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Nothing Succeeds Like Success(Factors) - Part 3
Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. The article first analyzed the

p part 3  Success(Factors) - Part 3 Part 1 of this series introduced SuccessFactors , a public provider of  software as a service (SaaS)   talent management  solutions. The article first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then the article talked about SuccessFactors’ diverse product editions (tailored to satisfy companies of all sizes) and detailed the two core modules of the SuccessFactors BizX Read More...
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Documents related to » p part 3


A Tale of a Few Good SCM Players - Part 4
Part 1 of this blog post series followed the genesis of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan

p part 3  Good SCM Players - Part 4 Part 1 of this blog post series  followed the genesis of  Manhattan Associates  from its inception in 1990 throughout the mid-2000s. During this time, Manhattan Associates was the epitome of an impeccable  supply chain management (SCM)  software company in terms of market share, growth, profitability, and its product capabilities. Indeed, the company set the industry standard for the supply chain execution (SCE) space and was the envy of its competitors. But lately, the Read More...
Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 3: Conclusion
There remains no shortage of experts and solutions that purport to have the keys to improving your supply chain. However, executives who bear bottom line

p part 3  Improved Supply Chain Decisions Part 3: Conclusion Supply Chain Decisions Create Supply Chain Capabilities Quality decisions relating to inventory and supply chain flexibility (red boxes in Figure 5) cumulate to set the level of capability that your organization (and value network) can achieve in the three supply chain capabilities previously discussed: Reduce costs Optimize cycle time Respond to the marketplace. This is Part Three of a three-part article. Part One discussed the Supply Chain in terms of Read More...
The Lexicon of CRM - Part 2: From J to Q
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for

p part 3  from those associated companies. P   PBX - Private Branch Exchange , which is a private telephone network used within an enterprise. Users of PBXs share a certain number of outside lines for making telephone calls external to the PBX. In conjunction with PBX's, Automated Call Distribution (ACD) software is often employed in call centers to enhance the function of PBX's, by providing such capabilities as rules-based routing of calls, call queuing, and the like. PDA - Personal Digital Assistant . The Read More...
Taking Stock of TAKE Supply Chain Solutions - Part 2
Part 1 of this blog series introduced TAKE Supply Chain, a supply chain management (SCM) division of TAKE Solutions, Ltd. The TAKE Solutions parent company is a

p part 3  Supply Chain Solutions - Part 2 Part 1 of this blog series introduced TAKE Supply Chain , a  supply chain management (SCM)  division of TAKE Solutions, Ltd. The TAKE Solutions parent company is a global technology solutions and service provider, with significant focus across two principal business areas – life sciences and SCM, with an almost even breakdown of revenues between these divisions ( the company is listed on the Indian Stock Exchange ) . My blog post first described TAKE Supply Chain’s Read More...
Deltek's Second Bite at the IPO Cherry (Part IV)
Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [evaluate this product] and Deltek Costpoint 6 [evaluate this product

p part 3  IPO Cherry (Part IV) Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [ evaluate this product ] and Deltek Costpoint 6 [ evaluate this product ] suites. It also tackled the related potential opportunities for Deltek. For one, key up- and cross-sell opportunities should come from: Additional modules, especially from the newly minted Deltek EPM [ evaluate this product ] suite: The majority of new Deltek customers initially purchase a single module or a select few module Read More...
Up Close and Personal: Martin Schneider, Senior Director of Communications at SugarCRM-Part 2
In part one of my interview with Martin Schneider, Senior Director of Communications at SugarCRM, we discussed the history of SugarCRM and the open source

p part 3  at SugarCRM-Part 2 In part one of my interview with Martin Schneider , Senior Director of Communications at SugarCRM , we discussed the history of SugarCRM and the open source customer relationship management (CRM) space. Part 2 describes SugarCRM’s approach to development, their partner ecosystem, and how social media has changed CRM. Q: About development—most of it is done by your team of programmers, right?   A: That’s correct. Engineering is done more than 90 percent in house. We have set up 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

p part 3  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 and executing service supply chains. Compared to manufacturing and distribution supply Read More...
Frankie Does ERP, Part 1
[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

p part 3  Does ERP, Part 1 [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. It's still colorful.] * My name is Frank. I’m a mid-level manager for a manuf Read More...
LeveragePoint Adds Value to B2B Pricing - Part 2
Part 1 of this blog series introduced LeveragePoint as a cloud-based newcomer to the business-to-business (B2B) pricing market with a novel pricing approach

p part 3  to B2B Pricing - Part 2 Part 1 of this blog series introduced LeveragePoint as a cloud-based newcomer to the business-to-business (B2B) pricing market with a novel pricing approach: value-based pricing . In this day and age of highly accelerated new product introductions, history-based pricing approaches are often inadequate. My previous post explained the company’s approach and current state of affairs. Part 2 follows with my discussion with LeveragePoint’s CEO Steven Forth both during my recent visi 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

p part 3  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 interactive and constructive dialogue with  Soma Somasundaram, SVP of global product developme Read More...
Dreamforce 2010: Of Cloud Proliferation - Part 2
Part 1 of this blog series talked about my attendance of Dreamforce 2010, salesforce.com’s annual user conference, which has over the past several years become

p part 3  Of Cloud Proliferation - Part 2 Part 1 of this blog series  talked about my attendance of Dreamforce 2010 , salesforce.com ’s annual user conference, which has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for enterprise applications market observers. My post concluded that while Dreamforce 2009 was mostly about continued growth of the  cloud computing  trailblazer and unveiling of Salesforce Chatter , the company’s nascent social platform and Read More...
A Modern Tale of Long (Supply Chain) Tails -- Part II
Part I of this blog series introduced the notion of long tails in modern supply chains. That blog post also introduced the vendor ToolsGroup and its solution

p part 3  (Supply Chain) Tails -- Part II Part I of this blog series introduced the notion of long tails in modern supply chains. That blog post also introduced the vendor  ToolsGroup and its solution for planning and optimizing finished goods in distribution environments. So, How Does ToolsGroup Solve the Distribution Puzzle? Most of the benefits are driven here by the distinctive Stock Mix Optimization capability that has delivered higher service levels with much less inventory for ToolsGroup customers. As its Read More...
How Some ERP Vendors Demonstrated - Warts And All Part 2: Results
This is part two of a case study from a recent selection engagement for an ETO mid-size manufacturer; we assess Oracle, J.D. Edwards, SAP, and IFS in terms of

p part 3  - Warts And All Part 2: Results How Some ERP Vendors Demonstrated - Warts And All Overview  The subject of this case study is the synopsis of a crucial step within every software selection process - finalist vendors' scripted scenarios software demonstrations; this particular series of events took place in February/March 2001. The importance of this milestone in any software selection undertaking has been widely publicized (for more information, see An Overview of the Knowledge Based Selection Process Read More...

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