|
| Recent
Articles |
Web Services, Contracts And Copyright
What's the Deal With Contracts, Copyright and Web Related Services? If you're the client, make sure you include the following steps when hiring a service provider to ensure you don't get involved in a mess like a copyright or legal battle, no matter how much you...
Should Google Offer Its Own Services As A Tip?
I have been watching the latest spat against Google for offering "tips" on services and products that they offer, when some web searches are input into Google. The interesting part about this is that I don't know...
What Is A Portal?
Among other things, a post today by my friend Scott Karp over at Publishing 2.0 has helped crystallized for me just how inadequate a lot of the terminology is that we're using for Web services and communities - and...
SaaS: The Death Knell For Corporate IT?
The Enterprise Irregulars clubhouse is all abuzz these days about SaaS (Software as a Service, aka on-demand, utility, cloud, utility/cloud computing in a multitenant environment, whatever) and whether it will put an end to enterprise computing as we know it.
Use The SoapDocumentMethod Attribute To...
I've done a lot of web services during the last couple of years and I simply love Service Oriented Architecture using SOAP. The power of using services as a means to create large connected systems are enormous...
|
|
02.02.06
Customer-Lead, Trust-based Value Generation Services
 By Jane Link
This article explains how an enterprise can leverage increased value generation, thereby aiding competitive advantage, by adoption of the `Enterprise Value Generation Service Orientated Architecture Platform' (SOAP).
The SOAP model presents a holistic, product independent, business-integrated approach to creating a customer-lead, transactional trust-based, market leading enterprise.
The model creates 'transactional fold' - between 'customer desire & transactional trust' and `enterprise customer intelligence' - closing the 'service transaction gap' by full alignment and integration of the business and service strategies as well as the interrelated layers - including ITIL (IT Infrastructure Library)- which represent the enterprises' service portfolio. The primary benefits of which are:
• Increased business agility; responding quickly and efficiently to new business threats and opportunities
• Optimised business processes; introducing new and quickly change existing
• Reduced business and IT costs
• Greater reuse of IT assets
• Faster delivery of value to the business and its customers.
Introduction
The increasing importance of organisational agility within today's global economy is the primary driver behind the rise and development of Service Orientated Architecture (SOA). A term coined around eight years ago, SOA is fast becoming the latest IT industry buzzword, defining how services can and are used to implement business processes whilst, providing an imperative for organisations seeking to grow and maximise not only customer current and latent needs but also, the ongoing customer relationship.
Parallel to the rise of SOA, the continuing growth of Internet users has spawned increasingly sophisticated use of web technologies and customer relationship management software in an attempt to leverage maximum revenue. Current statistics available indicate that as at February 3 2005, 817.5million people (12.7% of the world's population) use the Internet; the monthly average growth of Internet users being 10.2 million per month from March 2003 to February 2005 (inclusive)1.
Indeed, every major vendor appears to now offer an SOA strategy with 'services' forming the core of applications such as IBM WebSphere, Microsoft .NET, BEA WebLogic and Oracle 1Og. However, to focus SOA on IT delivery mechanisms only is to ignore major business opportunities. Only through full alignment and integration of IT and the business, a set of design and architecture principles and, a robust service delivery platform does SOA offer sustainable competitive advantage.
The SOAP model offers all of these as well as addressing age-old problems such as how to maintain customer loyalty and satisfaction levels whilst rapidly identifying emerging customer needs and desires.
The Need for SOAP As many companies collectively continue to spend billions on web and CRM technologies many have failed to meet management expectations in terms of return on investment. Part of the problem appears to be the piece-meal approach taken to implementation and, the absence of holistic and congruent business and service strategies focussed on the customer.
Many companies appear to have interpreted CRM as being all about the customer relationship in name only as often CRM metrics used to assess success are primarily based on cost savings via the automation of sales and service processes - by putting the responsibility onto the customer through self-service. Still worse, other companies implement CRM to gain only short-term revenue gains via targeted offers and cross-sell attempts. These tactical initiatives plainly do not underpin the building of lasting relationships.
Continue reading this article.
About the Author:
Jane Link, UK. MBA, LLB(Hons.), DMS, Cert.Ed., MSP, PRINCE2, ITIL, MCSE, MCP+i. Contact : jane@acerit.com Visit : http://www.acerit.com/casestudies.html to download article inlcuding diagram.
|
