kme_businesskerschberg
TRANSCRIPT
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Knowledge Management for
E-BusinessDr. Larry Kerschberg, Co-Director
E-Center for E-Business
George Mason University
http://eceb.gmu.edu/ER Conference Tutorial, 30 November
2001
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 2
Presentation Outline Knowledge management concepts, tools and
techniques. Enterprise data, information and knowledge
resources, E-Business drivers, architectures and players, Role of XML (eXtensible Markup Language), E-Business Frameworks (B2C, B2B, Net Markets)
Conclusions.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 3
Strategic Drivers for Knowledge Management The management of organizational
knowledge resourcesknowledge resources is crucial tomaintaining competitive advantagecompetitive advantage.
Organizations need to motivate and enabletheir knowledge workersknowledge workers to be moreproductive through knowledge sharing and knowledge sharing and reusereuse.
The Internet Internet and World Wide WebWorld Wide Web arerevolutionizing revolutionizing the way an enterprise doesbusiness, science and engineering!
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 4
Knowledge versus Information Knowledge is about beliefsbeliefs and commitment commitment .
(Searle, Speech Acts, 1969). Knowledge, in contrast to information, is about
actsacts and actionaction. Knowledge is intelligence put to work intelligence put to work . “Knowledge is a dynamic human process of dynamic human process of
justifying personal belief toward the ‘truth’ justifying personal belief toward the ‘truth’ ”(Nonaka and Tekeuchi, 1995).
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 5
Two Dimensions of Knowledge Creation Ontological and Epistemological Dimensions Ontological Dimension
Individuals create knowledge while working within anorganization that provides the context for knowledgeorganization that provides the context for knowledgedevelopment development .
Organizational knowledge creation is a process process thatamplifiesamplifies individual knowledge and crystallizescrystallizes it as partof the organization’s knowledge network.
Knowledge creation process takes place in anexpanding “community of interactioncommunity of interaction,” crossing intra-and inter-organizational levels and boundaries.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 6
Epistemological Dimension of Knowledge Creation Tacit KnowledgeTacit Knowledge is personal, context-specific,
difficult to formalize and explain. Know-how, crafts and skills; Human beings create mental models, e.g., schemata,
paradigms, perspectives, beliefs and viewpoints, of theworld by making and manipulating analogies in their minds.
Explicit knowledgeExplicit knowledge is codified knowledge and refersto knowledge that is transmittable in formal
systematic language. (Polanyi, 1966). Documents, reports, memos, messages, presentations,
database schemas, blueprints, architectural designs,specifications, simulations.
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The Knowledge Creation Spiral
SocializationSocialization ExternalizationExternalization
InternalizationInternalization CombinationCombination
Learning by DoingLearning by Doing
BuildingBuildingCommonCommonGroundGround
LinkingLinkingExplicitExplicitKnowledgeKnowledge
DialogueDialogue
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Knowledge Contents
From\To Tacit knowledge Explicitknowledge
Tacitknowledge[Socialization][Socialization]SympathizedSympathized
KnowledgeKnowledge
[Externalization[Externalization]]ConceptualConceptualKnowledgeKnowledge
Explicitknowledge [Internalization][Internalization]OperationalOperational
KnowledgeKnowledge
[Combination[Combination]]SystemicSystemicKnowledgeKnowledge
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Knowledge Contents Sympathized knowledgeSympathized knowledge – includes shared
mental models and technical skills. Conceptual knowledgeConceptual knowledge – created through
metaphors, analogy and model creation. Systemic knowledgeSystemic knowledge – creates prototypes,
new services, new methods, etc. Operational knowledgeOperational knowledge – creates know-how
regarding project management, productionprocesses, new-product usage and feedback,etc.
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Enterprise KnowledgeResources Internal Sources
Organizational tacit tacit and explicit explicit knowledge. Core competencies, expertise and experts. Patents, Best Practices Business Processes.
External Sources Books, papers, patents, and technical reports. Research services, e.g., the Gartner Group & Forrester. External consultants. Best Practices in Case Tools, Oracle, SAP. Competitor’s products, services and people. The Web and Internet information sources.
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Enterprise Data, Informationand KnowledgeModern enterprises are creating datadata at an
unprecedented pace. Information is data which has been processed to
provided value-added insights.
Knowledge is information that is compelling and can beused to take action in decision-making situations.
