Showing papers on "Business analytics published in 2001"

Business Process Coordination: State of the Art, Trends, and Open Issues

Abstract: Over the past decade, there has been a lot of work in developing middleware for integrating and automating enterprise business processes. Today, with the growth in e-commerce and the blurring of enterprise boundaries, there is renewed interest in business process coordination, especially for inter-organizational processes. This paper provides a historical perspective on technologies for intraand interenterprise business processes , reviews the state of the art, and exposes some open research issues. We include a discussion of process-based coordination and event/rule-based coordination, and corresponding products and standards activities. We provide an overview of the rather extensive work that has been done on advanced transaction models for business processes, and of the fledgling area of business process intelligence.

Data Mining and Business Intelligence: A Guide to Productivity

Abstract: An overview of data mining technology and how it is applied in a business environment. Methodologies are described that solve a variety of business problems and enhance firm-level efficiency in a less technical, managerial style. The book also incorporates the data mining process into the spectrum of complementary technologies that together comprise corporate information systems that promote "business intelligence". Business intelligence involves the proliferation of value-added information throughout a given enterprise through the use of various software applications that promote efficiency for the firm.

Enterprise Strategy Management: The Next EPR Frontier

Abstract: Today’s ERP systems provide an effective solution for transaction processing and business analytics with a focus on internal data. Yet ERP systems are not well suited for strategic management. This shortcoming has given rise to a new type of software, so called Enterprise Strategy Management (ESM) software. The article identifies the shortcomings of today’s ERP systems with respect to strategic planning, and demonstrates the application focus and functionality of the new ESM systems, mapping them against a four phase model of strategy management. The article finds this new type of software useful in supporting workflow and data requirements of strategy planning, but unable to guarantee the success of the planning process.

Towards a Definition of B2C & B2B E-Commerce

Abstract: This paper discusses and compares definitions of the terms business-to-consumer (B2C) and business-tobusiness (B2B) e-commerce to assist the e-business community to take better advantage of the potential of the ecommerce medium. The absence of consensual definitions in terminology may be preventing the e-business community from taking full advantage of the unique characteristics that the medium provides. A definition of B2C e-commerce is proposed. Finally, the paper notes the overlapping nature of B2B and B2C e-commerce.

System, model and method for business performance management

Abstract: Most organizations lack the time and resources to build their own integrated warehouse solutions from scratch. A business performance management system provides enterprise-wide business intelligence out of the box, and provides end-to-end integrated data warehousing, business performance analytics and reporting in one comprehensive package.

New business models: AgBiotechNet™, a case study

Abstract: The article examines the launch by CABI Publishing of a new internet product called AgBiotechNet™. The product was launched in January 1999 and features a range of content from news stories through to review articles and a bibliographic database taken from CAB ABSTRACTS™. The article describes the pre‐ and post‐launch phases of AgBiotechNet™, and does, so the author hopes, provide some pointers on what it means to develop a new business model for the internet.

A business lens on business intelligence - twelve tips for success

Abstract: Many organizations are data rich and information poor. In a case study, Oracle business intelligence tools were used to help British Columbia Parks staff set management priorities, by transforming data into information tailored to particular decisions. Through this work and parallel research, a list of success factors for business intelligence projects has been compiled. Many factors including metacontent and a collaborative culture are important; business issues are more significant than technical ones. Because business intelligence tools encourage integrative thinking and shared decision making, their use raises issues about organizational “silos,” over-arching organizational goals or needs, collaboration, information sharing, and empowerment of front line staff. If used as a catalyst for open dialogue and enhanced understanding, BI tools have the potential to build bridges from mechanistic organizational structures of the past, to the more systems -based approaches of the future.

