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The Three Cs of Successful Positioning
There is a method to take you through the positioning process, where success depends on understanding three Cs--your Customer, your Competition, and your Channel. This series of articles will explain how to use them to gather intelligence, challenge assumptions, and test your positioning.
Three Cs of Successful Positioning The Three Cs of Successful Positioning Lawson Abinanti - February 21, 2005 Read Comments Introduction There s no easy, paint-by-numbers way to create an effective marketing position for your business-to-business (B2B) software or services. But there is a method to take you through the positioning process to the desired result. Throughout the process, success depends on gaining a thorough understanding of the three Cs—your C ustomer, your C ompetition, and your C
Positioning for Growth at Gibraltar Industries
As the number one supplier of cold-rolled strip steel in North America, Gibraltar Industries wanted to keep the ongoing cost of IT reasonable. Having experienced the high cost of maintaining heavily customized software systems, it decided to use an off-the-shelf enterprise resource planning (ERP) package that was specific to its industry and that effectively supported resource sharing across facilities.
Positioning for Growth at Gibraltar Industries Positioning for Growth at Gibraltar Industries Source: Consona/AXIS Computer Systems Document Type: Case Study Description: As the number one supplier of cold-rolled strip steel in North America, Gibraltar Industries wanted to keep the ongoing cost of IT reasonable. Having experienced the high cost of maintaining heavily customized software systems, it decided to use an off-the-shelf enterprise resource planning (ERP) package that was specific to its industry
Customer Care and Billing (CC&B)
Customer care and billing (CC&B) solutions typically support providers of utilities, telephony, cable, or other services providing companies. CC&B software includes functionality for mediat...
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Documents related to
Getting Management to Buy-in on Positioning
Lack of consensus about the marketing message is a common, especially when the message differs between top management and the rest of marketing communications. Adopting a positioning process including executive management approval can be the answer.
Management to Buy-in on Positioning Getting Management to Buy-in on Positioning Lawson Abinanti - June 25, 2005 Read Comments Getting Management to Buy-in on Positioning When members of your executive management team communicate with key market influencers, are they delivering the right message? Or are they winging it? Are your product people muttering that management doesn t listen to them—or worse? Ouch! Did I hit a sensitive nerve? If the message that key influencers hear from top management is
Three Cs of Successful Positioning: The Competition
Learn how to avoid the most deadly sin of all marketing—using the same position or a similar one as your competitor, and not knowing it.
2005 Read Comments Keep Positioning Simple: Hit It Where They Ain t. Long before marketers discovered positioning, early baseball great Wee Willie Keeler (lifetime batting average .345) summed up how to score on the competition: Hit it where they ain t. In positioning your B2B software, that means making a unique claim that sets you apart from the competition. Of course, like a well-placed hit, it s even better if it makes the other guys look like they are playing out of position. How do you do it?
Dassault Systèmes-Expanding Product Development and the 3D Experience
The Dassault Systèmes vision is to enable everyone—from product designers, engineers, and suppliers to end users and their respective communities—to create, share, and experience the three-dimensional virtual world, thereby maximizing the value of their intellectual property and digital assets. In this article, TEC principal analyst P.J. Jakovljevic reports on the 3D design tools he recently saw demoed, how they enable collaboration, and their application to manufacturing and other sectors.
it does expand the positioning of the company from being design workgroup–centric to intra- and inter-enterprise innovation–based. Recently, Dassault Systèmes espoused an industry-oriented product development and sales strategy. Certainly, based on industry-specific business process applications, ready-to-use PLM business processes software should enable more rapid deployments and thus a quick return on investment (ROI), but the challenge is always execution. But selling to vertical markets and new
Maximizer Enterprise 8: A Strong Competitor on the SMB Front Line
TEC recently reviewed Maximizer Enterprise 8. Tailored to the latest Internet technology, the offering is aggressively priced. Rich functionality is offered in a three-module structure that continues to compete in the demanding "best fit," customer relationship management, small and medium enterprise marketplace.
Discussion | Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions | Customer Relationship Management and the Next Generation Network | Success Keys for Proposal Automation | Seven Magic Questions: How to Improve Your Win Ratio by Selling Value Instead of Price | A New Customer Relationship Management Framework: Twenty-first Century Necessity, or Blowin in the Wind? | Microsoft Retail Systems | A Customer Relationship Management
Branding and Positioning: What’s the Difference? And Can You Afford It?
Understanding the difference between branding and positioning is especially important if you're involved in marketing B2B software. That difference can seriously impact the cost of marketing your software.
marketing team had presented positioning statements for our product offerings in several broad categories (financials, e-business, supply chain management, etc.), plus the product suite. The agency s mission was to use the positioning to create our brand. But at the conclusion of the meeting, the agency team looked a little dazed and confused. It wasn t just because it had been a long day. They talked with quiet seriousness among themselves, then the agency account manager said to me, You ve already
Winning your market - with "dumb" questions
Positioning Part 3: Why we should love dumb questionsPart 2 was about the choices to consider when formulating your campaign positioning—now we’ll see why those initial choices are probably wrong. Over the years, I've learned to love the uninformed viewpoint. At TEC, we call this unbiased (and yes, refreshingly ignorant) perspective the tourist’s view. We worship the “innocent bystander”—the
see bio ) Positioning Part 3: Why we should love dumb questions Part 2 was about the choices to consider when formulating your campaign positioning—now we’ll see why those initial choices are probably wrong. Over the years, I’ve learned to love the uninformed viewpoint. At TEC, we call this unbiased (and yes, refreshingly ignorant) perspective the tourist’s view . We worship the “innocent bystander”—the guy who asks the dumb questions. Because he’s often the only genius left in the
Onyx Thinks ASP Opportunities Are A Gem
Onyx Software is a CRM vendor that competes in the mid-market. Onyx considers implementation risk, implementation time, and distribution strategy to be significant competitive variables. The result is a clearly defined ASP strategy that emphasizes forging quality relationships with a few ASPs.
the mid-market. Onyx is positioning its offering to take advantage of this trend. A challenge for any mid-market CRM vendor is to convince potential clients that their offering provides a clear advantage in a confusing market. Mid-market organizations have many choices in the marketplace. TEC is witnessing a few trends in the CRM marketplace that will benefit organizations in the long-term, but currently create confusion. The first trend is the acceptance of the ASP model as a mode of distribution to the
Vendor Spotlight: GMS Accounting and Financial Management System
In this spotlight report, TEC Research Analyst Aleksey Osintsev examines GMS Accounting and Financial Management System, which was specifically designed for not-for-profit organizations. Learn all about GMS’s customers and marketing positioning, and how the software addresses the challenges for not-for-profit accounting. Also featured is a high-level overview of GMS Accounting and Financial Management System functionality.
GMS’s customers and marketing positioning, and how the software addresses the challenges for not-for-profit accounting. Also featured is a high-level overview of GMS Accounting and Financial Management System functionality. Vendor Spotlight: GMS Accounting and Financial Management System style= border-width:0px; /> comments powered by Disqus Related Topics: Accounting and Financial Management Related Industries: Non-profit Organization Related Keywords: GMS, GMS Accounting and
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