E-Business considerations require KM of businessKM of business processes processes, partnerships, end-to-end relationshipend-to-end relationshipmanagement management , and protection of Intellectual Intellectual
Property Property . IP over IP! IP over IP!
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Knowledge ManagementArchitecture Knowledge management requires several
components: Access to both internal and external information
sources, Repositories that contain explicit knowledge, Processes to acquire, refine, store, retrieve,
disseminate and present knowledge, Organizational incentives and management roles
to support these activities, People who facilitate, curate, and disseminate
knowledge within the organization. Information technology to provide automation
support for many of the above activities,
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KM ArchitectureKnowledge
Worker's
View
Knowledge
Worker's
View
Communication,
Collaboration, and Sharing
Knowledge
Portal
Knowledge
PresentationLayer
Knowledge
Management
Layer
Data
Sources
Layer
Knowledge Management
Processes
Text
Repository
Repository
Web
Repository
External
Sources
FTP
Acquisition RefinementStorage/
RetrievalDistribution Presentation
Domain
Repository
Enterprise
Model
Knowledge
Facilitators and
Knowledge Engineers
Knowledge
Curators
Media
Repository
Knowledge
Repository
Relational and
OO Databases
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 14
Knowledge ManagementProcess Model.
AcquisitionAcquisitionAcquisitionAcquisition RefinementRefinementRefinementRefinement Storage/Storage/
RetrievalRetrieval
Storage/Storage/
RetrievalRetrieval DistributionDistributionDistributionDistribution PresentationPresentationPresentationPresentation
• ExpertiseExpertise
•Domain ModelDomain Model
• Business RulesBusiness Rules
•Ownership;Ownership;FederationFederationAgreements,Agreements,Data SourcesData Sources
• ExternalExternalSources andSources andFormats.Formats.
•WrappersWrappers
• Politics of dataPolitics of data
• Data CleansingData Cleansing
•IndexingIndexing
• MetadataMetadataTaggingTagging
•ConceptConceptFormulationFormulation
• InformationInformationIntegrationIntegration
•Ontology &Ontology &TaxonomyTaxonomy
•KnowledgeKnowledgeCuration.Curation.
• Storage andStorage and
indexing of indexing of
KnowledgeKnowledge
• Concept-Concept-
based based
RetrievalRetrieval
• Retrieval byRetrieval by
Author,Author,
Content,Content,
Threads, etc.Threads, etc.
• KnowledgeKnowledge
Security.Security.
• Intranet &Intranet &InternetInternet
• KnowledgeKnowledgePortalsPortals
• XMLXML
• ActiveActiveSubscriptionsSubscriptions
• DiscussionDiscussionGroups.Groups.
•DigitalDigitalRightsRightsManagementManagement
• User ProfilesUser Profiles
for dynamicfor dynamic
tailoring links.tailoring links.
• KnowledgeKnowledge
creation, updatecreation, update
annotation, andannotation, and
storage instorage in
KnowledgeKnowledgeRepository.Repository.
•CollaborationCollaboration
EnvironmentsEnvironments
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 15
Knowledge Management SystemKnowledge
Portal &
Search Services
Knowledge
Presentation
& Creation
Layer
Knowledge
Management
Layer
Data
Sources
Layer
Collaboration
and Messaging
Service
Video-
Conferencing
Service
Knowledge
Creation
Services
Data
Warehouse
Information Integration Services
Federation
Services
Agent
Services
Data
Mining
Services
Metadata
Tagging
Services
Knowledge
Curation
Services
Discussion
Group
Services
Ontology &
Taxonomy
Services
Workflow
Management
Services
Mediation
Services
Text
Repository
Repository
Web
Repository
External
Sources
FTP
Domain
Repository
Enterprise
Model
Media
Repository
Knowledge
Repository
Relational &
OO Databases
Security
Services
Digital
Rights
Management
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 16
KM Application:InteractiveKnowledge Sharing. Organizational learning through experience
sharing, case studies and “know-how”discussion threads.
Technical forums allow participants to shareknowledge on problem-domain solutions. Curators and facilitators continually monitor
forums to identify important threads, encourage
participation, and support user training. Buckman Laboratories. http://www.knowledge-nurture.com/
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 17
KM Application:Electronic Publishing Value-added knowledge disseminationValue-added knowledge dissemination of Market
Research Reports, Memoranda, Newsletters. Repository consisting of Executive Summaries,
Abstracts, Authors, Graphics, Tables, Charts, Text.Metatags for syntactic and content indexing. Organized and indexed for concept retrieval,
keyword retrieval, etc. Standard formats for document publishing and
delivery – Lotus Notes, PDF, and XML.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 18
KM Application:Integration and Classification. Knowledge creation and classificationcreation and classification in near
real-time for data push scenarios, Need for a domain model of relevant objects,
relationships, constraints, processes, etc. Need for near real-time concept formation, indexing
and processing of massive amounts of data frommultiple sources. Massive indicates terabytes of data per day!
