Generic Enterprise Model copyright Patrick

NODE: TIT LE: NUMBER:
FULFILL BUSINESS VISION X (AS IS)
A-0
RawMaterials
Enterprise
Personnel &
Infrastructure
Potential Employees
Partner Products &Services
Potential Investors/ Companies
Potential Partners
Agreements
External Communications
Potential Customers
ReturnedProducts & Complaints
Market
place
Laws & Regulations
Customers &Requirements DeliveredProducts &Services
Public Offering Submittals
0
FULFILL
BUSINESS
VISION X
(AS IS)
Purpose: Deliver atailoredEnterpriseModel
andanalysis to aCustomer, based upon this
Generic EnterpriseModel.
Viewpoint: CompanyCEO
Copyright © 2002-2006 Patrick
Page 1 of 18 Copyright © 2002-2006 Patrick

FULFILL BUSINESS VISION X (AS IS)
A0
Potential
Employees
Partner
Products &
Services
Experience
Building
Products &
Services
Potential
Investors/
Companies
Enterprise
Resources
Agreements
Agreements with Investors
& BetweenM&AParties
Public
Offering
Submittals
Potential
Customers
Agreements with
Customers & Partners
DeliveryExperience
Strategic
Guidance
Market
place
Laws & Regulations
Customers &
Requirements
Delivered
Products &
Services
Strategic Market
Considerations
Marketing
Resources
Development
Resources
Potential
Partners
RawMaterials
External
Communications
Business
Community
Communications
Marketing
Communications
Product/ Service
Management
Plan
DeliveryResources
Marketing
Guidance
Product
Guidance Delivery
Guidance
Orders
Orders
Ordered
Products
ReturnedProducts
& Complaints
1
OPERATE
THE
ENTERPRISE
2
MARKET
PRODUCTS
& SERVICES
3
BUILD
PRODUCTS
&SERVICES
4
DELIVER
PRODUCTS &
SERVICES
I2
O4
I6
O2I5
I3
O3
I4
I7
I8
O1
I1
C1 C2

OPERATE THE ENTERPRISE
A1
Potential Employees
Potential Investors/
Companies
Agreements with
Investors &Between
M&AParties
EnterpriseResources
Capital
Investment
Specialists
Business Support Staff
Experience Building
Products & Services
Current Infrastructure
Strategic Guidance
Market place
Business Documents
Processed
Business
Documents
Laws &
Regulations
Current Employees
&Circumstances
Strategic
Market
Considerations
Operational
Requirements
& Experience
Delivery
Experience
External Resource
Pursuit Plan
Executives
EnterprisePerformance
Public Offering
Submittals
Business
Operations Status
Business Community
Communications
Acquisition Status
&IntegrationPlan
Acquired
Enterprise
Resources
1
PROVIDE
OVERALL
DIRECTION
2
MAINTAIN
ENTERPRISE
RESOURCES
3
ACQUIRE
EXTERNAL
RESOURCES
4
ADMINISTER
BUSINESS
OPERATIONS
O4
O1
I1
O5
O3
I2
O2
C5 C1 C4 C3 C2

MARKET PRODUCTS & SERVICES
A2
Market
Strategists
Marketing
Guidance
Agreements with
Customers &Partners
Market
place
Sales
Leads
Experience Building
Products &Services
Strategic
Market
Considerations
Marketing Communications
Potential
Customers
Agreements
withPartners
Potential
Partners
Customers &
Requirements
Product/ Service
Management Plan
Agreements
withCustomers
Approach
toMarket
Partnering Strategy
New-Business
Acquisition
Plan
Market Needs
Partner Products & Services
Partnering
Analysts
Sales Force
Product/ ServiceManagers
Experience Selling toProspects
DeliveryExperience
Customer Attitudes &Market Trends QualityExperience
PerformanceinMarket
Marketing Resources
1
MAINTAIN
MARKETING
STRATEGY
2
ESTABLISH
STRATEGIC
MARKETING
RELATIONSHIPS
3
PURSUE
NEW BUSINESS
OPPORTUNITIES
4
PLAN NEW
PRODUCT/
SERVICE
OFFERINGS
O1I1
O2
I4
I2
O3
O4
I3
C1 C2
M1
C3 C4

