下载文档原格式
a r X i v :n l i n /0410038v 1 [n l i n .C D ] 19 O c t 2004Synchronization of fractional order chaotic systems∗Chunguang Li 1,Xiaofeng Liao 1,2,Juebang Yu 11Institute of Electronic Systems,School of Electronic Engineering,University of Electronic Science and Technology of China,Chengdu,Sichuan,610054,P.R.China.2School of Computer Science and Technology,Chongqing University,Chongqing,400044,P.R.China.(Dated:)The chaotic dynamics of fractional order systems begin to attract much attentions in recent years.In this brief report,we study the master-slave synchronization of fractional order chaotic systems.It is shown that fractional order chaotic systems can also be synchronized.PACS numbers:05.45.-aFractional calculus is a 300-year-old topic.Although it has a long mathematical history,the applications of fractional calculus to physics and engineering are just a recent focus of interest [1,2].Many systems are known to display fractional order dynamics,such as viscoelas-tic systems [3-5],dielectric polarization [6],electrode-electrolyte polarization [7]and electromagnetic waves [8].More recently,many authors begin to investigate the chaotic dynamics of fractional order dynamical systems [9-17].In [9],it has been shown that the fractional or-der Chua’s system of order as low as 2.7can produce a chaotic attractor.In [10],it has been shown that nonau-tonomous Duffing systems of order less than 2can still behave in a chaotic manner.In [11],chaotic behaviors of the fractional order “jerk”model was studied,in which chaotic attractor was obtained with system orders as low as 2.1,and in [12]the chaos control of this fractional order chaotic system was reported.In [13],chaotic behavior of the fractional order Lorenz system was studied,but un-fortunately,the results presented in this paper are not correct.In [14]and [15],bifurcation and chaotic dynam-ics of the fractional order cellular neural networks were studied.In [16],chaos and hyperchaos in the fractional order R¨o ssler equations were studied,in which we showed that chaos can exists in the fractional order R¨o ssler equa-tion with order as low as 2.4,and hyperchaos exists in the fractional order R¨o ssler hyperchaos equation with order as low as 3.8.In [17],we have studied the chaotic behav-ior and its control in the fractional order Chen system.In [18],the author present a broad review of existing models of fractional kinetics and their connection to dynamical models,phase space topology,and other characteristics of chaos.On the other hand,synchronization of chaotic systems has attracted much attentions [19]since the seminal pa-per by Pecora and Carroll [20].In this brief report,we study the synchronization of fractional order chaotic sys-dt α=1dt ntf (τ)dt α=s αL {f (t )}.So,the fractional integral op-erator of order “α”can be represented by the transfer function F (s )=1dt α=f (x )S :d αy2 is a coupling between the i th state variable of the twocoupled chaotic systems,then r i=1;otherwise,r i=0.Define the error signal as e=x−y,the aim of the syn-chronization scheme is to design the coupling strengthsuch that e(t) →0as t→∞.This scheme is similarto the master-slave synchronization of classical integer-order chaotic systems.Next,we numerically study the synchronization of frac-tional order chaotic systems via two examples.wefirstconsider the fractional order Chua’s system[9]dαx7dαydtα=−100dtα=−(y+z)dαydtα=0.2+z(x−10)(4)whenα=0.9and a=0.4,the above system is chaotic. The phase diagram of the chaotic attractor is shown in Fig.4.We also letΓ=diag(1,0,0),and do the similar sim-ulations as in the above example.When the coupling strength c=0.5,the two fractional R¨o ssler systems achieve synchronization.The curve of the synchroniza-tion error of the fractional order R¨o ssler system is shown in Fig.5(a).In Fig.5(b),we also plot the curve of the synchronization error of the integer order R¨o ssler systems (a=0.165).From Fig.5,we know that the synchroniza-3In summary,in this brief report,we have studied the synchronization of fractional order chaotic To our best knowledge,this is thefirst report the synchronization of fractional order dynamical sys-We have shown that fractional order chaotic sys-can be synchronized by utilizing the similar scheme that of their integer order counterparts.Future works regarding this topic include the investiga-of some other types of synchronization of fractional chaotic systems,such as the phase synchronization and the projective synchronization[25],as well as theof fractional order hyperchaotic systems We acknowledge supports from the National Natural Foundation of China under Grant60271019,and Youth Science and Technology Foundation of UESTC Grant YF020207.[1]I.Podlubny,Fractional Differential Equations,(Aca-demic Press,New York,1999).[2]R.Hilfer(Ed.),Applications of Fractional Calculus inPhysics,(World Scientific,New Jersey,2001).[3]R.L.Bagley,and R.A.Calico,J.Guid.,Contr.Dyn.14,304(1991).[4]R.C.Koeller,J.Appl.Mech.51,299(1984).[5]R.C.Koeller,Acta Mechanica58,251(1986).[6]H.H.Sun, A.A.Abdelwahad,and B.Onaral,IEEETrans.Auto.Contr.29,441(1984).[7]M.Ichise,Y.Nagayanagi,and T.Kojima,J.Electroanal.Chem.33,253(1971).[8]O.Heaviside,Electromagnetic Theory,(Chelsea,NewYork,1971).[9]T.T.Hartley,C.F.Lorenzo,and H.K.Qammer,IEEETrans.CAS-I42,485(1995).[10]P.Arena,R.Caponetto,L.Fortuna,and D.Porto,Proc.ECCTD,Budapest,1259(1997).[11]W.M.Ahmad,and J.C.Sprott,Chaos,Solitons and Frac-tals16,339(2003).[12]W.M.Ahmad,and W.M.Harb,Chaos,Solitons andFractals18,693(2003).[13]I.Grigorenko,and E.Grigorenko,Phys.Rev.Lett.91,034101(2003).But the Eq.(5)in this paper is not cor-rect,so the results presented in this paper are not reli-able,which we have pointed out to thefirst author of this paper via personal communication.