G1RD-CT-2002-00698 e-Volution II

1
G1RD-CT-2002-00698e-Volution II Road map for
e-business implementation in Extended Enterprises
Final Project Review VOL.3 15 April 2005
2
Annex Details of technical results
Methodology Software tool-kit OrganisationAnalyser
MarketAnalyser StrategyBuilder
3
Annex Methodology
4
e-business roadmapping methodology concept
Purpose and objectives Concept Structure Technical
realisation Innovations
5
Methodology purpose

• Reducing risks, uncertainties, incompatibilities
  within the scope of strategic e-business planning
  in horizontal/vertical value chains
• Know-how transfer of business planning processes
  and methods to SMEs
• Making e-business accessible to enterprises as
  basis for realisation of Extended Enterprise
  concept
• Enhancement of e-business implementation along
  inter-enterprise value chain

6
Methodology objectives

• consideration of e-business life cycle in
  Extended Enterprises
• Value/supply chain focus
• simple and efficient to use and traceable results
• easy to learn to enable user to repeat and
  replicate the process for use case specific
  constellations
• industry independent, flexible in its application
  and applicable in different environments
• accommodation of existing resources and varying
  constraints inside the Extended Enterprise
• Use of roadmapping approach

Specific objectives addressed
7
Roadmapping process to develop the roadmap

• creative analysis method forecasting, finding,
  analysing, assessing and visualising future
  development paths of products, services,
  technologies, and business at all
• systematic registration and grouping of expertise
  knowledge, coordination of different opinions
• logical and consistent method for organisations
  to decide where to focus and invest resources
• structured mechanism for organisations to
  forecast developments and how they need to react
  to them
• ideal for collaborative planning and strategy
  coordination in an EE
• Methodology integration framework for
  activities, methods, tools, know-how

e-business roadmap is time-based plan that
defines where an entity is, where it wants to go,
and how it can get there (e-business strategy)
8
Methodology concept

• Business objectives satisfaction contribution of
  e-business to the realisation of business
  objectives
• Value chain focussing analysis of the whole
  supply and value chain
• E-business opportunity identification enterprise
  and E2 potentials, e-business bottlenecks (b2b,
  b2c, b2a)
• Adaptability and flexible use framework, open
  for case specific adaptation und use
• Interactive, participative and thorough
  collaboration of value chain partners to complete
  the process of e-business strategy formulation
• Modular guideline for realisation of e-business
  (ICT and organisation), tool support
• Integrative proofed and innovative methods and
  instruments from academia and business world

Key principles and design guidelines
9
Methodology structure

• Roadmapping approach
• (Reference) process model
• Thematic modules
• Integrated in common business life cycle models
• Supporting components

10
Technical approach for methodology structure
design

• structural design follows general process
  description models (series of tasks and
  activities, using methods)
• Design of hierarchical, open model that
  formalises and systemises this process -gt process
  reference model
• formal, standardised description of management
  processes
• framework of relationships among
• standard processes and metrics to measure process
  performance, management practices
• (re-)configurability
• Professional model design with ARIS tool-set from
  IDS Scheer company

Process (reference) model
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Module 1 Definition of strategic enterprise
business objectives

• Purpose
• Methodological approach and supporting software
  tool for definition of enterprise system and
  hierarchy of business objectives, from vision
  down to quantified strategic objectives, as basis
  for any entrepreneurial acting and collaborative
  business in an EE constellation
• Fields of application
• strategic enterprise positioning
• strategic enterprise planning
• development of corporate enterprise identity
• business model specification
• enterprise presentation and business purpose
  communication

12
Module 2 Organisation analysis

• Purpose
• Methodological approach for resource based EE
  analysis
• Identification of e-business use, practices and
  potentials based on organisational hard und
  soft facts
• Identification of organisation related strengths
  and weaknesses as basis for e-business strategy
  development within the scope of EE concept
  realisation
• Fields of application
• Business goal system definition
• analysis of organisational, technological and
  human e-competences
• core competence analysis as basis for realisation
  of competitive products and services
• strategic forecasting and early warning analysis
• collaborative and transparent EE benefit
  definition

13
Module 3 Market analysis

• Purpose
• Methodological approach for market based
  strategic situation analysis
• Identification of market related opportunities
  and threats as basis for e-business strategy
  development within the scope of horizontal EE
  concept realisation as well as on enterprise
  level (vertical EE)
• Fields of application
• product, market, customer analysis for markets
  segmentation as basis for collaborative
  e-business model
• competitor analysis
• market attractiveness analysis for products /
  strategic business units
• analysis of enterprises relative competitiveness
  with special focus on e-business related issues
• target market search for extended
  products/services resulting from the EE business
  model (e.g. vertical EE)

