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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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 decision matrix merge organizations


SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive Part 2: Challenges and User Recommendations
SAP’s viability and its business applications market’s leadership remains unscathed, as the company remains rock-solid and will be the leader for a long time to

decision matrix merge organizations  data-specific systems to information-rich decision support systems (DSS) is a way to go, as BI is getting increasingly embedded into day-to-day enterprises' operations. To that end, SAP's idea to integrate mySAP SCM with promotion planning and other industry-specific enhancements, although still not crystal clear and not date committed, is an intriguing and shrewd concept, which is also not readily provided by enterprise software providers for the CPG sector. Traditionally, manufacturing, marketing, and

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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

PPM for Internal Departments

A business practice that assists organizations to align their portfolio of projects with their business strategy. Typically IT departments employ an IT governance framework to ensure that their PPM strategy is put into action. With the increasing demand of IT departments to justify their project investments, PPM software has risen in popularity as the tool of choice. It allows both executives and IT decision makers to gain insight into their IT portfolios. PPM software allows IT managers to prioritize projects, allocate resources where needed, and gain financial insight into their portfolio investments. 

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BI State of the Market Report


IT departments rarely know as much about a business as the business people themselves. But business people rarely take action on numbers alone: they share the information with others, soliciting their feedback and performing external research before taking action. Business users still depend on IT to deliver answers related to the information that they receive. Business intelligence (BI) 2.0—also known as collaborative BI—uses the collective intelligence of the user community to enrich existing information. Learn how business intelligence (BI) 2.0 is helping business users create and modify their own reports, share and enrich information, and provide feedback to each other and to information producers.

When the community helps itself, information is turned into actionable information more quickly than when using purely “traditional” methods of community support, such as meetings, phone calls, and e-mail. And when actions are taken more quickly, the entire organization becomes more nimble and ultimately more competitive. This overview discusses how BI 2.0 can provide real benefits within your organization and what product features to look for in a BI solution in order to realize those benefits.

We hope you’ll find this guide a useful tool in determining which BI solution is best suited to your company’s business model and particular needs.


Table of Contents


Executive Overview
Using BI 2.0 to Increase your Competitive Advantage

Case Study
LogiXML Helps to Power its Real-Estate Reporting and Analysis

Thought Leadership
How Smart Marketers Succeed Online

Market Insight
Mashups and Pervasive BI

Report Sponsors
LogiXML

IBM

About TEC



Download the full copy of the TEC 2009 BI Buyer’s Guide for businesses.



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Using BI 2.0 to Increase Your Competitive Advantage


Business users know their data better than IT does. They know the meaning of the data, its history, and its relationship with other data. Yet traditional BI solutions have business users referring to IT for assistance with their data. Also, they are forced to work in silos. Sure, they can create their own reports and maybe even share them with other business users, but when it comes to sharing their own knowledge about the data, they have to rely on e-mail, telephone, and face-to-face meetings. By enabling the sharing of data-related knowledge through the BI system itself, business users become more self-sufficient and actions can be taken more quickly.

The raison d’être of BI is to provide business users with information that enables them to take action. Even if business users are self-sufficient when it comes to creating and sharing data, data on its own is rarely sufficient to take action. Identifying an opportunity in the market through numbers alone is not sufficient to justify investment in a new product or geography. Identifying a bottleneck in a business process is not sufficient to justify changes in the business process. Information about a business issue or opportunity is merely a part of the overall “solution domain.” Action is usually only taken after considering a number of factors in addition to the data, such as human knowledge and experience, the economic environment, and the competitive environment.

In this section, we lay out the capabilities to look for in a BI solution—and specific functional requirements needed to support these capabilities—that contribute to the goal of “harnessing collective intelligence.” In general, the more recent entrants into the BI market are paying the most attention to BI 2.0. Some vendors, such as Good Data, have it as a central component of their solution offerings.