A0 Text: FULFILL BUSINESS VISION X (AS IS)
A1 OPERATE THE ENTERPRISE
Ensure that the business operates smoothly and efficiently. The enterprise must maintain itself in a viable business posture, ensuring that it possesses
adequate resources consistent with its vision and strategy. Business operations should be regularly examined for efficiency, and tasks that can be
more effectively accomplished by specialists should be outsourced.
A2 MARKET PRODUCT & SERVICES
Think creatively about the market. The enterprise must seek potential customers and attract them with unique services tailored to their requirements.
The company must form alliances with partners, engaging in a mutually beneficial business relationship. Employees and sales staff should pursue
business opportunities as they arise, and exercise vigilance to search for potential customers. The company must not be static in its product line; it
should be continually striving to create more products to attract the same or new markets.
A3 BUILD PRODUCTS & SERVICES
Create a product from conception to its availability to the market. An enterprise must invest serious resources in designing a product specific to the
customer’s needs, with a firm understanding of the customer’s business requirements. The product must then be manufactured and tested for defects.
Finally, the available product should be stored and warehoused until its delivery to the customer.
A4 DELIVER PRODUCTS & SERVICES
Provide the finished product to the customer for its use and satisfaction. The product must be physically moved to the customer’s site and installed to
best serve the customer. The product must be installed and available for sustained use. Customer satisfaction must be critically assessed to ensure
business opportunities in the future and a continued business relationship.
A1 Text: OPERATE THE ENTERPRISE
A11 PROVIDE OVERALL DIRECTION
Make sure your people know and can explain where the company wants to go, encourage their participation in defining the core values of the
company and in formulating its direction, maintain enthusiasm and commitment to the company’s goals, and make clear what the people need to do
to help achieve the shared vision. Understand the dynamics of the marketplace in order to make sound operational decisions.
Business Acumen Considerations: The ability of an enterprise’s people to articulate the mission and values implies they understand the larger
context in which they perform their work. The mission expresses the higher purpose of the organization’s work while values provide guiding
principles in how work is conducted and decisions are made. Recent research shows that organizations with active values outperform, over time,

those that don’t. Values provide ethical constructs that guide behavior and decision making whether an individual is interacting with customers,
partners or other members of the organization. Studies in the fields of sociology and psychology have found that people want to be part of an
endeavor that is larger than the individual. A well-defined mission statement creates the framework for people to see their work as part of something
greater than their individual tasks. In organizations where people deeply understand the meaning behind the mission and value statements, a
powerful alignment across functions is created.
A12 MAINTAIN ENTERPRISE RESOURCES
Hire new employees and support new and current employees in a positive work environment by providing competitive benefits and salary, treating
them decently and professionally, giving them opportunities for personal and professional growth, and including them in the life of the company.
Maintain and improve the company’s physical plant and equipment to ensure that you will be capable of delivering a higher volume of top-quality
products and services as the company’s business grows.
Business Acumen Considerations: An enterprise’s people are its lifeblood. By providing them a positive work environment in which they are clearly
respected and valued, an enterprise can tap into their leadership capabilities, innovative ideas, willingness to go the extra mile for a customer, and
other factors that will help the company thrive. Regarding infrastructure, failure to maintain and develop an enterprise’s physical workspace and
equipment can introduce practical barriers to growth and can lead to employee frustration and dissatisfaction.
A13 ACQUIRE EXTERNAL RESOURCES
Ensure that the company has the financial resources and external supporting relationships that will allow the company to execute its strategic plans,
for example, to enter new markets, seek investment capital, acquire companies, carry out critical research and development, and manufacture new
products.
Business Acumen Considerations: While growing a company based solely on cash flow can and has been done, the modern rapidly changing
marketplace requires that a company be able to move fast to capitalize on an advantage or innovative idea. Linking a company’s strategic plan to a
capital investment plan allows a company to put financial and other resources in place properly timed with its strategic intentions, enabling it to take
fast action at the right time.
A14 ADMINISTER BUSINESS OPERATIONS
Carry out the enterprise’s essential internal “back office” business processes efficiently, outsourcing those that can be done more economically by
specialists.
Business Acumen Considerations: While internal business processes may appear to be mundane, they are essential to the company’s being able to
perform on contracts, protect its intellectual property, determine its profitability, protect its cash flow, and maintain itself as a viable business entity
of integrity. Improprieties, inefficiencies, or errors on the business side can have serious repercussions on customer and investor confidence in the
company and on its financial survival.

