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Will Sage Group Cement Its SME Leadership with ACCPAC and Softline ...

by P.J. Jakovljevic

... 3. Sage Also Acquires Grupo SP, SA. ... ACCPAC is one of the leading accounting, customer
relationship management (CRM), and Internet-hosted solutions vendors. ...

http:/.../Research/ResearchHighlights/Erp/2004/06/research_notes/EN_ER_PJ_06_02_04_1.asp - 24k - 2004-06-02

Summary: By recently acquiring ACCPAC International and Softline, the Sage Group continues to round out by annexation. It currently still has the largest geographic coverage in the lower-end of the mid-market.

Will Sage Group Cement Its SME Leadership with ACCPAC and Softline ...

by P.J. Jakovljevic

... to integrate to—SalesLogix (or now even ACCPAC CRM) or Microsoft CRM, respectively. ...
Ciel, and elsewhere in Europe other popular local brands, like SP in Spain ...

http:/.../Research/ResearchHighlights/Erp/2004/06/research_notes/EN_ER_PJ_06_11_04_1.asp - 28k - 2004-06-11

Summary: The major quandary for Sage/Best will be whether to base the long-term strategy on leveraging ACCPAC's technologically superior product into and overriding a unified enterprise solution, or to remain as a conglomerate of stand-alone solutions with strong brand names.

PeopleSoft Revamps World for Its Mid-Market "Express" Conquest ...

by P.J. Jakovljevic

... applications, technical and end user training and implementation services, while
in 2001, PeopleSoft launched Accelerated SCM, Accelerated CRM, and Accelerated ...

http:/.../Research/ResearchHighlights/Erp/2004/07/news_analysis/NA_ER_PJ_07_27_04_1.asp - 24k - 2004-07-27

Summary: The major factors of success in business applications for the mid-market segment have traditionally been--flexible pricing, packaging and deployment options; speed of implementation; vertical focus; interconnectivity to other applications and legacy systems; product scalability and scope expandability; I

Job Scheduling Maze in Distributed IT Landscapes – Part 3 » The ...

... pushed out to what will likely be a Service Pack (SP) release after ... sets like supply
chain management (SCM), customer relationship management (CRM), BI, etc. ...

blog.technologyevaluation.com/.../2008/12/16/job-scheduling-maze-in-distributed-it-landscapes-–-part-3/ - 58k - 2008-12-16

IBM and Deutsche Telecom Announce Plans for 100 Terabyte Data ...

by M. Reed

... Management (CRM) applications. The warehouse will be built by T-Nova, Deutsche
Telekom's systems integration subsidiary, and will use IBM's RS/6000 SP parallel ...

http:/.../Research/ResearchHighlights/DataWarehousing/1999/12/news_analysis/NA_DW_MFR_12_15_99_2.asp - 5k - 1999-12-15

Summary: According to an announcement by International Business Machines on Thursday December 16, 1999, IBM is working with German telecommunications services company Deutsche Telekom to assemble the largest data warehouse in the world. When complete, the warehouse will contain up to 100 terabytes of customer and

Global versus Local Channel Approach, Who Will Win?

by P.J. Jakovljevic

... elsewhere in Europe, other popular local brands like SP in Spain ... select additional
applications such as customer relationship management (CRM), human resources ...

http:/.../Research/ResearchHighlights/ERP/2005/08/research_notes/EN_ER_PJ_08_26_05_1.asp - 24k - 2005-08-26

Summary: There is a clear distinction between the market dynamics within the respective MBS and Sage/Best channels.

QAD Seemingly Nearing The Corner

by P.J. Jakovljevic

... for a highly scalable cross-platforms solution, and for much broader functionality
beyond traditional ERP boundaries (eg, more intricate CRM, or complex ...

http:/.../Research/ResearchHighlights/ERP/2002/03/news_analysis/NA_ER_PJ_03_29_02_1.asp - 24k - 2002-03-28

Summary: Recently reported financial results for fiscal 2002 might indicate QAD is nearing the turnaround point, with improved value proposition and cash situation to spar with the economic slowdown and the fierce competition from the bigger vendors and many of its peers.

