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Software Functionality Revealed in Detail
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 m part 23


BigMachines: Getting Bigger and Better - Part I
I recently attended Gartner’s CRM Summit in Scottsdale, Arizona (US). During the conference, I bumped into several old acquaintances who are working for

m part 23  as many small and midsized growth enterprises. Part 2 of this blog post series will continue with recent events at BigMachines. Your views, comments, opinions, etc., about BigMachines and about the Q2O/CPG software category per se are welcome in the meantime. We would also be interested in hearing about your experiences with these software solutions (if you are an existing user) or your general interest in evaluating these solutions as prospective customers.

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » m part 23

Are ERP Workarounds a Terrific Way of Shooting Yourself in the Foot?


Are ERP workarounds a terrific way of shooting yourself in the foot? TEC Analyst Gabriel Gheorghiu says “There’s no way to avoid ERP workarounds. And yes, they’re a problem.” TEC Analyst Jorge García says “No they’re not.” Managing Editor David Clark attempts to moderate (just a wee bit too late).

m part 23  of S, 400 of M and nothing for L. You will have to transfer inventory from one size to the other to fix this problem. My experience shows that ERP workarounds are common practice—and that while they may fix problems in the short term, they cause others in the long run. Jorge García, TEC Analyst Workarounds are extremely common, particularly in complex deployments, as there’s no such thing as an ERP system that perfectly accomplishes a complete match between functionality and requirements. Sometimes Read More

The Wizardry of Business Process Management - Part 1


The business process management (BPM) market is sizzling hot, with Gartner Dataquest estimating its compound annual growth rate (CAGR) at 13 percent in 2009. In fact, almost all leading BPM vendors have been buzzing about their unprecedented growth and profitability, especially amidst the ongoing economic drought. It is truly difficult to argue against the need for companies from all walks of

m part 23  components of processes (subprocesses) M anage all elements of the business B ottom line improvements E liminate bottlenecks R apidly deploy new services (and processes). Indeed, these are some of the typical benefits of deploying BPM systems, but the trouble, called the lack of clarity and consensus, starts with the quandary about what exactly constitutes BPM, and what exact parts and capabilities of BPM help achieve those benefits? In other words, are there more important and better BPM suites and/or Read More

“Act Vertical” vs. “Go Extinct” Retailers - Part 2


Part 1 of this blog series set the historical background for the supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical vs. horizontal integration. The analysis then moved onto the generally embattled retail sector, where a select group of innovative retailers has found a “happy medium” approach to stay well above the fray. Retailers such as PetSmart Inc.

m part 23  or pursues today (as mentioned in Part 1 ). The downside of owning such assets is getting locked into high costs and capital investments, with potentially inflexible capacity. Even many consumer goods manufacturers have been increasingly shedding their plants. Acting vertical, on the other hand, does not require retailers to own inflexible and costly manufacturing and other supply chain assets —yet it enables them to operate as though they do. This advantage comes in part from striking strong and Read More

Epicor Conducts Its Own ROI Acquisition Rationale Part Two: Market Impact


Given Epicor's ordeal of the past and the fact that divesting several lateral products in 2001 will have greatly helped it achieve some much needed stability nowadays, one could wonder about the wisdom of the renewed Epicor’s appetite for acquisitions.

m part 23  of each product's target market. This is Part Two of a three-part note. Part One detailed the events. Part Three will cover the Challenges and make User Recommendations. Manufacturing Solutions As mentioned earlier, Epicor's Manufacturing Solutions Group, which contains approximately half of the entire Epicor's customer base, features Vantage and Avant as its major mid-market ERP products and Vista for smaller discrete manufacturers. As for specialization, Vantage remains the preferred system for Read More

Outsourcing 101 - A Primer Part Three: Approaches and Recommendations


Outsourcing is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part discusses recommendations for companies looking to outsource, and recommendations for outsourcing providers.

m part 23  101 - A Primer Part Three: Approaches and Recommendations Summary When a company contracts work from another company, it is typically called outsourcing. Outsourced work is usually performed locally (onshore outsourcing), in other countries in roughly the same time zone (nearshore outsourcing,) in countries that are many time zones away (offshore outsourcing), or some combination of the above. Literally any activity that is performed by a company can be, and probably has been, outsourced. A Read More

Frankie Does ERP, Part 2


[Editor’s note: Frank is not a composite character. He is a real person, employed at a real company. I’ve changed certain identifying particulars at his request. This interactive series, created and published with his permission, is an exercise in what-if analysis based on interviews I am currently conducting with him.  You may find Frank’s use of language a little colorful. I have toned it down

m part 23  questions for Frank, let me know, and I’ll pass them along to him. Update April 22, 2010: Find out what happens next, in Part 3 ! Frankie’s resources (to date) Reader comments from Episode 1 TEC's Software Selection Methodology TEC Advisor ERP Selection Challenge: Sage vs. Microsoft Read More

The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 1


The recent three-part series entitled “Navigating Between Service Management Scylla @ Charybdis” analyzed the phenomenon of service economy, or the increasing importance of the service sector in industrialized economies. But while the vast customer service software market’s opportunity was examined there, the series also pointed out the treacherous complexity of planning

m part 23  planning decisions usually impact more jobs and resources. Planning decisions play a bigger part in the bottom-line performance of the service business (i.e., financial profitability or  net income ). In other words, by omitting or neglecting any of these important logical steps, any company’s ability to deliver customer service will likely be impaired. Scheduling and Executing: Where the Rubber Meets the Road It is likely that every service business experiences the operational service chain Read More