Developing On-line E-Commerce Business Plans to Provide Students with Context and Job Opportunities

Abstract: This action research presents a description of how an on-line E-commerce business-planning unit was developed. Initially, an intensive ten-day E-commerce course was developed in collaboration with government, industry and university sectors with a view of raising awareness and promoting electronic business planning issues. The course utilised a range of learning approaches, including peer teaching, in which participants were trained as team leaders to facilitate group learning. Based on the evaluation of this course, a full semester course for final year tertiary studentswas developed and evaluated. An overview of both case studies is given with recommendations for future developments. The Need for E-commerce Training and Awareness The rapid increase of Internet usage is demanding that businesses update their skills and re-engineer their organisations, products and services to meet new competitive demands both locally and globally. This is not only providing immense opportunity and threat for small, medium and large businesses at a micro-economic level, but is posing similar opportunities at a macro-economic level (Turban et al. 2000). Training is needed to support these changes that require equipping business operators with new skills and forms of information literacy. These demands raise some critical issues for educators, such as how to structure “rapid” training while at the same time keep pace with technology and business issues. How can large numbers of business operators be quickly trained in on-line technology? How can Ecommerce strategies be quickly implemented by business to take advantage of this new revolution? University courses spanning over three years duration will not provide the body of knowledge or skills needed by Australian business to compete in this rapidly changing marketplace. Training and development courses need to have ongoing collaboration and mentoring with industry to ensure the knowledge acquired is current and relevant (Mitchell, 2000). Case Studies – Intensive and Semester Based Training Courses In September 1999, a group of ninety, second year multimedia degree students from Edith Cowan University completed a two week intensive E-commerce business-planning course. They had no previous instruction in business planning and minimal understanding of E-commerce issues. Participants were required to develop an E-commerce business plan, which could be sustained economically by a business to sell products in an on-line environment. The course was subsidised by the Office of Information and Communications (OIC), which is part of the Department of Commerce of Trade, a Government department in Western Australia. Dow Digital (an Ecommerce and on-line services consultancy and development company) developed the course and was subsidised to run it at Edith Cowan with a view of evaluating its effectiveness for university graduates in Australia, as well as how it could be implemented in third world countries. In order to ensure relevant, authentic content, there was daily input by E-commerce experts and local business representatives that had established E-commerce as part of their business. “Just-in-time Learning” principles were used to deliver the course that focused on integrating students’ knowledge base into real life contexts and engaging learners in collaborative project work (Erhaut, 1994; Ben-Jacob & Levin, 2000). This is supported by constructivist learning principles which emphasise social interaction, communication, exchange of views, collaboration and support for learners to take more responsibility for the learning process through learner-centred tasks (McLoughlin & Luca, 2000; McLoughlin & Oliver, 1998; Collis, 1998). Learning tasks required students to work collaboratively to create an E-commerce business plan and share the expertise of the group. Thus, collaborative learning, peer communication and negotiation were key elements of the learning approach. The course culminated in the students presenting their plans to a panel of E-commerce experts, members of local industry and their peers after the 10 days of intensive instruction. A questionnaire was designed to elicit student and industry views on the value of the course. Results of the questionnaire were very positive, showing that students and industry representatives considered the course to be very worthwhile which was strongly reflected in point 8 of the questionnaire (“Overall, I though that the course was very worthwhile”), which rated 3.9 out of 4. From feedback gained, a number of conclusions were made: a two week intensive course is too short; the course is better suited to final year, final semester students; teams should be involved in developing more authentic business plans; team size should be no greater than four and students needed more help on creating budgets using spreadsheets. On the basis of the two week intensive program, a full semester E-commerce business planning course was developed and implemented for final year, final semester multimedia students. A web site was set up for students to obtain the syllabus, chat on bulletin boards, download weekly notes/PowerPoint slides and contribute to an on-line “URL catcher”. Students were given the opportunity to enter a business planning competition promoted by the Software Engineering Association of Western Australia (SEAWA) and sponsored by the Western Australian government. Successful teams were given four days of free training as well as notes and advice about how to build their business plans. All students were encouraged to use “real” business clients who wanted to move their businesses on-line. At the end of the semester, students presented their plans to peers, staff and industry representatives. (see http://wwwscam.ecu.edu.au/projects/Business_Plans/BusinessPlans.htm). Students were interviewed and questionnaires given to all participants in an attempt to evaluate the course. There was unanimous agreement that the course provided information and ideas that would help students gain employment, and also generate ideas for their own businesses. They also enjoyed the tutorial discussion sessions were contemporary E-commerce topics from newspapers, magazines and the textbook (Turban et al, 2000) were discussed by students and tutors. On the negative side, students felt the course did not integrate business-planning concepts with the weekly content well enough and would have preferred structured tutorial activities each week that would have contributed to the overall development of a business plan, with the E-commerce knowledge derived from the book tied into the business-planning structure.