european digital entity norm · PDF fileI n the 21st century, no area is left unaffected by...

europeandigitalentitynorm

Editorial

Digital Trends

ISCM

About EDEN

Survey

EDEN Level

TGOA

Sponsors

Listing

Imprint

Content

4

6

12

28

30

76

92

102

116

134

2 eden study / the group of analysts 3the group of analysts / eden study

In the 21st century, no area is left unaffected by digitalisation. Firmly anchored in today’s life, it is now slowly seeping into politics and the economy too. As initial scepticism fades, a large number of companies now recognise the use digitalisation

has and its associated benefits. Big Data, Cloud solutions, augmented and virtual re-ality have taken hold over the past few years and thus clear the way for other trends that further digitalisation. Companies are trying to keep up with these developments by re-implementing and updating their system landscapes. In this context, one of the most popular keywords is information supply chain management (ISCM). Due to its importance and topicality, we dedicated an informative chapter (page 12) in this study to the topic. Feel free to dig deeper! But what is the real state of efficiency of German companies with regards to the digi-tal future? In order to answer this question, we proudly present the EDEN study. What does it stand for? EDEN is short for European Digital Entity Standard and de-scribes the state of digitalisation in companies based in Germany. Hence, it is a survey and the first of its kind. Our analysts are collecting data independently and scientifi-cally to generate the study’s results. Its validity is underlined by the fact that the digi-tal and the real economy are inextricably linked nowadays. There is no stopping this development, nor the EDEN study. As an on-going project, it is continuously updated with current data. EDEN thus guarantees to provide an up-to-date over-view of the state of digitalisation at companies - initially in German-speaking countries, with other European countries to be included in the future.

With the kind support of sponsors, the first successful steps have been taken on this path. We now want to go further, hand in hand with you as a company. How this works? Simply take part in our pioneering survey! Learn how well your business is positioned for the digital future, discover hidden potential, and dare to compare. Because only those able to react to and act in a rapidly changing world will survive. All others will cease to exist just as the dinosaurs did. With this in mind: Don’t be a dinosaur. Register online at www.edenstudy.com and get involved.

Big Data, the cloud, augmented and virtual reality have taken hold in the last few years, therebyopening the way for trends fostering the advanceof digitalisation.

Johann Wolfgang von Goethe

Knowing is not enough; we must apply. Willing is not

enough; we must do.

EDITORIALEDITORIAL


ISCM ISCM


Introduction to Information Supply Chain Management

The information supply chain is a chain of networ-ked software solutions analogous to the classic sup-ply chain. It means all relevant data on products,services and measures related to those services as well as target group oriented information is being obtained, recorded, supplemented, prepared, pro-cessed, and distributed.

The term ISCM was established and shaped by the Group of Analysts’ Chief Analyst, Temel Kahyaoglu. The term has since been firmly rooted in

the digital world that can hardly be imagined wi-thout it anymore. This is due to the universal con-cept behind ISCM in particular. Existing software markets are subdivided, thus enabling flexibility for necessary adjustments at the same time.

As shown in the figure below, it is useful to as-sign software markets that are currently crucial for ISCM to the Supply Chain Management’s (SCM) three pillars. These are procurement, preparation, and distribution of data.

Digitalisation through ISCM

Since then, the term has been firmly anchored in the digital world, which cannot be imagined without it anymore due to the universal concept behind ISCM. Existing software markets are subdivided, which at the same time provides the flexibility required for adjust-ments.

The term ISCM was established in 2008and shaped by the Group of Analysts’s Chief Analyst, Temel Kahyaoglu.

While the digital value chain runs linearly from pro-curement over processing to distribution, the under-lying digital information flow interlinks across all sys-tems. However, the allocation of software markets listed here is not to be understood as a rigid const-ruct.

The basic structure of the ISCM scheme with its subdivision into three levels remains. Software mar-kets are then flexibly connected to these. The ele-ments on the various levels can be changed through

varying requirements and conditions. Such adjust-ments will be necessary due to future developments in these markets. These adaptations will originate in new software solutions, the processing of novel infor-mation types, the support of innovative models of cooperation as well as the operation of new distribu-tion channels. In addition, the single software mar-kets can be individually adapted to the specific re-quirements of a particular company.

