EBPP Proposal Ver6 (AMEX)

E-Statement and
Electronic Bill
Presentation and
Payment Proposal
February 10, 1999
Table of Contents
What is EBPP?
Our Understanding of Your Needs
Approach
Value Proposition and Fees
Why E&Y?
American Express
Confidential - Do Not Distribute
2 e
What is Electronic Bill
Presentation and Payment?
Topics
What is EBPP?
Why is EBPP viable?
EBPP economics example
American Express
3 e
What is Electronic Bill Presentation & Payment?
Electronic Billing Presentment and Payment (EBPP) is the

digitization of the current paper based paper billing, payment
and notification process.
EBPP is the next step and evolution of the internet and will
leverage the power of this medium.
The creation and delivery of a richly formatted bills, statements
or notices, and associated advertising in an electronic format via
the Internet, to consumers and businesses, and the return
payment and remittance information to the bill or the billers
agent.
American Express
4 e
What has made EBPP viable?
A growing number of family units have Internet access, if not at

home, then through their work location.
Internet security have encouraged customer acceptance.
Most consumer-driven companies and all major financial
institutions have developed Internet sites for product and
company information purposes.
Standardizing your billing process to leverage developing virtual
communities.
A ubiquitous, low cost network (Internet) that links billers to
consumers.
The growth and cost of consumer PC initiated payments, is
motivating billers to find more efficient means to receive and
process payments and remittance information.
American Express
5 e
EBPP Leverages the development of the fourth
channelthe Internet.
Phone
Face to Face Mail Internet
(Including IVR)
Electronic
Interface to None Partial Full Full
the Customer
Channel Cost
to Service Transaction Cost
Provider
$100 +/transaction $0.01 / Transaction
Different types of customers should be served through the channel that maximizes
profit, service and customer satisfaction.
The greatest impact of Internet growth is on the components of the supply chain.
American Express
6 e
Electronic Billing Presentment and Payment will
change the way you interact with your customers..
Electronic Billing Presentment and Payment will radically

change the way you interact with your customers and suppliers.
It will impact:
Your relationship with your customer and suppliers
Your ability to service your customer
Cost of servicing your customer
Cycle time of receiving payment for services/goods rendered
American Express
7 e
Electronic Billing Economics Example - What it may
mean to you!
A Biller
Number of customers 1,500,000
Average monthly bill $25
Revenue Stream $37.5 M
If cost per bill is $0.75 $1.125M in billing
costs/month
Billing as a percentage of rev. 3.0%
Electronic bill presentment option
Penetration of base 10%
If cost per bill is $.10 $15,000 in billing cost/month
Billing as a percentage of rev 0.4%
Potential bottom line saving 2.4% per consumer
Savings on 150K subscribers $1.17 M per year
What would be the impact if those 150K customers switched to a competitor?
American Express
8 e
Potential E-Billing Business Models are emerging
Today Tomorrow
Billing Concentrator
Customer Biller Web Site
Web Site
Biller. A Biller B Biller C Customer
Bank A Bank B
Bank Web
Site
What is your strategy, where do you play, and what are the overall impacts to American Express?
American Express
9 e
Consumer Response Impact
While consumers will benefit from better financial planning and management, the actual visible
cost to consumers of paying bills by todays methods is only about $3 to $5 per month for cheques
and postage. Therefore, electronic bill presentment and payment will be adopted by consumers
only if the service is made more convenient, secure, affordable, and easy-to-use.
EBPP can be implemented according to three potential models, depending on how the billing data
is accessed by the consumer. There are advantages and disadvantages associated with each
model:
Billers Site Bill Concentrator Site Banks Site
Consumers retain Consumers can Receive and pay
direct relationship receive and pay multiple bills at one
with billers multiple bills at one site
Advantages Consumers are
Data privacy issues site
are not a concern familiar with paying
bills through banks
Banks are trusted
payment
intermediaries
Consumers must go Consumer must trust Consumer loses
to multiple web-sites a third party to direct relationship
Disadvantages to retrieve bills and process bills and with service provider
authorize payments payments Billing information
Must pre-authorize Lose direct obtained indirectly
payments for relationship with (through bank/bill
multiple billers service provider concentrator)
No pay anyone Data privacy a Data privacy issues
capability concern are a concern
American Express
10 e
Bank Model Impact
Given the expense and complexity of dealing with multiple billers and their different electronic billing data and
presentation formats, as well as the complexity and expense of processing payments through home banking
programs, it is unlikely that banks themselves will take a leading role in implementing electronic bill
presentment and payment. The likely solution for banks will be to enlist the services of a bill concentrator to
manage the process for them.
Banks are relieved of Banks are relieved of Bank retains

