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A Comparison of Sun's Java 2 Enterprise Edition (J2Ee) and Microsoft's .Net Framework Using the Porter's Five Forces Model of Competition

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A Comparison of Sun's Java 2 Enterprise Edition (J2Ee) and Microsoft's .Net Framework Using the Porter's Five Forces Model of Competition
A Comparison of Sun 's Java 2 Enterprise Edition (J2EE) and Microsoft 's .NET Framework using the Porter 's Five Forces Model of Competition

Abstract: A Strategic Management Comparison of Sun 's Java 2 Enterprise Edition and Microsoft 's Dot.Net Architecture using the Porter 's Five Forces Model of Competition. What will be compared is who are their competitors in their industry, barriers to entry for other companies that want to deliver enterprise business applications, threats of substitutes for either technology, their suppliers, and their customers.

1. Introduction
This paper will do a comparison of two major enterprise development platforms that belong to Sun 's Java 2 Enterprise Edition and Microsoft 's Dot.Net Enterprise Architecture. The comparison will be based on how Sun and Microsoft position their technologies in the open market. From a business viewpoint, the model that will be used to compare these technologies is based on Michael Porter 's Five Forces Model of Competition. "In order to determine what information would allow a technology to be successful in their industry, it must have a competitive strategy and have a competitive advantage over its competitors. What is the concept of the Porter 's Five Forces Model? It involves a relationship between competitors within an industry, potential competitors, suppliers, buyers and alternative solutions to the problem being addressed. Used as a basic structure, it is built on it with concepts from the works of many other authors. As a result, it became a model that has several relational links to other companies. " This model will be used to determine the position of J2EE and Dot.NET based on the following elements of the Porter 's Forces Model of competition: (1) Industry Competitors – Rivalry among the firms; (2) Potential Entrants – Threat of newcomers; (3) Customers – bargaining power of buyers; (4) Substitutes – Threat of substitutes or service; (5) Suppliers – how powerful


References: [1] Business Resource Software [2] Fortune 500, http://www.fortune500.com [3] Silicon.com, http://www.silicon.com [4] Information Week, http://www.informationweek.com Written on December 2003.
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