Bargaining Power Of Suppliers

Bargaining Power Of Suppliers This report serves a number of major purposes. First of all, it seeks to understand the development of Information Systems IS/ Information Technology IT theory. Secondly, it narrows the scope to enterprise value chain to evaluate the current practice in this area. Finally, it seeks to evaluate and analyze the future of the companies studied in relation to IS/ IT. 1.2 Definition of Key Concepts The terms e-business and e-commerce are often used interchangeably but they do not mean the same thing. E-commerce means using IT to buy and sell goods and services. E-business is a broader term, covering not just goods and services exchanges, but also all forms of business conducted using electronic transmission of data and information. E-business began when customers and suppliers recognized the advantages of exchanging documents such as purchase orders and invoices electronically, rather than through the postal service. This electronic data interchange EDI could speed ordering and fulfillment dramatically. The advent of the internet allowed businesses, organizations, and individuals to publish World Wide Web pages and communicate to broader audiences. At first, web pages were mirrors of paper documents. But as they increased in sophistication, users recognized that there were things that they could do with Web pages that were not possible with paper media. As internet usage and Web development evolved, managers learned to take advantage of the internets unique nature in many ways. For example, retailers realized changing the price of an item required a few key strokes on the internet versus reprinting promotional materials and price lists in an offline environment. The transparency of the internet, or the ability for mass instantaneous sharing of information also created an almost perfectly efficient marketplace for goods and services. The next stage in the evolution of e-business was to distribute its use throughout an organization. This came in the form of intranets. Businesses created these internal internets to allow employees to communicate with one another and exchange information. Once enterprises mastered internal communication through their intranets, they turned outwards. The link to customers occurred early on. The rest of the supply chain linkage took place in the next stage of the evolution as businesses began expanding on their connection to suppliers, customers and distributors. These included adding supply chain management and customer relationship management functionality. Portals allowed customers and suppliers to link more closely with an enterprise. The current state of e-business is really c-business where the c stands for collaborative. In c-business, the boundaries among enterprises become blurred. Businesses up and down the supply chain work together to achieve objectives that maximize profitability for all of them. 1.3 Overview of the Report Section 1: Introduction Objective of the report Definition of key concepts Overview of the report Section 2: Review of Literature 2.1 Literature review 2.2 General theory 2.3 Research area 2.4 Rationale 2.5 Importance of research area 2.6 Example of e-business application Section 3: Case Analysis 3.1 Case Study 1 3.2 Case Study 2 3.3 Case Study 3 Section 4: Evaluation of the Cases 4.1 Comparison 4.2 Recommendation Section 5 Executive Summary SECTION 2: REVIEW OF LITERATURE 2.1 Literature Review IT/ IS has been used by companies for over forty years. Initially, their usage was primitive by todays standards, but over time, improvements in computer technology have rendered IS/ IT to be an integral part of the business. Yet, the study of IS/ IT in relation to management is a somewhat recent discipline. Initial research on IT/ IS tended to be more descriptive than empirical since the basic models that are currently used were not yet formulated. These research papers also tended to be overly optimistic about the future of IT/ IS in terms of the benefits they bring to business enterprises. Later on, research in the area took on a more balanced tone as the limitations of IS/ IT were also highlighted. It has also during this time than various strategic management models were incorporated into the framework for IS/ IT. 2.2 General Theory Now let us examine three theories that relate to e-business. 2.2.1 Porters Five Forces According to Michael Porter (1990), an industry is influenced by five major forces and he developed this idea into a comprehensive model. Termed the Five Forces Model, it has greatly influenced strategic management thinking for the past two decades. These five forces are the bargaining power of buyers, the bargaining power of suppliers, the new entrants, the threat of substitutes, and rivalry. Bargaining Power of Buyers The bargaining power of buyers refers to the influence consumers have on an industry. Generally, if consumers have very high bargaining power, there are many suppliers competing for a very limited number of buyers (Porter, 1990). As a result, it is the buyer who will dictate the price of goods and services. Buyers have greater power when there are few of them and they command a significant market share, or when they purchase a sizeable proportion of the goods produced in an industry (David, 2009). Also, buyers are powerful when they can threaten to buy products from rival firms. This is called backward integration (Griffin, 2001). On the other hand, buyers are weak if manufacturers threaten forward integration in which the manufacturers take over the distribution and retailing channels (Eitman et al, 2007). Buyers are also in a weak position if there is great difficulty in switching to alternative products and switching costs are high. Bargaining Power of Suppliers The second force is the bargaining power of suppliers (Porter, 1990). All companies that manufacture goods need to obtain raw materials from external parties or suppliers. Hence, it is imperative that companies establish good relationships with their suppliers so as to get favourable prices and a steady supply of raw material. Yet, the supplier-manufacturer relationship is rarely one of equals (Griffin, 2001). Normally, one party has the upper hand. Suppliers have greater bargaining power if there are few of them so