the need to develop the need to develop customer
Advantages and market EBPP and market EBPP relationship
capabilities capabilities Expanded electronic
banking package
may present
additional fee
revenue
Banks lost Banks lost Bank must develop
opportunity to opportunity to electronic bill
integrate bill integrate bill presentment as part
Disadvantages presentment with on- presentment with on- of its home banking
line payment line payment package
homebanking service homebanking service Payment process
Forgo competitive Forgo competitive must be improved to
market offering, market offering, resolve the current
customer customer check and list
relationship relationship delivery to billers
opportunities, and opportunities, and Must handle mis-
potential on-line bill potential on-line bill directed customer
payment fees payment fees billing inquiries
Will be expected to Must rely on
develop links to concentrator to sign
multiple billers up billers
American Express
11 e
Biller Model Impacts
The implementation of EBPP offers several benefits to billers, such as reduced billing costs, reduced float
from days/weeks to minutes and reduced manual processing costs arising from the banks current check
and list electronic payment remittance.
The dilemma facing billers how to maintain control over the customer relationship, the billers branding, and
direct marketing efforts while meeting consumer demands for one-stop access to multiple bill payments and
automated recordkeeping with personal financial software programs.

Billers can control Billers relieved of Billers relieved of
presentation and expense of expense of
information in bills establishing their establishing their
Advantages own EBPP
Can directly handle own EBPP
their own customer capabilities capabilities
service issues
Billers must incur Billers lost control of Billers lost control of

expense of direct customer direct customer
Disadvantages establishing, relationship relationship
supporting, and Direct marketing Direct marketing
maintaining their opportunities opportunities
own Web sites forfeited forfeited
Significant time and
cost for developing
links and interfaces
to multiple banks for
EBPP
American Express
12 e
Our Understanding of
Your Needs
Discussion Topics
Your Needs
Challenges
Barriers
American Express
13 e
Our Understanding of Your E-Statement
and EBPP Needs
Provide a flexible E-Statement (ES) utility which supports the
electronic storage and retrieval of all American Express
statements and statement data for delivery to front end web
based applications.
Provide a flexible web based Electronic Bill Payment &
Presentment (EBPP) application for the purpose of offering
AMEX customers direct account access and bill payment
capability.
Enable customers to obtain their AMEX billing information,
based on their preference, from either an AMEX EBPP web
application or an external billing aggregator.
Maximize cost reduction strategies through the efficient
implementation of the above utilities and applications.
Implement the E-Statement Utility and the EBPP application
starting in 2Q1999 through 3Q1999, synchronizing activities with
the E-Commerce Utility and Web Hub project teams.
American Express
14 e
Business Challenges to Implement ES/EBPP
Technology
Technology Utilization
Access to Information
People Antiquated Systems
Disparate and Inflexible
Increasing Job Complexity Systems
Productivity Improvement Pressures Current Infrastructure
Performance Measurement/Management Capability
Employee Turnover Security
Empowerment
Employee Skill Sets
Labor Relations Process
Job Satisfaction
Career Pathing Uni-Dimensional Silver Bullet
Team Building Improvements
Employee Motivation Training
Organizational Cross-Training
Quality Measurements
Job Inconsistencies
Cost Reduction Pressures
Lack of Sustained Sponsorship
Business Strategy/Customer
Service Strategy Misalignment
Shared Services Requirements
Privacy
American Express
15 e
OVERCOMING BARRIERS TO IMPLEMENT ES/EBPP
In reaching the future state goals, key organizational tools will be required to overcome
these barriers.
ES/EBPP
Current State Future State
American Express
16 e
Approach
Discussion Topics
Approach
Project Scope
Project Approach
Timeframes
Assumption
Project Accelerators
Project Organization
American Express
17 e
Approach
This project is designed to meet American Expresss E-
Statement (ES) and Electronic Bill Presentment and Payment
(EBPP) needs. The purpose is to develop a production ready
application(s) based on a component strategy.
Our approach is to develop the solution in an iteration manner in
order to maximize the value quickly. The solution includes:
Package selection(s) and customization
Custom development for interfaces
Release management
Business Acceptance
Procedures
Core Package Testing
System
Configuration Testing
How Bolt-ons, Extensions, Interfaces

To...
Issues and Change Management Control
Automated Test Facility and Tracking Tool Process

