http://www.intelligententerprise.com/010507/news.jhtml

In this Issue:
  • Closing the E-Content Circle
  • Juggling Kilowatts
  • Unwrapping the Numbers

    Closing the E-Content Circle

    Macromedia snags Allaire, and unifies Web design, development, and application server tools
    In Brief


  • NetIQ Corp. and WebTrends Corp. have announced their merger, which will give NetIQ a 76 percent stake in the combined entity following a stock swap valued at about $1 billion.
  • Ariba Inc. and Vignette Corp. have formed an alliance to market a joint solution that melds content and personalization tools from Vignette's E-Business Application Platform with the Ariba B2B Commerce Platform. Ariba has also acquired Agile Software Corp.
  • Business Objects and Autonomy Corp. PLC have entered into an agreement that integrates Autonomy's technology into BusinessObjects Infoview.
  • Sun Microsystems has settled its Java lawsuit with Microsoft. Microsoft will pay Sun $20 million and will not use Sun's "Java Compatible" trademark. The settlement also severs Microsoft's Java technology licensing agreement with Sun. Microsoft has introduced the Java User Migration Path (JUMP) to Microsoft .Net technology.
  • Mercator Software Inc. has named former IBM overseas integration services manager Roy C. King as its new president and CEO.
  • Onyx Software Corp. has purchased RevenueLab. RevenueLab CEO Kevin J. Corcoran will become Chief Marketing Officer at Onyx.
  • Covisint Inc. has selected the Documentum 4i E-Business content management platform for its automotive e-business exchanges.
  • Independent application server companies are a dying breed. As Brokat AG's acquisition of GemStone Systems Inc., Hewlett-Packard's acquisition of Bluestone Software Inc., and Sun Microsystems' acquisition of NetDynamics show, the move toward integrating application server products within a larger e-business solution is obviously a strategic one. With the recent announcement of a definitive merger agreement with Allaire Corp., Macromedia Inc. moves closer to its goal of controlling the complete e-content management lifecycle.

    The combined company, which will keep the Macromedia name, will unite the Web design and development communities and enable Web professionals to build both the look of a Web site and the application logic behind it. Macromedia's December 1999 acquisition of Andromedia Inc. and its Aria and LikeMinds product lines, which provide enterprises with Web measurement, analysis, and personalization tools, adds the other critical elements of Macromedia's drive toward e-business solution leadership.

    Allaire was obviously ripe for the picking - despite a strong market presence, its shares had dropped from a high of $92 to under $10, and it had posted losses for several consecutive quarters in 2000. The dot-com meltdown and a rapidly consolidating Internet tools market both took a heavy toll on the company's ability to remain independent.

    Rob Burgess, chairman and CEO of Macromedia, will continue as chairman and CEO of the combined company. Jeremy Allaire, founder and CTO of Allaire, will be the CTO of Macromedia, reporting to Kevin Lynch, president of Macromedia products.

    With the $360 million Allaire merger, Macromedia expands its own product lines - the Dreamweaver visual HTML editor and Flash multimedia development tool - with Allaire's ColdFusion, a cross-platform Web application server, and JRun, a Java 2 Enterprise Edition (J2EE)-compatible application server. Burgess stressed in a conference call that the companies have very compatible cultures and product lines that complement each other.

    The combined company plans to expand its Web development platform to support open industry standards. The first step is to deliver on Allaire's plan to bring the development model of ColdFusion to the J2EE standard for building applications on the Java platform using XML and Java server pages (JSP). The next step will be to develop a set of reusable components and application logic that enhance the major software platforms, including Java and Microsoft .Net.

    According to Macromedia, as the Web evolves, users will access content not just through PCs but via a wide variety of devices. The combined company plans to offer developers an efficient way to develop once for multiple devices and then serve these applications without having to redevelop application logic for each device.

    However, despite these ambitious plans, analysts believe that Macromedia may have a few minor obstacles to overcome first. Mark Driver, a Gartner Group Inc. analyst, points to the slight overlap of Macromedia's Dreamweaver and Allaire's Cold Fusion and JRun Studio. In addition, this merger puts Macromedia in direct competition for high-end deals with some of its current OEMs and partners, which include companies such as IBM and WebGain. He warns in a Gartner Group report, "Macromedia must carefully foster its relationships with these vendors as it executes its own expanding tools strategy - a difficult proposition" (January 17, 2001).

