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Abstract: Professional services firms are not like other businesses. They have unique ways of working, unique challenges, and unique opportunities. While progressive project-based businesses have already embraced
professional services automation (PSA)—achieving results and return on investment along the way—there are still many firms that have yet to fully automate their key business processes or integrate their knowledge base.
PubDate: 1/19/2007 3:26:00 PM
Abstract: This white paper highlights key challenges facing the professional services industry, and discusses how the 2007 Microsoft® Office system can help professional services firms enhance business performance by maximizing employee contributions. It also offers examples of firms realizing business impact from their early use of the 2007 Office system, which provides innovative and powerful enterprise-scale capabilities that extend far beyond improving personal productivity.
Abstract: A service business should be managed and measured based on the maturity of the business and the specific requirements of its customers. To take this approach, you need a framework for understanding how a services company and its customer engagement should be measured. Learn about the various ways to support strategic account management at each stage of your company’s evolution, which metrics are most relevant, and more.
Abstract: Adopting on-line payment systems can help businesses improve cash flow and save time and money. Inovium’s integrated, web-based account receivable management application for electronic invoice payment presentment is one such system.
Abstract: Not so long ago, professional services were a predictable domain. However, the world has changed, and professional services firms must strive to understand the shifts that are driving their businesses now, especially the seven “MegaTrends.” This will provide a sound foundation for reacting strategically to these fundamental changes. But what are these MegaTrends, and how do we respond to them?
Abstract: Application vendors are focusing on their install base as their primary source of revenue while cutting costs to provide profitability. Most vendors will tell you that they are both new account and customer oriented, and some have struck this balance. But the vast majority have been worshipping at the Wall Street idol of new accounts for so long that the reality is, they have a new account business model.
Abstract: MCI WorldCom and Critical Path plan to offer the following services: Web mail service, starting at $2 per user, per month, POP3 mail service starting at $3.50/user/month, IMAP4 service starting at $5.50/user/month and a Microsoft Exchange collaborative service starting at $12 /user/month with 20MB of disk space.
Abstract: User provisioning manages the entire life cycle of user access to IT resources. Traditionally, the connection between provisioning and IT security administration has been unreliable, with too many processes connected to too many systems. A better approach is to leverage a single application for user administration across the IT infrastructure. This model reduces complexity, enhances reliability, and lowers costs.
Abstract: Major vendors are entering the professional services software market and small niche vendors are repositioning themselves to compete. This changing market is conveying mixed messages; however, users can navigate this space by separating market messages from vendors' functional capabilities.
Abstract: Although technology is pivotal in maintaining a competitive edge, many smaller professional services organizations (PSOs) have limited time and resources to dedicate to their IT infrastructure. For this reason, the application service provider model can be a very attractive offering.
Abstract: The CRM market is shifting. Instead of looking for an all-purpose and horizontal oriented CRM application, customers are seeking a more specialized and industry specific tool. From the larger organization to the smallest customers, CRM buyers are expecting their applications to follow their business model with limited need for customization. Interface Software, which is focused on the professional services market, is an example.
Abstract: Since the late nineties, enterprise resource planning (ERP) vendors have developed functionality for vertical markets in the service industry. Simultaneously, professional services automation (PSA) became a viable software category. Consequently, deciphering the difference between ERP and PSA remains a challenge.
Abstract: FREE Professional RFP Letters Toolkit - Accept, disqualify, decline, reject responses to a Request for Proposal, protest against unfair contract award
Abstract: In the short term, Microsoft Dynamics SL will likely follow the professional services automation (PSA) trend of extending functionality to the Web. In the long term, its eventual absorption into the Microsoft Dynamics product line may affect Microsoft's strategy in the project portfolio management marketplace.
Abstract: Professional services organizations (PSOs) currently face a number of financial and resource management pain points. Discover the benchmarks PSOs can use to improve management capabilities and how business applications can help PSOs achieve their goals, including streamlining their businesses, increasing operating margins, and meeting the internal and external challenges posed by today’s fast-paced global marketplace.
Abstract: To address the needs of customers as well as emerging workplace trends, Microsoft focused the design of Microsoft Office Professional Plus 2007 around four key goals. They are: working more efficiently with better results, collaborating with others across boundaries, making better use of information, and streamlining processes and controlling content. These goals correspond to long-term investment areas that Microsoft began with Microsoft Office 2003 and continues to focus on today.
Abstract: Professional service providers are starting to apply supply chain management concepts to their strategies for hiring and retaining talent. Adapting to market demands such as globalization and a more sophisticated client base means human resources departments need a complete and integrated process of talent management. But hiring and keeping top talent can also help you increase revenues and increase client loyalty. Find out how.
Abstract: How can a professional services firm grow profitably while providing clients with the services and project pricing they demand? The firm must rely on best-practice solutions to gain control over every aspect of business—from business development to resource planning to billing. Firms that plan and staff projects by relying on combinations of spreadsheets and management instinct will fall behind.
Abstract: The intensity of global competition in the professional services market has just begun. As the Internet takes its rightful place as the platform for communication and collaboration, it has also increased commoditization and competitiveness in services. To compete in this changing business environment, more organizations need to adopt integrated information platforms to gain enterprise visibility and improve operational efficiency.