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Changing

the way

industries work

IBM Global Business Services

Application Innovation Services

The impacts of service-oriented architecture

IBM Institute for Business Value

IBM Institute for Business ValueIBM Global Business Services, through the IBM Institute for Business Value,

develops fact-based strategic insights for senior business executives around critical

industry-specific and cross-industry issues. This executive brief is based on an

in-depth study by the Institute’s research team. It is part of an ongoing commitment

by IBM Global Business Services to provide analysis and viewpoints that help

companies realize business value. You may contact the authors or send an e-mail to

[email protected] for more information.

1

Changing the way industries work

IntroductionBack in the 1960s, when the concept of the

Internet was first germinating, few people

understood its full potential. But visionaries

such as J. C. R. Licklider, who was part of

the US Department of Defense’s Advanced

Research Projects Agency, had an inkling. If

this network idea proved workable, Licklider

predicted, “the boon to humankind would be

beyond measure.”1

It seems his predictions are coming true.

The Internet’s impact has been particularly

acute in the business world. In only a few

decades, the Net – and the applications it

has spawned – have become indispensable

tools of business. Can you imagine a work day

without e-mail? How many companies operate

without a Web site? How many retailers have

no online store? Even back-office functions like

procurement have been totally transformed.

Doing business today is nearly impossible

without the Internet. Eventually, we believe, the

same will be true for SOA. Why such a bold

comparison? In a word: flexibility.

At a time when companies are desperately

in need of it, SOA opens an entirely new

realm of business flexibility. Though SOA has

profound technical advantages, it is ultimately

about creating the means to innovate more

rapidly – having the flexibility to introduce new

products and services, enter or create new

markets and revamp business processes… as

soon as opportunities appear, or as soon as

you happen to envision them.

Like the Internet itself, SOA has the potential to

significantly change how businesses collabo-

rate and how entire industries are structured.

And given the competitive forces propelling its

adoption, the question is not whether SOA will

become pervasive – but how soon.

The impacts of service-oriented architecture

It might seem natural for business executives to dismiss discussions

of software design, but service-oriented architecture (SOA) is a high-

potential technical innovation worthy of business executives’ attention.

Like the Internet, SOA has the potential to fundamentally alter how

businesses collaborate and compete. And ready or not, it will change

your industry.

Changing the way industries work

2 IBM Global Business Services

3 Changing the way industries work

Flexibility pays off

Bob slams his fist on the desk as he reads the press release about InsureIt winning the business of yet another

major client.2 The nation’s largest provider network decided to go with InsureIt because it offered a standards-

based set of information services that were easy to integrate with both small and large providers’ systems.

Information on insured patients’ coverage could be easily accessed from individual physician’s systems as well

as by all the many complementary systems (registration, pharmacy, radiology and the like) that are required

to operate a major urban hospital. “How can InsureIt integrate a new client so quickly? And offer so many

sophisticated information services? It takes us three months just to connect our system with a client’s – and

we can only offer basic information support. Why is IT always such a bottleneck? We used to be the industry

innovators. Why do we keep losing deals?”

Meanwhile on the other coast, Tom, the CEO of InsureIt, gleams as he reads today’s news. “Four major wins this

quarter with little competitive pressure from LegacyInsured. Who would have thought that the way we design

our applications could make such a difference in our business flexibility? Ann, our CIO, told me that our newest

capabilities – designed specifically for independent labs – were built using previously implemented patient

information services and some new services created to access lab functionality in our existing systems. Barely

any new programming was required. Even better, barely a dent in the budget. In fact, these laboratory services

were what really sealed the deal with our new provider network client. From where I’m sitting, it doesn’t look like

we’ll be blaming IT for missed opportunities any time soon. What our new ‘service’ orientation is really serving

up is growth.”

What exactly is SOA?Service-oriented architecture is a software

design approach that dissolves business

applications into separate functions or

“services” – e.g., check credit history, or open

new account – that can be used independent

of the applications and computing platforms

on which they run. When individual functions

within applications are all available as discrete

building blocks, companies have the ability to

integrate and group them differently to create

completely new capabilities (see Figure 1).

A common analogy for this reconfiguration

capability is the popular children’s toy: LEGO

building blocks. Conceptually, a services orien-

tation turns your entire application portfolio

Changing the way industries workThe impacts of service-oriented architecture

– and that of your partners – into technological

LEGO blocks that can be assembled in any

number of configurations to meet changing

business needs. But unlike a single LEGO

block, which can only be used in one design

at a time, a “service” can be used by several

applications at once (much like a letter in a

crossword puzzle).

This service-oriented approach simplifies

communications among IT systems to the

point that it doesn’t really matter whether

a particular “service” resides on your own

computers or those of your external partners.

After decades trying to stitch disparate

platforms together “seamlessly,” SOA finally

makes it practical to collaborate extensively

across enterprise boundaries.

Although software

designers have strived

for this kind of modularity

and reuse for decades,

communicating across

different computing

platforms has always

presented challenges. SOA

is designed to eliminate

that obstacle. Because

SOA implementations rely

on Internet protocols, they

can use services that run

anywhere, on anyone’s

computer.


One of the most obvious benefits of this

approach is increased business flexibility.

Others include the ability to build new

capabilities quicker and at lower cost. And

because services are separate from the

applications used to deliver them, companies

can prolong the life of existing applications

and more easily integrate various types of

applications and platforms.

The value proposition is certainly attractive to

individual firms. But is SOA really that signifi-

cant to business in general? Can it influence

the structure of entire industries?

FIGURE 1. SOA illustration.

Business applications

Fixed rate mortgage system

(Packages)

Broken into discrete services (repeatable business tasks, e.g., open new account, check credit history)

New capabilities

Integrated statement processor (Mainframe legacy)

Unsecured loan system(.NET)

Adjustable rate mortgage system

(Custom J2EE)

Partner service

Source: IBM Institute for Business Value.

New hybrid credit product system that combines services from

legacy applications

New WebCredit portal that assembles services from both internal and

external sources

A B C D E F G H

B C G A C F


Reshaping the nature of competition in your industryBecause SOA’s design philosophy enables

entirely new ways for businesses to operate

and collaborate, we anticipate that its adoption

will cause shifts in the competitive landscape

of virtually every industry. To test our assump-

tion, we used a model from Harvard Business

School Professor Michael Porter as a template

for analyzing how SOA influences the competi-

tive dynamics within industries.3 Although

the degree of impact varies across the five

competitive forces outlined in Porter’s model,

we believe SOA has significant implications in

each area (see Figure 2).

FIGURE 2.

SOA impacts each of the five forces.

Source: Adapted from Porter, Michael E. “Competitive Advantage, Creating and Sustaining Superior Performance,” The Free Press, 1985; IBM Institute for Business Value analysis.

Product, process and business model replication is easier with standards-based services

Rivalry among existing

competitors

Threat of substitutes

Bargaining power of suppliers

Threat of new

entrants

Standards-based services are just as available to (major) players in related industries

Customers want streamlined integration or they shop elsewhere

Suppliers demand improved, cost-effective collaboration

SOA adopters set higher bar for performance

Bargaining power of buyers

In our research sample,

we saw evidence of

SOA strengthening the

competitive forces that

shape industries.


To ground our academic analysis, we studied

35 real-life implementation projects to better

understand how SOA was actually impacting

individual businesses and their respec-

tive industries.4 Although the motivation for

each of these projects varied somewhat

(see Figure 3), they were all responding

to timeless business pressures – the kind

outlined in Porter’s model. The experiences of

these early adopters provide further evidence

of SOA’s game-changing potential – and clear

signs that its adoption is well underway in

many industries.

Suppliers

Clearly, trading partners wield tremendous

influence when it comes to technology

adoption. As we’ve seen with e-procurement

and more recently with radio frequency identi-

fication (RFID) technologies, dominant players

can put tremendous pressure on their partners

to follow their lead or risk losing an important

business relationship. There is every reason to

believe the SOA story will unfold the same way.

For example, a regional insurance carrier

that was part of our study sample was selling

annuity products through a major financial

services institution. The process used to

communicate product and transaction infor-

mation between the two companies had

become so cumbersome that the financial

services company threatened to stop selling

the insurer’s products. With US$80 million in

annual sales at risk, the insurer had to simplify

the way it communicated with this important

channel.

Using SOA, the insurer created a set of simple

services that the financial institution could

use to submit sales data. Services were also

used to mask the complexity of interfacing

with the insurance company’s various software

packages. After the solution was developed,

the insurer also opted to use the services in

other internal applications to improve its own

processing efficiency.

Buyers

SOA can sway customer expectations as well.

As buyers grow accustomed to the stream-

lined, integrated solutions offered by more

advanced SOA implementers, they will place

similar demands on other businesses and

industries. Indirectly, they’ll vote for SOA with

their purchases.

Need for technology change

Competitive pressures

Demand for collaboration

Supplier/distributor demand

Mandates

Enter new market

FIGURE 3.

Key drivers for SOA projects reviewed.

Source: IBM Institute for Business Value analysis.

Percent of projects reviewed

54

11

26

3

49

31


Among the SOA projects we analyzed,

several were responding to specific customer

demands. One example involved a major

telecommunications company. When this

company’s large enterprise customers

purchased equipment, their orders typically

included multiple installations and were part

of a major construction or upgrade project.

Both firms maintained order status and

problem tracking information in their respec-

tive systems, which sometimes led to outdated

or conflicting information. Even though these

orders were considerably more complex than

most purchases, enterprise customers were

predisposed to having status information

available on demand – just like they received

through other vendors’ online order tracking

applications.

In response, the telecom company created

Web services that allowed its customers’

problem management systems to retrieve

needed information from the telecom’s internal

systems. Not only did this keep customers

better informed, the nearly seamless integra-

tion provided an extra incentive for enterprise

customers to do business with this telecom

provider rather than its competitors.

The competition

The sting of SOA will probably be felt most in

the competitive arena, where it is enabling new

entrants and substitutes, while fueling greater

rivalry among existing competitors.

In the IBM Global CEO Study 2006, in which

we interviewed 765 business and government

leaders from around the globe, we found that

83 percent of those pursuing business model

innovation thought it was “somewhat likely” or

even “quite likely” that changes in a competi-

tor’s business model would radically alter their

entire industry.5 Because of the flexibility it

affords, SOA enables this sort of innovation.

SOA-based services can also stimulate

competition by eliminating traditional barriers

to entry. When “services” are locked inside

proprietary software applications, the cost to

replicate those functions can be prohibitive

for a new market entrant. But when standards-

based “services” are generally available, new

players can access those capabilities just as

easily as market leaders can. And as inde-

pendent software vendors begin to make

packaged solutions available as services, it

will make it even easier for competitors to take

advantage of SOA-based capabilities.

Returning to the building block analogy,

LEGO markets “generic” building sets, as well

as themed kits used to construct special-

ized designs like Harry Potter castles or

Star Wars spaceships. Because they share

common design principles, the pieces from

these different sets can all be used together

to create even more imaginative models. The

same is true for SOA-based services. Generic

services will coexist with specialized services

pertaining to a particular industry.

When these services are available as discrete

entities, all based on common standards,

capabilities from various industries can be

more easily combined to create entirely new

products, processes or business models. And

even though everyone will be able to access

available services, industry newcomers could

conceivably assemble more creative combi-

nations because of their experience using a

different set of “LEGO pieces.” In effect, SOA

shifts the challenge from coordination and

connectivity to creativity.

