A Better Call Guide, But Not Mine

8/14/2019 A Better Call Guide, But Not Mine

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Business Integration - BDR Prospecting Call GuideLast Updated December 7th, 2006

CAO Prospecting Model

Prospecting

Business Integration Prospecting Guide

I. IntroductionWhy Business Integration?

Bottom line: Businesses today are undergoing intense pressure. They have pressures to stay agileand to face increasing and new, more nimble forms of competition. Every day, they have to innovate tocontinue to delight customers and stay ahead of traditional and emerging global competition. In addition,new compliance requirements are putting pressure on corporate visibility and operational processes allwhile the costs of conducting business are continuing to rise. In the past IT as been considered a costcenter, however business demands are requiring IT to become core to the value proposition of mostenterprises today. New initiatives are springing up to deliver customer value via electronic means andnew technologies promise to ease the creation of new on-line services.

However, the reality in IT is one of reduced resources, accelerated delivery timetables and a

bombardment of new technologies that must be assimilated with existing custom and legacy applications.While IT desires to be perceived as a core part of the business and a source of value, they are oftenperceived as a blockeras each business demand translates to an integration problem that requiresmore time and money to deliver.

As a result, two major initiatives aiming at transforming the business are coming to a head

The first is a line of business focus on the process: Businesses with strategic initiatives to improvetheir processes, ultimately to attain agility and transform, are focusing squarely on the concept of processand the impact of modeling and enabling such processes to achieve business objectives. Their languagebecomes the language of business operations and Business Process Management, orBPM and theymay be engaging in initiatives to train and equip business analysts to understand, model, define andsimulate business process. However, the business seldom thinks about the complexities of implementingits defined business processes across the IT infrastructure.

The second initiative is that IT is also engaged in an effort to increase their agility . In their quest tobecome a strategic enabler of business rather than a cost-center, they are looking for an architecturalapproach that enables them to rapidly leverage their existing investments while quickly, even dynamically,delivering on new business processes and services. They are embracing the concept of ServiceOriented Architecture, orSOA, as this agile approach, using re-useable shared services and a flexibleinfrastructure foundation to rapidly assemble or compose services in a fraction of the time is used to taketo develop silod applications. With SOA, IT thinks in terms of service enablement, system andapplication resources and underlying infrastructure, rather than the business process. IT may strugglewith translating their infrastructure expenditures into business benefit and as a result, often get sloweddown in their efforts to cost justify investments in modernizing infrastructure for greater agility andbusiness responsiveness. IT also struggles with the constantly changing nature of business requirementsdue to lack of early visibility into those requirements, unclear requirement definitions and the inability to

get into the requirement definition process early enough to translate the requirements quickly across theirinfrastructure.

ITs investment in Enterprise Integration technologies for SOA can help alleviate some agility issues, butonly partially. IT will have a more flexible, dynamic infrastructure base, however, until they are broughtinto the iterative process of understanding the business requirements and business processfundamentals, there will exist a gap between what business wants and what IT interprets and is able todeliver. This problem, this gap, is solved by embracing Business Integration.

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Integ

Image2: Business Integration is an Iterative Approach for Business Transformation

SOA and BPM are key terms being discussed across multiple industries and by industry thought leaders.Customers today are investing in SOA and BPM. But why are SOA and BPM key needs that customers

will invest in? According to AMR Researchs annual IT spending survey, Customer-driven issues andincreased competition within industry are the two factors most affecting software investment (32% each)and both require agility. Within customer issues, meeting the technology requirements of customers(22%) and maintaining customer loyalty (21%) are the most often noted factors behind investment.From a competitive standpoint, time-to-market improvements (29%) and growing market share (23%) arethe key factors, followed closely by keeping up with competition (20%) Unfortunately, these businessissues collide head on with IT organizations current challenges: diverse application landscapes that areoften poorly integrated which result in inflexibility and high cost to change and maintain. AMR Researchconducted a survey late last year in which they asked respondents about their biggest challenges inmanaging systems.

Integration issues (25%), pace of change (24%), and cost of change (21%) are the barriers thatorganizations face when trying to meet customer and competitive demands all pointing to a need for

Business Integration the combination of BPM and IT Enterprise Integration for SOA.

What is Business Integration?

Business Integration delivers a holistic, SOA-based integration solution that empowers bothbusiness and IT

Business Integration consists ofBusiness Process Management software and services/methodologyand IT Enterprise Integration software, and services using a SOA approach to service-enable, integrate

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Business Integration is the combination of delivering service-oriented enterprise integration infrastructurefor IT coupled with Business Process Management technology for the business analyst. BusinessIntegration delivers a seamless set of software and methodologies that support iteration between thebusiness analyst modeling the business process and IT implementing the corresponding compositeapplications and business services to deliver on the process while reducing the gap between what the

analysts want and what IT delivers.