    But Macromedia says it will continue to work closely with its partners and stresses that its software will continue to support a wide range of industry-leading servers and server scripting languages. Macromedia expects its customers will use its software, both authoring tools and servers, in conjunction with software from companies such as IBM, BEA Systems Inc., Microsoft, Sun Microsystems, Vignette Corp., Art Technology Group Inc., BroadVision Inc., and others.

    Michelle Nichols


    Juggling Kilowatts

    Emerging technologies could balance future demand when energy supplies finally stabilize

    Product Releases


    Computer Associates
    CA Unicenter TNG Cluster Management
    Option (CMO) beta version
    CA Unicenter TNG Performance
    Neugents for Linux

    Comshahre.inc.
    Comshare Decision 4.0 www.comshare.com

    Gensym Corp.
    E-COR 2.0
    www.gensym.com

    Microstrategy Inc.
    Microstrategy CRM Applications Suite
    Microstrategy Software Development Kit
    (SDK) 7.1
    www.microstrategy.com

    Nortel Networks Corp.
    Personal Internet
    www.nortelnetworks.com

    Personify Inc.
    Personify CI
    www.personify.com

    Spaceworks Inc.
    SpaceWorks Navigator
    www.spaceworks.com

    SPSS Inc.
    SmartViewer Web Server 2.2
    www.spss.com/svws

    As widely reported in California and the rest of the nation, the Golden State has been suffering through an energy crisis created by the convergence of several problems. Contrary to certain opinions expressed in the media, better technology isn't necessarily the entire answer to California's energy woes, although that hasn't stopped online exchanges and developers from marketing solutions.

    "The ISO (California Independent System Operator) is an e-marketplace already. The prices we're experiencing don't have anything to do with technology," says Lorene Tabbutt, vice president of technology at Cal-ISO, the nonprofit government agency that manages 75 percent of the California power grid. "All of the electricity that's used in our control area is bid into our e-marketplace. When suppliers weren't bidding into the system, we had to resort to using the phone. Technology can't help you if you don't have generation." In other words: If you don't have any bids, you can't use the exchange, so you do whatever you can to get power.

    Cal-ISO operates two online exchanges, a private Internet-based network and a real-time automated dispatching system. Bids from suppliers come into both systems on a day-ahead or hour-ahead basis. The ISO's forecast for the day is posted on the network and scheduling coordinators bid into the network. Realtime bids go into the automated dispatching system.

    Eventually, Cal-ISO will implement a new IT infrastructure that "will be [an] Internet based, open modular environment," says Tabbutt. "Once we know the market-related rules that will come out of the laws and regulations of the Federal Energy Regulatory Commission, California Public Utilities Commission, and the state legislature, we can move relatively quickly to get the new system in place."

    Energy Crisis Origins

    Some of the main issues leading to the crisis include the failure of the state's 1996 deregulation plan, which broke the utilities' monopoly but gave the generators carte blanche to charge runaway prices for wholesale power; the near-bankruptcy of two major California utilities(Pacific Gas and Electric and Southern California Edison) caused by soaring wholesale prices that far exceeded the fixed rates they are allowed to charge consumers; and the lack of new generation to meet the growing demand of the California market; new power plants that are currently being built won't be online until 2003.

    As of this writing, Cal-ISO, the nonprofit government agency that manages 75 percent of the California power grid, has declared 23 stage three power alerts. The agency declares a stage three alert when supply is at or below 1.5 percent and may order rolling blackouts to protect the grid.

    Can Technology Help?

    "The California market also suffers from micro-level problems," stated Tom Yoder, an energy economics and technology consultant. "And it is at this micro-level --the supply and demand decisions of energy retailers and users --in which the appropriate use of intelligent technology could really help. Optimizing at the micro-level requires intelligent decision technology as well as transaction technology to implement decisions in real time.

    "The energy retailer has complex problems to solve regarding their supply portfolio and their demand portfolio, so optimizing is by no means easy. Decision-making is dynamic, with supply decisions affecting demand decisions and vice versa," said Yoder. "Technologically, we have the capability to execute the transactions that are required for optimal use of resources, but we need smarter systems to instruct the transactions."

    But we're not there yet. According to Yoder, "The retail industry is working on smart optimization models that take into account all supply and customer demand factors, but to my knowledge no one has yet implemented such a model. Most of the work to date in the retail energy industry has been on development of transaction systems as opposed to smart decision systems."