Although SOA impacts

relationships with

partners and customers,

its industry-changing

potential is most potent

among competitors.


Here’s an example of how this played out in

our study sample: The technology used to

determine the location of a mobile phone has

been around for some time, but traditionally

these capabilities were only made available to

law enforcement agencies. One mobile phone

company that we studied decided it could use

SOA to make these location-based services

available commercially to drive new revenues.

The company created services that let busi-

nesses know where an individual phone

is, whether it is off or on and even send

messages based on its location. These

services can be accessed by field force

automation, delivery and distribution systems

used by companies in virtually every industry.

As this mobile phone provider crosses over

into the software industry, it is positioned to

influence how these packaged applications

are designed and to become more involved in

logistics and field force automation.

Like other new developments, SOA will

gain momentum as standards mature and

a critical mass of users develops. The fax

machine’s evolution illustrates this pattern.

Though the original facsimile machine was

invented back in 1842 and improved over

many decades, the technology was not

used broadly until 1983 when the Comité

Consultatif International Téléphonique et

Télégraphique, a standards-setting body,

established a standard protocol for fax trans-

missions.6 In the ten years leading up to 1983,

the number of fax machines in the United

States increased by 270,000; but between

1983 and 1989, that total grew by 3.7 million.7

In the case of SOA, two types of standards

apply: technology standards, which govern

how services communicate; and industry-

specific standards, which outline what

gets communicated. The basic technology

standards are largely in place and continue

to be refined. And we expect critical mass to

build even more rapidly in those industries

that have already spent decades building

and refining industry-specific data standards

(see Figure 4). In fact, certain industries have

already progressed to the point of publishing

SOA versions of their standards (for example,

banking and financial markets with Interactive

Financial Exchange, and healthcare with

Health Level 7).

Insurance – Association for Cooperative Operations Research and Development (ACORD)

Banking and financial markets – Society for Worldwide Interbank Financial Telecommunications (SWIFT), Financial Information Exchange (FIX), Interactive Financial Exchange (IFX)

Travel – OpenTravel Alliance (OTA)

Healthcare – Health Level 7 (HL7)

Automotive – Automotive Industry Action Group (AIAG), Standards for Technology in Automotive Retail (STAR)

Telecommunications – Enhanced Telecom Operations Map (eTOM)

$

FIGURE 4. Examples of industry data standards that are well-positioned for broad-based SOA adoption.

+



The speed and agility enabled by SOA will

also foster greater rivalry. Players with SOA

experience, established infrastructure and

a sizable inventory of services will be able

to assemble new solutions faster and easier

than those that have to build traditional point-

to-point or custom-built interfaces between

systems. One just snaps things into place

while the other has to spend time building

the snaps.

Just as SOA will make it easier to pioneer, it will

also make it easier to copy. We observed this

in our research sample with a major car rental

company. The firm used an SOA approach to

provide services that could be accessed by

an online travel site. It then offered those same

services to other online travel companies,

as well as airlines and hotels. But because

the services were based on OTA industry

standards, other car rental companies can

easily follow suit and offer similar services.

Today, when a company introduces a new

capability, it usually enjoys a reasonable period

of time with a distinct market advantage before

other firms can replicate its capability. But as

SOA becomes pervasive, those periods of

competitive advantage will likely grow much

shorter. And although it might still be hard for

SOA adopters to differentiate, it will be nearly

impossible for SOA abstainers to keep pace

with industry leaders.

Where should you start?Momentum is already building. Forrester

Research found that 50 percent of the

companies it surveyed have either imple-

mented SOA already or plan to do so in the

next 12-14 months. Even more telling, 70 percent

of those that have SOA in place are making

plans to expand their implementations.8

So what is the best way to get started?

Fortunately, with an SOA implementation,

you have options. You can buy it, build it

or evolve to it. Many packaged software

providers are making services available with

their products. At some point, services could

even be purchased on a per-use basis from

service providers. The ability to “buy” outright

or based on usage provides an ideal entry

point for package-oriented firms or mid-

sized companies that cannot afford to make

substantial upfront SOA investments. Some

businesses launch into SOA by building a new

application from scratch, while others choose

to transform their existing application portfolio

over time.

Whichever entry method you select, the

following principles – gleaned from the SOA-

based projects that we studied – offer some

practical insights for first-time implementations:

Focus on a real business problem

The projects we studied were designed

to address business issues. They consoli-

dated information for customers, simplified

processes for channel partners, improved

customer service and generated additional

revenue; almost none were focused on IT

performance. In cases where the application

contributed additional revenue, SOA benefits

were more tangible and obvious. Selecting a

revenue-producing opportunity not only makes

it easier to convince the skeptics, it can also

help fund further SOA investment.

Start small, but start now

Most firms started with a small, self-contained

project that they could use as a model to

demonstrate what’s possible with SOA. We

recommend making the “service” as simple as

SOA enables not

only constant

differentiation, but

also faster duplication,

creating an

accelerating treadmill

of innovation.


you can, as the learning curve and complexity

of other project parts will be challenging

enough. But it’s also important to start now. Like

virtually any new idea, SOA requires special

business and IT skills – which cannot be devel-

oped instantly. And you don’t want to be caught

behind when SOA allows competition to shift

into high gear.

Think long term when measuring return

Many of the companies that we studied

adopted a “just do it” attitude based on

conceptual advantages, rather than a detailed

business case. But whether you just assume,

or actually try to quantify, the return on SOA

investments, it is important to look beyond the

initial implementation. Because a company’s

first application includes an upfront investment

in infrastructure, the major payoff from using

SOA typically comes in subsequent implemen-

tations.

Who will benefit most from SOA?Given the nature of SOA and the industry

changes it prompts, certain types of compa-

nies will benefit more than others. The following

questions can help you determine whether

your firm is a prime candidate to use SOA:

• Do you have an extensive or dynamic set

of trading partners? SOA can help slash

the amount of time required to get “up and

running” with new partners. SOA presents

the opportunity to create a single interface

for specific functions that can be reused

across multiple partners—regardless of the

technology used by the partners.

• Have you invested in a large number of

custom-developed IT applications and

interfaces? Establishing Web services as

the access point for these applications

quite literally puts a fresh face on aging

applications, often prolonging their usable

life. This “face” also lets companies migrate

the underlying application from old to new,

without disrupting the users of the service.

• Is your IT application portfolio extremely

large or diverse? The sheer size and

complexity of some company’s IT portfo-

lios makes an SOA approach to integration

financially attractive – even if the company

never uses it to collaborate externally.

• Do you regularly introduce new products

and services that contain an IT component?

Companies with a sizable inventory of

existing services are more likely to have

the necessary pieces readily available to

assemble IT support for new offerings.

• How many of your IT applications support

business processes that change frequently?

Again, having an SOA-based infrastructure

in place – along with an existing library of

services – helps the IT function respond

quicker to business changes.

• Are you competing in an industry where

the barriers to entry are primarily related to

having superior IT capabilities? As services

become the norm and industry standards

emerge, many of these barriers will fall.

Those lacking SOA experience and capabili-

ties will be at distinct disadvantage.


• Conversely, are you in an industry where IT

is inordinately complex? In some industries,

the IT environment has become so intricate

that even a relatively simple change is risky

– and often financially impractical. Rather

than cede market position to more nimble

competitors, companies can use SOA to

escape rigid legacy systems.

• Are you part of a business ecosystem

dominated by a major player? If so, you may

have to adopt SOA to retain that relation-

ship. How much do you know about that

company’s SOA strategy?

ConclusionAmong the 765 participants in the IBM Global

CEO study 2006, two-thirds said they expect

significant changes for their organizations over

the next two years.9 With such upheaval on the

horizon, companies need to become much

more flexible.

Instinctively, it might seem appropriate for

business executives to ignore IT architectural

debates, but SOA is one worth understanding.

At its core, an SOA investment is not about

buying information technology – it’s about

investing in business flexibility.

Because SOA allows companies to design

– and redesign – processes and business

models with greater simplicity and speed, we

believe it will fundamentally alter how busi-

nesses collaborate and compete. It is already

changing how industries work – maybe even

yours.

About the authorJay DiMare is an Associate Partner within IBM

Global Business Services. He has over twenty-

five years experience in the development

of large-scale, complex, cross-organization

applications in the financial markets, banking

and insurance industries. He is currently the

global leader for the Application Innovation

Services team at the IBM Institute for Business

Value. His recently published paper, “CEOs

are expanding the innovation horizon:

Important implications for CIOs,” addresses

the changing role of the CIO in the innova-

tion process. He holds a patent for software

algorithms applicable to document manage-

ment applications, and he has developed

IBM software products in partnership with

clients. Jay is an IBM Certified IT Architect

and a certified Master IT Architect with The

Open Group, as well as a member of the IBM

IT Architect Certification Board. Jay can be

contacted at [email protected].

Contributors

Nicole Baker, Advisory IT Architect, IBM Global

Business Services

Rolando Franco, Senior IT Architect, IBM

Global Business Services

Maria Stein-Marrison, Senior Consultant, IBM


About IBM Global Business ServicesWith business experts in more than 160

countries, IBM Global Business Services

provides clients with deep business, process,

and industry expertise across 17 industries,

using innovation to identify, create, and deliver

value faster. We draw on the full breadth of IBM

capabilities, standing behind our advice to

help clients innovate and implement solutions

designed to deliver business outcomes with

far-reaching impact and sustainable results.

The future demands

more flexibility; SOA

supplies it.


References1 “100 Years of Innovation.” BusinessWeek

online. Bonus issue, Summer 1999.

2 InsureIt and LegacyInsured are fictitious

companies and are not modeled after any

company in particular.

3 Porter, Michael E. Competitive Advantage,

Creating and Sustaining Superior

Performance. The Free Press: 1985.

4 The original intent of our study was to

develop a simplified means of identifying

and measuring the return on SOA invest-

ments. We studied 35 SOA projects that

spanned 11 different industries. Nearly half

were being implemented in North America;

another third were worldwide, and the

remainder were from Asia Pacific, Europe

and South America. During the course of

our analysis, we observed real-life evidence

of the industry-changing potential of SOA,

which led to the development of this paper.

To learn more about our original research

on how to simplify ROI measurement related

to SOA projects, please contact us at iibv@

us.ibm.com to request a copy of Service-

oriented architecture: A practical guide to

measuring return on that investment.

5 “Expanding the Innovation Horizon: The

Global CEO Study 2006.” IBM Global

Business Services. March 2006. http://www.

ibm.com/bcs/ceostudy

6 “Fax machine.” http://www.webopedia.com/

TERM/f/fax_machine.html

7 “History of the fax machine.” Higgins

International. http://www.higginsinternational.

com/fax_machine_history.html

8 “Survey Data Says: The Time For SOA Is Now.”

Forrester Research, Inc. April 2006.

9 “Expanding the Innovation Horizon: The

Global CEO Study 2006.” IBM Global

Business Services. March 2006. http://www.

ibm.com/bcs/ceostudy

G510-6319-01

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Service-

oriented

architecture

IBM Global Business Services

Application Innovation Services

A practical guide to measuring return on that investment

IBM Institute for Business Value

IBM Institute for Business ValueIBM Global Business Services, through the IBM Institute for Business Value,

develops fact-based strategic insights for senior business executives around critical

industry-specific and cross-industry issues. This executive brief is based on an

in-depth study by the Institute’s research team. It is part of an ongoing commitment

by IBM Global Business Services to provide analysis and viewpoints that help

companies realize business value. You may contact the authors or send an e-mail to

[email protected] for more information.