they can dictate terms to the customers who are at their mercy (David, 2009). Threat of New Entrants The third force is the threat of new entrants (Porter, 1990). New entrants to a market can seriously affect the market share of existing members and this is a constant source of anxiety for companies. In an ideal free market system, a company can enter and exit a market with the greatest ease and that profits will be nominal. However, in the real world, there are numerous barriers to entry, some of which are the result of economics, while others are the outcome of government intervention (Rugman and Hodgetts, 1995). Threat of Substitutes The fourth is the threat of substitutes, which refers to products in other industries (Porter, 1990). If the costs of the products in a particular industry are too high, customers might switch to products in other industries. Price is not the only variable but changes in technology have the potential to make users flock to rivals (David, 2009). Rivalry Among Firms The final force in Porters framework is rivalry among firms (Porter, 1990). Rivalry is very high when there are a large number of firms in a saturated market, high fixed costs, high storage costs and low switching costs (Barney, 2007). According to Porter, an enterprise can adopt one of four strategies to deal with the five forces in its industry. They are cost leadership, differentiation, cost focus and focused differentiation. IT can assist a firm in achieving these strategies. For example, to attain low cost, the company can adopt production engineering systems whereas to achieve differentiation, it can use computer aided design. 2.2.2 Value Chain The value chain is defined as a sequence of activities that should contribute more to the ultimate value of the product than to its costs. Products produced by an organization rely on different activities of the organization and use different resources along the value chain depending on their specifications. Essentially, all products flow through the value chain, which begins with research, development and engineering and then moves through manufacturing and continues on to customers. The companys value chain is used to identify opportunities that give competitive advantage. Basically, there are two broad categories of a firms activities. They are primary activities, consisting of the creation, marketing and delivery of products and support activities which provide support for primary activities. IT is used to transform the way value activities are conducted and to improve linkages throughout the value chain to give the company greater flexibility. According to Porter and Miller 1985, IT plays a strategic role in an industry that has high information intensity in the product and value chain itself. 2.2.3 Scott Mortons Model Morton improvises and refines Porters model. Morton asserts that the five forces that influence an organizations objectives are its structure, management processes, individuals and roles, technology and strategy. These in turn contribute to five levels of IT-induced reconfiguration. At the lower degree of business transformation, they are termed evolutionary levels. At the lowest level, there is localized exploitation in which the main objectives are domestic effectiveness and efficiency. At level two, there is internal integration between different applications and systems. Cooperation and coordination enhance efficiency and effectiveness here. At a higher degree of business transformation, they are termed revolutionary levels. Level three involves business process redesign which consists of a rigorous change in the company value chain. Level four concerns business network redesign for the reconfiguration of the tasks and scopes of the enterprise network involved in the creation and delivery of products and services. The final and highest level is business scope redefinition in which there is a migration of functions across the companys borders that ultimately change the very nature of the business. 2.3 Research Area This paper focuses on the enterprise value chain of three very different companies. They are Tupperware, Toyota and Facebook. 2.4 Rationale The rationale for the selection of these three companies is to explain how e-business is applied to different industries. Tupperware is a well known manufacturer of high quality plastic containers, Toyota is the worlds largest car maker and Facebook is the biggest online social network site on earth. They are all very different businesses, yet they share one thing in common the usage of e-business in their value chain. The degree of success each business experiences through e-business vis-Ã  -vis their value chain will be discussed in the analysis section. 2.5 Importance of Research Area E-business has become an integral part of the modern corporation and is a means of achieving competitive advantage. Besides that, it also creates opportunities for many third party services. For these reasons, it is vital to critically examine what exactly e-business can do for an enterprise. To demonstrate, the following SWOT analysis is done: 2.5.1 Strengths Around the clock business operation Convenient, fast and effective Global outreach Lower operation cost Lower initial investment 2.5.2 Weaknesses No direct interaction between buyer and seller Low customer penetration 2.5.3 Opportunities The number of people using the internet is increasing daily Over time, people will grow accustomed to doing transactions online 2.5.4 Threats Considerable risks such as privacy issues, security concerns, transaction processing and business policy issues. 2.6 Examples of e-business Applications There are many examples of e-business applications, the most common being EDI which is the computer-to-computer exchange of business documents. Another example is in collaborative commerce. For example, airlines have partnered to create Orbitz, an online travel service that searches the partner airline database for flights. The site also allows users to purchase hotel rooms, rent cars and other services. SECTION 3: CASE ANALYSIS 3.1 Case Study 1: Tupperware Tupperware is a multi-billion dollar United States based manufacturer of plastic food storage containers that has a presence in over 100 countries worldwide. Recently, the company altered its distribution model to a multilevel compensation structure. This inevitably increased the volume of paperwork faced by multilevel sales consultants who found less time to do actual sales. In addition, the order entry system was insufficient to cope with peak sales demands. To overcome these problems, the company implemented MyTupperware which is a web-based order management system. The first problem was solved because the task of entering orders was shifted from distributors to sales consultants. The second problem was solved because the integrated and streamlined communications between the relevant parties and provided better support in the promotion and sales of products. 