...SOA Arquitectura Orientada a Servicios Índice 1. Introducción 4 2. SOA (Service Oriented Architecture) 5 3. Historia de Soa 5 4. Beneficios 6 4.1 Para el Negocio 6 4.2 Para las tecnologías 6 5. ¿Por qué debo saber de SOA? 7 6. Valor aportado por SOA 8 7. SOA desde el punto de vista del negocio 8 8. Agilidad en el negocio articulada por SOA 9 9. SOA y la Cadena de Valor 10 10. Facilitadores tecnológicos clave de SOA 12 10.1 BPM o Business Process Management 12 10.2 La tecnología de Web Services 12 10.3 El ESB o Enterprise Service Bus 12 10.4 BAM o Business Activity Monitoring 12 10.5 El Gobierno de desarrollo el ESR o Enterprise Service Repositorio 13 10.6 El Gobierno de ejecución 13 11. Beneficios SOA para la Industria 13 12. Rol del Arquitecto SOA 14 13. Descripción del Problema 14 13.1 Solución Costosa (P2P) 15 13.2 Solución Óptima (BUS) 16 14. Bus de Servicios de Empresa (ESB) 17 14.1 ¿Por qué utilizar un ESB? 18 14.2 Funcionalidades de un ESB 18 15. Herramienta SOA: Mule ESB 19 15.1 Características 20 15.2 Ventajas 20 15.3 Historia 20 15.4 Anypoint Studio 21 16. Clientes de Mule 22 16.1 eBay Enterprise 22 16.2 Nespresso 22 17. Reportes: Cuadrante Mágico de Gartner 23 17.1 Criterios de Evaluación 24 17.2 Cuadrante Mágico para Plataformas de Integración Empresarial como Servicio (iPaaS) 26 17.3 Cuadrante Mágico para Gobernabilidad de Servicios de Aplicaciones 27 17.4 Cuadrante Mágico para Integración...
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...Best practice does not equal best strategy Benchmarking is an important way to improve operational efficiency, but it is not a tool for strategic decision making. When competitors all try to play exactly the same game, declining margins are bound to follow. PHILIPP M. NATTERMANN The McKinsey Quarterly, 2000 Number 2 Best practice. It may be the most readily recognized and widely used of all business management tools. And why shouldn’t it be? To executives, modeling a company’s performance on its best-in-class competitor is an ambitious but attainable aspiration. To investors, the strategy is a guarantee of the soundness of any company that embraces it. And to consultants, it is the tide that lifts every client’s boat. So why is it killing your margins? Everyone who follows business has seen the fat margins of growing young companies attract scores of new entrants, which eventually crowd the field and drive those very margins down. Why would top executives convert this regrettable fact of business life into a creed, especially when doing so simply hastens the endgame for everyone—first mover and Johnny-come-lately alike? Margins tumble as more and more incumbent companies compete for smaller and smaller segments of customers and industry resources They act as they do because they don’t understand that benchmarking is simply an operational tool. Instead, they all want to occupy the point on the strategic landscape that their most successful competitor has staked out.1 Soon...
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...DIFFERENTIATION-It is one of the generic marketing strategy approach under which a firm aims to develop and market unique products for different customer segments A firm differentiates itself from its competitors “when it provides something unique that is valuable to buyers beyond simply offering a low price.” Every firm has opportunities for differentiating its offering to customers, although the range of differentiation opportunities depends on the characteristics of the product. An automobile or a restaurant offers greater potential for differentiation than standardized products such as cement, wheat, or computer memory chips. These latter products are called “commodities” precisely because they lack physical differentiation. Yet, even commodity products can be differentiated in ways that create customer value: “Anything can be turned into a value-added product or service for a well-defined or newly created market,” Analyzing differentiation requires looking at both the firm (the supply side) and its customers (the demand side). While supply-side analysis identifies the firm’s potential to create uniqueness, the critical issue is whether such differentiation creates value for customers, and whether the value created exceeds the cost of the differentiation. By understanding what customers want, how they choose, and what motivates them, we can identify opportunities for profitable differentiation. Differentiation strategies are not about pursuing uniqueness for the sake of being...
