Success in its contemporary overview Essay Example | Topics and Well Written Essays - 1000 words

Success in its contemporary overview - Essay Example This involves accomplishment of the set aim and purpose and this is accompanied by a favorable outcome of the relevant underlying action taken. On the other perspective but ascribing to the above assertion is that success is the growth development and the improvement of an individual becoming better than before. In general I can assert that success means for an individual to be able to achieve what he or she has set to do or accomplish. The person whom I consider to be successful is the Barrack Hussein Obama. Barrack Obama is the current president of the United States of America. Barrack Obama being the first black president in the history of America attributes him to being not only a successful politician but also a successful campaigner. The success of president Barrack Obama is greatly attributed to his successful accomplishments he has achieved in USA for the first term he is about to complete. Obama was able to pass the universal health care bill whereby he was able to accomplis h what other presidents like George Bush and Bill Clinton had unsuccessfully tried to pass. Secondly is that Obama successfully prevented the second great economic depression which was looming hat the time he took over leadership from the republican George Bush, he did this successfully by passing the economic stimulus along other innovative policies adopted by the federal governments. Obama has been able to successfully end the war in Iraq by reducing the number of American forces in Iraq. By ending the war the Obama government has been able to do away with the costly and misguided war with no clear purpose and aim. Since the Obama government took over leadership, the president has been able to make a good international image and the perception of USA. He has successfully repaired the bad image by enhancing the relationship with other influential foreign powers across the world. Obama has successfully brought reforms in the United States Judicial system by successfully appointing t wo Supreme Court justices. Also it is notable that Obama has successfully brought financial reforms in the various American industrial sector as well as the educational reforms. With these few notable evidence which attributes Obama being a successful leader and a politician, there are many more which relates to the same. From this it can be asserted that Obama is one of the successful politicians who will be remembered in the American history. In my opinion success cannot be perceived to be spectacular but it is evident in an individual’s life. Therefore whatever goal or objective that one desires is facilitated by the success determinants which are universal in regard to the success of an individual. These determinants are the inner qualities and powers that are required for the achievement. The first one is the individual’s ability to make appropriate decisions quickly in regard to what is supposed to be achieved. Secondly is the strong desire that is required as a driving force towards success. This is complimented by the will power which is the boosting morale in cases of anticipated failures. The level of concentration also matters and this is the individual’s ability to concentrate on the goals and objectives on what is to be done. Another determinant is the set visions which guides and motivates the individuals towards success. Finally regards to self-discipline and persistence where and individual to succeed must have a set of code and ethics that acts as guidance through ought the road to success. The person identified is a CEO of his own company which is has its operations all over the country. The person also owns other investments as shares in numerous profit making companies notably in various sectors of the economy. He defines success as the ability of the individual to

The causes of the increase in turnover at the Roanoke branch of Assignment

The causes of the increase in turnover at the Roanoke branch of Phoenix Advertising - Assignment Example The first method used to determine this was through informal one-on-one sessions with staff from various levels in the company. I had meetings with the Graphics and the Design teams: interviews were conducted and group discussions were held with various staff members so that individually as well as collectively their thoughts could be heard. This was to discover employee satisfaction and morale. These sessions were designed to gather how the employees see the company, understand its values and picture themselves fitting into the overall scheme of things. They were encouraged to share how the information flowed from each department to the next and whether there were any gaps. A short survey was also conducted. The second assessment was regarding customers. All the frontline staff including account managers and department heads, was brought together in a group meeting on customer service. They were asked how they served the clients, what the service process was like and what kind of hindrances they faced in their work. Everyone was collectively asked to define what they think of it.

Critical Success Factors in Supply Chain Management

Critical Success Factors in Supply Chain Management ABSTRACT In todays turbulent economic environment, firms are striving for ways to achieve competitive advantage. One of the approaches is to manage the entire supply chain to reduce costs and improve performance to create competitive advantage and business success. This dissertation explores and investigates how high technology firms use supply chain management to gain competitive advantage and increase business success. The research objective is to determine the critical success factors in supply chain management at high technology companies. This dissertation provides a theoretical framework to understand a firms performance and argues that supply chain management will help a firm to be competitive and successful. To this end, the critical success factors that make a company more competitive are identified. The research design is based on the established and recommended procedures of multiple case study research methodology; and this methodology is used to gather data from five companies in California, USA. The analysis is based primarily on cross-case analysis for the purpose of theoretical generalization about the research issues. The results identify two clusters of company behavior and characteristics, specifically traditional ‘old style manufacturing companies and progressive manufacturing companies. Each cluster of company behaves differently. At the traditional manufacturing companies, the selection of critical supply chain management factors is internally focused on factors that are manufacturing and quality focused, while at the progressive manufacturing companies the selection of critical supply chain management factors is externally focused on factors that are directed to customers and information systems. There are differences between critical supply chain management factors at high technology companies and benchmark (or commodity) companies that were selected in this study. The benchmark companies select supply chain management factors that focus on customer services and quality. This approach is, possibly, due to the fact that the benchmark companies deal in commodity type products and hence they have to focus on differentiating themselves through strong customer services and quality products. Additionally, with the help of supply chain metrics, financial performance data, and understanding the various companies, it is possible to determine which critical supply chain factors best can contribute to business performance. At the case study companies, an external focus on supply chain management factors such as a strong focus on customer relationship and management, gives better business results. Finally, this study has proposed a novel and new approach to improving customer satisfaction by using QFD methodology to identify performance gaps (and opportunities) from the customers viewpoint in supply chain management. If the companies wish to increase customer satisfaction, they have to use the QFD methodology to identify critical supply chain factors. The reason is primarily because performance gaps derived from customer needs emphasize what the customer wants and that is different from the internal perceptions of a companys managers. The initiatives that provide the greatest opportunity have been identified in this analysis. Overall, these findings can be used by high technology firms to select supply chain strategies that will lead to sustainable competitive advantage and hence improve their brand and business performance. CHAPTER 1 INTRODUCTION The genesis of this dissertation was a request from a high technology company to investigate the companys supply chain system and identify factors affecting the successful implementation of supply chain management. This chapter serves as an introduction to the dissertation. It comprises eight sections, which cover the background to the research, objective of the research and the research questions, justification and significance of the research, a brief description of the methodology, an outline of the structure of the study, key definitions, delimitations of this research, and the chapters conclusion. 1.1 Background A firms strategies, innovations, and well-planned activities will lead to sustainable competitive advantage and hence improve its brand and business performance. As firms strive for ways to achieve competitive advantage, they are looking for new ideas and solutions. This dissertation addresses the topic of competitive advantage, reviews how firms attempt to achieve it, and focuses on one aspect of competitive advantage managing the supply chain to increase competitive advantage and business success. The early understanding of competitive advantage is based on Leon Walras (1874, 1984) theory of perfect competition. In perfect competition products are homogenous, consumers and producers have perfect information, prices will reach equilibrium, and as a result profits are zero in the long run. A later approach is the Industrial Organization approach (Tirole, 1988), which argues that success comes from market power and a firms efficiency. However, the proponents of this approach agree that in the long term there would be industry equilibrium and little profit. One of the first researchers to propose a theoretical framework for understanding a firms performance is Michael Porter (1980). He takes a strategic and analytical approach to understanding competitive strategy, and argues that, â€Å"Every firm competing in an industry has a competitive strategy, whether explicit or implicit.