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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.
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 meaning of corporate sales


Are Sales Incentives Even In Tune With the Corporate Strategy?
With sales being the lifeblood of virtually any company, selling should be an accurately accountable process forming the basis of overall strategic objectives

meaning of corporate sales  metrics by using rules (meaning ways to filter and calculate in the form of an if-then statement, where the if contains a Boolean expression that selects objects from the database, such as which transactions to use, and the then contains formulas that calculate and save new values) are quite superior to more traditional approaches. Such approaches might involve some hard-coded logic or restrictive predefined compensation models, which limit compensation plans to generic, lowest common denominator pr

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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

Sales Force Automation (SFA)

Sales Force Automation (SFA) systems help sales and marketing teams with functions related to taking orders, generating proposals or quotes, managing territories, managing partners, and maintaining contact data. Systems often include various levels of analytic and reporting capabilities. 

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BI State of the Market Report


IT departments rarely know as much about a business as the business people themselves. But business people rarely take action on numbers alone: they share the information with others, soliciting their feedback and performing external research before taking action. Business users still depend on IT to deliver answers related to the information that they receive. Business intelligence (BI) 2.0—also known as collaborative BI—uses the collective intelligence of the user community to enrich existing information. Learn how business intelligence (BI) 2.0 is helping business users create and modify their own reports, share and enrich information, and provide feedback to each other and to information producers.

When the community helps itself, information is turned into actionable information more quickly than when using purely “traditional” methods of community support, such as meetings, phone calls, and e-mail. And when actions are taken more quickly, the entire organization becomes more nimble and ultimately more competitive. This overview discusses how BI 2.0 can provide real benefits within your organization and what product features to look for in a BI solution in order to realize those benefits.

We hope you’ll find this guide a useful tool in determining which BI solution is best suited to your company’s business model and particular needs.


Table of Contents


Executive Overview
Using BI 2.0 to Increase your Competitive Advantage

Case Study
LogiXML Helps to Power its Real-Estate Reporting and Analysis

Thought Leadership
How Smart Marketers Succeed Online

Market Insight
Mashups and Pervasive BI

Report Sponsors
LogiXML

IBM

About TEC



Download the full copy of the TEC 2009 BI Buyer’s Guide for businesses.



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Using BI 2.0 to Increase Your Competitive Advantage


Business users know their data better than IT does. They know the meaning of the data, its history, and its relationship with other data. Yet traditional BI solutions have business users referring to IT for assistance with their data. Also, they are forced to work in silos. Sure, they can create their own reports and maybe even share them with other business users, but when it comes to sharing their own knowledge about the data, they have to rely on e-mail, telephone, and face-to-face meetings. By enabling the sharing of data-related knowledge through the BI system itself, business users become more self-sufficient and actions can be taken more quickly.

The raison d’être of BI is to provide business users with information that enables them to take action. Even if business users are self-sufficient when it comes to creating and sharing data, data on its own is rarely sufficient to take action. Identifying an opportunity in the market through numbers alone is not sufficient to justify investment in a new product or geography. Identifying a bottleneck in a business process is not sufficient to justify changes in the business process. Information about a business issue or opportunity is merely a part of the overall “solution domain.” Action is usually only taken after considering a number of factors in addition to the data, such as human knowledge and experience, the economic environment, and the competitive environment.

In this section, we lay out the capabilities to look for in a BI solution—and specific functional requirements needed to support these capabilities—that contribute to the goal of “harnessing collective intelligence.” In general, the more recent entrants into the BI market are paying the most attention to BI 2.0. Some vendors, such as Good Data, have it as a central component of their solution offerings.

The following are key capabilities of BI 2.0:

  • Collaboration
    Business users are able to share information within the user community and create discussion threads relating to the information.


  • Identification of useful information
    Business users can flag information that is likely to be of use to others within the community.


  • Enriching of Information
    Business users can enrich the information through their knowledge and experience in addition to other external information sources in order to explain trends and generally assist other consumers of that information.


The community of “business users” needn’t be restricted to internal users. User collaboration is already mature within the Web space, under the guise of Web 2.0. With Web 2.0, collective intelligence is harnessed through comments on blog posts; contributions to wikis such as Wikipedia; and tagging of content, such as photos on Flickr. BI 2.0 takes these methods and applies them in the BI space by making data the focus of user collaboration.

The following sections take the capabilities above and list the functional requirements that support them. Bear in mind that each of these functional requirements is a business user requirement and not an IT or development requirement.


Download the full copy of the TEC 2009 BI Buyer’s Guide for businesses.

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Aligning Information Technology with Corporate Strategy


Aligning information technology (IT) with corporate strategy is key to maximizing the business impact of IT investments. Tree Top's structured process of reviewing proposed IT investments will allow an enterprise to understand this alignment, and prioritize investments.

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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 for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM

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The Lexicon of CRM - Part 1: From A to I


C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, is the Lexicon of CRM.

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Generate Better Leads for Better Sales Results


In the featured white paper generate better leads for better sales results, CSO insights describes how you can produce better quality leads, result...

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Sharpen Your Sales Axe: 10 Ways to Hone Your Prospecting Chops


While luck might occasionally play a part in sales success, prep and research are much more likely to help you meet sales quotas. The silver bullet for sales success is, as it turns out, plain old hard work.

Another factor is kaizen, the Japanese philosophy around continuous improvement of working practices. It’s a good concept to keep in mind for sales: the more you refine your approach, the more successful you’ll be.

Luckily for sales professionals, prep and research have become faster and easier, thanks to tools like professional social networks and sales engagement platforms. These tools, combined with a methodical approach to raising your profile among prospects and gathering information that helps make a sale, can streamline the process of selling.

This white paper presents 10 ideas for making a better impression on prospects, growing your network, and refining your sales pitches.

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Sales Force Automation, Customer Relationship Management, and Sales Training: A Fusion of Methodology and Technology


Many organizations find it challenging to adopt sales force automation and customer relationship management solutions. Formal sales training and the related reinforcement tools can make the difference. We examine the key challenges and propose some solutions.

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Managing the Total Cost of Ownership of Business Intelligence: A 360-Degree Perspective


For many companies, total cost of ownership (TCO) of business intelligence (BI) solutions is out of control. And the problem is growing, fueled by ever-increasing demands from the user community, massive new sources for data, new capabilities, shadow it landscapes, and the cost of keeping people abreast of all the changes. This paper focuses on developing a framework for monitoring and managing the TCO of BI.

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Analysis of TeleCommunication Systems, Inc. Release of Menu Driven Wireless Web Capability For SMS


The advent of menu driven wireless web capabilities for SMS (Short Message Service) will allow carriers to offer their subscribers fully personalized web based menus for quick access to stock quotes and bi-directional transactions such as e-business or gaming.

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Fear of the Unknown, the Art of War, and Competitiveness


It is not unusual to use the metaphor of war to construct theories of business competition—substituting competing vendors for the mortal enemy. But what about the enemy within? And what if it is in fact a company's strongest resource?

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