Abstract: Want to really frighten someone? Invite the poor soul to a meeting titled “Marketing Integration Planning.” Because when marketers hear “integration” they imagine the goal is total, perfect integration, and lose heart—not realizing smaller victories can be achieved along the way with big payoffs. Demystify integration: discover what’s really achievable based on the needs and capabilities of your company and suppliers.

Abstract: Small and medium businesses (SMB) generally purchase integration solutions that conform to plans of their larger business partners. Their decisions are reactive, rather than proactive. Understanding the SMB market can help integration solution providers better understand SMB needs. This white paper addresses integration in the SMB market in two parts: the first deals with understanding the nature of the SMB market; the second deals with what SMB integration solutions should address.

Abstract: Data integration is a key enabler for supply chain modernization. Competition is driving increased integration of the supply chain, both due to direct cost pressures and to increased globalization. There can be little doubt that well implemented supply chain integration saves labor costs and improves inventory control. This has often been a complex and costly proposition. Standards, improved products and a common understanding of best practices for distributed systems are reducing the price of entry to supply chain automation. This will, in turn drive broader integration of manufacturing and distribution endpoints.

Abstract: So, whether the need for integration arises from the proliferation of business applications within your own enterprise, the results of mergers and acquisitions, or from the demands of e-business, integration emerges as a significant challenge in responding to the demands of business today. What then constitutes integration and how do you go about meeting these challenges? This is an excerpt from the book ERP Optimization (Subtitle: Using Your Existing System to Support Profitable E-Business Initiatives).

Abstract: Integration of business processes between your enterprise and others presents unique challenges beyond the trials you face with enterprise application integration alone. And this 'B2B integration' becomes even more challenging as your trading partner community grows to include more partners and collaborative business processes. But what if we start over and take a fresh look at the problem?

Abstract: The potential value of centralized data integration is enormous. Once implemented, integration systems promise to deliver more accurate and higher quality data. However, for those who venture into the world of implementation, the promise rarely matches the reality. Avoiding the “data integration migraine” requires careful planning to reduce the risks associated with data relationship, transformation, and map discovery.

Abstract: 'I recently had lunch with a colleague from a major international consumer goods manufacturer and we looked at the results for his company. There were a handful of vendors touting solutions for his company s integration requirements. The colleague works right at the heart of these processes with good visibility into both the business side of the house and IT. And he was shocked at the results.'

Abstract: Product Lifecycle Management (PLM) solutions have to work with many other systems, not just ERP, so integration is not a new issue for PLM vendors. Most PLM vendors recognize the need for integration and have addressed the need in their toolkits. The additional work comes from integrating the concepts and semantics of one system to the next, if this business level integration has not already been provided between the two systems. This can be a big challenge for best of breed vendors, who may need to rely on systems integrators for much of this conceptual and semantic integration.

Abstract: Private Label product sales have increased significantly over recent years, with the level of penetration and sophistication varying by country and retailer strategy. Many of the most successful Private Label retailers are moving this approach on and positioning the Private Label, thus the whole store, as the brand. By owning the brand, the retailer must deal with complexities and issues more traditionally associated with the CPG brand manufacturer. These issues include time to market, regulations, quality, and safety or consumer pressure. Failure to establish adequate processes and systems to support the brand can tarnish the brand and, in many cases, have severe economic implications across the whole range of products sold. Brand integrity has been identified as one of the key issues faced by Private Label retailers. In this white paper, learn more about the brand integrity strategies used today by some of the most successful Private Label retailers.

Abstract: Successful e-businesses of the future will be those who treat e-business as the collection of processes, which allow multiple companies to work cooperatively and collaboratively to produce a seemingly seamless integration of businesses operating as a virtually vertical enterprise. And with this integration of business processes comes the requirement to integrate disparate business applications. This is an excerpt from the book ERP Optimization (Subtitle: Using Your Existing System to Support Profitable E-Business Initiatives).

Abstract: Two ERP vendors recently signed agreements to resell integration software from Enterprise Applications Integration vendors.

Abstract: Mid-market companies can level the competitive playing field by using business integration technology. Integrated processes reduce costs by decreasing data entry errors, improving supply chain responsiveness, and increasing inventory accuracy—not to mention eliminating document processing fees and customer charge-backs. But how can mid-market companies leverage the capabilities of 'high-end' integration solutions?

Abstract: While the idea of enterprise-wide data management is conceptually simple, it is extremely difficult to implement in most organizations, due to differences between heterogeneous databases and applications. However, conventional integration software is not required to achieve consistent management of customer data. In fact, integration appliance technology can greatly simplify and reduce the cost of master data management (MDM).

Abstract: Successful enterprise-wide integration strategies for financial institutions (FI) use a holistic approach that formulates a multipronged strategy. This strategy must encompasses a number of individual integration strategies covering data, application systems, and channels. This will help FIs address challenges, remain flexible, and gain a crucial edge over competition in the process.

Abstract: 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.

Abstract: Rising data volume is not the only reason companies are concerned with issues of data integration and data quality. The growing numbers of disparate systems that produce and distribute data add to the complexity. But in many companies, data quality management has not kept pace with the growth of data integration projects, and its use is immature. Find out how moving toward a single data services architecture can help.

Abstract: In continuing our first-time ever questions-and-answers series for software applications vendors, Infor and IFS, two upper mid-market, stalwart vendors, express their views on market trends, platform approaches, and mid-market issues.

Abstract: Information technology product selection is one issue that does not scale up or down with the size of the enterprise. The breadth and seriousness of issues that must be managed by the Information Systems Departments of mid-size companies are the same as those of larger corporations with more people and funding resources to apply to them.