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1.	CRM Evaluation Center Jul 5, 2009 Today's usage of Decision Support Systems (DSS), combined with vetted CRM knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
2.	Mirapoint Adds Web-Mail Client to Messaging Appliance Line (3 Pages) by P. Hayes Jun 7, 2000 Abstract : Given that the SP can host well over 200,000 mailboxes, the cost of the WebMail Direct option is minimized to approximately .16 cents a mailbox (bringing the total cost of a mailbox, including hardware to just shy of .80 cents (US).
3.	CRM, Success, and Best Practices: A Wake Up Call Part Two: Modeling Success with Senior Management and CRM Culture (8 Pages) by Glen S. Petersen Oct 22, 2004 Abstract : To maximize the return on investment of a customer relationship management system, a new CRM best practices model should be used. A point-based system, self-assessment model that emphasizes senior management leadership and the need to create a culture consistent with CRM can lead to a deployment strategy that is correlated with success. An interactive version of this assessment is included with this article.
4.	CRM, Success, and Best Practices: A Wake Up Call Part One: Searching and Establishing the Business Parameters of CRM (7 Pages) by Glen S. Petersen Oct 21, 2004 Abstract : Customer relationship management is a sophisticated set of customer-facing tools; however, its technology has outpaced the management strategy used to implement it. Moreover, murky definitions and objectives have caused varying degrees of success and failure to emerge from the same initiative. Clearly defining the objective, implementing holistic best practices, and ensuring that senior management understands CRM as a business strategy can help maximize a CRM investment.
5.	Why CRM Is So Hard and What To Do About It: Data is key to making CRM work (3 Pages) by Barry Briggs Dec 25, 2002 Abstract : Making a CRM investment work is a two-step process that begins with unifying disparate systems by creating and managing standardized, reusable business definitions mapped to the different CRM system schemas throughout the organization.
6.	Why CRM Is So Hard and What To Do About It: Data is key to making CRM work (3 Pages) by Barry Briggs Apr 30, 2002 Abstract : Making a CRM investment work is a two-step process that begins with unifying disparate systems by creating and managing standardized, reusable business definitions mapped to the different CRM system schemas throughout the organization.
7.	CRM is Busting Out Of Its Britches: Operational, Analytical, and Collaborative CRM Are Born (3 Pages) by Randy Garland Aug 27, 2001 Abstract : Back in the early 90’s, ‘CRM’ wasn’t even a trendy acronym. You had a few players thinking beyond 'stovepipe' enterprise applications, but not much beyond. Fast forward to 2001. CRM has gotten fat, and the fatter it gets, it becomes more difficult to understand, more expensive to buy, more difficult to implement, and less likely to satisfy - either buyers of the software or their customers. Keep your eye on the ball: your customers, and your business.
8.	Customer Relationship Management (CRM) - CRM Acronym Definition and Related White Papers ( Pages) by TEC Staff Jun 13, 2009 Abstract : Customer Relationship Management (CRM) systems are software systems that cover the range of interaction a company has with its current, or potential customers. Its functionality can include marketing automation, sales force automation, help desk, customer service and support, partner management, contract management and creation, project and team management, Internet sales, e-mail response management, analytics, and important technical criteria.
9.	CRM: Creating a Credible Business Case and Positioning It with the CEO Part Two: Linking CRM with Organizational Direction (6 Pages) by Glen Petersen Nov 9, 2004 Abstract : An effective business case must link CRM with achieving organizational objectives; but this step is just the beginning. Credibility implies that the document clearly delineates assumptions regarding cause and effect plus the mechanism that will be used to assess results and declare success.
10.	CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure Part Two: Using A Knowledge Base To Reduce The Time, Risk And Cost Of A CRM Selection (6 Pages) by Lou Talarico & Kevin Ramesan Apr 19, 2003 Abstract : Using a knowledge base in the selection process can reduce the time, risk and cost of procuring technology. Well constructed knowledge bases that are used in a tested selection methodology reduce the RFI process from months to weeks, eliminate data quality issues and allow an apples to apples comparison of vendor offerings.

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