Abstract: Learn more about SAP BusinessObjects in this special report, featuring three SAP Insider articles about business intelligence (BI). Part one explains how better interaction with your business data yields better answers to your questions; part two examines whether BI is ready for a broader audience; and part three sheds some light on how decision makers in four different industries are using BusinessObjects.

Abstract: This tutorial, part 2 of a two part series on Knowledge Based Selection, demonstrates the selection processes and capabilities of Knowledge Based Selection Methods and Tools. These tools, integrated with business decision making procedures, can arguably reduce selection risk and improve chances for success in IT projects. Given the appalling rate of IT project failures, selection can potentially help reduce risk in some 30% of cases, with an associated estimated cost of about $30B annually to industry according to some sources. In this tutorial, we illustrate a number of the procedures for rapid decision processing through the real-life selection of a PDA device. The process gave confidence to the argument to wait for the solution, while weighing risk against return.

Abstract: 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

Abstract: 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 most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM.

Abstract: 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.

Abstract: Do executives prefer to purchase business applications as part of an integrated suite or as part of a best-of-breed approach? Are there differences by software category? By region? By company size? How have these preferences changed over time? What are the implications for users and vendors of business applications? Get the answers to these and other questions in this Strategic Perspective from Saugatuck Technology.

Abstract: Part one of the “Lean Simplified” series looked at manufacturing wastes, lean principles, and the benefits of lean manufacturing. Here, in Part two, you’ll be taken through the action stage of lean practices: implementing lean. Understand the “5S” program toward implementing lean and begin laying the foundation of a discipline that is necessary for effective implementation of more complicated lean tools such as kanban.

Abstract: Having moved beyond its original role as a standalone presentation layer to become a part of a larger technology stack, the portal is now considered part of a larger offering, be it in collaboration, vertical-specific applications, or application infrastructure and middleware.

Abstract: Part 2 of a series on Business Process Reengineering: Long Live Business Process Reengineering. In this Part, we discuss some practical steps for actually performing business process analysis and fostering change in your company.

Abstract: Today’s methods for reusing design can add needed speed to the entire product development process. By using the design of an existing part or assembly as a starting point for a newer part or assembly, you can save time while reducing the risk of making fundamental design errors. Learn how to overcome the challenges of optimizing design reuse, by building a reuse library of metadata that automates information retrieval.

Abstract: As the global marketplace continues to become more competitive, enterprises are struggling with how to retain their competitive edge. While many have transferred their databases to internet protocol (IP) to replace outdated systems, some have yet to upgrade their phone systems as part their strategy. Discover how migrating to voice over IP (VoIP) as part of an overall telecommunications strategy can help your business.

Abstract: Now that you have planned and assessed your new system, it’s time to explore the next phase of the integration process: design and pre-deployment testing. Part 4 of this 4-part e-book series provides a basis for the exploration of network design. In addition, it includes a report card that will help you select the appropriate design and validation software tools for your Internet protocol telephony (IPT) system.

Abstract: When deploying any new system, preparation is key—and Internet protocol telephony (IPT) systems are no exception. Part 3 of this 4-part e-book series provides some basic steps you can take to successfully deploy voice and data network services. A complete capabilities inventory has been included to help you ensure that every feature of your current system will be considered for inclusion in your new system.

Abstract: Do you spend all your time chasing new customers instead of taking care of the ones you already have? Most customer relationship management (CRM) projects focus on customer relationships but fail to address customer experience as a loyalty driver. In part two of a two-part series, learn about best practices recommended by customer experience management (CEM) experts, and how they can help you improve long-term loyalty.

Abstract: Customers perceive value based on the experiences they receive—and many big-name companies have tuned into this because they’ve made a connection with customers that transcends the basic functional value they offer. In this first part of a two-part series, learn how traditional customer relationship management (CRM) has often failed in this respect, and how managing customer experiences can drive your revenues.

Abstract: Leveraging corporate knowledge and intellectual property (IP) across the organization is a complex challenge. But an IP management system can help cut through the complexity, capture inputs from all relevant sources, and offer control over the entire process. The solution should be comprehensive, while conferring the right mix of process control and flexibility. (Part Two of a two-part series.)

Abstract: Intellectual property (IP) is a valuable commodity. And today, companies can use new technology, new practices, and organizational alignment to reap the value of corporate IP. The catchphrase of the 80s and 90s was “other people’s money.” But the catchphrase for the new millennium is “other people’s IP.” (Part One of a two-part series.)

Abstract: Bytec, Inc., a supplier of electronic and mechanical assemblies for the automotive sector, needed a system to allow original equipment manufacturer (OEM) customers to trace a particularly complex part. Learn how ByTec chose a solution that provided each part with a unique identity, complete with full traceability through the entire manufacturing process, enabling OEMs to identify faults, and avoid warranty costs.