Examples: Intelligence Analysis Earth Observing System and Intelligence Analysis.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 19
Buckman Laboratories Global enterprise with about $300 million dollars in sales.
Associates work closely with customers to solvechemical problems and to sell Buckman products.
Buckman wanted to move the company from a “product-
driven” to a “customer-drivencustomer-driven”enterprise. Knowledge-drivenKnowledge-driven, service-oriented service-oriented approach with the
commodities being the chemicals produced by BuckmanLabs.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 20
Knowledge in Action “ “ If you can’t maximize the power of theIf you can’t maximize the power of the
individual, you haven’t done anything. If you individual, you haven’t done anything. If you expand the ability of individual members of expand the ability of individual members of
the organization, you expand the ability of thethe organization, you expand the ability of theorganization.” organization.” (Bob Buckman) Buckman Approach: Perform problem
solving for customers by using both tacit
knowledge and explicit knowledge. Goal is to harness the “unconsciousunconsciousknowledge of the organizationknowledge of the organization.”
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 21
K’Netix – The BuckmanKnowledge Network. The Knowledge Transfer Department is responsible
for K’Netix. Enables Knowledge-Sharing via TechForums Forum Leaders actively moderate, facilitate, seek
knowledge, and identify discussion threads. Awards:
The Arthur Andersen 1996 Enterprise Awards for BestBusiness Practices - Category, Sharing Knowledge in theOrganization.
Computer World-Smithsonian Award
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 22
K’Netix Knowledge Process
Identify Gap
Information
Search
Formulate
Response
Present to
Customer
Listen ToCustomer
Table/Graph (Excel)
Diagram (Visio)
Documentation (Word)
Presentation (Powerpoint)
Explicate
Knowledge
Case History
MSDS
Product Data SheetTechnical Library
Personal Files
CD-ROM
Techforum
KTD-KICE-Mail
Current
Information
Knowledge
BaseTechforum
Case History
Knowledge Base
Add New
Knowledge
K'Netix
Flow
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K’Netix Access Menu
Associates Worldwide Share Associates Worldwide ShareKnowledge via ForumsKnowledge via Forums
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Buckman Knowledge Culture Knowledge is object object , knowledge is process process, and knowledge
is power power .
Knowledge sharing rewarded within the organization, and
based on trust and long-lived relationshipstrust and long-lived relationships among associates. Knowledge curation
performed by Technical Forum leaders; weekly they index discussions via keywords, write abstracts,
prepare discussion summaries, and post them to the Forum.
Code of Ethics guides associate interactions.
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Buckman Results and Vision Measures of successMeasures of success:
In 1995, 65% of associates sold to customers, versus 16% in 1979. 33% of sales from products less than 5 years old, versus 22% before
K’Netix. 72% of associates are college graduates compared to 39% in 1979.
Learning Center Learning Center introduced to allow associates to enhancetheir knowledge; uses Learning Space from Lotus.
Strategic focusStrategic focus on “intimate” customer relationships toprovided knowledge-based services, thus gaining strategic
advantage.
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The E-Enterprise Framework
Enterprise
Application
Integration
Mainframe
Customers
Vendors &
Partners
Employees
Portals
Databases
Inter-Enterprise
Transactions
CRMEnterpriseResource
Planning
Customers
Legacy
Applications Marketplaces &
Exchanges
Vendors &
Partners
Human
Resources
Financial
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Enterprise KnowledgeCreation and Distribution Acquire data and information from multiple, possibly
heterogeneous sources, Integration of information, tagging of information with
semantic tags, Create intellectual property (IP) with valued-added
processing, Protect IP products, processes and resources, Share knowledge with partners,
Distribute IP products to customers and partners.