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and manage process, applications and data sources throughout the process lifecycle. BEA BusinessIntegration enables the Business to effectively model and design business processes using the languageof business, and IT to rapidly respond to business demands through flexible, powerful service deliveryinfrastructure.

Business integration is achieved by embracing two fundamental changes across the organization. Thefirst is organizational creating the support and processes for delivering interaction between the analystsin the business domain who are identifying and defining business processes and the IT developers whoimplement integrated processes and services. There needs to be a fundamental organizationalcommitment to bridge these two groups so that the business analysts embrace the role of IT in thebusiness process lifecycle and IT is able to utilize the process models and requirements coming from thebusiness analysts in an open and iterative fashion. BEA Services and methodologies assist with this firstchange.

The second is infrastructure by investing in tools that seamlessly integrate between the process modelscreated by the business and the implementations developed by IT. It is this second enabler that isaddressed by Business Integration software. Business Integration software combines the capability of aBusiness Process Management suite (BPM) with IT Enterprise Integration for SOA. BPM is aimed atenabling the business analyst to model their current (As-Is) and new (To-Be) processes using themodeling environments most familiar to them, simulate their processes to test for effectiveness andimpact, define their processes and manage business processes proactively, feeding the business activitymanagement information back into the analyst for on-going optimization.

Enterprise Integration for SOA brings together three key technologies to enable the agile connecting andmanaging of services to support business processes. The first two focus on enabling services: Processintegration and Data Service enablement.

1. Process integration enables fine grained and complex processes between systems to be exposedas services and

2. Data Service enablement enables the creation of data services from multiple back-end datasources, such as the building of a single view of customer, which can be re-used in othercomposite applications. Process integration and Data Service enablement are then combined

with the third key technologyService Integration.3. Service Integration delivers the backbone for connecting and managing services of all types.

Service integration removes the integration logic from the services themselves so services canbecome dynamic and change on the fly while the Service Integration backbone handles theheavy lifting integration logic such as content-based routing of messages, format transformations,security policy brokering and quality of service monitoring.

By combining service enablement and service integration, IT creates an integration infrastructure thatflexibly accommodates new and legacy resources and can quickly respond to changes throughcomposition and configuration rather than requiring a team of integration developers every time there is anew requirement: a service interface is updated, a new service version comes on line or a process stepchanges.

Enterprise Integration for SOA is the logical progression of SOA efforts that may begin with a simpleService Mediation implementation using an ESB or a data service enablement project designed to exposedata as a service using an information bus approach. The next logical progression is to tie theseconnected services to business processes, legacy applications and middleware

When the power of BPM is combined with the power of Enterprise Integration for SOA, the business isable to more rapidly create, deploy and optimize the processes capable of truly transforming thebusiness.

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Why not just BPM? A BPM suite that cannot translate its models to artifacts that can be discovered,developed out to access back-end resources and data, mediated and interconnected into deployedcomposite applications is only as good as static documentation. It is only when the business processmodels can be seamlessly translated to the IT Integration developers studio that rapid ITimplementation can occur. A second key capability is iteration and this is made possible via the full

lifecycle integration between BPM tooling and Enterprise integration for SOA. Once business processmodels are implemented and automated across the SOA Enterprise Integration infrastructure,optimization occurs when runtime feedback is delivered back to the business analyst via integratedBusiness Activity Monitoring so that the business user can see in real time where process improvementneeds to occur. Once identified, the business analyst can update the models and the business todeveloper cycle begins anew. True business transformation and optimization is realized through thisiterative business integration cycle.

The following graphic is a simple, visual illustration of the core components of Business Integration andthe concept of iteration between the business analyst, using BPM tools and software and the ITIntegration resources and service delivery teams implementing the underlying SOA-based integration.

BusinImage 6: Business Integration is an Iterative Approach for Business Transformation

Business Drivers:

With ever-increasing competitive pressure and across-the-board expectations of faster response tobusiness requirements, IT needs infrastructure that simplifies their task of supporting the demands of the

business as quickly as possible so that IT is viewed as a strategic asset rather than a success inhibitor.

In addition, the business needs tools and software that enables them to understand their processes andmodel such processes so they can optimize them at the speed of business. BPM software that supportsa full business process lifecycle is key. A strategic BPM solution supports the full process lifecycle bydelivering an environment that enables the business analyst to model and simulate their As-IS and To-Be processes to make changes for optimal execution. The next big advantage is gained then byseamlessly integrating this representation of the business process with the design and developmentsoftware used by IT to translate these business processes to IT business services and integrations.Finally, once processes are automated and deployed across the IT infrastructure, information must flow

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back into Business Activity Monitoring solutions that the Business can use to manage their runningprocesses and feed that data back into the modeling process for further optimization and the cyclebegins anew.

