Generic Enterprise Model copyright Patrick

NODE: TIT LE: NUMBER:FULFILL BUSINESS VISION X (AS IS)A-0

Raw Materials

EnterprisePersonnel &Infrastructure

Potential Employees

Partner Products & Services

Potential Investors/ Companies

Potential Partners

Agreements

External Communications

Potential Customers

Returned Products & Complaints

Marketplace Laws & Regulations

Customers & Requirements Delivered Products & Services

Public Offering Submittals0

FULFILLBUSINESSVISION X(AS IS)

Purpose: Deliver a tailored Enterprise Model and analysis to a Customer, based upon this Generic Enterprise Model.

Viewpoint: Company CEO

Copyright © 2002-2006 Patrick

of 19 Copyright © 2002-2006 Patrick

NODE: TIT LE: NUMBER:FULFILL BUSINESS VISION X (AS IS)A0

PotentialEmployees

PartnerProducts &Services

ExperienceBuildingProducts &Services

PotentialInvestors/Companies

EnterpriseResources

Agreements

Agreements with Investors& Between M&A Parties

PublicOfferingSubmittals

PotentialCustomers

Agreements withCustomers & Partners

Delivery Experience

StrategicGuidance

Marketplace

Laws & Regulations

Customers &Requirements

DeliveredProducts &Services

Strategic MarketConsiderations

MarketingResources

DevelopmentResources

PotentialPartners

Raw Materials

ExternalCommunications

BusinessCommunityCommunications

MarketingCommunications

Product/ ServiceManagementPlan

Delivery Resources

MarketingGuidance

ProductGuidance Delivery

Guidance

Orders

Orders

OrderedProducts

Returned Products& Complaints

1

OPERATETHE

ENTERPRISE

2

MARKETPRODUCTS& SERVICES

3

BUILDPRODUCTS& SERVICES

4

DELIVERPRODUCTS &

SERVICES

I2O4

I6

O2I5I3

O3

I4

I7

I8

O1I1

C1 C2



NODE: TIT LE: NUMBER:OPERATE THE ENTERPRISEA1

Potential Employees

Potential Investors/Companies

Agreements withInvestors & BetweenM&A Parties

Enterprise Resources

CapitalInvestmentSpecialists

Business Support Staff

Experience BuildingProducts & Services

Current Infrastructure

Strategic Guidance

Market place

Business Documents

ProcessedBusinessDocuments

Laws &Regulations

Current Employees& Circumstances

StrategicMarketConsiderations

OperationalRequirements& Experience

DeliveryExperience

External ResourcePursuit Plan

Executives

Enterprise Performance

Public OfferingSubmittals

BusinessOperations Status

Business CommunityCommunications

Acquisition Status& Integration Plan

AcquiredEnterpriseResources

1

PROVIDEOVERALL

DIRECTION

2

MAINTAINENTERPRISERESOURCES

3

ACQUIREEXTERNAL

RESOURCES

4

ADMINISTERBUSINESS

OPERATIONS

O4

O1

I1O5

O3I2

O2

C5 C1 C4 C3 C2



NODE: TIT LE: NUMBER:MARKET PRODUCTS & SERVICESA2

MarketStrategists

MarketingGuidance

Agreements withCustomers & Partners

Marketplace

SalesLeads


StrategicMarketConsiderations

Marketing Communications

PotentialCustomers

Agreementswith Partners

PotentialPartners

Customers &Requirements

Product/ ServiceManagement Plan

Agreementswith Customers

Approachto Market

Partnering StrategyNew-BusinessAcquisitionPlan

Market Needs

Partner Products & Services

PartneringAnalysts

Sales Force

Product/ Service Managers

Experience Selling to Prospects

Delivery Experience

Customer Attitudes & Market Trends Quality Experience

Performance in Market

Marketing Resources

1

MAINTAINMARKETINGSTRATEGY

2

ESTABLISHSTRATEGICMARKETING

RELATIONSHIPS

3

PURSUENEW BUSINESSOPPORTUNITIES

4

PLAN NEWPRODUCT/SERVICE

OFFERINGS

O1I1

O2I4

I2O3

O4

I3

C1 C2

M1

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NODE: TIT LE: NUMBER:BUILD PRODUCTS & SERVICESA3

DesignResources

Product/ ServiceManagement Plan

Design ofProduct /Service

Product Guidance

PartnerProducts &Services


Raw Materials

Designs ofPartnerProducts &Services

Pre-ReleaseProduct /Service

ProductionResources

TestResources

WarehousingResources

Orders

OrderedProducts

AvailableProducts

DesignPlan

ProductionPlan

TestPlan

WarehousingPlan

Issues with Production

Issues with Design

Returned Products& Complaints

Development Resources

1

DESIGN

