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MicronPC.com, or, “Where Are They Now?”
Micron Electronics, Inc. has been trumpeting its retail partnership with Best Buy as it watches its PC sales ebb away. Too little, too late?
Sales 1998 721,000 1999 623,700 2000 (projected) 543,600 (Source: TEC) Micron's been looking to a different future - subscription sales, ASP services, and its HostPro web site subsidiary. But they've lost focus on their base market of consumers and SOHO users. IBM [NYSE:IBM] pulled out of retail six months ago. That would have been the time to be on store shelves. The Best Buy numbers look good, but Micron needs something more if it wants to even match its 1999 performance. Micron has the technical
Discrete Enterprise Resource Planning (Discrete ERP) RFI / RFP Template
Financials, Human Resources, Manufacturing Management, Inventory Management, Purchasing Management, Quality Management, Sales Management, Product Technology
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Discrete Manufacturing (ERP)
The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as or...
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NAI Will Pay Trend $12.5 Million Resulting from Law Suit
Settling a patent dispute out of court, Network Associates agreed to pay Trend Micro $12.5 million for the cost of licensing Trend's patented technologies. Both
a patent (Registration No. 5,623,600), seeking an injunction on production, sale, maintenance and support services of the products in violation as well as monetary damages. In response to the lawsuit, Network Associates filed a counter suit alleging unfair competition and wrongful acts. Network Associates claimed that Trend's patent infringed on one of their patents (Patent Registration No. 6,029,256). Market Impact Trend Micro has been lagging leading market indicators, and has dropped substantially
Oracle Sails Despite Market’s Low Tide; How Far Will It Go?
For the time being, Oracle seems to have defied a global trend toward a slowdown in the technology market, which even its archrival, Microsoft, could not avoid.
income increased 62% to $623 million, while revenue grew 14.5% to $2.7 billion. This compares to $2.3 billion in revenue and $384 million in net income in Q2 last year. Applications software sales increased 66% to $279 million, while database software sales grew 19% to $775 million. Total software license revenue was up 25% to $1.1 billion, while total service revenue increased 9% to $1.5 billion for the quarter (See Figure 1). Figure 1. Our applications business is strong and getting stronger, said
Oracle Mends Its Ways To Bounce Back
Despite its inclination to traditionally thrive on a moderate amount of controversy and to fly a number of trial balloons, Oracle, has also been a practical
to $2.7 billion and $623 million a year ago. Even operating margins were lower, 35% versus 36% last year, despite Oracle's efficient cost curbing mechanism, and much publicized operating efficiencies improvements from its strategy to switch to single corporate-wide database. Total software license revenues were down 27% to $803.4 million from $1,093.2 million in Q2 2001, while software license renewals and product support services were up 8% and 12%, respectively. Services revenue was flat with the prior
Outsourcing Challenges: Avoid the Pitfalls
Outsourcing can provide management with a powerful tool to control cost and enhance product and service delivery. Yet so many outsourcing initiatives fall short
Partners Group, LLC Tel.: (623) 594-9283 email@example.com Web site: www.estrellapartners.com Table of Contents OUTSOURCING – PART OF MOST BUSINESS OPERATIONS CURRENT MODE OF OPERATIONS UNFORESEEN PITFALLS AVOIDING THE PITFALLS GETTING THE RIGHT SOLUTIONS ABOUT ESTRELLA PARTNERS GROUP ABOUT THE AUTHOR FOR FURTHER INFORMATION, CONTACT Searches related to Outsourcing Challenges: Avoid the Pitfalls : Benefits Outsourcing | Business IT Outsourcing | Business Process Outsourcing | Business
Global Software Integration: Why Do So Many Projects Fail?
The IT field is littered with failed global software integration sagas. The many reasons for these failures include mismatched capabilities, geographical requirements, and project technical management deficiencies. Global software projects should start with in-depth analysis of features and functions, so the software’s capabilities meet corporate requirements. Find out how to avoid a failed software integration project.
Partners Group, LLC Tel.: (623) 594-9283 firstname.lastname@example.org Web site: www.estrellapartners.com Table of Contents INTRODUCTION THE PROBLEM PAST PRACTICES A BETTER WAY GETTING THE RIGHT SOLUTION ABOUT ESTRELLA PARTNERS GROUP ABOUT THE AUTHOR FOR FURTHER INFORMATION Searches related to Global Software Integration: Why Do So Many Projects Fail? : Software Integration | Software Integration Agreement | Software Integration Assessment | Software Integration Best Practices | Software
IT Vendor Management in Hard Economic Times
During a recession, successful businesses change their approach to managing information technology (IT) sourcing. The challenge is to become more efficient and invest in IT so the return on investment (ROI) is realized quickly and business competitiveness is improved at lower cost. IT vendor management allows you to build a mutually beneficial relationship with your suppliers and service providers. Find out how.
