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Title Date Added Company

Business Process Analysis Worksheets & Guidelines v1.0 20040302121545 ebXML

The primary goal of the ebXML effort is to facilitate the integration of e-businesses throughout the world with each other. Towards this end much of the work in ebXML has focused on the notion of a public process: the business process(es) by which external entities interact with an e-business. The specification and integration to such public processes has long been recognized as a significant cost to such businesses. In order to reduce this cost ebXML is recommending the use of Business Libraries. The principle goals of these libraries are to: a) Promote reuse of common business processes and objects b) Provide a place where companies and standards bodies could place the specifications of their public processes where appropriate trading partners could access them. In order to realize these goals, a lingua franca needed to be leveraged so that all users of this repository could understand what each other are specifying. The ebXML community has decided to use as its lingua franca the semantic subset of the UMM Metamodel, specified by the UN/CEFACT Modeling Methodology in the N090 specification.

The UMM “is targeted primarily at personnel knowledgeable in modeling methodology who facilitate business process analysis sessions and provide modeling support. It also serves as a checklist for standardized models when a previously specified business process is contributed to UN/CEFACT for inclusion and incorporation as a standard business process model.” [UMM]

This document contains several worksheets that guide analysts towards UMM compliant specifications of their business processes. We have tried to provide tools for users regardless of whether we’re working on behalf of a standards body or an individual company. Furthermore, we provide a variety of scenarios guiding how one might go about filling out these worksheets (e.g. top-down vs. bottom up). The UMM can be used as a reference for understanding the details of the underlying Metamodel and UMM meth

A Framework for Analyzing B2B e-Commerce 20040302121515 Net Market Makers

Most U.S. companies today are attempting to figure out how they should approach business-to-business (B2B) e-commerce despite the stock market gyrations – positive and negative – of B2B companies. By separating the physical and information flows connected with each transaction, the Internet potentially will radically change the ways in which corporations provide and trade goods and services with each other. It is the prospect of such change that motivates companies to consider B2B. In this paper, we introduce and describe a framework that we find helpful in thinking about B2B. We then discuss the implications of our framework for B2B start-ups and for companies considering their B2B strategies.

E-commerce: Impacts and Policy Challenges 20040302121531 Organisation for Economic Co-operation and Development

E-commerce -- an application of the Internet -- has expanded exponentially over the past 5 years and is widely expected to continue to develop rapidly in the medium-term. Much, however, remains to be done to fully exploit the opportunities offered by e-commerce. And as e-commerce develops, it could have profound impacts in individual sectors of the economy as well as for macroeconomic performance and economic policies. This paper assesses the potential outcomes and economic impacts of e-commerce in the business to business and business to consumer spheres; the forces underlying its expansion and the possible implications for structural and macroeconomic policy management.

Electronic Payments and the Future of Electronic Commerce 20040302121507 University of Texas at Austin

We discuss market implications of adopting electronic payment systems and digital currencies in electronic commerce. The key to understanding and exploiting electronic commerce is to recognize it as a market mechanism where all components of a market interact and must be analyzed collectively. For example, electronic payment systems bring more than lowered transaction costs, affecting product choices, pricing and competition. We examine economic implications of electronic payment systems and especially micropayments enabled by digital currencies in terms of size advantage, the lemons problem, digital product pricing, product differentiation, the commoditization of consumer information and advertisements, and copyrights. In short, electronic payment systems are one of the critical factors which allow process innovations via electronic commerce. These process innovations may either promote competitive and efficient markets or worsen the trend toward the vertical integration and monopolization in the globalized economy. We discuss these two scenarios relating them to electronic payments and digital currencies.

White Paper -Developing a Business Strategy 20040507060854 Planware

A strategic plan should be visionary, conceptual and directional in contrast to an operational plan which is likely to be shorter term, tactical, tightly focused, implementable and measurable. As an example, compare the process of planning a vacation (where, when, duration, budget, who goes, how travel) with the final preparations (tasks, deadlines, funding, transport, weather and so on). A strategic plan must be realistic and attainable to allow the planner to think strategically and act operationally - see Devising Venture Strategies for further insights.

Integrating DNS, DHCP, and WINS 20040302121458 Lucent Technologies

The leading IP management vendors have made significant strides in integrating DNS and DHCP in a proprietary manner; however, much work remains to complete the necessary Internet standards, and beyond that, to achieve standards-based vendor interoperability. The network manager facing a burgeoning administrative burden now has commercial tools available to simplify the task, although those tools currently require a single, proprietary solution enterprise-wide. IP management is one of the fastest growing technologies in IP internetworking, and we can expect to see increased integration as the standards solidify.

EDI, E-Commerce and the Internet: Where Businesses Do Business 20040310000408 Marken Communications

For more than 20 years, electronic data interchange (EDI), the platform for true electronic commerce, languished. Because it was expensive, difficult to work with and usually proprietary, only a few government agencies and very large companies ever implemented EDI. In fact, according to market analysts at Stamford, Conn-based Gartner Group, less than one percent of U.S. businesses ever deployed EDI.

The Potential of Electronic Commerce 20040302121443 Montgomery Research

Early participants had the money and expertise to develop robust business to business electronic commerce solutions. The resulting industry designed standards were often set too high for many smaller businesses.The large companies are successful because of the higher levels of automation in their supply chains and will be looking either for incremental cost efficiencies or, more likely, a new web enabled business model through electronic commerce.So this whitepaper describes the ways to integrate business to business e-commerce models. It also focuses that whether these global e-commerce model will comply with the mandated standards?

