The PeopleSoft-J.D. Edwards merger was, in great part, about retaining the big five (or big four, or big three) seat and the need to be bigger within shrinking market opportunities. The combined vendors should now a have solid foothold against SAP and Oracle, particularly because one better-performing side could, if necessary, cover up for the underachieving one.
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the company's enhanced market visibility also occurred (see J.D. Edwards Finds Its Inner-Self Within Its 5th Incarnation ). While, like PeopleSoft, J.D. Edwards had two disappointing quarters prior to the merger (see Figures 4 and 5 ), it had remained a strong and financially healthy company that was generating cash, increasing its research and design investment, and improving its sales and service operations significantly. Still, both companies were finding it increasingly hard to compete globally and