1

Service-oriented architecture

IntroductionUnless you’ve been incommunicado for

the last few years, you’ve doubtless noticed

the extensive press that SOA has recently

received. Though the term can be intimi-

dating, the fundamental concept is really

quite simple – and very powerful. It’s that to

meet your present and projected business

needs, you can turn your software applications

into “building blocks” that you can infinitely

rearrange, and usually at great speed. It gives

you a new way not only to “reconfigure” your

business, but to connect to suppliers, partners

and customers.

Much like the Internet before it, SOA is

sweeping through companies and industries,

upending the competitive order. Thanks to

SOA, companies are fast commissioning new

products and services, at lower cost and with

less labor, often with the technology assets

they have right in hand. It’s like discovering

that with your existing condiments, you can

make an entirely new and unexpected recipe,

to the delight of your diners and of course

yourself. Most important, SOA is helping to put

IT squarely where it belongs: in the hands of

the business executive, under whose direction

it can create the most value.

This is, at any rate, the theory of the case

– but, IBM wasn’t content to accept the theory

at face value. So we undertook to study 35

SOA projects, across a range of industries

and regions, with which we were intimately

involved.1 We discovered that indeed, every

last one of them exhibited improved flex-

ibility, and the vast majority decreased costs

– as well as realizing a host of other benefits.

But we also discovered something very

intriguing: Companies, if they developed a

business case at all for SOA, weren’t doing it

in the traditional way – replete with exhaustive

evidence. They all recognized the difficulties

A practical guide to measuring return on that investment

With service-oriented architecture (SOA), good things don’t come to

those who wait. While companies shouldn’t abandon building a business

case for SOA, they should, in the interest of speed, take a simpler, more

intuitive approach.

Service-oriented architecture


and limitations inherent in building a business

case for any fast-emerging technology. But

whether they built a business case or not,

they all implicitly understood that SOA entails

massive business benefits – not least in the

crucial area of innovation – and that given

the speed with which SOA was conquering

their industries, they had better get on with

it if they didn’t want to be left out in the cold.

Striking the middle ground – between no

business case and the traditional one – IBM

has developed a simplified approach to

measuring the business value of SOA. That

approach is the subject of this paper.


3 Service-oriented architecture

Diminishing returns of measuring returns

Jim Smith, business analyst at De Vine Enterprises, rubbed his eyes in exhaustion.2 It was 11 p.m., and this

was the third night in a row he was stuck in the office this late. Why? He was laboring over the business case,

now 30 pages long, his manager had asked him to prepare – and he still had numerous assumptions to verify.

The business case sought to define the costs and benefits of using SOA instead of more traditional approaches

to developing a new capability to electronically connect De Vine with its business partners. This morning, he

read in the trade press that a competitor that had introduced a new Web-based service using SOA was able to

connect six major partners (two formerly De Vine’s) in a matter of days, with scant labor and cost. He compared

that to the round of reviews his own business case would have to endure, only to meet an uncertain fate at the

hands of the numerically-exacting CEO. True, he mused, the initial cost of an SOA approach is comparatively

high, but implementation after implementation, application after application, the incremental costs decline while

the benefits – rapidly introducing new products and services, entering new markets, generating new revenue

and more – soar. Jim sighed. He knew that some kind of formal business case was necessary, but, he lamented,

while others act and reap the advantages, we overanalyze.

SOA: A brief primerFirst, what exactly is SOA, and why should

companies press ahead with it?

SOA is an approach to designing software that

dissolves business applications into separate

“services” that can be used independent

of the applications of which they’re a part

and computing platforms on which they run.

When individual services within applications

are all available as discrete building blocks,

companies can integrate and group them in

different ways to create completely new capa-

bilities (see Figure 1).

Service-oriented architectureA practical guide to measuring return on that investment

A common analogy for this sort of software

design is the popular children’s toy: LEGO

building blocks. A service-orientation turns

your entire application portfolio – and that

of your partners – into technological LEGO

blocks that can be snapped into virtually any

configuration. Since, like LEGO, the only real

limit on what can be done with these blocks

is the builder’s imagination and vision – and

no longer the technology itself (stripped of its

rigidity and incompatibility) – SOA turns tech-

nology into a supple instrument of business

strategy.


The benefits to individual firms, as they them-

selves recognize, are substantial. Based on

an analysis of 35 actual SOA implementations

in 11 industries worldwide, we gained a very

clear picture of the kinds of benefits firms are

obtaining from SOA (see Figure 2).

As shown in Figure 2, one hundred percent

cited improved flexibility, the root of all the

other benefits. For example, for one of its

brands, a large retailer with both a physical

and Web presence redesigned its Website to

better match the selling process in its stores.

The store not only improved the business

process for that brand, but, using SOA, availed

the application for use across its multiple

other brands. This new flexibility compounded

the original benefits of shorter cycle times,

increased collaboration, and reuse of IT assets.

These benefits were typical of the projects we

reviewed.

Therefore, the case for adopting SOA is

exceedingly strong. But that doesn’t neces-

sarily mean that the way you approach it is

predestined, or that you’re absolved of the

necessity to measure its benefits. Like any

other investment, SOA has to be assessed

systematically. To assist business leaders with

this assessment, we suggest a method for

analyzing SOA investments that balances rigor

with the need to act fast.

FIGURE 1. SOA illustration.

Business applications

Fixed rate mortgage system

(Packages)

Broken into discrete services (repeatable business tasks, e.g., open new account, check credit history)

New capabilities

Integrated statement processor (Mainframe legacy)

Unsecured loan system(.NET)

Adjustable rate mortgage system

(Custom J2EE)

Partner service


New hybrid credit product system that combines services from

legacy applications

New WebCredit portal that assembles services from both internal and

external sources

A B C D E F G H

B C G A C F

Businesses need a

simpler method for

measuring returns on

SOA investments.


The challenge with measuring SOA

“Not everything that can be counted counts,

and not everything that counts can be counted.”

– Albert Einstein 3

Measuring returns on emerging-technology

investments is notoriously difficult, but the

problem is compounded when – as with SOA

– implementations cross internal and external

organizational boundaries, but budgets do not;

when inadequate controls exist to measure

performance; and when returns are at least

partly dependent on external partners, or

performance is measured elsewhere.

Indeed, numerous companies and individuals

attest to the difficulty of measuring technology

ROI. A British study found that 89 percent

of companies use “intuition” or “guesswork”

to calculate the ROI of IT expenditures, and

that those that calculate it more precisely

are predominantly medium-size and large

organizations in the IT sector.4 Echoing the

frustration of many business and IT execu-

tives, Intel CIO John Johnson recently said,

“It’s not always easy to predict how you would

even do an ROI analysis. You could spend a

year figuring out ROI, and then you might have

wasted a year.”5 Expressing the total return in

precise financial terms is difficult – and can

Improve flexibility

Decrease cost

Reduce risk

Increase revenue

Enable new products

Enable compliance

FIGURE 2.

Benefits reported by the SOA projects studied.

Source: IBM Global Business Services analysis of 35 SOA implementations.

Percent

100

43

51

26

97

71

sometimes be misleading. A CIO Magazine

article quoted one IT executive as saying, “ROI

has more credibility when it’s stated in raw

benefits, which are sometimes non-quantifi-

able, rather than translated into dollars. That

translation is often fuzzy and tends to lose

some audiences.”6

Clearly, the attempt to measure technology

ROI is fraught with difficulty. But then it isn’t

impossible and, done right, it can yield a

wealth of valuable insight. Hence, we’ve

developed a simplified framework for under-

standing SOA’s return on investment.

The SOA investment analysis frameworkWe sought to simplify the measurement

approach and make it more meaningful by

doing several things: establishing a benefits

framework specific to SOA, but without adding

any predetermined metrics that project

managers would need to collect; establishing

a cost framework that focuses on limited

choices and ways to depict the costs incurred;

setting the number of implementations as

the basis for including the time element to

examine the return; and avoiding complex or

indirect metrics such as labor learning curves,

cost savings from the retirement of legacy

systems and so on.


The investment analysis framework we

propose has five primary steps:

1. Selecting the expected benefits from the

benefits framework

2. Identifying the applicable cost scenario

3. Calculating the initial, simple return

4. Assessing and selecting the cost scenario

for the second and subsequent implementa-

tions

5. Keeping the benefits constant, calculating

the returns for the second and subsequent

implementations.

We believe this method will make it quite clear

– if it isn’t already – that the benefits of SOA far

outweigh the costs and that the benefits grow

over time, while the costs decline.

1. Select the benefits received from the benefits framework.

The SOA benefits shown in Figure 2 –

improved flexibility, decreased costs, reduced

risk, increased revenue, the enablement of

new products and services, and improved

compliance – were analyzed to create the

benefit value tree shown in Figure 3.

As Figure 3 shows, we found that we could

distill the benefits into two broad categories:

improved flexibility, culminating in increased

profitability (from both increased revenues and

decreased costs, a double boon not associ-

ated with most technologies). Further, we

found that there were two major more-qualita-

tive elements that contributed to increased

profitability: reduced operating risk and

improved ability to comply.

FIGURE 3. Flexibility and profitability value drivers.


Existing revenue

protected

Improved ability for

compliance

Improved flexibility

Ease of integration

New product development

enabled

Improved ability to change

Increased reuse

Reduced time-to-market

Reduced systems

downtime

Reduced errors

Reduced processing

time

Increased profitability

Reduced integration

Reduced operational

risk

Decreased costs

Increased revenue

Reduced maintenance

cost

Reduced integration

cost

Existing revenue

increased

New revenue generated

Flexibility value drivers

Profitability drivers

The many expected

benefits from SOA begin

with improved flexibility

and culminate with

increased profitability.


These last two might not be obvious, but

consider: SOA affords an alternative to

“rip-and-replace” – the present outcome of

technological obsolescence – by exploiting

and extending the life of existing IT invest-

ments. And it provides reusable software,

reducing the risk of delayed IT projects and

thus increasing the likelihood of timely new

product and service introductions. As well,

SOA enables faster and more thorough

compliance with external and internal

mandates. How? By centralizing a common

source of functionality, changes made to

comply with the mandate can be done once

and used throughout the enterprise, elimi-

nating duplication.

The point is that though you can look at the

benefits in Figure 3 in isolation and they’ll

be quite sizeable, to capture their full extent

you have to factor in the impact that various

benefits have on other benefits (e.g., from the

chart, “increased reuse” leads to “reduced

maintenance,” which leads to “decreased

costs;” or in another path, “increased reuse”

leads to “reduced integration time,” which

leads to “reduced integration cost” and thus

to “decreased costs”). In any event, the sum

of the monetary value of all the benefits you

deem applicable will be your overall benefit.

The benefits of SOA are very real, and they’re extending from individual companies to entire

industries.

A cellular telecommunications company we studied created an entirely new service – for locating cell phones

– out of its existing IT assets. Though estimates vary, this capability could open up a US$2 billion market by

2009 for this telco.7 A large agricultural machinery manufacturer needed to boost its ability to finance sales in

its showroom. It tapped SOA not only to improve and expedite current lending practices, but to provide a new

lending product to keep pace with competitive alternatives. It was able to double loan application volumes and

increase the loan decision rate from 15 percent to 55 percent, all while maintaining prudent risk management

levels.

