Business Integration - BDR Prospecting Call Guide

Last Updated December 7th, 2006

“CAO Prospecting Model”

Prospecting

Business Integration Prospecting Guide

I. Introduction—Why Business Integration?

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

However, the reality in IT is one of reduced resources, accelerated delivery timetables and a
bombardment of new technologies that must be assimilated with existing custom and legacy applications.
While IT desires to be perceived as a core part of the business and a source of value, they are often
perceived as a blocker—as each business demand translates to an integration problem that requires
more time and money to deliver.

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

The first is a line of business focus on the process: Businesses with strategic initiatives to improve
their processes, ultimately to attain agility and transform, are focusing squarely on the concept of process
and the impact of modeling and enabling such processes to achieve business objectives. Their language
becomes the language of business operations and Business Process Management, or BPM and they
may be engaging in initiatives to train and equip business analysts to understand, model, define and
simulate business process. However, the business seldom thinks about the complexities of implementing
its defined business processes across the IT infrastructure.

The second initiative is that IT is also engaged in an effort to increase their agility. In their quest to
become a strategic enabler of business rather than a cost-center, they are looking for an architectural
approach that enables them to rapidly leverage their existing investments while quickly, even dynamically,
delivering on new business processes and services. They are embracing the concept of Service
Oriented Architecture, or SOA, as this agile approach, using re-useable shared services and a flexible
infrastructure foundation to rapidly assemble or compose services in a fraction of the time is used to take
to develop silo’d applications. With SOA, IT thinks in terms of service enablement, system and
application resources and underlying infrastructure, rather than the business process. IT may struggle
with translating their infrastructure expenditures into business benefit and as a result, often get slowed
down in their efforts to cost justify investments in modernizing infrastructure for greater agility and
business responsiveness. IT also struggles with the constantly changing nature of business requirements
due to lack of early visibility into those requirements, unclear requirement definitions and the inability to
get into the requirement definition process early enough to translate the requirements quickly across their
infrastructure.

IT’s investment in Enterprise Integration technologies for SOA can help alleviate some agility issues, but
only partially. IT will have a more flexible, dynamic infrastructure base, however, until they are brought
into the iterative process of understanding the business requirements and business process
fundamentals, there will exist a gap between what business wants and what IT interprets and is able to
deliver. This problem, this gap, is solved by embracing Business Integration.

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Business Integration is the combination of delivering service-oriented enterprise integration infrastructure

for IT coupled with Business Process Management technology for the business analyst. Business
Integration delivers a seamless set of software and methodologies that support iteration between the
business analyst modeling the business process and IT implementing the corresponding composite
applications and business services to deliver on the process while reducing the gap between what the
analysts want and what IT delivers.

Integrating
Image2: Business Integration is an Iterative Approach for Business Transformation

SOA and BPM are key terms being discussed across multiple industries and by industry thought leaders.
Customers today are investing in SOA and BPM. But why are SOA and BPM key needs that customers
will invest in? According to AMR Research’s annual IT spending survey, Customer-driven issues and
increased competition within industry are the two factors most affecting software investment (32% each)
and both require agility. Within customer issues, meeting the technology requirements of customers
(22%) and maintaining customer loyalty (21%) are the most often noted factors behind investment.
From a competitive standpoint, time-to-market improvements (29%) and growing market share (23%) are

Business
the key factors, followed closely by keeping up with competition (20%) Unfortunately, these business
issues collide head on with IT organizations’ current challenges: diverse application landscapes that are
often poorly integrated which result in inflexibility and high cost to change and maintain. AMR Research
conducted a survey late last year in which they asked respondents about their biggest challenges in
managing systems.

processes &
Integration issues (25%), pace of change (24%), and cost of change (21%) are the barriers that
organizations face when trying to meet customer and competitive demands all pointing to a need for
Business Integration – the combination of BPM and IT Enterprise Integration for SOA.

information
What is Business Integration?