It is through this continuous cycle of modeling, automating and managing that the business is able to

transform and optimize their operations, to stay agile and competitive. If the BPM environment is notintegrated with the Enterprise Integration infrastructure on the IT side, what occurs is a business-IT gap.IT does not have visibility into the business requirements and what gets executed may not reflect the coreprocess goals of the business, causing a spiral of re-work and delay. The convergence of BPM and SOAEnterprise Integration Infrastructure into a Business Integration software solution based on commonmetadata and support of a complete process lifecycle is the valuable breakthrough to enable businesstransformation and agility.

BEAs Business Integration Offering:

To characterize our offering, BEA Business Integration consists ofBusiness Process Managementand Enterprise Integrationsoftware, services and an architectural approach to service-enable,integrate and manage process, applications and data sources in a SOA. BEA Business Integrationenables the Business to effectively model and design business processes using the language ofbusiness, and IT to rapidly respond to business demands through flexible, powerful Enterprise integrationand service delivery infrastructure.

BEAs Business Integration Product and Service Portfolio consists of the following integrated family of fivekey software suites and products which can address specific business integration needs or work togetheras a flexible solution, and the addition of economically attractive bundle options, supported by a strongfamily of educational and service offerings ensuring successful SOA project implementations usingenterprise integration :

Products

BEA AquaLogic Business Process Management Suite Enable the Business Analystto model, dxecute and 0ptimize end-to-end business processes

BEA WebLogic Integration Enable IT to integrate and service enable system-centricprocesses across applications

BEA AquaLogic Service Bus Enables IT to connect, mediate and manage Services it is Service Integration for the agile enterprise

BEA AquaLogic Data Services Platform Delivers to IT the ability to create dataservices from multiple data sources. It is the Live Data Engine powering the Service-drivenEnterprise

BEA WebLogic Adapters Delivers to IT the ability to service enable the last mile ofconnectivity

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BEAImage 3: BEAs Business Integration Portfolio Delivers BPM and Enterprise Integration for SOA

Services

As Business Integration has two primary stakeholders, the business analyst looking to leverage BPM forprocess optimization and management and IT looking to leverage a SOA approach for flexible integrationinfrastructure, we target specific service offerings to both of these synergistic initiatives

IT Enterprise Integration for SOA Supporting Services:

SOA Discovery Workshop if you have a customer interested in working with BEA on aconsultative approach to SOA, use the following PDF to provide the customer with an overviewof the activity: http://inweb.bea.com/services/SOA/docs/BEA_SOA_Discovery_Wkshp_ds.pdfIn the Discovery Workshop, the benefits of a Service Infrastructure approach will be highlighted.

In addition to the SOA Discovery Workshop, for accounts with a budgeted initiative around SOA, there arethree expanded services offerings which focus on infrastructure requirements for successful SOA whereEnterprise Integration will be a core component. These experience-based services can expand theoverall value proposition of the BEA approach to the successful implementation of Enterprise Integrationin support of SOA:

Reference Architecture Planning Service For prospects defining a servicesinfrastructure blueprint for their company, this offering maps BEA product to the newarchitecture, and outlines an implementation timeline. This planning and design effort shouldlead to SIIS for implementation.

http://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdf

Integration Service For prospects working on their first SOA project, primarilyfocused on service enabling legacy systems with WLI as a first step. Part analysis and partprototype. A discovery workshop maybe used to uncover this initial project. The IntegrationService is an enhanced subset of the larger RAPS offering. Prospect may not be ready toimplement other parts of the services infrastructure stack yet, but when ready SIIS will be alogical next step

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http://inweb.bea.com/services/SOA/docs/BEA_SOA_Discovery_Wkshp_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdfhttp://inweb.bea.com/services/SOA/docs/BEA_SOA_Discovery_Wkshp_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdf


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.

Service Infrastructure Implementation Service For prospects who havealready architected their SOA solution and are looking to catalyze implementation of BEAproducts within their existing infrastructure. Position with BEA AquaLogic Service Bus, BEAAquaLogic Data Service Platform, BEA WebLogic Integration as well as the rest of the

AquaLogic family if relevant to the opportunity as the implementation solution. This offeringvaries in length (8-12 wks) depending on the products selected and the complexity of theexisting environment.

http://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdf

IT Enterprise Integration for SOA Supporting Educational offerings:

The following introductory educational offerings can help the prospect identify the benefit of a BusinessArchitectural approach to SOA and the role of Business Integration in creating Business Transformationand Agility across the Enterprise.

o Organization, Planning, and Architectural Considerations for SOA 3 hour on-line self-

study course

This course trains students on the key concepts and issues associated with theadoption of a service-oriented architecture. Students will be introduced to boththe business and IT aspects of SOA program planning and governanceconcerns, as well as an SOA Enterprise Reference Architecture.