2

PRODUCE&

MAINTAIN

3

TEST

4

STOREPHYSICAL

INVENTORY

I1

I2

I3

O1

O2

C1

M1

C3 C2



NODE: TIT LE: NUMBER:DELIVER PRODUCTS & SERVICESA4

Product/ Service Management Plan

TransportResources

InstalledProducts

ProductOrders

OrderedProducts

DeliveryExperience

DeliveredProducts &Services

Products atCustomer Site

ProductServiceRequirements

Orders

DeliveredProducts

DeliveredServices

Positive &NegativeCustomerExperience

ProductInstallationResources

ServiceDeliveryResources

Delivery Follow-upResources

Service Orders

DeliveryGuidance

Delivery Resources

1

PHYSICALLYMOVE

TANGIBLEITEMS

2

INSTALLPRODUCTS

3

PERFORMSERVICES

4

ASSESSCUSTOMER

SATISFACTION

O1

I1

O2

C3

M1

C1 C2



A1 OPERATE THE ENTERPRISE

Ensure that the business operates smoothly and efficiently. The enterprise must maintain itself in a viable business posture, ensuring that it possesses adequate resources consistent with its vision and strategy. Business operations should be regularly examined for efficiency, and tasks that can be more effectively accomplished by specialists should be outsourced.

A2 MARKET PRODUCT & SERVICES

Think creatively about the market. The enterprise must seek potential customers and attract them with unique services tailored to their requirements. The company must form alliances with partners, engaging in a mutually beneficial business relationship. Employees and sales staff should pursue business opportunities as they arise, and exercise vigilance to search for potential customers. The company must not be static in its product line; it should be continually striving to create more products to attract the same or new markets.

A3 BUILD PRODUCTS & SERVICES

Create a product from conception to its availability to the market. An enterprise must invest serious resources in designing a product specific to the customer’s needs, with a firm understanding of the customer’s business requirements. The product must then be manufactured and tested for defects. Finally, the available product should be stored and warehoused until its delivery to the customer.

A4 DELIVER PRODUCTS & SERVICES

Provide the finished product to the customer for its use and satisfaction. The product must be physically moved to the customer’s site and installed to best serve the customer. The product must be installed and available for sustained use. Customer satisfaction must be critically assessed to ensure business opportunities in the future and a continued business relationship.

A1 Text: OPERATE THE ENTERPRISE

A11 PROVIDE OVERALL DIRECTION

Make sure your people know and can explain where the company wants to go, encourage their participation in defining the core values of the company and in formulating its direction, maintain enthusiasm and commitment to the company’s goals, and make clear what the people need to do to help achieve the shared vision. Understand the dynamics of the marketplace in order to make sound operational decisions.

Business Acumen Considerations: The ability of an enterprise’s people to articulate the mission and values implies they understand the larger context in which they perform their work. The mission expresses the higher purpose of the organization’s work while values provide guiding principles in how work is conducted and decisions are made. Recent research shows that organizations with active values outperform, over time,


those that don’t. Values provide ethical constructs that guide behavior and decision making whether an individual is interacting with customers, partners or other members of the organization. Studies in the fields of sociology and psychology have found that people want to be part of an endeavor that is larger than the individual. A well-defined mission statement creates the framework for people to see their work as part of something greater than their individual tasks. In organizations where people deeply understand the meaning behind the mission and value statements, a powerful alignment across functions is created.