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Title	Date Added	Company
Business Process Analysis Worksheets & Guidelines v1.0	20040302121545	ebXML
The primary goal of the ebXML effort is to facilitate the integration of e-businesses throughout the world with each other. Towards this end much of the work in ebXML has focused on the notion of a public process: the business process(es) by which external entities interact with an e-business. The specification and integration to such public processes has long been recognized as a significant cost to such businesses. In order to reduce this cost ebXML is recommending the use of Business Libraries. The principle goals of these libraries are to: a) Promote reuse of common business processes and objects b) Provide a place where companies and standards bodies could place the specifications of their public processes where appropriate trading partners could access them. In order to realize these goals, a lingua franca needed to be leveraged so that all users of this repository could understand what each other are specifying. The ebXML community has decided to use as its lingua franca the semantic subset of the UMM Metamodel, specified by the UN/CEFACT Modeling Methodology in the N090 specification. The UMM “is targeted primarily at personnel knowledgeable in modeling methodology who facilitate business process analysis sessions and provide modeling support. It also serves as a checklist for standardized models when a previously specified business process is contributed to UN/CEFACT for inclusion and incorporation as a standard business process model.” [UMM] This document contains several worksheets that guide analysts towards UMM compliant specifications of their business processes. We have tried to provide tools for users regardless of whether we’re working on behalf of a standards body or an individual company. Furthermore, we provide a variety of scenarios guiding how one might go about filling out these worksheets (e.g. top-down vs. bottom up). The UMM can be used as a reference for understanding the details of the underlying Metamodel and UMM meth
A Framework for Analyzing B2B e-Commerce	20040302121515	Net Market Makers
Most U.S. companies today are attempting to figure out how they should approach business-to-business (B2B) e-commerce despite the stock market gyrations – positive and negative – of B2B companies. By separating the physical and information flows connected with each transaction, the Internet potentially will radically change the ways in which corporations provide and trade goods and services with each other. It is the prospect of such change that motivates companies to consider B2B. In this paper, we introduce and describe a framework that we find helpful in thinking about B2B. We then discuss the implications of our framework for B2B start-ups and for companies considering their B2B strategies.
E-commerce: Impacts and Policy Challenges	20040302121531	Organisation for Economic Co-operation and Development
E-commerce -- an application of the Internet -- has expanded exponentially over the past 5 years and is widely expected to continue to develop rapidly in the medium-term. Much, however, remains to be done to fully exploit the opportunities offered by e-commerce. And as e-commerce develops, it could have profound impacts in individual sectors of the economy as well as for macroeconomic performance and economic policies. This paper assesses the potential outcomes and economic impacts of e-commerce in the business to business and business to consumer spheres; the forces underlying its expansion and the possible implications for structural and macroeconomic policy management.
Electronic Payments and the Future of Electronic Commerce	20040302121507	University of Texas at Austin
We discuss market implications of adopting electronic payment systems and digital currencies in electronic commerce. The key to understanding and exploiting electronic commerce is to recognize it as a market mechanism where all components of a market interact and must be analyzed collectively. For example, electronic payment systems bring more than lowered transaction costs, affecting product choices, pricing and competition. We examine economic implications of electronic payment systems and especially micropayments enabled by digital currencies in terms of size advantage, the lemons problem, digital product pricing, product differentiation, the commoditization of consumer information and advertisements, and copyrights. In short, electronic payment systems are one of the critical factors which allow process innovations via electronic commerce. These process innovations may either promote competitive and efficient markets or worsen the trend toward the vertical integration and monopolization in the globalized economy. We discuss these two scenarios relating them to electronic payments and digital currencies.
White Paper -Developing a Business Strategy	20040507060854	Planware
A strategic plan should be visionary, conceptual and directional in contrast to an operational plan which is likely to be shorter term, tactical, tightly focused, implementable and measurable. As an example, compare the process of planning a vacation (where, when, duration, budget, who goes, how travel) with the final preparations (tasks, deadlines, funding, transport, weather and so on). A strategic plan must be realistic and attainable to allow the planner to think strategically and act operationally - see Devising Venture Strategies for further insights.
Integrating DNS, DHCP, and WINS	20040302121458	Lucent Technologies
The leading IP management vendors have made significant strides in integrating DNS and DHCP in a proprietary manner; however, much work remains to complete the necessary Internet standards, and beyond that, to achieve standards-based vendor interoperability. The network manager facing a burgeoning administrative burden now has commercial tools available to simplify the task, although those tools currently require a single, proprietary solution enterprise-wide. IP management is one of the fastest growing technologies in IP internetworking, and we can expect to see increased integration as the standards solidify.
EDI, E-Commerce and the Internet: Where Businesses Do Business	20040310000408	Marken Communications
For more than 20 years, electronic data interchange (EDI), the platform for true electronic commerce, languished. Because it was expensive, difficult to work with and usually proprietary, only a few government agencies and very large companies ever implemented EDI. In fact, according to market analysts at Stamford, Conn-based Gartner Group, less than one percent of U.S. businesses ever deployed EDI.
The Potential of Electronic Commerce	20040302121443	Montgomery Research
Early participants had the money and expertise to develop robust business to business electronic commerce solutions. The resulting industry designed standards were often set too high for many smaller businesses.The large companies are successful because of the higher levels of automation in their supply chains and will be looking either for incremental cost efficiencies or, more likely, a new web enabled business model through electronic commerce.So this whitepaper describes the ways to integrate business to business e-commerce models. It also focuses that whether these global e-commerce model will comply with the mandated standards?