Electronic Business: Concepts, Methodologies, Tools, and Applications (4-Volumes) P44 pdf

These measures, in-turn, are tapped to deliver new initiatives, such as targeting different customer groups, offering different products and services, increasing the product and service

a business plan, a vision/mission top-down

ap-proach, and is combined with the evaluation of

other competing or relevant business models A

set of strategic objectives (focusing on delivering

customer outcomes) is developed These strategic

objectives are then mapped Using a learning

curve position/movement and knowledge

ap-SURDFKWKHVWUDWHJLFREMHFWLYHVDUHTXDQWL¿HGLQWR

performance-based measures These measures,

in-turn, are tapped to deliver new initiatives, such

as targeting different customer groups, offering

different products and services, increasing the

product and service relevance, and the like The

selected pharmacy product and services mixes

(to be marketed) are automated by incorporating

DQHV\VWHPVDSSURDFKWKDWDOORZHGWKHHI¿FLHQW

delivery of the internal processes (in a cascading

series of process requirements) This ultimately

GHOLYHUVHI¿FLHQWSURGXFWLYHRXWFRPHV6XFKEXVL-QHVVUHODWHGRXWFRPHVSURYLGHUHOHYDQW¿QDQFLDO

results including increased customer numbers and new revenue streams; greater cultural understand-ing and improved community involvement; up-skilling of the operational staff and the business itself; enhanced local, regional, and international focus; and the like

When tangible (physical) and intangible (virtual) balanced scorecard measures are as-sessed against previous strategies, new strategic improvements are often generated For example, joint cluster marketing, sharing of customer activi-ties (and feedback), incremental improvements

in processes, disruptive (total new pathways) improvements in target marketing and approaches used, and new funding mechanisms may be op-erationalized into the strategic model

A strategic, nine-step, learning spiral and growth pattern emerges from the balanced scorecard nine-step model The second learning F\FOHEXLOGVRQWKH¿UVWOHDUQLQJF\FOHDVOHDUQLQJ occurs, and over time, faster learning along with

Figure 13 Balanced scorecard—nine-step strategy development cycle model (Source: Rohm, 2002)

Figure 14 Balanced scorecard—nine-step strategic learning spiral

Second Balanced Scorecard Strategic Nine Step Learning Cycle Spiral

Start for each strategy initiative

Second Balanced Scorecard Strategic Nine Step Learning Cycle Spiral

Start for each strategy initiative

Figure 15 Balanced scorecard—strategic services components

Customers B2B & B2C e-Buyers

Is everyone doing things correctly to drive this strategy?

Output Outcome Actions

Actions Actions

Information Systems &

Communic-ations

Business e-Supply Systems

Is everyone doing the right things to drive this strategy?

Inputs

Results Process actions

Input Measures

Results Measures Process

Measures

Performance Measures

Actions

Actions

Customers B2B & B2C e-Buyers

Is everyone doing things correctly to drive this strategy?

Output Outcome Actions

Actions Actions

Information Systems &

Communic-ations

Business e-Supply Systems

Is everyone doing the right things to drive this strategy?

Inputs

Results Process actions

Input Measures

Results Measures Process

Measures

Performance Measures

Actions

Actions

more complex, better targeted, multifaceted

ap-proaches to business intelligence and knowledge

capture arise This growth and learning cycle is

modeled in Figure 14

The strategic components delivering the

e-ser-vices balanced scorecard outcomes are displayed in

)LJXUH+HUHVSHFL¿FSHUIRUPDQFHPHDVXUHVPD\

EHLGHQWL¿HGDQGWKHQWUDFNHG)RUH[DPSOHLIWKH

objective is to broaden the pharmacy revenue mix,

all inputs related to this objective are drawn together

into the required common process blocks that deliver

this desired outcome The relevant measures are then

determined, delivered, and monitored

Figure 11 considers the case of a pharmacy

solution Here, the four balanced scorecard

sec-tors as displayed in Figure 12 are linked within

the one scorecard Using a procedure such as that

outlined for Figure 13 above, and considering

the relevant measures as developed via a Figure

15 approach, a series of achievable, measurable, targeted, cost related initiatives can be developed WRGHOLYHUWKLVVSHFL¿FSDUWRIWKHEXVLQHVVVWUDWHJ\ for the service value network

The balanced scorecard model is a highly useful tool that can assist with the focusing, targeting, and delivery of ‘optimized’ growth approaches for an industry block like the phar-PDF\LQGXVWU\WKHWRXULVPLQGXVWU\WKH¿QDQFLDO sector, accounting services, and legal services Figure 16 displays how this tool may be used to tease out service strategies, e-service strategies,

or a combination of the two strategic blocks into

a pharmacy network balanced scorecard model This delivers strategies that may ensure necessary

¿QDQFLDOUHZDUGVDQGVDYLQJVDUHGHOLYHUDEOHWR

an e-service industry

Modern business managers may use a balanced scorecard approach to monitor their business’s

Figure 16 Pharmacy network scorecard (from Hamilton, 2004a)