A12 MAINTAIN ENTERPRISE RESOURCES

Hire new employees and support new and current employees in a positive work environment by providing competitive benefits and salary, treating them decently and professionally, giving them opportunities for personal and professional growth, and including them in the life of the company. Maintain and improve the company’s physical plant and equipment to ensure that you will be capable of delivering a higher volume of top-quality products and services as the company’s business grows.

Business Acumen Considerations: An enterprise’s people are its lifeblood. By providing them a positive work environment in which they are clearly respected and valued, an enterprise can tap into their leadership capabilities, innovative ideas, willingness to go the extra mile for a customer, and other factors that will help the company thrive. Regarding infrastructure, failure to maintain and develop an enterprise’s physical workspace and equipment can introduce practical barriers to growth and can lead to employee frustration and dissatisfaction.

A13 ACQUIRE EXTERNAL RESOURCES

Ensure that the company has the financial resources and external supporting relationships that will allow the company to execute its strategic plans, for example, to enter new markets, seek investment capital, acquire companies, carry out critical research and development, and manufacture new products.

Business Acumen Considerations: While growing a company based solely on cash flow can and has been done, the modern rapidly changing marketplace requires that a company be able to move fast to capitalize on an advantage or innovative idea. Linking a company’s strategic plan to a capital investment plan allows a company to put financial and other resources in place properly timed with its strategic intentions, enabling it to take fast action at the right time.

A14 ADMINISTER BUSINESS OPERATIONS

Carry out the enterprise’s essential internal “back office” business processes efficiently, outsourcing those that can be done more economically by specialists.

Business Acumen Considerations: While internal business processes may appear to be mundane, they are essential to the company’s being able to perform on contracts, protect its intellectual property, determine its profitability, protect its cash flow, and maintain itself as a viable business entity of integrity. Improprieties, inefficiencies, or errors on the business side can have serious repercussions on customer and investor confidence in the company and on its financial survival.


A2 Text: MARKET PRODUCTS AND SERVICES

A21 MAINTAIN MARKETING STRATEGY

Decide the best way to condition the marketplace, attract customers, and sell the company’s products and services consistent with the enterprise’s strategic and financial objectives.

Business Acumen Considerations: The world will not beat a path to your door just because you have, or think you have, the best mousetrap. A company needs to carefully consider the means and content of communications directed toward potential customers, the positioning of its products and services relative to those of competitors, and sales approaches. Failure to think these matters through and to adapt your methods based on feedback from the marketplace can lead to poor sales and eventually can threaten the survival of the company.

A22 ESTABLISH STRATEGIC MARKETING RELATIONSHIPS

Enter into agreements with companies and individuals who can assist your company in developing new business through their own market presence, offerings, and relationships.

Business Acumen Considerations: The traditional concept of the “value chain” of companies, narrowly viewed as a company, its suppliers, its value added resellers, and its customers, is no longer adequate to maintain a company’s competitiveness in the modern rapidly-changing market. Companies today need to establish many partnering relationships with companies and individuals that can be called upon to help the company adapt quickly to changing market circumstances and bring more robust and innovative offerings to their customers. The company that isolates itself in a static set of traditional relationships runs the risk of isolation as more nimble and well-connected competitors and their partners run away with the market.

A23 PURSUE NEW BUSINESS OPPORTUNITIES

Generate and screen prospects, understand qualified prospects’ requirements, convince prospects to purchase the company’s products and services to meet their needs, and close the deals. Maintain an open mind and seek business opportunities creatively.

Business Acumen Considerations: Successful selling is fundamental to the success of a company. Convincing customers to buy and obtaining their legal commitment to buy are essential to revenue generation and sustaining the life of the company.