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...Market Segmentation * Introduced by Smith (1956) * Heterogeneous group of customers can be grouped into homogeneous clusters each requiring different marketing mix to meet their wants and needs. * Is to bridge the gap between diverse customer needs and limited company resources, by encouraging distinct marketing offerings to be developed to suit the requirements of different customer segments Segmentation Assumptions: * Consumers differ from one another in some respect which could be used to divide the total market into homogeneous groups * Selected segments can be isolated from the remainder of the market to enable targeting with a distinct market offering Segmentation can be performed by answering the following questions: * Where? (Geographic) * Who? (Demographic) * Why? (Psychographic) * How? (Behavioural) Geographic Segmentation is based on: * Continents * Countries * Regions or cities * Counties, provinces or states * Neighbourhoods Example: McDonalds Aloo Tikki and Chicken Maharaja Mac Geographic segmentation is useful because it: * Provides a quick overview of differences and similarities between consumers based on the geographical location * Can identify cultural differences between geographical units * Takes into consideration the climatic differences between geographical units * Recognizes language differences between geographical units Demographic Segmentation is based on: * Age *...
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...This purpose of this project is to analyze the Hometown Deli using the “Five Forces Model” to evaluate the business prior to making strategic improvement recommendations. Michael Porter provided a framework that models an industry as being influenced by five forces. The strategic business manager seeking to develop an edge over rival firms can use this model to better understand the industry context in which the business operates (Baltzan, 2012). Buyer Power Buyer Power is simply the ability that buyers have to affect price of a given item. The framework that affects buyer power can be bargaining leverage, price sensitivity, product differentiation, buyer incentives, buyer volume, substitute products available, buyer information, and brand identification (Teisberg, 2006). The major buyer factors that affect the Hometown Deli are within the marketing area. The deli exists within a small town with few buyers and no large volume of purchases from neighborhood businesses. There are no incentives to patronize the deli or reminders that the business exists. Substitute products are readily available from other potential sandwich shops. The Deli does not have a product that distinguishes it from its competitors. Hometown deli products are not important to the town’s buyers and they can do without making any purchases. To improve customer knowledge and provide incentives to return; I would prepare a grand re-opening and marketing kick- off campaign, with all the bell and...
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...original owners and take the company public. IMAX operates in a people oriented business, operating within the entertainment industry. Through the years the owners have made strategic efforts in the direction of reaching new audiences. These efforts, in addition to IMAX’s external environment, will be analysed and explored in the sections that follow. The result of this analysis will be the comparison of the firm’s strategy with the identified industry survival and success factors, in a bid to ascertain the relevant factors that would drive future growth. 2. IMAX’s business environment A number of theorists, notably Michael Porter (1979) have developed several frameworks for understanding and analysing the effect that an organization’s external environment could have on its competitiveness and profitability. These frameworks identify the following as notable forces: Threat of new entrants; Threat of substitutes; Bargaining power of suppliers; Bargaining power of buyers; and Intensity of rivals. This model has updated by Haberber and Rieple (2008) to include Complementary forces, identifying industries that indirectly affect one another. Applying these 6 forces to IMAX, it becomes evident that the greatest threat to new entrants is the high capital investment and technical know how...
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...organize, and make all information accessible and useful to its users drives Google’s strategies to expand into new markets, gather further information, and make that information available in a beneficial, valuable manner. Google's objectives are to grow, expand into international markets, and continue developing new products such as new advertising technology. Strategically, Google differentiates themselves by focusing on the core product of search services and has benefited from a competitive advantage in "faster response times, and greater economies of scale,” which translates into lower costs. Therefore, Google not only has an advantage in the differentiation arena, but also in cost and speed as well. Google's search-engine business model has propelled it to a dominant role in the industry based on its expertise and differentiation. Google’s innovations and diversity keep them in a leading position. The decision point for Google to deal with the Chinese market proposed a number of decision points. First was the decision of whether or not to enter this new market at all. China is a very population-heavy market with the potential for revenue-generating transactions by selling advertisements to companies in the local area. Profitable markets with the possibility of yielding high returns such as the Chinese market attract new players to enter. Entering the new market would allow for globalization of the company, direct competition with other companies with search engine...