14
Module 4 e-business strategy and roadmap
formulation

• Purpose
• Methodological approach and supporting software
  tool for synthesis of results from market and
  resource based strategic business analyses for EE
  e-business strategy and roadmap development
• Fields of application
• EE business objective definition
• EE business model specification (EE entities,
  value chain structure, hierarchy of strategic
  business objectives)
• e-business TOWS-analyses
• e-business strategy formulation (goals, targets,
  measures, resources)
• traceable e-business strategy assessment and
  selection
• e-business implementation roadmap definition
• e-business strategy implementation controlling
  with Balance Score Card (BSC)

15
Methodology innovations 1/2

• Roadmapping new application field for e-business
  strategy design
• Integration macro and micro environmental
  analysis as basis for e-business strategy design
• Collaboration philosophy of collaboration
  between EE partners in the analysis and decision
  making process for EE e-business strategy
• Measures well-funded decision making and basis
  for realisation monitoring and controlling
• Reference model process model as first step
  towards a reference process model a formal,
  standardised description of management processes

16
Methodology innovations 2/2

• Modularity process model as framework for
  integration, revision, update and advancement of
  thematic components
• Thoroughness Completeness is not to reach, but
  the approach covers the whole process from idea
  to e-business strategy formulation
• Use case adaptation user is guided through
  e-business roadmapping process, can instantiate
  own process, finds help in terms of methods,
  guidelines, and tools
• EE meta business model specification modelling
  of any kind of EE business constellation with
  generic business object type (BOT) model for
  consolidation of business system and software
  system view

17
Modules 4 Forecast

• Modules 1-4 provide basic inputs for
  Requirements, Design, Implementation and
  Operation phases but without providing an
  integrated methodological approach
• But by its nature, reference model approach and
  principle of modularity, extension of the current
  methodology and underlying model to these phases
  is possible

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From the extended work plan new, innovative
approach for e-business implementation by
harmonisation of different business models and
views
Value chain
Extended Enterprise
Business system view


Software system view
Based on David A. Taylor Business engineering
with object technology. 1995

• Business and organisation driven process design
  instead of software driven

• Development of a concept for e-business holistic
  e-business implementation preparation from idea
  to design

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Tool-supported methodology for e-business
requirement specification and design in the EE
based on business object type (BOT) model
specification

• Business, organisation, entities (attributes
  e.g. role, responsibility)

Organisation types
Target types

• Targets, target clusters, BSC perspectives
• ratios, key performance indicators

Process types

• Core processes, business processes, activities,
  actions

Resource types

• Employees, machinery, IT infrastructure
• Products, product types, parts

Utility types

• All types that do not fit into the other
  categories, e.g. location

• Software suite for use case specific model
  instantiation

20
Next step after business model instantiation
software design

• Data Model Designer (prototype of IMS company)
  creates running software applications with
  database independent persistence and
  independently from the operative system based on
  BOT-model
• little programming efforts
• cost effective design of individual software
  solutions

XML Config File (D)
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Annex Software tool-kit
OrganisationAnalyser MarketAnalyser StrategyBuil
der
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Software tool-kit
Content Service Provider http//www.cybion.it/evo/
home.htm

1. Tool-kit access point
2. Content Service provider
3. OrganisationAnalyser
4. MarketAnalyser
5. StrategyBuilder
6. ProjectManager

(2)
(4)
(5)
(1)
Online tool-kit http//hephaestus.infoproject.com.
gr/evo/evotoolisapi.dll/ Login evodemo Password
p455s
(3)
(6)
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Annex OrganisationAnalyser
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Management Summary of Organisation Module

• identification of all organisational aspects
  which have affects on the development of an
  e-business strategy
• support of the decision making process with
  respect to the cooperation specialties within
  Extended Enterprises
• Building up the basis to define strength and
  weaknesses as internal

Objectives and expected results

• clear description how the OM supports EEs
  eBusiness Strategy finding process
• clear description how each EE partner is involved
  and how with relations to the tool kit
• clear presentation of the added value of the OM

Revision measures

• more transparent description of the involvement
  of the EE partner
• more clear description of the added value of the
  OM for the EE