A24 PLAN NEW PRODUCT/SERVICE OFFERINGS

Anticipate products and services that will sell successfully in the future and develop specifications for their development.


Business Acumen Considerations: Products and services can become obsolete very rapidly in today’s marketplace, with decreasing sales immediately affecting the financial health of the company. Companies must keep in close touch with customer’s changing needs and advancements made by competitors in order to maintain and grow market share.

A3 Text: BUILD PRODUCTS & SERVICES

A31 DESIGN

Specify the characteristics of a new product or service intended to meet market requirements to a level of detail sufficient for a developer to produce it. Create a product or service tailored to the customer’s needs.

Business Acumen Considerations: The translation of perceived needs in the marketplace into specifications of a product or service represents an essential bridge to the future success of the company. If market needs are understood but not expressed in actionable form that will lead to development of a competitive offering, the company will waste money on market introduction of an unsuccessful offering and will fall behind as more attractive competitors’ products are embraced by its customers.

A32 PRODUCE & MAINTAIN

Physically develop and maintain a product or service in fully deliverable form, including all documentation.

Business Acumen Considerations: Products and services are fundamental to a company’s ability to generate revenue. Failure to produce and maintain them in a timely fashion will cripple a company’s success.

A33 TEST

Ensure the a new product or service satisfy the requirements it is intended to satisfy and that customers will be able to use it properly in the real world.

Business Acumen Considerations: Products and services that do not work properly will lead to an image of poor quality, a loss of confidence in the company by the market, and decreased sales.

A34 STORE PHSYICAL INVENTORY

Maintain products in a secure facility so they retain their viability until needed for delivery.

Business Acumen Considerations: A company’s stock of products represents a significant asset and potential revenue, and must be protected until needed for sale to customers.


A4 Text: DELIVER PRODUCTS & SERVICES

A41 PHYSICALLY MOVE TANGIBLE ITEMS

Transport products from inventory to a point at which customers can take possession of the products at their site.

Business Acumen Considerations: Products must be delivered into the hands of customers before revenue can be claimed. Transportation inefficiencies or damage occurring to products in transit can negatively affect cash flow and profit margins.

A42 INSTALL PRODUCTS

Put products into usable condition and final position so a customer can derive the expected benefits from the product.

Business Acumen Considerations: The success of the company will ride on the ability of the customer to use the product as intended and to obtain value from the investment made in acquiring the product.

A43 PERFORM SERVICES

Deliver value-added know how to the customer in the form of services performed by company experts.

Business Acumen Considerations: The success of the company will ride on the ability of the customer to receive desired services and to obtain value from the investment made in acquiring the service.

A44 ASSESS CUSTOMER SATISFACTION

Determine whether customers are ecstatic, pleased, neutral, disappointed, or outraged as a result of their experience with the company.

Business Acumen Considerations: The reputation of a company is a primary determinant of its long-term success. A company must pay close attention to the reaction of customers. There are many ways the marketplace and future customers hear about a company, its products, and how the company treats customers. If problems arise, the company that has put mechanisms into place to understand and fix each problem will reap great benefits in customer satisfaction and future business.


Glossary for IDEF0 Generic Enterprise Model“FULFILL BUSINESS VISION X (AS IS)”

Acquired Enterprise ResourcesThe available means possessed by a enterprise through work history and network contacts.

Acquisition Status & Integration PlanCurrent progress and issues relating to the acquisition and integration of an external enterprise.

AgreementsA meeting of minds. A change to the correct or alteration to the original document/agreement without changing its principal essence.

Agreements with CustomersAgreements specifying the conditions and parameters of services exchanged for compensation.

Agreements with Customers & PartnersAgreements specifying the conditions and parameters of products and/or services and the contractual understanding of mutual service

exchange between a enterprise and one or more partners.

Agreements with Investors & Between M&A PartnersContracts between the enterprise and external investors and between the enterprise and principals involved in a merger and acquistion.