Scripts Acceptance
Defect Tracking Tool
American Express
18 e
Project Solution - In-Scope
We have tailored our approach to meet American Express's immediate needs and
requirements. Our approach is a tailored project effort divided into separate phases.
Define business requirements - short-
term and long term. AMEX Legacy
Mainframe - Statement G eneration
Define the technology architecture to Systems
support ES/EBPP, including production EBPP Application
E -St at em ent
turnover and performance testing. Arc hive
Utilize AMEXs security architecture and

industry best practices for ES/EBPPs
security and privacy requirements. E-S tatement Utility E -Statement

DB
Managed release of ES/EBPP

functionality.
Implement an e-statement utility A utomated
EBPP
application Aggregator
Direct Biller Clearing
House
Develop interfaces to aggregators

Develop/Implement a direct biller Consumer
application Internet Internet
Leverage AMEX e-commerce utilities

being developed
Provide post production support for
each release. Consum er Consumer
American Express
19 e
Project Solution - Out-of-Scope
To meet American Expresss timelines and control the project, we also have
defined what would be considered outside of the scope for the project.
Marketing efforts to launch ES/EBPP.

Activities to secure business partners for the aggregator model
or settlement.
Training for supporting ES/EBPP releases.
User acceptance testing.
Implementation and support of the production environment.
Organization change management for supporting ES/EBPP.
Process reengineering for supporting ES/EBPP.
Full production rollout.
Acquisition of hardware and software.
American Express
20 e
ES/EBPP Implementation Approach Overview
Business Solution Release
Solution Definition
Direction Development Roll-out
Key Objectives Key Objectives Key Objectives Key Activities

To determine the Define the overall To develop accelerated To reduce the cost and
overall goals and solution and its point releases of the risk of rollout through a
objectives. components. functional ES/EBPP release implementation
To distinguish between To select the solution that provides approach using pilots.
short-term and long- appropriate ES/EBPP measurable benefits Benefits
term. package(s) based on as quickly as possible. Continuous
Benefits detailed requirements Benefits improvement.
Secure sponsorship to from functional areas Achieve measurable Manageable change.
the ES/EBPP and the customer. benefits early from Maximize the benefit of
investment based on Define architecture plan each ES/EBPP ES/EBPP usage.
clear understanding of and legacy impacts. release.
goals. Review and define the Increase roll-out
Assist in prioritizing security architecture. success rate through
automation priorities. Benefits iterative development
Minimize downside Ensure fit of solution to and testing.
risk. meet the company Complete development
needs. on time and on budget.
Ensure fit of package to
company needs and
resources.
American Express
21 e
Solution Definition
ES/EBPP Business Direction
Approach: Conduct a design shop

Leverage existing project documentation
(project agreement, EBPP pilot learnings,
product definition report)
Define business goals

Key Activities:
Identify key processes
Define objectives
Key Deliverables: Business strategy document
Key Issues:
What is the initial vision for ES/EBPP? How does it align with the Business Strategy?
What are the expected measurable benefits of ES/EBPP?
What is the level of readiness?
What processes have to change for ES/EBPP?
American Express
22 e
Solution Definition
ES/EBPP Solution Definition

Use Case Analysis
Approach: Design shop
Leverage existing project documentation (project agreement, EBPP
pilot learnings, product definition report)
Define scope and requirements

Develop ES/EBPP specific architecture (application, technology, data)
Define data model and requirements
Key Activities: Identify legacy and new interfaces
Evaluate and select packages
Review and identify the security architecture
Business requirements and design document

Data models
Interface design
Key Deliverables: Selected packages
EBPP Architectures
Key Issues:
What are the decision criteria used for package selection?
Will Billing Management take ownership of the ES/EBPP initiative?
How will the ES/EBPP solution enable American Express to meet key customer needs
more effectively and efficiently?
What resources are required to proceed, both internally and externally?
American Express
23 e
Solution Definition
ES/EBPP Solution Development
Approach: Iterative Development

E&Ys Package Enablement Methodology
Phased Releases
Release 3
Release 2
Bill Direct
application
Release 1
Aggregrator
interfaces
E-Statement
utility
American Express
24 e
Solution Definition
ES/EBPP Solution Development - E Statement Utility

Approach: Iterative development Business
Core Package
Procedures System
Configuration Testing
Detail design of the solution
Design the user interface How
Initially develop 2 legacy interfaces
Bolt-ons, Extensions, Interfaces
To...
(CRS, AEFA) Issues and Change Management Control
Implement the technology architecture Automated Test Facility and Tracking Tool
Key Activities: Install and configure package