Results
25
Goal-oriented potential analysis as prerequisite
for the development of e-business strategies
Potential analysis
gathering of symptom data
analysis of causing data
technology
human
plausibility of goals potential identification
definition of design approaches
organisation
goal system
EE core aspects
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Thesis 1 What has to be part of the Organisation
Module
The ORGANISATION MODULE APPROACH concludes the
following core topics
ORGANISATION GOALS ORGANISATION BUSINESS
PROCESSES ORGANISATION CORE COMPETENCES ORGANISAT
ION CORPORATE AND eBUSINESS STRATEGY ORGANISATION
PRODUCTS AND SERVICES HUMAN COMPETENCES AND
ABILITIES TECHNOLOGY eBUSINESS ABILITIES
Human
internal
analysis
Technology
Organisation
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Thesis 2 Special quality of defining
organisational strengths and weaknesses in
extended enterprise structures demands special
quality of information gathering and processing
potential strengths and weaknesses
potential chances and risks
Organisation Analysis
Market Analysis
GOAL definition CORE COMPETENCES analysis and
definition CORPORATE AND eBUSINESS STRATEGY
analysis COMPETENCES (ABILITY and CAPABILITY
analysis) eBUSINESS ABILITIES definition
market size analysis product range
analysis turnover and profit analysis market
growth analysis
mostly qualitative facts and creative work
mostly quantitative figures and calculations
28
Thesis 3 Differences in EE architecture have to
be considered
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Thesis 4 The organisation analysis has to be as
adaptable as the different EE architectures and
characteristics require
Characteristic
Starting point
The initialising company knows his competencies
exactly and has an idea e.g. for a new product.
Who could be a good strategic partner to realise
this idea and how has the eBusiness organised?
Strategic Network
Companies know each other competencies and
develop together (based on the competencies) a
new idea, e.g. a new product. How looks the
optimal eBusiness strategy?
Regional Network
A company knows their own products. This company
has an idea, how their own products could be
better sold with, e.g. an extension of services,
individualised parts. Which partner can give
order-related added value and how has the
eBusiness be organised?
Virtual Enterprise
A broker brings supplier and OEM together to one
EE. How should be the optimal eBusiness strategy
designed to support such organisation?
Holonic Network
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Thesis 5 Different participant roles have to be
considered independently from the architecture
Kinds of co-operations as basis to have a view on
EE constallations
Strategic Network
Virtual Enterprise
Designer

• Co-operations are the first status of EE
• There are a lot of different theoretical kinds of
  cooperation networks
• In practice (at least from our experience), all
  of them have in general two kinds of partner

DistributorProducerLogisticSupplier Supplie
r
Manufacturer
Broker
Distributor
Supplier

• operative partner
• is involved in the EE
• supports the EE activities
• acts reactively!
• coordinating partner
• driving force of the EE
• mostly one partner, the strongest and / or the
  partner with direct end customer contact
• acts proactively
• is managing / navigating the EE

Regional Network
Holonic Network
Supplier
Logistic
manufacturer
manufacturer
Distributor
Coordinator
Source following Wiendahl, H.-P., et. al (1997)
31
Thesis 6 Special Quality of project work in
Extended Enterprise Structures requests special
technical support for efficient work
project work in a company
project work in distributed organisations

• same enterprise culture
• same project culture
• same overall goals
• same understanding of processes
• people know each other
• short distances

• different enterprise cultures
• different project cultures
• different overall goals
• different understanding of processes
• people dont know each other
• long distances

physical meetings most effective even if they are
not in depth prepared or if only some points have
to be discussed
physical meetings are only effective if they are
well prepared and if decisions can be made
short physical meetings in short, regular
intervals
punctual physical meetings only if results
available, extensive use of ICT network structure
32
Vertical Extended Enterprises different levels
of information gathering
2nd tier supplier (operative partner)
1st tier supplier (operative partner)
OEM (operative partner)
EE level (co-ordinator)
goal definition goal prioritisation process
prioritisation core competence analysis eOrganisat
ion definition eBiz abilities
process prioritisation
33
Horizontal Extended Enterprises different
levels of information gathering
OEM (operative partner)
EE level (co-ordinator)
final producer
end user
goal definition goal prioritisation process
prioritisation core competence analysis eOrganisat
ion definition eBiz abilities
process prioritisation
34
Similarities and differences of the kinds of EE
organisations

• information gathering to identify strength and
  weaknesses on EE level are almost the same on
  vertical and horizontal EE organisations

• There is a small difference in having a view on
  the single competencies of the partners within
  the EE
• in horizontal EEsWhat kind of new products /
  services are possible with the competencies of
  each partner?
• in vertical EEsDo the core competencies of each
  partner in the single stage of the value chain
  fit to the needed task/added value for the EE?

• Ergo
• individual competence analysis could be important
  for the SWOT no direct impact on OM on EE level
• core competence alignment in horizontal EEs is
  important for OM

35
The definition of involved participants and their
individual roles decide essentially about project
success
possible roles within Extended Enterprises
projects project client project
responsible project leader project
participant project affected
tasks to fulfil coordination steering reporting
information gathering and aggregation decision
preparation given expertise ...
clear definition who does what at what time with
what result
Supported by the system through freely adaptable
user accesses made with an extensively developed
user manager
36
General approach to analyse the EE organisation
tasks for organisation analysis
self-similar basic steps to analyse organisation
analysis results
creative aggregation
definition of pot. S/W
GOAL definition CORE COMPETENCES analysis and
definition CORPORATE AND eBUSINESS STRATEGY
analysis COMPETENCES (ABILITY and CAPABILITY
analysis) eBUSINESS ABILITIES definition .
EE goal definition EE goal prioritisation target
process prioritisation individual and EE core
competence analysis eOrganisation analysis eBiz
abilities analysis
S
Strategy Builder
W
37
Methodology as simple as possible to create
room for creativity
tasks for organisation analysis
methodological structure to gather and process
information
1 level
2 level
3 level
GOAL definition CORE COMPETENCES analysis and
definition CORPORATE AND eBUSINESS STRATEGY
analysis COMPETENCES (ABILITY and CAPABILITY
analysis) eBUSINESS ABILITIES definition
project (interview)
task (questionnaire)
topic (question)
task
topic
task
topic
topic

