Mainstream
approaches, however, advocate launching market and client segmentation research before even
carving out a service-oriented life cycle strategy. How can these first steps facilitate the planning
of enterprise remedies? The segmentation study identifies product opportunities and examines possible
investment channels. These discovery efforts should portray a detailed landscape of client
product preferences, individual behaviors, and consumption patterns. Thus, an ad hoc approach
to embarking on a service-oriented development project or following recommendations to build
disparate services because of current industry hype could well result in unnecessary expenditure.
Conducting market and client-segmentation research ahead of new product propositions
is a good place to start. The next step should be establishing sound business requirements that
expand on the segmentation-research findings. These requirements should both depict enterprise
solutions to mitigate organizational risks and provide business context for further business analysis
activities that identify key business interests for a particular software product. Moreover, business
requirements should be regarded neither as technical solutions nor as service-oriented design or
architecture artifacts. They are merely propositions that identify enterprise necessities and should
be designed to set the direction for future service-oriented development efforts.
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