ISCM ISCM


Data Collection

Here, systems are categorised that provide special functional areas for service, maintenance, on-boar-ding, preparation, export and mutation of data. In particular, the following systems belong here: Product Information Management (PIM), Media / Digital / Video Asset Management (MAM / DAM / VAM), Customer Relationship Management (CRM), Enterprise Resource Planning (ERP), Business Intelligence (BI) and Analytics.

Data related to a product already forms at the be- ginning of the product life cycle. When setting up a product in the ERP system, master data is entered and enriched with content and information relevant to sales in the PIM system. During further steps, media such as product photos or videos are added in the MAM system. CRM systems contain all customer-related information that is also related to the products. BI and Analytics will provide valuable data from various sources too, including distribution channels. This results in a cycle in which data is evaluated with respect to its relation to each other.

Data Preparation

This is the area where content is produced in a wide range of languages, complexity or form. Workflows and cooperation are also managed here. Examples include. Marketing Resource Management (MRM), translation management with multi-language management (TMS), workflow management, print publishing (PRM), and dynamic publishing systems (DPS) as well as artificial intelligence (AI). The available system solutions for MRM and Workflow Management are relatively recent. Accordingly, the supply side of the market is more fragmented. The multilingual management sector is more mature when its comes to providers, but is often still operated through external service providers.

Data Distribution

The area of data distribution includes all releases of information from the ISCM area of data collection via the various channels facing the customer. Here, the rule is that it is important to plan the releases in the data acquisition system, i.e. PIM, and to provide the associated processes and collaboration options before delivering them via the respective channels.

The area of data distribution consists of mainly (enterprise) content management systems (ECMS / CMS), e-commerce systems (ECOM) as well as solutions for mobile / tablet and Point of Sales (POS). Again, the software markets are changing. Exceptions are the areas of e-commerce and (E)CMS as these are clearly defined.

The decisive factor is the release competence as customers must be able to access all relevant product information at any touchpoint and on all channels. A comprehensive supply of product data to the client is essential for B2B as well.

Producers of systems upstream of data distribution must therefore be able to orchestrate the output perfectly and must be working together with all providers of data distribution systems. This is the case for the established manufacturers for PIM, MAM / DAM and MRM solutions.

Classification of software markets in ISCM

ISCM ISCM


The various markets are at a different stage of development, asthe following examples highlight. The e-commerce and CRM markets are much more advanced than the relatively young MRM sector. Furthermore, some markets are closer to each other than others. For example, the Dam and MRM markets are more closely related and more congruent to one another than the PIM market in relation to the e-commerce market.

In this example, 14 markets with varying degrees of maturity and partially congruent and complementary functional spaces have been considered. The initial fragmented situation results in a requirement for companies to deal with all ISCM markets and to use suitable solutions.

The software markets depicted represent only a mo-mentary section. There are other software markets that are relevant for individual consideration. It is only a matter of time before other new sectors must be integrated, even if the overall ISCM picture initi-ally developed for the respective company was complete. As a result, existing structures will fuse, diffuse, and possibly migrate.

Development of software markets

ISCM ISCM

18 19the group of analysts / eden studyeden study / the group of analysts

Accordingly, accepted forms of cooperation as well as solu-tions for controlling corresponding processes are required. Comprehensive ISCM projects carry major changes in their wake. Not the least because of that, one speaks of digital transformation. Only when all parts of the ISCM puzzle fit and work together, can a company‘s digital strategy be planned and put into action successfully. In times of far-reaching ch-anges, as briefly outlined in the previous chapter, cooperation becomes an obligatory task for any company. Two factors are therefore decisive for the management of the entire informa-tion supply chain: the organisational positioning of ISCM at the top level in order to have full power to implement, as well as to interlink and coordinate across all levels. Information Management

Supply chain includes ensuring consistent digital and central data storage in suitable systems, quality, up-to-date, security and data protection, the smooth exchange of data between all systems involved, and a compellingly high process quality, among other things.

Organisational integration as key factor for success

Companies’ Need for Action

In 2011, ISCM‘s proclaimed objectives and the focus of compa-nies were to increase the reuse of information and to reduce time, costs and errors. These remain the key argument for ISCM as companies can only be competitive in the long term if they have it. In 2017, entrepreneurial challenges posed by digitalisation are growing more than ever before. This clearly shows in the previous chapter which outlined the top trends of digitalisation. Based on these connections, companies from the demand side relatively quickly recognise the need to be active in all areas of ISCM today. It is the only way for com-panies to survive in the age of industry 4.0. The digital infor-mation supply chain is not a phenomenon limited to specific sectors or industries. Every company needs to procure, mana-ge and modify its digital data in order to use it as a tool to sell products successfully. Even smaller companies with a smaller product range must consider the entire ISCM landscape no-wadays and integrate ISCM in their organisation. The interlinks however may be volatile.