topic

aggregation visualisation
aggregation visualisation
38
OrganisationAnalyser software

• Common features
• data and information collection tool for decision
  preparation in decentralised structures instead
  of resource and time consuming business travels,
  meetings
• Web-based for decentralised, timely independent
  processing
• Online (Internet und Intranet) and offline
  (local) use scenario
• Professional user and project (interview)
  management
• Scalability (number of users and interviews)
• Freely customisable interview projects
• Extensive question type method library
• Analysis and reporting functionalities
• e-volution features
• Support of creative strategy development
  processes EE networks
• Analysis tool for
• EE strategy level (hierarchy of business
  objectives)
• EE socio-informal level (competences and
  abilities)
• Information level (competences and
  IT-infrastructure)

39
Definition of the sequence of steps to analyse
project individual data gathering and processing
and the assignment of users / user groups to
single project steps - German user interface
tasks and topics
sequence definition
definition of users / user groups and email
invitation
40
Methodology - How to proceed one task with the
organisation analyser (basic steps)
41
Functionalities of the tool kit gives as much
support as possible to support repetitive,
standardised processes during the organisation
analysis

• extensive user administrator to support
  individual participant role definition
• knowledge library to support knowledge transfer
  about previously used project contents,
  structures, and expertise
• design of structured questionnaires
• with all kind answer options (open and closed
  questions, multiple choice, single choice,
  multidimensional)
• any possible substructures
• involvement and exclude of single people or
  entire groups
• option to actively inform the participants by
  integrated email-functionality
• option to restrict of the data gathering on a
  defined time frame
• active tracing of gathered information and
  remembering of pending persons
• individual data processing
• by provided standard visualisations
• or export to MS Excel and its data processing
  options
• reporting functions to the involved persons about
  the achieved results
• definition of potential strengths and weaknesses
  and their transfer to the Strategy Definition
  Module

overview running projects
project creation
user admin
user admin

• project leader interface
• projects
• tasks
• evaluation options
• editing options

42
Fast overview over the collected information by
providing basic management information and
different kinds of standard visualisation

• Multidimensional answers
• x-axis
• y-axis
• size of point
• colour of point

sum of answers to pursue pending persons
kind of standard visualisation (portfolio,
chart, etc.)
standardised data export for individual data
processing
aggregated data
individual data
43
Critical factors in working with the
OrganisationAnalyser

1. Missing experiences in project management leads
   often to double work, pending results or
   overloading of budgets and time resources
2. A not clear defined starting point (e.g. goals
   and partners are already defined) leads to double
   work and to frustration / demotivation of the
   participant
3. Unclear definition of the to be involved
   participants and their individual roles causes
   delays in the progress by unnecessary process
   loops or wrong output through missing/wrong data
   base
4. Unclear definition of milestones and decisions to
   be taken leads to unnecessary meetings or delays
   due to late decisions or wrong project
   development directions
5. Sticking too much on the software reduces the
   awareness of the need of essentially needed
   creative work

44
Management summary - OrganisationAnalyser

• Development of the Organisation Analyser which
• has standardised methodology which can be
  individually adopted independent from kind of EE,
  characteristic, size, branch, etc.
• methodology is theoretically proofed that it is
  independent usable from characteristic, size,
  branch, etc.
• can be adopted to the starting point of eBusiness
  strategy development depending from the
  characteristic
• development of structured steps in the principle
  of self-similar layer which simplifies the
  project work
• active integration of ALL task-relevant persons
  within the EE by defining their individual role
• development of the critical factors to provide
  experiences and to avoid mistakes
• methodology is open for any extension (in terms
  of amount of partners, regions, processes) in the
  tasks of data gathering, aggregation and analysis
• providence of an integrated knowledge management
• the simplicity of the methodology and its
  IT-support is the most important strength

results and innovation in methodology
the simplicity of the methodology and its
IT-support is the most important strength
45
Management summary - OrganisationAnalyser