3.2 Case Study 2: Toyota From its humble beginnings in Japan, Toyota Motors emerged as the worlds largest and most profitable car maker in April 2007. It accomplished this major feat through unparalleled excellence in its production process, and indeed throughout its entire value chain. Central to this success was the Toyota Production System TPS. Initially, Toyota faced the same problems as other automobile makers including slow product design time, uneven quality of production, wastage and obsolescence. These factors hampered the companys ability to achieve competitive advantage. Consequently, Toyota critically examined its strengths weaknesses, though not in the way Western companies do. Toyota adopted the Japanese approach of kaizen, which is a philosophy of continuous improvement by eliminating wastage. By harnessing the power of IS/ IT in its e-business, the company created the TPS as a means to achieve competitive advantage. Consequently, the company achieved tremendous success and its manufacturing process was deemed the gold standard in quality manufacturing at low cost. Unfortunately, this was not to last. In the last two years, Toyota suffered its worst catastrophe in years. Cars produced by its U.S. plant suffered from faulty brakes and there were defects in cars produced by other plants. Consequently, the company made a massive recall, which seriously eroded the reputation of the company. Perhaps the company overextended itself or was lulled into a false sense of complacency. Regardless, the much vaunted TPS has come under scrutiny as people question how a system that was deemed close to perfection could cause such egregious errors. It remains to be seen how Toyota will remedy the situation. 3.3 Case Study 3: Facebook By now, the story of Facebooks founding is well known, thanks to a number of books and the Hollywood movie The Social Network. A Harvard student named Mark Zuckerberg founded the site in 2004 as an online social network for Harvard students before establishing it as a company. Though there are other online social network sites, the secret to Facebooks success lies not just in the features it provides, but the clear user interface which makes it appealing and easy to use. From its humble origins, Facebook has now over 500 million users and has been valued at US50 billion. While the company is phenomenally successful, it is constantly plagued by issues concerning its privacy. Since Facebooks business model is such that it does not charge users for the services it provides, its source of revenue comes from advertising and data mining. This has led to repeated concerns about the violation of users privacy by selling their personal information to advertising companies who publicly share such private information. In addition, there are concerns that users private information is accessible to the public with very dangerous consequences like identity theft. One major error that Facebook made was its Beacon advertising service which informed users when their friends made purchases and were involved in other activities outside of Facebook. Users did not agree to share this information and this caused a public backlash and the company had to rescind the service. Similarly, when Facebook launched its news feed feature, users baulked at the infringement of privacy. They did not want Facebook to post updates whenever they updated their profile, added friends or changed their settings. However, Zuckerberg addressed this problem much better by making a public apology and explaining the merits of this system. While some users were still resistant, the explanation won over many and today, the news feed is one of Facebooks most popular services and is emulated by other online social network sites. A third problem Facebook has is the handling of users personal information when they want to delete their profiles. Unlike other network sites, Facebook made it almost impossible for users to delete their accounts and copies of their personal information were stored indefinitely. This caused a backlash and Facebook has since made it much easier for users to delete their accounts. SECTION 4: EVALUATION OF CASES Case Security Ease of using site Transparency Effectiveness of e-business Case 1 High Average Low Highly effective Case 2 High Average Moderate Highly effective Case 3 Moderate Easy High Highly effective 4.1 Comparison Overall, it appears that of the three, Facebook has been the most successful in applying e-business since its entire business model is based on it. The other two are examples of traditional firms that employ e-business to improve their value chain. Tupperware uses the least extensive form of e-business as it is confined to its sales and after sales services rather than the manufacturing process. Toyota uses e-business extensively throughout its value chain as can be seen in the TPS. However, recent developments indicate that its e-business application may not be as successful as was previously thought. Hence, Facebook is the most successful of the three in harnessing e-business to gain competitive advantage though it must be reminded here that the company still struggles with some security issues. 4.2 Recommendation It is recommended that Tupperware uses e-business more extensively throughout its value chain to include the planning and design and manufacturing process. Toyota should reevaluate its TPS to identify weaknesses in the current system and improve them. Facebook on the other hand should use e-business to gather more feedback from its customers about its services, particularly privacy issues and take them seriously.