[14]P.Arena,R.Caponetto,L.Fortuna,and D.Porto,Int.J.Bifur.Chaos7,1527(1998).[15]P.Arena,L.Fortuna,and D.Porto,Phys.Rev.E61,776(2000).[16]C.Li,G.Chen,X.Liao,and J.Yu,Submitted(2003).[17]C.Li,G.Chen,Submitted(2003).[18]G.M.Zaslavsky,Phys.Rep.371,461(2002).[19]G.Chen,Control and Synchronization of Chaos,a Bib-liography,(ECE Dept,Univ of Houston,TX–avail-able from ftp:“/pub/Tex/chaos.tex”(lo-gin name“anonymous”password:your email address), 1997).[20]L.M.Pecora and T.L.Carroll,Phys.Rev.Lett.64,821(1990).[21]I.Podlubny,arXiv:math.CA/0110241v1(2001).[22]A.Charef,H.H.Sun,Y.Y.Tsao,and B.Onaral,IEEETrans.Auto.Contr.37,1465(1992).[23]“Several other fractional order chaotic systems”in thispaper include the fractional order“jerk”model[11],the fractional order Chen system[17],and the fractional or-der CNN[14,15].[24]M.Rosenblum,A.Pikovsky,and J.Kurtz,Phys.Rev.Lett.76,1804(1996); A.Pikovsky,M.Rosenlum,G.Osipov,and J.Kurtz,Phys.D104,219(1997);S.Boc-caletti,J.Kurths,G.Osipov,D.L.Valladares,and C.S.Zhou,Phys.Rep.366,1(2002).[25]R.Mainieri and J.Rehacek,Phys.Rev.Lett.82,3042(1999).。
经贸学校2011年下学期高三期考计算机应用类专业综合知识试题本试题卷共6大题，41小题，共12页。
时量150分钟，满分390分。
一、单选题（在本题的每小题的备选答案中，只有一个答案是正确的，本大题共24小题，每小题5分，共120分）1、计算机的运算器与控制器的总称是（）A．ALU B．CAD C．CPU D．ROM2、默认情况下，在中英文输入法之间切换的快捷键是（）A．Ctrl+Space B．Alt+Shift C．Alt+Space D．Ctrl+Shift3、存取速度最快的存储器是（）A．RAM B．Cache C．硬盘D．U盘4、在Excel2003中，下列序列不能直接利用自动填充快速输入的是（）A．星期一、星期二、星期三…B．Mon、Tue、Wed…C．第一、第二、第三…D．甲、乙、丙…5、下列属于计算机输出设备的是( )A.鼠标B.键盘C.扫描仪D.打印机6、微机系统中广泛采用的英文字符编码标准是( )A.GB2312-80B.ASCIIC.EBCDICD.ANSI7、Windows系统提供的两个文字处理程序是“记事本”和( )A.IEB.WORDC.写字板D.资源管理器8、WORD可同时编辑多个文档。
按住以下哪个键，单击“文件”“全部关闭”菜单项，将同时关闭所有打开的文档A．Shift B．Ctrl C．Alt D．Esc9、Excel中，一次性将同一数据输入到多个选定单元格中的组合键是________A、<Shift>+回车B、<Ctrl>+回车C、<Alt>+回车D、<Del>+回车10、PowerPoint中，设置背景应在“填充效果”对话框中选择的选项卡是________A、“渐变”B、“纹理”C、“图片”D、“图案”11、下面程序段的运行结果是______char str[ ]="ABC" , *p=str ；printf ("%d\n",*(p+2))；A、0B、字符'C'的ASCII码C、字符'C'的地址D、字符'C'12、设有如下定义：int (*ptr)( );则以下叙述中正确的是A、ptr是指向一维组数的指针变量B、ptr是指向int型数据的指针变量C、ptr是指向函数的指针变量,该函数返回一个int型数据D、ptr是一个函数名,该函数的返回值是指向int型数据的指针13、在一个办公室内，将6台计算机用交换机连接成网络，该网络的拓扑结构为________A、星型B、环型C、总线型D、网状型14、TCP/IP协议簇中，属于传输层协议的有________A、UDPB、ICMPC、IPD、FTP15、下列性能指标中哪个与CPU无关（）A．带宽B．主频C．缓存容量D．数据总线宽度16、计算机网络可分为哪两个子网（）A．物理和逻辑子网B．通信和应用子网C．物理和虚拟子网D．通信和资源子网17、以下不属于网络安全控制技术的是（）A．防火墙B．访问控制技术C．全双工通信技术D．入侵检测技术18、CD-RW产品标称速度为8×4×32，它的读取速率是 ( )A.8×150KbpsB.4×150KbpsC.32×150KbpsD.12×150Kbps19、要打开注册表编辑器，应在运行对话框中输入的命令是（）A.msconfigB.ipconfigC.regeditD.cmd20、HTML文件由多种互嵌套的网页元素组成，其中最顶层的元素是（）A.HEADB.BODYC.HTMLD.FORM21.超级链接元素A有许多属性，其中用来指明超级链接目标的属性是（）A.targetB.hrefC.linkD.goal22、使用硬盘cache的目的是A、增加硬盘容量B、提高硬盘读取信息的速度C、实现动态信息的存储D、实现静态信息的存储23、下列不属于计算机安全维护的是（）A、设置用户权限B、更新系统补丁C、设置系统密码D、清除垃圾文件24、下列属于电子邮件协议的是 ( )A.PPPOEB.SMTPC.HTTPD.FTP二、基本操作题（本大题共5小题，每小题12分，共60分）25、如图1所示，用资源管理器将C:\Program Files 文件夹中“Microsoft Office”、“MSN Messenger”、“NetMeeting”和“Online Services”四个子文件夹移到C:\dell文件夹的操作步骤：（每空3分，共12分）图1在文件夹窗口中选定C:\Program Files 文件夹，在目录窗口中 ① Microsoft Office 文件夹；按住 ② 键，同时单击MSN Messenger 文件夹，按住 ③ 键，同时单击Online Services 文件夹，选中图1所示的四个文件夹；单击“工具栏”上“ ④ ”按钮；然后在文件夹窗口单击C:\dell ，再单击“工具栏”上“粘贴”按钮，完成所选四个文件夹的移动。
阅读理解B1、 The word “horsepower”was first used two hundred years ago. James Watt had madethe world's first widely used steam engine. He had no way of telling people exactlyhow powerful it was, for at that time there were no units for measuring power.Watt decided to find out how much work one strong horse could do in one minute.He called that unit one horsepower. With this unit he could measure the work hissteam engine could do.He discovered that a horse could lift a 3300-pound weight 10 feet into the airon one minute. His engine could lift a 33-pound weight 100 feet in one minute.Because his engine did ten times as much work as the horse, Watt called it aten horsepower engine.(1)、The passage says that Watt made the first widely used steam engine.A：TB：F答案：A解析：文章第二句可知。
(2)、Watt wanted to find a way to lift a 3300-pound weight.A：TB：F答案：B解析：第二段第一句Watt是想知道一匹强壮的马一分钟能干什么活。
选必一Unit 2 Reading and Thinking(阅读课) 阅读任务学案（课本P14-15）一、快速浏览课文，回答问题。
1.What’s the type of the text?A. narration记叙文B. argumentation议论文C. exposition 说明文2.What is the purpose of the text?A. to sell smart homesB. to buy smart homesC. to introduce smart homes3.Who is the intended reader of the text?The people who are interested in:______________________二、仔细阅读课文，完成下列任务。
Task 1: Read paragraph 1 and fill in the blanks. (阅读第1段，填空)1.Q: In what ways will smart homes benefit us?Smart homes will keep us , save us , and provide a more comfortableto live in.2.T\F:Smart homes will help to lock the door for us and remember to switch off the TV when we forget in the not-too-distant future. ( )Task 2: Read paragraph 2 and fill in the blanks. (阅读第2段，填空)1.With intelligent controls, what can we do in the future?We will be using technology(技术) every day for control of just abouteverything in our home. And all controls will respond to.2. What are the technologies used in smart homes？A.Integrated sensorsB.SwitchesC.Knobs.D.Remote controls.Task 3: Read paragraph 3 and fill in the blanks. (阅读第3段，填空)Task 4: Read paragraph 4 to 5, fill in the blanks.(阅读第4,5段，填空)1.Smart homes will be able to from accidents.2.Question:What can smart home do if there is a leaking water pipe or a short in the electrical wiring?________________________________________________________________________________________ ________________________________________________________________________________________3.What is the writer’s attitude towards smart homes? Can you give some reasons? (words of phrases.)A.positiveB.negativeC.doubtfulD. opposed选必一Unit 2 Reading and Thinking(阅读课) 知识点预习学案（课本P14-15）一、Recognize the key words(认识重要词汇：能读、写、理解词义和用法)1.persuade 词性/义：____________ n.说服___________ adj. 