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...generic strategies: “Cost Leadership”, “Differentiation” and “Focus”. He suggested that these three generic strategies are mutually exclusive and that a company can therefore only pursue one if it is to be successful. Trying to pursue two or more generic strategies at the same time, Porter suggested, would result in what he termed being “stuck-in-the middle”. Cost Leadership For this strategy to be effective, Porter suggested that in order to be sustainable a company should have the lowest cost in the industry i.e be the “cost leader”. The company pursues economies of scale, low-cost supplies, basic product designs and minimum service levels. Example of companies competing on low cost includes Aldi and Ryanair in the airline industry. According to Porter, a cost leader must achieve parity or proximity in areas such as product quality and design relative to its competitors for it to survive, even though it relies on cost leadership for its competitive advantage. This means that the cost leader can translate its cost advantage into higher profits than competitors. The principal danger of a cost leadership strategy is that it is essentially a finance based strategy. In addition, by definition, there can be only one cost leader in an industry and where several companies attempt to pursue this strategy there may be intense price competition and hence low profits for everyone in the industry. Differentiation Porter suggests that in a differentiation strategy a firm seeks to be unique...
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...Firms Strategies to Stay Competitive in the Market Table of Content ......................................... -2- Introduction ................................................ -3- Differentiation Strategy ................................ -4- Benefits & Challenges of Differentiation Strategy .................... -5- Apple ..................................................................................... -6- Low Cost Strategy ................................................................... -7- Benefits, Challenge &Mistakes of Low Cost Strategy ................ -8- Interview .............................................................................. -11- Conclusion............................................................................. -15- In the beginning, I would like to explain the major problem that is associated with economy in the whole world which is scarcity. We know that humans are greedy and they always want more of everything, so that is why we have the problem of not having enough resources to all people. Firms try to satisfy their customers by thinking of strategies that can make their customers satisfied and to stay competitive in the market. Looking from this perspective, I would like to introduce my topic about Firms Strategies to Stay Competitive in the marketplace. Firms can remain competitive through a lot of planned strategies. Being a competitor in the market requires constant monitoring of the...
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...This report applies Bowman’s Strategy Clock framework in order to accurately and appropriately analyse how Tesco come to making strategic decisions | | Tesco Report | | Tesco Report | Introduction The aim of this report is to examine what generic strategy Tesco employs, the position this strategy takes on Bowman’s clock and whether Tesco’s generic strategy provides an effective competitive advantage. “Strategy is the direction and scope of an organisation over the long term: which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations.” (Johnson et al, 2005) Industry Sector The grocery retail industry is one of the largest industries in the UK, worth an estimated £174.5billion (IGB, 2014). Every day in the UK, the industry feeds over 26 million households, nearly 63 million people. The industry strives every day, to deliver a choice of safe, affordable quality food. (IGD, 2014). The UK’s grocery sector is one of the most competitive and ruthless in retail. It also risks being one of the unhealthiest, with demand flat lining and over capacity eroding the big players’ profitability. KPMG (2014) stated that “multi million pound price wars is creating investor concern.” The rise of the discount grocers has been heavily analysed, with some commentators portraying them as playing a leading role in reshaping the grocery sector, tempting cash conscious consumers...
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...by the company using the B – C framework. What affects the customers’ willingness-to-pay (B)? Where do firm’s costs come from (C)? ... 2 4. Analyze the resources and capabilities of the company. Indicate the key resources and capabilities. ...................................................................................................................... 4 Tangible Resources of Nestlé ................................................................................................................... 4 Intangible Resources of Nestlé.................................................................................................................. 4 Capabilities of Nestlé................................................................................................................................. 4 5. In class, we discussed two types of Porter generic strategies (cost advantage and differentiation advantage). Indicate which strategy the company pursues. Explain. ................ 5 Research and development of new products. ........................................................................................... 5 Competitive differentiation. ........................................................................................................................ 5 Product Differentiation ............................................................................................................................... 5 Channel Differentiation...