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

Business Integration consists of Business Process Management software and services/methodology

and IT Enterprise Integration software, and services using a SOA approach to service-enable, integrate

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and manage process, applications and data sources throughout the process lifecycle. BEA Business
Integration enables the Business to effectively model and design business processes using the language
of business, and IT to rapidly respond to business demands through flexible, powerful service delivery
infrastructure.

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

The second is infrastructure – by investing in tools that seamlessly integrate between the process models
created by the business and the implementations developed by IT. It is this second enabler that is
addressed by Business Integration software. Business Integration software combines the capability of a
Business Process Management suite (BPM) with IT Enterprise Integration for SOA. BPM is aimed at
enabling the business analyst to model their current (As-Is) and new (To-Be) processes using the
modeling environments most familiar to them, simulate their processes to test for effectiveness and
impact, define their processes and manage business processes proactively, feeding the business activity
management information back into the analyst for on-going optimization.

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

1. Process integration enables fine grained and complex processes between systems to be exposed
as services and
2. Data Service enablement enables the creation of data services from multiple back-end data
sources, such as the building of a single view of customer, which can be re-used in other
composite applications. Process integration and Data Service enablement are then combined
with the third key technology—Service Integration.
3. Service Integration delivers the backbone for connecting and managing services of all types.
Service integration removes the integration logic from the services themselves so services can
become dynamic and change on the fly while the Service Integration backbone handles the
heavy lifting integration logic such as content-based routing of messages, format transformations,
security policy brokering and quality of service monitoring.

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

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

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

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Why not just BPM? A BPM suite that cannot translate its models to artifacts that can be discovered,
developed out to access back-end resources and data, mediated and interconnected into deployed
composite applications is only as good as static documentation. It is only when the business process
models can be seamlessly translated to the IT Integration developer’s “studio” that rapid IT
implementation can occur. A second key capability is iteration and this is made possible via the full
lifecycle integration between BPM tooling and Enterprise integration for SOA. Once business process
models are implemented and automated across the SOA Enterprise Integration infrastructure,
optimization occurs when runtime feedback is delivered back to the business analyst via integrated
Business Activity Monitoring so that the business user can see in real time where process improvement
needs to occur. Once identified, the business analyst can update the models and the business to
developer cycle begins anew. True business transformation and optimization is realized through this
iterative business integration cycle.

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

Business In
Image 6: Business Integration is an Iterative Approach for Business Transformation

Business Drivers:

With ever-increasing competitive pressure and across-the-board expectations of faster response to

business requirements, IT needs infrastructure that simplifies their task of supporting the demands of the
business as quickly as possible so that IT is viewed as a strategic asset rather than a success inhibitor.

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

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back into Business Activity Monitoring solutions that the Business can use to manage their running
processes and feed that data back into the modeling process for further optimization – and the cycle
begins anew.

It is through this continuous cycle of modeling, automating and managing – that the business is able to
transform and optimize their operations, to stay agile and competitive. If the BPM environment is not
integrated with the Enterprise Integration infrastructure on the IT side, what occurs is a business-IT gap.
IT does not have visibility into the business requirements and what gets executed may not reflect the core
process goals of the business, causing a spiral of re-work and delay. The convergence of BPM and SOA
Enterprise Integration Infrastructure into a Business Integration software solution based on common
metadata and support of a complete process lifecycle is the valuable breakthrough to enable business
transformation and agility.

BEA’s Business Integration Offering:

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

BEA’s Business Integration Product and Service Portfolio consists of the following integrated family of five
key software suites and products which can address specific business integration needs or work together
as a flexible solution, and the addition of economically attractive bundle options, supported by a strong
family of educational and service offerings ensuring successful SOA project implementations using
enterprise integration :

Products
• BEA AquaLogic Business Process Management Suite – Enable the Business Analyst
to model, dxecute and 0ptimize end-to-end business processes
• BEA WebLogic Integration – Enable IT to integrate and service enable system-centric
processes across applications
• BEA AquaLogic Service Bus – Enables IT to connect, mediate and manage Services –
it is Service Integration for the agile enterprise
• BEA AquaLogic Data Services Platform – Delivers to IT the ability to create data
services from multiple data sources. It is the Live Data Engine powering the Service-driven
Enterprise
• BEA WebLogic Adapters – Delivers to IT the ability to service enable the last mile of
connectivity

