Developing eBusiness solutions with a Model Driven Approach: The Case of Acer EMEA
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The document discusses Acer's transition from a manufacturing-oriented company to a brand-centric organization through a model-driven approach to eBusiness solutions initiated in EMEA in 2000. It highlights the goals of improving customer-perceived value and centralizing operations while using a model-driven development methodology to enhance project efficiency and flexibility. The document concludes that adopting model-driven development significantly reduced resource requirements compared to traditional methods, demonstrating its effectiveness in modern business environments.
Developing eBusiness solutions with a Model Driven Approach: The Case of Acer EMEA
- 1. Developing eBusiness solutions with a Model Driven Approach: The Case of Acer EMEA Roberto Acerbis Aldo Bongio Marco Brambilla Massimo Tisi Stefano Ceri Emanuele Tosetti
- 2. Context and motivations Acer Inc: the 3rd* branded PC vendor worldwide US$ 11.32 B consolidated revenues in 2006, operations in more than 100 countries, 5300 employees Situation in year 2000 A manufacturing-oriented company, with increasing market shares and brand value, but: Regionalized structure with continental HQs and highly independent national subsidiaries Countries with very variable market approach, customer service levels, and even visual identity and local branding Low perceived value by customers as a knowledge and business partner * Source Gartner
- 3. Technical Goals Launched in EMEA in Dec 2000 as a worldwide pilot Business Goals: Supporting the new corporate strategy: “from manufacturing to Total Brand Company”, the so called “New Acer” Improving the customer-perceived value by: Centralizing the conception and realization of eBusiness solutions for the (initially 14, now 34) EMEA & PA countries Deploying innovative B2C & B2B services effectively on the Web Homogenizing marketing and communication, technical support, and customer service across national subsidiaries Building an added-value online community, serving channel operators (dealers, VARs, distributors) and end-users in a one-to-one, yet resource-effective, way
- 4. Technical Goals Division of competences between IT & MarCom in the development of customer solutions The MarCom business unit is responsible of the project, from business requirement analysis, to early prototyping, development, and verification The IT unit sets technical standards, manages infrastructure and runs the developed solutions Methodology for “lossless” transition from business requirements to technical requirements Inject Customers’ and MarCom managers’ feedback into the projects as early as possible Time to market of services and solutions & effort consumption Long-term sustainability w.r.t. business strategy and ICT infrastructure evolution
- 5. Methodology Integrated approach to Business Process Reengineering, through Model Driven Development Visual Language: WebML Extensive use of automatic code generation from application models IDE and Code Generator: WebRatio
- 6. 7 years experience: B2C+B2B porfolio
- 7. Case History 1: Acer Euro CMS B2C + CMS Web applications initially for 14 EU countries (year 2000) Corporate news, Product technical & commercial data, Service & Partner area, Where to Buy… Multilingual, multi-actor, distributed workflows for local and central PMs, local and central MarCom managers ... and a: very limited Time to Market (7 weeks!!)
- 10. Critical Considerations On the positive side: Almost 80% of the delivery effort concentrates in the phases of data design, hypertext design and prototyping: more development time is spent with the application stakeholders MDD allows a more flexible distribution of responsibilities between the IT department and the business units The peak productivity rates has reached five times the number of delivered function points per staff-month of a traditional programming language like Java
- 11. Critical Considerations (continued) On the negative side.. Acer estimates that it took from 4 to 6 months to have fully productive developers with MDD, WebML, and WebRatio. ..but.. The initial investment in human capital required by MDD pays off in the mid term MDD benefits testing, maintenance, and evolution (which account for over 60% of the total lifecycle cost) reasoning on the system is far more effective at the conceptual level
- 12. Conclusions The company estimates that with a traditional development methodology the project would have required at least three times the resources that have been invested MDD appears to be a powerful tool for renovating businesses and taking advantage of the advent of low-cost distributed network infrastructures (no magic but it really helped)
- 13. Thank you
Editor's Notes
- #3: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #4: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #5: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #6: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #7: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #8: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #9: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #10: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #11: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #12: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories
- #13: In the last 5 years HOME & Small business gained 8% share from Medium & Large business as other (Governm. & Edu) remained the same. Sometimes I’ll talk about terminologies as it is also important that we speak the same language. So, Acer compared vs. Gartner segmentation Home, Edu, etc are clear, it’s the same, but 0-9 – we call SOHO, 10-99 (Gartner: 10-19 & 20-99) we call small business, 500+ we call Large business Garner also has 500-999 & 1000+ categories