Analysis of Cloud Computing Architectures

Laptops, PDA, and Smoothness's). Computational power and battery life s one of the major issues of these mobile devices. To overcome these problems clones of mobile devices are created on cloud servers. In this paper, we define clone cloud architecture and brutalized screen architecture in cloud computing. Clone Cloud is for the seamless use of ambient computation to augment mobile device applications, making them fast and energy efficient and in a Brutalized Screen; screen rendering is done in the cloud and delivered as images to the client for interactive display.This enables thin-client mobile devices to enjoy many computationally intensive and graphically rich services. Keywords: Cloud Computing, Service Models, Clone Cloud, Brutalized Screen l. Introduction Cloud Computing has been one of the most booming technology among the professional of Information Technology and also the Business due to its Elasticity in the space occupation and also the better support for the software and the Infrastructure it attracts more technology specialist towards it.Cloud plays the vital role in the Smart Economy, and the possible regulatory changes required in implementing better Applications by using the potential of Cloud The main advantage of the cloud is that it gives the low cost implementation for infrastructure and some higher business units like Google, MM, and Microsoft offer the cloud for Free of cost for the Education system, so it can be used in right way which will provide high quality education [3]. A.Cloud Computing Service Models Cloud computing can be classified by the model of service it offers into one of three different groups. These will be described using the AAAS taxonomy, first used by Scott Maxwell in 2006, where â€Å"X† is Software, Platform, or Infrastructure, and the final â€Å"S† is for Service. It is important to note, as shown in Figure, that AAAS is built on Pass, and the latter on alas. Hence, this is not an excluding approach to classification, but rather it concerns the level of the service provided.Each of these service models is described in the following subsection. [pick] Fig. 1 Cloud computing Architecture 1) alas (Infrastructure as a Service): The capability provided to the customer of alas is raw storage space, computing, or network resources with which the customer can run and execute an operating system, applications, or any software that they choose. The most basic cloud service is alas [7]. In this service, cloud providers offer computers as physical or as virtual machines and other resources. Pass (Platform as a Service): In the case of Pass, the cloud provider not only provides the hardware, but they also provide a toolkit and a number of supported programming languages to build higher level services. The users of Pass are typically software developers who host their applications on the platform and provide these applications to the end-users. In this service, cloud providers deliver a com puting platform including operating system, programming languages execution environment, database and web servers. ) AAAS (Software as a Service): The AAAS customer is an end-user of complete applications running on a cloud infrastructure and offered on a platform on-demand. The applications are typically accessible through a thin client interface, such as a web browser. In this service, cloud providers install and operate application software in the cloud and cloud users access the software from cloud clients. This service is based on the concept of renting software from a service provider rather than buying it.It is currently the most popular type of cloud computing because of its high flexibility, great services, enhanced capability and less maintenance. B. Deployment Models Clouds can also be classified based upon the underlying infrastructure deployment del as Public, Private, Community, or Hybrid clouds. The different infrastructure deployment models are distinguishing by thei r architecture, the location of the data center where the cloud is realized, and the needs of the cloud provider's customers [4]. Several technologies are related to cloud computing, and the cloud has emerged as a convergence of several computing trends. ) Types of Cloud Computing Environments: The cloud computing environment can consist of multiple types of clouds based on their deployment and usage [6]. Public Clouds This environment can be used by the general public. This includes individuals, corporations and other types of organizations. Typically, public clouds are administrated by third parties or vendors over the Internet, and services are offered on pay-per-use basis. These are also called provider clouds. Private Clouds A pure private cloud is built for the exclusive use of one customer, who owns and fully controls this cloud.Additionally, there are variations of this in terms of ownership, operation, etc. The fact that the cloud is used by a specific customer is the disti nguishing feature of any private cloud. This cloud computing environment sides within the boundaries of an organization and is used exclusively for the organization's benefits. These are also called internal clouds. Community Clouds When several customers have similar requirements, they can share an infrastructure and might share the configuration and management of the cloud.Hybrid Clouds Finally, any composition of clouds, be they private or public, could form a hybrid cloud and be managed a single entity, provided that there is sufficient commonality between the standards used by the constituent clouds. II. AUGMENTED EXECUTION OF SMART PHONES USING CLONE CLOUDS B