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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.
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 J Part 3


The Lexicon of CRM - Part 2: From J to Q
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for

J Part 3  covers the alphabet from J to Q. For A to I, see Part One . J  J2ME - Java 2 Micro Edition . A highly optimized Java runtime environment targeting a wide range of consumer products, including pagers, cellular phones, digital set-top boxes, and car navigation systems. JDBC - Java Database Connectivity . JDBC technology is an API that lets you access virtually any tabular data source from the Java programming language. It provides cross-DBMS connectivity to a wide range of SQL databases. There is also a

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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.

Compare Now

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » J Part 3

A Tale of a Few Good SCM Players - Part 3


Part 1 of this blog post series followed the progress of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan was the epitome of a well-managed supply chain management (SCM) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company set the industry standard for the

J Part 3  solution portfolios than Manhattan. JDA especially is making inroads in manufacturing along with retail, while, as mentioned in Part 2 , RedPrairie is also supporting retail store planning, logistics, warehouse, assembly line sequencing, etc. Part 4 of this blog series will conclude with some attempted predictions about what’s in store (no pun intended) for all three SCM vendors. In the meantime, your comments and feedback with regard to the opinions and assertions expressed thus far are welcome. What Read More

J.D. Edwards On The Mend; This Time Might Be For Real Part 3: User Recommendations


In anatomic terms, J.D. Edwards has been showing some muscles on top of its solid but unexciting ERP skeleton and XPI-based connective tissue, chords and cartilages.

J Part 3  on recent developments at J.D. Edwards. Part One detailed the announcements. Part Two discussed the Market Impact. Continuing Aggressive Sales Strategy On the other hand, as a part of its more aggressive sales strategy and revenue boost, J.D. Edwards has also been targeting a number of vertical markets for its SCM solutions, and is thereby attempting to bolster its professional service organization. Already, there are solutions for high-tech/electronics, industrial fabrication & assembly (IFA), Read More

The Lexicon of CRM - Part 3: From R to Z


CRM. C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part three of a three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM

J Part 3  Part One . For J to Q, see Part Two . R  RDBMS - Relational DataBase Management System . The typical, standard database, with both data models, data definitions, and data storage capabilities. Examples include Oracle's 9i database, Microsoft's SQLServer 2000, and IBM's DB2 and Informix. RFI - Request For Information . A formal document sent by a customer to a vendor asking for specific information about their product or line of products. It's usually the first salvo in several rounds of information Read More

The Lexicon of CRM - Part 1: From A to I


C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, is the Lexicon of CRM.

J Part 3  Lexicon of CRM from J to Q. Part 3 covers the Lexicon of CRM from R to Z. Read More

They do it like that in the Balkans-Select and deploy ERP, I mean (Part II)


The Part I of this blog topic concluded with SAP's supremacy in the upper-end of the regional market. What also helps SAP ERP [evaluate this product] is a number of well-established value added resellers (VARs) that cover the entire former Yugoslavia region, some of which have a few dozen renowned installation sites (customer references) and a roster of experienced consultants. Some of these are

J Part 3  Serbia ) and Uprava Javnih Prihoda ( Internal Revenue Service , part of the Serbian Ministry of Finance ), there are about 150,000 such enterprises. This market segment is thus apparently much more attractive, and there is a much wider, albeit also much more diverse and scattered, supply of software solutions. There, Microsoft Dynamics NAV [ evaluate this product ] has about 50 sites, and one would expect its success in the region with an abundance of livestock, slaughterhouses and meat processing Read More

Epicor Claims The Forefront Of CRM.NET-ification Part 1


By harnessing .NET possibly more zealously than its creator Microsoft’s Great Plains and Navision enterprise counterparts, and while difficult market conditions continue to persist, Epicor might be showing us that ‘a brave heart and wise mind’ can keep it in the mid-market leadership race amongst aslew of formidable opponents.

J Part 3  & L. Talarico - June 11, 2002 Event Summary On May 21, Epicor Software Corporation (NASDAQ: EPIC), one of leading providers of integrated enterprise and e-Business and collaborative commerce software solutions solely for the mid-market, announced Clientele Customer Support 8.0 , the first application of the Clientele CRM.NET Suite that is completely built on the architecture of the Microsoft .NET Platform . Clientele Customer Support 8.0 is envisioned to provide a hands/administrator free deployment Read More

It’s About Process (or Ability to be Responsive) -- Part II


Part I of this blog series introduced the notions of workflow automation and business process management (BPM). It also tackled the similarities and subtle differences between the two related software categories. Microsoft, for example, informally demarcates the Microsoft Windows Workflow Foundation (WF) focus on "internal processes" from Microsoft BizTalk Server's "external BPM" use. Namely

J Part 3  the necessary legacy systems; Joint teams to build applications for the end user that enforce the processes and rules; and Management to review process performance (e.g., the required time to resolve client return exceptions) and even adjust process parameters in real-time (e.g., increasing the dollar value threshold during peak periods to trigger management review and approvals of client returns). Therefore, the most vital BPM attributes would be the following: being event-driven, orchestrated, intended Read More