有说服力的__________固定用法：_______________________________________________2.switch on/off =______________ 词义：________________________ (switch n.________)3.distant 词性/义：____________ n. 距离___________________固定用法：_______________________________________________4.secure 词性/义：____________ n.安全工作，保安措施_________________5.integrate vi.& vt. ________________ adj.集成的；综合的__________________________固定用法：_______________________________________________6.efficient adj._____________ adv. 效率高地____________ n. 效率，效能________________7.preference n. ___________ v. (更)喜欢;宁愿_____________ 过去式/过去分词______________固定用法：_______________________________________________8.instant n.___________ adj. ____________ adv. 立即__________________固定用法：_______________________________________________mand n./v._______________ n. 指挥官___________________固定用法：______________________________________________________________________________________________10.warming n._____________ v.警告；告诫_________________固定用法：_______________________________________________11.constant adj.__________________ adv.持续不断地_____________________12.detect vt.________________ n. 侦查；发觉_________________ adj.侦探的________13.available adj. ___________________ n.可用性；有效性_____________固定用法：_______________________________________________14.写出几个与fire搭配的短语______________________________ _____________________ _____________________________ 15.写出几个与sense搭配的短语_____________________________ _____________________ _____________________________16.试写出两个“疑问词+不定时”的结构17.句型“It will be/take +时间段+ before...(一般现在时)”的含义：_________________________________翻译句子：Nevertheless, it will take some years before most new homes begin to use this new technology. ______________________________________________________________________________________。
高三英语物联网概念单选题60题1. In the Internet of Things, the ______ of data is crucial for making informed decisions.A. collectionB. collectorC. collectingD. collected答案：A。
本题考查名词的用法。
A 选项“collection”是名词“收集”；B 选项“collector”是名词“收集者”；C 选项“collecting”是动词的现在分词形式；D 选项“collected”是动词的过去分词形式。
在本句中，需要一个名词表示“数据的收集”，所以选A。
2. The smart devices in the Internet of Things can ______ information automatically.A. gatherB. collectsC. gatheringD. collected答案：A。
本题考查动词的用法。
A 选项“gather”是动词原形“收集”；B 选项“collects”是第三人称单数形式；C 选项“gathering”是现在分词形式；D 选项“collected”是过去分词形式。
情态动词can 后接动词原形，所以选A。
3. The Internet of Things brings ______ convenience to our daily lives.B. muchC. a fewD. a little答案：B。
本题考查形容词的用法。
A 选项“many”修饰可数名词复数；C 选项“a few”修饰可数名词复数；D 选项“a little”修饰不可数名词，表肯定，意思是“有一点”；B 选项“much”修饰不可数名词，表程度“很多”。
“convenience”是不可数名词，且根据句意“物联网给我们的日常生活带来很多便利”，程度较深，用much，所以选B。
Unit ElevenPart I Pre-reading Questions1.What is logistics according to your own knowledge?答案范例：Logistics is used more broadly to refer to the process of coordinating and moving resources – people, materials, inventory, and equipment – from one location to storage at the desired destination. It may involve the integration of information flow, materials handling, production, packaging, inventory, transportation, warehousing, and often security.2.What is the goal of logistics?答案范例：The goal of logistics is to ensure that resources are moved to the destination more efficiently and timely.3.Are supply chains important in the global economy? Why?答案范例：Yes, they are. Supply chains encompass the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. They also include coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chains integrate supply and demand management within and across companies.Part II Extensive Reading段落大意难句解析词汇Text A1. 主旨归纳文章通过对沃尔玛总部配销中心的流水线工作场景介绍，引出供应链管理概念，并指出其在当今世界商业活动中扮演着重要角色。
第二章2.2 Exercises for Section 2.22.2.1Consider the context-free grammar:S -> S S + | S S * | a1Show how the string aa+a* can be generated by this grammar.2Construct a parse tree for this string.3What language does this grammar generate? Justify your answer.answer4S -> S S * -> S S + S * -> a S + S * -> a a + S * -> a a + a *56L = {Postfix expression consisting of digits, plus and multiple signs}2.2.2What language is generated by the following grammars? In each case justify your answer.7S -> 0 S 1 | 0 18S -> + S S | - S S | a9S -> S ( S ) S | ε10S -> a S b S | b S a S | ε11⧗ S -> a | S + S | S S | S * | ( S )answer12L = {0n1n | n>=1}13L = {Prefix expression consisting of plus and minus signs}14L = {Matched brackets of arbitrary arrangement and nesting, includes ε} 15L = {String has the same amount of a and b, includes ε}16？2.2.3Which of the grammars in Exercise 2.2.2 are ambiguousanswer17No18NoYesYesYes2.2.4Construct unambiguous context-free grammars for each of the following languages. In each case show that your grammar is correct.19Arithmetic expressions in postfix notation.20Left-associative lists of identifiers separated by commas.21Right-associative lists of identifiers separated by commas.22Arithmetic expressions of integers and identifiers with the four binary operators +, - , *, /.answer1. E -> E E op | num2. list -> list , id | id3. list -> id , list | id4. expr -> expr + term | expr - term | termterm -> term * factor | term / factor | factorfactor -> id | num | (expr)5. expr -> expr + term | expr - term | termterm -> term * unary | term / unary | unaryunary -> + factor | - factorfactor - > id | num | (expr)2.2.5Show that all binary strings generated by the following grammar have values divisible by 3. Hint. Use induction on the number of nodes in a parse tree.num -> 11 | 1001 | num 0 | num numDoes the grammar generate all binary strings with values divisible by 3?answerproveany string derived from the grammar can be considered to be a sequence consisting of 11, 1001 and 0, and not prefixed with 0.the sum of this string is:sum= Σn (21 + 20) * 2 n + Σm (23 + 20) * 2m= Σn 3 * 2 n + Σm 9 * 2mIt is obviously can divisible by 3.No. Consider string "10101", it is divisible by 