Zum Einsatz von MICRO-FCS und Symphony fuer die strategische Unternehmensplanung

Available from Bibliothek des Instituts fuer Weltwirtschaft, ZBW, Duesternbrook Weg 120, D-24105 Kiel C 150659 / FIZ - Fachinformationszzentrum Karlsruhe / TIB - Technische InformationsbibliothekSIGLEDEGerman

Strategic Positioning of E-Commerce Business Models in the Portfolio of Corporate Banking

The emergence of e-commerce leads to a fundamental change for the financial industry. The transition into a digital economy produces numerous new opportunities as well as great risks. B2B e-commerce in particular is considered a promising field for the future. As B2B is very closely related to corporate banking, emerging B2B ecommerce business models should constantly be evaluated to see how they fit into the portfolio of current corporate banking activities. This paper provides a framework for a systematic examination of B2B e-commerce business models and their position in the portfolio of corporate banking. The paper indicates that certain business models, like emarketplaces, seem to be less attractive despite of huge investments of German banks in this field. However, models combining a bank’s core competence with new technology offer a high potential in e-commerce activities

Where are we with BPM education: A call for action

Many organizations will undergo a transformation from a function to a process orientation within the next few years. Success in this transformation requires a fundamental reorientation among those affected by the changes. This makes BPM education of utmost importance. But how can process-oriented thinking be taught, learned and disseminated? So far, neither research nor practice has prioritized this issue. In this Article we are presenting a call to action in an effort to advance BPM education and to encourage all those involved in Business Process Management to assist us in this efforts

Editorial: Learning, teaching and disseminating knowledge in business process management

Process-oriented thinking has become the major paradigm for managing companies and other organizations. The push for better processes has been even more intense due to rapidly evolving client needs, borderless global markets and innovations swiftly penetrating the market. Thus, education is decisive for successfully introducing and implementing Business Process Management (BPM) initiatives. However, BPM education has been an area of challenge. This special issue aims to provide current research on various aspects of BPM education. It is an initial effort for consolidating better practices, experiences and pedagogical outcomes founded with empirical evidence to contribute towards the three pillars of education: learning, teaching, and disseminating knowledge in BPM

How should we teach the logic of BPM? Comparing e-learning and face-to-face setting in situated learning

Knowing the fundamental idea of Business Process Management (BPM) is essential for students to understand and connect concepts of BPM and to develop appropriate information systems (IS). The idea of BPM refers to the logic how organizations and processes should be designed to be efficient independent from the context. But the question arises how to enable students to learn the idea of BPM. We conducted an empirical study with 150 graduate students separated into e-learning and face-to-face groups. The results show that both learning settings are effective, but the effect of the face-to-face setting is almost twice as high as in the e-learning setting. We propose to use situated e-learning as a short introduction for beginner courses in IS. Thus, students can quickly accumulate a sufficient level of knowledge. A situated face-to-face setting is then helpful to deepen the knowledge in a course on specific concepts of BPM

Using a smartphone application for customer-centric banking

The banking industry is under pressure. In order to compete, banks should adapt to concentrating on the specific customer needs, following an outside-in perspective. This paper presents the design of a business model for banks that considers this development by providing flexible and comprehensive support for retail banking clients. It is demonstrated that the identification of customer processes and the consequent alignment of banking services to those processes implies great potential to increase customer retention in banking. It will be shown that information technology – especially smartphones – can serve as an interface between customer and suppliers to enable an alignment of offerings to customer processes. This approach enables the integration of banks into their customers’ lifestyle, creating emotional value added, improving the personal relationship and the customers’ affiliation with the bank. The paper presents the design of such a customer-process-centric smartphone application and derives success factors for implementation