Emergency Disaster Plan xyz Corporation Essay Example | Topics and Well Written Essays - 2500 words

Emergency Disaster Plan xyz Corporation - Essay Example If such a plan is not presented and activated in time, it becomes highly risky in the course of time when such an eventuality occurs. The cost of the loss sustained is far higher and in many cases, there is no compensation possible for such losses. Whether this is a flood or a fire or a terrorist strike the company should be ready to take care of the eventuality. A high level technical support should be planned and there should be a clear commitment from across the company and its management. Management should be aware of the liability and accountability to the company and the public in general. The process would involve a steering committee being set up for this purpose which would enable the members to know the different classes of security and protection in addition to disaster management for different types of companies. It is also essential that an appropriate budget is drawn for this purpose. Budget can be effectively planned only if there is a clear allocation of teams for specific jobs and execution plan for every one of the jobs in the disaster management. 1. Property damages could occur due to water seepage in the company as well as due to wind. In an insurance company, the threat perception is noticed only for the information contained in the computers and the loss that could occur to this data will be the one that would cause loss to the business. 2. Water is capable of damaging the entire computer network in the office which could result in loss of data in the computer as well as loss due to stoppage of work. 3. Loss due to wind could take the form of disrupted wiring and networks resulting in communication issues that could stop smooth flow business. Loss of business activity would mean that clients are not served and orders are not booked. Either of them would result in a loss to the company in terms of finance or in terms of service creating wrong impressions with the clients. 4. Apart from this the company is also vulnerable to external man made attacks in terms of virus or such other external ingression of unwanted elements on to the computer network. 5. The possibility of a fire to the building also exists. 6. The possibility of an earthquake in that area is also possible. Out of these possible vulnerabilities, the area is prone to flooding and winds of hurricane grade. Therefore, the company should ideally plan for defending itself against such vulnerabilities. In order to safeguard itself against flooding and hurricanes, the company should look for the following measures: 1. To counter flooding, physical security is primary. All back up data taken every day should be kept inside safe packs of water proof and fire proof quality. Fire can also be caused by hurricanes. 2. The structure of the building may be so planned that the building is appropriately raised and built so that the chances of flooding the building goes down to zero if possible. 3. Company should ensure that the data is safely backed up every day and moved to a different location so that even in the case of a large flood stopping the work and spoiling the data in the company main data center, the data in the other location can be called on

Apple Strategy (1984-2004) Essay Example | Topics and Well Written Essays - 2500 words

Apple Strategy (1984-2004) - Essay Example It employs about 14,800 people. Apple experienced good success during the late 1980s but testing times during the 90s. John Sculley, previously the CEO joined Apple in 1983. Sculley had the valuable experience of the 'Cola-War' between Coke and Pepsi. He was full of marketing ideas and wanted to implement them in Apple as well. Steven Jobs, more of technology oriented initially found this approach little weird, but later gave Sculley a free hand. Realizing the importance of strategic alliance, Apple had a tie up with IBM in 1991 to target the areas where Apple lacked the developmental skills but owing to cultural and other differences the alliance did not last long. Sculley did an introspection and identified some key areas where more professionalism was required in the approach of Apple. For example discipline, work schedule and cost management were the areas put on notice. As part of marketing strategy, Apple also reduced the prices of existing products. But somehow this resulted in losses for Apple. In the meantime Sculley also propagated the 'Newton' series of notebooks, but somehow this series did not have many takers in the market, which resulted in further financial losses. Sculley was then replace with Michael Spindler in 1993 who lasted only three years making way for Gil Amelio, who came out with the Macintosh product range for designers and artists. From here onward Apple brought out radical changes in the marketi ng strategies as well. Amelio also realized that the 'free for all' culture where anybody was free to defy anybody in the company, is causing losses to the company. He believed in more conventional strategy where project managers are supposed to sincerely implement the strategies devised by the strategists, whatever the outcome. Apple thrived on its core competency of 'making the technology easy to use'. Amelio decided to make fullest use of this core competency in areas other than the PC segment. Apple started working on 'Copeland' the new operating system. IT experts started predicting that with the Copeland -1996 will prove to be an advance version of Windows-95. But declining sales and falling profits did not allow the launch of Copeland on time. However Apple acquired another software company NeXT with Steven Jobs back in saddle. NeXT too did not find wide acceptability in the market. This resulted in another round of introspection in Apple hierarchy. Executives from NeXT took over majority of the management portfolios. Workforce was drastically reduced, which paved the way for exit of Amelio. This, coupled with declining sales, gave rise to intense speculation in the industry about the future course of action that Apple will be taking. In August 1997 Steve Jobs announced a strategic tie-up with its lon g time rival Microsoft. Microsoft invested $150 million in Apple and the agreement stated that, 'Microsoft would develop and distribute office applications fro the Apple Macintosh while Apple would bundle Microsoft's Internet Explorer in future Mac products.' This provided a new lease of life for Apple, while for Microsoft it was a strategic move to lower the level of competition in the industry. As a result of this tie up Apple became profitable again in 1998. Now the challenging task for Jobs was to widen the market for Mac, because so far Mac was popular amongst