Chunk,[10] introduce the concept of clone cloud. The idea of introducing this concept is to improving the performance of hardware limited smart phones by using their proposed clone cloud architecture.The core method is using virtual machine migration technology to offload execution blocks of applications from mobile devic es to Clone Cloud. Clone Cloud boosts unmodified mobile applications by off-loading the right portion of their execution onto device clones operating in a computational cloud. Conceptually, our system automatically transforms a single-machine execution (e. G. , computation on a smart phone) into a distributed execution optimized for the outwork connection to the cloud, the processing capabilities of the device and cloud, and the application's computing patterns.The underlying motivation for Clone Cloud lies in the following intuition: as long as execution on the clone cloud is significantly faster than execution on the mobile device (or more reliable, more secure, etc. ), paying the cost for sending the relevant data and code from the device to the cloud and back may be worth it [9]. Ill. CLONE CLOUD ARCHITECTURE The design goal for Clone Cloud is to allow such fine-grained flexibility on what to run where. Another design goal is to take the programmer out of the business of applica tion partitioning [10].In a Clone Cloud system, the ‘Clone' is a mirror image of a Semaphore running on a virtual machine. By contrast with smart phones, such a ‘clone' has more hardware, software, network, energy resources in a virtual machine which provides more suitable environment to process complicated tasks. In the diagram, a task in smart phone is divided into 5 different execution blocks (we mark them as different colors), and the smart phone is cloned (brutalized) as an image in distributed computing environment. Then the image passes some computing or energy-intensive blocks (the Green blocks) to cloud for processing.Once those execution blocks have been completed, the output will be passed from Clone Cloud to the Semaphore [11]. [pick] Fig. 2 Clone Cloud Architecture A major advantage of the Clone Cloud is enhanced smart phones performance. Bung takes a test by implementing a face tracking application in a smart phone with and without Clone Cloud. The result s hows that only 1 second is spent in Clone Cloud environment but almost 100 seconds in the smart phone without Clone Cloud. Another advantage of Clone Cloud is reduced battery consumption as smart phones o not use its CPU as frequently.The disadvantages of Clone Cloud are handover delay, bandwidth limitation. As we know that the speed of data transmission between smart phones and base station is not consistent (according to the situation), therefore, the Clone Cloud will be unavailable if mobile users walk in the signal's blind zone. A. Evaluation of Applications To evaluate the Clone Cloud Prototype, Bung-Goon Chunk [10] implemented three applications. We ran those applications either on a phone?a status quo, monolithic execution?or by optimally partitioning for two settings: one with Wi-If connectivity and one with 36.We implemented a virus scanner, image search, and privacy- preserving targeted advertising. The virus scanner scans the contents of the phone file system against a li brary of 1000 virus signatures, one file at a time. We vary the size of the file system between KBPS and 10 MBA. The image search application finds all faces in images stored on the phone, using a face-detection library that returns the mid-point between the eyes, the distance in between, and the pose of detected faces.We only use images smaller than KBPS, due to memory limitations of the Android face-detection library. We vary the number of images from 1 to 100. The privacy-preserving targeted- advertising application uses behavioral tracking across websites to infer the user's preferences, and selects ads according to a resulting model; by doing this tracking at the user's device, privacy can be protected. 1) Time Save Fig. 3 Mean execution times of virus scanning (VS.), image search (IS), and behavior profiling (BP) applications with standard deviation error bars, three input sizes for each.For each application and input size, the data shown include execution time at the phone al one, that of Clone Cloud with Wi-If (C-Wi-If), and that of Clone Cloud tit 36 (C-G). The partition choice is annotated with M for â€Å"monolithic† and O for â€Å"off-loaded,† also indicating the relative improvement from the phone alone execution 2) Energy Save Fig. 4 Mean phone energy consumption of virus scanning (VS.), image search (IS), and behavior profiling (BP) applications with standard deviation error bars, three input sizes for each.For each application and input size, the data shown include execution time at the phone alone, that of Clone Cloud with Wi-If (C-Wi-If), and that of Clone Cloud with 36 (C-G). The partition choice is annotated with M for â€Å"monolithic† and O for â€Å"off-loaded,† also indicating relative improvement over phone only execution. Fig. 3 and 4 shows execution times and phone energy consumption for the three applications, respectively. All measurements are the average of five runs. Each graph shows Phone, Clone Cloud with Wi-If (C-Wi-If), and Clone Cloud with 36 (C-G).C- Wi-If and C-G results are annotated with the relative improvement and the partitioning choice, whether the optimal partition was to run monolithically on the phone (M) or to off-load to the cloud (O). In the experiments, Wi-If had latency of moms and bandwidth of 6. Mbps, and 36 had latency of mass, and bandwidth of 0. Mbps. Clone Cloud chooses to keep local the smallest workloads