Performance of Light-Fidelity (Li-Fi) over fixed line and cellular backhaul connections.

2021 ◽  
Author(s):  
Joseph C Balaam ◽  
Laith Al-Jobouri
Keyword(s):  
Fixed Line

scholarly journals Substitution between fixed-line and mobile access: the role of complementarities

2016 ◽  
Vol 49 (2) ◽  
pp. 113-151 ◽  
Author(s):  
Lukasz Grzybowski ◽  
Frank Verboven
Keyword(s):  
Mobile Access ◽  
Fixed Line

scholarly journals Control of an Open-Loop Hydraulic Offshore Wind Turbine Using a Variable-Area Orifice

2015 ◽  
Author(s):  
Daniel Buhagiar ◽  
Tonio Sant ◽  
Marvin K. Bugeja
Keyword(s):  
Wind Turbine ◽  
Wind Turbines ◽  
Sea Water ◽  
Open Loop ◽  
Offshore Wind ◽  
Offshore Wind Turbine ◽  
Electrical Transmission ◽  
Pelton Turbine ◽  
Hydroelectric Energy ◽  
Fixed Line

The viability of offshore wind turbines is presently affected by a number of technical issues pertaining to the gearbox and power electronic components. Current work is considering the possibility of replacing the generator, gearbox and electrical transmission with a hydraulic system. Efficiency of the hydraulic transmission is around 90% for the selected geometries, which is comparable to the 94% expected for conventional wind turbines. A rotor-driven pump pressurises seawater that is transmitted across a large pipeline to a centralised generator platform. Hydroelectric energy conversion takes place in Pelton turbine. However, unlike conventional hydro-energy plants, the head available at the nozzle entry is highly unsteady. Adequate active control at the nozzle is therefore crucial in maintaining a fixed line pressure and an optimum Pelton turbine operation at synchronous speed. This paper presents a novel control scheme that is based on the combination of proportional feedback control and feed forward compensation on a variable area nozzle. Transient domain simulation results are presented for a Pelton wheel supplied by sea water from an offshore wind turbine-driven pump across a 10 km pipeline.

scholarly journals CONCEPT OF PROTECTED NETWORKS CREATION

2020 ◽  
pp. 87-94
Author(s):  
Aigul Ospanovna Dauitbayeva ◽  
Elmira Nurlanovna Tulegenova ◽  
Sapar Omir ◽  
Mukhtar Kozhan
Keyword(s):  
Remote Access ◽  
The Road ◽  
Corporate Information System ◽  
On The Road ◽  
The Moment ◽  
Fixed Line ◽  
Voice Data ◽  
The Voice ◽  
Corporate Information ◽  
High Place

Nowadays, it is important for users to know how to contact a corporate information system. There is a need for broadband connection, whether it’s fixed line or Wi-Fi, as it’s not rare for users to work on the road. At the moment, virtual technologies are widely popular, they have a high place in modern companies. Because they allow the voice server to communicate to one workplace. It does not require staff always to keep up-to-date with the Service, and there’s no need to be there, so use remote access. Many institutions have been fixed or fixed through a mobile connection that ensures optimal connection of mobile workers through the terminal. They work with voice data transmission services. It ensures that employees are always in touch.

scholarly journals Saving Lives One Bite at a Time: The King Hussein Cancer Foundation´s Restaurant Care Program

2018 ◽  
Vol 4 (Supplement 2) ◽  
pp. 185s-185s
Author(s):  
M. Nababteh ◽  
N. Al Abed Al Mahdi
Keyword(s):  
Care Program ◽  
Cost Effective ◽  
Program Cost ◽  
Funding Model ◽  
Billing System ◽  
Opt Out ◽  
Public Behavior ◽  
Fixed Line ◽  
The Impact ◽  
Financial Process

Amount raised: Since 2007, the program has raised USD 5.25 million. Background and context: In 2007, the King Hussein Cancer Foundation (KHCF) established the Restaurant Care Program (RCP); an innovative sustainable fundraising program targeting the general public. The RCP invites restaurants to incorporate a fixed contribution to KHCF as a line item on their diner bills, enabling restaurant guests to join the fight against cancer. At the time when cancer was still considered a taboo, the idea of bringing cancer onto restaurant tables and associating it with food was a huge undertaking which was frowned upon by most. It took one champion to join the program to for the rest to follow suit; gradually overcoming the taboo and changing public behavior. Within 10 years, the program was able to partner with over 70 restaurants with an annual growth of 8.4%. Aim: Establishing an innovative, sustainable fundraising program that creates behavior change and serves as an accessible, effortless donation channel while they dine Strategy/Tactics: Generating funds in a systematic and sustainable method by including the contribution as a line item on diners' bills within partner restaurants' financial/billing systems. Customizing the contributions according to restaurant's tier; JD 1 (USD 1.4), JD 0.50 (USD 0.70) and JD 0.25 (USD 0.35). Implementation of a donation opt-out method rather than making it opt-in. This means that the contribution is automatically added by the restaurant to the bill, yet allows the diner to optionally remove the donation if they request to do so. Shifting from the opt-in to opt-out method significantly more than doubled the donations received allowing the program to raise USD 512,711 in 2017 alone. Training and educating restaurant employees and raising their awareness about cancer, the program and the impact of raising funds to support patients- deeming them on-the ground KHCF advocates. Program process: Official agreements are signed with partner restaurants indicating the fixed donation amount and the financial process. Restaurants add the contribution as a fixed line item within their financial/billing system-KHCF provides restaurant partners with jointly branded marketing materials which are placed on dining tables and which explain the program and its process. Training of restaurant financial staff and waiters on program process in addition to educating them on cancer, KHCF mission and impact of the donations. Monthly financial reconciliation with each partner restaurant based on provided and audited receipts/bills. Costs and returns: The expenditure of the program is 2-4% of the programs' returns making the program cost-effective and sustainable. What was learned: Despite KHCF being in a resource-poor developing country, the program´s success is proof that it´s possible to conquer taboos and create an innovative funding model that is both cost-effective and sustainable and can be replicated across sectors and countries.