    Energy Technology Today

    Online exchanges, forecasting and simulation applications, energy management and usage software, and online utilities are some of the technologies available for utilities, energy marketers, traders, and users. TrueQuote.com is a privately held online energy exchange that puts buyers and sellers together. Energy producers and traders participate on this real-time mini-to-mini exchange. Participants remain anonymous until the transaction is confirmed.

    "People can find the best prices on a mini-to-mini," says Lee Ann Zoller, marketing director of TrueQuote.com Traders can either transact directly online or if they are more comfortable dealing with a broker, they can go through a broker directly connected with the exchange. Zoller says that TrueQuote was "one of the first to be doing a broker-assisted energy e-marketplace." Enform Technology and Microsoft developed the exchange's platform.

    Power Software

    Henwood Energy Services Inc. software provides business solutions for the power industry in the areas of generation operations, risk analytics, and market analytics. Power generators use Henwood's Prosym software to make generation dispatch decisions and create simulations to forecast the results of fuel budgeting, maintenance, and plant modifications.

    RiskSym gives the power industry players the functionality to analyze and manage their risk position. Henwood's Electric Market Simulation System (EMSST) provides hourly and multi-year analysis of the power markets, which lets generators, wholesale traders, investors, and retail suppliers forecast energy production, revenues, consumption, and so on. Henwood did forecast higher wholesale prices for California last year but "we didn't forecast prices going to the stratosphere," says Matt Harris, power market analysis director at Henwood.

    Harris believes that Henwood's technology could have prevented the energy crisis if a scenario analysis had been done early enough. "It could have raised a red flag earlier because you would have been able to show that it was a tight market. But it wasn't known how tight it would grow. Load grew much faster than expected," says Harris.

    Thermostat Police

    If you have a large commercial or industrial business, energy is a significant amount of your operating costs. Applications such as Silicon Energy Corp.'s Enterprise Energy Management (EEM) suite can help companies monitor energy loads and predict usage. "Weather readings and rates are factored into the management tools, says Michelle Schofield, vice president of corporate communications for Silicon Energy. "For example, you can adjust something in the building to accommodate extra usage for heat." The EEM suite includes thermostat alarms so you can see who changed the thermostat setting. "You can get immediate energy reduction if you can reduce usage at the right times," says Scholfield.

    Lights Off

    However, until more generation comes online in California, reducing usage is one of the main solutions. California may be home to Silicon Valley, but all the technology in the world can't help you if you don't have enough power to keep the lights on.

    Chuleenan Svetvilas




    Unwrapping the Numbers

    Holiday 2000 Internet sales results portend much for the 2001 season

    Now that the 2000 holiday shopping season is officially part of Christmas past, e-tailers are taking the time to look at the numbers and see who made their online sites a success and who will be following in the footsteps of Pets.com Buried beneath these numbers are new trends in e-commerce and clues as to who will succeed in online retail - if anyone.

    PRIVACY WATCH

  • Consumers International has released a study of 751 U.S. and international Web sites, which concludes that sites within the European Union (EU) are no better at protecting user privacy than U.S. sites, despite strict EU regulations.

  • The Ethical Force (E-Force) program of the Institute for Ethics at the American Medical Association (AMA) has released guidelines for protecting patient data in medical information systems.

  • Representative Rush Holt (D­N.J.) has introduced H.R. 112, the Electronic Protection Act, which would regulate the sale and use of information collection devices, and H.R. 113, the Wireless Telephone Spam Protection Act, which would prohibit beaming commercials to cell phones.
  • Recently, Cognitiative Inc. and Greenfield Online Inc. released their Q1 2001 Pulse of the Customer report in a joint effort to "track the attitudes, behaviors, and preferences of online customers." After surveying 2,000 online consumers, the report found that 92 percent shopped online while 84 percent also bought online. The more impressive and perhaps more important finding was that, out of those who shopped online, 93 percent said their expectations were met or exceeded.

    Keeping these current online consumers happy is going to be an important trend in 2001, according to Laurie Windham, founder and CEO of Cognitiative. The strongest online purchase growth came from those who have shopped online before. People shopping for the first time only accounted for 12 percent of online buyers.

    "A trend you will see is that a lot of promotional spending will shift from acquiring customers to retaining customers. Last year, freebies for first-time buyers brought people to the sites, but this year people are expecting loyalty programs," said Windham.