from each application, deciding to off-load 6 out of 9 experiments with Wi-If. With 36, out of all 9 experiments, Clone Cloud chose to off-load 5 experiments.For off-loaded cases, each application chooses to offload the function that performs core computation from its worker thread: scanning files for virus signature matching for VS., performing image processing for IS, and computing similarities for BP. C Wi-If exhibits significant speed-ups and energy savings: xx, xx, and lox speed-up, and xx, xx, and xx less energy for the largest workload of each of the three applications, with a completely automatic modification of the application binary without programmer input.A clear trend is that larger workloads benefit from off-loading more: this is due to amortization of the migration cost over a larger computation at the clone that receives a significant speedup. A secondary trend is that energy consumption mostly follows execution time: unless the phone switches to a deep sleep state while the application is off-loaded at the clone, its energy expenditure is proportional to how long it is waiting for a response. When the user runs a single application at a time, deeper sleep of the phone may further increase observed energy savings.We note that one exception is C-G, where although execution time decreases, energy consumption increases slightly for behavior profiling with depth 4. We believe this is due to our coarse energy cost model, and only occurs for close decisions. C-G also exhibits xx, xx, and xx speed-up, and xx, xx, and xx less energy for the largest workload of each of the three applications. Lower gains can be explained given the overhead differences between Wi-If and 36 networks. As a result, whereas gyration costs about 15-25 seconds with Wi-If, it shoots up to 40-50 seconds with 36, due to the greater latency and lower bandwidth.In both cases, migration costs include a network-unspecific thread-merge cost? patching up references in the running address space from the migrated thread?and the network-specific transmission of the thread state. The former dominates the latter for Wife, but is dominated by the latter for 36. Our current implementation uses the DEFLATE compression algorithm to reduce the amount of data to send; we expect off-loading benefits to improve with other optimizations targeting the network overheads (in reticular, 36 network overheads) such as redundant transmission elimination.B. Problem in Clone Cloud The disadvantages of Clone Cloud are [1 1] handover delay, bandwidth limit ation. As we know that the speed of data transmission between Semaphore and base station is not consistent (according to the situation), therefore, the Clone Cloud will be unavailable if mobile users walk in the signal's blind zone. Offloading all applications from Semaphore to the cloud cannot be Justified for power consumption, especially for some lightweight applications which are suitable to be deployed in local smart phones. V.BRUTALIZED SCREEN Screen rendering [1 3] can also be moved to the cloud and the rendered screen can be delivered as part of the cloud services. In general, the screen represents the whole or part of the display images. In a broad sense, it also represents a collection of data involved in user interfaces such as display images, audio data, mouse, keyboard, pen and touch inputs, and other multiplicity inputs and outputs. Screen fertilization and screen rendering in the cloud doesn't always mean putting the entire screen-rendering task in the cloud.Depending on the actual situations?such s local processing power, bandwidth and delay of the network, data dependency and data traffic, and display resolution?screen rendering can be partially done in the cloud and partially done at the clients. A. Screen Fertilization Fig. 5 The Conceptual diagram of the cloud client computing architecture. Rendering a screen in the cloud also introduces obstacles for the client devices to access the virtual screen, if it needs to maintain high-fidelity display images and responsive user interactions.Fortunately, we have already developed a number of advanced multimedia and networking technologies to address these issues. Ultimately, we would like to define a common cloud API for cloud computing with scalable screen fertilization, with which the developers never have to care where the data storage, program execution, and screen rendering actually occur because the cloud services for the API will adaptively and optimally distribute the storage, execution, an d rending among the cloud and the clients. B.Remote Computing With Brutalized Screen The cloud-computing conceptual architecture depicted in Fig 5, we have developed a thin-client, remote-computing system that leverages interactive screen-removing cosmologies. Thin-client, remote-computing systems are expected to provide high- fidelity displays and responsive interactions to end users as if they were using local machines. However, the complicated graphical interfaces and multimedia applications usually present technical challenges to thin-client developers for achieving efficient transmissions with relatively low bandwidth links.Figure depicts the proposed thin-client, remote-computing Fig. 6 The interactive screen removing system System, which decouples the application logic (remote) and the user interface local) for clients to use remote servers deployed as virtual machines in the cloud. The servers and the clients communicate with each other over a network through an interactive screen-removing mechanism. The clients send user inputs to the remote servers, and the servers return screen updates to the clients as a response.