Scripts
Defect Tracking Tool
Perform systems testing

Conduct performance testing
Manage releases
Selected conversion package

Customized E Statement utility
Key Deliverables: Developed legacy interfaces
Key Issues:
What level of package modification is necessary?
Custom programs and manual loading may be necessary to extract, transform, and
load data into ES/EBPP databases.
What on-going data interfaces and procedures are required for synchronization?
What are the technology infrastructure requirements? What are the linkages to the
internal legacy systems?
American Express
25 e
Solution Definition
ES/EBPP Solution Development - Aggregator Interface

Iterative development
Approach: Leverage existing project documentation
Business
Core Package
A
Procedures System T
Configuration
(project agreement, EBPP pilot learnings, Testing
etc.)
How Bolt-ons, Extensions, Interfaces

To...
Design the user interface Issues and Change Management Control
Key Activities: Develop 1 interface to each aggregrator

Scripts
Automated Test Facility and Tracking Tool P
A
Implement the technology architecture Defect Tracking Tool
Configure package
Manage releases
Interfaces to selected aggegrators

Key Deliverables:
Key Issues:
American Express
26 e
Solution Definition
ES/EBPP Solution Development - Direct Biller Application

Approach: Iterative development for baseline
Business A
Core Package
functionality Procedures
Configuration
System
Testing
T

Design the user interface How
To...
Bolt-ons, Extensions, Interfaces
Implement the technology

Issues and Change Management Control
architecture
Develop an ACH interface
Automated Test Facility and Tracking Tool P
Scripts A
Key Activities: Configure and customize package Defect Tracking Tool

Perform custom development
Manage releases
Selected package
Customized Direct Biller Application
Key Deliverables:
Key Issues:
American Express
27 e
Solution Definition
ES/EBPP Release Rollout

Approach: Implement the solution in releases
Integrate with ISCOE Utility Release Strategy to
provide business value with each release
Plan the releases

Develop the success criteria
Key Activities: Prepare and deploy releases
Evaluate the releases
Production support
Planned releases
Key Deliverables: Success criteria analysis
Key Issues:
What are the performance measurements to evaluate success?
What is the release rollout strategy?
How do you manage incremental changes after the initial rollout?
What are the requirements for support infrastructure?
American Express
28 e
Solution Definition
ES/EBPP Project Timeframe

2 Weeks 4 Weeks 18 Weeks 4 Weeks
3/1 3/15 4/15 9/1
Business
Direction
Solution Definition Solution Development Release Roll-out
E-Statement Utility
Release 1
Development
Aggregrator
Interface Release 2
Development
Direct Biller Development Release 3
Technology Architecture Implementation
Project Management
American Express
29 e
Assumptions
Efforts to develop partnerships are outside the scope of the project.

The Hub Application Project Team will provide the basic architecture
platform.
Architecture and technical standards must be defined by AMEX prior to
the solution definition phase.
The number of interfaces to be developed is 4.
A software package, wherever possible, should be used instead of in-
house development.
Adequate resources will be assigned to support the project effort.
AMEX will establish the development and production operational
environments.
Bill presentment and bill payment need to be implemented together.
Utilities and middleware will be completed as scheduled.
Development work is performed at E&Ys Advanced Development
Center (ADC).
American Express
30 e
Project Accelerators
Ernst & Young provides facilities to accelerate our solution delivery
Ernst & Young Ernst & Young Ernst & Young

Accelerated Solutions Advanced Development Center Technologies
Environment (ASE) (ADC) (EYT)
The ASE uses innovative work The ADC is a state-of-the-art custom EYTs mission is to provide product
processes linked to technology, work software developing facility. procurement and services
environment and solution objects for throughout the engagement to
rapid design, prototyping and The ADC uses leading edge support the lifecycle of the IT
implementation techniques and processes to infrastructure
accelerate production, from drawing
The ASE is a two to three day event board to delivery Single point of contact for whole
designed to support senior executive solution systems integration
decision making. Ernst & Young has The ADC is a full-service production
used the ASE successfully for our US facility that brings together the talents Global Agreements with all Key H/W,
and global clients in a variety of of Ernst & Young developers and S/W, and Services Companies
management situations technicians
Leverage global purchasing strength
Through synergy, group genius and Projects are assisted every step of the of E&Y clients to benefit clients
time compression, value is generated way through constant support,
and decisions are made available references and reusable
tools
American Express
31 e
What is the EY-ADC?
A networked environment that provides PEOPLE

our clients with an accelerated process DEEPER SKILLS
GREATER
for visioning, developing, and DIVERSITY
implementing business solutions. FOCUSED
TRAINING
Mission: To partner with our account PROCESS ENHANCED