Partners Group, LLC Tel.: (623) 594-9283 email@example.com Web site: http://www.estrellapartners.com/ Table of Contents INTRODUCTION THE PROBLEM A BETTER WAY ABOUT ESTRELLA PARTNERS GROUP ABOUT THE AUTHOR(S) FOR FURTHER INFORMATION Searches related to IT Vendor Management in Hard Economic Times : Best Vendor Management | Strategic Vendor Management | IT Vendor Management | Vendor Management Strategy | Global Vendor Management | Vendor Management Issues | IT Vendor Management Office |
The Need and Value of a CIO Coach
In today’s challenging economic environment, companies require effective IT executive leadership. As part of the executive team, the chief information officer (CIO) develops and executes strategies that create competitive advantages for revenue growth. But knowing which tools to use—and when and how to use them—to protect current assets is key to a CIO coach’s success. Learn more about making better IT decisions.
Partners Group, LLC Tel.: (623) 594-9283 firstname.lastname@example.org Web site: www.estrellapartners.com Table of Contents INTRODUCTION THE PROBLEM A BETTER WAY PHASE I – UNDERSTAND THE ENVIRONMENT AND ISSUES PHASE II – EVALUATE/ASSESS PHASE III – PREPARE PLANS/RECOMMENDATIONS A SCALABLE AND SUSTAINABLE IT ORGANIZATION ABOUT ESTRELLA PARTNERS GROUP ABOUT THE AUTHOR(S) FOR FURTHER INFORMATION Searches related to The Need and Value of a CIO Coach : Business Vision | Business Vision Accounting
Retained IT Staff: On e Size Doesn’t Fit All Models
Retaining good IT staff for clients is no easy task. They face issues regarding competitive rates, contracts, benefits, liabilities, and more. So how do companies determine if they have the right model of retained staff? Or how much of a firm’s IT should be outsourced? What are the typical billing models used by service providers? Get help with these and other questions, addressed from the service provider’s perspective.
Partners Group, LLC Tel.: (623) 594-9283 email@example.com Web site: www.estrellapartners.com Table of Contents SUCCESSFUL SIZE / RATIOS FOR A RETAINED STAFF MODEL DIVISION OF RESPONSIBILITIES BILLING METHODS FOR APPLICATIONS SUPPORT WORK COMMUNICATION / ESCALATION BEST PRACTICES FOR OUTSOURCING VENDORS ABOUT ESTRELLA PARTNERS GROUP ABOUT THE AUTHOR FOR FURTHER INFORMATION Searches related to Retained IT Staff: One Size Doesn t Fit All Models : Business Staff | Retained Staff Performance |
Program Management Office: A Term Not Fully Understood
The term program management office (PMO) has been around for some time. Its core concepts, methods, and benefits have remained constant, while resources and tools have changed somewhat over the years. But not understanding what a program office is and when it should be leveraged is a common pitfall and reason for failure. Find out more about the program office, and its roles, processes, and responsibilities.
Partners Group, LLC Tel.: (623) 594-9283 firstname.lastname@example.org Web site: www.estrellapartners.com Table of Contents INTRODUCTION THE PROBLEM PROGRAM OFFICE ASSESSMENTS PROGRAM OFFICE COMPONENTS PROJECT OFFICE SPONSORSHIP PROGRAM OFFICE RESOURCES PROGRAM OFFICE TOOLS ESTRELLA PARTNERS GROUP SOLUTION ABOUT ESTRELLA PARTNERS GROUP ABOUT THE AUTHOR. FOR FURTHER INFORMATION Searches related to Program Management Office: A Term Not Fully Understood : Programme Management | Effective Program
Manufacturing 2007 Executive Summary
For a decade, IndustryWeek and the Manufacturing Performance Institute (MPI) Census of Manufacturers have provided data to US manufacturers. This year, MPI fielded a similar survey in Canada, offering an intriguing look into the differences between the Canadian and US manufacturing landscapes. This executive summary presents combined data from these surveys, aimed at helping manufacturers meet future challenges.
Current year (hours) (N) 623 546 77 Median 20 20 24 Average 140 144 108 75th Percentile 5 5 8 25th Percentile 60/td> 60 73 All Plants U.S. Canada Three years ago (hours) (N) 598 526 72 Median 24 24 24 Average 168 173 132 75th Percentile 7 7 8 25th Percentile 80 80 88 All Plants U.S. Canada Three-year % change (N) 597 525 72 Median -20% -20% -20% Average -16% -15% -22% 75th Percentile -40% -40% -36% 25th Percentile 0% 0% -6% Customer order lead time (order-entry through production to ship for
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