† Porter asserts that, except for microeconomic theory, the strategy field and literature had offered few analytical techniques for gaining this understanding. Porter (1980) argues that with the right approach it is possible to break away from the economic equilibrium situation and achieve superior performance. Therefore he proposes a framework for analyzing industries and competitors and describes three generic strategies cost leadership, differentiation, and focus. He postulates that to be successful, the firm has to do well in one or more of these strategies. Porters (1980) ideas and proposals on achieving competitive advantage have influenced many other researchers to propose complementary theories on achieving competitive advantage. All the theories proposed by researchers are supported with examples of winning strategies implemented at renowned companies. The theories include an emphasis on planning (Porter, 1980, 1985), strategic approach (Hamel and Prahalad, 1990, 1998; Porter, 1985, 1990, 1991), marketing strategies (Day, 1994, 1999), value chain management (Porter, 1985), and supply chain management (Christopher, 1998; Poirier, 1999; Tyndall et al., 1998). A theory that has gained momentum in the last few years is the concept of supply chain management. In recent years, there have been numerous advances and developments in supply chain techniques and management. One of the reasons is that as trade barriers drop and markets open, competition has become more intense hence companies need to be more competitive and cost effective. An initiative to help achieve this is a supply chain management program. Supply chain management is the management of upstream and downstream activities, resources, and relationships with suppliers and customers, which is required to deliver products or services. In theory, if this is done well it will lead to competitive advantage through differentiation and lower costs as suggested by Porter (1980). Moreover, some researchers claim that effective supply chain management can reduce costs by several percentage points of revenue (Boyson, et. al, 1999). Furthermore, there has been little verification or research d one on measuring competitive advantage gained through supply chain management. Supply chain management is not a static concept or solution. Instead, new advances and techniques for supply chain management continue to mushroom. This tremendous growth in new ideas and processes is starting to influence and change the business processes and models of companies. Hence companies have many choices in selecting programs in supply chain management. In making their choices, companies need to plan for effective supply chain management, in order to gain competitive advantage. However, to ensure that effective supply chain management can provide business success, this study must determine the critical success factors in supply chain management that can provide competitive advantage. Furthermore, these critical success factors must be identified and conveyed to senior management in firms that want to have an effective supply chain management program. 1.2 Objective of this research The objective of this dissertation is to explore and investigate how firms scope, design, and implement supply chain management in order to gain competitive advantage. Most importantly, this dissertation endeavors to determine the critical success factors in supply chain management that can provide competitive advantage. It also explores and investigates the advances and new ideas in supply chain management and examines how firms scope, design, and implement supply chain management in order to gain competitive advantage. The genesis of this dissertation was a request from a high technology company to investigate the companys supply chain system and propose improvements to help make it more competitive. The company is headquartered in California USA, and this author works for one of the companys business unit as General Manager for Distribution. The request was to investigate the companys supply chain management system and to propose improvements that would make it more competitive This dissertation provides a theoretical framework to understand a firms performance and argues that supply chain management is an approach that will help a firm to be competitive and successful. Furthermore, in using supply chain management, firms are faced with choices on what supply chain techniques and developments to adopt for their businesses. This dissertation wil review the choices that high technology companies have today, and will make recommendations to select the best choices, or critical success factors, based on business and customer needs. Therefore, the research objective is to: Determine the critical success factors in supply chain management at high technology companies. In fulfilling this objective, this dissertation also addresses the following research issues: 1. Are there differences between critical supply chain management factors at various high technology companies? 2. Are there differences between critical supply chain management factors at high technology companies and non high technology (or benchmark commodity) companies? 3. Will a focus on external supply chain management factors give better business results? 4. Are perceived critical gaps (and opportunities) in performance derived from traditional methodology similar to those deployed from customer needs? In this study, the critical success factors to make a company more competitive are identified. To ensure a robust analysis and conclusion, the expectations and perceptions of respondents, involved in this study, are taken into consideration as well as customer requirements. 1.3 Significance of the research There are many theories and empirical studies on competitive advantage. However, the empirical studies, using mathematical models, tend to be limited in scope (Porter, 1991; Buzzel and Gale, 1990), and do not include supply chain management parameters. While there has been much research on activities that can provide competitive advantage, there is little knowledge on the process of selection and impact of supply chain management on the competitive position and business performance of a high technology firm. Firms need to understand how supply chain management can help them achieve competitive advantage. Furthermore, there is an expectation that high technology companies will use leading edge technology and invest heavily in supply chain management. This dissertation makes the following contributions: 1. Fulfils a request from a high technology company: The author of this study works for a high technology company, head-quartered in California USA, and was requested to investigate the companys (business unit) supply chain system and propose improvements to help make it more competitive. 2. Identifies the critical success factors in supply chain management from a high technology companys viewpoint. Often when reviewing critical success factors, only the perception of respondents is taken into account. However, in this analysis both the perceptions and expectations of respondents are taken into consideration. Such an analysis will be more robust and will allow performance gaps to be analyzed and understood. 3. Identifies the critical success factors in supply chain management from customers of high technology companies. To enhance the relevance of the conclusions, customer requirements are also taken into consideration by using the quality function deployment (QFD) methodology and these are compared to the high technology companies performance gaps. Such an analysis will allow performance gaps to be analyzed and understood from the viewpoint of customers of high technology companies. 4. Contributes to the understanding of how high technology companies scope, design, and develop their supply chain management system. 1.4 Research Methodology This study employs the qualitative research process using multiple case studies. There are several reasons for this: Since the focus of this research is on high technology companies operating in California, USA, there is a concern that there will be a small number of companies willing to participate in a large (sample size) quantitative survey. Furthermore face-to-face meetings with respondents can help provide understanding and information on several qualitative areas, such as: reasons for implementing specific supply chain factors (or strategies), customer needs data, and discussions and feedback on the questionnaire. Also, cases can be viewed and studied alone and across cases to provide comparison and contrast and richer details and insights regarding the research issues (Eisenhardt 1989; Stake 1994; Yin 1994). Hence this research will be done via a multiple case study approach using structured interviews with a questionnaire (Yin, 1994).5 1.5 Structure of the dissertation In addition to this introductory chapter, this dissertation consists of four chapters ( 1.1). Chapter 2 reviews the relevant literature, addresses the disciplines under investigation, and provides an overview of competitive advantage. The chapter then provides a detailed review of the current literature and practices of supply chain management. With that as the background, chapter 2 continues into identifying gaps in the literature and provides the rationale for selecting the research topic and issues. Chapter 5Conclusion and opportunities for further researchChapter 1IntroductionChapter 3Research methodologyChapter 2Literature review and research issuesChapter 4Data analysis and interpretationsChapter interpretations Chapter 3 discusses the research methodology used for this study and it includes: the justification of the research methodology, a discussion on preparation of the questionnaire and the data gathering process, the process used for data analysis and determining gaps, the process used to generate recommendations from the data, and concludes with a discussion on the limitations of case study research. Chapter 4 summarizes the data collected from the selected companies and respondents and aims to interpret the data in relation to the research objective. Each of the four research issues is analyzed, interpreted, and the detailed findings are presented. The chapter concludes with a summary of the research findings. Chapter 5 provides a summary of the findings and conclusions of the research objective and issues, discusses the contribution of the research findings to the literature and theory, reviews the implications of the findings, discusses the limitations of the research, and concludes with suggested direction for future research. 1.6 Key definitions Definitions adopted by researchers are often not uniform; hence key terms are defined to establish positions taken for this dissertation (Perry 1998). This will ensure that subsequent research, undertaken at a later stage, will better measure and compare what this dissertation has set out to do. †¢ Logistics: The management and movement of product and services, including storage and warehousing, and their transport via air, land, and water (Coyle, Bardi, and Langley, 1988). †¢ Supply chain: Consists of all inter-linked resources and activities needed to create and deliver products and services to customers (Hakanson, 1999). †¢ Supply chain management: This includes managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, distribution across all channels, and delivery to the customer (Supply Chain Council, 2001). †¢ Supply chain agility or agile supply chain: An agile supply chain is one that is flexible and has a business-wide capability that embraces organizational structures, information systems, and logistics processes. (Christopher, 2000) †¢ Critical success factors (CSF): Critical success factors are those few things that must go well to ensure success for a manager or organization, and therefore may represent those managerial or enterprise areas that must be given continual attention. CSFs include issues vital to an organizations current operating activities and to its future success (Boynton and Zmud, 1984). †¢ Customer relationship management (CRM): CRM is the management of technology, processes, information, and people in order to maximize each customer contact by obtaining a 360-degree view of the customer (Galbreath and Rogers, 1999). †¢ Performance gap: This is a gap between the perceived performance and the expected importance of a factor (in this dissertation it is a supply chain factor). The performance gap provides an indication as to whether executives and managers are successful in translating their vision to their employees and hence such perception may give an indication regarding the degree of employees alignment with the organizations vision. If a factor is critical and has a negative value of factor alignment (perceived performance is less than the expectation), then the organization may have a potential problem with that factor. Information on factor alignment allows executives to develop a strategy to overcome the challenges associated with the gaps between importance and performance. (Martilla and James, 1977). †¢ Quality Function Deployment (QFD): QFD is a comprehensive quality tool that can be used to uncover customers spoken and unspoken needs, and convert these needs to product or service design targets and processes (Akao, 1990). 