Social-based routing scheme for fixed-line VANET

2017 ◽  
Vol 113 ◽  
pp. 230-243 ◽  
Author(s):  
Junling Shi ◽  
Xingwei Wang ◽  
Min Huang ◽  
Keqin Li ◽  
Sajal K. Das
Keyword(s):  
Routing Scheme ◽  
Fixed Line

Analysis of Impact of Smart Terminal on CDMA Network and Solution

2013 ◽  
Vol 756-759 ◽  
pp. 2846-2849
Author(s):  
Ya Liu ◽  
Zhen Xu
Keyword(s):  
Network Analysis ◽  
Network Performance ◽  
Current Situation ◽  
Mobile Internet ◽  
Data Service ◽  
Huge Data ◽  
Fixed Line ◽  
Line Network ◽  
The Impact ◽  
Signaling Traffic

This paper makes an introduction to the tendency of mobile internet replacing the fixed-line network. Analysis of the impact of Smart terminals on mobile internet is expounded. Network performance is degraded by huge data service traffic and signaling traffic. This paper also offers solution for the current situation

INTERNAL FINANCIAL CONSTRAINTS, EXTERNAL FINANCIAL CONSTRAINTS AND INVESTMENT CHOICE: EVIDENCE FROM PAKISTANI FIRMS

2012 ◽  
Vol 01 (08) ◽  
pp. 18-22
Author(s):  
Muhammad AZAM ◽  
Syed Anum SHAH
Keyword(s):  
Financial Constraints ◽  
Oil And Gas ◽  
Stock Exchange ◽  
Negative Relationship ◽  
Dividend Payout ◽  
Listed Firms ◽  
Investment Choice ◽  
Time Period ◽  
Fixed Line ◽  
The Impact

The purpose of this study is to analyze the impact of internal and external financial constraints on investment choice. The data have been taken from 9 major sectors (52 listed firms in the Karachi Stock Exchange) namely; Pharmaceutical & Bio Technology, Textile, Sugar, Tobacco, Chemicals, Oil and Gas, Fixed line Telecommunication, Industrial metal and Mining, and Cement sectors for the time period 2004 to 2010 on annual basis. Multiple regression analysis has been done to examine the relationship among firm’s size, dividend payout ratio, firm’s age, and investment. The empirical findings show that there is positive relationship between the firms’ size and investment while a negative relationship exists between firms’ age and investment. It also reports that there is negative relationship between dividend payout ratio and the investment. This shows that if a firm grows old or high dividend payout ratio then it will tend to spend less for expansion as compared to the young firms.

Deployment and Success Factors for the Mobile Internet

2012 ◽  
pp. 1852-1867
Author(s):  
Krassie Petrova ◽  
Raymond Yiwen Huang
Keyword(s):  
Communication Networks ◽  
Mobile Networks ◽  
Success Factors ◽  
Data Communication ◽  
Mobile Internet ◽  
Mobile Service ◽  
Study Approach ◽  
Critical Success ◽  
Generation Network ◽  
Fixed Line

The mobile Internet is a fast-growing technology that provides access to the traditional stationary (fixed-line) Internet from devices connected to mobile communication networks. It is predicted that the convergence between mobile networks and the fixed-line Internet will be a core feature in the next generation network architecture, achieving fast ‘anywhere’ Internet access and global mobility management. Applying a case study approach, this paper reviews the New Zealand mobile Internet market mix, competition, and mobile service provision. The key mobile Internet deployment requirements are determined and analyzed in order to identify a set of mobile Internet critical success factors and to investigate the impact of the shift from fixed-line to mobile and wireless Internet data communication infrastructure.

Huawei’s Domestic Accumulation

2020 ◽  
pp. 19-53
Author(s):  
Yun Wen
Keyword(s):  
Developmental Stage ◽  
Capital Accumulation ◽  
Industrial Development ◽  
Developmental Trajectory ◽  
Structural Context ◽  
Initial Stage ◽  
Fixed Line ◽  
Mobile Telecom ◽  
Mao Era

This chapter first provides an overview of China’s ICT developmental trajectory. The transition from self-sufficient industrial development in the Mao era to export-oriented, FDI-dependent industrialization in the post-Mao reform is examined to reveal the structural context that shaped Huawei’s development. This chapter then historicizes Huawei’s three crucial stages of domestic accumulation: (1) the initial stage of capital accumulation in the fixed-line sector from the 1980s to the mid-1990s, (2) the “struggling” developmental stage in the domestic mobile telecom market from the mid-1990s to the early 2000s, and (3) the stage of strategic reorientation since the mid-2000s.

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