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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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Compare Software Solutions
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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 example software of dss


State of the MES Software Marketplace
Despite predictions that it would be subsumed by enterprise resource planning (ERP) vendors encroaching from above and automation vendors encroaching from below

example software of dss  performance analysis. As an example, Eckardt points out how the goods received notes (GRNs) in SYSPRO’s Purchase Orders module improved their processes: The use of goods received notes has almost eliminated the unmatched invoices file, and simplified the payment process to such an extent that we grew by 500% without requiring additional A/P personnel. Key Benefits With 3,500 – 4,000 active stock items, SYSPRO’s cycle count function initially saved hundreds of year-end hours on ODG’s inventory

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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

Outsourcing, Applications Software

This RFP is focused on the selection of companies who provide outsource services in the areas of application software. The typical types of activities that these outsource providers perform include software development; software maintenance; software reengineering/rearchitecting; porting software to a new platform; defect correction and bug fixing; and software testing; etc. Application areas could include core applications, enterprise applications, web applications, integration between applications, mainframe applications, desktop applications, wireless applications, software packages, and games. 

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Documents related to » example software of dss

A Definition of Data Warehousing


There is a great deal of confusion over the meaning of data warehousing. Simply defined, a data warehouse is a place for data, whereas data warehousing describes the process of defining, populating, and using a data warehouse. Creating, populating, and querying a data warehouse typically carries an extremely high price tag, but the return on investment can be substantial. Over 95% of the Fortune 1000 have a data warehouse initiative underway in some form.

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The Lexicon of CRM - Part 1: From A to I


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.

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Pronto Software, ERP Vendor


Pronto Software—Australian vendor of software meeting the needs of a range of vertical industries such as retail and food and beverage—wants to ensure it sustains profitable growth. To find partnerships with value-added resellers (VARs) in North America and in other markets, Pronto relies on Technology Evaluation Centers’ (TEC’s) software industry programs. Learn about the other ways Pronto benefits from using TEC.

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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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The Case of A Boutique Vendor's Benefits of Focus - IRM Corporation


A tightly focused vendor, IRM Corporation, has fine tuned its products, services, its sales process and even its commercial terms to match the realities of its sole market – food manufacturers who sell to the foodservice and vending markets.

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Analysis of Adobe’s Integration of IslandData’s Automated E-mail


Adobe’s support site receives approximately 1.3 million client inquiries per month and has been in need of an automated response system to decrease escalating support costs.

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Analysis of Active Voice's Acquisition of PhoneSoft, Inc.


Active Voice will integrate all of PhoneSoft's functionality into their existing "Unity" voice-messaging product to target Lotus Notes Domino R5.

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Software AG


Software AG helps organizations achieve their business objectives faster. The company’s big data, integration and business process technologies enable customers to drive operational efficiency, modernize their systems and optimize processes for smarter decisions and better service.

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New Destinies: Stories of Outcomes Sensed, Predicted, and Changed in the World of the New Business Imperative


Remember 10 years ago, or maybe just 5, you used to have the luxury to think about your decisions. Not anymore. New rules apply to the global business environment. Those who choose real-time business intelligence are likely to gain the insight and agility to measure risk and reward in an instant—and move forward. Destiny is no longer in the hands of fate. It’s determined now, in a second. New outcomes await. Determine yours with business intelligence solutions from SAP.

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Justification of ERP Investments Part Three: Costs of Implementing an ERP System


Enterprise resource planning (ERP) implementation costs can be divided into one-time costs and ongoing annual costs. Both types of costs can be segmented into hardware, software, external assistance, and internal personnel. Reprinted from Maximizing Your ERP System by Dr. Scott Hamilton.

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