1.7 Delimitation There are several delimitations in this dissertation. †¢ The theoretical model derived from this dissertation is only applicable to the high technology companies. †¢ The dissertation is focused on companies operating geographically in California, United States of America, where there is a concentration of high technology companies. †¢ This dissertation is an exploratory research and will have to be tested for generalizability in later, more extensive, quantitative research (Perry, 1998). †¢ There is no scientific basis for choosing the number of cases in this dissertation. The number selected is based on the experiences and recommendations of the research and academic community (Eisenhardt, 1989; Perry, 1998). 1.8 Conclusion This chapter provides an overview of the dissertation. The aim, objectives, and justification of the research topic were discussed. The dissertation is an investigation on the impact of a supply chain management system on the competitive position of high technology business firms. It explores and investigates new ideas in supply chain management and examines how high technology firms manage and improve their supply chain management system. Furthermore, this dissertation will analyze the gaps and opportunities for supply chain management in high technology companies and give a set of recommendations. The methodology was briefly described, key definitions were explained, delimitations of this research were addressed, and the structure of the dissertation was outlined. With all the important areas of the research briefly introduced in this chapter, the following four chapters of this dissertation will present detailed description and findings of the research topic. CHAPTER 2 LITERATURE REVIEW AND RESEARCH ISSUES The previous chapter provided an overview of the dissertation and listed the objective, issues, and significance of the research topic. This chapter reviews the relevant literature and comprises of six sections. The review starts with a discussion on early approaches to understanding a firms performance and its competitive advantage. This is followed by the development of a theoretical framework and a discussion on contemporary approaches to competitive advantage. Next there is a discussion on supply chain management, followed by an overview of advanced supply chain management systems. The last two sections conclude with a discussion on gaps in the literature, identification of areas for further research, and the summary. 2.1 Early approaches to understanding a firms performance and competitive advantage One of the earliest (chronologically) approaches to competitive advantage is the microeconomic approach, or the idea of perfect competition (Walras, 1874, 1969). In perfect competition products are homogenous, consumers and producers have perfect information, prices will reach equilibrium, and as a result profits are negligible or low in the long run. However, according to Gill (1991), such a perfect economy is an abstraction, because there are monopolies, oligopolies, and perfect competition. Furthermore, there are also two kinds of competition: spatial and monopolistic. Spatial differentiation pertains to oligopolistic competition (Hotelling, 1929), and it meets consumers different tastes. Monopolistic competition assumes that small firms produce a variety of differentiated products (Chamberlin, 1933; in Gill, 1991). All these situations allow for profit maximization and higher profits (Gill, 1991). The industrial organization (IO) approach takes a richer approach to understanding a firms successful performance. IO differs from the microeconomic approach by introducing variables that explain real-world economic behavior. In IO, there are two competing hypothesis that lead to higher profits and success market power and a firms efficiency (Scherer, 1990; Tirole, 1988). Nevertheless, the IO approach assumes that markets and firms will reach equilibrium, and in equilibrium profits differences will not exist (Tirole, 1988). Both the microeconomic approach and the industrial organization approach assume that all firms would reach equilibrium and have equal profit and success. However, we know from a daily look at many firms performance on the stock market that profit and performance vary across firms, even when they are in the same business. Eaton and Lipsey (1978) have verified that differences in performance and profit exist between firms. 2.2 Contemporary approaches to achieving competitive advantage 2.2.1 Framework to understanding a firms performance One of the first researchers to propose a theoretical framework for understanding a firms performance is Porter (1980). He takes a strategic and analytical approach to understanding competitive strategy, and argued that, â€Å"Every firm competing in an industry has a competitive strategy, whether explicit or implicit† (Porter, 1980, p. xiii). He proposes a framework for analyzing industries and competitors and describes three generic strategies cost leadership, differentiation, and focus. He postulates that if a firm is able to do well in any of these strategies, it will gain competitive advantage. Porters concept is illustrated in 2-1. Generic Competitive Strategies†¢Overall cost leadership†¢Differentiation†¢FocusCompetitive Advantageof a Firm †¢ Cost leadership requires efficient-scale facilities, pursuit of cost reductions, and cost minimization in all areas of the firm. This will give more profit. †¢ Differentiation of product or service requires industry-wide differentiation, including design and brand image, customer service, and distribution or dealer network. Product or service differentiation will help increase customer loyalty and ensure repurchase. †¢ Focus on markets, buyers, or product lines can maximize profits. The framework, in 2-1, shows that the right strategies can provide competitive advantage. Porter (1985) also argues that competitive advantage come from the many discrete activities a firm performs in designing, producing, marketing, delivering, and supporting its product. Each of these activities contributes to a firms relative cost position and creates a basis for differentiation. This is the value chain, and a firm has to disaggregate its strategically relevant activities in order to understand the behavior of costs and the existing and potential sources of differentiation. A firm gains competitive advantage by performing these strategically important activities cheaper or better than its competitors (Porter, 1985), and this can lead to a higher profit margin. The value chain concept is illustrated in 2-2. Profit Margin Outbound Logistics Manufacturing Operations, and other Internal Processes Inbound Logistics Procurement Human Resource Management Technology Development Firm Infrastructure and Platform Services Customer Service Marketing and Sales Primary Activities Support Activities Supply Chain Approach Strategic Planning Approach Marketing Capabilities Approach The Value Chain and Theoretical Framework to Achieve Competitive Advantage Adapted from Porter (1985) and this literature review. Note 1: Key approaches to competitive advantage are highlighted with underlined Characters Note 2: The definition of supply chain implies all activities necessary to deliver a product (Hakanson, 1999). Therefore sales, marketing, and customer service activities can be construed as part of the supply chain approach shown in the . In this study, sales and marketing processes, such as demand management, order processing, and customer relationship management are included in the internal processes shown in the and in the supply chain literature review. However, sales and marketing activity, such as sales calls, advertising, product positioning, market research, and some post delivery support processes are excluded from supply chain activity. This is consistent with the approach taken by the Supply Chain Council and the SCOR (Supply Chain Operational Reference) model it uses to measure supply chain activity (Supply Chain Council, 2001). 2.2.2 Summary of contemporary approaches to competitive advantage Porters approach presents new thinking to competitive advantage (Rumelt, Schendel, and Teece, 1991) and has influenced other approaches to creating competitive advantage. Many of the other approaches to competitive advantage are summarized in Table 2-1. From the table, it can be seen that all the approaches to increasing competitive advantage, except for the early microeconomic and industrial organization approaches, fit the theoretical framework in 2-2. However, all these approaches to competitive advantage are complementary and not alternatives or conflicting theories they basically propose various segments of the theoretical framework shown in 2-2. The various approaches are discussed very briefly below, but the last approach (in Table 2-1), Supply Chain Management, is discussed in greater detail. 2.2.3 The strategic planning approach In essence, Porters (1980, 1985) approaches are strategic planning approaches, i.e. a firms competitive advantage can be planned for. This includes planning for differentiation in the value chain, low cost leadership, and focus. Nations can also be competitive (Porter, 1990). Nations need four conditions to gain competitive advantage and be successful. The four conditions are: factor conditions (education and skill levels), demand conditions (or market size), related and supporting industries, and company strategy and rivalry (Porter, 1990). Strategy is â€Å"lucky foresight†¦Strategy is always the product of a complex and unexpected interplay between ideas, information, personalities, and desire† according to Hamel (1998). What this implies is that one does not settle for obvious solutions and strategies but should look at alternatives, challenge assumptions, and look at new ways of delivering superior customer value and firm performance. Table 2-1 Summary of early and contemporary approaches to competitive advantage Approach Proponent Main idea/postulate Comments Microeconomic Walras (1874, 1984) Perfect competition results in negligible profits Ideas ignore monopolies, oligopolies, and product differentiation. Profit does vary across firms according to Eaton and Lipsey (1978). Industrial Organization Scherer (1990), Tirole (1988) Success comes from market power and a firms efficiency. All proponents agree that in the long term there will be industry equilibrium and little profit. Porter (1980) Porter (1985) Provides a framework for achieving competitive advantage. Every firm has a generic competitive strategy in cost leadership, market focus, or differentiation. The value chain disaggregates a firm into its strategically relevant activities. A firm gains competitive advantage by performing these important activities better than its competitors. Challenges the stereotype approach of perfect competition and industry equilibrium. Provides a prescriptive approach to achieve competitive advantage, but the ideas and solutions are essentially conceptual. Hamel (1998) Strategy is the product of a complex and unexpected interplay between ideas, information, personalities, and desire. A firm has to seek alternatives and new ways of delivering superior customer value and firm performance. The Strategic Approach and its Variations Value Chain Approach Strategic Approach Resource Based Approach Wernerfelt (1984), Barney (1991), Rumelt, Schendel, and Teece (1991). A firm has to identify specific, or rare, resources that lead to higher profits. Long-term superior performance comes from building product market positions that effectively utilize and maintain these resources. Examples of such resources include customer loyalty, and technological leads. If the resources are unique and difficult to duplicate, then the firm achieves competitive advantage. Table 2-1 (Continued) Summary of early and contemporary approaches to competitive advantage Approach Proponent Main idea/postulate Comments Market Strategy Marketing Capabilities Approach Resource-Advantage Theory Product Differentiation Day (1994,1999), Cool and Dierickx (1989), Aaker (1989), Caves and Ghemawat (1986). Also, Buzzell an Critical Success Factors in Supply Chain Management Critical Success Factors in Supply Chain Management ABSTRACT In todays turbulent economic environment, firms are striving for ways to achieve competitive advantage. One of the approaches is to manage the entire supply chain to reduce costs and improve performance to create competitive advantage and business success. This dissertation explores and investigates how high technology firms use supply chain management to gain competitive advantage and increase business success. The research objective is to determine the critical success factors in supply chain management at high technology companies. This dissertation provides a theoretical framework to understand a firms performance and argues that supply chain management will help a firm to be competitive and successful. To this end, the critical success factors that make a company more competitive are identified. The research design is based on the established and recommended procedures of multiple case study research methodology; and this methodology is used to gather data from five companies in California, USA. The analysis is based primarily on cross-case analysis for the purpose of theoretical generalization about the research issues. The results identify two clusters of company behavior and characteristics, specifically traditional ‘old style manufacturing companies and progressive manufacturing companies. Each cluster of company behaves differently. At the traditional manufacturing companies, the selection of critical supply chain management factors is internally focused on factors that are manufacturing and quality focused, while at the progressive manufacturing companies the selection of critical supply chain management factors is externally focused on factors that are directed to customers and information systems. There are differences between critical supply chain management factors at high technology companies and benchmark (or commodity) companies that were selected in this study. The benchmark companies select supply chain management factors that focus on customer services and quality. This approach is, possibly, due to the fact that the benchmark companies deal in commodity type products and hence they have to focus on differentiating themselves through strong customer services and quality products. Additionally, with the help of supply chain metrics, financial performance data, and understanding the various companies, it is possible to determine which critical supply chain factors best can contribute to business performance. At the case study companies, an external focus on supply chain management factors such as a strong focus on customer relationship and management, gives better business results. Finally, this study has proposed a novel and new approach to improving customer satisfaction by using QFD methodology to identify performance gaps (and opportunities) from the customers viewpoint in supply chain management. If the companies wish to increase customer satisfaction, they have to use the QFD methodology to identify critical supply chain factors. The reason is primarily because performance gaps derived from customer needs emphasize what the customer wants and that is different from the internal perceptions of a companys managers. The initiatives that provide the greatest opportunity have been identified in this analysis. Overall, these findings can be used by high technology firms to select supply chain strategies that will lead to sustainable competitive advantage and hence improve their brand and business performance. CHAPTER 1 INTRODUCTION The genesis of this dissertation was a request from a high technology company to investigate the companys supply chain system and identify factors affecting the successful implementation of supply chain management. This chapter serves as an introduction to the dissertation. It comprises eight sections, which cover the background to the research, objective of the research and the research questions, justification and significance of the research, a brief description of the methodology, an outline of the structure of the study, key definitions, delimitations of this research, and the chapters conclusion. 1.1 Background A firms strategies, innovations, and well-planned activities will lead to sustainable competitive advantage and hence improve its brand and business performance. As firms strive for ways to achieve competitive advantage, they are looking for new ideas and solutions. This dissertation addresses the topic of competitive advantage, reviews how firms attempt to achieve it, and focuses on one aspect of competitive advantage managing the supply chain to increase competitive advantage and business success. The early understanding of competitive advantage is based on Leon Walras (1874, 1984) theory of perfect competition. In perfect competition products are homogenous, consumers and producers have perfect information, prices will reach equilibrium, and as a result profits are zero in the long run. A later approach is the Industrial Organization approach (Tirole, 1988), which argues that success comes from market power and a firms efficiency. However, the proponents of this approach agree that in the long term there would be industry equilibrium and little profit. One of the first researchers to propose a theoretical framework for understanding a firms performance is Michael Porter (1980). He takes a strategic and analytical approach to understanding competitive strategy, and argues that, â€Å"Every firm competing in an industry has a competitive strategy, whether explicit or implicit.† Porter asserts that, except for microeconomic theory, the strategy field and literature had offered few analytical techniques for gaining this understanding. Porter (1980) argues that with the right approach it is possible to break away from the economic equilibrium situation and achieve superior performance. Therefore he proposes a framework for analyzing industries and competitors and describes three generic strategies cost leadership, differentiation, and focus. He postulates that to be successful, the firm has to do well in one or more of these strategies. Porters (1980) ideas and proposals on achieving competitive advantage have influenced many other researchers to propose complementary theories on achieving competitive advantage. All the theories proposed by researchers are supported with examples of winning strategies implemented at renowned companies. The theories include an emphasis on planning (Porter, 1980, 1985), strategic approach (Hamel and Prahalad, 1990, 1998; Porter, 1985, 1990, 1991), marketing strategies (Day, 1994, 1999), value chain management (Porter, 1985), and supply chain management (Christopher, 1998; Poirier, 1999; Tyndall et al., 1998). A theory that has gained momentum in the last few years is the concept of supply chain management. In recent years, there have been numerous advances and developments in supply chain techniques and management. One of the reasons is that as trade barriers drop and markets open, competition has become more intense hence companies need to be more competitive and cost effective. An initiative to help achieve this is a supply chain management program. Supply chain management is the management of upstream and downstream activities, resources, and relationships with suppliers and customers, which is required to deliver products or services. In theory, if this is done well it will lead to competitive advantage through differentiation and lower costs as suggested by Porter (1980). Moreover, some researchers claim that effective supply chain management can reduce costs by several percentage points of revenue (Boyson, et. al, 1999). Furthermore, there has been little verification or research d one on measuring competitive advantage gained through supply chain management. Supply chain management is not a static concept or solution. Instead, new advances and techniques for supply chain management continue to mushroom. This tremendous growth in new ideas and processes is starting to influence and change the business processes and models of companies. Hence companies have many choices in selecting programs in supply chain management. In making their choices, companies need to plan for effective supply chain management, in order to gain competitive advantage. However, to ensure that effective supply chain management can provide business success, this study must determine the critical success factors in supply chain management that can provide competitive advantage. Furthermore, these critical success factors must be identified and conveyed to senior management in firms that want to have an effective supply chain management program. 1.2 Objective of this research The objective of this dissertation is to explore and investigate how firms scope, design, and implement supply chain management in order to gain competitive advantage. Most importantly, this dissertation endeavors to determine the critical success factors in supply chain management that can provide competitive advantage. It also explores and investigates the advances and new ideas in supply chain management and examines how firms scope, design, and implement supply chain management in order to gain competitive advantage. The genesis of this dissertation was a request from a high technology company to investigate the companys supply chain system and propose improvements to help make it more competitive. The company is headquartered in California USA, and this author works for one of the companys business unit as General Manager for Distribution. The request was to investigate the companys supply chain management system and to propose improvements that would make it more competitive This dissertation provides a theoretical framework to understand a firms performance and argues that supply chain management is an approach that will help a firm to be competitive and successful. Furthermore, in using supply chain management, firms are faced with choices on what supply chain techniques and developments to adopt for their businesses. This dissertation wil review the choices that high technology companies have today, and will make recommendations to select the best choices, or critical success factors, based on business and customer needs. Therefore, the research objective is to: Determine the critical success factors in supply chain management at high technology companies. In fulfilling this objective, this dissertation also addresses the following research issues: 1. Are there differences between critical supply chain management factors at various high technology companies? 2. Are there differences between critical supply chain management factors at high technology companies and non high technology (or benchmark commodity) companies? 3. Will a focus on external supply chain management factors give better business results? 4. Are perceived critical gaps (and opportunities) in performance derived from traditional methodology similar to those deployed from customer needs? In this study, the critical success factors to make a company more competitive are identified. To ensure a robust analysis and conclusion, the expectations and perceptions of respondents, involved in this study, are taken into consideration as well as customer requirements. 1.3 Significance of the research There are many theories and empirical studies on competitive advantage. However, the empirical studies, using mathematical models, tend to be limited in scope (Porter, 1991; Buzzel and Gale, 1990), and do not include supply chain management parameters. While there has been much research on activities that can provide competitive advantage, there is little knowledge on the process of selection and impact of supply chain management on the competitive position and business performance of a high technology firm. Firms need to understand how supply chain management can help them achieve competitive advantage. Furthermore, there is an expectation that high technology companies will use leading edge technology and invest heavily in supply chain management. This dissertation makes the following contributions: 1. Fulfils a request from a high technology company: The author of this study works for a high technology company, head-quartered in California USA, and was requested to investigate the companys (business unit) supply chain system and propose improvements to help make it more competitive. 