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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

q part 2  2: From J to Q The Lexicon of CRM Part 2: From J to Q R. Garland - October 19, 2001 The Lexicon is divided into three parts, this being the second of three. This second section covers the alphabet from J to Q. For A to I, see Part One . J  J2ME - Java 2 Micro Edition . A highly optimized Java runtime environment targeting a wide range of consumer products, including pagers, cellular phones, digital set-top boxes, and car navigation systems. JDBC - Java Database Connectivity . JDBC technology is an API Read More
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Documents related to » q part 2


Quantum Retail: Challenging the
Part 1 of this blog series analyzed typical issues that retailers face in their cutthroat competitive environment and concluded that traditionally available

q part 2  benefits)? CA : The Q Platform ( explained in Part 1 ) actually solves the problems that these other vendors mainly talk about solving--and delivers on the business case every time, with proven, measurable results. Quantum has developed the concept of managing by Merchandising Strategy--determining the role of the product within the customer offering, such as being an image item, loss leader, traffic driver, etc. ( see Part 1 for more details ). Users are not asked to select from an overwhelming number Read More
Not Yet Sold on SaaS ERP in Manufacturing? Take a Hard Look at Plex Online - Part 2
Part 1 of this blog series explained Plex Systems’ ebullience and growth despite a hostile and depressed environment, especially in the discrete manufacturing

q part 2  itself to the customer’s qualification of it as an approved vendor. The final part of this blog series will peer into Plex Systems’ future, and will conclude with a brief question and answer (Q&A) session with the company’s top executives. Your views, comments, opinions, particular experiences with Plex and its product are welcome in the meantime. Are you becoming more open-minded and ready for an on-demand manufacturing ERP product? Read More
TradeStone Software STARS 2013: Retail Rocks! Part 2
Part 1 recapped TradeStone Software's user conference, STARS 2013. TradeStone’s Core CapabilitiesTradeStone Software’s bread-and-butter capabilities

q part 2  planning, materials management, and quality management. The focus in 2013 will be the Trading Company Management module to connect buying from retailer’s vendors with selling to its customers, the Supplier Recommendation module, and data analysis in the form of packaged BI gadgets. The company outlined its future integration roadmap to advance from its current capabilities of document-oriented Web services (passing data back and forth). Next improvement steps will be prebuilt integrations (that have a Read More
Project Management Communication: Developing a Plan (Part 2 Of 3)
Frequently when project teams convene to discuss post-project reviews, project team members feel that if communication had been better, the project would have

q part 2  (Part 2 Of 3) Frequently when project teams convene to discuss post-project reviews, project team members feel that if communication had been better, the project would have gone smoother. The reason communication in project management is crucial is because it can impact a project’s success, and it is very important that project managers use the right types of communication during a project. Types of Project Management Communication The issues project managers (PMs) have to communicate about on a Read More
Future Trends in Wholesale Distribution—Part 2: Outside-In Omnichannel Fulfillment
The TEC Vendor Challenge was in full swing last week, with 2 days' worth of vendor demonstrations from Epicor, IBS, Infor, Microsoft, NetSuite, SAP, and VAI, as

q part 2  the supply-side capabilities and requirements of supply chain partners such as suppliers and logistics service providers. While the ERP system is a necessary foundation, then, companies must look closely at ERP solutions to assess whether, and how, the systems’ capabilities in order and inventory management, fulfillment, and logistics agility support omnichannel order fulfillment. SAP's recent acquisition of  hybris  is witness to the fact that ERP solutions may need to boost their omnichannel Read More
The Many Faces of PLM Part One: Event Summary
Product Lifecycle Management (PLM) software solutions, like many of the application suites that have come before it, are a collection of different offerings

q part 2  product cost, improved product quality and increased product revenue. However, despite sharing common objectives, the approaches to achieving the value varied widely. This points to the fact that better product management comes in many forms, and that in each of those forms it provides tangible, realizable value. Not surprisingly, this is also the case with software applications that aim to improve the processes which companies use to manage their products. The software vendors that sponsored and Read More
Global Trade Applications in Global Credit Crunch - Part III
Part II of this blog series allowed members of the two global trade management (GTM) software providers, TradeBeam and Precision Software, to voice their