KNOWLEDGE
industry teams to rapidly deliver high TRANSFER
quality business solutions to our clients. REUSE OF TEAMS,
ARCHITECTURE,
MODELS
PROCESS
IMPROVEMENTS
TECHNOLOGY
REDUCE COST
REDUCE CYCLE
TIME
READILY
AVAILABLE
American Express
32 e
EBPP Project Capabilities
Ernst & Young provides support across all phases of ES/EBPP.

Business Opportunity
Phased Rollout & Solution
Assessment, Solution Definition & Solution Development
Evolution
Package Selection
Proof of Concept: preliminary Change management. Hardware and software deployment
assessment of EBPP viability. planning and execution.
Application customization.
Business Case: initial solution End-user data loads.
development, detailed cost benefit Technology infrastructure.
analysis, and go/no go Pilot training.
recommendation. Conference room pilot and test.
Administration/help desk training.
RFP development and selection Roll-out training.
assistance. (if required)
Performance monitoring and review.
Billing and payment process and
structure improvement identification. Ongoing support for enhancements.
EBPP plan development.
Project Management.
American Express
33 e
Project Details: Organization
Organization: a Joint American Express and E&Y Team

Steering Committee
Responsible for the overall success of the project
Communicate project status and outcome with
American Express (TBD) stakeholders
Robert Rugare - E&Y Coordinate stakeholders attendance at key decision
Glen Collier - E&Y meetings
John Parkinson - E&Y Conduct periodic project status reviews
SME
Manage the team resources for the project Project Management Team Serves as subject
Coordinate key decision meetings Tim Scarlott matter experts to
Provide periodic status reports to the Paul Li - E&Y the project team
Joe Healey
steering committee American Express Project Participate in key
SMEs decision meetings
Manager
PMO Analyst - E&Y
Technology Team Development Team Data Team
5 E&Y FTE 4 E&Y FTE 3 E&Y FTE

American Express - TBD American Express -TBD American Express - TBD
Software partner(s) Software partner(s)
Perform work activities required for the project

Serve on the project full time
American Express team members would work full time
with the same commitment and responsibilities
American Express
34 e
Value Proposition
and Fees
Topics
Value proposition
Fees
American Express
35 e
E-Statement and EBPP Value
Proposition for American Express
Through the successful implementation of the E-Statement
Utility and the EBPP application, AMEX will realize an increase
in the customer retention rate of those clients that use the
application.
As proven out by numerous studies, including E&Ys EC survey,
transaction costs through electronic means, such as EBPP, are
considerably lower than through traditional channels. American
Express can realize a 5 to 10 times decrease per transaction
costs by conducting bill payments through the Web channel.
Customer satisfaction will increase for American Express as a
result of EBPP implementation due to declining error rates of
billing transactions and improved efficiency of bill payments
methods when compared to traditional means.
American Express
36 e
Project Details: Fees
Fees
The estimated costs to complete the project phases as defined

above are the following:
Business Direction $200,000
Solution Definition $500,000
Solution Development $3,500,000
Release Roll-out $750,000
ADC and related expenses: $500,000
In addition, we bill expenses as incurred (e.g., travel,
communications, report productions). On average, these
expenses run at 15-20% of professional fees.
American Express
37 e
Why E&Y?
Topics
Financial Services
E-Commerce
Qualifications
American Express
38 e
E&Y in Financial Services and
E-Commerce
A Powerful Combination of Forces
American Express
39 e
E&Ys Focus on Financial Services Clients
Our Financial Services Industries (FSI) practice has served many of the
largest global institutions.
E&Y Global Client Relationships in the Financial Services Industry
ABN Amro Daiwa Morgan Stanley

