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Documents related to » impact extrusion


The Market Impact of Two Powerhouses
This is an analysis of the equivalent moves of two superpowers to secure the lower-end of the market, also known as the small-to-medium enterprise (SME) market segment. One is Microsoft Business Solutions (MBS), the other is UK-based the Sage Group.

IMPACT EXTRUSION: The Market Impact of Two Powerhouses The Market Impact of Two Powerhouses P.J. Jakovljevic - August 25, 2005 Read Comments Market Impact This is an analysis of the equivalent moves of the two superpowers at the (perhaps even more promising) lower-end of the market, also known as the small-to-medium enterprise (SME) market segment. One player is Microsoft Business Solutions (MBS) , who underwent two major, well-publicized acquisitions in the early 2000s (see Microsoft Keeps on Rounding up Its Business
8/25/2005

The Impact of Disk Fragmentation
Just about every IT professional has a fragmentation horror story about a system so severely degraded by fragmentation that it was unusable. But very few IT professionals can offer more than anecdotal evidence regarding the importance of defragmentation software. That’s why we decided to put fragmentation to the test, with the intent of answering the basic question: is fragmentation really a problem in your organization?

IMPACT EXTRUSION: The Impact of Disk Fragmentation The Impact of Disk Fragmentation Source: Diskeeper Corporation Document Type: White Paper Description: Just about every IT professional has a fragmentation horror story about a system so severely degraded by fragmentation that it was unusable. But very few IT professionals can offer more than anecdotal evidence regarding the importance of defragmentation software. That’s why we decided to put fragmentation to the test, with the intent of answering the basic question: is
5/29/2007 3:06:00 PM

Enterprise Impact Simulation - Making It Happen
Before c-commerce bad estimates and unintended impacts were issues businesses managed. Cost and schedule overruns and disruptions to the business caused by IT projects were an internal affair. Not any more. Not when the business participates in a c-commerce alliance. EIS brings a new IT operating model, which will transform IT software development into a true engineering discipline.

IMPACT EXTRUSION: Enterprise Impact Simulation - Making It Happen Enterprise Impact Simulation - Making It Happen William Walton - March 26, 2001 Read Comments EIS-enabled IT The demand for Enterprise Impact Simulation (EIS) is driven by collaborative commerce, enabled by IT. Businesses engaged in c-commerce run on Internet time. Change-readiness is the watchword. The predictive capabilities of EIS deliver change-readiness. Two specific predictions are particularly relevant to the demands of c-commerce. The first is the
3/26/2001

Lawson Enforces Its StrongholdPart 2: Market Impact
Now that is it publicly traded, it is poised for reaching over $400 million revenue mark in calendar 2002. Lawson has maintained significant mind and market share in the service industries sector, and is a recognized competitive force to keep the likes of PeopleSoft, Oracle and SAP on their tiptoes.

IMPACT EXTRUSION: Stronghold Part 2: Market Impact Lawson Enforces Its Stronghold Part 2: Market Impact P.J. Jakovljevic - May 6, 2002 Read Comments Announcement Summary Lawson Software , Inc. (NASDAQ: LWSN), a provider of Web-based business applications for selected service industries, has gone past a successful IPO to continue to win new business and to corral more products for its focused offering. It is part of the elite enterprise application vendors that have seen license revenue growth and profit during these times
5/6/2002

Scala Shows Far More Than A Bit Of A BackbonePart 2: Market Impact
Scala is a serious challenger in the SME market, especially in emerging markets like Central and Eastern Europe, Middle East and China (possibly the local market leader therein), given that the company reported growth and stable financial performance in 2001 while many of its peers have seen corresponding decline.

IMPACT EXTRUSION: Backbone Part 2: Market Impact Scala Shows Far More Than A Bit Of A Backbone Part 2: Market Impact P.J. Jakovljevic - August 7, 2002 Read Comments Scala Shows Far More Than A Bit Of A Backbone Part 2: Market Impact P.J. Jakovljevic - August 7, 2002 Market Impact At the beginning of July, Scala Business Solutions (ASE: SCALA; www.scala.net ), an Amsterdam, the Netherlands-based provider of collaborative ERP software for mid-size enterprises and subsidiaries of global corporations, launched a number of init
8/7/2002

J.D. Edwards On The Mend; This Time Might Be For RealPart 2: Market Impact
A small-to-medium enterprise simply wants to manufacture and deliver a product in a most efficient way and by utilizing minimal necessary resources, therefore, smaller companies consider planning and execution as one process. J.D. Edwards has resolved many pieces of the puzzle.

