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The purpose of this paper is to examine how to achieve business improvement using clear organisational goals and well-communicated vision, together with a powerful process modelling technique and an analysis of the adopted e-business development stages.

Employing both business process modelling and improvement complement and reinforce one another. Among different business process modelling techniques, Ould's Riva method was selected to analyse the business processes and to improve the CRM business process in Incom Egypt. In order to get a deeper insight, seven-key decision makers at the case study organisation have been interviewed. E-business development stages have also been elaborated and analysed in the case study. This case study approach enables the researchers to get a complete picture of the problem.

It was found that Incom Egypt aimed to automate their business processes to solve these problems but they failed. Main reasons behind its failure are their unstructured business processes and employees resistance to improvements. Setting clear goals that follow the organisation's mission and vision can direct managers towards better decision making. Therefore, identification of business processes should be among the first steps to understand business structure, where inefficiencies in current activities could be detected, adjusted and improved. Improvements could then follow e-business development stages using Earl's technique.

The primary value of this paper is that business process improvement does not depend on one technique, but rather lies in the combination of process modelling, and e-business development together, which in turn helps decision makers successfully set up effective organisational plans via clarifying business processes. The improved system will provide a roadmap for organisations to make the proper transition to e-business.

The setting up of e-university has been slow-going. Much of e-university slow progress has been attributed to poor business models, branding, disruptive technologies, lack of organisational structure that accommodates such challenges, and failure to integrate a blended approach. One of the stumbling blocks, among many, is the handling of evaluation process. E-university models do not provide much automation compared to the original brick-and-mortar classroom model of delivery. The underlining technologies may not have been supportive; however, the conditions are changing, and more evaluation tools are becoming available for academics. The paper aims to discuss these issues.

This paper identifies the extent of current online evaluation processes. In this process, the team reviews the case study of a UK E-University using Adobe Connect learning model that mirrors much of the physical processes as well as online exams and evaluation tools. Using the Riva model, the paper compares the physical with the online evaluation processes for e-universities to identify differences in these processes to evaluate the benefits of e-learning. As a result, the models can help us to identify the processes where improvements can take place for automating the process and evaluate the impact of this change.

The paper concludes that this process can be significantly shortened and provide a fairer outcome but there remain some challenges for e-university processes to overcome.

This paper examines the vital quality assurance processes in academia as more universities move towards process automation, blended or e-university business models. Using the case study of Arden University online distance learning, the paper demonstrates, through modelling and analysis that the process of online automation of the evaluation process is achieved with significant efficiency.