American Express Dreyfus NationsBank
Alliance Capital Corp. Fidelity National Association of
Banque Paribas First Bank Systems Securities Dealers(NASD)
Bank of America First Chicago PNC
Bank of Tokyo First Fidelity Bank Paine Webber
Bankers Trust First Interstate Rabobank - Netherlands
Barclays Fuji Bank Ltd. Royal Bank of Canada
Chicago Board of Options Hedge Funds(Numerous) Republic National Bank
Exchange JPMorgan Shawmut Bank
Canadian Imperial John Hancock Financial Signet Bank
Bank of Commerce (CIBC) Services Society Bank
Chase Manhattan Bank KeyCorp Sumitomo Bank
Citibank Lomas & Nettleton Swiss Bank/S.G. Warburg
Comerica Lehman Bros. Toronto Dominion Bank
CoreStates Financial Mitsubishi Bank & Trust Union Bank of Switzerland
Credit Lyonnais Merrill Lynch Wachovia Bank Corp.
CS First Boston MBNA Wells Fargo Bank
Deutsche Bank Westpac Bank
American Express
40 e
Practice Areas: Financial Services
Our Financial Services practice areas are supported by our most

experienced industry practitioners and consultants. Our Financial
Services Industries (FSI) group is structured to provide maximum value to
our clients. FSI is one of our targeted industry groups.
The FSI group is comprised of Information Technology and Performance

Improvement consultants. These consultants:
Have 10 - 15 years relevant industry or consulting experience

Specialize in one or more FSI practice areas
Specialize in one or more service offerings
Draw upon the additional pool of E&Y consulting resources
outside the FSI group
American Express
41 e
E-Commerce Practice
Providing Connectivity Solutions
E
E-Commerce: Over 300 Professionals
Develop Strategic Architect & Build Solutions Operate e-Commerce

Approaches Solutions across industries Solutions
Approaches for e- both extranet and internet Joint partnerships or
Commerce Presence based standalone products
e.g. EBPP strategy e-Commerce in business- Sharing the risk and
reward
to-business, business-to-
consumer, and business- e.g. E&Y Ernie on-line
consulting
to-employee areas.
American Express
42 e
E-Commerce Competencies
Technical capabilities required to deliver
Distributed Object Models Web Servers
Architecture - DCOM, Corba, - Internet
- Multi-tier EJB, Servlets Information
logic structure Server, Netscape
and interfaces Enterprise Server
Integration
- MQ, Neon, App Servers
CrossWorlds, - Site Server,
Dedicated Java Tuxedo Netscape App
Service Line Server, Domino,
NetDynamics
E-Commerce
Internal e-Commerce Packages User Centered Design
development and - Open Market - User interface,
certification program - Commerce One branding, new media,
- BroadVision and imaging
American Express
43 e
Sample of E-Commerce Partnerships
Networked in the E-Commerce Space
RapidStart - Ernst & Young is partnering with Microsoft in the
RapidStart program, which allows E&Y to leverage MS resources to deliver
e-Commerce solution prototypes within 30 days and produce applications in
an accelerated time frame.
IBM Alliance - E&Y is also partnering with IBM to deliver comprehensive

e-business solutions. This relationship combines the innovative consulting
strategies of Ernst & Young with the technology advancement of IBMs e-
business software.
Cisco Alliance - E&Y has established an alliance with Cisco to co-

pursue and develop end-to-end E-Commerce solutions. This relationship
allows E&Y to offer Ciscos infrastructure expertise and leverage Cisco
for products, training, and strategic advice
viaLink Alliance - E&Y and The viaLink Company are launching an
alliance to offer electronic commerce solutions for the consumer
packaged goods industry. E&Y will provide sales, marketing, consulting,
and integration services to assist in the deployment of viaLinks Item
Catalog solution worldwide.
NetReady - Similar to RapidStart, NetReady is focused on rapidly

delivering Netscape-centric E-Commerce solutions. NetReady utilizes the
CommerceXpert family of products, and the Netscape Application Server.
American Express
44 e
Electronic Commerce
Ernst & Young is working with Canada Post Corporation and Cebra
Inc. (member of Bank of Montreal Group of Companies) on their
development of a secure Electronic Post OfficeTM service for
Canada.
Ernst & Young is assisting in the development of the service across
a number of critical areas including Program Management,
Technology Development, Operations and Marketing.
Functionality of this service includes: Bill Presentment and Bill
Payment, ability to view all mail -- including bills, personal mail,
admail, financial invoices, government mailings and electronic
forms, as well as publications.
Pilot launch is scheduled for 3rd quarter.
American Express
45 e
Electronic Commerce
NationsBank EAGLS
Provide >2 million
government card holders the
ability to manage financial
transactions (purchases,
travel, fleet)
Reporting and payments
capabilities for individual
government agencies
Card holder access to
electronic malls
On-line user access to order
travelers checks, increase
credit limit, manage disputes
75,000 hours
American Express
46 e
Electronic Commerce
Business Issue
NationsBank intends to provide its commercial card customer base (>1 million government
card holders) with a cost effective Internet-based global spending management solution.
Approach
Ernst & Young used its electronic commerce expertise and delivery capability to rapidly
design and implement the EAGLS Internet/extranet solution.
The application layer is written in Java, and has been architected around Oracle and
Netscape Application Server to scale to handle massive user load requirements.
MQ Series is used to transmit transaction requests to a third party vendor over LU6.2
connection.
Results
NationsBank met the federal government mandates, beating its competition on a massive
scale and in a compressed timeframe.
On-line users have access to electronic malls and the ability to order travelers checks,
increase credit limits and manage disputes.
Government agencies have access to reporting and payments capabilities.
American Express
47 e
Electronic Commerce
Standard & Poors

