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Software Functionality Revealed in Detail
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 623


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?

623  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

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

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Documents related to » 623

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. Is it only a matter of time before economic realities knock on Oracle’s door?

623  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 Read More

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 company, often modifying its strategy and adopting a tack that would work better. Thus, while Oracle's declining revenue and profit are painfully noted, the company has been taking some long overdue moves to appease its customers and to play fair with the competition. Time will only tell, however, whether Oracle has used these slower economic times to get its act together and to position itself for the its future revival.

623  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 Read More

Double Trouble for Cap Gemini: Integrator's Problems Suggest A Different Approach to Contracting for Technology Services


IT systems company Cap Gemini has been dropped from some large contracts and is being sued for allegedly refusing to perform on another.

623  Gemini America is a $623 million company and points to its strong track record for delivering quality services, with a satisfaction rating of 4.63 out of 5.0 from 2,035 engagements so far this year and an on-time delivery rating of 98%. The larger ($4.4 billion) European parent company was chosen European Company of the Year by the European Business Press Federation. Market Impact Cap Gemini is the largest IT service provider in Europe and has a significant U.S. presence. No company likes to have Read More

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 of expectations—why? For one thing, you need to know what you’re getting into, by going through an intense request for proposal (RFP) process and many rounds of contract negotiations. Find out how to better manage negotiating your outsourcing contract, and more.

623  Partners Group, LLC Tel.: (623) 594-9283 auretsky@estrellapartners.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 Read More

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.

623  Partners Group, LLC Tel.: (623) 594-9283 auretsky@estrellapartners.com 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 Read More

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.

623  Partners Group, LLC Tel.: (623) 594-9283 auretsky@estrellapartners.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 | Read More

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.

623  Partners Group, LLC Tel.: (623) 594-9283 auretsky@estrellapartners.com 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 Read More

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.

623  Partners Group, LLC Tel.: (623) 594-9283 auretsky@estrellapartners.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 | Read More

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.

623  Partners Group, LLC Tel.: (623) 594-9283 auretsky@estrellapartners.com 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 Read More

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.

623  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 Read More