• Development of the Organisation Analyser which
• IT-support as simple as possible to give room for
  creative work
• supports standardised processes and can be
  combined with non-it-supported project steps
• corresponds IT-support to the requirements of
  project work in EE organisation structures
• approaches a web-based application with respect
  to the distributed organisation structure of EE
• knowledge library for know-how transfer
• adaptable for any kind of information gathering
• structured approach for information aggregation
  (standard export to MS excel for individual data
  processing)
• individualised aggregation and visualisation
• possibility to clearly define roles within the
  project to support successful project management
• place and time independent active integration of
  ALL task-relevant persons within the EE
• standardised reporting options
• Increase project efficiency by reduction of
  efforts (travel, time) to produce decisions and
  results between the EE partners
• can be used as stand alone solution or integrated
  in the eVo tool kid or other due to standardised
  interfaces

results and innovation in tool kit application
the simplicity of the methodology and its
IT-support is the most important strength
46
Requirements on a multi-project management
support in EE organisation structures

• use of simple instrument
• basic functionalities to steer and report
  projects
• no installations or additional software
• high usability (not a second SAP-PLM or MS
  project!)
• enabling of operationalisation of defined
  strategies into projects
• system which is close to business habits e.g. in
  reporting
• possibility of specific adaptations
• included basic functionalities (roles, kinds of
  projects, etc.)

47
Integrated criteria for an effective project
management not always basics, especially when
companies with different cultures and attitudes
are working together

1. project goals What concrete and measurable goals
   shell the project meet?
2. sub goals / milestones What are the interim
   steps to realise the overall goal? what are the
   milestones and their dates?
3. activities What concrete activities have to be
   made to meet the defined interim steps /
   milestones? What is the schedule of these
   activities? Who is when and for what involved?
4. results / output What are the results the
   project will cause? What is the sequence of the
   results and their schedule?

48
A good definition of roles support strongly a
successful project management
for project manager / leader
simple and fast creation and editing projects
online work and documentation during project
meetings fast creation of reports overview over
all stati of all projects on the different
levels download of minutes and project relevant
data to provide them to the participants
for project participants
source for latest project relevant data and
information standardised frame for efficient
work in several projects
for management / decision maker
overview over all stati of all projects on the
different levels and history (place
independent) standardised reporting
49
General entry into the OrganisationAnalyser
starts always with the first view on open tasks
to do
The project manager is due to the time
restrictions and its only use in German test
cases is still in German language
50
ProjectManager as support tool to transfer
e-business strategies into e-business projects in
EE organisations (project responsible view)
general project information
overview over my projects
new project
archive
kind of project types
project
print overview as basic information source for
all involved participants
sub project
the overview the basics and most important data
are shown up!
51
Basic features of the ProjectManager I/II
basic data protocols activities tasks
resources decisions uploads
fast overview and fast data input is given to
support online work and to reduce efforts in
administration
upload
history
52
The standardised project report provides all
project related information and additional
download options (partly shown)
extract
general information
Gantt charts for reporting issues
downloads for additional information
53
Achieved results with the ProjectManager
application

• Option to simply document the operationalisation
  of the developed e-business strategies with clear
  description of responsibilities
• increase in transparency and result
  responsibility
• Standardised project management and reporting
  support
• Place independent accessibility without
  additional tools except standard web browsers
• Multi-accessibility with different roles meeting
  the requests of projects in EE organisations
• Providing a tool that is close to the commonly
  used project information in industry
• Open system in terms of exchanging data,
  individualise interfaces and information
  processing, interfaces, etc.

54
Technical specifications of the requirements to
use the OrganisationAnalyser and ProjectManager

• technical specifications
• programming language
• php
• java script
• html
• DB My SQL
• implemented open source typo3
• requirements
• internet access
• internet browser min. MS IE version 5.0 and higher

55
Innovation I/II

• full integration into tool kit because
  programming basis is the same than the
  organisation analyser
• access rights and roles of the participants
  correspond to the rights of the eVo tool kit
• web application with no need of extra upload,
  extra server system and therefore extra budget
• high usability by concentrating on the basic
  features needed to manage and report
  multi-projects in distributed structure
• simple but easy to overview budget controlling
• Gantt charts
• clear definition of goals, responsibilities,
  results and involved resources
• lightening systems to visualise the stati on
  different levels
• standardised project reporting

56
Innovation II/II

• implementation of the commonly information used
  by industry in daily projects
• differentiation in investment and common projects
• option to define strategic goals and dedication
  of projects to these goals
• option to uploads and downloads dependent from
  the persons status
• no complicated in-depth details as other given
  pm-tools need, such as man-hours, euro per
  man-hour, etc to calculate overall project costs.
  Such systems need extensive training and can in
  its full functionality only be used by experts.

57
Annex MarketAnalyser Software
58
MARKET MODULE CONCEPT
- Product and Market Assessment- Purchasing
criteria analysis- Competitors analysis-
Comparison analysis- Influence of e-business on
the EE market
59
Product and Market assessmentIdentification of
the EE P/M areas on which the market analysis has
to be carried out.