RatingsDirect
Web information delivery
system for Standard &
Poor's top customers
Delivery of ratings and
research articles on the
Web
Complex web searching
capability for relational and
document retrieval
35,000 hours
American Express
48 e
Electronic Commerce
Business Issue
Standard & Poors recognized that it was time to take a visionary step forward
in its delivery of ratings information products by utilizing the Internet.
Approach
Ernst & Young used its proprietary methodology and the Advance Development
Center (ADC) environment to deliver rapidly a leading-edge technology
solution.
The application layer is written in Java, and has been architected around
Netscape Application Server to scale to handle unpredictable network traffic
load requirements.
Results
In a total of 9 months, Ernst & Young delivered an N-tier Internet application
that provide users with timely and accurate ratings information.
The RatingsDirect application provides complex web searching capability for
relation and document retrieval enabled by Oracle8 Context Search function.
American Express
49 e
Electronic Commerce
Eli Lilly
Manages flow of dependent
demand information across a
global supply chain
Object-oriented solution was
developed using Java and web
technologies
Heterogeneous clients used a
web browser to download Java
applets, which then accessed
an Oracle database
Solution developed in
compressed timeframe.
15,000 hours
American Express
50 e
Electronic Commerce
Business Issue
Eli Lilly and Company needed to better manage the flow of dependent demand information
across a global supply chain to improve the quality, accuracy, and timeliness of their
materials requirements forecasts.
Approach
Ernst & Young used a propriety Accelerated Solutions Development methodology
combined with the Advanced Development Center (ADC) environment.
The object-oriented solution was developed using Java and web technologies.
Heterogeneous clients used a web browser to download Java applets, which then
accessed an Oracle database.
Results
Ernst & Young created the solution in 6 weeks - a significant decrease in time as
compared to Eli Lillys traditional methods of development.
The solution has been deployed to the majority of manufacturing facilities world wide with
enthusiastic acceptance.
American Express
51 e
Electronic Commerce
Business Issue
American Express had a number of Internet sites, which were based on older technology,
not integrated, and not based on a common set of tools.
Approach
Ernst & Young used two of its accelerators - the Accelerated Technology Architecture
Definition (ATAD) and Accelerated Solutions Environment (ASE) to rapidly develop
solutions for American Express.
The solution focused on moving an environment with 40,000 static pages and no
personalization to personalized and dynamic content management and creation.
Results
American Express expects to reduce its costs for web site management and to be able to
deploy Internet solutions much more rapidly.
American Express
52 e
Electronic Commerce
A Fortune 500 Company
Business Issue
Internet Channel & Marketing (ICM) organization within a Fortune 500 company needs to
support their top customers on-line with a easy to learn, easy to shop & buy, and easy to
obtain support solution.
Approach
Ernst & Young used its proprietary methodology to assist the company along three tracks:
Web Strategy, Electronic Commerce technical architecture, and Content Management
approach.
Strategy initiative focused on defining the vision of ICM on the capabilities and features
that their customer facing Web solution should provide.
EC architecture initiative supported vision by constructing the blueprint of technologies to
implement the vision.
The Content Management project re-defined the companys approach for maintaining and
delivering data.
Results
The company expects these initiatives to set the stage for propelling ICM to the next level
of Web delivery. The projects, which support the vision and defined by the architectures,
are currently in a mix of implementation and production.
American Express
53 e
MQ/Integration
Business Issue
Pershing, a brokering and clearing division of Donaldson, Lufkin & Jenrette, intends to
provide its firms clients a client/server version of a broker workstation to give them
competitive advantage over their competitors.
Approach
Ernst & Young combined its proprietary methodology and the Advance Development
Center (ADC) environment to deliver rapidly a scaleable 3-tier graphical-user-interface
application known as the Paradigm application.
MQ Series 2.0 and CICS are used as communication tools to existing trading systems.
The graphical-user-interface application is written in Visual Basic 5.0 with Oracle 7.3 as
the database, providing securities trade processing, executing, clearing and information
management services functions.
Results
The Paradigm application was distributed to brokers, proved successful in distinguishing
the technical capabilities and positioned Pershing competitively against its competitors.
Architecture supports 10,000 transaction users and 100,000 transactions per day.
American Express
54 e
MQ/Integration
Business Issue
Sumitomo Bank, Japans third largest bank and the fifth largest in the world, wanted to
create a global information system to enable the bank to create flexible and unique Loan
Instruments for their multi-nation corporation clients.
Approach
Ernst & Young used its proprietary methodology to deliver a complex, multi-year, and
global business program to reengineer the back-office processes of Sumitomo Bank
worldwide.
Applications are data integrated through the use of neat real-time, store & forward
messaging middleware (MQ Series), and a rule-based conversion and formatting rules
engine (Neon).
Results
Ernst & Young assisted Sumitomo with the data synchronization infrastructure. The
messaging and rules engine technology was further used to feed the banks downstream
data warehouse and decision support applications located in Tokyo Japan.
American Express
55 e
MQ/Integration
Tandem
Business Issue
Tandem, now an electronic commerce and business intelligence division of Compaq,
recognized the need to integrate its heterogeneous platforms.
Approach
Ernst & Young used its proprietary methodology to design an enterprise application
architecture for Tandem.
MQ Series was used as the interconnectivity enabler between heterogeneous platforms
(operating systems, hardware and software).
Results
The N-tier application architecture was distributed and interfaced with legacy mainframe
systems.
American Express
56 e