q part 2  best-of-breed dilemma and survival question is no different from the one that has been asked on a more general basis over the last twenty years: how can niche specialist vendors survive given the growth of functionality within the major ERP suites? And the answer remains the same: by being more nimble and able to react to the needs of the market in a more timely manner. ERP Threat: Fact or Fiction? Given that we are in a period of dynamic changes across the international marketplace, I would say that Read More
The Definitive Guide to Successful Deployment of VoIP and IP Telephony-Chapter 2
Chapter 2 of this 4-part e-book explores the Internet protocol telephony (IPT) life cycle, and discusses how understanding the key phases of this packet-based

q part 2   Read More
6 Immediate Business Improvements Offered by an Online SRM System: Part 3: Other Points to Consider
Maintaining an effective supply chain is clearly an integral part of a manufacturing company’s livelihood. Using Web-enabled tools, the enterprise is able to

q part 2  solution that does not require a one size fits all' mentality. The system should be tailored to meet specific needs specific to the users' requirements. Unlike a packaged SRM solution that is offered as a small part of an enterprise system, vendors that focus on SRM and develop their solutions from the ground up are better equipped to customize their offerings to meet these specific requirements. Financial commitment In today's economy, companies are looking for ways to avoid biting off more than they Read More
TEC’s I&CM Evaluation Center (Slowly but Surely) Gaining Traction - Part II
Part I of this blog series expanded on some of TEC’s earlier articles about companies’ need for better commission and incentives calculations and best sales

q part 2  the ability to make quicker business decisions and speed in terms of performance management. As indicated earlier, Varicent SPM 5.0 includes a new simplified UI designed for various business professionals across the enterprise: sales representatives, management, finance, HR personnel and executives. The new UI enhances the human interaction and usability of the solution, which makes the product accessible to more casual users who need to gain insight into sales productivity, profitability and Read More
Collaborative Commerce: ERP, CRM, e-Proc, and SCM Unite! A Series Study: IFS - Part 2 of 2
IFS needs to bolster its brand awareness, and let the world know that they are, in fact, a real contender in the Collaborative Commerce space. Once companies

q part 2  a couple of more quarters, at least, to show that they have the staying power to last against more well-funded competitors. If they do, then they should be on your short list. Be sure to get an in-person look at the software, and run their software, as well as other vendors' software, through some of your ideal business process scenarios, to see which vendor can carry the load. You might be surprised at the outcome. This concludes a two-part article on Collaborative Commerce and IFS. See Part One for Read More
JDA FOCUS 2010 Impressions - Part 2
Part 1 of this blog series talked about my attendance of the JDA FOCUS 2010 conference on the heels of the recent merger between JDA Software (NASDAQ: JDAS) and

q part 2  merger between JDA Software  (NASDAQ: JDAS) and i2 Technologies . The article first discussed the different geneses and cultures of the two merging parties. One major outcome of the conference was JDA’s unveiled plan to converge most of its existing and acquired product sets. To that end, JDA pledged several key commitments to its customers, starting with that the company would continue to support all of its products.  In addition, JDA will not replace one product with another, but will rather create Read More
Taming the SOA Beast - Part 1
Certainly, I admit to not being a programmer or a techie expert (not to use somewhat derogatory words like “geek” or “nerd”) per se. Still, my engineering

q part 2  the individual service, whereas QA may be testing more aggregate services or a composite application. Part II of this blog series will continue on Progress Actional and Mindreef solutions for SOA governance, testing and management in distributed IT environments. In the meantime, please send me your comments, opinions, etc. I would certainly be interested in your experiences with this software category (if you are an existing user) or in your general interest to evaluate these solutions as prospective Read More
SAP Thrives On Competitors' Plight, In Part
SAP announced upbeat results for Q2 2001 and reconfirmed the positive outlook for the rest of the year amid the bloodbath of many of its competitors. However

q part 2  incurred in its last quarter. Market Impact In the times of economic slump, one vendor's loss is another vendor's gain, and SAP seems to be reaping the struggling competitors' missed opportunities. During these times of risk-averse customers, SAP's aura of invincibility becomes even more attractive and assuring both to its huge customer base and to new prospects. However, it would not be fair to ascribe SAP's success only to the misfortunes of the others given that its current posture is also the result Read More

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