Technology Strategies for Integrated Business Planning: A Benchmark Report

Leading research finds that the top pressures for improving sales and operations planning (S&OP) processes include rising customer order fill rate expectations, shrinking profit margins, and customer retention challenges. However, current S&OP processes are failing to alleviate these pressures. Is your company on the wrong side of the industry benchmark? Learn what steps your company should take before it’s too late.

Featured Software Research:

Finance Executives on the Value of Technology Investment for Midsize Companies

  • Source: IBM
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  • Published:
Once you are able to provide people easy access to a little bit of information, they start asking for more—which ultimately sets a foundation for leveraging information to make better decisions. Read this report to learn why an integrated business intelligence (BI) and planning solution helps maximize the return on investment (ROI) in technology for midsize companies. Read More

IBM Cognos Express: Integrated Business Intelligence and Performance Management for Your Midsize Business

  • Source: IBM
  • Written By:
  • Published: October 31 2014
Watch this brief overview of IBM Cognos Express, the integrated business intelligence and planning solution that's priced and packaged specifically to meet the needs of midsize organizations. Read More

From VAR to Solution Provider: Five Strategies for Business Transformation

  • Source: Computer Economics, Inc.
  • Written By:
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The traditional value-added reseller (VAR) business—comprised of companies that add features or services to an existing product and then resell it as an integrated product or complete solution—has become more challenging, with declining product margins, increasing competition, and lower-cost alternatives to proprietary products. The pressures are causing many VARs to grow their businesses from simply selling products to offering more comprehensive solutions built on a richer set of services and recurring revenue models.

For decades, VARs have been an important channel for original equipment manufacturers (OEMs), like computer manufacturers and software vendors, to reach customers. The “value-add” can simply be to provide local implementation and hands-on support or it can involve adding other hardware, software, and services to tailor the OEM’s product to a specific industry, problem, or use. In many markets, customers prefer buying from VARs instead of directly from OEMs, as VARs are closer to the customer, offer local support, and are in a better position to develop long-term relationships.

The VAR business model has been attractive in the past, as it was profitable to resell OEM products. Over the past decade, however, product margins have been shrinking as the result of several long-term trends. In this report, learn about five strategies for making the transformation from VAR to solution provider. The changes needed require a new view of the business and a new mindset, to move from a deal mindset to long-term customer relationships, become invested in customer success, and transition from cash up front to realizing revenue over the life of a contract. Read More

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Benefits Management Benchmark: Technology Automation and Employee Self-service

To many executives, health insurance cost increases are as predictable as death and taxes. That’s why best-in-class organizations are embracing strategies which optimize benefit cost per employee. To succeed, these companies focus on wellness programs, clear communications about benefits choices, and benefits automation as part of an integrated system. And to compete effectively, other organizations will need to follow suit. Read More

The HR Executive’s Agenda: Benchmark 2005 (An Aberdeen Group Report)

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