1. Specify drivers of each dimension/ Identify the
   critical internal and external drivers
2. Weight drivers (assign relative importance
   weights to drivers)
3. Score PMs each driver
4. Position each PM in Attractiveness-Strength
   Matrix and interpretation
5. Specify opportunities and threats

60
Product and Market assessment methodological
step
P/M area attractiveness

• E assessment of
• P/M area
• Competitive position

Matrix portfolio assessment
Financial data in the P/M table
Product Market table
Competitive position in P/M area

• Contribution margin analysis

• Matrix representation

• Total assessment

• P/M area choice

• Product definition
• Market definition

• The values of this matrix will influence the
  following assessment of the market
  attractiveness, providing default values for the
  P/M attractiveness table
• Future financial data foreseen by using Neural
  Network algorithm

• The PM assessment is extended with the
  Sensitivity analysis in order to evaluate new
  scenarios produced by different values given to
  the attractiveness/competitive questionnaire.

61
Product and Market assessment

1. Definition of the scale used on the two axis of
   the matrix (Attractiveness and Competitive
   position)
2. Identification of relevant factors related with
   the Attractiveness and Competitive position
3. Evaluation of factors relevance (weighting phase
   - Pi -) of each P/M areas
4. Evaluation of the level (Li) for each analysed
   factors (Qualitative assessment of predefined
   questions)
5. Total assessment determined by Attractiveness and
   Competitive position index for the specific P/M
   area, used formula

62
Product and Market assessment Customisable
questionnaires
H High M Medium L Low for a qualitative
answer. Graduation of influence of e-business on
attractiveness and EE position on the specific
P/M area
P/M ATTRACTIVENESS TABLE
COMPETITIVE POSITION TABLE
Total evaluation for each P/M areas
63
Product and Market assessment matrix portfolio
assessment
Bubbles position in the Matrix quadrants support
the manager P/M areas choice.
Matrix area Description
1st Priority High score on both attractiveness and competitive position.
2nd Priority High score on attractiveness but not on the EE competitive position ? the EE should decide whether it is possible to achieve a better position in the market.
3rd Priority High score on EE competitive position but a low score on attractiveness ? assessment of how attractive is this market, and if this is enough to render an acceptable profit ('milk' the P/M areas for as long as possible without making too large investments)
Not a priority Low score on both attractiveness and EE position ? consider withdrawing from the market if profits are not satisfactory or future prospects are not brighter.
High
2nd priority
1.st priority
2nd priority
First P/M area
P/M area attractiveness
Second P/M area
Not a priority
3rd priority
Not a priority
3rd priority
Low
Weak
Strong
EE position in the P/M area
64
Product and Market assessment Sensitivity
Analysis

• The Sensitivity Analysis (SA) aims to support
  the MM analysis providing the PM assessment with
  a what if analysis performed on the
  Products/Markets chosen.

Values previously chosen for each question can be
now dinamically changed and the results displayed
in the PM matrix (with stored values and modified
values)
65
Purchasing criteria analysis

• Information gathering about customers' purchasing
  criteria, and about the way in which your
  organisation accomplish them
• Internal workshop by Marketing department
• Direct or phone interview
• Market research
• Research results documentation
• Assess how your main competitors satisfy
  customers' purchasing criteria and benchmarking
• Conclusion EEs OT assessment according to the
  investigation of consumers' purchasing criteria

Competitors Purchasing criteria analysis
EE Purchasing criteria analysis
FINAL SUMMARY Benchmarking between the EE
criteria and the competitor n1 for each specific
criterion.
Value creating activities identification
Purchasing criteria prioritised
Performance assessment

• Production
• Distribution
• ..

• Product quality
• Delivery precision

• Qualitative assessment of each internal value
  creating activities

66
Purchasing criteria analysis
67
Purchasing criteria analysis
TEMPLATE FOR COMPETITOR ANALYSIS
68
Purchasing criteria analysis
Summary the EE vs competitors
These qualitative values are picked from the
previously analysed tables.
69
Competitor analysis
Competitor's position in the market and
competitive advantages
Assessment of competitor's value creating
activities S.W.
Description of competitors current e-solution
Intermediate OT Analysis

• P/M areas served by the competitor
• Competitor's market position and market share

• Information (one way)
• Communication (two way)
• Trade/e-Commerce
• Business Integration

• Based on the description and the assessment of
  main competitors describe intermediate OT
  elements

70
Competitor analysis
Description of competitors current e-solution
for each value creating activities
71
Comparison with competitors
Extended Enterprise Competitors

1. Summary assessment of how the EE fulfils the
   customers' purchasing criteria in comparison with
   its competitors
2. Summary assessment of EEs productivity compared
   to those of the direct competitors
3. Assessment of EEs current e-solutions (if any)
   compared with its competitors
4. Description of strengths, weaknesses,
   opportunities and threats based on the summaries
   above.

