| 1. |
Heads Roll at Consulting Giant in Wake of SEC Investigation ( Pages)
by Steve McVey
Jan 17, 2000
Abstract : Recent findings by the SEC prompted global management consulting firm PricewaterhouseCoopers LLP to dismiss a number of its consultants, including five partners, and discipline a larger group from its U.S.-based staff of 39,000 consultants.
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| 2. |
Making Sure Your Service Provider Doesn't Fall Down on the Job ( Pages)
by R. Krause
Jul 21, 2000
Abstract : A recent Forrester report on Commerce Sites developed by service providers shows costs are rising while service is remaining flat, and sometimes results can be pretty glaring from a 'minor' slip-up to one that can have major client impact.
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| 3. |
Interface Software Expands Its CRM Functionality ( Pages)
by Kevin Ramesan
Aug 26, 2004
Abstract : Interface Software, a provider of relationship intelligence to professional services firms, introduces InterAction 5 with three additional modules aimed at facilitating collaborative work in both legal- and project-based environments. InterAction 5 reinforces Interface Software's customer relationship management offering in response to its customer requirements and work processes. Interface Software targets particularly accountants, financial services, law firms, and management consultants.
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| 4. |
ERP Selection Case Study Audio Conference Transcript ( Pages)
by J. Dowling
Jun 22, 2001
Abstract : This is the transcript of an audio conference conducted by TEC on May 22 and again on May 30. The conference discussed the recent experiences of TEC consultants in conducting an ERP Selection.
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| 5. |
Continuous Improvement Case Study: Taking Baby Steps towards Tangible Benefits ( Pages)
by Olin Thompson
May 19, 2006
Abstract : To improve supply chain operations with a fresh look and new ideas, Harris Tea worked with a consulting firm, Supply Chain Consultants. The objective was to optimize the entire supply chain, not just the pieces.
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| 6. |
Harness the Power of Your Virtual Sales Team (3 Pages)
by Dave Stein
Mar 18, 2003
Abstract : The bigger and more complex our applications become, the less of it even the most articulate, intelligent salesperson can communicate. Explaining and managing that level of information and complexity to the different constituencies within the prospect's organization requires the assistance of application specialists, business consultants, product marketers, corporate executives, developers and other experts. And that demands taking a team approach to selling. If your team sells by the seat of your pants, you aren't driving a sales campaignﾗyou're driving bumper cars.
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| 7. |
CRM: What Is It and Why Do It? Part One: Historical Background ( Pages)
by Glen Petersen
Nov 8, 2004
Abstract : Many consultants, vendors, and analysts today define CRM in terms of being a customer-centric business strategy that is enabled by a set of applications that support customer-facing functions and management decision making. That may capture the essence of what CRM is, but it does not begin to capture why an end user organization should invest significant resources to pursue such an initiative.
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| 8. |
SAP sets up Apparel and Footwear team ( Pages)
by P.J. Jakovljevic
Oct 5, 1999
Abstract : At the end of September, SAP AG's U.S. subsidiary set up a dedicated team of technical consultants to assist apparel and footwear makers installing SAP R/3. The move follows a series of unsuccessful R/3 implementations that forced some SAP apparel and footwear customers to put on hold or completely abandon their R/3 projects.
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| 9. |
EAI - The 'Crazy Glue' of Business Applications ( Pages)
by J. Dowling
Sep 18, 2000
Abstract : When companies create or change trading relationships or when they swap out business application systems, information systems professionals are required to build application system interfaces and alter transaction processing models. Enterprise Application Integration (EAI) Tools have matured nicely and continue to evolve making the job not only more simple but actually offering a preferred alternative to code-data-level integration alternatives. Selection of EAI tools must be based on technical capabilities that support the entire life-cycle of usage.
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