Course details available at:http://www.bea.com/content/news_events/white_papers/bea_soa_organdplan1_oss_ds.pdf

o SOA Reference Architecture

o This course trains IT managers and enterprise architects on the key conceptsand issues associated with creating a SOA Reference Architecture. This courseexplains why a generic reference architecture is not sufficient and provides aprocess to create a detailed reference architecture that is actionable by projectteams. Examples drawn from real-world companies are included in the course toillustrate the concepts presented.

o Course details available at:

http://www.bea.com/content/news_events/white_papers/bea_soa_refarchitecture_ds.pdf

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http://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdfhttp://www.bea.com/content/news_events/white_papers/bea_soa_organdplan1_oss_ds.pdfhttp://www.bea.com/content/news_events/white_papers/bea_soa_organdplan1_oss_ds.pdfhttp://www.bea.com/content/news_events/white_papers/bea_soa_refarchitecture_ds.pdfhttp://www.bea.com/content/news_events/white_papers/bea_soa_refarchitecture_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdfhttp://www.bea.com/content/news_events/white_papers/bea_soa_organdplan1_oss_ds.pdfhttp://www.bea.com/content/news_events/white_papers/bea_soa_organdplan1_oss_ds.pdfhttp://www.bea.com/content/news_events/white_papers/bea_soa_refarchitecture_ds.pdfhttp://www.bea.com/content/news_events/white_papers/bea_soa_refarchitecture_ds.pdf


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II. Defining the Prospect Whom to Call?

What Accounts?

The concept if creating business agility is top of mind in most medium-to-large enterprises and theconcepts of BPM and SOA are gaining traction as techniques to improve business efficiency,responsiveness and ultimately agility. In prospecting for business integration opportunities, there are anumber of higher level business drivers that lead organizations to both focus on taking a more modern,service oriented approach to IT enterprise integration as well as invest in tooling and methodologies fortheir business analysts to understand and optimize their business processes. The key is to enable thebusiness to understand and value the benefits of both the BPM and SOA Enterprise Integration approach*and* how those benefits become even more powerful when brought together.

Business Integration delivers a holistic, SOA-based integration solution that empowers bothbusiness and IT

As a result, at the top level, it provides the following key benefits to the business:

Business Integration can optimize the actual business process execution

It delivers greater business productivity through automation of manual processes

It can result in processes that improve customer service and responsiveness

It enables the company to compete more effectively by facilitating opportunities for innovation andnew product development

It can enable better compliance with government, industry or internal regulations

It delivers ability to better manage risk through process visibility and control

While these benefits resonate with the business, they are still too high level to trigger a need to budgetdollars in investing in enabling infrastructure. We have found that there are eight primary and moregranular triggers to result in an actual budgeted project to achieve business integration.

Primary Business Integration use case business drivers include:

Modernizing customer service

Improving customer responsiveness

Infrastructure agility

Infrastructure rationalization

Merger/Acquisition response

New application install

New regulatory compliance deadline

Inter-enterprise integration

Company Size and Affinity:

We find in larger accounts with complex IT systems in place, these accounts are turning their attentionto building out a flexible integration infrastructure to accelerate SOA deployment or solve existingintegration issues in a service-oriented way. The time to address their integration challenges is now.These accounts are ready to invest in a SOA approach for Enterprise Integration.

Enterprise Integration for SOA is the logical progression of SOA efforts that may begin with a simpleService Mediation implementation using an ESB or a data service enablement project designed to exposedata as a service using an information bus approach. The next logical progression is to tie theseconnected services to integrated straight-through or multi-step processes, legacy applications and

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middleware, and process portals that are service enabled. requiring a SOA approach across theEnterprise Integration landscape.

According to detailed research conducted by IDG of over 1000 IT professions, three of the top four issuescustomers look to solve with SOA are integration related: integration to existing applications, data

integration and service integration. Enterprise Integration for SOA addresses all these challenges using aSOA approach loosely coupled, designed for re-use. A seamless, extensible enterprise integrationportfolio can provide IT the tools needed to address these integration challenges while laying the solidfoundation for both departmental and enterprise-wide SOA projects.

In addition, these accounts are also facing the need to get better visibility and management of theirbusiness processes. They must accelerate their ability to respond or better yet, stay ahead of nimble,global competitors. They are likely to be open to applying a BPM methodology and tooling for theirbusiness analysts to be able to model and optimizing their existing and evolving processes.