• Purchasing criteria analysis
• Value creating act. analysis
• E-solution analysis

FINAL SUMMARY Benchmarking between the EE and
the competitors
Purchasing criteria comparison
72
Comparison with competitors (Value creating act.
Analysis)
73
Comparison with competitors (e-solution)

• Examples of e-solution
• Information (one way)
• Communication (two way)
• Trade/e-Commerce
• Business Integration

74
E-business impact on the EE market

• DESCRIPTION OF OPPORTUNITY
• Opportunity definition
• Improvement of current business /new business
  model
• Improvement the Opportunity create in term of
  cost, revenues, market situation
• DESCRIPTION OF THREATS
• Threats definition
• Threats description
• Description of how this threat may influence
  costs, revenues or market position

O.T description of EE partners
Information gathering

• Specific e-business related survey (MM help on
  line - CSP)
• External link by using the Information Selector
  (CSP - WWW)
• EE networks
• Trade association

Opportunity Impact on business model Opportunity description Costs Improvements
Access to more customers both national and international Improvement of existing business models Internet sales allows to sell to more customers. They may use their own Web site or a marketplace for buying the products. Less sales costs per customer
75
MarketAnalyser software Distributed Multi-tiered
Applications

• In order to cope with Extended Enterprise
  concepts, Market Module architecture is based on
  a multi-tiered distributed application model,
  using J2EE technologies.
• Multi-tiered environment allows the profiling of
  the users by using authentication procedures.
• Market Module application is based on four logic
  tiers, even if it corresponds to three physical
  tiers, as follow
• Client-tier components run on the client machine.
  
• Web-tier components run on the web server (J2EE
  server).
• Business-tier components run on the application
  server (J2EE server).
• Enterprise information system (EIS)-tier software
  runs on the EIS server

76
Market Module Distributed Multi-tiered
Applications

• The client communicates with the business tier
  running on the J2EE server either directly or, as
  in the case of a client running in a browser, by
  going through JSP pages or servlets running in
  the Web tier.
• Market Module is based on a thin client business
  functionalities are public, parametric and
  available to be invoked also by third
  application, employing SOAP and/or Web Services
  technology. In this way, Market Module, in
  particular business logic, will easily allow to
  interface itself with other applications by
  software connectors (i.e. XML connectors,).
  According to J2EE technology, Market Module web
  components would be either servlets or JSP pages.
  
• Business component code, which is the logic that
  solves or meets the needs of a particular
  business domain such as EE-Position
  functionalities, Sensitivity Analysis, , are
  handled by enterprise beans running in the
  business tier.
• Business component and client component will
  communicate by exchange data and parameters XML
  formatted (next step).
• The last tier is the enterprise information
  system (EIS), which handles enterprise
  information system software the data resulting
  from the market analysis will be stored in a MSDE
  2000 database engine. This tier also include data
  integration logic and enterprise infrastructure
  systems (i.e. enterprise resource planning (ERP),
  mainframe transaction processing, database
  systems, and other legacy information systems).

77
MarketAnalyser software

• Features
• structured data acquisition and processing
• processing of complex data streams
• sensitivity and neuronal network analyses
• Information Selector for retrieval of relevant
  information from different sources
• online documentation and reporting
• platform independent use (web based)
• Components
• Product and market analysis
• Competitor analysis
• Market segmentation
• Information selector

78
Information Selector

• Is an added suite integrated in the Market
  Module,
• It enables data retrieval from internal (to the
  company) and external (CSP, EE and internet)
  databases.
• The IS can operate on three different kind of
  data repository Content Service Provider (CSP),
  Internet (by using the standard search engines or
  some user defined), or a local database (EE
  Repository) fed by the EE partners, thanks to a
  multitier application dedicated to the document
  management.
• EE Repository can be also used to store all the
  data retrieved from Internet or the CSP, in order
  to establish a living data repository available
  for the EE members by using a remote connection.
• IS is composed by two main tools, the first one
  (Information Selector Agent ISA) is essential
  to retrieval useful information and the second
  one (Information Selector Repository ISR)
  takes in charge the management of information.

79
Information Selector Agent Characteristics

• The IS is based on the intelligent agent
  paradigm as a matter of fact it is possible to
  establish advanced auxiliary search criteria
  (hints) which combined with those predefined by
  the user, enable a context search where non
  focused data are automatically discarded.
• Such hints are stored in a data repository,
  they are parametric and they can be enriched and
  modified by the user. The IS is ready to use and
  web based it can be triggered not only within
  the MM by a specific button but also from other
  applications (3rd party application). It turns
  out to be a powerful, versatile and deep search
  engine.
• Information Selector satisfies knowledge exchange
  needs, it is rule based and plays the role of
  assistant. The figure below highlights IS
  position inside Intelligent Agent Characteristics
  chart

