Model-driven design, simulation and implementation of service compositions in COSMO

The success of software development projects to a large extent depends on the quality of the models that are produced in the development process, which in turn depends on the conceptual and practical support that is available for modelling, design and analysis. This paper focuses on model-driven support for service-oriented software development. In particular, it addresses how services and compositions of services can be designed, simulated and implemented. The support presented is part of a larger framework, called COSMO (COnceptual Service MOdelling). Whereas in previous work we reported on the conceptual support provided by COSMO, in this paper we proceed with a discussion of the practical support that has been developed. We show how reference models (model types) and guidelines (design steps) can be iteratively applied to design service compositions at a platform independent level and discuss what tool support is available for the design and analysis during this phase. Next, we present some techniques to transform a platform independent service composition model to an implementation in terms of BPEL and WSDL. We use the mediation scenario of the SWS challenge (concerning the establishment of a purchase order between two companies) to illustrate our application of the COSMO framework

Semantic discovery and reuse of business process patterns

Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse

A Conceptual Model for Scholarly Research Activity

This paper presents a conceptual model for scholarly research activity, developed as part of the conceptual modelling work within the ???Preparing DARIAH??? European e-Infrastructures project. It is inspired by cultural-historical activity theory, and is expressed in terms of the CIDOC Conceptual Reference Model, extending its notion of activity so as to also account, apart from historical practice, for scholarly research planning. It is intended as a framework for structuring and analyzing the results of empirical research on scholarly practice and information requirements, encompassing the full research lifecycle of information work and involving both primary evidence and scholarly objects; also, as a framework for producing clear and pertinent information requirements, and specifications of digital infrastructures, tools and services for scholarly research. We plan to use the model to tag interview transcripts from an empirical study on scholarly information work, and thus validate its soundness and fitness for purpose

A conceptual model for global multi-channel customer management

Previous Global CRM research has recommended that scholars reassess all of CRM systems in global environment (Ward 2005; Ramaseshan et al., 2006). Channel management is one CRM systems component much influenced by the behaviour of customers in relation to the implementation and use of channel management CRM component. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points through out customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis. A conceptual model has been developed to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle

Cultural aspects of multi-channel customer management: A case study in Italy

Channel management is one of CRM systems component much influenced by the behaviour of customers in relation to its implementation and use. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points throughout the customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the author has conducted a case study in a multinational organization in Italy to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The author has used a content analysis technique to define the themes of the case study and then used the Structurational Analysis model by Ali and Brooks, (2008) to identify the cultural values dimensions (Ali, et al. 2008a) that influence multi-channel customer management in Italy. The research findings highlight the cultural dimensions, which should be considered while adopting multi-channel customer strategy. Also, the research findings encourage the articulation of situated cultural approach to study cultural impact within IS discipline as alternative approach than predefined culture archetype

CUSTOMER LOYALTY - THE MAJOR GOAL OF CUSTOMER RELATIONSHIP MANAGEMENT

This paper presents the importance of customer relationship management (CRM) and customer loyalty for any organization that whishes to be successful and competitive in the market. A new emphasis in marketing and CRM is more and more widespread - creating customer relationships.In a competitive environment, the organizations have to focus their efforts towards continuous meeting both current and potential needs of all their customers. Many organizations have to consider how to enter a market and then build and protect its competitive position. Traditional marketing has focused on the final consumer seeking to promote brand values and to generate forced demand on the company's product market. The development of the concepts of segmentation, targeting and positioning signified the organizations' refocusing from the market approach as a whole, respectively the "mass market", to targeting and positioning strategies developed to suit the characteristics of the target segments chosen by the organization. The emergence and development of a distinct concept of customer relationship management and CRM software solutions design led to increasing focus on customer organization strategy. In addition to the strategy dedicated to a particular target segment, organizations have begun to design strategies and programs aimed at developing strategic relationships with specific strategic customers.The purpose of any customer relationship strategy should be customer acquisition and retention.Organizations should strive to develop CRM strategies to maintain and strengthen customer loyalty of the important customersmarketing, customer relationship management, customer orientation, customer acquisition, customer loyalty