3, but cannot derived from the grammar. Question: any general prove?2.2.6Construct a context-free grammar for roman numerals.Note: we just consider a subset of roman numerals which is less than 4k.answerwikipedia: Roman_numeralsvia wikipedia, we can categorize the single noman numerals into 4 groups:I, II, III | I V | V, V I, V II, V III | I Xthen get the production:digit -> smallDigit | I V | V smallDigit | I XsmallDigit -> I | II | III | εand we can find a simple way to map roman to arabic numerals. For example: o XII => X, II => 10 + 2 => 12o CXCIX => C, XC, IX => 100 + 90 + 9 => 199o MDCCCLXXX => M, DCCC, LXXX => 1000 + 800 + 80 => 1880 via the upper two rules, we can derive the production:romanNum -> thousand hundred ten digitthousand -> M | MM | MMM | εhundred -> smallHundred | C D | D smallHundred | C MsmallHundred -> C | CC | CCC | εten -> smallTen | X L | L smallTen | X CsmallTen -> X | XX | XXX | εdigit -> smallDigit | I V | V smallDigit | I XsmallDigit -> I | II | III | ε2.3 Exercises for Section 2.32.3.1Construct a syntax-directed translation scheme that translates arithmetic expressions from infix notation into prefix notation in which an operator appears before its operands; e.g. , -xy is the prefix notation for x - y . Give annotated parse trees for the inputs 9-5+2 and 9-5*2.。
TABLE OF CONTENTSLIST OF FIGURES (3)I. INTRODUCTION & KEY FINDINGS (4)1.1 Key Findings (4)1.2 Report Scope & Structure (5)II. MOBILE OPERATOR GROWTH STRATEGIES (6)2.1 ARPU Options (6)2.2 Disconnects Between Business Objectives and IT Processes (7)2.3 Understanding the Scope and Role of Order Management (9)III. ORDER MANAGEMENT SOLUTIONS FOR THE MOBILE SECTOR (10)3.1 State of Order Management in the Mobile Industry (10)3.2 Impact of Inefficient Ordering Systems (11)IV. BUILDING BLOCKS OF END-TO-END ORDER MANAGEMENT (14)V. CUSTOM-BUILT, BPM-BASED ORDER MANAGEMENT (16)5.1 BPM & OM: An Unfulfilled Promise (17)VI. STREAMLINING THE B2B & SUPPLY CHAIN (19)6.1 Role of Next-Gen OM in the Mobile Industry (20)6.2 Recommendations for Service Providers (20)VII. VENDOR PROFILES (22)7.1 Amdocs Ltd. (22)7.2 Cerillion Technologies Ltd. (22)7.3 CGI Group Inc. (23)7.4 Comptel Corp. (23)7.5 ConceptWave Software Inc. (23)7.6 Convergys Corp. (23)7.7 NetCracker Technology Corp. (24)7.8 Oracle Corp. (24)7.9 Pegasystems Inc. (25)7.10 Sigma Systems Canada Inc. (25)7.11 Sterling Commerce Inc. (25)7.12 Subex Ltd. (25)7.13 Telcordia Technologies Inc. (26)VIII. CONCLUSION (27)APPENDIX A: ABOUT THE AUTHOR (28)APPENDIX B: LEGAL DISCLAIMER (29)LIST OF FIGURES*SECTION ISECTION IIFigure 2.1: Mobile Operator Business Initiatives & Internal Objectives (7)Figure 2.2: Key Business Problems Resulting From IT Issues (8)SECTION IIIFigure 3.1: Important Objectives for Revamping Ordering Processes (11)SECTION IVFigure 4.1: Building Blocks of End-to-End Order Management (14)Figure 4.2: Global Order Management Market Forecast (15)SECTION VFigure 5.1: Impact of Order Management for Mobile Operators (18)SECTION VISECTION VIISECTION VIII* All charts and figures in this report are original to Heavy Reading, unless otherwise noted.I. Introduction & Key FindingsAnyone who thinks that successful IT transformation projects are just about IT systems revamp is badly missing the point. No matter how sophisticated IT systems are, they can't truly help a busi-ness unless transformation projects are orchestrated with an efficient process. In other words, successful IT transformation occurs when efficiency replaces inefficient, redundant processes.Many network operator C-level executives talk about an "IT black hole" – when IT programs do not provide operators with expected benefits and result in merely depleting company reserves. Heavy Reading's ongoing discussions with these executives point out that transforming internal and external processes to improve efficiency is the most important strategic objective. In a recent Heavy Reading survey, more than 70 percent of operators believe improving their internal and external business processes will help them deliver a better customer experience.Updating IT systems in a timely, efficient manner is a challenge for all communications service providers, especially those in the mobile industry. The dynamic and competitive nature of this segment has sparked innovation and swift evolution of mobile technologies and services. As the service provider's role shifts from network operator to retail outlet for an array of digital services, there is an urgent need for operators to effectively manage and handle relationships that involve myriad parties that will play a pivotal role in reshaping the service provider revenue ecosystem, including content aggregators, content providers and advertisers.There is no longer a linear relationship between carriers and customers; in today's complex communications ecosystem, service providers must manage many different evolving relation-ships. In this intricate tapestry of revenue relationships, it is obvious that operators must tightly link their business processes with media and content partners to gain competitive advantage and reduce opex costs. It is the only way for them to gain operational efficiency and exploit the full potential of investments they have made in their network infrastructure and back-office systems.In this context, an end-to-end order management (OM) system that touches all aspects of a ser-vice provider's operation – from order generation, to order capture, to fulfillment across different channels and customer touch points – will play a pivotal role in enabling mobile operators to tran-sition from today's bundled services to more personalized services. Mobile operators are under constant pressure to improve customer service levels and lower