Digital Markets
The introduction of Digital Marketplaces, or public / private exchanges, in the 1990's created a wave of connectivity and integration issues that challenged vertical industries to address and create governance around. Fortune 1000 companies that chose to participate and invest early, were forced to leverage current IT investments made during the client server era. They understood the value of creating Digital Markets, but lacked the ability to integrate with new trading partners that this new channel offered. This led to the emergence of middleware software companies that delivered the dynamic data mapping and transformation technologies, allowing organizations to develop integration road maps into vertical net markets.
Although the Digital Market momentum was slowed, it has yet to see the potential and benefit that was first envisioned. Some industry analysts did not see the value of having multiple exchanges competing in the same vertical industry. The true nature of Digital Markets allow for companies to aggregate buyers and sellers, regardless of market size, and create horizontal market strategies optimizing other lines of business for production, or non-production based companies. This, by nature, creates hybrid markets that become independent of the original digital marketplace, only then utilizing core machine-based transactional services. The consumer market was able to leverage this model, with companies like eBay, and generate revenue and new models for procurement.
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Peer-to-Peer
This information exchange and connectivity model is the most supported, and widely adopted by businesses of all types and sizes. The one-to-one buying relationship has leveraged this information exchange model since its inception. It allows companies to send information directly to the system, or agency, requiring further processing and execution. Many businesses utilize this method of collaboration in many aspects of their day-to-day activities without realizing it. The popularity of consumer IM (Instant Messaging) technologies and Peer-to-Peer file sharing applications, like Napster, validated the model and provided technologists with the knowledge to architect scalable, low cost integration solutions. The challenges of security and governance were not properly addressed leaving many PC's exposed to the real threat of intrusion and invasion to corporate networks.
Virtual Enterprises
eSigma defines the Virtual Enterprise as the components, supporting technologies, and integration infrastructures that allow you to execute your job function enabling you to effectively manage your physical enterprise.
The enterprise architecture that supports your virtual enterprise will allow your organization to collaborate with trading partners in one market, and compete in another.
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