XUMA

PANKAJ KUMAR PATHAK PRN NO: 11030241139 DIVISION: C

THE CASE STUDY Overview 1999 A.D. This was the millennium year when technology was changing and so was the business. The concepts of E-commerce and Enterprise Resource Planning (ERP) were evolving rapidly. Ecommerce was to impact and engage all aspects of a business strategy, process, organization, and systems to extend the business beyond its own boundaries where there are no boundaries In 1997, Mr Jamie Lerner and long-time friend of Joe Cha founded XUMA, Inc. to serve the rapidly growing need for Internet services. At XUMA, Mr Lerner served as Chairman of the Board, co-CEO and Chief Technology Officer. He and Mr Cha raised over $50M of venture funding from top tier VCs Menlo Ventures, Dell Computer, Broadview Capital Partners, Intel, The CIT Group and IDG Ventures. Mr Lerner and XUMAs management team grew XUMA to 340 employees and over $20M of annual revenues in just two years. XUMA served over 90 domestic and international customers, including Cannon, Logitech, Bristol Meyers Squib, Bayer, Boeing, Riverdeep, Chase H&Q, General Electric, PG&E and Aegis Insurance. At XUMA, Mr Lerner focused on building three business units, a product business, a managed services business and a professional services business. By 1999, he was managing over 200 software engineers located in San Francisco, Las Vegas and New York in addition to three data centers, housing over 10,000 computing devices, running 24x7 operations. In early 2001, as the need for Internet hosting services slowed down drastically.

SWOT ANALYSIS

SWOT-Strengths Gathering of information about customers that enabled the business to anticipate and satisfy customers needs

 Increasing customer loyalty by focussing on customer relationship management across the entire life cycle, using techniques such as real-time dynamically customizable web-pages created from self-generated preference profiles. Establishing a global reach to customers and suppliers, cutting purchasing costs and broadening market share. Reducing dramatically the costs of transactions with business partners (customers and suppliers) Reducing dramatically the time it takes to complete a transaction with a business partner Easy sharing of information with business partners, thus reducing the need for high inventory levels Enabling collaboration between business partners to work jointly on solutions/products for the marketplace, reducing cycle time. 2011 A.D. The main Strengths of xuma are Systems Integration. Some of the key features are mentioned below. Xuma offers a wide variety of website services which all have a focus of providing their client with optimal performance and superior ROI. The website services range from web production services, HTML, Adobe Flash creation, Scene 7 authoring and video editing services. They Offer an intelligent approach for integrating digital prepress solutions that automate preflighting and workflow production from ripping, trapping, proofing and colour management to networking and server solutions including SAN, RAID, backup and archiving. Its process includes auditing customers existing systems, carefully assessing their current requirements, defining all parameters and evaluating any legacy systems in order to recommend the best solutions. Xuma delivers complete hardware and software solutions, system configuration, integration, installation and training. SWOT-Weakness The new technology offered xuma and many other companies the opportunity to build interactive relationships with its customers and suppliers, improve efficiency and extend its reach, all that at a very low cost. Companies, which fail to seize those opportunities, become vulnerable if rivals establish themselves first in the electronic marketplace. They were eventually forced to participate in Internet commerce by competitors or customers.

SWOT-Opportunities They provide portal solutions to meet clients needs. All of solutions are built with open standards, so that clients can be certain that they have the flexibility and scalability to meet future requirements.

SWOT-Threats Xuma felt compelled to act fast in order to avoid losing ground against competitors.

Strategic Decisions: Identifying the right product mix, merchandise (Apparel & Non-Apparel) specification/features research, inventory management, competitive prices offering etc.

The automation process can be effective only when technology and human judgment go hand-in-hand. Threat exists.

COURTESY:
http://technology.inc.com/tag/joe-cha/ www.xuma.com http://www.stanfordalumni.org/news/magazine/2002/marapr/features/economy.html

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