order processing costs and cycle times. These are among the key factors driving the need for service providers to invest in a streamlined end-to-end OM system with the expectation that such a solution will manage all as-pects of the order-to-cash cycle from order capture to fulfillment and settlement.End-to-End Order Management: The Mobile Operator Opportunity explores the critical role of OM solutions in the mobile industry. The report explains in depth how business process man-agement (BPM)-based, custom-built OM solutions cannot meet the changing needs of mobile operators, examines the views of operators regarding their existing OM solutions and their wish-lists for future solutions, and explores how the business-to-business (B2B) and supply-chain strategies of mobile operators can be streamlined with end-to-end OM solutions. The report also analyzes the products and strategies of 13 key OM vendors in the communications market.Findings1.1 KeyKey findings of End-to-End Order Management: The Mobile Operator Opportunity include the following:Next-gen OM will play a key role in the execution of network operator growth strategies. Efficient end-to-end OM solutions enable the rapid introduction of new offers and products, which enhances the customer ordering experience. Such solutions automate order-handling processes, so errors and time to order are reduced. They also boost provider profitability by eliminating redundant processes, thus increasing operational efficiency.Mobile operators have identified OM as a key area of investment over the next two to four years. Customer centricity is directly related to process efficiencies and, in that context, OM will play a pivotal role. Time to market and innovative offers will be crucial components of a mobile operator's competitive strategy, in which robust OM platforms will play a pivotal role.There will be significant spending in the OM space over the next few years. Our research shows that the majority of this growth is happening, and will continue to happen, in the mobile sector. Overall CAGR for the total OM market is 7.6 percent from 2009 to 2013, whereas CAGR for OM in the mobile sector is 21.5 percent over that same period.Mobile service providers are selecting and deploying next-gen COTS-based OM solutions. The out-of-the-box capabilities of these next-gen commercial off-the-shelf (COTS) OM solutions to deliver a complete end-to-end solution for mobile service providers is critical to remove barriers to growth.OM vendors should provide a TCO/ROI model that quantifies their solution's benefits to service providers. This is important for both smaller and larger vendors, especially in light of these difficult economic times. Software investment decisions will increasingly be made based on a diligent cost/benefit analysis, and these total cost of ownership (TCO)/return on investment (ROI) models will help influence service provider decision-making.Key BSS/OSS vendors are making major investments in their OM products. In the business support system (BSS)/operations support system (OSS) market, both established suppliers and relative newcomers are making substantial investments to improve their OM capabilities.Custom-built, proprietary OM solutions built on BPM technologies fail to deliver on the scalability and flexibility benefits expected by mobile network operators. In most instances, mature mobile operators are either replacing their older, custom-built OM solutions or evaluating ways to migrate from their legacy OM solutions.1.2 Report Scope & StructureEnd-to-End Order Management: The Mobile Operator Opportunity is based on primary inter-views and surveys conducted on global mobile operators. The report also includes market sizing information from Heavy Reading's BSS/OSS forecast. The report is structured as follows:Section II examines the growth strategies of mobile operators, including their business initiatives and internal objectives, and explores ways for mobile operators to compete in the hyper-competitive communications market.Section III analyzes the state of OM solutions in the mobile industry, and how end-to-end OM systems can help mobile operators address critical process inefficiencies.Section IV looks at the building blocks of the end-to-end OM solution, provides our forecast for the global OM market and explores the roadmap for future OM solutions.Section V examines custom-built, BPM-based proprietary OM solutions and explains why these solutions fail to deliver on the scalability and flexibility benefits service providers are seeking. Section VI shows how end-to-end OM can help streamline the B2B and supply-chain strategies of mobile operators and discusses the critical role of next-gen OM in the mobile industry.Section VII profiles 13 key vendors of OM solutions for the mobile industry, and analyzes their products and strategies.Section VIII presents the conclusions of this report.II. Mobile Operator Growth StrategiesThe primary revenue base for mobile operators today is still voice services. While data revenues are growing fast for many carriers, they represent only a fraction of the total mobile revenues. Newer services such as mobile video applications and advertising are still too small to register, but they have the potential to impact the market. Many mobile operators, particularly outside of the U.S., are facing a saturated market, some with more than 100 percent penetration.Saturation has led to a hyper-competitive market, where adding new subscribers has become a zero-sum game. This has led to intense price competition between mobile operators, forcing them to repeatedly cut prices to win new subscribers and reduce churn. This downward trend in prices has pushed carriers to rapidly