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The analysis of business activities determines and defines the framework conditions for successful business process modeling. This is where the company should start,
* define the relevant ''applications'' of business process modeling on the basis of the [[business model]] and where it is positioned in the [[value chain]],
* derive the ''strategy for the long-term success of business process modeling'' from the [[business strategy]] and develop an approach for structuring the business process models. Both the relevant ''purposes'' and the ''strategy'' directly influence the [[process map]].
This ''strategy for the long-term success of business process modeling'' can be characterized by the market-oriented view and/or the resource-based view. ''Jörg Becker and Volker Meise'' explain: "Whereas in the market view, the industry and the behavior of competitors directly determine a company's strategy, the resource-oriented approach takes an internal view by analyzing the strengths and weaknesses of the company and deriving the direction of development of the strategy from this."<ref name="BECKER-MEISE"/> <sup>(Chapter 4.6 The resource-based view) ← automatic translation from German</sup> And further: "The alternative character initially formulated in the literature between the market-based and resource-based view has now given way to a differentiated perspective. The core competence approach is seen as an important contribution to the explanation of success potential, which is used alongside the existing, market-oriented approaches."<ref name="BECKER-MEISE"/><sup>(Chapter 4.7 Combination of views) ← automatic translation from German</sup> Depending on the company's strategy, the ''process map'' will therefore be the business process models with a view to market development and to resource optimization in a balanced manner.
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