A large insurance company that sells annuity products through a network of broker/dealers used SOA to

streamline and automate data feeds, improve cycle time for data assets, protect an important sales channel, and

position itself to reuse this data-access channel to sell through additional broker/dealers in the future.

If individual firms can extract these kinds of benefits from SOA, then masses of them are likely to adopt it, and

whole industries are bound to change. Consider that according to IT analyst Forrester Research, 67 percent of

the largest enterprises – those with 40,000 employees or more – will be using SOA by the end of this year.8

Nearly 70 percent of enterprise SOA users say they’ll increase their use of it.9 Clearly, SOA has already reached a

“tipping point.”

How exactly could it change industries – or how is it changing them now? SOA could become the required way

to collaborate among firms; dominant suppliers and buyers could demand it. SOA-enabled collaboration could

cross current industry lines, inviting, among other things, the swift penetration of industries by new, unforeseen

competitors. Even though SOA is relatively early in its lifecycle, it will soon become “table stakes” in many

industries – particularly those where IT capability is a vital characteristic. By our reckoning, that includes most

industries today.

Taking the logic a step further, it’s not hard to imagine the advent of an SOA-enabled global economy one day.


Of course some of these benefits will be

difficult, if not impossible, to quantify (e.g.,

“improved ability to change”). But that doesn’t

make them any less real or important. If they’re

by nature not numerical proof of the benefits

of SOA, they’re certainly conceptual proof,

and they constitute a powerful addition to the

argument that SOA is worth the investment.

2. Identify the relevant cost scenario for your initial investment.

With SOA, costs vary based on whether you

are using services, providing services or

both (see Figure 4). Each of the components

depicted in this figure include one or more

cost elements, such as software, hardware

and labor. To keep the evaluation simple,

we’ve left out factors like learning-curve cost

estimates, which are minor relative to the total

cost and difficult to measure.

If you’re only a service user (e.g., a Web-

based e-commerce site using a shipping

service), your application is using services

made available to them by a service provider.

The service provider could be other lines

of business within your firm, your partners

or, within the near future, external providers

making services available separately. Your total

cost would be to change your front-end appli-

cation, allowing you to tap these services.

If you’re a service provider (e.g., providing

information services from your internal

systems), you are creating services that

others, within your firm or outside of it, can use

with their applications. In this case, the total

cost would be the SOA infrastructure, plus the

development of new, or alteration of existing,

applications, plus the generation of interfaces.

If you’re both a user and provider, you would

add user and provider costs together to arrive

at the total cost of implementation. In this case,

you’re building the entire application, and incur

the costs for all the components you see in

Figure 4.

FIGURE 4. Costs vary based on whether scope is A, B or C.


Front-end application

C. Full implementation

A. Service user

SOAinfrastructure

B. Service provider

Business application

Service interface

Costs typically align

with one of these three

scenarios, based on the

type of implementation

being evaluated.


3. Calculate the initial, simple return.

As Figure 5 shows, the simple return is equal

to the benefits you’ve assigned to SOA,

divided by the cost scenario you’ve incurred.

4. Assess and select the cost scenario for the second and subsequent implementations.

The calculation shown in Figure 5 – for the

“simple” ROI – applies to your first investment.

When you move to the second implementation,

you won’t incur the cost for the infrastructure

(typically the most expensive part of an SOA

implementation); you’ll just be reusing that

infrastructure, lowering the total cost (see Figure

6). What’s more, if you’re just providing, or

“exposing,” services from existing applications,

your cost is even lower – merely the cost to

develop the service interfaces. At this point, you

should be able to determine the cost for the

second implementation and calculate the return

for that implementation. And so on for all the

succeeding implementations.

FIGURE 5. Simple return on investment.


=Return on

investment specific to incremental

investment in SOA

$

$

FIGURE 6. Subsequent implementations require less build and spend.

First implementation

with infrastructure

Subsequent implementations

building new backend functions

making services available from existing applications

$ $ $

$ $

$


5. Keeping the benefits constant, calculate the returns for the second and subsequent implementations.

Rather than picking an arbitrary number of

years, we suggest using a time horizon of

three or more implementations when calcu-

lating the return on SOA investments. Here’s

our rationale.

Most of the cost of SOA is in establishing it in

the first implementation – which you can think

of as the foundation, or platform. After that,

thanks to reuse, the overall return rises, as

Figure 7 shows.


Now, it’s in the second and subsequent imple-

mentations using the same infrastructure that

not only is the real return evident – but that it’s

likely to be higher than planned. For example,

it’s widely accepted that reuse yields benefits

beyond what’s immediately measurable as

reusable application code is applied to new

business problems. Large travel providers,

for example, expose their online reserva-

tion systems to third-party Web sites (like

travel agencies and other complementary

travel providers), allowing for a big market

expansion, at relatively little cost.

For revenue-generating SOA-based services,

the returns can be even higher because appli-

cations that previously added only cost are

now contributing revenue to the bottom line.

Another reason for using a multiple implemen-

tation time horizon is because business and IT

benefits materialize on different timetables. As

soon as the first implementation is completed,

companies can begin realizing IT-related

benefits right away, as components of the

solution are reused in subsequent projects.

But business benefits accrue according to a

different schedule – one based on the rollout

of associated business changes, such as

modified processes or new product launches.

Because of the variances involved, the time

horizon for evaluating returns must be long

enough to encompass both the IT- and

business-related benefits that materialize over

multiple implementations.

Since SOA is so new, seeing will be a large

part of believing. Many people will need to

witness the first implementation to fully grasp

the transformational power of SOA, not only

technological, but strategic. As this awareness

grows, it’s likely that the demand for these

SOA-based services will grow.

FIGURE 7. Return of succeeding SOA implementations.


$ $$$

$$$

$ $$$

$$

$ $$$

$

Number of implementations

Retu

rn o

n i

nve

stm

ent

First implementation

Subsequent implementations

Business leaders need

to extend the financial

evaluation over multiple

implementations to

assess the real return.


An illustration of the frameworkTo lend some concreteness to our explanation,

we extracted an example from our analysis of

the 35 projects we studied to demonstrate the

framework. A large insurance company was

setting up a claims application for one line

of business and reusing interfaces to other

systems for other lines of business.

First, we selected the expected benefits from

the benefits value tree and established the

costs incurred according to one of the three

cost scenarios, as shown on the left side of

Figure 8.

With its claims business solution, the company

expected benefits such as:

• Reduced processing time, where the

overall cycle time for claims processes was

shortened on multiple claims-related activities

• Reduced errors, where costs and payments

were reduced as a result of improved quality

in execution and handling of claims

• Reduced staff, where fewer staff at multiple

levels were needed to staff the revised

processes

• Protecting existing revenue streams,

where the improved process controls and

improved management resulted in more

favorable benefit and cost ratio results

• Increased sales, as new functionality helped

retain existing policy holders as well as posi-

tively impacted new sales

• Reduced maintenance costs, as older

applications were being phased out, their

maintenance costs were being eliminated

and the new application maintenance costs

were lower.

The costs incurred were for the full implementa-

tion. These included the cost to implement the

front-end application interface, a Web-based

solution that was part of the business applica-

tion, and a purchased software package. The

SOA infrastructure required some software

and hardware, as well as the labor costs to

implement it. Last, the cost to develop the

interfaces to other applications was added.

This included the costs for the SOA interfaces

needed for the other applications.


63

67107

233

648

350

SOA Implementations

RO

I pe

rcen

tage

Example 1Example 2

$

$XXX

XX

X

XX

X

XX

X

=

FIGURE 8.

Return on investment for example implementations.

1 2 3


In this example, it should be noted that

second and third implementations used the

same infrastructure and the same services.

As such, the second and third projects expe-

rienced much lower costs, as both services

and infrastructure were reused beyond their

original intent.

As we look at the ROI for this overall solution,

the reuse of these components resulted in an

exponential increase in the ROI (see right side

of Figure 8). What’s more, when we performed

the same analysis on another project in the

insurance industry, we saw similar reduced

costs for implementation. This second project

(example 2 in Figure 8) shows a similar curve,

but a steeper return.

While the individual elements of the return

calculation will likely vary project by project, a

similar curve and return for successive uses of

the same infrastructure can be expected.

ConclusionNo matter how you slice it, the case for SOA

as a software design framework is very

powerful. Chances are, because the business

logic is so compelling, you’ll deploy it sooner

or later. The measurement approach we’ve

suggested should help you to add simplicity,

sense and speed to the process, allowing you

to exploit the first-mover advantages momen-

tarily available.

About the authorJay DiMare is an Associate Partner within IBM

Global Business Services. He has over twenty-

five years experience in the development of

large-scale, complex, cross-organization appli-

cations in the financial markets, banking and

insurance industries. He is currently the global

leader for the Application Innovation Services

team at the IBM Institute for Business Value.

Jay recently coauthored a paper, “CEOs are

expanding the innovation horizon: Important

implications for CIOs,” that addresses the

changing role of the CIO in the innovation

process. He holds a patent for software

algorithms applicable to document manage-

ment applications, and he has developed

IBM software products in partnership with

clients. Jay is an IBM Certified IT Architect

and a certified Master IT Architect with The

Open Group, as well as a member of the IBM

IT Architect Certification Board. Jay can be

contacted at [email protected].

Contributors

Nicole Baker, Advisory IT Architect, IBM Global

Business Services

Rolando Franco, Senior IT Architect, IBM


Maria Stein-Marrison, Senior Consultant, IBM



About IBM Global Business ServicesWith business experts in more than 160

countries, IBM Global Business Services

provides clients with deep business, process,

and industry expertise across 17 industries,

using innovation to identify, create, and deliver

value faster. We draw on the full breadth of IBM

capabilities, standing behind our advice to

help clients innovate and implement solutions

designed to deliver business outcomes with

far-reaching impact and sustainable results.

References1 The intent of this study was to develop

a simplified means of identifying and

measuring the return on SOA investments.

For the 35 projects we studied, we collected

data through in-depth interviews with

members of the actual project teams. The

projects included in our sample spanned

11 industries. Nearly half of the projects

were being implemented in North America;

another third were worldwide, and the

remainder was from Asia Pacific, Europe

and South America. The detailed analysis of

these projects led to the benefit value trees

and cost scenarios included in our SOA

investment analysis framework.

2 Jim Smith and De Vine Enterprises are ficti-

tious names and are not modeled after any

company in particular.

3 BrainyQuote. http://www.brainyquote.com/

quotes/quotes/a/alberteins100201.html

4 McCue, Andy. “Most Companies ‘Guess’ Tech

ROI.” BusinessWeek online. May 24, 2006.

5 Hamblen, Matt. “Focus on ROI too limiting,

Intel CIO Says.” Computerworld. May 29,

2006.

6 Kalin, Sari. “Return on investment,

Calculating ROI.” CIO Magazine. August 15,

2002.

7 Driscoll, Clement. “U.S.Mobile Resource

Management Systems Market Shows Strong

Growth in Subscribers and Revenues.”

Location Intelligence. January 3, 2006.

8 “Survey Data Says: The Time For SOA Is

Now.” Forrester Research, Inc. April 2006.