IMPACT EXTRUSION: Real Part 2: Market Impact J.D. Edwards On The Mend; This Time Might Be For Real Part 2: Market Impact P.J. Jakovljevic - January 13, 2002 Read Comments Event Summary The following recent announcements by, J.D. Edwards & Company (NASDAQ: JDEC), indicate that J.D. Edwards has been putting it s house in order, expanding its offerings, and executing an aggressive sales strategy, and improving its cash situation at a critical time. The announcements include: Advanced Planning 4.0 Financial results for fourth
1/13/2002

ROI Systems Defies The Odds Through Delighted CustomersPart Two: Market Impact
ROI's approach has always been to offer proven but not necessarily leading-edge product technology, which has allowed the vendor to provide its customers with easy migration paths to updated technology.

IMPACT EXTRUSION: Customers Part Two: Market Impact ROI Systems Defies The Odds Through Delighted Customers Part Two: Market Impact P.J. Jakovljevic - June 3, 2003 Read Comments Market Impact Recently, ROI Systems , Inc. ( www.roisystems.com ), a privately held provider of extended ERP software systems, with its headquarters in Minneapolis, MN, reported profitability for the year 2002. ROI s revenue and number of employees reportedly grew over 6%, while a significant increase in profitability (i.e., a whopping 212% net pro
6/3/2003

Analyzing MAPICS Further Steps After FrontstepPart Four: Market Impact Continued
While competitive costs (low and flexible software license pricing and implementation costs) and outstanding global service (proven fast implementations and customer loyalty) will remain important requirements for success, particularly in the lower end of the market, vertical focus will be the key factor for survival.

IMPACT EXTRUSION: Frontstep Part Four: Market Impact Continued Analyzing MAPICS Further Steps After Frontstep Part Four: Market Impact Continued P.J. Jakovljevic - October 14, 2003 Read Comments Event Summary For the last several months MAPICS has shown both the signs of significant changes and the persistence of a number of its historically recognizable invariant tenets of operation. Following the acquisition of its former competitor, Frontstep , (see MAPICS To Leap Forward In A Frontstep Way ), MAPICS, Inc. (NASDAQ:
10/14/2003

SSA GT to EXE-cute (Yet) Another AcquisitionPart Three: Impact on SSA GT
Even in the cases where the company has been showing close attention to its customers' wish lists, its crucial tenet of operation is profitability and setting realistic goals. The return on investment (ROI) justification works for the vendor, particularly when its CEO has a strong accounting background. It does not appear very realistic to expect the equitably due attention to over a dozen products, though, as only the enhancements that will result in marketing value to SSA GT will pass.

IMPACT EXTRUSION: Another Acquisition Part Three: Impact on SSA GT SSA GT to EXE-cute (Yet) Another Acquisition Part Three: Impact on SSA GT P.J. Jakovljevic - September 29, 2003 Read Comments Impact on SSA GT On August 18, SSA Global Technologies ( SSA GT ) ( www.ssagt.com ), and EXE Technologies, Inc. (NASDAQ: EXEE) announced the signing of a definitive agreement under which SSA GT will acquire the embattled global supply chain execution (SCE) provider. Under the agreement, a subsidiary of SSA GT will merge into EXE
9/29/2003

Made2Manage Offers New Functionality And A VIP TreatmentPart 2: Market Impact
During last two years, Made2Manage had mobilized its resources to evolve from a vendor of traditional ERP software to a provider of 'one-stop-shop' enterprise business applications.

IMPACT EXTRUSION: Treatment Part 2: Market Impact Made2Manage Offers New Functionality And A VIP Treatment Part 2: Market Impact P.J. Jakovljevic - February 5, 2002 Read Comments Event Summary On January 14, Made2Manage Systems Inc. (NASDAQ: MTMS), a provider of broad enterprise business systems for small and mid-market manufacturers, announced the release of the latest version of its Enterprise Business System suite running on the Microsoft SQL Server . The release tagged M2M ERP 5.0 SQL extends the capabilities of the
2/5/2002

The Impact of Lean on Consumer Product Manufacturers
Your Challenge: Get Decision Makers' Approval for Impact of Lean on Consumer Product Manufacturers. Specific, Measurable, Achievable, Relevant and Time-Bound. While consumer products manufacturers are relatively recent adopters of lean programs, they are already achieving value through a firm commitment to understanding how lean will affect their business processes. Those who are eager to begin the lean journey, however, must learn how to prioritize the metrics that matter, and frequently measure them in order to monitor the effectiveness of the program. Discover why it works.

IMPACT EXTRUSION: The Impact of Lean on Consumer Product Manufacturers The Impact of Lean on Consumer Product Manufacturers Source: SAP Document Type: White Paper Description: While consumer products manufacturers are relatively recent adopters of lean programs, they are already achieving value through a firm commitment to understanding how lean will affect their business processes. Those who are eager to begin the lean journey, however, must learn how to prioritize the metrics that matter, and frequently measure them in
2/29/2008 11:15:00 AM


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