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Agile ERP Vendor Ditches a Microsoft Dynamics CRM Alliance for, well, its own CRM Solution (Part I)
Writing about failed partnerships in the enterprise applications market is like writing about the sun setting in the evening and to the west, given almost daily

i part 14  corporation, of which Agresso is a major part ( TEC estimates 65 percent or more), plans to grow to a $700 million company by 2010.  One avenue to this ambitious target is via a continued accelerated organic growth, since the company has been growing organically at 40 percent or more in 2007 on the strength of its flagship ERP product line, Agresso Business World 5.5  [ evaluate this product ], which was released with advanced features in late 2005. Over 2,700 companies and organizations in 100 countr Read More...
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Documents related to » i part 14


Mega-vendors Warming Up to the Cloud - Part 1
At the time when my recent “SaaSy Discussions” series was already being published, I had an update briefing and great discussion with Colleen Niven Smith, vice

i part 14  was already being published, I had an update briefing and great discussion with  Colleen Niven Smith, vice president of software-as-a-service (SaaS) initiatives at Progress Software . Smith and Progress Software’s findings on SaaS industry dynamics concur with my assertions that growth of SaaS-based offerings is expected to outpace traditional on-site enterprise applications business in the not-so-distant future. Combined competitive, organizational, and technological factors are expected to fuel Sa Read More...
Partner-friendly Oracle Update - Part 1
I certainly anticipated that the nearly 60 acquisitions by Oracle since 2005 would help the largest business software company in the world (with more than 320

i part 14  series of blog posts, I plan to analyze Oracle’s recent moves to mitigate its abovementioned traditional shortcomings. The series starts with this post on Oracle’s strategy to become both a better partner in general and to attract smaller partners and customers. To that end, Oracle’s Worldwide Alliance and Channels (WWA&C) organization’s mission statement is as follows: “To increase revenue and profitability for Oracle and our partners, while building a strong ecosystem to better support solutio Read More...
Deltek's Second Bite at the IPO Cherry (Part II)
Well, a few months after Part I of this blog post was published, which focused on Deltek's pre-New Mountain Capital private equity investment era, the time has

i part 14  traditionally conservative Deltek. Therefore, I would imagine a healthy uptake on the EPM suite (and its parts) amongst Deltek’s large government contractor installed based, given the need for compliance with these new, non-negotiable federal mandates that make those gravy train contracts a matter of the remote past. The average selling price for an EPM suite ranges from $50,000 to $75,000 and anyone can do the math (given several thousand of low hanging fruit existing Deltek customers). The Del Read More...
Vertical Solutions Inc.-All About Field Service: Part Two
In a blog post last week, I talked about Vertical Solutions’ (VSI) offerings for field service management (FSM), including the company’s customer profile

i part 14  post last week , I talked about Vertical Solutions’ (VSI) offerings for field service management (FSM), including the company’s customer profile, partners for extending the solution, and VSI’s big data capabilities. To expand on the company’s value prop and positioning, we recently had an in-depth candid discussion with VSI’s executive vice president (EVP) Kris Brannock. Ms. Brannock focuses on the strategy and direction of VSI’s product suite as well as establishing strategic business partner Read More...
Can We Intelligently Use Part Numbers to Configure and Order the Right Products?
In the industrial automation industry, an overlooked, fatal flaw of sales configurator solutions is their inability to simultaneously configure part numbers and

i part 14  part numbers solutions. This is part one of the series Can We Intelligently Use Part Numbers to Configure and Order the Right Products? In the next part of this series, rule-based, constructed catalog numbers will be discussed. Read More...
Curbing MESsy Shop Floor State of Affairs - Part II
Part I of this blog series expanded on some of TEC's earlier articles about companies' need for better links between the plant (

i part 14  - Part II Part I of this blog series expanded on some of TEC 's earlier articles about companies' need for better links between the plant ( blue collar trenches ) and the enterprise ( white collar ivory tower ). It also pointed out the difficulties in achieving this idea. An obvious solution would be a tightly integrated enterprise resource planning (ERP) and manufacturing execution system (MES) package that would help manufacturers close the gap between the shop floor and the offices by gaining visibili Read More...
The Intelligence of Social Media (Part 2)
In the first part of this blog, I mentioned that sentiment analysis measures the polarity of opinion—positive, negative, or neutral—regarding a subject, a

i part 14  part of this blog, I mentioned that sentiment analysis measures the polarity of opinion—positive, negative, or neutral—regarding a subject, a product, a service, etc. Two main approaches can be used to perform sentiment analysis or text mining : a knowledge-based approach, which uses linguistic models to classify sentiments; and a learning-based approach, which uses machine learning techniques to classify text. The concept of sentiment analysis opens a great number of possibilities and opportunities Read More...
The Lexicon of CRM - Part 3: From R to Z
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

i part 14  channels (see Multi-Channel Support in Part 2 of this series), funnel them into one logical processing point, and then to be able to send out the requests to user queues for work. It represents the blending of such items as email, phone calls, and faxes, into the same queues. Up-sell, Cross-sell - The sales practice of analyzing a user purchase, and recommending additional items that the user might be interested in purchasing based on the initial purchase. Up-selling is the process of adding on pieces to 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.

i part 14  potential source of innovation. I find it interesting then that scanning Compiere's forums over the last few months, if not longer, questions seemed to go unattended. Even recent questions about Compiere that might have led to business for the company appear to have been left unanswered. I can't help but wonder why Compiere wasn't addressing its community? Additionally, Compiere's community wiki and development initiatives page doesn't appear to have been updated much either. Perhaps I missed something bu Read More...
Are PLM and Global Sourcing Related? Duh, And How! (Part II)
Part I of this blog post analyzed the white paper entitled

i part 14  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 outsourcing and contract manu Read More...
A Modern Tale of Long (Supply Chain) Tails -- Part III
Part II of this blog series explained ToolsGroup’s value proposition for achieving service level excellence in distribution environments. The point of the

i part 14  Webcast mentioned in Part I , Joseph Shamir, ToolsGroup’s chief executive officer (CEO), ascertained that when the long tail is viewed from a supply chain perspective, the tail starts where demand becomes “intermittent.” Using this definition, ToolsGroup’s research shows that most brick-and-mortar companies (and not only e-tailers, as one might think) are also facing an increasingly long tail environment. This is because they are dealing with far more SKUs and slow-moving items with lumpy, unpredi Read More...
A Modern Tale of Long (Supply Chain) Tails -- Part II
Part I of this blog series introduced the notion of long tails in modern supply chains. That blog post also introduced the vendor ToolsGroup and its solution

i part 14  fashion and so on, I believe that ToolsGroup remains “best in class” by differentiating with its traditionally strong demand modeling and inventory modeling capabilities. This includes the ability to seamlessly model a wide range of product behaviors (for both fast- and slow-moving SKUs). ToolsGroup has had the demand modeling feature for more than a decade -- it is basically its DNA. ToolsGroup has the ability to accurately model demand and inventory behavior, and like the mix optimization and STS Read More...

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