deploy value-added services to raise average revenue per user (ARPU) and protect margins. However, no single service can drive profit margins and compen-sate for the flattening of voice revenues. Mobile operators will have to combine their efforts to support data offerings with the development of new content and interactive services.In addition to the heavy competition that already exists in the mobile sector, new entrants are challenging established mobile operators for market share. Many of these new entrants are now beginning to deploy networks, and it will be two to three years before these business models are able to attract a critical mass of users.To protect overall mobile operator revenue growth, data growth will continue to sustain ARPU. But the development of 3G and 4G technologies and the rollout of LTE and WiMax will allow these operators to compete directly with fixed service providers. Location-based services and advertising using a standardized GPS chip will become easier, cost-effective and a competitive differentiator for wireline and alternative providers. These location-based offerings become much more powerful when associated with an individual, allowing the content to be carefully tailored and updated on the fly, rather than tied to a single location with multiple users.Additional service opportunities will include mobile video, where it remains to be seen whether this content can jump to the third screen for a significant number of subscribers – making mobile video a long-term bet for most mobile operators. Interactive services, such as gaming and social networking, will also benefit from location-based applications. These will allow users to connect their games and social networks to other nearby users.Options2.1 ARPUWhile facing market saturation, mobile operators in many mature markets have a clear path to higher ARPU and additional services without major shifts in their business models. The addition of mobile data and the potential for fixed data and location-based services will propel the sector for at least the next several years. However, these carriers must work to transition their global networks and portfolio of services seamless to their customers.Like the airline industry, mobile operators can offer global coverage and expanded services through partnerships that are all but invisible to the customer. All the services and charges are funneled through their primary carrier, never knowing that they are tapping into several service providers in a given month. This resembles the airline industry, where no single company can get customers everywhere: End users purchase the ticket from one air carrier, which then books them end-to-end and arranges all of the supplier services, such as in-flight meals, along the way.Deploying and supporting a wide range of services will require seamless back-office operations, including billing and customer support, as well as a wide range of service and application provider partnerships to round out the portfolio. Their reliance on third-party networks will raise costs and provide competitors a conduit to exert competitive pressure on these carriers. In addition, carriers with little or no prior experience in delivering content face a network transformation that is just as significant as the one currently underway by fixed telcos. Mobile operators will also have to fightwith MSOs and telcos to become the end users' primary provider, requiring an upgrade in quality of service (QoS) and customer support that has been lacking to date. These changes will be time consuming but necessary to secure a dominate position within the market.Mobile operators have the potential to dominate the marketplace through their mobile connec-tions and rapid innovation. Mobile data will push a radical shift in the industry, upending telco and MSO dominance in access and content. The potential for revenues grows quickly once the mobile data pipe is large and robust enough to become an open-ended platform for new services. These services will be created and customized by the customers themselves and third-party providers, in addition to the mobile operators.Mobile operators will also have difficulty maintaining control over their customers and the services they use. Limiting off-deck services will help maintain ARPU in the short run, but this is becoming increasingly difficult as handheld devices continue to edge closer to PC-like capabilities.The iPhone, for example, will support a full version of Apple's operating system that offers the same level of online service innovation currently seen on the Internet. While AT&T has locked down off-deck services for now, a new business model will emerge that depends on open-source applications and content. This will end the carrier's control and reduce its share of revenues, but in the end carriers will see a net benefit as revenues grow rapidly across the sector.Figure 2.1 illustrates business objectives and internal initiatives of mobile operators.Figure 2.1: Mobile Operator Business Initiatives & Internal ObjectivesBUSINESS INITIATIVES INTERNAL OBJECTIVESExpand network coverage Increase business customers' market share bythree to four timesImprove customer experience Improve process efficiencyProvide personalized offers for profitable customers Increase sales channels Move beyond mobile into fixed broadband andconverged servicesReduce number of IT systems by 30%-40%Extend sales channels Move more customers to self-serviceCreate customer loyalty Increase online sales by 25%-40%Provide innovative offers Provide innovative offers2.2 Disconnects Between Business Objectives and IT ProcessesIn a hyper-competitive mobile market, operator's business objectives are focused on a few critical business priorities. They can be summarized as follows:•Increasing revenue and profitability; decreasing churn. Operators will look to launch new products and enable technologies for more revenue streams. Hence, personalization and rapid service delivery continues to be high on the priority list. Subscriber saturation is so high that every customer lost is a gain by a competitor.