2. Identifies the critical success factors in supply chain management from a high technology companys viewpoint. Often when reviewing critical success factors, only the perception of respondents is taken into account. However, in this analysis both the perceptions and expectations of respondents are taken into consideration. Such an analysis will be more robust and will allow performance gaps to be analyzed and understood. 3. Identifies the critical success factors in supply chain management from customers of high technology companies. To enhance the relevance of the conclusions, customer requirements are also taken into consideration by using the quality function deployment (QFD) methodology and these are compared to the high technology companies performance gaps. Such an analysis will allow performance gaps to be analyzed and understood from the viewpoint of customers of high technology companies. 4. Contributes to the understanding of how high technology companies scope, design, and develop their supply chain management system. 1.4 Research Methodology This study employs the qualitative research process using multiple case studies. There are several reasons for this: Since the focus of this research is on high technology companies operating in California, USA, there is a concern that there will be a small number of companies willing to participate in a large (sample size) quantitative survey. Furthermore face-to-face meetings with respondents can help provide understanding and information on several qualitative areas, such as: reasons for implementing specific supply chain factors (or strategies), customer needs data, and discussions and feedback on the questionnaire. Also, cases can be viewed and studied alone and across cases to provide comparison and contrast and richer details and insights regarding the research issues (Eisenhardt 1989; Stake 1994; Yin 1994). Hence this research will be done via a multiple case study approach using structured interviews with a questionnaire (Yin, 1994).5 1.5 Structure of the dissertation In addition to this introductory chapter, this dissertation consists of four chapters ( 1.1). Chapter 2 reviews the relevant literature, addresses the disciplines under investigation, and provides an overview of competitive advantage. The chapter then provides a detailed review of the current literature and practices of supply chain management. With that as the background, chapter 2 continues into identifying gaps in the literature and provides the rationale for selecting the research topic and issues. Chapter 5Conclusion and opportunities for further researchChapter 1IntroductionChapter 3Research methodologyChapter 2Literature review and research issuesChapter 4Data analysis and interpretationsChapter interpretations Chapter 3 discusses the research methodology used for this study and it includes: the justification of the research methodology, a discussion on preparation of the questionnaire and the data gathering process, the process used for data analysis and determining gaps, the process used to generate recommendations from the data, and concludes with a discussion on the limitations of case study research. Chapter 4 summarizes the data collected from the selected companies and respondents and aims to interpret the data in relation to the research objective. Each of the four research issues is analyzed, interpreted, and the detailed findings are presented. The chapter concludes with a summary of the research findings. Chapter 5 provides a summary of the findings and conclusions of the research objective and issues, discusses the contribution of the research findings to the literature and theory, reviews the implications of the findings, discusses the limitations of the research, and concludes with suggested direction for future research. 1.6 Key definitions Definitions adopted by researchers are often not uniform; hence key terms are defined to establish positions taken for this dissertation (Perry 1998). This will ensure that subsequent research, undertaken at a later stage, will better measure and compare what this dissertation has set out to do. †¢ Logistics: The management and movement of product and services, including storage and warehousing, and their transport via air, land, and water (Coyle, Bardi, and Langley, 1988). †¢ Supply chain: Consists of all inter-linked resources and activities needed to create and deliver products and services to customers (Hakanson, 1999). †¢ Supply chain management: This includes managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, distribution across all channels, and delivery to the customer (Supply Chain Council, 2001). †¢ Supply chain agility or agile supply chain: An agile supply chain is one that is flexible and has a business-wide capability that embraces organizational structures, information systems, and logistics processes. (Christopher, 2000) †¢ Critical success factors (CSF): Critical success factors are those few things that must go well to ensure success for a manager or organization, and therefore may represent those managerial or enterprise areas that must be given continual attention. CSFs include issues vital to an organizations current operating activities and to its future success (Boynton and Zmud, 1984). †¢ Customer relationship management (CRM): CRM is the management of technology, processes, information, and people in order to maximize each customer contact by obtaining a 360-degree view of the customer (Galbreath and Rogers, 1999). †¢ Performance gap: This is a gap between the perceived performance and the expected importance of a factor (in this dissertation it is a supply chain factor). The performance gap provides an indication as to whether executives and managers are successful in translating their vision to their employees and hence such perception may give an indication regarding the degree of employees alignment with the organizations vision. If a factor is critical and has a negative value of factor alignment (perceived performance is less than the expectation), then the organization may have a potential problem with that factor. Information on factor alignment allows executives to develop a strategy to overcome the challenges associated with the gaps between importance and performance. (Martilla and James, 1977). †¢ Quality Function Deployment (QFD): QFD is a comprehensive quality tool that can be used to uncover customers spoken and unspoken needs, and convert these needs to product or service design targets and processes (Akao, 1990). 1.7 Delimitation There are several delimitations in this dissertation. †¢ The theoretical model derived from this dissertation is only applicable to the high technology companies. †¢ The dissertation is focused on companies operating geographically in California, United States of America, where there is a concentration of high technology companies. †¢ This dissertation is an exploratory research and will have to be tested for generalizability in later, more extensive, quantitative research (Perry, 1998). †¢ There is no scientific basis for choosing the number of cases in this dissertation. The number selected is based on the experiences and recommendations of the research and academic community (Eisenhardt, 1989; Perry, 1998). 1.8 Conclusion This chapter provides an overview of the dissertation. The aim, objectives, and justification of the research topic were discussed. The dissertation is an investigation on the impact of a supply chain management system on the competitive position of high technology business firms. It explores and investigates new ideas in supply chain management and examines how high technology firms manage and improve their supply chain management system. Furthermore, this dissertation will analyze the gaps and opportunities for supply chain management in high technology companies and give a set of recommendations. The methodology was briefly described, key definitions were explained, delimitations of this research were addressed, and the structure of the dissertation was outlined. With all the important areas of the research briefly introduced in this chapter, the following four chapters of this dissertation will present detailed description and findings of the research topic. CHAPTER 2 LITERATURE REVIEW AND RESEARCH ISSUES The previous chapter provided an overview of the dissertation and listed the objective, issues, and significance of the research topic. This chapter reviews the relevant literature and comprises of six sections. The review starts with a discussion on early approaches to understanding a firms performance and its competitive advantage. This is followed by the development of a theoretical framework and a discussion on contemporary approaches to competitive advantage. Next there is a discussion on supply chain management, followed by an overview of advanced supply chain management systems. The last two sections conclude with a discussion on gaps in the literature, identification of areas for further research, and the summary. 2.1 Early approaches to understanding a firms performance and competitive advantage One of the earliest (chronologically) approaches to competitive advantage is the microeconomic approach, or the idea of perfect competition (Walras, 1874, 1969). In perfect competition products are homogenous, consumers and producers have perfect information, prices will reach equilibrium, and as a result profits are negligible or low in the long run. However, according to Gill (1991), such a perfect economy is an abstraction, because there are monopolies, oligopolies, and perfect competition. Furthermore, there are also two kinds of competition: spatial and monopolistic. Spatial differentiation pertains to oligopolistic competition (Hotelling, 1929), and it meets consumers different tastes. Monopolistic competition assumes that small firms produce a variety of differentiated products (Chamberlin, 1933; in Gill, 1991). All these situations allow for profit maximization and higher profits (Gill, 1991). The industrial organization (IO) approach takes a richer approach to understanding a firms successful performance. IO differs from the microeconomic approach by introducing variables that explain real-world economic behavior. In IO, there are two competing hypothesis that lead to higher profits and success market power and a firms efficiency (Scherer, 1990; Tirole, 1988). Nevertheless, the IO approach assumes that markets and firms will reach equilibrium, and in equilibrium profits differences will not exist (Tirole, 1988). Both the microeconomic approach and the industrial organization approach assume that all firms would reach equilibrium and have equal profit and success. However, we know from a daily look at many firms performance on the stock market that profit and performance vary across firms, even when they are in the same business. Eaton and Lipsey (1978) have verified that differences in performance and profit exist between firms. 