e-Enterprise: Business Models, Architecture, and Components / Edition 1 available in Paperback
e-Enterprise: Business Models, Architecture, and Components / Edition 1
- ISBN-10:
- 052177487X
- ISBN-13:
- 9780521774871
- Pub. Date:
- 02/28/2000
- Publisher:
- Cambridge University Press
- ISBN-10:
- 052177487X
- ISBN-13:
- 9780521774871
- Pub. Date:
- 02/28/2000
- Publisher:
- Cambridge University Press
e-Enterprise: Business Models, Architecture, and Components / Edition 1
Paperback
Buy New
$78.99Buy Used
$57.69-
-
SHIP THIS ITEM
Temporarily Out of Stock Online
Please check back later for updated availability.
-
Overview
Product Details
| ISBN-13: | 9780521774871 |
|---|---|
| Publisher: | Cambridge University Press |
| Publication date: | 02/28/2000 |
| Series: | Breakthroughs in Application Development , #2 |
| Edition description: | New Edition |
| Pages: | 306 |
| Product dimensions: | 5.98(w) x 9.02(h) x 0.63(d) |
About the Author
Faisal Hoque, author and entrepreneur, has founded three pioneering Net commerce companies and blazed new trails in business process automation for Fortune 1000 companies.
He is the founder and CEO of enamics, an e-Enterprise modeling company. enamics, an affiliate of META Group, offers objective tools and operating models to its customers to define, visualize, simulate, and to architect an evolving e-Enterprise. In 1997, Mr. Hoque founded EC Cubed and pioneered e-Commerce Application Components. In 1995, as a GE Capital divisional product head, he implemented for that company one of industry's first comprehensive B-to-B Net commerce initiatives. Over the last 12 years, Mr. Hoque has worked with corporate giants like Dun and Bradstreet, Pitney Bowes, General Electric, MasterCard, American Express, Transamerica, Chase, and CompUSA. Mr. Hoque is also a META Group Research Fellow. More information is available @ hoque.com and enamics.com.
Read an Excerpt
1 From Net Commerce to e-Enterprise
I don't think there's been anything more important or more widespread .... Where does the Internet rank in priority? It's No. 1, 2, 3, and 4.-Jack Welch, Chairman & CEO, General Electric
When Jack Welch makes the Net his top business priority you can be sure that the Internet and Net-based business have taken the critical step from possibility into reality. In fact, General Electric and countless other Global 2000 companies are quickly investigating and applying the newest Internet technologies. These companies seek to gain and retain competitive advantages in new and evolving markets through highly adaptive Net-based enterprises. Everywhere you turn, both the mainstream and business news media are focused on the Net Revolution. Both alluring and critical reports about the Web, the Information Superhighway, and Internet ventures abound.
The Net is the backbone for the new digital economy that is radically changing business models around the globe. These new business models have become differentiators that redefine market winners and losers. No one is safe from the changing tide. Past critics of the Internet have said that it's a gadget for hobbyists and computer geeks-not a valuable tool for business. It's all hype, they said. As evidence they pointed to the astronomic market capitalization of so-called Internet stocks. They said that conventional enterprises are safe from these over-publicized startups. Put simply, they were wrong then, and they're wrong now. As Business Week says "You are Merrill Lynch when Schwab.com comes along. You're Barnes & Noble when Amazon.com hits big. You're Toys `R' Us when eToys shows up."
For some companies, the Net Revolution may have begun a new era of unrivaled prosperity. For others it has probably begun a descent toward extinction. The Net Revolution, however, isn't just about setting up shop on the World Wide Web. Instead, it's about realigning business models around global, dynamic value chains by leveraging Net technologies to survive, to compete, and to succeed.
A spring, 1999 survey of cross-industry manufacturers conducted by AMA Research and Ernst & Young revealed that 50.9 percent of the 766 respondents currently use some form of e-Commerce in their business activities. In addition, 92.3 percent of the respondents that were identified by the overall survey results to be "ultimate manufacturers" reported that they are using e-Commerce.3 The forms of e-Commerce that were surveyed include: 1) Supply management/buying/auctioning 2) Internet order, status, and availability tracking 3) Placing Internet orders with suppliers and 4) Accepting Internet orders from customers. The survey also showed that the average percentage of manufacturing revenues presently attributable to e-Commerce initiatives is 8.6 percent, however, that figure is projected to increase to 27.1 percent in five years. Among the "ultimate manufacturers," average revenues from e-Commerce are currently cited at 15.1 percent of total revenues, jumping to 34.4 percent in five years.
