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extensions, as well as IP-based client connection control The Professional server also supports stream capacity segmentation to scale the streaming load-bearing capacity across machines Content can be delivered to end-users over the public Internet, via a corporate Wide Area Network (WAN), using a specialist content delivery network or via satellite This version of the server supports both subscription-based and pay-per-view media commerce The Professional version also allows advertising-supported business models for media delivery Because it is integrated with RealNetworks Media Commerce Suite, Real Server Professional encrypts streams Real Server Intranet is designed for enterprises that wish to replicate and serve content cost-effectively within an organization Interestingly, a content delivery company could potentially use Real Server Intranet to create a global content delivery network serving individual consumers, colocating edge proxies with local ISPs It is the company s scalable multicast platform It also supports all the features of the Professional version.

To keep this example simple, we focus now on Cisco s Annual Report and save using quarterly data and earnings surprises until the valuations in 8 What are Wall Street analysts saying about Cisco s expected future growth rates On August 14, 2002, we checked out analyst estimates for Cisco by going to the Yahoo Finance Web site (http://financeyahoocom/) Yahoo Finance uses research data provided by Thomson Financial Network/First Call, which polled the 40 analysts that follow Cisco and found that 13 analysts rate Cisco a strong buy, 17 rate Cisco a buy, and 10 rank Cisco as a hold The consensus estimate for a long-term (five-year) growth in earnings is 20 percent per year We also checked Zack s (wwwzackscom/) Web site for detailed analyst estimates on Cisco and found a consensus 5-year growth estimate of 2005 percent.

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The headline feature of the Intranet version is capacity sharing This provides a dynamic and intelligent way for a cluster of Real Servers to share the total number of allowed consumer connections specified in a license key to be distributed across physical machines For capacity sharing to work, one server is configured as a publisher The publisher dynamically allocates its licensed stream capacity to connected server subscribers that do not use a locally licensed stream capacity, but instead acquire their capacity from the publisher This solves two problems It handles unpredictable demand and it guards against vulnerability to a single point of failure Real Proxy is the company s edge cache and live stream repeater, which can offload media stream requests from the origin server, fanning out to many more connected users.

The core strategic vision clarifies the answers to key business strategy questions such as: What are your overall strategic objectives What value do you deliver to your customers How does your company differentiate itself in the marketplace Unless the answers to these key questions drive your supply chain strategy and configuration, your supply chain will be operating in a vacuum. Here s one example of many. We worked with an electronics company that had spent millions to improve production and order-fulfillment times. The company s on-time delivery performance was excellent. There was only one problem delivery performance was no longer the key to profitable growth. Increased competition meant that customers were demanding, and getting, lower prices. What s more, a slowdown in several of the company s primary markets was cutting into revenues and sharply reducing return on assets. The company s president recognized the need to move to a much lower breakeven point, but supply chain operations were focusing on yesterday s priority customer delivery excellence. Where does this type of disconnect come from Simply put, the new business vision of the company s president had not been translated into new objectives for the supply chain. Although the overall business plan clearly showed the volume and price declines and their impact on margins, the implications for supply chain operations had not been considered. It was only when the company began to lose money that a major supply chain reorganization occurred, which led to factory closures, facility consolidation, and outsourcing of manufacturing.

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