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BEA Busin
Image 3: BEA’s Business Integration Portfolio Delivers BPM and Enterprise Integration for SOA

Services

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

IT Enterprise Integration for SOA Supporting Services:

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

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

• Reference Architecture Planning Service – For prospects defining a services

infrastructure blueprint for their company, this offering maps BEA product to the new
architecture, and outlines an implementation timeline. This planning and design effort should
lead to SIIS for implementation.
• http://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructur
e_Services_DS_v6.pdf

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

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.
• Service Infrastructure Implementation Service – For prospects who have
already architected their SOA solution and are looking to catalyze implementation of BEA
products within their existing infrastructure. Position with BEA AquaLogic Service Bus, BEA
AquaLogic Data Service Platform, BEA WebLogic Integration as well as the rest of the
AquaLogic family if relevant to the opportunity as the implementation solution. This offering
varies in length (8-12 wks) depending on the products selected and the complexity of the
existing environment.
• http://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Im
pltshn_ds.pdf

IT Enterprise Integration for SOA Supporting Educational offerings:

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

o Organization, Planning, and Architectural Considerations for SOA 3 hour on-line self-
study course
 This course trains students on the key concepts and issues associated with the
adoption of a service-oriented architecture. Students will be introduced to both
the business and IT aspects of SOA program planning and governance
concerns, as well as an SOA Enterprise Reference Architecture.
 Course details available at:
http://www.bea.com/content/news_events/white_papers/bea_soa_organdplan1_
oss_ds.pdf

o SOA Reference Architecture

o This course trains IT managers and enterprise architects on the key concepts
and issues associated with creating a SOA Reference Architecture. This course
explains why a generic reference architecture is not sufficient and provides a
process to create a detailed reference architecture that is actionable by project
teams. Examples drawn from real-world companies are included in the course to
illustrate the concepts presented.
o Course details available at:
http://www.bea.com/content/news_events/white_papers/bea_soa_refarchitecture
_ds.pdf

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II. Defining the Prospect – Whom to Call?

What Accounts?

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

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

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

• Business Integration can optimize the actual business process execution

• It delivers greater business productivity through automation of manual processes
• It can result in processes that improve customer service and responsiveness
• It enables the company to compete more effectively by facilitating opportunities for innovation and
new product development
• It can enable better compliance with government, industry or internal regulations
• It delivers ability to better manage risk through process visibility and control

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

Primary Business Integration use case business drivers include:

• Modernizing customer service

• Improving customer responsiveness
• Infrastructure agility
• Infrastructure rationalization
• Merger/Acquisition response
• New application install
• New regulatory compliance deadline
• Inter-enterprise integration

Company Size and Affinity:

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

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

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

According to detailed research conducted by IDG of over 1000 IT professions, three of the top four issues
customers look to solve with SOA are integration related: integration to existing applications, data
integration and service integration. Enterprise Integration for SOA addresses all these challenges using a
SOA approach – loosely coupled, designed for re-use. A seamless, extensible enterprise integration
portfolio can provide IT the tools needed to address these integration challenges while laying the solid
foundation for both departmental and enterprise-wide SOA projects.

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

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

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

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

Large organizations have IT silos that they need to integrate to support emerging business demands
requiring cross-functional interaction including such key requirements as unified customer
experience/single view of customer, consolidated storefront, improved customer responsiveness, virtual
corporate processes spanning partners, and infrastructure rationalization for control and cost
management. Business Integration will provide process visibility and optimization and accelerate delivery
by breaking down IT silos enabling IT to partner with the business in the rapid delivery of new competitive
functionality. Here is more detail for each of the primary triggers:
.
1) Modernizing Customer Service – The business wants to serve their customers in new and
innovative ways. IT needs to integrate disparate applications, data and user portals to enable
better service to their customers. Example projects include:
a) Customer self-service – enable the customer to:
i) conduct business on-line,
ii) obtain real-time status of their business dealings,
iii) handle billing issues,
iv) provide feedback to the business,
v) get answers to their support issues.
b) CSR enablement/Single View of Customer: Key to enabling the CSR (customer service rep) to
be more efficient and effective is a Single view of the customer (SVOC) – SVOC enables support
reps to have a 360° view of their customer’s real-time business and support issue status across:
i) purchase history,
ii) billing and invoicing,
iii) product support issues history and in flight, cross divisions and business units.

