E-Business: Vision and Strategy E-business: a vision and strategy for the University of Minnesota Robert B. Kvavik Associate Vice President EDUCAUSE Nashville,

E-Business: Vision and Strategy

E-business: a vision and strategy for the

University of Minnesota

Robert B. KvavikAssociate Vice President

EDUCAUSENashville, TN

October 12, 2000


E-business is first and foremost about improving service to ensure enduring relationships with clients


E-business is about community building, and especially the

development and nurturing of learning communities


E-business affords us the opportunity to transform key business processes through

the use of Internet technologies to improve

service to customers


E-business: What does it do?

• Streamline info flow, no “middleman”• Distribute content information and

communications:– Web searching, news, reference tools, digitized

library materials, e-mail and chat groups

• Education and training:– Technology enhanced learning (TEL), video

streaming, course delivery to distant locations


E-business: What does it do?

• Provide staff and student services via the Web

• Create a common portal which provides referrals and dynamic links to other ISPs

• Pulls it together as a one-stop service


What does it do? (con’t.)

• Convenient: linked transactions, automation, and self-help

• Customized: meets individual service needs

• Secure: electronic authentication• Markets: selling and buying of

goods and services


What does it do? (con’t.)

• Global reach: markets for distance education

• Build relationships: promotes brand awareness and loyalty

• Manage relationships and activities

• Redefine business relationships• Manage risk and compliance


Implementing e-business at the

University

The virtual university and process redesign


• Vertical integration vs. cross-departmental

• Hierarchical and silo structures of university service units

• Specialists versus generalists• Producer-centric or customer-

centric

The challenges


Auto Transaction Auto Transaction Auto Transaction Auto Transaction

Self Help Self Help Self Help Self Help

Generalist Generalist Generalist Generalist

Specialist Specialist Specialist Specialist

Old ProcessOld Process New ProcessNew Process


The challenges (con’t.)

• Private virtual universities• Ownership of intellectual

materials• Short time frame

– Supply chains can be forged quickly through desktop computers

– The life cycle of many products is short


• Customized information for producers and customers

• Information-based products are scalable.– Each item that you sell costs no more than

the last one you delivered (syndication)– The first business unit to capture a

percentage of the market locks in the standard and a majority of the business

The benefits


How do we proceed? The Phases:

• Using the web to acquire or provide information online

• Integration of internal services• Transformation, integration of

outside services• Enterprise-wide efficiencies for

suppliers and customers


How do we proceed? Web page phases:

• By institutional organization• By client• By client and context• Customized for each individual• Portal strategy


The U of M One Stop:

http://onestop.umn.edu/



Research QuickStart and QuickStudy


My One Stop


'Click' here for Address File for the list

'Click' here for Registration Summary

'Click' here for policy on student records privacy

'Click' here to send e-mail to student

'Click' here to save report to your desktop

DavidDeannaJonathanMatthewTimothyPamelaJanellePaulShandyScottDavidRachelThomasBrianBruceAmberKristin


Who will be affected first?

• Service units acting as intermediaries

• Client management units• Auxiliaries


E-business service models

• Supplier-centric – Customers can view course availability and

fees, register, check delivery dates

• User-centric or self-service applications– Online account inquiry and maintenance,

employee benefits management, purchasing/expense reporting, bill presentment and settlement, degree auditing


E-business service models

• Business transplants• Advertising-based e-business• Auctions• Customer e-mail and case management• Infomediaries sell information about a

market and create a platform on which buyers and sellers can do business


E-Business models

CommerceOne

FormsNirvana

Grants Management

TechMart

QuickStudy/ QuickStart

Web Registration

Portfolio

My One Stop

Used Book

Exchange

Classified Ads (coming)

Business Customer

Business

Customer

From

To


E-business in education

• E-business adds value to established and linked educational processes


E-business adds value: the teaching process

• Curriculum development (programming)

• Content development (production)• Learner delivery (delivery)• Learner acquisition, assessment,

articulation• Credentialing


E-business adds value: recruitment & enrollment

• Marketing (providing information to prospective students)

• Admissions (qualifying and selecting students)

• Enrollment services (registration, billing, financial aid)


E-business adds value: Student support

• Academic support (advising and tutoring)

• Student services (placement, counseling, information technology help)

• Credentializing (grades, degrees, certificates, transcripts)


Portal capacities

• Transactions• Planning• Performance assessment• Marketing


Trends and issues


Risk management issues

• Self certification• Authentication processes (security,

digital signatures, unauthorized access)• Greater access to data, privacy

issues• Local decision-making and

accountability


Risk management issues

• Denial of access/repudiation of service

• Copyright, patent, and trademark infringements

• Legal and regulatory issues (taxes, regulated products, freedom of speech, illegal activities)


Organizational issues• Organizational structures do not

align with functions (e.g., e-business, classrooms)

• Organizations must be flatter, less hierarchical, broader in function, with greater control of resources


Personnel Issues• New skills/talents:

– Analytic ability, creativity, and familiarity with new technologies

• Broad-banding: – Flexibility in jobs, need for generalists


Personnel Issues (con’t.)

• New divisions of labor: – Automation, paperless transactions, one-

stop and self service shift focus to the customer

• More generalists and fewer specialists: – Staff as facilitators, navigators in an info-

rich environment


Measures and outcomes

How will we know if we have been successful?


Measures and outcomes

• The percentage of clients using self service functions:– 80% of all admission applications done

electronically– 100% of all purchases done electronically– 75 % of all university services can be

provided through one-stop Web-enabled centers


Measures and outcomes (con’t.)

• Percentage of employees in broad-band categories

• Transaction time to completion• Absence of intermediary services

and shadow systems• Customer satisfaction surveys

reflect highly satisfied, successful customers


Measures and outcomes (con’t.)

• More processes integrated and online• Transaction costs among lowest in

nation for higher education• No silos• Employee satisfaction• Cost of ownership• Standards of customer service


Thank you for your attention

Questions?

Documents

E-Business: Vision and Strategy E-business: a vision and strategy for the University of Minnesota Robert B. Kvavik Associate Vice President EDUCAUSE Nashville,