Approach to MarketA determined course of action characterizing the enterprise’s interaction with, and disposition towards the market.

Available ProductsGoods and services ready for distribution to the market.

Business Community CommunicationsThe formal and informal exchanges, both written and verbal, among the various institutions, entities, and persons composing the business

community.

Business DocumentsDocuments concerning the functions and financial exchanges of a enterprise, such as purchase orders, invoices, payments, payroll records, tax

statements, legal notifications, etc.


Business Operations StatusThe condition of projects and business interchanges of a enterprise.

Business Support StaffIndividuals responsible for carrying out internal business support functions.

Capital Investment SpecialistsExperts whose function is to beneficially invest a enterprise’s earnings and financial resources for capital gain.

Current Employees & CircumstancesThe personnel hired by a enterprise to perform a desired function in exchange for compensation and benefits, and the factors surrounding this

contractual agreement.

Current InfrastructureThe current underlying foundation or basic framework from which a enterprise operates.

Customer Attitudes & Market TrendsThe customer’s psychological disposition towards a product and the generalized market behavior which characterizes that temperament.

Customers & RequirementsThe recipients of a enterprise’s products/services and their expectations of, and guidelines for those products/services.

Delivered ProductsThe tangible goods presented to the customer in exchange for compensation

.Delivered Products & Services

Both the tangible goods and useful labor presented to the customer in exchange for compensation.

Delivered ServicesThe useful labor presented to the customer in exchange for compensation.

Delivery ExperienceThe accumulated knowledge derived from a enterprise’s past participation in the delivery of products and services.

Delivery Follow-up ResourcesThe personnel responsible for assisting the customer in any post-sale situation.


Delivery GuidanceCorporate policies that describe the proper delivery of products and services.

Delivery ResourcesThe personnel responsible for delivering products and services.

Design of Product/ServiceThe planned construction of a product/service tailored to the customer’s requirements.

Design PlanThe agreed upon course of action to design a functional product/service.

Design ResourcesA enterprise’s available means which allow it to create a design for a product/service.

Designs of Partner Products & ServicesCreative contributions by partners regarding their products and services and insights for their integration into the enterprise’s offerings.

Development ResourcesA enterprise’s available means to facilitate the process of creating a product or service.

Enterprise Personnel & InfrastructureAn economic organization’s internal composition defined in terms of labor force and internal resources.

Enterprise ResourcesA enterprise’s available means as it relates to the enterprise as a unit of economic organization.

ExecutivesThe members of a enterprise possessing administrative or managerial responsibility.

Experience Building Products & ServicesA enterprise’s history with creating, from design to inception, products and services.

Experience Selling to ProspectsA enterprise’s history of exchanging products and services for compensation; its ability to translate this experience into ideas and courses of

action for future transactions.


External CommunicationsInteraction between the enterprise and any outside entity.

External Resource Pursuit PlanRequirements for analyzing and selecting enterprises to be acquired.

Installed ProductsA purchased product ready for use by the customer.

Issues with DesignDefects in a product’s design which warrant modification.

Laws & Regulations

Those rules and requirements governing the exchanges, processes, and transactions of the business world.

Market NeedsThe requirements placed by the market.

Market PlaceThe general community and affiliation of customer’s seeking specific products and services.

Market StrategistsPersons whose job entails the development of sound courses of action in interacting with the market.

Marketing CommunicationsDescriptions of the enterprise, its history, intentions, products and services, and other matters of interest to the marketplace.

Marketing GuidanceAdvice provided by a enterprise’s executives to its marketing strategists to reveal the nature of the market and provide unique insights.

Marketing ResourcesThe means available to a enterprise to enable it to successfully compete in the market.

New-Business Acquisition PlanA course of action to acquire a new business as a financially beneficial opportunity.

Operational Requirements & Experience of 19 Copyright © 2002-2006 Patrick

Guidance and experience in supporting the people of an organization.