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2) Improving Customer responsiveness – The business wants to improve their level of service to
their customers to stay ahead of the competition and reduce operational costs. IT needs to
integrate multiple back-end applications and knowledge bases to automate processes and
improve customer response times. Example projects include:
a) Customer service provisioning processes – Enterprises are looking to reduce the time and effort
to provision the customer –
i) both company and user access – to product or service.
ii) In addition, they need flexibility to change provisional status dynamically as well from trial
service or product access to contractual and as contracts and underlying service providers
change without impact to customer service delivery
b) CSR responsiveness – Similar to CSR Enablement, focused on reducing the time and effort it
takes for customer service rep to do the following key tasks:
i) gain real time information about customer support issues,
ii) access related systems and knowledge bases seamlessly from a single “pane of glass”
iii) and rapidly receive actionable information enabling them to deliver an intelligent response to
customer questions.
c) Market new offers based on customer demand—Enable customer information-driven offers to be
marketed to customers automatically at optimal points of on-going customer interaction best
suited to effect buying behavior

3) Infrastructure Agility—The business wants to transform, conduct business in new ways –

through new partners and channels or delivery mechanisms or enter new markets. IT needs
to modernize the integration infrastructure to create scale, centralize management and policy
enforcement and remove integration logic from the applications themselves so that
applications can change without breaking the connections. Project examples include:
a) Modernize point-to-point integration for re-use, control –
i) replace brittle app-to-app, app-to-data and process-to-app or data hard-coded connections
with a flexible mediation layer
ii) remove integration logic from end-points supporting change.
b) Backbone for strategic SOA initiative—build the scalable, high-performance and reliable,
integration backbone to support dynamic service and process enablement with management,
governance and optimal re-use

4) Infrastructure Rationalization—The business is looking to greatly improve operational costs,

eliminating redundancy, eliminate manual process steps and free up resources for new
projects. IT needs to bring together investments in heterogeneous application and integration
infrastructure into a consistent, SOA-enabled infrastructure backbone. Projects include:
a) Mainframe Alternative – Move key business functionality and process steps off of expensive
mainframes to lower cost agile distributed computing infrastructures
b) E-commerce consolidation – Taking silo’d E-commerce implementations and seamlessly
integrating them into a single company experience

5) Mergers and Acquisitions—The business is expanding through a merger or acquisition.

Projects include
a) Create a single company experience
b) Rationalize application and service duplication,
c) Leverage best-practice processes and extend them to the larger business footprint

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

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

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

stream partners to optimize their supply chain, GTM through new partners, or expand their
value proposition into new markets. IT needs to enable business capability to extend to
upstream and downstream partners while adhering to corporate SOA standards and
governance, some of which may be service providers themselves. Projects include:
a) Conduct business over the internet with business partners while managing the business
interactions and handling differences in protocol, data formats and business processes.
b) Extend Value-Added networks and legacy protocols to the SOA be exposing them as shared
services using SOA standards
c) Include Software-as-a-Service providers in your business process or e-Commerce experience by
integrated them as managed business services

Building on the Base:

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

The I
Image 4: The path to Business Integration is through the Integration Landscape

Customers may be initially focused on IT Enterprise Integration. Remember that Enterprise Integration
for SOA may often build on existing investments in SOA integration technology. The presence of an ESB
to support a single SOA Project by adding service mediation to proliferating web services may signal an
opportunity to probe for growing project requirements including data, processes, connecting other projects
and scaling to the enterprise. The presence of a data service effort, such as building a data access layer
or single-view projects also indicate an opportunity to look for scaling the effort further in the enterprise.
This is why Enterprise Integration for SOA Is a good follow-on for the previous two SOA Momentum use
cases:

1. Service Mediation
2. Information Bus

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

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What Contacts inside the Companies?