The big breakthrough comes when these two initiatives come together. BY aligning the BPM effort withthe SOA Enterprise Integration effort, the gap between business analysis and IT implementation is greatlyreduced, resulting in an automated process lifecycle, shortening delivery times and ultimately creatingagility.

They may be modernizing legacy investments, grappling with the complexities associated withheterogeneity resulting from distributed decision making, mergers and acquisitions, an influx of newstakeholders; new customer groups, new partners, and expanding channel opportunities.

Large organizations have IT silos that they need to integrate to support emerging business demandsrequiring cross-functional interaction including such key requirements as unified customerexperience/single view of customer, consolidated storefront, improved customer responsiveness, virtualcorporate processes spanning partners, and infrastructure rationalization for control and cost

management. Business Integration will provide process visibility and optimization and accelerate deliveryby breaking down IT silos enabling IT to partner with the business in the rapid delivery of new competitivefunctionality. Here is more detail for each of the primary triggers:.1) Modernizing Customer Service The business wants to serve their customers in new andinnovative ways. IT needs to integrate disparate applications, data and user portals to enablebetter service to their customers. Example projects include:

a) Customer self-service enable the customer to:i) conduct business on-line,ii) obtain real-time status of their business dealings,iii) handle billing issues,iv) provide feedback to the business,v) get answers to their support issues.

b) CSR enablement/Single View of Customer : Key to enabling the CSR (customer service rep) tobe more efficient and effective is a Single view of the customer (SVOC) SVOC enables supportreps to have a 360 view of their customers real-time business and support issue status across:i) purchase history,ii) billing and invoicing,iii) product support issues history and in flight, cross divisions and business units.

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Target large and global accounts facing integration challenges due to the complexity of their business andoperational processes and viewing BPM and SOA as a means to fix these integration challenges.


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2) Improving Customer responsiveness The business wants to improve their level of service totheir customers to stay ahead of the competition and reduce operational costs. IT needs tointegrate multiple back-end applications and knowledge bases to automate processes andimprove customer response times. Example projects include:a) Customer service provisioning processes Enterprises are looking to reduce the time and effort

to provision the customer i) both company and user access to product or service.ii) In addition, they need flexibility to change provisional status dynamically as well from trial

service or product access to contractual and as contracts and underlying service providerschange without impact to customer service delivery

b) CSR responsiveness Similar to CSR Enablement, focused on reducing the time and effort ittakes for customer service rep to do the following key tasks:i) gain real time information about customer support issues,ii) access related systems and knowledge bases seamlessly from a single pane of glassiii) and rapidly receive actionable information enabling them to deliver an intelligent response to

customer questions.c) Market new offers based on customer demand Enable customer information-driven offers to be

marketed to customers automatically at optimal points of on-going customer interaction best

suited to effect buying behavior

3) Infrastructure AgilityThe business wants to transform, conduct business in new ways through new partners and channels or delivery mechanisms or enter new markets. IT needsto modernize the integration infrastructure to create scale, centralize management and policyenforcement and remove integration logic from the applications themselves so thatapplications can change without breaking the connections. Project examples include:a) Modernize point-to-point integration for re-use, control

i) replace brittle app-to-app, app-to-data and process-to-app or data hard-coded connectionswith a flexible mediation layer

ii) remove integration logic from end-points supporting change.b) Backbone for strategic SOA initiative build the scalable, high-performance and reliable,

integration backbone to support dynamic service and process enablement with management,governance and optimal re-use

4) Infrastructure RationalizationThe business is looking to greatly improve operational costs,eliminating redundancy, eliminate manual process steps and free up resources for newprojects. IT needs to bring together investments in heterogeneous application and integrationinfrastructure into a consistent, SOA-enabled infrastructure backbone. Projects include:a) Mainframe Alternative Move key business functionality and process steps off of expensive

mainframes to lower cost agile distributed computing infrastructuresb) E-commerce consolidation Taking silod E-commerce implementations and seamlessly

integrating them into a single company experience

5) Mergers and AcquisitionsThe business is expanding through a merger or acquisition.Projects includea) Create a single company experience

b) Rationalize application and service duplication,c) Leverage best-practice processes and extend them to the larger business footprint

6) New application install The business needs process support via a new front-office or back-officeapplication. IT needs to seamlessly extending a critical new application capability in the runningbusiness landscape adhering to SOA principles for re-use downstream.

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7) New regulatory compliance deadline The business must respond to new regulatory expectationscoming from the industry or government that require updating or new processes, new reporting thatintegrates across systems or exposing visibility of existing process steps.