Detailed Description of the Qualifications Essay

Full Day Care This is a structured care service where children attend for more than 5 hours per day and which may include a sessional pre-school service for pre-school children not attending the full day care service. Providers typically care for children from 3 months to 6 years. Some services may also include an after-school facility, typically for children from 4 to 12 years of age. In full day care, sleeping arrangements and food preparation must meet standards laid down by the Health Service Executive (HSE) and the Child Care(Pre-school Services) Regulations 2006. Providers include day nurseries and crà ¨ches. These services mainly meet the needs of parents who are involved in work, education and training and cater for the broadest age group of children. Full Day Care provisions can be private or community based. Structures can be based on voluntary boards of management, limited companies, private ownership or companies with investors. Childcare Assistant Childcare assistants must hold a certificate for a major award in childcare/ early education at a minimum of level 5 on the National Framework of Qualification (NFQ) of Ireland or an equivalent nationally recognised qualification.The minimum qualification under the ECCE Scheme is a full FETAC Level 5 ( previously NCVA level 2) award or equivalent on the National Framework of Qualifications. Childcare assistants work under supervision and within the line management system of the childcare service. Desirable levels of experience range from 1 to 2 years relevant experience in childcare post qualification. Childcare assistants work together with other childcare staff to ensure safety and well-being of the children in their care and to implement and adhere to the standards and policies laid down by management and the Child Care( Pre-School Services) Regulations 2006. Childcare assistants have a clear understanding of the Child Protection Policy of the childcare service and participate in its implementation. Childcare assistants are responsible for ensuring that activities in each session allow the children to experience creative,  imaginative, physical, social and cognitive play. Childcare assistants require an excellent knowledge of child development and record the progress of each child on daily basis. Childcare assistants require excellent communication skills in dealing with children and parents and to participate in a team. Childcare assistant have to know Aistear as it helps them plan for and provide enjoyable and challenging learning experiences, so that the children who have access to this curriculum can grow and develop into competent learners who have loving relationships with others. Childcare assistants have to use Siolta in conjunction with the Aistear curriculum framework. Childcare assistants are required to treat all information they receive with the strictest confidence and professionalism. The job requires a high level of physical activity. Childcare assistants are required to attend regular meetings to discuss curriculum, activities and child development. They are also required to attend relevant training courses and childcare network meetings on an ongoing basis.