9 Ibid.

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All Rights Reserved

IBM and the IBM logo are trademarks or

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Machines Corporation in the United States, other

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Other company, product and service names

may be trademarks or service marks of others.

References in this publication to IBM products

and services do not imply that IBM intends to

make them available in all countries in which

IBM operates.

Adaptive work environments

Helping business achieve operational

efficiency through people and SOA.Flexibility that enables people to rapidly access and interact with

targeted business processes

Business leaders recognize that

their people drive the business

processes within an organization.

They know that the work environment determines the

level of effectiveness. And so a growing number of

businesses are looking to service-oriented architec-

ture (SOA) as a key step toward enabling their people

to rapidly access and interact with targeted business

processes and information. This is critical to achiev-

ing operational efficiency and agility.

For some companies, determining where to start with

SOA can be challenging. IBM helps to simplify this

process by defining business-centric and IT-centric

entry points. This brochure focuses on a business-

centric approach to SOA called the people entry

point. Here, IBM Lotus® software helps people inter-

act and collaborate within a portal environment to

maximize organizational productivity and efficiency.

22

IBM SOA strategy enables speed and agility

In a recent IBM study, CEOs expressed

that the market is expanding and growth

is a priority—but that “growth through

innovation” is key. Their view is that the

ability to change and adapt with speed

is an enabler for driving innovation

throughout their businesses. And that

integrating business and technology is

fundamental for innovation. Too often,

businesses discover that their ability to

innovate is hampered by inflexible IT

systems that are difficult, expensive and

time-consuming to change.

The IBM strategy for SOA recognizes

that SOA has changed the way we

think about how to build enterprise IT

systems. SOA breaks IT into flexible

services—repeatable business tasks

such as check customer credit or open

new account. These services can be

combined, configured and reused to

address changing business priori-

ties, creating a flexible IT infrastructure

that enables the enterprise to adapt

with speed and agility. And that helps

reduce overall costs. By presenting

applications, information and other IT

assets as loosely coupled services or

building blocks that support specific

business needs, SOA reconnects tech-

nology to business outcomes.

Governance

and processes

Assemble

Deploy

Manage

Model

Software

Skills and support

Figure 1. SOA foundation

a a yst s eAn analyst’s viewAccording to Gartner, “As organizations search for a way to leverage a

service-oriented architecture, many can use portal products as a first step.”1

SOA life cycle

In IBM’s experience, companies think

about SOA in terms of a life cycle. This

life cycle starts with a model phase,

in which business requirements are

gathered and analyzed to simulate and

improve business tasks. Next comes an

assemble phase, in which businesses

create services out of new and exist-

ing IT assets, and put them together

to deliver the business process. After

creating reusable services, companies

deploy the business process into a

robust, scalable and secure services

environment. Finally, they manage

and monitor the performance of these

business processes, from both an IT

perspective and a business perspec-

tive, feeding gathered intelligence

back into the SOA life cycle to enable

continuous process improvement.

Underpinning the success of this life

cycle is robust project governance.

3

Entry points to an SOA

Determining where to start can be chal-

lenging. Approaching today’s critical

needs with strategic business goals

in mind is what SOA is all about. IBM

breaks down barriers to getting started

by offering focused, approachable entry

points into SOA. SOA entry points help

businesses pursue SOA incrementally.

They take a project-based approach

so each project can deliver real busi-

ness value. IBM has found that many

companies approach SOA from entry

points of integrating people, processes,

information or a combination of all three.

IBM offers focused software, services

and expertise to help utilize these entry

points effectively.

In our discussion of the SOA life-cycle

model, we learned that it is designed

to help companies implement an SOA

project more easily. It does this by asso-

ciating the software and best practices to

a point in the life cycle where companies

can start their SOA projects. SOA entry

points provide a business-centric and

IT-centric approach to the life cycle. This

enables companies to start an SOA proj-

ect that targets specific business needs

to help achieve benefits more rapidly.

4

People entry point: the Lotus software role

in SOA

To enable efficient real-time decision

making, people need to easily interact

and collaborate with other people. They

also need to have instant access to infor-

mation and data from multiple sources.

SOA can help people do all of these

things easily—from within the context of

their business processes. Companies that

focus on people as the entry point to SOA

are taking a business-centric approach.

This approach maximizes people produc-

tivity to enhance business results.

IBM® Workplace™, Portal and

Collaboration software from the Lotus

family of products enables the people

entry point. It delivers the essential

people-focused capabilities of the IBM

SOA strategy and provides significant

value to organizations large and small

worldwide. To make use of this entry

point, many businesses start at the front

end of SOA using IBM WebSphere®

Manage

Manage

Process

Information

People People entry point

• Increase organizational

productivity and efficiency

• Drive innovation through

collaborative interactions

• Simplify process change

• Reduce integration costs

Figure 2. SOA entry points

Portal software. With WebSphere Portal

software, you build a view of a key

business process by aggregating infor-

mation in a way that makes sense for

people. This creates an intuitive, role-

based user experience—to help people

make better decisions.

Once the portal foundation of SOA

is established, businesses can easily

expand the portal environment and

extend people productivity with other

Lotus software for SOA. This software

can range from prebuilt collaborative

capabilities and composite applica-

tions to alert-driven dashboards. From

products that help accelerate compos-

ite application development to products

that enable people to access those

applications from mobile devices.

Determining the next step usually

depends on whether the objective is

to achieve immediate business goals.

Or your objective may be to position

your business to extend the

SOA application environment to

respond to changing businesses

needs in the future.

The role of Lotus products within an SOA

The Lotus software portfolio provides

industry-leading products to start or

extend an SOA environment — for

businesses of all sizes. They support

he people entry point to enable inter-

action between people, processes

and information.

The front end and composite application

foundation for SOA

Portals have evolved over recent years

as the needs of businesses have

become more demanding. Starting

with personalized access to content

and applications, to deeper integra-

tion with back-end systems. And today,

process-driven portals are the preferred

approach to optimizing collaborative

business processes. Lotus software

offers the industry-leading portal for

your composite application foundation.

IBM WebSphere Portal software

Delivering the front end to SOA,

WebSphere Portal software serves as

a foundational starting point to SOA for

many companies. It provides the essential

framework to give people access to the

right content, applications and processes

based on their roles. WebSphere Portal

software hides underlying complexities to

simplify the user experience. It does this

by presenting a single composite view “on

the screen.” Even when interacting with

multiple back-end systems, applications

appear as one to the user. By consoli-

dating access to what is relevant to the

user—all within a single portal view—

you simplify the user’s tasks. This helps

improve productivity.

WebSphere Portal software enables

this within an SOA. It helps compa-

nies like yours to quickly and easily

build and deploy intranet, Internet or

extranet portals. How? By providing a

component-based model that sup-

ports reusable software assets. And by

simplifying integration and increasing

the ability to leverage existing IT assets.

With WebSphere Portal software, every-

one can make better decisions faster. It

helps improve the execution of business

processes by using composite applica-

tions. And it supports a comprehensive

SOA product portfolio from Lotus soft-

ware—that can extend the value of an

SOA environment as needed.

Tools that help accelerate development

and deployment for an SOA

Lotus software tools are designed to

help you consolidate access to multiple

siloed applications and information

sources. By defining processes as ser-

vices and enabling their reuse, you can

reduce development and deployment

time for your SOA.

Figure 3. IBM WebSphere Portal software: the framework for flexible interaction

IBM Workplace dashboards

IBM Workplace Forms software

IBM Workplace Collaboration

Services software

IBM Workplace composite products

IBM Lotus Notes and Lotus

Domino software

IBM WebSphere Portal software

Role based In context

Process driven

Composite application or view that

assembles and delivers services

in the form of portlets—in the

context of a business process

Rich clients

Browser

Mobile clients

6

IBM WebSphere Portlet Factory software

Portlets are the building blocks of a

composite application. IBM WebSphere

Portlet Factory software automates port-

let development for faster time to value.

It provides the tools and technology for

developers of any skill level to rapidly

create, customize, maintain and deploy

portlets. The ease of use and advanced

development features help streamline

the entire portlet development process,

enabling developers to deliver adaptive,

robust portlets that help support SOA

at a fraction of what it would typically

cost. With WebSphere Portlet Factory

software’s portlet integration, compa-

nies can more easily bring existing

enterprise applications and data within

a single composite view. This includes

IBM Lotus Domino® server, SAP soft-

ware, PeopleSoft software, IBM DB2®

information management software and

Web services, among others.

Dashboards and IBM Workplace Dashboard

Framework software

Workplace dashboards help compa-

nies to rapidly deploy portal-based

dashboards that provide role-based,

composite views of their overall business

activity. The software displays highly

customized and dynamic operational

information—giving decision makers the

real-time visibility they need to under-

stand the status of business operations

and market activity. This ultimately helps

drive overall corporate performance.

IBM Workplace Dashboard Framework

software delivers reusable service-

oriented components, robust admin-

istration tools and dashboard-specific

features that help speed the creation of

standards-based, active dashboards.

This offering, which augments the capa-

bilities of IBM WebSphere Portlet Factory

software, can help dramatically reduce

the development costs and speed the

time to value for a company’s dashboard

initiatives. As a result, dashboards built

with Workplace Dashboard Framework

software let decision makers take imme-

diate action via integrated collaboration

features, including instant messaging,

e-mail and electronic conferencing.

IBM® Workplace Forms™ software

Forms are vital components of many

business processes—determining how

efficiently a business operates. IBM®

Workplace Forms™ software delivers a

family of products designed to help you

create, deploy and manage XML forms-

based processes. With Workplace Forms

software, you can quickly and efficiently

design standards-based, security-rich

forms. It enables companies to create

forms that automate the capture and

processing of business information.

This helps speed up transactions and

increase operational efficiency. Now

supporting the W3C XForms standard,

standardized form components acceler-

ate forms creation—helping to achieve

faster forms design and lower develop-

ment costs for an SOA environment.

Gartner predictsGartner predicts that, through 2007, an enterprise portal

will be the first major application of SOA concepts for

more than 50 percent of enterprises (0.6 probability).2

7

IBM Workplace Designer software

An easy-to-use tool for script develop-

ers, IBM Workplace Designer software

is used to build reusable components

(deployed as portlets). These compo-

nents can be used within collaborative

portal environments created by IBM

Workplace products such as IBM

Workplace Collaboration Services and

IBM Workplace Services Express soft-

ware. Supporting SOA standards such

as XML, Java™ Platform, Enterprise

Edition (Java EE) and JavaScript,

Workplace Designer software is ideal

for developing your composite applica-

tions. It allows you to extend existing

applications with collaborative compo-

nents. This intuitive tool is ideal for small

and midsize businesses and enterprise-

level deployments.

Composite products for an SOA: focused

on solving specific business needs

The Lotus product portfolio offers pre-

built composite products and component

capabilities for an SOA that can help to

achieve immediate business benefits.

IBM Workplace for Business Strategy

Execution software

A composite product for an SOA,


Execution software helps organizations

to improve the management and execu-

tion of their business objectives. It extends

the value of an SOA composite applica-

tion environment. Enabling effective

strategy execution, it aligns business

units and workgroups to corporate objec-

tives, assigns accountability, monitors

progress and accelerates exception reso-

lution. Workplace for Business Strategy

Execution software delivers intuitive align-

ment and insight through actionable

scorecards and in-context dashboards.

It utilizes portal, collaboration and

application integration technologies to

extend an SOA application environment.