Ordered ProductsThe specific manufactured products as required by the customer.

OrdersThe customer’s placement of requests for products and/or services in exchange for payment.

Partner Products & ServicesThe products and services offered and distributed by a enterprise’s partner.

Partnering Analysts

Experts in analyzing potential partners and deciding the most effective way to achieve synergy between enterprises.

Partnering StrategyA enterprise’s devised course of action to establish a working relationship with a viable partner.

Performance in MarketA enterprise’s financially reflected record of business in the market.

Positive & Negative Customer ExperienceA customer’s perception of his/her experience in conducting business with a enterprise.

Potential CustomersAn entity (a enterprise, organization, individual, etc.) interested in exchanging payment for products and services which will benefit the

customer.

Potential EmployeesPersons qualified and in the market to perform a specific function within an enterprise, concurrent with the enterprise’s business needs.

Potential Investors/ EnterprisesPersons in the market to and with a vested interest in investing funds in an enterprise with an expectedly beneficial financial outcome.

Potential PartnersA enterprise interested or potentially interested in contractually establishing a relationship with a separate enterprise in which each agrees to

furnish a part of the capital and labor for a business enterprise and by which each shares in some fixed proportion in profits and losses.

Pre-Release Product / Service of 19 Copyright © 2002-2006 Patrick

A developed product or service ready for testing and evaluation before its release to the customer. Processed Business Documents

A business document that has been utilized in administering a business operation and is archived or otherwise disposed of.

Product GuidanceAdvice from the executives concerning the development of a product and its design.

Product Installation ResourcesAn enterprise’s personnel charged with the task of installing products at the customer site.

Product OrdersThe customer’s placement of requests for products in exchange for payment.

Product Service RequirementsThe obligations imposed either by law or by the customer’s specification surrounding the nature of the product or service delivered by a

enterprise.

Product/ Service Management PlanAn agreed-upon course of action for the management of a product/service from its conception to its delivery to the customer.

Product/ Service ManagersMember’s of a enterprise endowed with the authority to oversee the development of a product/service from its conception to its delivery to the

customer.

Production PlanA enterprise’s agreed-upon course of action for producing goods and services.

Production ResourcesBoth the material and intangible means at a enterprise’s disposal with the potential to facilitate production.

Products at Customer Site

The result of physically moving tangible items; the products available to the customer on site, before installation.

Public Offering SubmittalsDocuments that are required for submittal to federal agencies and other fiduciary bodies associated with seeking public financing for the

enterprise.


Quality ExperienceProblems and issues discovered during the delivery process that could necessitate improvements in existing products and development of new

products.

Raw MaterialsThe basic, unrefined components necessary to construct and deliver a finished product.

Returned Products & ComplaintsProducts refused by the customer due to perceived deficiency and the customer’s reasons for refusing said products.

Sales ForceA enterprise’s hired labor force whose job is to conduct the sale of products and services to customers.

Sales LeadsDiscovered opportunities for the exchange of products and services for payment. The potential to conduct business.

Service Delivery ResourcesThe means available to a enterprise which are conducive to the delivery of services to the customer.

Service OrdersFormal and binding requests by a customer for a enterprise’s services.

Strategic GuidanceFormal (professional) or informal advice concerning a potential course of action

Strategic Market ConsiderationsThose perceived factors affecting the nature of the market and a enterprise’s introduction of a product or service to said market.

Test PlanThe devised course of action to test a developed product or service before its release to the market.

Test ResourcesThe personnel available to an enterprise to test and evaluate its product before its release to the market.

Transport ResourcesThe means available to a enterprise for the transportation of the product to the customer (or distributor).


Warehousing PlanA devised course of action for storing and protecting an enterprises physical property.

Warehousing ResourcesThe personnel, equipment and facilities available to an enterprise to store and protect its physical property.


Generic Enterprise Model copyright Patrick

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Transcript of Generic Enterprise Model copyright Patrick