Many researchers and practitioners have attempted to investigate the CSFs(Critical Success Factors) in ERP(Enterprise Resource Planning) implementation projects in order to reduce the risk of future implementation failures. However, current CSFs researches are that there is a little consideration for the relation between ERP implementation project and CSFs. Moreover, the success factor will not always remain critical throughout all the phases of ERP implementation project. Thus, it is necessary to identify the most important success factors in each phase.

We had conducted a questionnaire survey for major Japanese manufacturing companies and three findings were proved by a statistical analysis: (1) the importance ratio of each CSF is not same on the ERP implementation project, (2) the CSFs are not important throughout the stages of ERP implementation process, and (3) the importance and contribution rate of each CFS on each phase are not same in order to achieve each ERP implementation objective.

This paper proposes a framework of customer exploitation. It is in a position that exploits customers as resources and based on Resource-Based View (RBV). Therefore, I start my argument from RBV and construct a framework of customer exploitation by critical development on a theory of Prahalad and Ramaswamy named “Customer Competence”. That is to say, firstly this paper shows an analytic frame in exploiting customers using two axes. The first one is customers as resources considering in two aspects of information resources and human resources. The second one is their location (inside or outside of firm). Then, this paper shows that firms have some customer exploitation strategies by checking an analytic frame against with the development of IT and the active part of customers besides value creation through the dialogue with customers which Prahalad and Ramaswamy emphasize.

Recently, the importance of Goal-Oriented Requirement Analysis is discussed. However, it has not been clear how to evaluate and select the sub-goals which achieve the root-goal of the goal graph. So, this paper presents an analysis method of goal selection by adding the attribute values to the goal graph. In proposed method, the goal graph is expressed as formulas. Then the redundant goals of the goal graph are reduced using goal dependency. Next the attribute values, e.g. contribution values, effectiveness values, and achievement-level values are added to the edges and the nodes of the goal graph. These values can help an analyst to choose the sub-goals effectually for the achievement of the root-goal. In addition, we apply the proposed method to a manufacturing company and assess it.

There are some methods for business modeling, but we can describe only the as-is model with these methods. These methods don’t show how to build up the to-be model aligned with the enterprise strategy. They suppose to use BSC, generally recognized as the strategy management tool, but there is no explanation how to connect BSC to the business model. In addition, the size of business process is generally incoherent, so it makes quite difficult to design the process cooperation between different companies, such as SCM. Beside this, the designed business process model is often not adapted to the system model.

In this report, we propose the new business modeling method, which can resolve these problems. This method shows how to determine the improving range of business processes, based on BSC, the strategy maps and scorecards, and how to design new right business processes with using the reference model, and how to verify the achievement of KPIs.

For the purpose, we developed the UML based business modeling method. The reason of using UML is to assure seamless connectivity between the business model and the system model. We also designed the new reference model by comparing SCOR and APQC PCF. Based on the these outcomes, we could define relations between business processes in the reference model and Kaplan and Norton’s new strategy map templates. By using the strategy map templates and related reference model, it will be easier to define the proper strategy, and to design the proper new business process.

In this report we show all the structure of its strategy oriented new business modeling method.