2.2 Contemporary approaches to achieving competitive advantage 2.2.1 Framework to understanding a firms performance One of the first researchers to propose a theoretical framework for understanding a firms performance is Porter (1980). He takes a strategic and analytical approach to understanding competitive strategy, and argued that, â€Å"Every firm competing in an industry has a competitive strategy, whether explicit or implicit† (Porter, 1980, p. xiii). He proposes a framework for analyzing industries and competitors and describes three generic strategies cost leadership, differentiation, and focus. He postulates that if a firm is able to do well in any of these strategies, it will gain competitive advantage. Porters concept is illustrated in 2-1. Generic Competitive Strategies†¢Overall cost leadership†¢Differentiation†¢FocusCompetitive Advantageof a Firm †¢ Cost leadership requires efficient-scale facilities, pursuit of cost reductions, and cost minimization in all areas of the firm. This will give more profit. †¢ Differentiation of product or service requires industry-wide differentiation, including design and brand image, customer service, and distribution or dealer network. Product or service differentiation will help increase customer loyalty and ensure repurchase. †¢ Focus on markets, buyers, or product lines can maximize profits. The framework, in 2-1, shows that the right strategies can provide competitive advantage. Porter (1985) also argues that competitive advantage come from the many discrete activities a firm performs in designing, producing, marketing, delivering, and supporting its product. Each of these activities contributes to a firms relative cost position and creates a basis for differentiation. This is the value chain, and a firm has to disaggregate its strategically relevant activities in order to understand the behavior of costs and the existing and potential sources of differentiation. A firm gains competitive advantage by performing these strategically important activities cheaper or better than its competitors (Porter, 1985), and this can lead to a higher profit margin. The value chain concept is illustrated in 2-2. Profit Margin Outbound Logistics Manufacturing Operations, and other Internal Processes Inbound Logistics Procurement Human Resource Management Technology Development Firm Infrastructure and Platform Services Customer Service Marketing and Sales Primary Activities Support Activities Supply Chain Approach Strategic Planning Approach Marketing Capabilities Approach The Value Chain and Theoretical Framework to Achieve Competitive Advantage Adapted from Porter (1985) and this literature review. Note 1: Key approaches to competitive advantage are highlighted with underlined Characters Note 2: The definition of supply chain implies all activities necessary to deliver a product (Hakanson, 1999). Therefore sales, marketing, and customer service activities can be construed as part of the supply chain approach shown in the . In this study, sales and marketing processes, such as demand management, order processing, and customer relationship management are included in the internal processes shown in the and in the supply chain literature review. However, sales and marketing activity, such as sales calls, advertising, product positioning, market research, and some post delivery support processes are excluded from supply chain activity. This is consistent with the approach taken by the Supply Chain Council and the SCOR (Supply Chain Operational Reference) model it uses to measure supply chain activity (Supply Chain Council, 2001). 2.2.2 Summary of contemporary approaches to competitive advantage Porters approach presents new thinking to competitive advantage (Rumelt, Schendel, and Teece, 1991) and has influenced other approaches to creating competitive advantage. Many of the other approaches to competitive advantage are summarized in Table 2-1. From the table, it can be seen that all the approaches to increasing competitive advantage, except for the early microeconomic and industrial organization approaches, fit the theoretical framework in 2-2. However, all these approaches to competitive advantage are complementary and not alternatives or conflicting theories they basically propose various segments of the theoretical framework shown in 2-2. The various approaches are discussed very briefly below, but the last approach (in Table 2-1), Supply Chain Management, is discussed in greater detail. 2.2.3 The strategic planning approach In essence, Porters (1980, 1985) approaches are strategic planning approaches, i.e. a firms competitive advantage can be planned for. This includes planning for differentiation in the value chain, low cost leadership, and focus. Nations can also be competitive (Porter, 1990). Nations need four conditions to gain competitive advantage and be successful. The four conditions are: factor conditions (education and skill levels), demand conditions (or market size), related and supporting industries, and company strategy and rivalry (Porter, 1990). Strategy is â€Å"lucky foresight†¦Strategy is always the product of a complex and unexpected interplay between ideas, information, personalities, and desire† according to Hamel (1998). What this implies is that one does not settle for obvious solutions and strategies but should look at alternatives, challenge assumptions, and look at new ways of delivering superior customer value and firm performance. Table 2-1 Summary of early and contemporary approaches to competitive advantage Approach Proponent Main idea/postulate Comments Microeconomic Walras (1874, 1984) Perfect competition results in negligible profits Ideas ignore monopolies, oligopolies, and product differentiation. Profit does vary across firms according to Eaton and Lipsey (1978). Industrial Organization Scherer (1990), Tirole (1988) Success comes from market power and a firms efficiency. All proponents agree that in the long term there will be industry equilibrium and little profit. Porter (1980) Porter (1985) Provides a framework for achieving competitive advantage. Every firm has a generic competitive strategy in cost leadership, market focus, or differentiation. The value chain disaggregates a firm into its strategically relevant activities. A firm gains competitive advantage by performing these important activities better than its competitors. Challenges the stereotype approach of perfect competition and industry equilibrium. Provides a prescriptive approach to achieve competitive advantage, but the ideas and solutions are essentially conceptual. Hamel (1998) Strategy is the product of a complex and unexpected interplay between ideas, information, personalities, and desire. A firm has to seek alternatives and new ways of delivering superior customer value and firm performance. The Strategic Approach and its Variations Value Chain Approach Strategic Approach Resource Based Approach Wernerfelt (1984), Barney (1991), Rumelt, Schendel, and Teece (1991). A firm has to identify specific, or rare, resources that lead to higher profits. Long-term superior performance comes from building product market positions that effectively utilize and maintain these resources. Examples of such resources include customer loyalty, and technological leads. If the resources are unique and difficult to duplicate, then the firm achieves competitive advantage. Table 2-1 (Continued) Summary of early and contemporary approaches to competitive advantage Approach Proponent Main idea/postulate Comments Market Strategy Marketing Capabilities Approach Resource-Advantage Theory Product Differentiation Day (1994,1999), Cool and Dierickx (1989), Aaker (1989), Caves and Ghemawat (1986). Also, Buzzell an

The Adventures of Huckleberry Finn Debate :: essays research papers

For many years schools have banned books from being taught to their students because of parent complaints. These books have been shunned from the criteria, which may or may not affect the student’s understanding on a specific subject. People have been fighting to have these books banned because of excessive use of profanity, violence, sex, drugs and many other reasons. They do not look further in the books to see exactly what the author is trying to portray. The Adventures of Huckleberry Finn, by Mark Twain, is banned in various places in the United States. This book should not be banned because, this book shows an important part in our history, it is not pro-racism, and it shows how far along we have come since then.   Ã‚  Ã‚  Ã‚  Ã‚  The Adventures of Huckleberry Finn is very important to the American culture. When Mark Twain was around, the use of the word â€Å"nigger† was quite common. That was how they referred to African Americans in that time. In the book, Twain makes Pap look like the worst possible white trash where as Huck and Jim, the slave, get closer throughout the book. The book shows how people felt towards African Americans back in the day and how it was wrong. They considered them as â€Å"inhuman.† In The Adventures Of Huckleberry Finn, Aunt Sally seems to be a nice person, but when the little black boy was killed she does not care since â€Å"no human was hurt.† This shows how far along we have come since this time period. Huck plays three jokes on Jim, but in the end begs for his forgiveness because he felt he had done something indeed quite wrong. This shows that not all Southerners in the day were â€Å"racist.† Mark Twain makes fun of how many people in the South were wrong to think badly towards the African Americans. This book is a very good book to get an understanding of how things were wrong back then and how far we have come since then.

Increasing the hardware Essay

Abstract As any business grows, they are always looking to expand all aspects of  their business. With this expansion, the cost of increasing the hardware and software needed for the expansion is also increasing. Many companies are looking for ways to keep or even streamline the hardware they currently have yet expand. They want a way to have their customers log into their site and go to a central server but want all the necessary files for the customers to be stored elsewhere which will increase the speed of the server. To be successful in today’s market, many businesses are realizing the necessity of using technology. As more and more companies use more technology, their IT infrastructure cannot handle all the traffic due to the lack of available server/storage space needed to meet the increasing demands of the customers. Whether the business is small or a large corporation, finding the needed available server/storage space is becoming an ever increasing problem. Trying to solve th is problem, many businesses have begun to look for an alternative solution to store many of their business files away from their own main computers, this is called cloud storage. Think about how you have an external hard drive that you use to store files away from the hard drive of your computer, the cloud storage works in the same way. The only exception is that you do not own the external storage, you rent the storage space from someone who takes care of all the maintenance and updating of the site. JPCexpress has been operating for many years with their own internal storage capabilities and now are in the market to expand their business. The current server space that the company owns is being bogged down by the amounts of data it needs to use daily so they need a newer solution to their storage problems so that they can continue to offer their production facilities and customers the best possible service. Next day service sets this company apart from other online businesses and I will show what needs to be done to help then continue to accomplish this with a simple server space solution. Company Background JPCexpress is an innovator in the online printing industry. They use advanced technology that allows the customer to place an order and have it printed and delivered the next day. There are many online printing organizations, but JPCexpress was one of the first that offered next day delivery if you place your order by a certain time the day before. The  company was founded in 2001 that offered printing as a service so that the customer has access to all the company printing business solutions allowing them to place their orders right on the company website. The customer does not have to invest any monies into their own printing infrastructure and the staff that would be needed to maintain it. JPCexpress offers its services to many different organizations of all sizes that do not want to hassle with having internal printing capabilities. Due to the customer being able to upload all their information to help us perform the needed services, this takes up a lot of storage space. JPCexpress