Consona’s CEO Clearing the Air (about Compiere) - Part 2


Part 1 of this blog series talked about Consona Corporation’s recent acquisition of leading open source and cloud computing enterprise resource planning (ERP) provider Compiere. After reading a slew of speculative blog posts (including the one from TEC’s free and open source [FOSS] buff and advocate Josh Chalifour), I had an incisive briefing with Consona’s CEO Jeff Tognoni, to

J Part 3  briefing with Consona’s CEO Jeff Tognoni, to give the company a fair chance to explain its strategy and the rationale behind the acquisition. In Part 1 , Tognoni first  dispelled any idea that Consona’s intentions were to to copy the much larger and also acquisitive vendor Infor , as suggested by the related ERP Graveyard blog post . Thereafter, he explained that his interest in Compiere’s cloud platform coincided with (and was validated by) the  recent launch of Consona’s CRM Cloud Read More

Pricing Management in a Down Economy -- Part 2


Part 1 of this blog series expanded on some of TEC's earlier articles about companies' need for better pricing management and optimization practices. It also introduced the FUD (fear, uncertainty @ doubt) notion about how appropriate these solutions might be in a down market. It appeared that at least the service sector (including spare parts pricing) remains largely impervious to the economic

J Part 3  pricing management solutions. The jury is still out on whether the recently announced Oracle Deal Management offering is perhaps a sign of the market's validation, a threat to the pricing specialist vendors, or both. Some of the pricing specialist vendors see no real consequence to Oracle's forays, since price optimization is about science, software and expertise.  The relatively simple scoring and analytics that Oracle offers will not qualify according to them. The likes of Zilliant and Vendavo have Read More

What Can Manufacturers Do in a Tough Economy? - Part II


Part I of this blog series outlined the first three suggested "winning strategies" by JDA Software Group Inc. that manufacturers (especially of consumer goods) could instantly deploy to drive up margins and protect shareholder value in the current economic climate (malaise). I also took the liberty of mapping, with the help of some current and former employees of JDA Software and former

J Part 3  and former employees of JDA Software  and former Manugistics (now part of JDA), the appropriate current JDA solutions to each suggested strategy. The second and final part of this blog series continues with the remaining three pieces of advice, and with my analysis. Advice #4: Collaborate with Channel Partners to Promote Products with Bloated Inventories Caused by the Downturn – For the products that have fallen victim to the abrupt economic downturn, manufacturers should work collaboratively with Read More

The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 1


The recent three-part series entitled “Navigating Between Service Management Scylla @ Charybdis” analyzed the phenomenon of service economy, or the increasing importance of the service sector in industrialized economies. But while the vast customer service software market’s opportunity was examined there, the series also pointed out the treacherous complexity of planning

J Part 3  decisions usually impact more jobs and resources. Planning decisions play a bigger part in the bottom-line performance of the service business (i.e., financial profitability or  net income ). In other words, by omitting or neglecting any of these important logical steps, any company’s ability to deliver customer service will likely be impaired. Scheduling and Executing: Where the Rubber Meets the Road It is likely that every service business experiences the operational service chain optimization Read More

Finding the Key to Small Manufacturer's Profits - Part 2


Part 1 of this blog series discussed the genesis of ProfitKey International, one of the longest-standing enterprise resource planning (ERP) providers for small to midsize discrete manufacturers that has never been merged with another peer product. After the protracted bankruptcy saga of its former parent company, HALO Technology Holdings, ProfitKey was recently bought out by Phoenix Asset

J Part 3  do financial consolidation. Another major challenge comes from reliance on the outdated and non-mainstream Unify Gupta technology platform (see Part 1), whose look-and-feel and navigation methods look archaic of sorts, and are reminiscent of the client-server era of the 1990s (remember the old Beetle analogy from the previous section). The current Gupta release doesn’t offer Web Service-based integration, which necessitates inelegant flat files and comma-separated values (CSV) files-based Read More

Deltek's Second Bite at the IPO Cherry (Part IV)


Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [evaluate this product] and Deltek Costpoint 6 [evaluate this product] suites. It also tackled the related potential opportunities for Deltek. For one, key up- and cross-sell opportunities should come from: Additional modules, especially from the newly minted Deltek EPM [evaluate this product] suite: The

J Part 3  Suite [EBS], Siebel and JD Edwards to offer a full fused suite). Neither Oracle nor SAP reportedly has a fully dedicated sales force targeted exclusively to the project-focused marketplace. Yet, fierce competition can come not only from SAP or Oracle, but also from many Tier Two enterprise resource planning (ERP) vendors with a focus in the aerospace & defense (A&D) industry. As also pointed out in the Enterprise Systems Spectator's blog post , Deltek has strong project management and project Read More

To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIa)


The first part of this blog series described the opportunity for software as a service (SaaS) or on-demand enterprise applications, especially in the current difficult economic milieu. But before any vendor can embark on delivering a SaaS offering, it must understand several misconceptions about SaaS. Part two then analyzed the first two of the top five SaaS assumptions that Gartner recently

J Part 3  no magic bullet yet, just a long and painful learning curve. The good-old (and daunting) “Build vs. Buy” cost analyses apply at every step, from deciding on the solution’s expertise (functional footprint), architecture, plumbing tools, hosting mode, platforms, etc. Even when all these decisions have been made and the SaaS product is delivered, then come the serious preparation tasks for technical operations of a SaaS business, such as quality testing of software , management of the product’s rel Read More