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SAS: Striving to Sustain Leadership
SAS Institute has been successful, moving beyond a business intelligence. Lately, it has lately focused on sustaining its technology leadership, expanding in some vertical markets, and becoming more attentive to the low-end market.
SAS: Striving to Sustain Leadership SAS: Striving to Sustain Leadership P.J. Jakovljevic - August 10, 2005 Read Comments SAS Profile SAS Institute is a privately-owned Cary, North Carolina-based (US) provider of business analytics, which operates through 200 offices across 100 countries in North America, Europe, Asia Pacific, Latin America, and Africa. It employs nearly 10,000 people and has recorded revenues of over $1.5 billion (USD) in 2004, which was an increase of about 14 percent over 2003. SAS
Has SAP Nailed Plant Level Leadership with Lighthammer?
The acquisition of the formerly loyal composite applications partner Lighthammer bolsters SAP's capabilities of connectivity and visibility into manufacturing plant performance. However, it does not, at this stage, provide much added industry-specific shop-floor functionality per se.
SAP Nailed Plant Level Leadership with Lighthammer? Has SAP Nailed Plant Level Leadership with Lighthammer? P.J. Jakovljevic - February 6, 2006 Read Comments Event Summary At the end of June, SAP announced that it was delivering enhanced connectivity between the plant floor and the enterprise by acquiring Lighthammer Software Development Corporation ( http://www.lighthammer.com ), a privately-held supplier of enterprise manufacturing intelligence and collaborative manufacturing software, based in Exton,
Learning Management Suite (LMS)
These are tools for managing, creating, scheduling training or learning in your organization. The terminology varies from vendor to vendor. Learning management systems (LMS) typically help to ma...
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Documents related to
The Leadership Revolution: Developing Talent in the New World of Business
The Leadership Revolution: Developing Talent in the New World of Business The Leadership Revolution: Developing Talent in the New World of Business Source: Intelladon Document Type: White Paper Description: ... The Leadership Revolution: Developing Talent in the New World of Business style= border-width:0px; /> comments powered by Disqus Source: Intelladon Learn more about Intelladon Readers who downloaded this white paper also read these popular documents! SAP Manufacturing Rapid Implementation
Retalix Strives for Leadership in Retail Food Segment
Retalix, a supply chain software provider is positioning itself to be a segment pack leader through vendor positioning, vertical differentiation, and horizontal influences. It may be poised to oust industry heavyweights including IBM and SAP as the retail food industry software provider.
Retalix Strives for Leadership in Retail Food Segment Retalix Strives for Leadership in Retail Food Segment Michael Bittner - October 19, 2005 Read Comments Introduction Every vendor aspires to be a segment pack leader, the one that all competitors watch. Retalix, a supply chain software provider for the retail food industry is no exception. Through internal development and corporate acquisitions is expanding its functional scope. This combined with its corporate and product strategies, and company
The Customer Relationship Management Vision: It Starts with Relationships
An alarming number of companies get on the wrong track when creating a customer relationship management (CRM) vision. Outlined here are four steps that take the mystery out of what makes an effective CRM vision. The secret? It’s all about people and relationships.
items within the CRM leadership team: What are our values as a leadership team in terms of how we develop and maintain relationships with our customers and employees? How do our values translate into behaviors and actions? What does the leadership team need to model? How will we prioritize business decisions based on these values? Are we willing to be held accountable to our customers and to our employees regarding our display of these values? How will this accountability manifest? Are we willing to
Case Study: Royal LePage
Royal LePage, a Canadian real estate franchiser, originally implemented a learning management system (LMS) that proved to be cumbersome and of little benefit to agents. By moving over to a SumTotal LMS solution, participation increased by 150 percent, with an expanded range of agent certification courses on offer. And, salespeople are ready for the field faster than before. Learn more about the benefits of LMS systems.
Case Study: Royal LePage Case Study: Royal LePage Source: SumTotal Systems Document Type: Case Study Description: Royal LePage, a Canadian real estate franchiser, originally implemented a learning management system (LMS) that proved to be cumbersome and of little benefit to agents. By moving over to a SumTotal LMS solution, participation increased by 150 percent, with an expanded range of agent certification courses on offer. And, salespeople are ready for the field faster than before. Learn more about
EXE Latest Vendor to Join IBM Supply Chain Club
IBM and EXE Technologies today announced a global strategic relationship in which the two vendors will provide supply chain customers with integrated solutions that will help them transform into e-businesses. These solutions will be initially targeted to customers in the automotive, consumer packaged goods, electronics, retail and wholesale distribution industries. In addition, EXE and IBM announced that Pep Boys, a large automotive products retailer in the United States, and Metro Richelieu, one of Canada's largest grocers, are the first customers to take advantage of this relationship.
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Master Complexity with Apparel and Textile for Microsoft Dynamics AX 2009
For apparel and textile companies, delocalized production and complex supply networks make it difficult to coordinate with trade partners and maintain product traceability. Price pressure, competition, and demanding customers erode margins and increase the urgency of cost control and fast time-to-market. Discover software that can help these companies integrate information, improve efficiency, and enhance profitability.
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HR Automation Technologies: Supporting Sarbanes-Oxley Compliance and the Drive for Operational Exce
Today, in addition to their usual reporting and operational duties, human resources (HR) professionals are expected to bring value to the company in a number of significant respects, ranging from launching operational efficiency initiatives to providing strategic leadership. And now, compliance with the US Sarbanes-Oxley (SOX) Act has imposed a new set of responsibilities on the HR organization.
initiatives to providing strategic leadership. And now, compliance with the US Sarbanes-Oxley (SOX) Act has imposed a new set of responsibilities on the HR organization. HR Automation Technologies: Supporting Sarbanes-Oxley Compliance and the Drive for Operational Excellence style= border-width:0px; /> comments powered by Disqus Related Topics: Human Capital Management (HCM), Personnel Management Related Industries: Information, Professional, Scientific, and Technical Services
The Age of Compliance: Preparing for a Riskier and More Regulated World
The three themes of governance, risk, and compliance (GRC) have been central to the management agenda for a decade. But whereas years ago it was the “C” in GRC that kept executives awake at night (and indeed was the impetus behind the development of GRC in the ﬁrst place), in the post-crisis world it is the “R” that has risen to the top of the agenda. Learn about a more efﬁcient approach to managing risk and compliance.
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The Need and Value of a CIO Coach
In today’s challenging economic environment, companies require effective IT executive leadership. As part of the executive team, the chief information officer (CIO) develops and executes strategies that create competitive advantages for revenue growth. But knowing which tools to use—and when and how to use them—to protect current assets is key to a CIO coach’s success. Learn more about making better IT decisions.
the business. Effective IT leadership recognizes when the timing is appropriate to make investments in application platforms and infrastructure to enable the business to deliver on its growth objectives. The Problem Knowing how, when and which tools to use to protect the current assets, maintain the current operation and migrate into the future require a specialized skill-set. Organizations often find themselves facing key decisions in the following situations, which they may not be prepared for: Major
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