operates three huge warehouses that are strategically placed across the country. Within each facility, they house all the hardware and software needed to conduct the printing business along with all the hardware and software needed for the IT side of the business. The customers are able to use our site as their own so they know they will get exactly the product they want. Our teams of engineers are always introducing new services and solutions for the customers and they have them integrate the new technologies into our platform monthly. The reason we have the fastest turnaround time for online printing companies is due to the fact that our customers are able to use our site as their own to make and order their printing needs. We have become a leader in the online printing world because of our customer service, ease and speed of our online services and the fact that we guarantee you will have your order the next day if you meet the daily cut off time. Discussion of Business Problem During times of peak use, the amount of data used is overwhelming. JPCexpress is a top of the line printing business but due to our storage capabilities, we do have issues that will slow the service to our customers. This is an issue because the timing of the slowness (can prevent customers from making the cut off time for next day service) which directly relates to customer service and customer satisfaction. The main issue is that when there are many users on the system, it slows down and prevents ease of use. I think that JPCexpress could benefit from emerging technology as cloud computing or could storage. Increasing our storage capacity would prevent the system from slowing down and loss of data. Any IT department within any business always needs new ways to increase the capabilities of their current infrastructure without investing in new hardware, new licensing requirements  or having to spend the time and monies to train and hire new personnel. Due to the increasing amounts of data needed by our existing customers and the addition of new customers, members of our IT department has to manually go into the system and get rid of old files and clear any redundant data. This happens when our system becomes slow which slows the use of our production tools and this all adds up to a loss in the amount of work that can be performed. If the organization was to use cloud computing, the problem of overwhelming the system could be avoided. Cloud computing encompasses any subscription-based or pay-per-use service that, in real time over the Internet, extends its existing capabilities (Gruman, 2012). Use of the cloud could begin at our centrally located facility for trial purposes until we see if using it would be beneficial to both the customers and to our stockholders. High Level Solution For many businesses, having enough storage space to hold all the information they have acquired from their customers and the working of internal business practices is a real challenge that becoming increasingly harder. Many organizations have turned to deleting huge amounts of data to open up room for the new data they need to stay updated and to continue to provide their customers with excellent customer service. Many businesses have turned to cloud storage to help relieve this problem. Cloud storage acts as a centrally located server whose main purpose is for storage only. Using cloud storage, each of the three facilities can store and retrieve files as they are needed without investing in more infrastructure. When deciding to move to cloud storage, a few concerns will be raised. Some people think that cloud storage is less secure than local data centers and this is not true. . When the cloud host that IT manager work together the cloud host will encrypt the data and the business w ill store the keys to that encryption on it local network (Marsh, 2013). Many cloud providers offer dashboards to the client so they can log and manage the company’s data center. They can add more storage if they need and all this is completed without adding any equipment to increase storage. I have checked two of the major providers of cloud storage for pricing and flexibility. Amazon S3 is 99.9 percent reliable and it is scalable to fit your current business needs and also can be changed to fit your future needs as well (Amazon Web  Services, 2013). All data going into this cloud storage is encrypted for data security and you can decide what region you want to have your data stored in. Another excellent benefit is that once the data is entered into the cloud, it is automatically backed up in case one system fails you will lose your data. All data uploaded is for free but they do charge for each GB of data that is transferred or downloaded from the cloud. This seems pretty reasonable since we will maintain a central server with only our servers logging into the cloud to retrieve the customer information. Google cloud storage offers secure and safe cloud storage. It has configurable security controls and the cloud is flexible so that you can get what you need now and later on if you need more storage you can always add more (Google Cloud Storage, 2013). Looking between the Amazon and Google sites, they both offer the same types of features but I could not find any data that says how reliable the Google cloud is. Also, checking the pricing from the two sites, it appears that Amazon is slightly cheaper than Google is. Moving to cloud storage is a viable option to help solve latency issues and website lag due to the enormous amounts of data being transmitted over our site. Benefits of Solving the Problem Solving this problem using cloud storage will increase the speed of the servers the customers use to conduct their business. The increased speed of the server will also take the customers’ orders quickly and get them to the desired printing facility to ensure they make the cut off time for next day delivery. Implementing the cloud storage solution at only one facility will allow the business time to see if the cloud is a viable option to investing countless monies in upgrading our current facilities. Using the cloud will save us money because of the increased speed at which the customers can use the system, the speed in processing the orders and also save us money because we will not have to hire additional personnel to maintain additional hardware or pay for licensing for additional software. In an article written by Joe McKendrick for Forbes magazine, he talks about the benefits of cloud computing for a business. Cost reduction – using cloud as storage lowers transaction costs, minimizes the investment in hardware and software and also reduces the need for a huge IT staff or for adding additional personnel to manage you IT infrastructure. Cloud as storage is scalable so  you can take as much or as little as you need and then increase as your needs increases. You only pay for what you use; most uploads are free so you pay when you download data from the cloud. Businesses of all sizes will have access to more up to date technology while using the cloud. Letting someone else manage your IT for you reduces the need for expensive licenses or buying software or hardware. Business/Technical Approach Conducting thorough research before deciding which provider of the cloud services we will go with. When a cloud provider has been chosen, our CIO and his team will work with the provider to ensure we get what storage we need and also to ensure the security of the files we will move to the cloud for storage. Only have one facility use the cloud as a test case to see if it will improve the speed of our system and also to see how reliable the cloud services are. Conducting technical inspections using our IT department will ensure that we are keeping control on what goes into the cloud storage and also to help us determine if the cloud is useful. When we move older files from our servers into the cloud, we should see an immediate improvement in the speed of our system and also improvements in order processing and order filling. The IT department must ensure what files are being put in the cloud and that they are being encrypted for increased security. Also inspecting the files in storage routinely to ensure the data is not being corrupted. To ensure we do not lose any of our major customers, we will move only the older files to cloud storage to increase space on our servers. When we have determined (Senior management/CIO approval) that the cloud is a viable option to investing in hardware/software, we will move more files to the cloud in an effort to free up more space which should increase the speed even more. Also, once the one facility has proven more efficient and profitable, we will migrate another facility to cloud storage. There is no set timeframe for this to happen, we just want to ensure the cloud is meeting our needs in the ways we want it to. Using the current IT staff at the first facility to check usage and speed of the system will help us in our decision whether to stay with the cloud or invest in our own infrastructure. Business Process changes Implementing cloud storage will allow the company to store more files  without causing the system to run slow which increase productivity. This is going to be a big move for JPCexpress in the way they do business at each of their facilities. We will use the current IT department at each facility to maintain the data stored in the cloud and to ensure that only the less used files have been migrated to the cloud until its reliability has been proven. There will be one central location for all the internal storage of customer information. When the customer logs onto the site with his credentials, they will log onto our central server who will access the cloud and pull their information off for the customer to use. When the order is placed, the server will then send that order to the printing facility closet to the customer location for fast, reliable completion of the order. When the cloud is implemented for use by all facilities, the IT departments at those facilities will be reduced . Setting up a team to continually monitor the cloud for reliability and security will also be accomplished. Senior management with the CIO will have to make a decision on implementing other facilities and how that will be accomplished. Technology or business practices used to augment the solution After thorough research I have decided that implementing cloud storage is the best solution to help fix the problems at JPCexpress. Moving the files to the cloud will free up valuable space which will increase the processing speed of our current servers. The IT department will maintain our current servers and monitor how effectively the cloud is to the company. The IT department will also routinely perform inspections on our equipment to see how well it is working and also to ensure what files are being moved to the cloud. Having someone compile quarterly reports on how well the cloud implementation has helped the speed of the system and to see if it truly has increased the speed at which orders are shipped. We will not have to hire additional personnel to accomplish any of these tasks; we will use the current staff at each facility. This alone will save the company huge amounts of money. Conclusions and overall recommendations The current system that JPCexpress has, it is not capable of handling the enormous amounts of data that goes through it during peak operating times. JPCexpress will have to upgrade their current hardware/software or find other alternatives. Cloud storage is just that alternative solution.  