Customer ed &training Customer lifestyle support Customer expected benefits exceeded

Regional and national knowledge library

100% to all pharmacies Well informed - all participants and leadership (100%)

Training delivered Understanding &

knowledge growth

Newstrategic skills Learning curve

Learning and Growth

R&D – sourcing markets Dynamic website Targeted mailing of doctors and other suppliers sourced Direct marketing

’05/’06 – integrated regional approach, lead pharmacies

’06 – additional pharmacies added

% revenue new products &

services

% uptake

% approval

Newproducts Newservices Newaccess &

deliveries Differentiation

Regional and Internal Business

Intelligent integrated database interpretation and support Customer intelligence support Knowledge and learning pathways Service value network delivery Value adds and peripheral alliances

24hr customer service/ connection

’05/’06 – 200%

‘06/’07 – 300%

‘07/’08 – 1000%

Customer evaluations Niche growth

Customer targeting Customer recognition Customer value

&performance Customer satisfaction

Customer (Local Persons)

Classifying target users Channel marketing measures Fuzzy logic/ Artificial Intelligence measures

Targeted sales focus, layout, quality &learning curve effects

65% Std Pharmacy 24% Newproducts, services &delivery 4% Upskilled staff 6% E-services 1% Information sharing

Revenue mix Broaden the

revenue mix E-Pharmacy option Local delivery

Financial

Initiatives Target

Measure Objective

Howsuccess measured and traced?

Performance expectation

Key action program required to achieve objectives

Strategy to

be achieved, and how?

Customer ed &training Customer lifestyle support Customer expected benefits exceeded

Regional and national knowledge library

100% to all pharmacies Well informed - all participants and leadership (100%)

Training delivered Understanding &

knowledge growth

Newstrategic skills Learning curve

Learning and Growth

R&D – sourcing markets Dynamic website Targeted mailing of doctors and other suppliers sourced Direct marketing

’05/’06 – integrated regional approach, lead pharmacies

’06 – additional pharmacies added

% revenue new products &

services

% uptake

% approval

Newproducts Newservices Newaccess &

deliveries Differentiation

Regional and Internal Business

Intelligent integrated database interpretation and support Customer intelligence support Knowledge and learning pathways Service value network delivery Value adds and peripheral alliances

24hr customer service/ connection

’05/’06 – 200%

‘06/’07 – 300%

‘07/’08 – 1000%

Customer evaluations Niche growth

Customer targeting Customer recognition Customer value

&performance Customer satisfaction

Customer (Local Persons)

Classifying target users Channel marketing measures Fuzzy logic/ Artificial Intelligence measures

Targeted sales focus, layout, quality &learning curve effects

65% Std Pharmacy 24% Newproducts, services &delivery 4% Upskilled staff 6% E-services 1% Information sharing

Revenue mix Broaden the

revenue mix E-Pharmacy option Local delivery

Financial

Initiatives Target

Measure Objective

Howsuccess measured and traced?

Performance expectation

Key action program required to achieve objectives

Strategy to

be achieved, and how?

strategy The manager may quantify each tangible

DQG LQWDQJLEOH EXVLQHVV IHDWXUH LQWR D GH¿QHG

DQGTXDQWL¿DEOHPHDVXUH(DFKPHDVXUHFDQEH

DVVHVVHGDQGVSHFL¿FWDUJHWSHUIRUPDQFHH[SHFWD-WLRQVFDQEHGHYHORSHGHDFKOLQNHGWRVSHFL¿FNH\

outcome-related activities, and each delivering a

component of the desires strategy All activities

may be costed (allocated to cost centers and with

economic values), and incorporated into one of

four measurable strategic areasthe customer

(including business and end user); the internal

business processes (like the business’s e-supply

FKDLQ QHWZRUNV WKH ¿QDQFLDO DUHD LQFOXGLQJ

income and expenditure); and the innovation,

learning, and growth sectors (like research and

development) These four key balanced scorecard

business perspectives encapsulate deliverable

economic value, and each is normally directly tied

into the business’s common strategic vision Thus

the balanced scorecard remains a key strategic

management and monitoring tool for the

man-ager operating in the modern e-service business

arena It is also a useful strategic measurement

tool in the building and maintenance of service

value networks

7KXVWKHSURJUHVVLRQWRZDUGVKLJKO\HI¿FLHQW

and agile e-services has been driven by businesses

constantly seeking new ways to improve their

performance, to deliver products and services in

a more cost-effective and productive manner, and

to deliver enhanced perceived customer value

This focus has driven the business beyond the

e-service model and into the realm of the service

value network Industry-wide strategic

manage-ment control and monitoring tools like the

bal-anced scorecard have ready application in such

business network approaches

The service value network integrates the

sup-ply-side alliance partners and their associated

peripheral partners into a highly competitive

cohesive unit, striving to deliver operational and

service innovation, cost savings, and

value-add-ing solutions to its diverse customer-demanded

business encounters, while the balanced scorecard

delivers a set of strategic management control functions

CONCLUSION

Today industry is seeking new pathways to com-petitive positioning and ways to driving business models forward Currently, many models exist, and new additions like the e-services built around e-supply chain networks are increasingly target-ing meettarget-ing customer needs These models still lack a customerization (one-on-one business-to-individual-customer relationship) approach, and consequently need further enhancements Service value networks offer a comprehensive pathway towards enhanced competitiveness

