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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 3  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 th Read More
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Documents related to » q part 3


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

q part 3  CRM from J to Q. Part 3 covers the Lexicon of CRM from R to Z. Read More
Not Yet Sold on SaaS ERP in Manufacturing? Take a Hard Look at Plex Online - Part 3
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 3  Systems CEO and President. Q1 : What about any native document/ content management  capabilities for your traceability capability (mentioned in Part 2)? Or, are there partners’ solutions and  application programming interfaces (APIs)  required? MS & PF : Plex Online stores traceability data in the database. Documents such as material safety data sheets (MSDSs) and material certifications can be captured by scanning or via email or electronic data interchange (EDI). These documents are linked to the d Read More
Mega-Vendors Warming Up to the Cloud - Part 3
Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and the adoption of cloud computing. The post ended

q part 3  Large Enterprises On a quite separate track from SAP Business ByDesign , an integrated on-demand solution dedicated to the mid-market that was described in Part 2 , SAP recently announced the first details of its on-demand strategy for large enterprises. SAP was surprisingly and conspicuously mum about its on-demand offerings and intentions during the recent SAPPHIRE 2009 user conference . Following suit in being dedicated to its installed on-premise customer base, on-demand software for large enterprises Read More
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

q part 3  . For J to Q, see Part Two . R  RDBMS - Relational DataBase Management System . The typical, standard database, with both data models, data definitions, and data storage capabilities. Examples include Oracle's 9i database, Microsoft's SQLServer 2000, and IBM's DB2 and Informix. RFI - Request For Information . A formal document sent by a customer to a vendor asking for specific information about their product or line of products. It's usually the first salvo in several rounds of information gathering by c Read More
IFS Continues Its Reinvention Through Pruning Part Two: Background, Challenges, and Response
IFS could be an object case of how a great product (in terms of functionality scope and technological foundation) and knowledgeable employees are only part of

q part 3  with Uniativa Ltda (which acquired the entire business and 100 percent of the stock in Industrial and Financial Systems do Brasil Ltda on December 31, 2004) partners will be solely responsible for the sale and distribution of IFS Applications in Brazil. In mid-December, IFS Sverige AB , IFS' Swedish subsidiary, announced that it has sold its payroll software to Personec , and the two companies have entered into a collaboration agreement. In November, IFS announced it would collaborate with Bentley 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

q part 3  do it! ) or can quickly spit out a clear differentiating message in 10 seconds or so, you will not advance in the long run amid the bigger brand names. The debate will thus go on whether Deltek's conservative marketing approach was the right one over the past three years or so. This would be the result of a product-centric marketing strategy that is more concerned with project-oriented feature/functionality, without an apparent enlightenment to evolve the original project-centric messaging that was Read More
They do it like that in the Balkans-Select and deploy ERP, I mean (Part II)
The Part I of this blog topic concluded with SAP's supremacy in the upper-end of the regional market. What also helps SAP ERP [evaluate this product] is a

q part 3  mandate came from the HQ office abroad and without any due selection process and users’ involvement (buy-in) in selecting it, some implementations at certain life science companies were apparently successful. That was in part because of implementing corporate-wide best practice templates, such as for current good manufacturing practices (cGMPs). Still, there are some vertical segments where SAP has not had that much success yet, even though one would logically expect it. For instance, there is a Read More
ERP Selection Facts and Figures Case Study - Part 2: Qualitative Assessments and Analysis
This is part two of a note describing an opportunity TEC had to evaluate and compare the four top ERP vendors for a client. Each vendor’s offering differed in

q part 3  Study - Part 2: Qualitative Assessments and Analysis ERP Selection Facts and Figures Case Study Overview of the Selection  A mid-market Engineer-to-Order manufacturer in the aerospace and defense sector retained the services of TEC to help select an Enterprise Resource Planning System. This system is intended to replace disparate applications that lacked the functionality and integration to support the company's Lean Manufacturing initiatives. The Scripted Scenarios allowed TEC to gain a detailed 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

q part 3  to solve complex problems quickly and efficiently. They are devised and written by mathematicians and almost always outperform humans. Service chain optimization algorithms balance customer satisfaction and  operating costs . Utilization, efficiency, productivity, and response times are all maximized while being consistently aligned with the company’s  business strategy  and objectives. Any conflicts between competing goals are resolved according to the company’s defined service policy (which will 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

q part 3  community had reportedly been requesting for over a year. Moreover, after realizing the proprietary nature of its Force.com cloud platform (and its Apex code), salesforce.com CEO Marc Benioff and his co-founder Parker Harris have recently decided to decouple Force.com into a more open application layer, for  platform as a service (PaaS)  purposes and a database layer for providing  infrastructure as a service (IaaS) .  Database in the Cloud The latter layer was named database.com , which should help Read More
Financial Forecasting and Planning Summit, London UK, June 2-3, 2011
Financial Forecasting and Planning Summit, London UK, June 2-3, 2011. If you're interested in learning about the latest innovations in financial pl...

q part 3  financial forecasting planning summit london june 2011,financial,forecasting,planning,summit,london,june,forecasting planning summit london june 2011,financial planning summit london june 2011,financial forecasting summit london june 2011,financial forecasting planning london june 2011. Read More
Exploring Epicor Productivity Pyramid - Part 2
Part 1 of this blog series introduced Epicor Software Corporation’s set of tools called the Epicor Productivity Pyramid. The Pyramid enables one of Epicor’s

q part 3  an appropriate tool to query the Epicor Vantage system, the Epicor Service Connect integration solution (mentioned in Part 1) proved to be invaluable to manufacturing customers for orchestrating workflows and automating business processes, with no programming required. Epicor customers were reportedly able to automate business processes, eliminate non-value-added processes, interrupt the process flow to obtain approvals, or simply alert users when specified processes were coming up or were completed. To Read More
Global Trade Applications in Global Credit Crunch - Part II
Part I of this blog series analyzed the appropriateness of global sourcing and spend management applications for helping companies improve their cash flows and

q part 3  me.  In am not quite sure of the real value of having it outside the ERP system at this point. This ERP vs. Best-of Breed GTM discussion will be the topic of Part III of this blog series. In the meantime, what are your views, comments, opinions, etc. about the current economic climate in your region, and about the above-mentioned GTM experts' opinions? What are your (best) GTM practices as well as experiences with particular relevant applications? BEGINLYXF Read More
The Path to ERP for Small Businesses - Part 1: The Research
Most consultants agree that there are three stages that precede a software implementation project: research, evaluation, and selection. This three-part article

q part 3  software, as opposed to acquiring an entirely new system. This phase includes actions related to defining your organization’s objectives, developing a business case, identifying and interviewing your employees, selecting your project team, achieving internal consensus and developing your list of requirements, and creating your long list of vendors. What Does Your Company Do? (Main Activities) To find the best compromise and to efficiently use internal resources, here’s what a small business can do Read More

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