    Aside from responding to promotions, confidence in the site's brand name is also important for attracting and keeping customers. Traditional retailers that customers could identify with and feel confident about were the new success stories of online shopping. The 2000 holiday season saw a surge of traditional retailers' online sites in the top 20 list of moneymaking sites. JCPenny.com, Walmart.com, and BestBuy.com all made it into the top 10 and BarnesandNoble.com was second on the list. The recent downsizing of online-only retailer Amazon.com, which was the number one moneymaking site in the 2000 holiday season, may add to the fears of consumers who do not have full confidence in dot-coms.

    So how should e-tailers keep their buyers happy? First, let's look at what made them unhappy. Fifty percent of online consumers encountered difficulties - the number one problem being items out of stock. The problem grew worse when the buyer was not notified until days after the transaction that the purchase would not arrive in time for the holidays. An Accenture study found that 12 percent of orders failed to arrive by the promised delivery date.

    Windham believes that the need to give customers better service is the most important competitive trend for 2001, meaning that companies must better integrate their online ordering with their inventory. Windham also points out that the companies need to be integrated on levels other than inventory, such as online product selection and customer service.

    Cognitiative's report attributed the success of traditional retailers' sites to their ability to integrate good customer service. Traditional retailers were able to process returns much more quickly and some offered the ability to return online items to the physical stores. Windham suggests that as online shopping becomes more reliable and consumers become less likely to worry about online privacy, we will see a shift of purchasing from channels such as catalogs and TV shopping networks to online retail sites. In the Pulse of the Customer report, 50 percent of those surveyed said they purchased less from these offline channels because of their online purchases.

    So, as the economy takes a downturn, e-tailers and retailers need to take a look at how their sites are hurting or helping their business. Internet sales are still increasing, and the companies that take note of the current trends will be the ones that turn shoppers into profitable buyers.

    Jeanette Perez




    Weekly Analyst Report

    by Mark Allen Smith
    For the week of March 14, 2001

    How Important Is OLAP?

    Market share is less important than applying technology and solving business issues

    Recently, The OLAP Report announced that Cognos Inc. and Microsoft jumped up to the number two and number three positions respectively in the OLAP market with Hyperion Solutions Corp. leading the race. But the real question is: Do the numbers really matter to anyone other than the vendors?

    The last two decades of leveraging information for making informed business decisions have provided us with plenty of interesting industry acronyms. From the basics of decision support systems (DSS) and executive information systems (EIS) to online analytic processing (OLAP) and business intelligence (BI). The most arcane of these acronyms is OLAP and its introduction in 1992.

    That year, Arbor Software (now Hyperion Solutions) needed an opportunity to rise above existing EIS vendors’ approach to multidimensional analysis. OLAP, a vendor-leveraged acronym, was introduced as a new industry set of rules that should apply to measuring the depth of multidimensional database technology that was then supporting existing EIS from vendors such as Comshare Inc., IRI Software, and Pilot Software. OLAP originated in a 1992 Computerworld article in which Arbor Software paid Dr. E. F. Codd to write a new set of criteria or "rules" to measure vendors’ product approaches.

    This step led to a frantic race of technical innovation and evolution over five years beginning in 1992; and led to Microsoft’s introduction of OLAP technology along with the drive to integrate this functionality inside of the traditional RDBMS, much like Oracle's promised approach. Since then and over the last couple of years, OLAP has evolved to much less than its original definition and means very little to IT and business users. It is more often described as a vendor’s approach to end-user capabilities of drill, pivot, page and sort, filter, rank.

    The reality is that OLAP is nothing more than an architectural approach to accessing, indexing, and storing information utilized for decision support. Most vendors have wisely moved on from using the term to describe their products — as should others — because it does not provide any real meaning. While many industry old-timers would want to debate my reduced positioning of this term, the fact is that what interests corporations is how technology can be applied to solve real business issues.

    OLAP is simply an acronym and companies should not focus on market share or positions in the OLAP market. Instead, they should focus on what tools or applications can best fit an overall set of business requirements in which architecture, functionality, and company viability play an important role.


    Resources

    The OLAP Report Market Share - http://www.olapreport.com/market.htm

    Microsoft Press Release - http://www.microsoft.com/presspass/press/2001/Mar01/03-09OLAPpr.asp

    Dr E.F. Codd OLAP Rules - http://www.olapreport.com/FASMI.HTM#Codd

    Microsoft Analysis Services - http://www.microsoft.com/sql/techinfo/olap.htm

    Hyperion Essbase Technologies - http://www.hyperion.com/eo.cfm

    Cognos OLAP - http://www.cognos.com/products/powerplay/effectiveolap.html

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