck on the past narrow incremental improvement. / by Hideaki Murata. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2000. / Also available online at the DSpace at MIT website. / Includes bibliographical references (leaves 71-72). / The telecommunications industry is highly competitive. Many of the players in the Carrier, Commercial and Network Construction Service markets are looking to have financial, personnel, marketing, other resources and other competitive advantages such as B2B Internet services. Increased consolidation and· strategic alliances in the industry, resulting from the Telecommunications Act of 1996 is giving rise to significant new competition in the industry. In addition to this, the advent of the Internet has made the traditional circuit-switched telephony no longer efficient and economical, and to a certain extent obsolete. The less expensive and easily maintainable IP-switched networks are in greater demand. Information age has made Ecommerce the process of empowering the organizations for information exchange using digital technology. This study includes an analysis of the effect of the above factors on a network operator's business. It also consists of the case studies of two new-age network operators, Level 3 and Qwest. / by Tharunidhar Narravula. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2000. / Also available online at the MIT Theses Online homepage <http://thesis.mit.edu>. / Includes bibliographical references (leaves 85-87). / Nippon Telegraph and Telephone Corporation (NTT), the largest telecommunication carrier in the world, was broken up, and reconstituted NTT mad a new start on July 1, 1999. On that day, free competition in the telecommunication industry began in Japan. And, NTT Communication, new subsidiary, launched international telecommunication services as a no-regulated company. In many other countries, the telecommunication market has already been deregulated. Since there is no longer a distinction between long-distance and local telecommunication carriers, competition has become more severe. Globally, telecommunication has turned into a commodity. It is difficult to differentiate the service from rivals. Furthermore, due to recent data communication and Internet growth, the demand for the integrated network has increased. As business is becoming borderless, to overcome the time and distance, a global network is necessary for multinational companies. In this severe situation, Japanese telecommunication carriers, including NTT and new common carriers (NCCs), have to play the game with these strong experienced players. The mission of NTT, the leading company in the Japanese telecommunication market, is not only to win among Japanese competitors, but also to help strengthen the Japanese telecommunication industry as well. Therefore, at this point, NTT's global strategy is critically important. This thesis begins with an analysis of the Japanese telecommunication industry. It comparatively analyzes NTT's global strategy with those of global rivals, taking NTT's capabilities into consideration, and concludes by offering recommendations concerning NTT's global strategy. / by Atsuko Oka Sumi. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2000. / Also available online at the MIT Theses Online homepage <http://thesis.mit.edu>. / Includes bibliographical references (leaves 85-86). / The evolution of the Internet has deep influence on the way businesses are managed. It not only has great impact on the way businesses approach their customers but also on the interface with their trading partners, employees, as well as their internal businesses processes. Today, developing an electronic business implies the total redesign of the enterprise; in other words it involves the total transformation of the way we do business. This thesis will address the following main question: How do different companies within the telecommunications industry gain competitive advantage from business to business e-commerce? The main focus of the study will be to compare and contrast business to business e-commerce practices for two companies within the following matrix: Maturity, Incumbent, Attacker: Company, AT&T, MCI Worldcom. In order to answer the main question I will be focusing on the following issues (for the above mentioned cases): ** What have been their approaches to b2b e-commerce? ** What has been the economic impact, due to the b2b e-commerce practice? ** What are the implications on the corporate strategy level? Have any of these companies redefined their culture and/or business model? ** What is the impact of such b2b e-commerce initiative on the value proposition? ** What appears to be the critical success factors in leveraging B2B e-commerce? ** What have been the constraints and or limitations? / by Fabio A. Naranjo O. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2000. / Also available online at the MIT Theses Online homepage <http://thesis.mit.edu>. / Includes bibliographical references (leaves 92-95). / An Application Service Provider (ASP) provides a contracted service, which offers to deploy, host, manage and rent access to popular packaged software applications. Customers, primarily enterprises, are served from centrally managed facilities. Clients access the service through Internet technologies. The ASP is responsible for providing all specific activities and expertise to manage these software applications. The ASP is a new ( or renewed) application delivery model. It represents a new ( or renewed) business model. Customers rent access to applications addressing enterprise-wide needs such as accounting or customer relationship management. Installation, maintenance, security, and updating responsibilities lie with the ASP, hence reducing expenses and IT infrastructure for the customer. In return the vendor receives a rent-like payment for its services. These revenues are shared between the software provider and the service provider. This thesis includes an industry analysis, a market assessment and plans for developing an ASP business. The business plan includes plans for developing the product, marketing, financing and staffing. Analysis suggests that although the service is likely to be(-come) very attractive to customers, it is also likely to have some commodity attributes. The ongoing challenge to create and sustain profit will be to continue to innovate so as to provide differentiation for the customers the ASP chooses to serve. / by Paul Robert Mattson. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2007. / Includes bibliographical references (leaves 99-105). / Web-based enterprise software - sometimes referred to as "Software as a Service" (SaaS) or "on demand software" - is a major wave of innovation that introduces a new technical and economic model to enterprise software. The defining characteristics of web-based enterprise software are: a fully web-based user interface, hosted application deployment, a SaaS-based business model, and the use of a service-oriented architecture for integration. This study analyzes a sample of 108 companies currently offering SaaS-based products. In total, 35 different application types and 20 different combinations of revenue models were counted. Apparently, the market is still in an experimental phase, and truly dominant designs haven't emerged yet. Gross margins for SaaS-oriented companies are lower than for traditional software product companies, but still attractive at around 85%. The entrepreneurial activity in the sector is significant. More than 50% of the companies in the sample were founded in or after 2002, and almost 30% in the last two years. Venture capital continues to be an important source of capital with 36% of the companies having received VC investment, but an equally large percentage of companies are boot-strapped, i.e. have no formal source of outside capital. / (cont.) The data about customer adoption of web-based enterprise software is not very clear. Most studies suggest that SaaS accounted for about 5% of the CRM market in 2006, with other application types below that level. In total, SaaS probably doesn't even account for 1% of the global software market. However, customer willingness to adopt SaaS is apparently rising very quickly, and specialized SaaS companies are experiencing rapid growth. From the data available, it can't be decided unambiguously if web-based enterprise software is a truly disruptive model or merely an incremental innovation. Most characteristics point to a new-market disruption, i.e. an innovation that will bring new functionality to current non-users of advanced enterprise software. / by Andreas Göldi. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2007. / Vita. / Includes bibliographical references. / This thesis is concerned with the commercial applications of MEMS (Micro-Electro-Mechanical Systems) manufacturing processes to advanced energy technologies. This field of engineering has come to be known as Power MEMS. Four such technologies are singled-out for detailed consideration, based on the efforts that have gone into demonstrating the benefits which MEMS has to offer them. The first are micro engines or turbines which generate of order 10-100 Watts of power by driving an electric generator, as exemplified by the famous MIT microturbine. The second are micro fuel cells, electrochemical devices which air oxidize chemical fuels, particularly the direct methanol fuel cell which operates at modest temperatures and hence is suitable for use in portable electronics. The third are solid-state devices which convert heat into electricity via either the Seeback (thermocouple) or photovoltaic effects, or else via thermionic emission. Finally, we consider devices which scavenge vibrational or electromagnetic energy from their environment, and are an attractive means of powering remote autonomous sensors or medical implants such as pacemakers. / (cont.) Following a survey of recent commercial activity in these technologies, we consider the markets they may serve, the economics of their MEMS-based production, and possible business models for their commercialization. Detailed case studies are presented of two recent startups, one of which is developing a heat-to-electricity conversion system based on the photovoltaic effect, and the other of which is studying a novel MEMS device which would use springs made out of carbon nanotubes to store energy. The conclusion is that the time is ripe for a power MEMS technology roadmap which can inspire energy technology companies to work together towards an industrial ecosystem like that now seen in the semiconductor industry. Specifically, we propose that by using MEMS as a unifying technology, it will become possible to easily buy, sell and trade knowledge, personnel, components and foundry services, facilitating experimentation with new products and business models and greatly accelerating the development of power MEMS itself. This may in turn lead to solutions to some of the pressing energy and environmental problems which society now faces. / by Timothy Franklin Havel. / S.M.M.O.T.

Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2000. / Also available online at the DSpace at MIT website. / Includes bibliographical references (leaves 51-53). / Standards have been a very important issue in many industries as the innovators of the standard technology have tremendous power in the industry. The standard holders are supposed to have the dominant market position and technology leadership for further generation of the product as well as direct royalty income from the intellectual property. However, other various forces are also included in the evolution of the market and the technology. This thesis deals with the issues related to the evolution of standards in the optical storage device industry and other forces leading the market competition. Philips and Sony, the innovators of the CD technology, had taken the technology leadership of the industry for more than a decade. However, early followers such as Toshiba, Hitachi, and Panasonic took the leading position of the market, and competed with Philips and Sony for the standardization of DVD. The increased number of participants and the influence of complementors made the DVD standardization process much more complex. This trend will continue as current market leaders, who are late entrants, are added to the standard competition. This case shows that not only taking advantage from standardization but also proper market entry timing and continuous innovation is important for success in the optical storage market. / by Do-Joon Lee. / S.M.M.O.T.