•Reducing opex and limiting system complexity. Operators want to consolidate dispa-rate BSS/OSS systems, automate processes and workflows in order to simplify opera-tions and increase efficiency.•Enhancing customer experience. Operators obviously want to keep customers happy, since customers are their most important asset, and retaining customers is always more profitable than gaining new ones. Personalized offers based on customer preferences,transaction volumes, social networks and preferences, etc., are forcing operators to be more imaginative about how they bundle their products and services and explore new areas for sales growth. Upselling to users based on a growing need for data or cross-subsidizing services (i.e., having a third party pay for some or all of the costs) can be an effective strategy. It creates opportunities for advertisers to reach a broader opt-in au-dience base, and it also provides subscribers with a mechanism to control costs. Customer service quality is directly related to customer experience, and mobile operators must exceed subscriber expectations to impress customers. A simple equation for measuring customer service quality can be represented as: Customer service quality = (What is expected + How the service is received)/(Subscriber expectations). Many of the criteria on which customers will judge services are intangible, hence managing customer perception is vital in service delivery.These demand that operators have a streamlined and flexible service delivery mechanism, have end-to-end view of subscribers and their services and have the ability to handle transactions in real time. Figure 2.2 illustrates the key business problems that result from IT issues and inhibit operators from differentiating and becoming competitive. This figure is based on a survey con-ducted by Heavy Reading of about 75 service providers worldwide.Figure 2.2: Key Business Problems Resulting From IT IssuesOur research has shown that the pivotal reasons why operators opt for transformation projects are to achieve process efficiency and enhance customer experience. Process efficiency en-hances workforce productivity, fosters partner and customer collaboration, improves customer centricity and overall QoS.Most of the business problems identified before can be traced back to fundamental process is-sues that mobile operators are facing today. These inefficient processes must be fixed if mobile operators want to meet their business objectives so they can differentiate, enhance customer ex-perience, reduce churn and remain profitable.Some of the critical process-related inefficiencies that mobile operators have pointed out during interviews include:•Improve time-to-market of products and services•Improve order delivery process•Improve order-to-cash process•Enabling service portability across multiple devices and networks•Increase business flexibility to respond to changes in the market•Optimizing and aligning the critical business processes that support customer experience •Improve service design process•Improve offer design and delivery processMany of these process inefficiencies can be traced to inefficient OM systems. OM touches all as-pects of a service providers' operation, from order generation to order capture, and fulfillment across different channels and customer touch points. Hence, inefficiency across one touch point incorporates significant ripple effect across the entire organization.2.3 Understanding the Scope and Role of Order ManagementMany of the process inefficiencies of OM systems were described above. OM encompasses new offer introduction, order capture and order delivery, and touches most aspects of a service pro-vider's BSS and OSS. From offer management (when an offer is launched and chosen via order capture by customer) to order validation, design, assignment of service resources and activation of chosen services, OM systems directly touch most of a service provider's back-office systems. This includes customer rights management (CRM), Web-based self-care, customer care, billing, the interconnection gateway, service activation and network provisioning systems.The role of the OM system is to act as the orchestrator and control point in a service provider's back- and front-office systems, enabling the myriad components in the service value chain to work in unison. The ability to decompose high volumes of commercial orders into specific compo-nents and send out network parameters at optimum speed in a specific sequence based on rules and policies is a critical scalability benchmark. Because of their central role in the service fulfill-ment process (combined with the increasing demand from customers, suppliers, partners and business operations), existing solutions have become a pain point for all providers.Mobile service providers have all experienced challenges integrating their order solutions with legacy systems and new best-of-breed software. As mobile service providers' revenue from their core service offerings declines because of substitution and commoditization, it is crucial that they create tighter synergies between the OM and sales processes. This will help better serve cus-tomers and improve their service delivery processes. Typically, providers' OM process encom-passes three different business functions: sales OM, service provisioning and the supply chain. All