The following are key capabilities of BI 2.0:

  • Collaboration
    Business users are able to share information within the user community and create discussion threads relating to the information.


  • Identification of useful information
    Business users can flag information that is likely to be of use to others within the community.


  • Enriching of Information
    Business users can enrich the information through their knowledge and experience in addition to other external information sources in order to explain trends and generally assist other consumers of that information.


The community of “business users” needn’t be restricted to internal users. User collaboration is already mature within the Web space, under the guise of Web 2.0. With Web 2.0, collective intelligence is harnessed through comments on blog posts; contributions to wikis such as Wikipedia; and tagging of content, such as photos on Flickr. BI 2.0 takes these methods and applies them in the BI space by making data the focus of user collaboration.

The following sections take the capabilities above and list the functional requirements that support them. Bear in mind that each of these functional requirements is a business user requirement and not an IT or development requirement.


Download the full copy of the TEC 2009 BI Buyer’s Guide for businesses.

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SmallSmartFast Organizations


At ChainLink we have talked a lot about the advent of SmallSmartFast technologies—ever-smaller and ever-smarter devices and software that is fast to implement and give us information and answers in real-time.

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Ask the Experts Question: Do Organizations Really Need a Physical Data Warehouse Structure?


We recently had a question from one of our readers (through our Ask the Experts page) discussing QlikView’s approach to data collection. Reader’s Question “QlikView says its innovative way of collecting data and not needing a physical data warehouse (DW) structure is the right thing to do in DW/business intelligence (BI) solutions. Can one expect to build a sustainable / scalable corporate

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People Don't Leave Bad Organizations. People Leave Bad Managers!


One of the most neglected areas of an enterprise is the warehouse. When errors occur here, the whole company is affected, so it is crucial that good managers nurture the skills of warehouse employees.

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A Model Solution for Textile and Apparel Organizations


The textile and apparel industry is characterized by rapid change. Identifying and swiftly responding to market trends is essential for the manufacturers and distributors of these consumer-driven goods. Doing so efficiently—and cost effectively—demands a delicate balance, as these organizations can’t sacrifice the integrity of their brand. Know how to transform your business into a competitive, demand-driven enterprise.

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David vs. Goliath? Talent Management Outlook in Midsized vs. Large Organizations


Many surveys address how the needs of human resources (HR) vary, but they often focus on the difference between small and large organizations with the assumption that midsized organizations are similar enough to large organizations not to require extra focus. To get a different perspective, we looked specifically at how the HR function in midsized organizations compares to their much larger counterparts. Are they as similar as is popularly believed?

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Decision Resources, Inc.


DRI is a manufacturing system expert and a provider of Infor SyteLine ERP. With more than 500 implementations, the professional services group consists of business consultants, IT project managers, lean consultants, software developers, Six Sigma experts, and more. The organization has real-world experience in many industries—from electronics companies to equipment manufactures and from steel foundries to high-tech aerospace firms. Founded in 1978, DRI has offices in Pittsburgh, Chicago, Austin (TX), and Wichita (KS). DRI is a Gold-level business partner with Infor Global Solutions.

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Beyond the Shop Floor—Efficient Organizations Have Lean Offices


Lean is not only for the shop floor—the principles are also well suited to driving improvement in the office. Although some of the concepts can seem alien to office workers, the right technology and educational support can help your administrative teams realize significant savings in time and effort.

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TEC 2012 SCM Market Survey Report: What Organizations Want in Supply Chain Management Software


This report is based on aggregate data collected from more than 600 SCM software comparisons performed using Technology Evaluation Centers’ TEC Advisor software selection application. Although the characteristics that SCM customers are looking for vary according to the specific SCM software segment being evaluated, TEC data show that at the supply chain suite level organizations are mainly seeking these characteristics: collaborative capabilities, cloud deployment, analytics, adaptive solutions, and in-memory computing.

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Why Professional Services Organizations Need Improved Financial and Resource Management


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.

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