8) Inter-enterprise integration The business is looking to integrate their up-stream or down-

stream partners to optimize their supply chain, GTM through new partners, or expand theirvalue proposition into new markets. IT needs to enable business capability to extend toupstream and downstream partners while adhering to corporate SOA standards andgovernance, some of which may be service providers themselves. Projects include:a) Conduct business over the internet with business partners while managing the business

interactions and handling differences in protocol, data formats and business processes.b) Extend Value-Added networks and legacy protocols to the SOA be exposing them as shared

services using SOA standardsc) Include Software-as-a-Service providers in your business process or e-Commerce experience by

integrated them as managed business services

Building on the Base:

The metaphor for getting to business integration is that integration is a journey. In the process ofprospecting, one will most likely find that customers have already begun some of the efforts that will leadto Business Integration. Here are some things to look for:

Image 4: The path to Business Integration is through the Integration LandscapeCustomers may be initially focused on IT Enterprise Integration. Remember that Enterprise Integrationfor SOA may often build on existing investments in SOA integration technology. The presence of an ESBto support a single SOA Project by adding service mediation to proliferating web services may signal anopportunity to probe for growing project requirements including data, processes, connecting other projectsand scaling to the enterprise. The presence of a data service effort, such as building a data access layeror single-view projects also indicate an opportunity to look for scaling the effort further in the enterprise.

This is why Enterprise Integration for SOA Is a good follow-on for the previous two SOA Momentum usecases:

1. Service Mediation2. Information Bus

Remember that Business Integration may also build on existing investments in BPM. BusinessIntegration is a good follow on from either Enterprise Integration for SOA or from BPM.

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What Contacts inside the Companies?

Business Integration requires a parallel solutions selling approach. For Enterprise Integration for SOA,the IT enabling component, the primary target in IT is Central IT or Divisional IT focused on Integration.May be called the Integration Competency Center

Typical titles include:

Divisional CIO/CTO

Divisional VP/Director IT

Divisional VP/Director IS

Divisional VP/Director Integration (or Integration Competency Center)

Divisional VP/Director Architecture

VP/Director Integration Architecture

VP/Director Enterprise Architecture

Corporate CTO/CIO VP/Director Shared Services IT

VP/Director Service Delivery

In the Line of Business, evaluating the benefit of BPM, the primary target is the Line of Business Analyst.

When solution selling and gaining support for the overall concept of business IT alignment and businessintegration, the business Integration message resonates with well with executives:

CIO

CTO

VP of Enterprise Architecture

Line of Business IT executives

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III. Successful Prospecting: What and How to Ask?

Sample Voicemail/Email Elevator Pitch:

Good morning/Good afternoon. My name is rep name with BEA Systems. BEA Systems works withenterprises like yours [Maybe insert best use case example] to help you address the challenge of gainingbusiness agility by aligning business and IT through business integration, designed to both keep up withgrowing competition and innovate for business growth and profitability.

BEA takes a flexible, service-oriented and open approach to helping an organization realize the benefitsof integrating the business. We can help you realize benefits that will transform your business throughinvesting in a Service-Oriented Integration infrastructure for IT coupled with business processmanagement to enable your business analysts to model and optimize the processes that drive the heartof the business. This approach aligns with and supports your business objectives, organizationalstructure and existing application and infrastructure investments. In essence, it delivers agile businessintegration your way. We enable this through:

BEA Business Integration Software: A family of business integration products designed toboth service enable your existing infrastructure as well as accelerate your SOA and BPMefforts

A modular approach: The ability to adopt and roll out the key BPM and IT enterpriseintegration capabilities needed on a project-by-project basis while aligning to the goals andarchitecture of a broader 2-3 year plan

Being open and extensible: Our business Integration offering is designed based on BPMand SOA principals and open standards so that it integrates your existing infrastructure asfirst-class citizens in your SOA.

Being built rock-solid and ready for business our business integration solution is built onthe runtime architecture that is servicing over 16,000 of the industrys most demandingimplementations.

Complete set of services provided by a company whose customers are the furthest

along in BPM and SOA deployment

We have assisted companies across many industries including brand names like Pfizer, Pacific Gas andElectric, and Option One to model, integrate and optimize their processes, data and services to supportcritical business objectives and achieve the kinds of results that only come from agility. For example,using BEA Business Integration technology; First Franklin reduced their infrastructure costs supportingtheir dynamic loan origination processes by 50% while significantly reducing the time to sign up newcustomers and brokers.

Whether your focus is business processes, data integration, service integration or integrating theenterprise BEA has the architectural approach, software solutions and professional service experienceto deliver business agility through aligned BPM and SOA better business through integration.

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Qualifying Questions for live contact:

Initial Qualifying Questions:

These questions are designed to identify whether the customer is open to investing in integrationinfrastructure. Once that door is open the next set of questions are designed to identify one or morespecific business triggers. These high level questions may also result in information that will help identifythe business trigger.