are served by different siloed OM applications – which are either niche COTS or custom-built. These solutions create inefficiency in the overall process, increase operational costs and are considered barriers to the growth of the mobile operators to compete effectively with the new de-mands of the industry.III. Order Management Solutions for the Mobile Sector3.1 State of Order Management in the Mobile IndustryOver time, OM requirements have become more challenging in the mobile industry. Most mobile operators did not understand the ramifications of having a robust end-to-end OM solution and they tried to save cost by launching requests for proposal (RFPs) of billing, CRM, etc., which asked vendors to provide OM as part of their core solution set.In the early days of the mobile industry, billing CRM vendors provided OM systems as an added component with their core offering. These solutions were static in nature, not scalable and inflexi-ble. In most cases, they also had network provisioning parameters hard coded in static OM tables that did not gracefully accommodate rapid change to services or network resources. These OM systems resulted in higher provisioning cost as new services demanded assignment of costly en-gineering and customer service resources to manage manual provisioning process.The absence of a robust OM system results in a dissatisfied customer and also introduces reve-nue assurance concerns in many cases, because of failed orders and manual handling of orders. Customers and services were "active" in the network but not in the billing system (or vice versa). Operators depend on OM systems to handle the added responsibility of providing assurance of service authorization within the network (Home Location Register for voice, voicemail system for voicemail services, etc.) and thus it is critical for them to be properly synched with the BSS and OSS that support the end user.Some critical bottlenecks that resulted from these immature OM solutions are:•Data entry errors on complex orders.•Inconsistent data definitions among different systems for identical pieces of information.•Outdated information in product catalogs – most recent product data is not automatically updated in all product catalogs, and these changes must often be made manually to each separate catalog.•Operator's self-service initiatives have suffered from a lack of integration of self-service portals with OM and other back-office systems; as a result, many self-service solutions act as standalone systems. This creates major operational inefficiencies, because it often forces operators to re-key customer information into back-office systems for provisioning.•Integration challenges with other OSSs, including OM systems and product catalogs.With the mobile sector becoming increasingly competitive, it is no surprise that mobile operators are looking to significantly improve their ordering key performance indicators and metrics to streamline their service delivery process and enable correct first-time provisioning of service or-ders. Because most mobile operators view OM as a strategic vehicle for differentiation, it also comes as no surprise that it is an area of significant investment for most operators.Most large business transformation projects involve streamlining OM processes as a significant task for the overall project. Typically, order failures can result in spiraling support costs. Let's look at a straightforward support cost impact scenario in the mobile industry that results in significant cost impacts for operators:•Support personnel handling a complex OM problem costs ~$30-$40 an hour•Ongoing support for smartphones resulting in customer calls costs ~$35 per incident•For 1 million orders, our research shows a rough estimate of 30 percent fallout rate for mobile operators using middleware-based custom-built OM solutions, or 300,000 orders•Of those fallout orders, 40 percent belong to customers with smartphones, costing opera-tors ~$30 per incident, which translates to: (120,000 x $30) = $3.6 million •Our research shows that complex OM-related problems take an average of two hours to resolve and involve more than one engineer. If 40 percent of failed orders require at least two employees working for 2 hours, then: (120,000 x 0.4 x 2 x 2 x $35) = $6.72 million However, the bigger cost impact for operators is their loss in opportunity cost, which can be di-rectly attributed to slow introduction of offers. This typically means losing millions of dollars to their nearest competitors that possess streamlined service delivery architecture and is in a posi-tion to launch services faster. Our research shows mobile operators that are first movers in terms of service launch and can provide optimal service quality typically enjoy very high customer loyal-ty and reduced customer churn.Figure 3.1 illustrates key reasons for mobile operators to invest and change their ordering processes. This result is based on a 2010 Heavy Reading survey of about 30 mobile operators that have invested in revamping their OM systems over the last three years.Figure 3.1: Important Objectives for Revamping Ordering Processes3.2 Impact of Inefficient Ordering SystemsAn end-to-end OM solution should be able to eliminate some of the most pressing business and financial problems in a service provider's fulfillment processes. These include process inefficien-cies that result in:•High operating costs: Inefficiencies in the overall sales and provisioning OM processes, such as manual processing, order fallout, etc., leading to higher operating costs.•Longer time to revenue: Manual processes that increase order fallout and delay provi-sioning resulting in lengthening the order-to-cash cycle, delaying revenue recognition.。