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

Typical titles include:

• Divisional CIO/CTO
• Divisional VP/Director IT
• Divisional VP/Director IS
• Divisional VP/Director Integration (or Integration Competency Center)
• Divisional VP/Director Architecture
• VP/Director Integration Architecture
• VP/Director Enterprise Architecture
• Corporate CTO/CIO
• VP/Director Shared Services IT
• VP/Director Service Delivery

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

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

• CIO
• CTO
• VP of Enterprise Architecture
• Line of Business IT executives

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III. Successful Prospecting: What and How to Ask?

Sample Voicemail/Email Elevator Pitch:

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

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

• BEA Business Integration Software: A family of business integration products designed to

both service enable your existing infrastructure as well as accelerate your SOA and BPM
efforts
• A modular approach: The ability to adopt and roll out the key BPM and IT enterprise
integration capabilities needed on a project-by-project basis while aligning to the goals and
architecture of a broader “2-3 year” plan
• Being open and extensible: Our business Integration offering is designed based on BPM
and SOA principals and open standards so that it integrates your existing infrastructure as
first-class citizens in your SOA.
• Being built rock-solid and ready for business – our business integration solution is built on
the runtime architecture that is servicing over 16,000 of the industry’s most demanding
implementations.
• Complete set of services provided by a company whose customers are the furthest
along in BPM and SOA deployment

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

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

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Qualifying Questions for live contact:

Initial Qualifying Questions:

These questions are designed to identify whether the customer is open to investing in integration
infrastructure. Once that “door is open” the next set of questions are designed to identify one or more
specific business triggers. These high level questions may also result in information that will help identify
the business trigger.

• Do you struggle with keeping up with the demands of the business due to inflexible integration
infrastructure?

• Does every new business request turn into an integration project that requires excessive
resources and time?

• Do you struggle to implement business requirements in IT due to lack of clarity and

understanding of the requirement or the process that supports it?

• Do you feel that the business doesn’t understand the complexity of your infrastructure and
expects faster response times from IT?

• Do you feel that IT doesn’t understand business process requirements resulting in automated
process implementations that don’t meet all the business needs? Does this result in re-work?

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

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

• Do you view IT as an integral part of making your business more competitive? What are your
plans to keep pace and is integration infrastructure or process management limiting your ability to
stay competitive and agile?

Next level – Drilling down into use case business drivers:

Customer Self Service or Customer Responsiveness

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

• Are you struggling with data integration to provide a 360 degree view of the customer for the CSR
so that they can provide real-time and intelligent services? Do you have a corporate goal to make
the Customer support team and CSR more efficient and effective?

• Do you struggle with customer response time due to having to access multiple applications that
are not integrated to understand a customer’s concern? Do you have to manually rationalize
redundant data regarding your customers?

• Do you struggle with the time and effort required to provision your company’s services or
products for new customers or updating existing customer relationships with respect to
provisioning? Are your provisioning processes manual?

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

• Are you unable to effectively cross-sell and up-sell new products and services to your existing
customers due to not being able to integrate new marketing offers into your customer facing
applications?

Infrastructure Rationalization and Agility

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

• Do you have business analyst teams that are chartered to implement new business processes or
improve existing business processes? How well are they working with IT? Do you feel you have
a gap between what the business analysts are modeling and what IT thinks it is implementing that
is slowing down your agility goals?

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

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

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

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

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

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

New Application Install

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

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Compliance Requirements

• Is your company struggling with a new or impending compliance requirement that will require
automation of new business processes or improving existing business processes? Will you need
to make your processes visible? How are those processes being modeled by business analysts?
Can the business analyst then easily share their models and requirements with IT for
implementation?