Do you struggle with keeping up with the demands of the business due to inflexible integrationinfrastructure?

Does every new business request turn into an integration project that requires excessiveresources and time?

Do you struggle to implement business requirements in IT due to lack of clarity andunderstanding of the requirement or the process that supports it?

Do you feel that the business doesnt understand the complexity of your infrastructure andexpects faster response times from IT?

Do you feel that IT doesnt understand business process requirements resulting in automatedprocess implementations that dont meet all the business needs? Does this result in re-work?

Are you struggling with integrating applications, processes or data across your enterprise?

Do you have key projects that are being expected of you at risk due to inflexible supportingintegration infrastructure?

Do you view IT as an integral part of making your business more competitive? What are your

plans to keep pace and is integration infrastructure or process management limiting your ability tostay competitive and agile?

Next level Drilling down into use case business drivers:

Customer Self Service or Customer Responsiveness

Is integration between your customer-facing interfaces and back-end applications limiting yourability to enable your customers to serve themselves with respect to key activities such as on-linee-commerce, billing and product support, feedback and interaction? Do you have a corporategoal to drive customer self-service which is fielding requests into IT?

Are you struggling with data integration to provide a 360 degree view of the customer for the CSR

so that they can provide real-time and intelligent services? Do you have a corporate goal to makethe Customer support team and CSR more efficient and effective?

Do you struggle with customer response time due to having to access multiple applications thatare not integrated to understand a customers concern? Do you have to manually rationalizeredundant data regarding your customers?

Do you struggle with the time and effort required to provision your companys services orproducts for new customers or updating existing customer relationships with respect toprovisioning? Are your provisioning processes manual?

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Do you lack visibility into the business process requirements for improving customer service? Doyour business analyst teams need better tools for modeling such processes that could then driveIT implementations?

Are you unable to effectively cross-sell and up-sell new products and services to your existingcustomers due to not being able to integrate new marketing offers into your customer facingapplications?

Infrastructure Rationalization and Agility

Is your business rapidly changing? Are you struggling with implementing the processes that areneeded to support these rapidly changing business initiatives?

Do you have business analyst teams that are chartered to implement new business processes orimprove existing business processes? How well are they working with IT? Do you feel you havea gap between what the business analysts are modeling and what IT thinks it is implementing that

is slowing down your agility goals?

Have you considered how service enabling your infrastructure could benefit your IT organization?Do you see areas where IT silos (applications/data sources) could be exposed as a service tospeed development of new applications and new processes?

Have you already made a commitment to SOA but you are finding the proliferation of services isbecoming unmanageable? Are you looking for an effective way to integrate services for re-useand manageability without proliferating brittle, point-to-point connections?

Do you currently leverage Web services and composite applications in support of businessinitiatives? What infrastructure are you using to do this today? Do applications tend to be siloedand does integrating applications limit your ability to deliver composite applications?

Are you looking to deploy a scalable, high-performance integration backbone for your SOAinitiative that can enable services to connect and change quickly and easily while maintainingquality of service and control?

How are you consolidating your IT infrastructure? Do you see value in using existing applicationsto power new composite applications? Is there pressure from the business unit to use existingassets in the development of new business process? Is integration of these existing applicationsholding you back?

Are you struggling with the integration complexity resulting from a merger or acquisition? Is thiscomplexity slowing down your SOA progress and progress of delivering new business-requestedprojects?

New Application Install

Do you have a new high profile application that you need to assimilate into your IT infrastructureand enable integration with other processes, applications and end-users? Are you looking toapply SOA principals to the integration of this application for efficiency and re-use?

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Compliance Requirements

Is your company struggling with a new or impending compliance requirement that will requireautomation of new business processes or improving existing business processes? Will you needto make your processes visible? How are those processes being modeled by business analysts?

Can the business analyst then easily share their models and requirements with IT forimplementation?

Inter-Enterprise Integration

Are you struggling with efficiently conducting business over the internet with business partnerswhile managing business interactions and handling differences in protocol, data format andbusiness processes?

Are you looking to extend your integration infrastructure out to your business partners in a cost-effective, service-oriented way?

Are you looking to extend your business presence through the use of partners? Do you struggle

with enabling your partners to participate in your business processes or access actionable data?Is lack of integration infrastructure holding back your partner enablement objectives?

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IV. What to Offer?

