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Customer Relationship Management Strategies Part One: Changing Your Approach
Mid-sized companies have the agility of small businesses, and are resource-rich enough to handle CRM implementation. However, without comprehensive planning

h part 14  Relationship Management Strategies Part One: Changing Your Approach Introduction When most people think of enterprise systems they imagine huge racks of server, large memory banks, and an IT department of hundreds of employees or they picture project plans that can fill a three-ring binder and has implementation time that spans years. Customer relationship management (CRM) systems are thought to be the domain of large international corporations and considered overkill for mid-market companies. Read More...
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Documents related to » h part 14


The Seven Types of Power Problems
Many of the mysteries of equipment failure, downtime, software, and data corruption are the result of a problematic power supply. Compounding the problem is

h part 14  output set for the high usage part of the season is still being supplied even though the power need is much smaller. It's like putting your thumb over the end of a garden hose. The pressure increases because the hole where the water comes out has been made smaller, even though the amount of water coming out of the hose remains the same. Overvoltage conditions can create high current draw and cause the unnecessary tripping of downstream circuit breakers, as well as overheating and putting stress on Read More...
Federal Procurement Essentials: Sealed Bidding
Selling to the government can bring new life to contract winners, particularly small and medium businesses. In fact, organizations that understand and leverage

h part 14  G. Contract administration data H. Special contract requirements Part II - Contract Clauses I. Contract clauses Part III - List of Documents, Exhibits, and Other Attachments J. List of documents, exhibits, and other attachments Part IV - Representations and Instructions K. Representations and certifications L. Instructions, conditions, and notices to bidders M. Evaluation factors for award Nevertheless, when some flexibility is necessary, feasible, and authorized (FAR 16.203), a simplified contract Read More...
Industry Perspectives: Strategic Workforce Management in the Automotive Industry
There’s a buzz in the automotive industry around the concept of “strategic workforce management”—getting the right people, for the right job, at the right time,

h part 14  colleagues must take to heart as part of continuous business improvement. It's a business imperative for any company hoping to lourish in the 21st Century. Those that do it right will emerge as leaders in the automotive industry. Proile Productivity Mobility Performance & Development Compensation & Beneits Stafing Rate/Ratio (Minority, Age, Part- Time, Gender, etc.) Managerial Bench Strength Operating Proit per FTE Headcount Return on Human Investment Ratio Core Productivity Rate Hire Rate Termination Read More...
The “Gentler” Giant’s Value Proposition to Overcome the “Little Guys’” Perception
Since its launch less than a year ago, Oracle’s VAD Remarketer Program has been quite successful in recruiting new value-added distributors worldwide. But the

h part 14  and educate it about how applicable and good Oracle's products are. For example, it is a little known fact that Oracle Application Express is part of the database. Unlike Microsoft Access , which is on a different code than SQL Server, anything written in Oracle Application Express can be easily migrated to Oracle E-Business Suite , owing to the same data schema and relations. Additionally, Oracle’s post-sale service and support costs remain an issue at all levels compared to Microsoft’s (see Read More...
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures
This part discusses the causes of ill-fated implementation

h part 14  'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures P.J. Jakovljevic - July 11, 2002 Executive Summary What has long been a general feeling based on rumors, news headlines and some casual survey reports hidden within analyst houses' vaults and largely inaccessible to mass audience owing to exorbitant subscription fees, has recently been confirmed in a more tangible manner. Namely, many major companies are Read More...
Compiere ERP Becomes Part of Consona
In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere.

h part 14  Part of Consona In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere . Compiere started back in 1999. One of its founders explained to me that the company's business (circa 2004) largely came from support, migration, and priority requests from clients. An integral component of the delivery model was Compiere's partners. So Compiere focused on providing second-level support to their network of local Read More...
The (NA)Vision of Microsoft Dynamics NAV 2009 - Part 2
Part 1 of this blog series went through the first three generations of the Microsoft Dynamics NAV product, which at the time was called Navision and was owned

h part 14  (NA)Vision of Microsoft Dynamics NAV 2009 - Part 2 Part 1 of this blog series went through the first three generations of the Microsoft Dynamics NAV product, which at the time was called Navision and was owned by the formerly independent namesake company. How has new parent  Microsoft treated the product since acquiring it in 2002 ? Well, ongoing feedback from customers, partners, and market observers shows that Microsoft Dynamics NAV [ evaluate this product ] has maintained Navision’s original Read More...
Global Trade Hits Home at MegaResistCap-Part IV: Blinded Me with Science
At the end of part III of this series, the software selection team at MegaResistCap had turned in their software selection votes to the company’s executive

h part 14  Trade Hits Home at MegaResistCap-Part IV: Blinded Me with Science At the end of part III of this series, the software selection team at MegaResistCap had turned in their software selection votes to the company’s executive operating committee. Jim, director of information technology (IT), was anxiously awaiting the voting result, which was now being announced by Francois, the company’s chief legal counsel. Francois wasn’t one to mince words, and got right to the point: “It is with great Read More...
UNIT4: The (Largely) Untold Story - Part 2
Part 1 of this series started with my invitation by UNIT4 (formerly Unit 4 Agresso), the second-largest business applications provider in continental Europe, to

h part 14  that I might have had (as mentioned in Part 1 ). In hindsight, my initial knee-jerk assessment was way off the mark. UNIT4’s on-premise CODA Financials business continues to provide excellent customer service, while new product updates are being delivered regularly, and the product has a highly professional and experienced team. In fact, not only does on-premise CODA continue, but UNIT4 has been lately putting a lot more “oomph” behind the product in terms of a revamped marketing strategy and new Read More...
Up Close and Personal: Martin Schneider, Senior Director of Communications at SugarCRM-Part 2
In part one of my interview with Martin Schneider, Senior Director of Communications at SugarCRM, we discussed the history of SugarCRM and the open source

h part 14  Close and Personal: Martin Schneider, Senior Director of Communications at SugarCRM-Part 2 In part one of my interview with Martin Schneider , Senior Director of Communications at SugarCRM , we discussed the history of SugarCRM and the open source customer relationship management (CRM) space. Part 2 describes SugarCRM’s approach to development, their partner ecosystem, and how social media has changed CRM. Q: About development—most of it is done by your team of programmers, right?   A: That’s Read More...
Are PLM and Global Sourcing Related? Duh, And How! (Part II)
Part I of this blog post analyzed the white paper entitled

h part 14  Sourcing Related? Duh, And How! (Part II) Part I of this blog post analyzed the white paper entitled Manufacturing Outsourcing: Seven Common Pitfalls to Avoid , authored by Symphony Consulting and Arena Solutions . It also established an intrinsic connection with product lifecycle management (PLM) software technology as a global sourcing collaboration enabler. Indeed, several macroeconomic trends seem to be helping the PLM market, starting with the rampant offshoring of facilities and/or expansion of Read More...
Pricing Management in a Down Economy -- Part 2
Part 1 of this blog series expanded on some of TEC's earlier articles about companies' need for better pricing management and optimization practices. It also

h part 14  more conservative when times are hard and pricing management & optimization is a category of software that is still not proven in the eyes of the conservative market. Still, many pricing vendors mentioned in Part 1 claim that business remains great for them (some continue to grow at over 60 percent year-over-year).  One vendor recently (incognito) said that the economy hasn’t hurt its business yet, but it would be a stretch to say it’s helping. A recent Business Week article entitled Five Don'ts Read More...

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