E-Business Knowledge Creation
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28 2001 © Larry Kerschberg.2001 © Larry Kerschberg.ER 2001 TutorialER 2001 Tutorial
Capture Information:
•Federated Databases•Web Searching •Intelligent Agents•Knowledge Rovers• XML Messages•Email Messages
Knowledge
Base
Publish & Share
E-Business Data Acquisition and Knowledge Creation with XML as the Enabler
Process & Manage
Information
Convert
To
Knowledge
0101010101
0101010101
Suppliers & Business Partners
Customers
Public Domain & WWW
Knowledge Management
XML Role
Knowledge Management Role
XML
XML
XML
KM
XML
KM
KM
Security
Concerns?
Extract New
Information:•Data Mining •Decision Support • AI •Data Warehousing
MaterializeRisk
Management
Generate Information
Information Integration
Indexing (XML Meta Tags)
RosettaNet
SOAP
WIDL
ebXML
XML
Push Publishing?
Courtesy of Mr. Gus Jabbour
Web ServicesWeb Services
E-Business Knowledge Creation
M d i K l d
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Metadata in KnowledgeManagement Metadata is data-about-datadata-about-data and is used to describe
the attributes of a resource. Metadata is used in several KM activities: search,
discovery, documentation, refinement, and dissemination.
These activities may be carried out by human end-users or their (human or automated) agents.
Metadata is needed in the Internet context toenhance precision of information retrieval.
Metadata may be embedded within a document
(metatags) or they may be external to the document.
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Metadata Standards Initiatives Dublin Core Metadata Initiative for Digital
Libraries, Dublin Core is an international initiativehosted by OCLC
XML (eXtensible Markup Language)W3C - RDF, (WWW Consortium)
Resource Description FrameworkW3C - Semantic Web, DAML+OIL.
Web Services A metadata bibliography is available at:
http://www.ukoln.ac.uk/metadata/desire/overview/.
C t t I d i d T i
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Content Indexing and Taggingof Information Resources Research in automatic classification at OCLC includes
the Scorpion Project for Dewey Decimal Classification. Commercial products from Autonomy and Convera:
Use Bayesian Networks and Neural Networks to formulate
concepts automatically, not just keyword extraction. Use text mining to correlate related concepts found in
heterogeneous documents.
Automatic tagging will help analysts to createknowledge and link back to original sources.
DARPA Agent Markup Language (DAML) program iscreating a tool set for markup of Semantic Webontologies and services.
D bli C (DC)
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Dublin Core (DC)Metadata Initiative
Simplicity Simplicity – the DC is intended to be usable by non-catalogers as well as resource description specialists.
Semantic Interoperability Semantic Interoperability – diverse description modelshinder sharing and understanding across disciplines.
International ConsensusInternational Consensus – participants are from allover the world.
Extensibility Extensibility – may be extended to include morespecialized structure and semantics.
Metadata Modularity on the WebMetadata Modularity on the Web – brings Digital
Library perspective to encoding metadata on the WWW.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 33
Dublin Core Metadata Types
Content IntellectualProperty Instantiation
Title Creator Date
Subject Publisher FormatDescription Contributor Identifier
Type Rights Language
SourceRelation
Coverage
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Dublin Core Metadata ElementsFrom ISO/IEC 11179 standard:
Name - The label assigned to the data element. Identifier - The unique identifier assigned to the data element Version - The version of the data element (DC: 1.1).
Registration Authority - The entity authorized to register the data element (DC: DublinCore Metadata Initiative).
Language - The language in which the data element is specified (DC: en).
Definition - A statement that clearly represents the concept and essential nature of the
data element. Obligation - Indicates if the data element is required to always or sometimes be present
(contain a value) (DC: Optional).
Datatype - Indicates the type of data that can be represented in the value of the dataelement (DC: Character String).
Maximum Occurrence - Indicates any limit to the repeatability of the data element (DC:Unlimited).
Comment - A remark concerning the application of the data element.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 35
Knowledge Management inE-Business
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 36
e-Enterprise Providers End-to-End Solution ProvidersEnd-to-End Solution Providers
Methodologies should provideMethodologies should provide: Enterprise Data Modeling, ProcessModeling, Workflow Modeling, Toolset Neutrality.
Infrastructure ProvidersInfrastructure Providers Product attributesProduct attributes: Reliability, scalability, security, extensibility, inter-
enterprise process collaboration, content management, transactionmanagement, adherence to standards.
