The future of business lies not in selling products but in selling dreams and emotions, according to Rolf Jensen, director of the Copenhagen Institute for Futures Studies. In his new book, The Dream Society, he profiles six distinct "emotional markets".

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• The Future of the BBC

  As a boy growing up in the 1930s in the Midlands, Norman Painting, the son of a railway-man, listened to a new radio service from the British Broadcasting Corporation. His mother hoped he would get a job as a manager at the mine, but listening to the voices from London talking about world affairs, culture and music gave him other ideas. "The radio opened a door to the world," says Mr. Painting, who went on to Oxford University on a scholarship and became an academic before later working for the BBC's Radio 4 in its long-running soap, "The Archers". Mr. Painting's story helps to explain Britain's devotion to what it calls "public-service broadcasting", and why the state has been standing by the BBC in the financing issue. The debate had raged for years over whether the BBC should still be publicly financed, especially by a license fee paid by all those with TV sets. The BBC hates the idea of losing its license fee. Rather than go commercial, its bosses plan to keep fighting for public financing for decades. In 2006, after a heated debate, the government renewed its financing for the next ten years through a compulsory "TV license" on all households with TV sets. But when the current charter runs out in 2016, will the government take away its public subsides and leave the BBC to fend for itself？ According to recent reports, the BBC will have to make do with annual increases below retail-price inflation, less than it asked for. Even so, it is fortunate to be handed a guaranteed income over several years. Among developed countries, only Germany's government spends more than Britain's on broadcasting as a share of GDP. America's dispenses next to nothing, preferring to leave it to the market. For the next ten years, the BBC's position looks secure. Yet it's getting increasingly harder to argue that the government should make the public pay for it. The BBC's purpose, according to its first director-general, John Reith, was to "inform, educate and entertain". But now the BBC can't have anything like the educative role it used to play. Though it remains Britain's dominant source of in-depth news and most reliable provider of high-quality programming, changes in technology and media habits are splitting its audience and making it harder to tag improving shows on to entertaining ones. Serving What Public？ It was easy to get the teenaged Mr. Painting interested in the BBC programs because there was nothing else on. That is no longer true. First the other terrestrials sprang up: ITV, followed by Channel 4 and then Channel 5, from the 1990s, hundreds of new channels were launched on satellite and cable platforms, creating a new "multi-channel" world. The rapid rise of the Internet has also taken a toll of the old generalist channels. People are increasingly turning away from both the BBC and its terrestrial competitors. Two decades ago, the BBC commanded 47% of all television viewing and its rivals, ITV and Channel 4, shared the rest. According to Ofcom, the communications regulator, today, BBC1 and BBC2, its terrestrial channels, account for just 33% of all viewing, multi-channel services (which include BBC3 and BBC4, both digital channels) win 30%. In homes with satellite or cable television, the corporation's share has fallen further: BBC1 and BBC2 together have just 23% of the former and 22% of the latter. Young people especially are abandoning public-service programmers. According to Ofcom, in 2001, people between 16 and 24 spent 74% of their viewing time watching channels such as the BBC and Channel 4, but in 2005 only 58% of their time. Poorer, less educated viewers seem to be turning away, too. Serious material suffers most when people move to multi-channel television. The result, says a BBC executive, is that "we are over-serving" middle-class 55-year-olds. The BBC is trying to A．the BBC's educative role for the working class B．the popularity of the BBC in the 1930s C．BBC's influence on ordinary people's career development D．the British's love for the BBC and its justification for governmental support

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• A future of temporary networks would seem to run counter to the wave of mergers sweeping the global economy. The headlines of the business press tell the story, "Compaq buys Digital"; "WorldCom buys MC1"; "Citibank merges with Travelers"; "Daimler-Benz acquires Chrysler" Yet when we look beneath the surface of all merger and acquisition activity, we see signs of a counter-phenomenon: the disintegration of the large corporation.

  Twenty-five years ago, one in five US workers was employed by a Fortune 500 company. Today, the ratio has dropped to less than one in 10. Large companies are far less vertically integrated than they were in the past and rely more and more on outside suppliers to produce components and provide services. While big companies control ever larger flows of cash, they are exerting less and less direct control over actual business activity. They are, you might say, growing hollow. Even within large corporations, decisions are increasingly being pushed to lower levels. Workers are rewarded not for efficiently carrying out orders but for figuring out what needs to be done and doing it. Many large industrial companies have broken themselves up into numerous independent units that transact business with one another almost as if they were separate companies. What underlies this trend？ The answers lie in the basic economics of organizations. Business organizations are, in essence, mechanisms for co-ordination. They exist to guide the flow of work, materials, ideas and money, and the form. they take is strongly affected by the co-ordination technologies available. When it is cheaper to conduct transactions internally, within the bounds of a corporation, organizations grow larger, but when it is cheaper to conduct them externally, with independent entities in the open market, organizations stay small or shrink. The co-ordination technologies of the industrial era—the train and the telegraph, the car and the telephone, the mainframe. computer and the fax machine—made internal transactions not only possible but advantageous. Companies were able to manage large organizations centrally, which provided them with economies of scale in manufacturing, marketing, distribution and other activities. It made economic sense to control many different functions and businesses directly and to hire the legions of administrators and supervisors needed to manage them. Big was good. But with the introduction of powerful personal computers and broad electronic networks— the coordination technologies of the 21st century—the economic equation changes. Because information can be shared instantly and inexpensively among many people in many locations, the value of centralized decision-making and bureaucracy decreases. Individuals can manage themselves, co-ordinating their efforts through electronic links with other independent parties. Small becomes good. In one sense, the new co-ordination technologies enable us to return to the pre-industrial organizational model of small, autonomous businesses. But there is one crucial difference: electronic networks enable these microbusinesses to tap into the global reservoirs of information, expertise and financing that used to be available only to large companies. The small companies enjoy many of the benefits of the big without sacrificing the leanness, flexibility and creativity of the small. In the future, as communications technologies advance and networks become more efficient, the shift to e-lancing promises to accelerate. Should this happen, the dominant business organization of the future may not be a stable, permanent corporation but rather an elastic network that might sometimes exist for no more than a day or two. We will enter the age of the temporary company. Why does the author say "the big companies are growing hollow" ？

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