A2 Text: MARKET PRODUCTS AND SERVICES
A21 MAINTAIN MARKETING STRATEGY
Decide the best way to condition the marketplace, attract customers, and sell the company’s products and services consistent with the enterprise’s
strategic and financial objectives.
Business Acumen Considerations: The world will not beat a path to your door just because you have, or think you have, the best mousetrap. A
company needs to carefully consider the means and content of communications directed toward potential customers, the positioning of its products
and services relative to those of competitors, and sales approaches. Failure to think these matters through and to adapt your methods based on
feedback from the marketplace can lead to poor sales and eventually can threaten the survival of the company.
A22 ESTABLISH STRATEGIC MARKETING RELATIONSHIPS
Enter into agreements with companies and individuals who can assist your company in developing new business through their own market presence,
offerings, and relationships.
Business Acumen Considerations: The traditional concept of the “value chain” of companies, narrowly viewed as a company, its suppliers, its value
added resellers, and its customers, is no longer adequate to maintain a company’s competitiveness in the modern rapidly-changing market.
Companies today need to establish many partnering relationships with companies and individuals that can be called upon to help the company adapt
quickly to changing market circumstances and bring more robust and innovative offerings to their customers. The company that isolates itself in a
static set of traditional relationships runs the risk of isolation as more nimble and well-connected competitors and their partners run away with the
market.
A23 PURSUE NEW BUSINESS OPPORTUNITIES
Generate and screen prospects, understand qualified prospects’ requirements, convince prospects to purchase the company’s products and services to
meet their needs, and close the deals. Maintain an open mind and seek business opportunities creatively.
Business Acumen Considerations: Successful selling is fundamental to the success of a company. Convincing customers to buy and obtaining their
legal commitment to buy are essential to revenue generation and sustaining the life of the company.
A24 PLAN NEW PRODUCT/SERVICE OFFERINGS
Anticipate products and services that will sell successfully in the future and develop specifications for their development.

Business Acumen Considerations: Products and services can become obsolete very rapidly in today’s marketplace, with decreasing sales
immediately affecting the financial health of the company. Companies must keep in close touch with customer’s changing needs and advancements
made by competitors in order to maintain and grow market share.
A3 Text: BUILD PRODUCTS & SERVICES
A31 DESIGN
Specify the characteristics of a new product or service intended to meet market requirements to a level of detail sufficient for a developer to produce
it. Create a product or service tailored to the customer’s needs.
Business Acumen Considerations: The translation of perceived needs in the marketplace into specifications of a product or service represents an
essential bridge to the future success of the company. If market needs are understood but not expressed in actionable form that will lead to
development of a competitive offering, the company will waste money on market introduction of an unsuccessful offering and will fall behind as
more attractive competitors’ products are embraced by its customers.
A32 PRODUCE & MAINTAIN
Physically develop and maintain a product or service in fully deliverable form, including all documentation.
Business Acumen Considerations: Products and services are fundamental to a company’s ability to generate revenue. Failure to produce and
maintain them in a timely fashion will cripple a company’s success.
A33 TEST
Ensure the a new product or service satisfy the requirements it is intended to satisfy and that customers will be able to use it properly in the real
world.
Business Acumen Considerations: Products and services that do not work properly will lead to an image of poor quality, a loss of confidence in the
company by the market, and decreased sales.
A34 STORE PHSYICAL INVENTORY
Maintain products in a secure facility so they retain their viability until needed for delivery.
Business Acumen Considerations: A company’s stock of products represents a significant asset and potential revenue, and must be protected until
needed for sale to customers.

A4 Text: DELIVER PRODUCTS & SERVICES
A41 PHYSICALLY MOVE TANGIBLE ITEMS
Transport products from inventory to a point at which customers can take possession of the products at their site.
Business Acumen Considerations: Products must be delivered into the hands of customers before revenue can be claimed. Transportation
inefficiencies or damage occurring to products in transit can negatively affect cash flow and profit margins.
A42 INSTALL PRODUCTS
Put products into usable condition and final position so a customer can derive the expected benefits from the product.
Business Acumen Considerations: The success of the company will ride on the ability of the customer to use the product as intended and to obtain
value from the investment made in acquiring the product.
A43 PERFORM SERVICES
Deliver value-added know how to the customer in the form of services performed by company experts.
Business Acumen Considerations: The success of the company will ride on the ability of the customer to receive desired services and to obtain value
from the investment made in acquiring the service.
A44 ASSESS CUSTOMER SATISFACTION
Determine whether customers are ecstatic, pleased, neutral, disappointed, or outraged as a result of their experience with the company.
Business Acumen Considerations: The reputation of a company is a primary determinant of its long-term success. A company must pay close
attention to the reaction of customers. There are many ways the marketplace and future customers hear about a company, its products, and how the
company treats customers. If problems arise, the company that has put mechanisms into place to understand and fix each problem will reap great
benefits in customer satisfaction and future business.