Salomon v A Salomon Co Ltd (1897) AC 22 - Case Law Analysis

Sample details Pages: 4 Words: 1206 Downloads: 23 Date added: 2017/06/26 Category Best Score Essay Type Case study Level High school Did you like this example? Case Analysis Salomon v. A Salomon Co. (1897) AC 22 This is the foundational case and precedence for the doctrine of corporate personality and the judicial guide to lifting the corporate veil. Don’t waste time! Our writers will create an original "Salomon v A Salomon Co Ltd (1897) AC 22 Case Law Analysis" essay for you Create order The doctrine of separate legal entity was originated from this case. The House of Lords in the  Salomon case  affirmed the legal principle that, upon incorporation, a company is generally considered to be a new legal entity separate from its shareholders. The court did this in relation to what was essentially a one person Company. A company registered under the Acts is an artificial legal entity separate and apart from the members of which it is composed. These become basic principle of company law which has several important consequences, it become helpful for the member it mitigate the liability of them.The principle from the case is very simple a company is a separate legal entity and thus a juristic person in the eyes of the law. Salomon was a boot and Shoe manufacturer. His business was sound condition and there was a surplus assets over the liabilities .He incorporated a company named, Salomon Co Ltd for the purpose of taking over and carrying on his business. The seve n subscribers to the memorandum were Salomon, his wife his daughter and his four son and they remained the only member of the company. Salomon and his two sons make the board of director; the business of Solomon was transferred to the company for  £40,000. Mr. Solomon took his payment by shares and a debenture or debt of  £10,000. Mr Salomon owned 20,000 each  £1 shares, these debentures certified that the company owned Salomon  £10,000 and created charge on company assets. Within one years the company went into liquidation, after paying of the debenture nothing would be left for the unsecured creditors. The unsecured creditor contended that, the company never had independent existence it was in fact Solomon under another name. He was managing director, the other director is his son and in this way company was fully under the control of Salomon, and the company was mere sham and fraud. But it was held that Salomon Co Ltd was a real company fulfilling all the legal requireme nt it must be treated as a company, as an entity consisting of certain corporater, but a distinct and independent corporation. House of Lords observed When the memorandum is duly signed and registered, though there be only seven shares taken, the subscribers are a body corporate capable forthwith, to use the words of the enactment, of exercising all the functions of an incorporated company. The company attains maturity on its birth. There is no period of minority no interval of incapacity. I cannot understand how a body corporate thus made capable by statute can lose its individuality by issuing the bulk of its capital to one person, whether he be a subscriber to the memorandum or not. The company is at law a different person altogether from the subscribers to the memorandum; and, though it may be that after incorporation the business is precisely the same as it was before, and the same persons are managers, and the same hands receive the profits, the company is not in law the agent of the subscribers or trustee for them. Nor are the subscribers as members liable, in any shape or form, except to the extent and in the manner prov ided by the Act. That is, I think, the declared intention of the enactment. If the view of the learned judge were sound, it would follow that no common law partnership could register as a company limited by shares without remaining subject to unlimited liability. Impact of case Before Salomon decision in 1897, the courts have often been called upon to apply the principle of separate legal personality. But there was uncertainty about application of these principles in some cases, the principle was upheld and in some others it was not. For centuries, there was a controversy over the applicability of the doctrine of separate legal entity and further to limit the theory of limited liability which is often metaphorically termed as lifting the corporate veil. After this case Law recognizes a corporation as a separate legal entity. This principle is referred to as the veil of incorporation. Salomons case established beyond doubt that in law a registered company is an entity distinct from its members, even if the person hold all the shares in the company. There is no difference in principle between a company consisting of only two shareholders and a company consisting of two hundred members. In each case the company is a separate legal entity. Lifting of corporate Veil Doctrine is also derivative from Separate legal personality concept. After Salomon case there are numerous case come into existence. In  Macaura v. Northern Assurance Co. Ltd. The House of Lords decided that insurers were not liable under a contract of insurance on property that was insured by the plaintiff and owned by a company in which the plaintiff held all the fully-paid shares. In this case House of Lords also affirm the separate legal personality of the company and The House of Lords held that only the company as the separate legal owner of the property, and not the plaintiff, had the required insurable interest. The plaintiff, being a shareholder, did not have any legal or beneficial int erest in that property merely because of his shareholding. In  Lee v. Lees Air Farming the Privy Council held that Lee, as a separate and distinct entity from the company which he controlled, could be an employee of that company so that Lees wife could claim workers compensation following her husbands death. Salomon case put huge impact over Indian law as most of the provisions of Indian Law were taken from the English Law, Salomons case used as judicial milestone in Indian company cases. The Supreme Court in Tata Engineering Locomotive Co. Ltd v. State of Bihar othrs (1964) stated: the corporation in law is equal to a natural person and has a legal entity of its own. The entity of corporation is entirely separate from that of its shareholders; it bears its own names and has seal of its own; its assets are separate and distinct from those of its members; the liability of the members of the shareholders is limited to the capital invested by them; similarly, the creditors of the members have no right to the assets of the corporation. In LIC of India v. Escorts Ltd (1986), Justice O.Chinnapa Reddy had stressed that the corporate veil should be lifted where the associated companies are inextricably connected as to be in reality, part of one concern. Furthermore in State of UP v. Renusagar Power Company, the Supreme court lifted the veil and held that Hindalco, the holding company and its subsidiary, Renusagar company should be treated as one concern and that the Power Plant of Renusagar must be treated as the own source of generation of Hindalco and on that basis, Hindalco would be liable to pay the electric duty. In the Bhopal Gas leak disaster case, the lifting of corporate veil has become so helpful. After the decision in Renusagar case, the doctrine has been considered in several other cases.