Inter-Enterprise Integration

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

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

• Are you looking to extend your business presence through the use of partners? Do you struggle
with enabling your partners to participate in your business processes or access actionable data?
Is lack of integration infrastructure holding back your partner enablement objectives?

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IV. What to Offer?

High Interest:

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

 “The Integration Journey—a Field Guide to SOA Agility through Business Integration”
http://contact2.beasys.com/bea/www/wpintg/issoa.jsp?PC=56TU4GXXWPBE


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

• SOA Discovery Workshop – if you have a customer interested in working with BEA
on a consultative approach to SOA, use the following PDF to provide the customer with an
overview of the activity:
http://inweb.bea.com/services/SOA/docs/BEA_SOA_Discovery_Wkshp_ds.pdf
• Integration Service – For prospects working on their first SOA project, primarily
focused on service enabling legacy systems with WLI as a first step. Part analysis and part
prototype. A discovery workshop maybe used to uncover this initial project. The Integration
Service is an enhanced subset of the larger RAPS offering. Prospect may not be ready to
implement other parts of the services infrastructure stack yet, but when ready SIIS will be a
logical next step.
• Reference Architecture Planning Service – For prospects defining a services
infrastructure blueprint for their company, this offering maps BEA product to the new
architecture, and outlines an implementation timeline. This planning and design effort should
lead to SIIS for implementation.
• http://www.bea.com/content/news_events/white_papers/BEA_SOA_Infrastructur
e_Services_DS_v6.pdf
• Service Infrastructure Realization Service – For prospects who have already
architected their SOA solution and are looking to catalyze implementation of BEA products
within their existing infrastructure. Position with BEA AquaLogic Service Bus, AquaLogic
Data Services Platform and WebLogic Integration as well as the rest of the AquaLogic
family if relevant to the opportunity as the implementation solution. This offering varies in
length (8-12 wks) depending on the products selected and the complexity of the existing
environment.
• http://www.bea.com/content/news_events/white_papers/BEA_Service_Intgrtn_Im
pltshn_ds.pdf

Mild Interest:

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

“The Integration Journey—a Field Guide to SOA Agility through Business Integration”
http://contact2.beasys.com/bea/www/wpintg/issoa.jsp?PC=56TU4GXXWPBE

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

Low-No Interest:

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

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Further opportunity qualification: Pricing bundles for further opportunity development:

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

Theme Bundle Q4/Q1 Play Promotional Offer:

Suggestion Alignment Minimum of 2 CPUs
per SKU to Receive
50% off
(Does not include
Support)
SOA: Service ALSB SOA Momentum Standard pricing
Mediation Play – Use Case
#1
SOA: Enterprise ALSB + SOA Momentum $156k at 50% =
Information Bus ALDSP Play – Use Case $78k bundle
#2 – Information
Bus
SOA: Enterprise AquaLogic SOA Momentum $230k at 50% =
Integration Integrator Play – Use Case $115k bundle
(ALINT) + #3—IT
ALDSP Enterprise
Integration for
SOA

Portal and SOA: ALInt + Portal + SOA $344k at 50% =

delivering the ALDSP + Momentum Play $172k bundle
application WLP
Portal and SOA: WLP + Portal + SOA $210k at 50% =
integrating Data ALDSP Momentum Play $105k bundle
with Portal

Where to Go for Help

Name Title Phone Email

Kelly Emo Director, Integration Product 408-570-8182
Marketing Cell: 408-202-3157 kemo@bea.com

Rosemary Stark Senior Product Marketing 415-402-7301

Manager, WLI and AquaLogic Cell: 415-615-2395 rstark@bea.com
Integrator
Sastry Senior Product Marketing 415-402-7373
Penumarthy Manager, AquaLogic Service Cell: 650-544-0251 Sastry@bea.com
Bus
Jonna Sr Product Marketing Manager, 415-402-7280
Artukovich AquaLogic Data Services Cell: 415-308-9287 jartukovich@bea.com
Platform
Julie Taylor- Competitive Sales Office 415-898-2657
Bridge Cell: 415-297-6848 Jtaylor@bea.com

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