Glossary for IDEF0 Generic Enterprise Model
“FULFILL BUSINESS VISION X (AS IS)”
Acquired Enterprise Resources
The available means possessed by a enterprise through work history and network contacts.
Acquisition Status & Integration Plan
Current progress and issues relating to the acquisition and integration of an external enterprise.
Agreements
A meeting of minds. A change to the correct or alteration to the original document/agreement without changing its principal essence.
Agreements with Customers
Agreements specifying the conditions and parameters of services exchanged for compensation.
Agreements with Customers & Partners
Agreements specifying the conditions and parameters of products and/or services and the contractual understanding of mutual service
exchange between a enterprise and one or more partners.
Agreements with Investors & Between M&A Partners
Contracts between the enterprise and external investors and between the enterprise and principals involved in a merger and acquistion.
Approach to Market
A determined course of action characterizing the enterprise’s interaction with, and disposition towards the market.
Available Products
Goods and services ready for distribution to the market.
Business Community Communications
The formal and informal exchanges, both written and verbal, among the various institutions, entities, and persons composing the business
community.
Business Documents
Documents concerning the functions and financial exchanges of a enterprise, such as purchase orders, invoices, payments, payroll records, tax
statements, legal notifications, etc.

Business Operations Status
The condition of projects and business interchanges of a enterprise.
Business Support Staff
Individuals responsible for carrying out internal business support functions.
Capital Investment Specialists
Experts whose function is to beneficially invest a enterprise’s earnings and financial resources for capital gain.
Current Employees & Circumstances
The personnel hired by a enterprise to perform a desired function in exchange for compensation and benefits, and the factors surrounding this
contractual agreement.
Current Infrastructure
The current underlying foundation or basic framework from which a enterprise operates.
Customer Attitudes & Market Trends
The customer’s psychological disposition towards a product and the generalized market behavior which characterizes that temperament.
Customers & Requirements
The recipients of a enterprise’s products/services and their expectations of, and guidelines for those products/services.
Delivered Products
The tangible goods presented to the customer in exchange for compensation
.
Delivered Products & Services
Both the tangible goods and useful labor presented to the customer in exchange for compensation.
Delivered Services
The useful labor presented to the customer in exchange for compensation.
Delivery Experience
The accumulated knowledge derived from a enterprise’s past participation in the delivery of products and services.
Delivery Follow-up Resources
The personnel responsible for assisting the customer in any post-sale situation.

Delivery Guidance
Corporate policies that describe the proper delivery of products and services.
Delivery Resources
The personnel responsible for delivering products and services.
Design of Product/Service
The planned construction of a product/service tailored to the customer’s requirements.
Design Plan
The agreed upon course of action to design a functional product/service.
Design Resources
A enterprise’s available means which allow it to create a design for a product/service.
Designs of Partner Products & Services
Creative contributions by partners regarding their products and services and insights for their integration into the enterprise’s offerings.
Development Resources
A enterprise’s available means to facilitate the process of creating a product or service.
Enterprise Personnel & Infrastructure
An economic organization’s internal composition defined in terms of labor force and internal resources.
Enterprise Resources
A enterprise’s available means as it relates to the enterprise as a unit of economic organization.
Executives
The members of a enterprise possessing administrative or managerial responsibility.
Experience Building Products & Services
A enterprise’s history with creating, from design to inception, products and services.
Experience Selling to Prospects
A enterprise’s history of exchanging products and services for compensation; its ability to translate this experience into ideas and courses of
action for future transactions.