Execution software is easily deployed in

small and midsize businesses as well as

enterprise-class organizations.

IBM Workplace for Business Controls and

Reporting software

A composite product for an SOA, IBM

Workplace for Business Controls and

Reporting software provides a controls-

management platform—delivering value

from the governance layer of the IBM

SOA foundation. It enables companies to

document, monitor and test internal busi-

ness controls that can help companies

bring clarity, confidence and manage-

ment control to their critical business

issues. That can include IT governance

or financial reporting practices.

8

Workplace for Business Controls and

Reporting software helps increase

visibility into organizational processes,

risks and control effectiveness and helps

drive down the cost of compliance with

a core platform for risk, compliance and

governance. With this tool, documents

are made easily accessible to authorized

individuals to help accelerate decision

making while increasing organizational

productivity. Leveraging the flexibility of

an SOA, IBM Workplace for Business

Controls and Reporting software is easily

extensible with other products from the

Lotus and IBM software portfolio.

IBM Workplace Collaboration Services

software

With IBM Workplace Collaboration

Services software, organizations can

extend contextual collaboration into their

SOA environments. The modular, reusable

collaborative services can be integrated

into customized portals and business

applications. This provides flexibility to

help you adapt quickly to changing busi-

ness conditions and to help accelerate

collaborative business processes.

Workplace Collaboration Services

software provides a wide range of

capabilities—all in a single, unified

collaboration environment that is easier

to use and costs less to manage than

multiple products. The underlying SOA

provides a flexible and easy way to

deploy just the capabilities people need

for their roles—and to bring together

existing or newly developed capabilities

as part of a customized solution.

Mobile and enterprise access to an

SOA environment

IBM WebSphere and Lotus products can

help you provide critical, nearly instanta-

neous access to job-related information

for geographically dispersed teams.

9

IBM WebSphere Everyplace Deployment

software

IBM WebSphere Everyplace® Deploy-

ment software expedites the building,

deploying and integrating of enterprise

applications on rich and mobile clients

to help speed business responsive-

ness and productivity. Its tools and

server-managed SOA client platform

provide data and transactional integrity

to extend SOA out to the edge of the

network on desktops such as those run-

ning Microsoft® Windows® and Linux®

operating systems, laptops and mobile

devices. Enhancements will be deliv-

ered as IBM Lotus Expeditor software.

IBM WebSphere Everyplace Connection

Manager software

IBM WebSphere Everyplace Connection

Manager software provides mobile work-

ers with secure access to their enterprise

information, including SOA environments.

It supports seamless roaming across mul-

tiple types of wireless and wired networks,

further improving people productivity.

IBM WebSphere Everyplace Mobile Portal

Enable software

IBM WebSphere Everyplace Mobile Portal

Enable software extends your SOA

portal-based composite applications

by enabling access from any of the

over 1,000 device types in its device

repository and exploiting the specific

characteristics of each device. It serves

content to mobile employees and

enables multichannel application access

for business-to-consumer services.

IBM® Workplace Managed Client™ software

IBM® Workplace Managed Client™

software provides a rich client experi-

ence for IBM Workplace Collaboration

Services users. With Workplace Managed

Client software, mobile employees who

may not have access to the Internet or

intranet on a regular basis can access

their business-centric tasks even while

offline. This helps your employees stay

productive, working with their composite

application capabilities even while dis-

connected. Workplace Managed Client

software also helps extend a composite

application environment with built-in

productivity editors for creating and

managing documents, spreadsheets,

presentations and projects. These

lightweight but powerful productivity

editors support the XML-based

OpenDocument Format (ODF) standard.

This offers businesses a cost-effective

and “open” alternative to licensing simi-

lar, proprietary tools.

Extending SOA with the next major

release of the IBM Lotus Notes client

The introduction of “Hannover”—the

code name for IBM Lotus Notes® soft-

ware’s next major release—represents

the first major commercial collaboration

client based on the Eclipse open-source

framework. It aims to set new industry and

customer precedents for openness, value

and productivity. The upcoming version

of IBM Lotus Notes software leverages

the on demand capabilities of IBM®

Workplace Client Technology™ software

as server-deployed, server-managed

desktop software. The ability to dynami-

cally configure and reconfigure the client

interface without physically touching the

desktop will help reduce dependence on

traditional desktop computing models.

This integration of Workplace software-

based functionality into the Lotus Notes

client will deliver powerful new capabilities

while helping to preserve Lotus Notes

users’ existing investments.

10

By integrating server-managed client

capabilities into Lotus Notes software,

IBM is delivering a new composite appli-

cations model for an SOA that extends

the value of IBM middleware from the

server room to the desktop. With the next

major release of Lotus Notes software,

disparate desktop applications can be

combined into reusable services. It will

be faster and easier to work with these

new composite applications, because

less data will be sent across the network.

In addition, users will be able to work with

their composite applications when not

connected to the server.

In line with the openness and standards

of an SOA, the next version of Lotus

Notes software will include office pro-

ductivity editors that support ODF. This

support will offer over 125 million exist-

ing Lotus Notes users and new users

alternatives to existing integration with

proprietary document formats, such as

those in Microsoft Office software.

Focus on people and let SOA improve

business efficiency today

Companies of all sizes and across all

industries are benefiting from portal-

based SOA environments. Their

employees are more productive by

having the tools they need to execute

business processes more efficiently.

And their IT staff is able to respond

to new business demands faster

while reducing costs. SOA makes this

possible through standards-based

integration, component reuse and

composite applications that aggregate

people, information and processes—

even across disparate systems.

With focused entry points, IBM is help-

ing to simplify how businesses get

started with SOA. The diverse Lotus

software portfolio enables companies to

choose the on-ramp to SOA that aligns

with their immediate needs. For many,

an enterprise portal is the first step

toward building an SOA environment.

And IBM’s industry-leading portal, IBM

WebSphere Portal software, provides

the essential foundation. WebSphere

Portal software’s extensible framework

enables businesses to easily take the

next step—helping solve other busi-

ness needs with Lotus software for an

SOA. Help enable your organization to

improve operational efficiency through

people and SOA by taking advantage of

the Lotus software portfolio.

To learn more

For more information about IBM

business-centric SOA, visit:

ibm.com/software/solutions/soa

For more information about the people

entry point to SOA, visit:

ibm.com/software/workplace/soa

11


Lotus Software

Software Group

One Rogers Street

Cambridge, MA 02142

U.S.A.


07-06

All Rights Reserved

DB2, Domino, Everyplace, IBM, the IBM logo,

Lotus, Lotus Notes, Notes, WebSphere, Workplace,

Workplace Client Technology, Workplace Forms

and Workplace Managed Client are trademarks of

International Business Machines Corporation in the

United States, other countries or both.

Microsoft and Windows are trademarks of

Microsoft Corporation in the United States, other

countries or both.

Java and all Java-based trademarks are trademarks

of Sun Microsystems, Inc. in the United States, other

countries, or both.

Linux is a registered trademark of Linus Torvalds in

the United States, other countries or both.

Other company, product and service names may be

trademarks or service marks of others.

References in this publication to IBM products or

services do not imply that IBM intends to make them

available in all countries in which IBM operates.

The information contained in this documentation

is provided for informational purposes only. While

efforts were made to verify the completeness and

accuracy of the information contained in this docu-

mentation, it is provided “as is” without warranty of

any kind, express or implied. In addition, this infor-

mation is based on IBM’s current product plans and

strategy, which are subject to change by IBM without

notice. IBM shall not be responsible for any dam-

ages arising out of the use of, or otherwise related

to, this documentation or any other documentation.

Nothing contained in this documentation is intended

to, nor shall have the effect of, creating any warran-

ties or representations from IBM (or its suppliers or

licensors), or altering the terms and conditions of the

applicable license agreement governing the use of

IBM software.

1 Gartner, Inc. “Portals Provide a Fast Track to

SOA.” G. Phifer. July 15, 2005.

2 Gartner, Inc. “Management Update: A Portal May Be

Your First Step to Leverage SOA.” G. Phifer. October

12, 2005.

G507-1984-00

Simpler, smarter choices,customized for you.

Your one-stop IT financing partner

IBM Global Financing

Just as today’s businesses increasingly rely

on sophisticated IT solutions—hardware, soft-

ware and services from multiple vendors—the

financing requirements associated with them

can become similarly complex. That’s why it’s

important to choose a financing partner that can

help you make simpler, smarter choices—offer-

ing financing solutions that are customized for

your business needs and are flexible over time.

In the same way that IBM knows how innovative

IT solutions can contribute to the success of

your business, IBM Global Financing knows how

innovative financing can contribute to the value

your company realizes from its IT investments.

Our objective is to be your partner—providing a

one-stop source of competitively priced IT

financing solutions. When you choose

IBM Global Financing, you’re getting a strategic

partner for managing all aspects of your financed

solution.

Over the lifecycle of your IT investment,

IBM Global Financing offers asset tracking, serv-

ices for the disposal of assets no longer required

and high quality used equipment. IBM Global

Financing also offers channel financing for

resellers, value-added resellers and independent

software vendors.

“ Leasing from IBM Global Financing gives us the flexibility to

migrate to a new architecture—and better utilize our capital.”

– Jesse Perez, CFO, Geotrace Technologies, Inc.

Smarter financing decisions

IBM Global Financing has the expertise to help you make

smarter financing decisions. We work with companies of all

sizes and can create customized financing packages.

Depending on your business, IT and financial priorities, we

offer plans that take into account the lifecycle of your

investment, helping you acquire, manage and even eventu-

ally dispose of technology assets. Our financing solutions

are competitive and can give you the flexibility to change or

upgrade hardware and software—so you can keep your IT

capabilities in line with an evolving business and technology

environment.

Partnership across the lifecycle

As the world’s largest provider of IT financing, IBM Global

Financing has a worldwide asset base of nearly

US$31 billion, enabling us to provide financing expertise,

comprehensive solutions and competitive terms. Whether

you are a global business or a smaller local company, we

can apply our experience and innovative thinking to serve

your goals—something we already do for 91 of the United

States Fortune 100 and for 125,000 customers in more

than 40 countries.

Right from the start, we’ve operated from a simple, core

assumption—it’s in our best interest to serve your best

interest. We value our client relationships and emphasize

clear, straightforward contracts that can minimize surprises

and bumps in the road. When finances are tight, you can

include IBM Certified Used Equipment™ as part of your

financing solution. We build partnerships that put the full

range of our expertise and resources to work for you.

A simpler experience—one-stop financing

We know you want to acquire technology more easily, so

IBM Global Financing works to simplify the decision-making

process for IT financing. We provide rapid quotes and

approvals. We can provide customized financial solutions

and easy online tools for tracking and managing your

financed assets.

Finally, we know you want a comprehensive financing pack-

age that addresses your total IT solution—for hardware,

software, services and maintenance, including both

IBM and non-IBM components. IBM Global Financing pro-

vides one-stop shopping for IT financing, with a single point

of contact to make it easier for you to address all the ele-

ments of your financing solution.

“ Leasing from IBM helps to give us the ability to grow. We’re

going to have to make a lot of critical spending decisions

[when we build our new medical center], and it will be nice to

have the cash.”

