Abstract: The Public Company Accounting Reform and Investor Protection Act of 2002 (also known as the Sarbanes-Oxley Act 0f 2002) was passed by US lawmakers to reinforce honest and transparent corporate practices in the wake of the various public accounting scandals and corporate failures of the 1990s. As with any far-reaching legislation of this magnitude, there is plenty of hype that has emerged in connection with this law. This document is designed to help large and small companies navigate some of the “hype” that sometimes blurs the line between fact and fiction.

Abstract: The Public Company Accounting Reform and Investor Protection Act of 2002 (also known as the Sarbanes-Oxley Act 0f 2002) was passed by US lawmakers to reinforce honest and transparent corporate practices in the wake of the various public accounting scandals and corporate failures of the 1990s. The Act, named after US Senator Paul S. Sarbanes and US Congressman Michael G. Oxley, has changed the way public companies do business. Although not specifically covered under the Act, non-public entities are also finding that bankers, investors, and acquisition candidates are now conditioned to expect increased transparency and real-time disclosures, in effect placing a greater accounting and reporting burden on companies that are not legally obligated to comply with this act. As with any far-reaching legislation of this magnitude, there is plenty of hype that has emerged in connection with this law. This document is designed to help companies large and small navigate some of the 'hype' that sometimes blurs the line between fact and fiction.

Abstract: Sage Group's decision to finally group its plethora of enterprise-level applications in North America under the Best Software brand in 2002 emanated from the company's ability to deliver highly integrated components, and to weave a unified story around this concoction of products, many of them with best-of-breed traits.

Abstract: Several months after having unveiled its 'customer and/or partner for life' strategy blueprint at the end of 2002, Best Software recently organized its first annual Insights 2003 conference and briefed its partners on the actual steps of executing its strategy to prop itself up against the inevitable face-off against Microsoft Business Solutions.

Abstract: Although SAP’s recently announced tamed results for Q1 2002, which fit within the current market milieu, may add to some challenges moving forward, particularly seen from sharply reduced license revenue, and while some may question SAP’s justification of assimilating its two former subsidiaries, SAP has meanwhile become much more alert and diverse to spar with difficulties.

Abstract: Does Manugistics’ acquisition of a small ERP vendor confirms a further degree of integration and convergence between ERP, SCM and CRM applications in 2002 and beyond, with SCM and CRM moving towards the transactional aspects that have until lately been the prerogative of ERP?

Abstract: On May 30, QAD reported financial results for the first quarter of fiscal 2002. Although not quite turning the corner, the business seems to be stabilizing against the backdrop of the economic slowdown, the fierce competition from the bigger vendors and the plight of many of its peers.

Abstract: Now that is it publicly traded, it is poised for reaching over $400 million revenue mark in calendar 2002. Lawson has maintained significant mind and market share in the service industries sector, and is a recognized competitive force to keep the likes of PeopleSoft, Oracle and SAP on their tiptoes.

Abstract: 2000 and 2001 were difficult times for Infinium resulting in a substantial decrease in revenue and significant restructuring. After a thorough soul-searching exercise at the end of 2001, the company entered 2002 with product offerings that are going back to its roots, and with a determination to sustain success within three key target markets. The result is a renewed employees' and the market's enthusiasm for the company moving forward.

Abstract: The 2002 Sarbanes-Oxley Act (SOX) has affected organizations, their data, and their reporting processes, putting a strain on how their financials are managed. Business intelligence solutions provide answers to these issues, allowing organizations to address SOX compliancy.

Abstract: While the ERP mid-market has seen more vibrant intra-market merger & acquisition activity during 2001, it appears that 2002 will, for some more tenacious Tier 2/Tier 3 vendors, be the year of delivering products under their own steam as to counteract the onslaught by Tier 1 vendors and mid-market juggernauts.

Abstract: With approximately 180 employees, HighJump Software is in growth mode with total revenue up 40% in fiscal 2002 and with current year over year revenue growth of 33%. More impressively, license revenue was up 60% last year and running at growth rate of 60% year to date. How does the relatively small SCE vendor accomplish it? Adaptability and broad functional footprint would be the keys to the answer.

Abstract: The U.S. market for Internet appliances is taking off. The new devices are expected to surpass consumer personal computer shipments in 2002.

Abstract: 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.

Abstract: Having stemmed the tide of losses and returned to profitability in 2001, will in 2002 market witness Baan's return to former ERP stardom given the company's recent product enhancements, new partnerships and customer base retention/expansion initiatives?

Abstract: In several aspects, Lawson Software could be regarded as an enterprise applications market anomaly. For one, at its peak in fiscal 2002, the company boasted annual revenues of nearly $430 million, but it still has only a slender (less than 10 percent of revenues) presence outside of its US domestic market. Further, it remains a major force in enterprise applications software, yet it does not cater the functionality to manufacturing sectors, and the vastness of its sales are thus derived from just a few service-oriented vertical markets-primarily health care and retail.

Abstract: Stampede 2002 has radiated moderate optimism within VARs and other attendees, in a sharp contrast with many other user or industry conferences where we have felt a generally somber, anxious, or at least subdued mood. Small wonder for this isolated ebullience, given that, despite the current soft market, both MBS and most of its partners are still operating well, are discussing closing new accounts, and even expanding.

Abstract: Established in 2002, Fibrelogic is now Australia’s leading fiberglass pipe company. Recognizing that its spreadsheet-based systems—for everything from inventory management to financials—were delaying month-end reporting, the company implemented the PRONTO-Xi enterprise resource planning (ERP) system. Learn how the new system helped Fibrelogic access information for strategic decision making and improve customer service.