Net Market MakersNet Market Makers. Provide servicesProvide services: Marketplace creation, community of buyers and
sellers, auctions, dynamic and/or fixed pricing.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 37
Ideal B2Bi Framework An ideal methodology or framework should include
the following capabilities: Inter-Enterprise Process Integration, Business service and product definition,
Business and service discovery, Globally unique identifiers for item tracking throughout the
virtual enterprise, Security (SSL, HTTPS, PKI, Digital Certificates), XML-based object and information exchange,
Message format translation, Internet Protocol support (HTTP, HTTPS, SOAP, UDDI)
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 38
E-Business Concepts E-Business denotes the use of the Internet and the
World Wide Web (Web) to conduct businesstransactions: Business to Consumers (B2C)
Business to Business (B2B) Net Marketplaces
Major goal is to create a digital domaindigital domain by which to: Integrate business processes Integrate applications, data and knowledge; Foster the virtual enterprisevirtual enterprise via the composition of web
services.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 39
The E-Enterprise Framework
Enterprise
Application
Integration
Mainframe
Customers
Vendors &
Partners
Employees
Portals
Databases
Inter-Enterprise
Transactions
CRM
EnterpriseResource
Planning
Customers
Legacy
Applications Marketplaces &
Exchanges
Vendors &
Partners
Human
Resources
Financial
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 40
Broadvision’s View
Leader in personalization andCustomer RelationshipManagement,
BV 1-to-1 supports: Content Management, Profiles, Business Rules, and Transaction Processing,
Strategic partners includeAutonomy, Verity,
i2 Technologies, webMethods. Customers include US Postal
Service and GSA Advantage.
Market Maker
(Exchange Environment)
text
Broadvision 1-to-1 Enterprise
(Content Management, Profiles,Business Rules, and Transaction Processing)
Information Exchange Portal
Procurement(Supply Chain)
Financials,Billing
Commerce(B2B, B2C, G2G)
Buy Inform Sell
Procurement
Database
Sales
Database
Imagery
Database
O l ’ H b d S k
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 41
Customer
Oracle
GatewayNon-Oracle
DatabaseOracle Hub and Spoke
Integration Architecture
Transformation
and Rules
Database
BusinessRules
Engine
Workflow
Engine
Process
Model
Storage
Oracle
Gateway
Transform-
ation Engine
Configure
Global Data
LDAP
Customer Order
Order Confirmation
XML Order Document
XML Response from Supplier
E-Tailers'
Web Portal
Non-Oracle
Database
Suppliers'
Extranet Portal
XML Order DocumentXML Supplier Confirmation
Oracle’s Hub and Spoke
Multiple E-Tailers
Multiple Suppliers
Oracle’s Hub contains
knowledge regarding: workflow,
XML documents,
business rules,
transformations and
e-business processes.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 42
Key Players in the B2B Space Broadvision – CRM, personalization, intra- and
extranets. i2 – Purchase order processing and supply chain
management.
Commerce One and Ariba – Procurement. Vertical Net – E-Marketplaces and exchanges. Oracle – data-driven solutions to e-business via hub-
and-spoke architecture.
webMethods – strong on XML for B2B informationintegration, EAI, and workflow.
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 43
What is a Net Market? An Internet-based marketplace that creates new market
efficiencies and associated value-added services, such asinformation, trading, infrastructure and trust
A net market has the following characteristics:
Creates new revenue models Has multiple buyers and sellers Can be vertical or horizontal, leveraging domains of knowledge Enables dynamic pricing Needs a strong community to be successful
Developed by start-ups or spin-offs of global 2000 companies
Why are Net Markets
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 44
Why are Net MarketsImportant? Net Markets will capture 37% of global online B2B transactions, or
$2.7T out of $7.3T by 2004 (Gartner Group)
Third party marketplaces will transact 15-20% of B2B e-commerce,generating revenue of $400-500B by 2003 (Merrill Lynch) Market capitalization of $800B -- $1.5T by 2003
Net Markets will grow from 18% of total B2B transactions in 1998 to29% in 2003, totaling $438B out of $1.5T (Bear Stearns) Market capitalization of $228B by 2002
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Net Markets Advantages Improve overall market efficiency
Reduce transactional costs by integrating sourcing,purchasing, and billing,
More choices for buyer & selling trading partners,
Centralizes access to information Pricing better reflects supply & demand, improves allocation
and utilization
Attractive business model for Net Market makersonce critical mass is achieved
Network effects Barriers to competition, high switching costs, good margins Low incremental costs to increase membership & sales
Key to Net Markets: Price
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 46
Key to Net Markets: PriceDiscovery Static pricing
Sell products at fixed prices, typically from catalogs single vendor or aggregated (multi-vendor) Discount pricing rules or schedules for preferred customers
(pre-negotiated) or volume purchases
Dynamic pricing Increases market efficiency, welfare of buyers and sellers
Reduces “lost” revenue (buyers willing to pay more) andfailures to transact (sellers would accept less to make sale)
Works particularly well when limited or unstable supply or demand
creates price uncertainty and volatility Prices typically vary over time and across transactions Factors other than price and quantity can affect deals
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg.