– Kevin Fitch, senior treasury analyst, Elmhurst Memorial Healthcare

For more information

To learn more about simpler, smarter financing, contact

your IBM representative or visit:

ibm.com/financing


IBM Global Financing

North Castle Drive

Armonk, NY 10504-1785 USA

ibm.com/financing

Produced in the United States

March 2006

All Rights Reserved

IBM, the IBM logo and IBM Certified Used

Equipment are trademarks or registered

trademarks of International Business

Machines Corporation in the United States,

other countries, or both.


may be trademarks or service marks of

others.

References in this publication to IBM products

or services do not imply that IBM intends to

make them available in all countries in which

IBM operates.

IBM Global Financing offerings are provided

through IBM Credit LLC in the United States

and other IBM subsidiaries and divisions

worldwide to qualified commercial and

government customers. Rates are based on a

customer’s credit rating, financing terms,

offering type, equipment type and options,

and may vary by country. Other restrictions

may apply. Rates and offerings are subject to

change, extension or withdrawal without

notice.

IGF4-a085-03

GFB02045-USEN-03

IBM Customer Success Stories

How Service Oriented Architecture (SOA) Drives Value for Mid-Market Business

ibm.com/expressadvantage/soa

http://www.ibm.com

http://www.ibm.com/expressadvantage/soa

Introduction

This publication was created for our valued customers, Business

Partners and potential customers. It is a compilation of case studies

that demonstrate how medium sized businesses around the world are

using service oriented architecture (SOA) and IBM solutions to improve

their business processes and enhance their flexibility. The solutions are

designed and priced to fit the needs and budgets of midsized businesses.

The clients showcased here participate in the IBM Client Reference

Program. The program enables IBM to highlight our customers’

achievements, as well as inform you about these successes. If you wish to

participate in the IBM Client Reference Program; please contact your IBM

representative for details. Your consideration of the program is appreciated.

Thank you for your interest in IBM. We hope these case studies will be

helpful. To learn more about the SOA solutions from IBM visit:

ibm.com/expressadvantage/soa

http://www.ibm.com/expressadvantage/soa

Table of Contents

** This page will let you link to different case studies samples within this PDF. Click on the name of the case study you wish to view to jump to that case study.

SOA: Flexibility for Business

Getting Started on your SOA Journey

Case Studies

• MaddenCo

• CashCall

• AAA Carolinas

• RouteOne

• TransFonD

• Pay by Touch

• Sernam

• businessMart

http://www.ibm.com

"

http://www.ibm.com/

Getting Started on Your SOA Journey

A way to get started on your “SOA Journey” is with SOA in a project that addresses a

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Connectivity

Operational efficiency

Reuse

Customer retention

People

Productivity

Process

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Information

People

• Create a portal to provide access to people, processes, or

applications today

• Built-in lexibility for rapid enhancements or application

changes tomorrow

• Automate business processes quickly and easily

• Make changes in the process or applications without a

dramatic rewrite

• Allow information to be shared securely across applications

• Easily add new applications and immediately share

information company-wide

Process

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Innovation that matters

CashCall breaks new ground with

IBM System p5

CashCall’s Matthew Ghourdjian, CIO, and Joe Mah, Director of Software Development

Overview

■ Key Benefits

— Ability to originate

15,000 loans a month

— Ability to service more than

100,000 loans at any given

time

— Flexibility to adapt to chang-

ing processing requirements

“ We can make a

business logic change

in minutes and not

affect the environment.

It’s astounding to be

that flexible.”

– Matt Ghourdjian, CIO,

CashCall, Inc.

� On Demand Business defined

An enterprise whose business

processes—integrated end-to-end

across the company and with key

partners, suppliers and customers—

can respond with speed to any

customer demand, market

opportunity or external threat.

■ Challenge

To help launch its online lending

business, CashCall needed to

build a flexible and robust IT

platform that would allow them

to aggressively respond to

emerging market dynamics and

position the company for rapid

growth.

■ Why become an On Demand

Business?

By implementing a flexible infra-

structure, CashCall can quickly

adjust its business processes to

meet the needs of an emerging

marketplace.

■ Solution

Built on service oriented archi-

tecture (SOA), a highly flexible

IT platform was implemented

through which CashCall could

launch its business and rapidly

adapt to real-world market

conditions.

On Demand Business Benefits

● Ability to originate 15,000 loans a

month, with infrastructure in place to

handle 30,000 loans

● Ability to service 100,000 loans at

any given time

● Dynamically reallocates processors

and memory as requirements change

● Helps provide a highly flexible IT

platform built on SOA

● Helps enable business process

automation

● Helps support a model-driven

interactive development environment

CashCall, Inc., was launched in 2003 with a very simple mission—to be the first

online lending company that could approve a loan within minutes, day or night, and

deposit the funds directly into the customer’s bank account within hours, including

loan amounts of up to $20,000. But working in an undefined business space

posed unique challenges, in addition to the usual challenges faced by start-up

companies. “It was a green field,” says Matt Ghourdjian, the company’s CIO. “This

type of offering had never been attempted before. So it gave us an opportunity to

build a platform that was completely unique and customized for this business.”

The company’s developers knew that traditional technologies would be too rigid to

support this innovative new business. CashCall engaged IBM and IBM Business

Partner CCS Technology Solutions to implement a foundation of service oriented

architecture (SOA) built on powerful IBM technologies. The result was a flexible and

robust IT platform, enabling CashCall to quickly and easily respond to consumer

demands.

Smart growth

Although the California-based company may have had a simple mission, their

vision for growth was nothing short of ambitious. Led by a visionary CEO and an

experienced technology team, CashCall sowed the seeds of success by building

an infrastructure that would accommodate rapid growth and change. “Our founder

and CEO, Paul Reddam, said he wanted to be able to handle 30,000 new loans a

month. So we had a grand vision from the very beginning. Every decision we’ve

made has been with an eye to that volume.”

The grand vision and long-term planning have paid off. Leveraging SOA and event-

driven architecture (EDA) on IBM hardware and middleware, they’ve grown to a

US$750 million company with 600 employees in just a few short years. Today

CashCall originates 15,000 loans a month and services more than 100,000 loans

at any given time. “It’s hard to believe we’re halfway there,” says Ghourdjian. “And

we already have the infrastructure in place to handle the 30,000 loans that Paul

envisioned.”

The IBM solution

The CashCall infrastructure is built on three IBM System p5™ 570 servers running

IBM WebSphere® Application Server. These servers are connected to three

IBM BladeCenter® H chassis, each containing 14 HS20 blade servers to provide

extra scalability. “We’ve implemented an environment that will allow us to scale to

any size. At this point we can add an additional 570 when we start to run out of

steam. It’s highly scaleable—and it’s fault-tolerant.”

CashCall’s decision to go with the IBM AIX 5L™ V5.3 operating system was a

critical move in the development of the infrastructure. “We selected AIX 5L because

we wanted a stable, well-tested and well-supported 64-bit solution,” explains

Ghourdjian. “We were looking for enterprise quality, and AIX 5L was the only OS in

the 64-bit world that supported every software component we wanted to run. We

also believed that IBM would continue to support WebSphere on AIX 5L at a high

level.”

Having settled on AIX 5L, CashCall then started looking at server options. It didn’t

take long for them to decide on an IBM System p™ server. “We’ve been an

IBM shop from the beginning,” explains Ghourdjian. “We started out on smaller

systems, then began converting to the IBM System p5 servers as loan volume

ramped up.” CashCall chose the p5-570 because of its scalability, fault tolerance,

stability and performance. The team was particularly impressed by the improve-

ment in database performance when they moved onto the System p5 platform,

and how performance remained steady as more users were added.

Ghourdjian says he also appreciates the flexibility that the System p5 technology

provides. “I can carve up the p5-570 into multiple machines if necessary to run

different applications. I can dynamically reallocate processors and memory as

processing requirements change throughout the month.”

Key Components

Software

● IBM WebSphere Application Server

● IBM AIX 5L V5.3

● Cogility Studio V3.1.1

Hardware

● IBM System p5 570 servers

● IBM BladeCenter H chassis

Business Partner

● CCS Technology Solutions

Timeframe

● Development: 4 months

Why it matters

● CashCall wanted to be the first online

lending company that could approve

a loan within minutes and deposit

funds into a customer’s bank

account within hours. Since no one

had ever done this before, CashCall

needed to develop an innovative

approach to building the business,

based on a platform that would

enable them to create change as

they went along and learned more

about their customers’ behavior.

CashCall engaged IBM and

IBM Business Partner CSS

technology to implement a

foundation of service oriented

architecture (SOA) built on powerful

IBM technologies, resulting in a

flexible and robust IT platform,

enabling business process

automation and the ability to quickly

and easily respond to customers.

“ The IBM System p5 is

an enterprise class

server when it comes

to scalability, fault

tolerance, stability and

performance.”

– Matt Ghourdjian, CIO,

CashCall, Inc.

Flexibility from the ground up

What makes the CashCall implementation truly remarkable is the high level of

business flexibility it enables. “Because no one had ever done this before, there

were no requirements for how to build this business. We had to have a platform

that was very malleable so we could change it as we went along. We needed an

environment where we could build things iteratively,” says Ghourdjian. “As we

started to learn customer behavior, and as we started to learn and understand our

own internal processes, we could quickly adjust the platform to meet the needs of

the business.”

CashCall selected IBM WebSphere Application Server as their SOA platform. “It’s

important to have a service oriented architecture. You can’t have a real-time enter-

prise without it,” says Ghourdjian. He and his team leverage a combination of SOA

and EDA to achieve what he calls “the big bang.” This marriage of technologies

helps ensure that CashCall maintains a flexible layer of business logic. They use

Cogility Studio, a model-driven design tool that runs on top of WebSphere, to help

build the platform dynamically. Then they use WebSphere to create Web Services

that help to seamlessly roll out the changes across the entire company. CashCall

has over 400 Web Services deployed and running, including automated banking

and receiving credit reports from Experian.

This unique environment helps give CashCall the agility they need to keep a

competitive edge in the lending market. “In a 24x7 environment, downtime for

scheduled maintenance is not an option. We have a major release every two

weeks, with minor releases on the off weeks. And we push these updates live, so

there’s no downtime. We can make a business logic change in minutes and not

affect the environment. It’s astounding to be that flexible.”

“Highest possible automation”

Ghourdjian says his goal has been the same from the onset: “Highest possible

automation at the lowest possible cost.” One example of the company’s ability to

evolve rapidly is the way they automated the underwriting process. When CashCall

first launched its business, they relied on a manual underwriting process—one that

required underwriters to review paper documents by hand to make loan approval

decisions. This process was ripe for human error and fraud. It was also time

intensive.

By leveraging the flexibility of the architecture, CashCall was able to streamline and

automate this process. Now the underwriters receive a complete application in a

frozen electronic format. They review the information on the screen, then select one

of three options with the click of a button: approve the loan, deny the loan, or send

it back for more information. The automated process has helped CashCall achieve

the company’s benchmark level of service—loan approvals within 15 minutes.

Automating processes like these helps CashCall deliver high levels of service,

drawing in new customers and building customer loyalty.

Prepared for what lies ahead

With a successful architecture in place, CashCall continues to expand at a rapid

pace and now operates in more than a dozen states. The company works hard to

maintain market dominance by continually rolling out improvements and reacting

quickly to market changes and business needs. From complicated modifications

like automating the underwriting process to minor changes to business rules,

CashCall has the flexibility to respond. “Business changes at the speed of light,”

says Ghourdjian. “We’re ready.”