Do You Want Your App to Talk Back to You (as a Chatterbox)? - Part 3


In Part 1 of this blog series I admitted to being a late adopter of a sort, in part for not immediately jumping onto the social media bandwagon. In particular, my initial reaction to Salesforce Chatter (a.k.a. Collaboration Cloud) was tepid when it was introduced at the Dreamforce 2009 conference. However, a few months have passed and this period has helped salesforce.com craft the much clearer

m part 23  Namely, for one, as mentioned in Part 2, this is not a public social site , i.e., all of the internal open-ended collaborative discussions stay within salesforce.com. In addition, no one can put a picture of their kid, pet, or simpsonized caricature on their profile (it has to be a decent picture of you). You can only update your status with a business-related matter (i.e., pursuing that opportunity, having that issue, presenting at that event, etc.) and not talking about asinine stuff (e.g., having Read More

Bonitasoft, Part 2: Interview with Marketing VP Mac McConnell


Part 1 offered some background on Bonitasoft, provider of open source business process management (BPM) software, and highlighted its approach of targeting process owners.To further flesh out Bonitasoft’s value prop, we recently talked to Mac McConnell, Bonitasoft’s vice president of marketing. He is responsible for all aspects of global marketing, including brand awareness, communications, demand

m part 23  with Marketing VP Mac McConnell Part 1 offered some background on Bonitasoft, provider of open source business process management (BPM) software, and highlighted its approach of targeting process owners. To further flesh out Bonitasoft’s value prop, we recently talked to Mac McConnell, Bonitasoft’s vice president of marketing. He is responsible for all aspects of global marketing, including brand awareness, communications, demand and lead generation, and go-to-market strategy. He comes to Bonitasoft Read More

Mega-vendors Warming Up to the Cloud - Part 2


Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The article ended with some glimpses into the future and likely implications for SaaS users. Part 2 explores the apparent opportunities and accompanying challenges (and inevitable soul-searching exercises) that SaaS aspirants face in their endeavors. Some

m part 23  vendors Warming Up to the Cloud - Part 2 Part 1 of this blog series  depicted the three evolutionary phases (or waves) of  software as a service (SaaS) and cloud computing  adoption. The article ended with some glimpses into the future and likely implications for SaaS users. Part 2 explores the apparent opportunities and accompanying challenges (and inevitable soul-searching exercises) that SaaS aspirants face in their endeavors. Some concrete examples of vendors and their new strategies and solutio Read More

Nothing Succeeds Like Success(Factors) - Part 2


Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. My post first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then, I talked about SuccessFactors’ multiple product editions to satisfy companies of

m part 23  and People Performance ( mentioned in Part 1 ), and Team Execution (which is the most recently added pillar of BizX, to be discussed shortly), SuccessFactors BizX solutions are designed to be easy enough for anyone to use, but powerful enough to uncover the critical insights that help drive business results. While available as standalone, the modules are tightly integrated with other modules as required. In fact, the appeal of managing the entire company’s execution and workforce with one solution is a Read More

The 11th Vendor Shootout for ERP: Observations - Part 2


Part 1 of this blog series talked about my attendance of the 11th Vendor ShootoutTM for ERP event, which took place in Boston in mid-August 2011. I was able to experience this co-opetitive gathering of eight solution providers and several dozen end users seeking new solutions first-hand as a neutral (and yet very active) observer (for the inner workings of the event, see my article Demystifying

m part 23  the company reported US$98.1 million in revenues coming from over 2,700 customers at 3,200 sites. Reportedly, 93 percent of companies that purchased abas ERP since its inception in 1980 are still customers today. Abas-USA was formed in the late 1990s as a separate profit-and-loss subsidiary with headquarters in Sterling, Virginia. The US subsidiary has over 100 SME customers and also performs part of the product development for the entire corporation (the major development center is still in Karlsruhe, Read More

Finding the Key to Small Manufacturer's Profits - Part 2


Part 1 of this blog series discussed the genesis of ProfitKey International, one of the longest-standing enterprise resource planning (ERP) providers for small to midsize discrete manufacturers that has never been merged with another peer product. After the protracted bankruptcy saga of its former parent company, HALO Technology Holdings, ProfitKey was recently bought out by Phoenix Asset

m part 23  the Key to Small Manufacturer's Profits - Part 2 Part 1 of this blog series discussed the genesis of ProfitKey International , one of the longest-standing  enterprise resource planning (ERP)  providers for small to midsize discrete manufacturers that has never been merged with another peer product. After the protracted bankruptcy saga of its former parent company, HALO Technology Holdings , ProfitKey was recently bought out by Phoenix Asset Management , and is now keen on starting a new chapter. What Read More

Infor ION-izes its Open SOA Strategy - Part 2


Part 1 of this blog series started by analyzing a certain change of the guard and a related product strategy shift at Infor. Two late June 2010 news announcements, which were entitled “Infor Simplifies Connectivity and Data Sharing with Infor ION(tm)” and “Infor Selects Microsoft as Preferred Technology and Tools Provider for Infor Software," were then demystified in an

m part 23  Scavo and Ray Wang, mentioned in Part 1 ). For one, some observers and practitioners still believe that Infor’s own tools were quite necessary to sell its product strategy. What Infor is doing now can be seen by some as the vendor admitting to not having the resources, will (perhaps even guts), and vision to deliver the original product strategy. In addition, while the new Microsoft-based  business intelligence (BI) , reporting, and  user interface (UI)  tools may be as good or even better than Read More