Forward
Auction
Forward
Auction
Exchange
Reverse
AuctionNegotiation
Many Buyers
One Buyer
One Seller Many Sellers
• Seller initiated, driving
competitive bidding from
buyers• Various formats and rules
• Most complex trade,
requiring sophisticated
transaction engine• Best suited for dealing with
many attributes, not just
price and quantity,• Mirrors manual processes
• Buyers & sellers post positions oncommodities, automatically cleared
• Presupposes sufficient liquidity for
quick matching of realistic positions• Requires highest reliability and
performance
• Buyer initiated, driving competitive bidding from
sellers, as in RFPs/RFQs• Same variations as in
forward auctions
Dynamic Pricing Models
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 48
Summary of Pricing Models
NegotiationNegotiation
No-Price
Negotiation
No-Price
Negotiation
ExchangeExchangeAuction Auction
CatalogsCatalogsAggregated
Catalog Hubs
Aggregated
Catalog Hubs
Reverse
Auction
Reverse
Auction HybridsHybridsDynamicDynamic
PricingPricing
FixedFixed
PricingPricing
One toOne to
OneOneOne toOne to
ManyManyMany toMany to
OneOneMany toMany to
ManyMany
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 49
Net Markets Design Issues Market size, transaction volumes & deal sizes Volatility of supply & demand Fragmentation of buyers, sellers, intermediaries Relative market shares (and power) of players
Relative cost of sales & distribution -- “pain points” Commodity vs. complex/custom Existing price setting models Importance of branding & relationships to price Industry adoption of technology
Competition How to make money - who pays what and when
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Net
Market
• Publish Supply & Demand• Connect Buyers To Sellers• Enable Price Discovery• Vet Buyers at Point of Sale
• Commit Transactions• Finalize & Generate Order
• Track & Manage Orders• Support Members• Report Market Metrics• Enable Decision Support• Ensure Market Trust & Satisfaction
• Manage Content• Provide Community Services
• Qualify New Members• Manage Member
Entitlements & Access Control
NetM
arketMak
er
NetM
ar k
etMak
er
• Ship and Receive Goods• Check Order Status• Make & Receive Payment
• Access & Contribute Content• Access Community Services
• Enroll and Register
M
ember s
M
embers • Specify or Locate Items
to Sell & Buy• Browse Market• Establish Price for Goods
and Services• Establish Transaction
Terms &Conditions
•
Provide
Content
•
Enable
Logistics
•
Manage
Credit&Risk
•
Enable
Payment
Value-Added Service ProvidersValue-Added Service Providers
Conceptual Architecture for Net Markets
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ER 2001 TutorialER 2001 Tutorial 2001 © Larry Kerschberg.2001 © Larry Kerschberg. 51
User & System
Proxies (Future)
Application
Service
Components
Administration
Market Member
Access:
Market Participants Participant Info. Systems
Platform
Technology Map for Net Markets
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Net Market Value-Added Services
Credit/RiskProcessing
Enables on-line verification of buyer credit worthiness and management of aggregate risk exposure through automated rule-based workflows.
FinancialProcessing
Enables automated, on-line settlement of transactions cleared through the market,via integration with member back-office systems and banking payment networks.
Logistics/
Delivery
Enables the on-line provisioning of transportation services (and buyer status-
checking) to accomplish the transfer of physical goods from the seller to the buyer.
OrderManageme
nt
Provides interfaces to inventory, manufacturing, distribution, shipping, and customer support systems to support end-to-end order tracking.
Info Access/Exchange
Establishes the on-line integration interfaces with market member businesssystemsto automatically populate catalogs, update inventories, and execute transactions.
WorkflowSpecifies, triggers, and manages the sequencing of automated informationexchanges that comprise the business process interfaces between market makersand members.
ContentProviders
Incorporates active data feeds and time-sensitive news, events, analyst reportsfrom individual media outlets or third party aggregators/syndicators of such content.