Moving files to cloud storage will free up much needed space that will allow the system to run faster during peak operating times. Using the cloud offers different ways that it can be beneficial to the company. Using cloud instead of investing in new hardware/software to upgrade our current system will save on ongoing support, maintenance and upgrades and having to hire additional IT staff to work the new system. When switching to the cloud we will replace all the up-front expense of investing in a new system and replace that cost with a manageable monthly subscription cost. David Linthicum discusses why companies should invest in the cloud. All the upgrades and maintenance are handled by the cloud host. The software will always be current without the company having to pay for expensive licensing. The fear of cloud storage’s security being an issue is being proven invalid. Cloud providers have been working hard to prove how secure their storage is. Cloud based companies offer the highest level of customer service because they cannot afford to lose customers because they are unsatisfied with the service and with all the blogs out there, a bad review could mean countless lost customers. Every data storage center or data processing center has some downtime at some point but many cloud providers offer higher than a 99 percent reliability rate. High level implementation plan * Conduct thorough research to ensure the right cloud provider is selected * Work with provider to ensure we get the security we need and also the plan that fits the amounts of storage needed * Schedule when to transition to the cloud storage * Determine what files will initially be moved to cloud storage * Reroute all traffic from one facility to the other two * Shut down one facility and transition to the cloud * Once all files are transferred to the cloud activate the cloud * Bring the shutdown facility back on line * Test the new configuration for speed and user ability * Monitor the cloud for potential problems * Produce monthly reports as to the speed of the facility and improvements in the processing of orders Summary of Project JPCexpress’ system runs slow because each facility has access to all the files that are stored on the server. The storage problem can be handled either by investing countless monies into a new upgraded data system or to use cloud storage to alleviate this problem. Business processes are slow due to the servers being bogged down during peak hours resulting in delays in processing and delivery of orders placed by the customers. When we transition to the cloud storage we can increase the processing speed which will increase the speed of the orders being printed and then shipped to the customer. This will save on time and money because we will not have to pay additional shipping costs when we can’t meet the next day delivery. This is not meant to be a permanent solution but will benefit the company until we can determine if this is the best solution. References Amazon Web Services. (2013, Oct 1). Retrieved from Amazon Simple Storage Service (S3): http://aws.amazon.com/s3/ Google Cloud Storage. (2013, Aug 1). Retrieved from Google Cloud Platform: https://cloud.google.com/products/cloud-storage/ Gruman, G. K. (2012, Feb 2). What cloud computing really means. Retrieved from InfoWorld: http://www.infoworld.com/d/cloud-computing/what-cloud-computing-really-means Linthicum, D. (2013, June 25). Cloud adoption’s tipping has arrived. Retrieved from InfoWorld – Cloud Computing: http://www.infoworld.com/d/cloud-computing/cloud-adoptions-tipping-point-has-arrived-221335 Marsh, J. (2013, Oct 3). The Top 5 Myths about Cloud Storage. Retrieved from Formstack: http://blog.formstack.com/2013/top-5-myths-cloud-storage/ McKendrick, J. (2013, July 21). 5 Benefits of Cloud Computing you aren’t likely to see in a sales brochure. Retrieved from Forbes.com: http://www.forbes.com/sites/joemckendrick/2013/07/21/5-benefits-of-cloud-computing-you- arent-likely-to-see-in-a-sales-brochure/

Mobile Phones Essay

A mobile operating system, also referred to as mobile OS, is the operating system that operates a smartphone, tablet, PDA, or other digital mobile devices. Modern mobile operating systems combine the features of a personal computer operating system with touchscreen, cellular, Bluetooth, WiFi, GPS mobile navigation, camera, video camera,speech recognition, voice recorder, music player, Near field communication, personal digital assistant (PDA), and other features. History Main article: Smartphone Mobile operating system milestones mirror the development of mobile phones and smartphones: ââ€" ª 1979–1992 Mobile phones have embedded systems to control operation. ââ€" ª 1993 The first smartphone, the IBM Simon, had a touchscreen, email, and PDA features. ââ€" ª 1996 Palm Pilot 1000 personal digital assistant is introduced with the Palm OS mobile operating system. ââ€" ª 1996 First Windows CE Handheld PC devices are introduced. ââ€" ª 1999 Nokia S40 OS was officially introduced with the launch of the Nokia 7110 ââ€" ª 2000 Symbian became the first modern mobile OS on a smartphone with the launch of the Ericsson R380. ââ€" ª 2001 The Kyocera 6035 is the first smartphone with Palm OS. ââ€" ª 2002 Microsoft’s first Windows CE (Pocket PC) smartphones are introduced. ââ€" ª 2002 BlackBerry releases its first smartphone. ââ€" ª 2005 Nokia introduced Maemo OS on the first internet tablet N770. ââ€" ª 2007 Apple iPhone with iOS introduced as an iPhone, â€Å"mobile phone† and â€Å"internet communicator.†[1] ââ€" ª 2007 Open Handset Alliance (OHA) formed by Google, HTC, Sony, Dell, Intel, Motorola, Samsung, LG, etc.[2] ââ€" ª 2008 OHA releases Android 1.0 with the HTC Dream (T-Mobile G1) as the first Android phone. ââ€" ª 2009 Palm introduced webOS with the Palm Pre. By 2012 webOS devices were no longer sold. ââ€" ª 2009 Samsung announces the Bada OS with the introduction of the Samsung S8500. ââ€" ª 2010 Windows Phone OS phones are released but are not compatible with the previous Windows Mobile OS. ââ€" ª 2011 The MeeGo the first mobile Linux, combined Maemo and Moblin, was introduced with Nokia N9 in effect of cooperation of Nokia, Intel and Linux Foundation ââ€" ª In September 2011 Samsung, Intel and the Linux Foundation announced that their efforts will shift from Bada, MeeGo to Tizen during 2011 and 2012. ââ€" ª In October 2011 the Mer project was announced, centered around an ultra-portable Linux + HTML5/QML/JS Core for building products with, derived from the MeeGo codebase. ââ€" ª 2012 The Lenovo K800 will be the first Intel powered smartphone (Android OS).[3] ââ€" ª Common software platforms ââ€" ª See also: Comparison of Android devices, List of BlackBerry products, List of iOS devices, Comparison of Symbian devices, and List of Windows Phone devices ââ€" ª The most common mobile operating systems are: ââ€" ª Android from Google Inc.[4] (free and open source)[5] ââ€" ª The Galaxy Nexus running Android 4.0.1 ââ€" ª Android was developed by a small startup company that was purchased by Google Inc. in 2005, and Google continues to update the software. Android is a Linux-derived OS backed by Google, along with major hardware and software developers (such as Intel, HTC, ARM, Samsung, Motorola and eBay, to name a few), that form the Open Handset Alliance.[6] Released on November 5th 2007, the OS received praise from a number of developers upon its introduction.[7] Android releases prior to 2.0 (1.0, 1.5, 1.6) were used exclusively on mobile phones. Most Android phones, and some Android tablets, now use a 2.x release. Android 3.0 was a tablet-oriented release and does not officially run on mobile phones. The current Android version is 4.1. Android releases are nicknamed after sweets or dessert items like Cupcake (1.5), Frozen Yogurt (2.2), Honeycomb (3.0), Ice Cream Sandwich (4.0) and Jelly Bean (4.1). Most major mobile service providers carry an Android device. Since the HTC Dream was introduced, there has been an explosion in the number of devices that carry Android OS. From Q2 of 2009 to the second quarter of 2010, Android’s worldwide market share rose 850% from 1.8% to 17.2%. On 15 November 2011, Android reached 52.5% of the global smartphone market share.[8] ââ€" ª The Apple iPad tablet computer uses a version of iOS. ââ€" ª bada from Samsung Electronics (closed source, proprietary) ââ€" ª This is a mobile operating system being developed by Samsung Electronics. Samsung claims that bada will rapidly replace its proprietary feature phone platform, converting feature phones to smartphones.The name ‘bada’ is derived from ë °â€Ã«â€¹ ¤, the Korean word for ocean or sea. The first device to run bada is called ‘Wave’ and was unveiled to the public at Mobile World Congress 2010. The Wave is a fully touchscreen running the new mobile operating system. With the phone, Samsung also released an app store, called Samsung Apps, to the public. It has close to 3000[9] mobile applications. ââ€" ª Samsung has said that they don’t see Bada as a smartphone operating system, but as an OS with a kernel configurable architecture, which allows the use of either a proprietary real-time operating system, or the Linux kernel. Though Samsung plans to install bada on many phones, the company still has a large lineup of Android phones. ââ€" ª BlackBerry OS from RIM (closed source, proprietary) ââ€" ª This OS is focused on easy operation and was originally designed for business. Recently it has seen a surge in third-party applications and has been improved to offer full multimedia support. Currently Blackberry’s App World has over 50,000 downloadable applications. RIM’s future strategy will focus on the newly acquired QNX, having already launched the BlackBerry PlayBook tablet running a version of QNX and expecting the first QNX smartphones in early 2012.[10] ââ€" ª iOS from Apple Inc.[4] (closed source, proprietary, on top of open source Darwin core OS) ââ€" ª The Apple iPhone, iPod Touch, iPad, and second-generation Apple TV all use an operating system called iOS, which is derived fromMac OS X. Native third party applications were not officially supported until the release of iOS 2.0 on July 11th 2008. Before this, â€Å"jailbreaking† allowed third party applications to be installed, and this method is still available. Currently all iOS devices are developed by Apple and manufactured by Foxconn or another of Apple’s partners. ââ€" ª S40 (Series40) from Nokia (closed source, proprietary) ââ€" ª Nokia uses S40 OS in their low end phones (aka feature phones). Over the years over 150 phone models have been developed running S40 OS.[11] Since the introduction of S40 OS it has evolved from monochrome low resolution UI to full touch 256k color UI. ââ€" ª Symbian OS from Nokia and Accenture[4] (open public license) ââ€" ª Symbian has the largest smartphone share in most markets worldwide, but lags behind other companies in the relatively small but highly visible North American market.[12] This matches the success of Nokia in all markets except Japan. In Japan Symbian is strong due to a relationship with NTT DoCoMo, with only one of the 44 Symbian handsets released in Japan coming from Nokia.[13] It has been used by many major handset manufacturers, including BenQ, Fujitsu, LG, Mitsubishi, Motorola, Nokia, Samsung, Sharp, andSony Ericsson. Current Symbian-based devices are being made by Fujitsu, Nokia, Samsung, Sharp, and Sony Ericsson. Prior to 2009 Symbian supported multiple user interfaces, i.e. UIQ from UIQ Technologies, S60 from Nokia, and MOAP from NTT DOCOMO. As part of the formation of the Symbian OS in 2009 these three UIs were merged into a single OS which is now fully open source. Recently, though shipments of Symbian devices have increased, the operating system’s worldwide market share has declined from over 50% to just over 40% from 2009 to 2010. Nokia handed the development of Symbian to Accenture, which will continue to support the OS until 2016.[14] ââ€" ª The Palm Pre running HP (formerly Palm)webOS. HP purchased Palm in 2010. ââ€" ª Windows Phone from Microsoft (closed source, proprietary) ââ€" ª On February 15th, 2010, Microsoft unveiled its next-generation mobile OS, Windows Phone. The new mobile OS includes a completely new over-hauled UI inspired by Microsoft’s â€Å"Metro Design Language†. It includes full integration of Microsoft services such as Windows Live, Zune, Xbox Live and Bing, but also integrates with many other non-Microsoft services such as Facebook andGoogle accounts. The new software platform has received some positive reception from the technology press.