EBPP Proposal Ver6 (AMEX)

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

EBPP Proposal Ver6 (AMEX)

Загружено:

Авторское право:

Доступные форматы

E-Statement and

Electronic Billing Presentment and Payment (EBPP) is the

A growing number of family units have Internet access, if not at

Electronic Billing Presentment and Payment will radically

Your ability to service your customer

Cost of servicing your customer

Cycle time of receiving payment for services/goods rendered

What would be the impact if those 150K customers switched to a competitor?

Biller. A Biller B Biller C Customer

Banks are relieved of Banks are relieved of Bank retains

Billers Site Bill Concentrator Site Banks Site

Billers must incur Billers lost control of Billers lost control of

How Bolt-ons, Extensions, Interfaces

Issues and Change Management Control

Automated Test Facility and Tracking Tool Process

Define the technology architecture to Systems

support ES/EBPP, including production EBPP Application

turnover and performance testing. Arc hive

Utilize AMEXs security architecture and

Managed release of ES/EBPP

Develop interfaces to aggregators

application Internet Internet

Leverage AMEX e-commerce utilities

Marketing efforts to launch ES/EBPP.

Key Objectives Key Objectives Key Objectives Key Activities

ES/EBPP Business Direction

Approach: Conduct a design shop

Define business goals

Key Deliverables: Business strategy document

ES/EBPP Solution Definition

Define scope and requirements

Business requirements and design document

ES/EBPP Solution Development

Approach: Iterative Development

ES/EBPP Solution Development - E Statement Utility

(CRS, AEFA) Issues and Change Management Control

Key Activities: Install and configure package

Perform systems testing

Selected conversion package

ES/EBPP Solution Development - Aggregator Interface

Key Activities: Develop 1 interface to each aggregrator

Interfaces to selected aggegrators

ES/EBPP Solution Development - Direct Biller Application

Detail design of the solution

Implement the technology

Key Activities: Configure and customize package Defect Tracking Tool

Perform systems testing

ES/EBPP Release Rollout

Plan the releases

ES/EBPP Project Timeframe

3/1 3/15 4/15 9/1

Solution Definition Solution Development Release Roll-out

Direct Biller Development Release 3

Technology Architecture Implementation

Efforts to develop partnerships are outside the scope of the project.

Ernst & Young Ernst & Young Ernst & Young

A networked environment that provides PEOPLE

Mission: To partner with our account PROCESS ENHANCED

Ernst & Young provides support across all phases of ES/EBPP.

Organization: a Joint American Express and E&Y Team

Technology Team Development Team Data Team

5 E&Y FTE 4 E&Y FTE 3 E&Y FTE

Perform work activities required for the project

The estimated costs to complete the project phases as defined