To develop a service value network approach, a detailed understanding of business developments

is required Four strategic areas are requireda tactical understanding of the external business environment and its effectors on the business;

a strategic, data-mined, intelligent understand-ing of all internal and peripheral e-supply chain networks and their information channels; an ac-cessible business-customer interface that delivers desired information across the network and up

to the targeted customer; and an alert, customer-centric solution set delivering the required service

at an acceptable cost The balanced scorecard offers a strategic measurement agenda allowing management to monitor tangible and intangible VHUYLFHIDFWRUVDFURVVWKHLUVSKHUHRILQÀXHQFH The mechanisms underpinning these service value networks and their strategic measurement areas allow the industry and its management to cohesively move forward towards an enhanced competitive position delivering a ‘glocal’ (global and local) solution

THE FUTURE

Within the services arena, a fully operationalized

e-supply chain network structure presents the

participating business with an expanded array of

competitive position tools Strategic positioning

and extended customer value may be utilized

to develop measures and to frame new business

models (Hamilton & Selen, 2003a, 2003b, 2004)

Further tools like quality functional deployment

may be used to establish e-quality dimensions

(Hamilton & Selen, 2002, 2004) and the suitability

of the customer directed e-service products, while

strategic e-marketing may be used to develop

stra-tegic target market areas and measures (Gunesh

& Hamilton, 2003) Additional e-supply

chain-related areas including 4PL logistics solutions

(Hamilton, Hughes, & Selen, 2003; Gunesh &

Hamilton, 2004a) and learning across e-demand

chain systems (Hamilton & Selen, 2002a, 2002b)

may offer additional measurement tool features

Such areas, when incorporated into e-supply

chain networks, move the basic e-supply chain

solutions towards comprehensive, highly agile

service value networks industry-wide solutions

The early stages of industry-wide service value

networks are emerging in tourism (built around

lo-cal-business to national-database systems) When

built into an intelligently managed (by information

technology systemsincorporating fuzzy logic

DQGDUWL¿FLDOLQWHOOLJHQFHHVHUYLFHVLQGXVWU\DQG

constructed as a global, dynamic, living business

network, a high degree of customer targeting and

resultant customer satisfaction is deliverable

E-supply chain networks will continue to improve

their capabilities in this regard, and will form an

integral part of service industry business solutions

into the future

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Chapter 2.4

A Context-Based and Policy-Driven Method to Design and Develop Composite Web

Services

Zakaria Maamar

Zayed University - Dubai, UAE

Djamal Benslimane

University of Lyon -Lyon, France

ABSTRACT

Web services are nowadays attracting the

atten-tion of both academia and industry However, a

very little has so far been accomplished in terms

of design and development methods that assist

those who are responsible for specifying and

running applications based on Web services For

this purpose, we developed CP4WS that stands for

Context and Policy for Web Services CP4WS is

a context-based and policy-driven method for

de-signing and developing composite Web servicfes

Policies manage various aspects related to Web

services like participation in composition and

adjustment due to changes in the environment,

and context provides the necessary information

that enables for instance to trigger the appropriate

policies and to regulate the interactions between

Web services according to the current state of

the environment CP4WS consists of several

VWHSVVXFKDVXVHUQHHGVLGHQWL¿FDWLRQDQG:HE

VHUYLFHV EHKDYLRU VSHFL¿FDWLRQ  (DFK VWHS KDV DVSHFL¿FJUDSKLFDOQRWDWLRQWKDWIDFLOLWDWHVWKH representation, description, and validation of the composition operations of Web services A run-ning scenario that illustrates the use of CP4WS

is presented in the chapter as well

INTRODUCTION

For the World Wide Web Consortium (W3C), a

:HEVHUYLFH³LVDVRIWZDUHDSSOLFDWLRQLGHQWL¿HG

by a URI, whose interfaces and binding are ca-SDEOHRIEHLQJGH¿QHGGHVFULEHGDQGGLVFRYHUHG

by XML artifacts and supports direct interactions with other software applications using XML-based messages via Internet-XML-based applications”

In a short period of time, the development pace

of Web services has been spectacular (Dustdar, 2005) On the one hand, several standards related

to Web services description, discovery, etc., have

income and expenditure); and the innovation,

learning, and growth sectors (like research and

development) These four key balanced scorecard... man-agement on demand New York: Computer Books.

Andersson, D., & Jockel, O (2002) Logistics competence provided and required in third-party logistics relationships In M Andersen &...

running applications based on Web services For

this purpose, we developed CP4WS that stands for

Context and Policy for Web Services CP4WS is

a context-based and policy-driven