High Interest:

Offer up access to a key white paper that describes best practices around effective Business Integration:

The Integration Journeya Field Guide to SOA Agility through Business Integrationhttp://contact2.beasys.com/bea/www/wpintg/issoa.jsp?PC=56TU4GXXWPBE

Recommend a services engagement: Consider them based on the SOA and BPM adoption maturity andappetite for PS engagement of the prospect. They include --

SOA Discovery Workshop if you have a customer interested in working with BEAon a consultative approach to SOA, use the following PDF to provide the customer with anoverview of the activity:http://inweb.bea.com/services/SOA/docs/BEA_SOA_Discovery_Wkshp_ds.pdf

Integration Service For prospects working on their first SOA project, primarilyfocused on service enabling legacy systems with WLI as a first step. Part analysis and partprototype. A discovery workshop maybe used to uncover this initial project. The IntegrationService is an enhanced subset of the larger RAPS offering. Prospect may not be ready toimplement other parts of the services infrastructure stack yet, but when ready SIIS will be alogical next step.

Reference Architecture Planning Service For prospects defining a servicesinfrastructure blueprint for their company, this offering maps BEA product to the newarchitecture, and outlines an implementation timeline. This planning and design effort shouldlead to SIIS for implementation.

http://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdf

Service Infrastructure Realization Service For prospects who have alreadyarchitected their SOA solution and are looking to catalyze implementation of BEA productswithin their existing infrastructure. Position with BEA AquaLogic Service Bus, AquaLogicData Services Platform and WebLogic Integration as well as the rest of the AquaLogicfamily if relevant to the opportunity as the implementation solution. This offering varies inlength (8-12 wks) depending on the products selected and the complexity of the existingenvironment.

http://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdf

Mild Interest:

Offer up access to a key white paper that describes best practices around effective Business Integration:

The Integration Journeya Field Guide to SOA Agility through Business Integrationhttp://contact2.beasys.com/bea/www/wpintg/issoa.jsp?PC=56TU4GXXWPBE

Depending on interest level, consider offering them to take the SOA or BPM Assessment as well.

Low-No Interest:

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http://contact2.beasys.com/bea/www/wpintg/issoa.jsp?PC=56TU4GXXWPBEhttp://inweb.bea.com/services/SOA/docs/BEA_SOA_Discovery_Wkshp_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdfhttp://contact2.beasys.com/bea/www/wpintg/issoa.jsp?PC=56TU4GXXWPBEhttp://contact2.beasys.com/bea/www/wpintg/issoa.jsp?PC=56TU4GXXWPBEhttp://inweb.bea.com/services/SOA/docs/BEA_SOA_Discovery_Wkshp_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructure_Services_DS_v6.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdfhttp://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Impltshn_ds.pdfhttp://contact2.beasys.com/bea/www/wpintg/issoa.jsp?PC=56TU4GXXWPBE


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Ask if they might be open to receiving upcoming event or industry information by email. If yes follow up with an email using the enclosed templates driving them to more info athttp://www.bea.com/framework.jsp?CNT=index.htm&FP=/content/solutions/soa

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http://www.bea.com/framework.jsp?CNT=index.htm&FP=/content/solutions/soahttp://www.bea.com/framework.jsp?CNT=index.htm&FP=/content/solutions/soa


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Further opportunity qualification: Pricing bundles for further opportunity development:

BEA is also offering product bundles that support the underlying benefits of business integration withattractive pricing. The bundles include:

Theme BundleSuggestion

Q4/Q1 PlayAlignment

Promotional Offer:Minimum of 2 CPUsper SKU to Receive50% off(Does not include

Support)

SOA: ServiceMediation

ALSB SOA Momentum

Play Use Case

#1

Standard pricing

SOA: EnterpriseInformation Bus

ALSB +ALDSP

SOA Momentum

Play Use Case

#2 Information

Bus

$156k at 50% =$78k bundle

SOA: EnterpriseIntegration

AquaLogicIntegrator(ALINT) +

ALDSP

SOA Momentum

Play Use Case

#3IT

Enterprise

Integration for

SOA

$230k at 50% =$115k bundle

Portal and SOA:delivering the

application

ALInt +ALDSP +

WLP

Portal + SOA

Momentum Play

$344k at 50% =$172k bundle

Portal and SOA:integrating Data

with Portal

WLP +ALDSP

Portal + SOA

Momentum Play

$210k at 50% =$105k bundle

Where to Go for Help

Name Title Phone Email

Kelly Emo Director, Integration ProductMarketing

408-570-8182Cell: 408-202-3157 [email protected]

Rosemary Stark Senior Product MarketingManager, WLI and AquaLogicIntegrator


Sastry

Penumarthy

Senior Product Marketing

Manager, AquaLogic ServiceBus

415-402-7373

Cell: 650-544-0251 [email protected]

JonnaArtukovich

Sr Product Marketing Manager,AquaLogic Data ServicesPlatform


Julie Taylor-Bridge

Competitive Sales Office 415-898-2657Cell: 415-297-6848 [email protected]

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Documents

A Better Call Guide, But Not Mine