Interlinking individual software markets to form an overall functioning ISCM system landscape requires experience and technical know-how on how to select, introduce and connect the required software solutions. Then again, a large number of people across the company are involved, who are to work together effectively.

The management of the information supply chain must include, among other things:› a consistent digital and central data storage in suitable systems,› quality, up-to-date, security, and data protection,› smooth data exchange between all systems involved,› a compellingly high process quality.

ISCM ISCM


Publisher & Editor-In-ChiefTemel Kahyaoglu [email protected]

Academic ResponsibleMario Bretzler [email protected]

Senior AnalystJürgen Burger [email protected]

Supply MarketAndrea Gorova [email protected]

Project TeamMirjam MarschallNadine Pelzer [email protected] Penny

Art Direction, Layout and TypesettingJörg BluhmChristian PecherSabine Stahl

ProofreadingHilke Bemm

TranslationSteve BrittMarita KnoedgenNora Manthey Christopher MayhewJohanna Späth

Academic Partner of the EDEN studytechconsult GmbH

Our BureausFrankfurt Bureau: Anja Fahs Berlin Bureau: Dr. Claudia Pelzer Paris Bureau: Patricia Philbin Amsterdam Bureau: Arne Biesma, Jeroen Junte Rom Bureau: Dr. Stefan Pollak London Bureau: Nora Manthey Silicon Valley Bureau: Matthias Hohensee San Francisco Bureau: Nicole Kidd

Online & Social MediaNadine Pelzer

Publishing HouseThe Group of Analysts AGUferpromenade 5 88709 Meersburg, Germany

www.tgoa.com · [email protected]

Picture CreditsTitel, S. 2-3 Everett - Art, Courtesy of Shutterstock, Inc.; S. 7 © Jörg Bluhm; S. 8-9 GarryKillian, Courtesy of Shutterstock, Inc.; S. 10 Westend61/Getty Images; S. 11 MPFphotography, Courtesy of Shutterstock, Inc.; S. 12-13 Barrett Lyon / The Opte Project; S. 14 © Jörg Bluhm; S. 18-19 alengo/Getty Images; S. 22 Oleh_Slobodeni-uk/Getty Images; S. 28, 30-31 Everett - Art, Courtesy of Shutter-stock, Inc.; S. 35 Monty Rakusen/Getty Images; S. 36-37 Elena Raising / EyeEM/Getty Images; S. 38-39 Maremagnum/Getty Images; S. 40-41 Martin Barraud/Getty Images; S. 55 a-image, Courtesy of Shutterstock, Inc.; S. 55 Nadin3d, Courtesy of Shutter-stock; S. 58-59 Westend61/Getty Images; S. 63 Westend61/Getty Images; S. 64 Photo by Arif Wahid on Unsplash; S. 67 Robert Daly/Getty Images; S. 70-71 Portra Images/Getty Images; S. 72 xtock, Courtesy of Shutterstock, Inc.; S. 75 Charlie Schuck/Getty Images; S. 77 Everett - Art, Courtesy of Shutterstock, Inc.; S. 78-79 Wes-tend61/Getty Images; S. 82-83 Monty Rakusen/Getty Images; S. 84-85 Elena Raising / EyeEM/Getty Images; S. 86-87 Maremag-num/Getty Images; S. 88-89 Martin Barraud/Getty Images; S. 90-91, 92-93 Everett - Art, Courtesy of Shutterstock, Inc.; S. 102-103 Everett - Art, Courtesy of Shutterstock, Inc.; S. 105 apollon GmbH+Co.KG; S. 106 censhare AG; S. 107 NETCONOMY Software & Consulting GmbH; S. 108 WERK II Medien- und Informationsges. mbH | priint Group; S. 109 Viamedici Software GmbH; S. 134-135 Everett - Art, Courtesy of Shutterstock, Inc.

Publication1st year / 1x a year

Imprint


The Group of Analysts AG Uferpromenade 588709 Meersburgwww.tgoa.de

european digital entity norm · PDF fileI n the 21st century, no area is left unaffected by...

Documents

Transcript of european digital entity norm · PDF fileI n the 21st century, no area is left unaffected by...