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we consider the bandwidth requirements of home media gateways that must supply the entire household with streaming media on demand. While it could be argued that the copper infrastructure is already in place, this infrastructure is also relatively old and crumbling. Achieving faster and faster data transfer over twisted copper pairs is possible, but the expense of the equipment required to achieve this technical feat is not insignificant. The neck of the technology can be wrung, but the fact that this infrastructure was designed for an entirely different purpose must be faced. Optical fiber communications, by comparison, are potentially simpler and more reliable, and decreased costs of ownership for both the telecommunications supplier and the consumer should be possible. For this reason, I argue that optical network service providers hold the only viable technology for flawless streaming media delivery over wired networks, in the longer term. Only when the phone companies get over their fixation with dedicated switched voice circuits and create an infrastructure purpose-built for the delivery of vast amounts of data with assured quality-of-service will streaming media hit its stride. The only technology that can really provide superabundance of bandwidth with quality of service guarantees is optical networking. For this reason, I believe that ISPs that embrace optical technology, bringing it as close to individual subscribers as possible, will make the most money from streaming media. These companies stand to do at least as well as the incumbent telephone companies did when they had a virtual monopoly on voice communications.

In 5, we discuss how to estimate the future cash flows of a company, using Cisco as an example. In 6 we see how to estimate the company s WACC, using Cisco and Consolidated Edison as examples. In this chapter, we have discussed where to get the various inputs needed to perform a valuation for Cisco, and have given you suggestions for getting the info while minimizing your online computer time. The exercise that follows pulls together the inputs that we gathered in this chapter. In 8 we get a bit fancier and vary our assumptions regarding revenue growth rates, net operating profit margins, and WACC s. First, we finish our Cisco valuation example.

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If we consider the scale of the network build-out needed to deliver highdefinition streaming to everyone, it is clear that optical switching and routing elements will have significant cost advantages. In other words, as the massive optical network is constructed, it will replace and render obsolete most of the electrical switched-circuit technology currently in use, not to mention the existing electrical IP infrastructure. Both will have huge cost and capacity disadvantages, when compared to optically switched networks, which will make operation of those electrical networks no longer viable. Considering the amount of optical switching and routing equipment required, it is a reasonable bet that makers of that equipment will stand to benefit from the introduction of high-quality streaming media.

Agere management expected its planners to accept most of the system s recommendations Instead, they were overriding the system more than 90 percent of the time4 Why Agere s product-focused business units were responsible for acknowledging orders Planners within these decentralized business units changed order due dates constantly in response, they explained, to changing customer needs In other words, the planners information was more current than that of the planning system, and overrides were necessary to meet the performance goals for order delivery Agere also had a centralized planning group responsible for allocating production capacity to the various product groups Not surprisingly, this group had a hard time responding to the constant stream of changes in order priority This turmoil spilled into manufacturing, where production managers had to reshuffle their production schedules constantly to respond to the newest set of priorities an inefficient approach, to say the least.

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Let s put our Cisco valuation together using the inputs that we discuss above. On the ValuePro 2002 general input screen (see Exhibit 6-6), we

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