Net Market Application Services
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PersonalizationDynamically customizes the presentation of a market Web site to members throughmapping rules that match appearance and content against profiles that reflect member identities, registered characteristics and preferences, and prior interactions with the site.
Community
Provides non-transactional benefits to market members through value-addedinformation and communication channels promoting interactions and relationshipsbetween members such as discussion groups, on-line chat, and aggregation of
member-supplied content.
CatalogManagement
Assembles and maintains an up-to-date catalog of goods and services available in themarket through a uniform representation that facilitates buyer search and identificationof desired products. This often involves integration with seller-side back-end systems.
Data Warehouse/DSS
Extracting market postings and transactions to data marts for off-line decision supportanalysis. Market makers can generate market price and trend reports, and offer querycapabilities to members, producing important recurring revenues from subscriptions.
ContentManagement
Supports the life cycle of value-added information to be made available to marketmembers, covering content specification, authoring or collection, editing, approving,categorizing, publishing, aging, renewal, and retiring.
ProductConfiguration
Augments catalog management with capabilities for buyers to define, manage, andsearch markets for specifications of highly customized products or complex combinationsof products in terms of product, delivery, and service attributes.
Trading EngineProvides the core dynamic price formation feature of a Net Market, encompassing avariety of models including Auctions, Reverse Auctions, Exchanges, Negotiations andhybrid (multiple stage price discovery processes).
Net Market Application Services
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Catalog ManagementCatalog Management: CardoNet, Mergent, Hologix, Cohera, Saqqara, Asera, VerticalNet/Isadra,
Trading Engines: Trading Dynamics (Ariba), Tradeum (VertNet), Net Exchange, Intell.l, Moai, CommerceBid
Commerce Engines: CommerceOne, BV, ATG, MSCommerce Server, Rightworks.Aribia
Personalization: ATG, BV, Asera, Future Tense (Open Market), NetPerceptions
ContentContent ManagementManagement: Interwoven, Inso, Allaire (Spectra), Vignette, BV
CommunityCommunity: PlumTree, Autonomy, Well Engaged, IBM/Lotus
Information Access & ExchangeInformation Access & Exchange: PC Docs/Fulcrum, Verity, Extricty, WebMethods, Bowstreet, OnDisplay, STC
WorkflowWorkflow: Extricity, Vitria, Tibco (InConcert), HP (Change Engine) MQ Workflow, STC (SeeBeyond)
Data Warehouse/DSSData Warehouse/DSS: Red Brick, Oracle, DB2, Cognos, Business Objects, MicroStrategy, Brio, Actuate
System ManagementSystem Management: Tivoli, BMC, Computer Associates, HP
Product ConfigurationProduct Configuration: Selectica, Trilogy Software, Calico Commerce, i2,
Value Added ServicesValue Added Services: eCredit, HP/Verifone, CyberCash, ClearCommerce, Cybersource, PaymentTech, HNC Fraud
Detection, Transportation Exchange, CarrierPoint, eGain
Market Maker Business SystemsMarket Maker Business Systems: SAP, Oracle, Baan, Peoplesoft, Lawson, Great Plains, J.D. Edwards, Seibel
Security Management: Axxent, RSA, Verisign, etc.
HardwareHardware: Dell, Compaq, Intel, Sun, HP, IBM, Cisco
SoftwareSoftware: MS Windows, Sun Solaris, HP-UX, IBM AIX, Linux...
Network ProtocolsNetwork Protocols: TCP/IP, HTTP, HTTPS, UDP Multicast,
MiddlewareMiddleware: webMethods, SeeBeyond, IBM (MQSeries), BEA/WebLogic TIBCO, Vitria
StandardsStandards: HTML, XML, Enterprise Java Beans, DCOM/COM+, CORBA, LDAP
Application ServersApplication Servers:IBM/ WebSphere BEA/Web Logic, ATG, Netscape (Iplanet), ORACLE
Selected Net Market Component Vendors
C l i
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Conclusions Research is indicated in the areas of knowledge/data
management systems architectures; E-Business frameworks use knowledge about
processes, products, partners, and customers toenable knowledge creation and sharing among netcommunities.
Intelligent services are needed to assist users insearch, ontology building, knowledge indexing,search, ontology building, knowledge indexing,knowledge creation, retrieval and disseminationknowledge creation, retrieval and dissemination.
The goal is to manage Intellectual Property over theIntellectual Property over the
Internet Protocol Internet Protocol (IP over IP).