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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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Visit the TEC store to compare leading software solutions by funtionality, so that you can make accurate and informed software purchasing decisions.
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Digital Business Service Providers Series: Market Overview
Today’s Digital Business Service Provider (DBSP) market is a complex of interrelated services and provider capabilities. This article traces the history of the

dss mass mail  business. Extensive MRP and DSS systems extended the range of consulting services, particularly for risk management and accounting based financial service consultants such as Deloitte and Touche , KPMG , and PriceWaterhouse . Companies like EDS and CSC become the systems integrators. SMEs were shut out of these developments to a large extent, but took advantage of lowered software costs to automate their businesses; small-scale service providers and some of the larger consultancies such as Deloitte paid

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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

Quote-to-Order (Q2O) Systems

Quote-to-order (Q2O) solutions (sometimes known as configure, price, and quote or CPQ) enable manufacturers to mobilize their mass customization initiatives. These systems can reduce time-consuming quoting and ordering processes, decrease unit costs, and lower sales costs. Q2O suites can further help enterprises increase sales effectiveness across all channels. These solutions help companies that sell complex products and services shift their focus to customer-facing sales and service issues. 

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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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BoldFish’s Opt-In E-Mail Delivery System ~ ‘Oh My That’s Fast!’


BoldFish will deliver the message faster and more reliably than any other opt-in mail delivery system on the market today.

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EarthLink’s Pilot of Wireless Email via BlackBerry Handhelds


The initial Pilot test of the BlackBerry Handheld e-mail device will be limited to 500 users for a cost of $34.95 (USD) per month, including unlimited messaging and the lease cost of the wireless device.

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E-mail Marketing vs. Spam: A 10-round Smack-down


Whether you’re a heavy e-mail marketer, or thinking about using e-mail to market to prospects and customers, there are plenty of challenges to work through, including anti-spam compliance, single- and double-opt-in methods, text vs. HTML formats, white-listing, black-listing … In order to increase your success as an e-mail marketer and not get tagged as a “spammer,” learn about the ten rounds you’ll need to fight through.

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Analysis of Sendmail, Inc.'s Largest Open Source Release in Twenty Years


sendmail 8.10 now includes SMTP authentication and support for the lightweight directory access protocol (LDAP) and multiple queues.

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Case Study: Hartman Rauta Oy


Hartman Rauta Oy (Hartman) had been using IBM Lotus Notes V7 software as its legacy e-mail and messaging platform. Although satisfied with the existing system, the company wanted to take advantage of updates and improvements available in the latest version. Hartman also wanted to implement a virtual group working environment to support improved communication and collaboration. Learn how Hartmann managed the update.

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Death to PST Files


Because e-mail is a source of vital information, users are reluctant to delete old messages. To get around typical storage limits imposed by IT administrators, they often rely on Microsoft Outlook PST files that are stored on individual work stations instead of on a central server—a solution that carries serious risks. Find out what those risks are, and learn about e-mail archiving solutions that can help you avoid them.

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Outbound Email Security and Content Compliance in Today's Enterprise


E-mail is one of the most important communication mediums. However, its ubiquity has exposed enterprises to a wide variety to new risks. While a great deal is known about inbound message-borne threats, such as spam and viruses, relatively little attention has been paid to outbound e-mail content. This annual survey examines the level of concern in organizations; the technologies used to mitigate risk; and the state of e-mail-related policy implementation and enforcement.

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At Least Your Boss Can't Read Your Home E-mail, Right? Wrong!


A lower-court judge in St. Paul granted a subpoena to Northwest Airlines allowing them the search the home computers of employees for evidence of allegedly illegal union activities.

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E-mail as Intellectual Property


E-mail is more important to companies than ever, since sensitive information is e-mailed both inside and outside the organization. However, growth in overall e-mail volume, driven by more sophisticated spamming attacks, as well the need to ensure content is suitable for purpose, means that we now must reconsider how we view e-mail management within the organization.

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