Please contact your IBM sales

representative, IBM Business Partner or

IBM Direct at 1 800 IBM-CALL.

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intended to imply that only IBM’s product,

program or service may be used. Any

functionally equivalent product, program or

service may be used instead. Offerings are

subject to change, extension or withdrawal

without notice.

All client examples cited represent how some

clients have used IBM products and the results

they may have achieved. Performance data for

IBM and non-IBM products and services

contained in this document was derived under

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The actual results obtained by any party

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Case Study QuickView

RouteOne offers a revolutionary real-time, Web-based system that

enables automobile dealers to manage the credit application process

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Challenge

With the vision of becoming the credit application management system of choice

for auto dealers, RouteOne was looking to upgrade its application platform to an

open-standards based architecture so that it could support more users and

integrate with diverse partners. In addition, the company wanted to differentiate

its system within the automotive marketplace by implementing a service-oriented

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that could respond quickly to users’ changing needs.

Solution

RouteOne built a robust SOA for its credit application management system using

IBM WebSphere® and IBM DataPower® software. The company deployed IBM

WebSphere Application Server Network Deployment, Version 5.1 software as the

primary application platform for the environment. The WebSphere Application

Server software offers Web application services, performs capacity management

and supports server clustering. IBM WebSphere MQ, Version 5.3 software

supports all data transfer and guarantees receipt of business partner transac-

shnmr+"lnrskx"adsvddm"sgd"cd`kdqr"`mc"“m`mbhmf"bnlo`mhdr-"Sgd"HAL"C`s`Onvdq"

software acts as the Enterprise Service Bus (ESB) and provides the ESB function-

alities of transformation, routing and security.

Admd“sr• Provides a robust SOA infrastructure to deliver an open, integrated, Web-acces-

sible solution for customers

• Enables RouteOne to reuse services, build business rules and adopt best prac-

tices to bring services to market more quickly than the competition

• Needqr"«dwhahkhsx"sn"ldds"dunkuhmf"btrsnldq"qdpthqdldmsr"`mc"rtoonqs"lnqd"trdqr

• Able to scale to a very large number of concurrent users

To stay ahead of the competition, RouteOne develops a strong

service-oriented architecture using IBM WebSphere software.

Overview

RouteOneFarmington Hills, Michigan, USA

www.routeone.com

Industries

• Automotive

• Banking

Products

• IBM WebSphere Application

Server Network Deployment,

Version 5.1

• IBM WebSphere MQ, Version 5.3

“Using the WebSphere

solution, we are able to

respond quickly to meet

evolving customer require-

ments, putting us a step

ahead of the competition.”

—T.N. Subramaniam, Chief Architect &

Director of Technology, RouteOne


IBM Corporation

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or both.

Other company, product and service names may

be trademarks or service marks of others.

The information contained in this documentation

is provided for informational purposes only. While

efforts were made to verify the completeness

and accuracy of the information contained in this

documentation, it is provided “as is” without war-

q`msx"ne" mx"jhmc+"dwoqdrr"nq"hlokhdc-"Hm" cchshnm+"this information is based on IBM’s current product

plans and strategy, which are subject to change

by IBM without notice. IBM shall not be respon-

sible for any damages arising out of the use of, or

otherwise related to, this documentation or any

other documentation. Nothing contained in this

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effect of, creating any warranties or representations

from IBM (or its suppliers or licensors), or altering

the terms and conditions of the applicable license

agreement governing the use of IBM software.

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Overview

Sernam (www.sernam.fr), a European

shipping company that transports 14

million parcels a year, operates in a

highly competitive marketplace where

customer demand for on-time delivery

of parcels is high and tolerance for error

is low. A former subsidiary of the SNCF

French national railway, Sernam saw

the opportunity to build on its market

position by improving its tracking and

customer notification systems.

In particular, Sernam identified chal-

lenges in its night delivery service—the

company’s existing barcode scanning

system could not always effectively

handle periodic, yet unpredictable,

spikes in package volume. Sernam

Sernam increases employee productivity

and improves customer satisfaction with

an RFID parcel tracking system.

—Vincent Banchet, CIO, Sernam

p Challenge

Sernam needed to be able to

handle unpredictable spikes in

package volume, reduce tracking

errors and meet delivery deadlines.

p Why Become an On Demand

Business?

Sernam sought to improve its

market position by transforming

itself into an innovative, service-

oriented organization.

p Solution

Sernam teamed with IBM to deploy

an innovative radio frequency

identification (RFID) system that

reliably tracks shipments and

automatically notifies customers

of their package status.

p Key Benefits

– Reduced customer claims costs

by 20 percent

– Decreased misdirected parcel

costs by 30 percent

– Eliminated approximately 1,000

daily customer inquiry calls

On Demand Business defined

An enterprise whose business

processes—integrated end-to-end

across the company and with key

partners, suppliers and customers—

can respond with speed to any cus-

tomer demand, market opportunity

or external threat.

»

realized that if it did not improve its

processes, it could face consequences

including customer dissatisfaction.

Sernam needed a more streamlined

and reliable method by which to track

parcels—from pickup to delivery—as

well as an efficient way to inform cus-

tomers where their packages were in

the shipping process.

Innovation that matters

2

Leapfrogging the competition with a cutting-edge solution

Improving delivery rates, customer satisfaction and market share

Sernam’s ultimate goal was to become the company of choice for reliable

and flexible parcel delivery services. Transforming into an innovative, service-

oriented company was essential to improving Sernam’s market position. To do

this, Sernam needed an efficient, accurate way to track packages, and a way

to provide customers with quick access to up-to-date information about the

status of their parcels.

Moving to market leadership

IBM worked closely with Sernam to design and implement a wireless RFID

system to track packages on the night delivery service. Launched in April 2005,

the system was deployed in just three months, and now automatically handles one-

third of the more than 60,000 parcels a month that move through the company’s

Porte de La Chapelle depot in Paris. The RFID system, one of the first of its type

in the transportation industry, automates parcel check-in and enables electronic

tracking of all packages. RFID readers in Sernam’s warehouse track each parcel

as it is loaded onto and unloaded from a truck or train during the transportation

and delivery process. The system automatically notifies a customer of package

status and delivery via the channel of that customer’s choice (e.g., e-mail, fax or

mobile device). “We implemented RFID to provide our customers with the most

reliable delivery, and the widest range of package tracking options,” says Vincent

Banchet, CIO, Sernam.

This cutting-edge system allows each of Sernam’s customers to select which

tracking and notification method works best—a distinct advantage for custom-

ers and a competitive advantage for Sernam. The company’s new service can

quickly notify the sender about a problem with incomplete delivery due to an

incorrect address, an absent addressee or a routing error. “With RFID we are

immediately aware of any concerns,” adds Banchet. “As a result, we can resolve

them and, if necessary, let the customer know.”

The specialized skills of IBM professionals

Specializing in RFID technologies and integration, professionals from IBM

Integrated Technology Services and IBM Business Consulting Services collabo-

rated with Sernam to design and deploy the system. IBM began the project with

a strong understanding of Sernam’s IT architecture and its business processes.

The team evaluated third-party mobile messaging and Web interface providers,

and worked closely with the other companies that developed Sernam’s tracking

application and supplied RFID printers.

—Vincent Banchet

On Demand Business Benefits

• Reduced costs from customer claims

for undelivered packages by 20 percent

• Decreased handling costs related to

misdirected parcels by 30 percent

• Elimination of approximately 1,000

daily customer inquiry calls

• Improved customer satisfaction and

resulting market share

• Improved responsiveness to customer

inquiries

• Flexible processing that adapts to

package low

• A scalable solution to meet increased

demands

3

The IBM-implemented solution integrates seamlessly with Sernam’s existing

architecture. The solution supports multiple terminals and communications

channels, initially handles an estimated daily volume of 12,000 total e-mails,

faxes and mobile messages, and can scale easily to accommodate increasing

demand. The system’s RFID readers automatically send the status of the pack-

ages to Sernam’s information system where the wireless application then sends

an alert to each customer’s preferred communications channel. If a message

fails to reach the intended customer, the originating Sernam branch office is noti-

fied. Banchet explains, “It was critical to integrate the RFID system with our other

applications. The information transmitted by the RFID tags must be pertinent and

available immediately.”

To provide end-to-end integration and connect real-time information across

Sernam’s business, the wireless solution includes IBM WebSphere Application

Server for z/OS technology, offering a Java™ technology-based application

server optimized for delivering applications running on an IBM zSeries

mainframe in an IBM z/OS environment. IBM DB2 Universal Database software

provides dependable, long-term event storage. For development, the IBM team

used Java technology-based IBM Rational Application Developer for WebSphere

Software. IBM WebSphere RFID Device Infrastructure integrates data from a

variety of readers and filters, aggregates RFID data and delivers RFID events to

the IBM WebSphere RFID Premises Server. A robust and scalable middleware

platform, IBM WebSphere RFID Premises Server helps Sernam transform its

business by connecting the edge of its environment with enterprise operations.

IBM WebSphere MQ provides reliable messaging and delivery of the right infor-

mation in the right format at the right time.

Very convincing results

Sernam’s RFID parcel tracking produced convincing results at a reasonable cost.

“It has increased the confidence our customers have in what we do for them,”

concludes Banchet. “In financial terms, making the overall chain more reliable

has cut our dispute resolution costs by 20 percent and misrouted parcels by 30

percent.” Sernam can now handle spikes in shipping volume in its critical night

delivery service because packages are automatically handled and routed. Fewer

manual tasks enables Sernam to increase productivity and save staff valuable

time in tracking packages and attending to customer inquiries. Because custom-

ers can track their packages via the methods each prefers, Sernam reports 1,000

fewer phone calls per day from customers inquiring about the status of a specific

shipment, helping to reduce costs. In the future, Sernam hopes to gain further

business and technology benefits by installing RFID reading systems in its deliv-

ery trucks, and at locations where its customers print RFID tags themselves.

—Vincent Banchet

Key Components

Software

• IBM WebSphere® Application Server

for z/OS®

• IBM WebSphere RFID Device

Infrastructure

• IBM WebSphere RFID Premises

Server

• IBM WebSphere MQ

• IBM DB2® Universal Database™

• IBM Rational® Application Developer

for WebSphere Software

Servers

• IBM ® zSeries® in an IBM

z/OS environment

• IBM xSeries®

Services

• IBM Business Consulting Services

• IBM Integrated Technology Services

• IBM Global Financing


Please contact your IBM representative or IBM Business Partner.

Visit us at:

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IBM Corporation

Corporate Marketing

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All Rights Reserved

DB2, DB2 Universal Database, , IBM,

the IBM logo, the On Demand Business logo,

Rational, WebSphere, xSeries, z/OS and zSeries

are trademarks of International Business

Machines Corporation in the United States,

other countries or both.

Java and all Java-based trademarks are trade-

marks of Sun Microsystems, Inc. in the United

States, other countries or both.

Other company, product and service names may

be trademarks or service marks of others.

References in this publication to IBM products or

services do not imply that IBM intends to make them

available in all countries in which IBM operates.

This document is based on information provided

by Sernam and illustrates how one organization

uses IBM products. Many factors have contributed

to the results and benefits described; IBM does

not guarantee comparable results elsewhere.

This publication contains non-IBM Internet

addresses. IBM is not responsible for information

found on these Web sites.

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