80
Information Selector Agent (ISA)

• ISA is based on Google Web APIs services.
• ISA can query more than 4 billion web pages,
  directly from application. Google is based on the
  SOAP and WSDL standards ISA approaches Google
  web services, coding actions and queries by ASP
  pages and SOAP envelopes.
• ISA is able to perform advanced searches, looking
  for data inside databases, legacy environment,
  repositories, shared folders, documents and
  everything indexed on Google databases. Besides,
  ISA carries out quests inside Google directory,
  too.
• Using Google Web API, ISA enable different kinds
  of searches
• Within the page ISA engine supports syntaxes
  that allow to restrict the search to certain
  components of a page, such as the title or the
  URL.
• Kinds of pages ISA engine allows to restrict
  search to certain kind of pages, such as a sites
  from the educational (EDU) domain or pages that
  were indexed within a particular period of time.
• Kinds of content ISA engine is able to find a
  variety of file types. For examples, Microsoft
  Word documents, Excel spreadsheets and PDF files.
  ISA is also capable to find inside specialty web
  pages likes XML, SHTML or RSS.
• Its important to underline that these special
  syntaxes are not mutually exclusive.

81
Information Selector Repository (ISR)

• ISR is thought to manage all knowledge, documents
  and all kind of material owned by EE.
• ISR allows to share EE-partners resources inside
  EE context.
• It is an n-tier web application that makes
  available a tool to settle documents and sources
  previously found wondering through internet
  database or inside Content Service Provider or
  into an internal data resource.
• Each EE-partner is capable to save data found,
  and believed important, into ISR. Then he can
  retrieve these data every time he need and he can
  share his own resources with other EE-partner. In
  this way each EE behaves like a content service
  provider for each partner, enabling knowledge
  management and exchange mechanisms of data owned.
  
• So, IS suite is capable to support the operations
  strictly connected with information, addressing
  data search and data storage matters.

82
Information Selector Repository (ISR)

• ISA is able to save items collected directly into
  the EE Repository
• EE Partners can search document previously saved,
  using ISR Search Engine feature.
• ISR is thinking to work only inside EE intranet
  or over VPN.

83
Annex StrategyBuilder Software
84
Software revisions Progress made
Progress evolution 1st Version 2nd Version 3rd Version (Current)
Functional Specification Lack of integrated scope of Extended Enterprise. Limited scope of Strategy implementation Lack of e-business solution Lack of strong argumentation in regard to strategy identification and selection Not a complete approach to roadmap implementation Structured approach. Complete set of analysis Extended enterprise focused E-Business strategy and evaluation. E-business implementation (roadmap) availability.
Technical Specification No actual connectivity to other modules (Organisation and Market) copy paste of results. Stand alone application Connectivity to other modules through Active- X Object Connection-Database data results through direct extraction. Web Application. Connectivity with other modules through web services for the exchange of results.
85
Final Specifications of StrategyBuilder

• Revised final functional specifications
• Extended Enterprise business vision-mission
  definition
• Extended Enterprise constellation specification
• Strategic e-business situation analysis
• e-business SWOT analysis
• e-business strategy formulation and selection
• e-business strategy alternative assessment
• Strategy assessment
• e-business roadmap specification

86
StrategyBuilder platform

• Data from OrganisationAnalyzer and MarketAnalyser
  are exchanged with the StrategyBuilder.
• The OrganisationAnalyzer (OA) and MarketAnalyser
  (MA) clients exporting the results to text files.
• The StrategyBuilder (SB) client downloads the
  files locally (through Http)
• The StrategyBuilder client employs web-services
  (using SOAP) to update the SB Server database.

Web
Web
MA Client
OA Client
Export file
Export file
Web (http)- Downloading of files
1
1
2
(SOAP-http)- Web services Update results
SB Client
3
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StrategyBuilder main tool features

1. Linkage to and integration of MarketAnalyser and
   OrganisationAnalyser
2. EE model formulation
3. EE e-Business Strategy Formulation
4. EE e-business strategy assessment
5. EE e-business roadmap design

88
StrategyBuilder EE model formulation feature

• EE business vision statement definition
• EE structure modeling
• Entities
• Business processes
• Value chain

89
StrategyBuilder - EE e-business strategy
formulation feature

• Definition of basic e-business strategy
• TOWS-analysis
• Definition of e-business strategy alternatives
• Business processes
• Business partners
• Business objectives and goals
• Further attributes

90
StrategyBuilder - EE e-business strategy
assessment feature

• Assessment of e-business strategy alternatives
• Criteria definition
• Value benefit analysis
• Selection

91
StrategyBuilder - EE e-business roadmap design

• Definition of roadmap component (selected
  e-business strategy alternatives) dependencies
• Implementation time specification
• Optimistic, most likely, pessimistic
• Roadmap consistency check (time, sequence,
  dependencies)
• Visualisation (PERT-like)