External Communications
Interaction between the enterprise and any outside entity.
External Resource Pursuit Plan
Requirements for analyzing and selecting enterprises to be acquired.
Installed Products
A purchased product ready for use by the customer.
Issues with Design
Defects in a product’s design which warrant modification.
Laws & Regulations
Those rules and requirements governing the exchanges, processes, and transactions of the business world.
Market Needs
The requirements placed by the market.
Market Place
The general community and affiliation of customer’s seeking specific products and services.
Market Strategists
Persons whose job entails the development of sound courses of action in interacting with the market.
Marketing Communications
Descriptions of the enterprise, its history, intentions, products and services, and other matters of interest to the marketplace.
Marketing Guidance
Advice provided by a enterprise’s executives to its marketing strategists to reveal the nature of the market and provide unique insights.
Marketing Resources
The means available to a enterprise to enable it to successfully compete in the market.
New-Business Acquisition Plan
A course of action to acquire a new business as a financially beneficial opportunity.
Operational Requirements & Experience
Guidance and experience in supporting the people of an organization.

Ordered Products
The specific manufactured products as required by the customer.
Orders
The customer’s placement of requests for products and/or services in exchange for payment.
Partner Products & Services
The products and services offered and distributed by a enterprise’s partner.
Partnering Analysts
Experts in analyzing potential partners and deciding the most effective way to achieve synergy between enterprises.
Partnering Strategy
A enterprise’s devised course of action to establish a working relationship with a viable partner.
Performance in Market
A enterprise’s financially reflected record of business in the market.
Positive & Negative Customer Experience
A customer’s perception of his/her experience in conducting business with a enterprise.
Potential Customers
An entity (a enterprise, organization, individual, etc.) interested in exchanging payment for products and services which will benefit the
customer.
Potential Employees
Persons qualified and in the market to perform a specific function within an enterprise, concurrent with the enterprise’s business needs.
Potential Investors/ Enterprises
Persons in the market to and with a vested interest in investing funds in an enterprise with an expectedly beneficial financial outcome.
Potential Partners
A enterprise interested or potentially interested in contractually establishing a relationship with a separate enterprise in which each agrees to
furnish a part of the capital and labor for a business enterprise and by which each shares in some fixed proportion in profits and losses.
Pre-Release Product / Service
A developed product or service ready for testing and evaluation before its release to the customer.

Processed Business Documents
A business document that has been utilized in administering a business operation and is archived or otherwise disposed of.
Product Guidance
Advice from the executives concerning the development of a product and its design.
Product Installation Resources
An enterprise’s personnel charged with the task of installing products at the customer site.
Product Orders
The customer’s placement of requests for products in exchange for payment.
Product Service Requirements
The obligations imposed either by law or by the customer’s specification surrounding the nature of the product or service delivered by a
enterprise.
Product/ Service Management Plan
An agreed-upon course of action for the management of a product/service from its conception to its delivery to the customer.
Product/ Service Managers
Member’s of a enterprise endowed with the authority to oversee the development of a product/service from its conception to its delivery to the
customer.
Production Plan
A enterprise’s agreed-upon course of action for producing goods and services.
Production Resources
Both the material and intangible means at a enterprise’s disposal with the potential to facilitate production.
Products at Customer Site
The result of physically moving tangible items; the products available to the customer on site, before installation.
Public Offering Submittals
Documents that are required for submittal to federal agencies and other fiduciary bodies associated with seeking public financing for the
enterprise.

Quality Experience
Problems and issues discovered during the delivery process that could necessitate improvements in existing products and development of new
products.
Raw Materials
The basic, unrefined components necessary to construct and deliver a finished product.
Returned Products & Complaints
Products refused by the customer due to perceived deficiency and the customer’s reasons for refusing said products.
Sales Force
A enterprise’s hired labor force whose job is to conduct the sale of products and services to customers.
Sales Leads
Discovered opportunities for the exchange of products and services for payment. The potential to conduct business.
Service Delivery Resources
The means available to a enterprise which are conducive to the delivery of services to the customer.
Service Orders
Formal and binding requests by a customer for a enterprise’s services.
Strategic Guidance
Formal (professional) or informal advice concerning a potential course of action
Strategic Market Considerations
Those perceived factors affecting the nature of the market and a enterprise’s introduction of a product or service to said market.
Test Plan
The devised course of action to test a developed product or service before its release to the market.
Test Resources
The personnel available to an enterprise to test and evaluate its product before its release to the market.
Transport Resources
The means available to a enterprise for the transportation of the product to the customer (or distributor).

Warehousing Plan
A devised course of action for storing and protecting an enterprises physical property.
Warehousing Resources
The personnel, equipment and facilities available to an enterprise to store and protect its physical property.

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