This survey clearly shows that Net commerce has already begun to touch both internal and inter-organizational business processes in every part of the enterprise. These processes form the heart of "what the business does." On the supply side, they include essential interorganizational activities such as material, repair and operations procurement, and logistics. Internally they include manufacturing and distribution. On the demand side they include internal activities such as order entry and external activities, and catalog management and customer care functions among others.
The frightening reality, however, is that many of these initiatives are destined to fail. According to META Group, "By 2000, corporations will waste from $35 to 40 billion of the money spent on IT services due to providers whose services underperform or do not perform at all."4 The analyst firm Gartner Group predicts that "By the end of 2001, over 70 percent [of companies] will have failed to plan a coherent approach to electronic business, leading to a significant loss of competitiveness. These e-Business failures will be a result of disconnects between the CEO, operating/line of business units, and IT departments around the strategy to create new competitive advantages and the technology required to implement this strategy."
This book is about defining the next generation enterprises that will undergo the transformation from e-Commerce to e-Business to e-Enterprise. Many business leaders refer to this transformation as "e-Transformation" and to e-Enterprises as "clicks and mortar." These organizations will leverage their existing asset bases with Net business models. This book postulates that there is a coherent operating model you can adopt that embraces the unique competencies of your business. Using this model, you can successfully plan and execute your own e-Enterprise strategy. It is about the convergence of business and technology that is critical to achieving success in creating e-Enterprises.
According to the analyst firm META Group, for companies aspiring to stave off threats and achieve sustained success from their investments in Net technologies, it will be necessary to integrate business architecture and information architecture into enterprise architecture, and the business technologist will play a critical role in overcoming the barriers and constraints of doing so.
This book is designed to help business people understand the technology architecture needed to implement the desired business model, and to help technologists gain an understanding of business architecture. It is meant to bridge the gap in understanding between business leaders and technologists. The effective outcome of the relationship between these two camps will determine which companies will succeed in the next few years.
This book will not teach you how to become the next Amazon.com. Instead, it will teach you how your company, no matter what industry you compete in, can approach the Internet from the standpoint of converging your company's Net business model with your existing real assets. It will prescribe a method of doing so that will provide you with the building blocks to win and win again. These building blocks are meant to provide an operating model that should be explored for your particular e-Initiatives. It should be made clear that it would be impossible to have a complete discussion of all aspects of this operating model in just one volume. Instead, this book attempts to introduce the most important concepts as your road map to the future.
Before I launch into the how to's of this operating model, it is important that you understand fully the evolution of Net commerce. You should also understand the nuances of business-to-consumer (B-to-C) and business-to-business (B-to-B) models and applications, and how they are converging. It is the convergence of these models and applications that form the underpinnings of an e-Enterprise, the entity that will dominate the digital economy.
In this chapter I will introduce the transformation that Net commerce has undergone in its brief history. I also will discuss what the future holds for it and the business implications associated with that. Chapter 2 will introduce you to e-Application models and how the Internet has fundamentally altered the traditional value chain model. Chapters 3 and 4 will explore in greater detail the B-to-C and B-to-B e-Application models, respectively.
You will be introduced to an operating model for building e-Enterprises in Chapter 5, including a close examination of five key stages: strategy/vision, processes, applications, architecture, and reusable repository. Chapter 6 will explore in detail business and technology architectures, and Chapter 7 will introduce the concept of defining common business components to create reusability and speed. In Chapter 8 you will learn about technology components that enable e-Applications...
Table of Contents
Part I. E-enterprise and E-business: 1. From E-commerce to e-enterprise; Part II. E-business Models: 2. E-business application Models; 3. The b-to-c application model; 4. The b-to-b application model; Part III. Components for E-enterprise Architectures: 5. E-enterprise architecture; 6. E-enterprise business components; 7. E-enterprise technology components; Part IV. E-enterprise Methodology: 8. Building e-enterprises.What People are Saying About This
Faisal Hoque provides a clear, concise, and actionable roadmap for how CEO's can rapidly deploy and continually refine the essentials of e-Transformation in their business.
— (Bert Ellis, Founder, Chairman, and CEO, iXL Enterprises)
If you think you know the components of modern information technology for e-Applications but not business strategy, this is for you. If you think you understand business strategy but not technology components, this is also for you.
— (Edward Brginsky, Chief Technology Officer, eSolutions, BEA Systems)
This is the recipe for rapid development of highly scalable e-systems that maximize return on investment. It should be required reading for e-business decision-makers and technologists alike.
— (Ron Griffin, Chief Information Officer, The Home Depot)
The e-Enterprise methodology described in this book is providing essential guidance as we develop strategy and implementation plans to transform CompUSA to an e-Enterprise. This stuff works.
— (Honorio Padron, Chief Information Officer, CompUSA)