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...PATTIES FOOD LTD (PFL) How would you define the industry to be analysed? Under the frozen food industry it would be considered broad for it is not limited to just one style of food type the provide:- 1 Savoury 2 Dessert 3 Fruit 4 Halal Is it Global? Partially. Whilst the majority over 98% over sales are within Australian which would define it as narrow on a global scale, it does export to USA but has had limited success with 1% of sales resulting from the USA. It has developed Halal products with the explicit intention of exporting into Asia and therefore the intention of becoming a global and broad company. PFL is an Australian company founded in Australia in 1966 and continuing with headquarters and production facilities in Bairnsdale Victoria. It is also listed on the ASX. Industry value chain Develops and produces its products in Bairnsdale Victoria. Does not directly sell to the end user the consumer. To the company it has to end users: 1. The retailer ie the shopmarket (PFL defines this as In-House or where products are bought by retailers for home consumption) 2. Food service outlets ie sporting venues or cafes (PFL defines this as Out-of-home or where the products are bought for immediate consumption) Product design → production → distribution → Merchandising advertising retailing shops & sports venues → consumer Industry segmentation The industry is the frozen food. Products Frozen savoury meat pies etc well known branded...
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...studies have affirmed that different industries can sustain different levels of profitability; part of this difference is explained by industry structure. Michael Porter provided a framework that models an industry as being influenced by five forces. The strategic business manager seeking to develop an edge over rival firms can use this model to better understand the industry context in which the firm operates. Diagram of Porter's 5 Forces | SUPPLIER POWER Supplier concentration Importance of volume to supplier Differentiation of inputs Impact of inputs on cost or differentiation Switching costs of firms in the industry Presence of substitute inputs Threat of forward integration Cost relative to total purchases in industry | | THREAT OF NEW ENTRANTS Barriers to Entry Absolute cost advantages Proprietary learning curve Access to inputs Government policy Economies of scale Capital requirements Brand identity Switching costs Access to distribution Expected retaliation Proprietary products | | THREAT OF SUBSTITUTES -Switching costs -Buyer inclination to substitute -Price-performance trade-off of substitutes | | BUYER POWER Bargaining leverage Buyer volume Buyer information Brand identity Price sensitivity Threat of backward integration Product differentiation Buyer concentration vs. industry Substitutes available Buyers' incentives | DEGREE OF RIVALRY -Exit barriers -Industry concentration -Fixed costs/Value added -Industry growth...
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...positioning can be seen in the company’s tactile packaging, the naming of their products as ‘The Red One’ and ‘The Yellow One’ and in their innovative approach. Theories Strategic Planning Based on the article, we can clearly sees that Ella's Kitchen's founder, Paul Lindley did a good job in strategic planning where company's strengths are used to take advantage of opportunities. He managed to do a deal with Nickelodeon whereby he received free advertising space for six weeks and in return Nickelodeon received a share of the profits. Product Differentiations Strategy Product differentiation strategy is to position one firm’s brand as different from competition in the minds of its customers, when supply and demand are relatively homogeneous. Product differences refer to an alteration in the quality of the product itself in terms of technical changes, a new design or better materials. As for Ella's Kitchen's product differentiations strategy, they ideally focus group material of their products and naming of their products as ‘The Red One’ and ‘The Yellow One’...
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...Out-of-Home Sales * New products, across all channels increased Sales – owners assisted to rapid entry into the market * Deserts business growing, Nanna’s & Creative gourmets and maintaining market leadership. * Change in internal sales management – investment into sales resources. * Relocation of fruit packing operation from NSW to Bairnsdale (Vic). This reduced cost base of product and enable the product to remain very competitive PROFITABILITY * Manufacturing efficiencies are the key driver for profitability * Increased economies of scale through investment. * Strong relationship with major supermarkets INTERNAL * Monetary incentives to staff * Maintain and build up high performance culture STRATEGIC FRAMEWORK * Build the base * Develop & grow * Expand & extend How would you define the industry to be analysed? Under the frozen food industry it would be considered broad for it is not limited to just one style of food type the provide:- 1 Savoury...
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