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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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 w part 4


Lawson Software-IPO and Several Acquisitions After Part Two: Retail and Professional Service Initiatives
Lawson is sticking to its focus on selected vertical markets, but going forward the tenets of that focus will likely be more finely tuned. Namely, the vendor

w part 4  investments. The above delivery was in great part a result of the July 2002 acquisition of certain assets of Armature Holdings Ltd., a then bankrupt provider of merchandising/category management and supply chain management (SCM) solutions for retailers, consumer goods manufacturers, and wholesalers. The Armature suite had been focused on grocery and hard line retail sectors, specifically those sectors with complex product/item definition and rapid inventory management. The assets acquired included all

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » w part 4

Lawson Software-IPO and Several Acquisitions After


Lawson Software, almost two years since a successful IPO amid adverse conditions at the time, has had its share of difficulties while rounding up its vertical offerings via a slew of focused appetizing acquisitions. While the last two quarters have seen license revenue revive and profits, certain ongoing challenges will have to be overcome so that Lawson can see again its best days of a few years ago.

w part 4  Parts Three and Four will discuss the market impact. Part Five will cover challenges and make user recommendations. Health Care Vertical Initiatives Lawson's dominant vertical market has always been health care, where it serves more than 400 health care industry customers representing more than 4,500 facilities, including eight of the top ten integrated delivery networks. The company also serves managed care systems, academic medical centers, hospitals, clinics, physician group practices, home health Read More

An Overview of Product Lifecycle Management Implementation Challenges


Product lifecycle management (PLM) implementation brings its own set of challenges, whether considering vendor selection, employee perception management, or actual implementation. However, based on experience and study, it is possible to describe the best practices for overcoming these challenges.

w part 4  one for the organization. We took part in PLM implementations in the automotive, hi-tech, and food industries. We have gathered the inputs of these experiences, and upon studying the various means of software selection pertaining to PLM, we summarize the following process for vendor selection. i) PLM system document preparation An enterprise has to prepare a document on how they envision their PLM system: this is their company's PLM system document. First of all, let all the stakeholders of the Read More

Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics


If the key financial metrics for creating corporate value relate to costs, capital charges and consumption, and profitability, then the corporate capabilities or competencies required to drive those metrics must include controlling supply chain costs, managing supply chain cycle time, and optimizing responsiveness to the marketplace.

w part 4  supply chain management from within industry, as a supply chain consultant, and as part of a software development organization. He has held his CPIM certification from APICS since 1989. He holds an MBA from Drexel University where he has also taught operations management and operations research. He currently works for Oracle Corporation, focusing on tools for the supply chain decision maker. Mr. Wells can be reached at mark.wells@oracle.com . 6 Penman, Stephen H., Financial Statement Analysis and Read More

6 Key Challenges Solved With End-to-end Human Resource Management


Human resource (HR) departments have an increasingly strategic role within an organization, particularly in the areas of recruiting, compensation, benefits cost containment, and employee development. But often the HR staff finds itself burdened with too many administrative tasks and never-ending paperwork. Learn about solutions that can help your HR department reduce routine administration and cut through complexity.

w part 4  most advanced and effective Web-based recruiting methods and helps companies meet the tightened EEOC requirements. Online recruiting has become an important part of the talent wars, providing nearly one in three new hires. Companies seeking top talent must be able to easily post job openings on Internet job sites, accept online employment applications and resumes, and accurately track online sources of hire. Abra e-Recruiter optimizes recruiting processes by automating the workflow and more accurately Read More

Taming the SOA Beast - Part 2


Part 1 of this blog topic introduced the notion of how complex and tricky it can be to manage and govern enterprise applications' service oriented architecture (SOA). That blog post also tackled Progress Software’s recent acquisition of Mindreef in order to round out its SOA governance solution for distributed information technology (IT) environments. Mindreef joined the Progress Actional SOA

w part 4  audit usage, and monitor Web services. Last but not least, as discussed in Part 1, the ultimate goal is to provide better control over the lifecycle of services by enforcing policy compliance from software development to operations. But what really impressed me post-acquisition was Oracle’s due diligence and even (atypical) humility in admitting BEA’s advantages (e.g., in terms of Enterprise System Bus [ESB] and service mediation capabilities) and bundling it with Oracle’s established capabilities Read More

Has KANA Gotten Its Mojo Back? - Part 2


Part 1 of this blog series presented the opportunity of service economy and associated complexity of providing consistently an experience of customer service excellence. The article then introduced KANA Software, a provider of Service Experience Management (SEM) solutions. Although KANA has focused on enabling superior customer service for its enterprise clients since being

w part 4  and is performing very well. As described in Part 1, KANA offers agent desktop and self-service solutions on SEM that offer desktop consolidation and knowledge infused processes to offer unprecedented visibility, agility and consistency to customer service processes. PJ : What is your message to customers where knowledge management (KM) and call-centers is not the top pain? In other words, how do you compete with the broader service suite providers (e.g., Oracle Siebel, Servigistics , RightNow, etc.)? VN 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. 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

w part 4  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 manufacturer of scrotchets here in Greenfields, US of A. I have four direct reports, all of whom want my boss’s job after they’ve digested and shat mine out. Thanks to the latest round of layoffs, there are Read More

TradeStone Software STARS 2013: Retail Rocks! Part 2


Part 1 recapped TradeStone Software's user conference, STARS 2013. TradeStone’s Core Capabilities TradeStone Software’s bread-and-butter capabilities continue to be sourcing, supplier management (including quality testing, inspections, and social, legal, and compliance-based supplier performance as exemplified in Guitar Center’s case study), and order management, which includes global trade

w part 4  Software STARS 2013: Retail Rocks! Part 2 Part 1 recapped TradeStone Software's user conference, STARS 2013.   TradeStone’s Core Capabilities TradeStone Software’s bread-and-butter capabilities continue to be sourcing, supplier management (including quality testing, inspections, and social, legal, and compliance-based supplier performance as exemplified in Guitar Center ’s case study), and order management, which includes global trade management (GTM) as well. Enterprise resource Read More

Social ERP Emerges, Transforms the Way People Work (Part 2)


In part one of this series, we looked at how and why social media capabilities are impacting enterprise resource planning (ERP) solutions. We looked at the benefits of social media in ERP, social capabilities and features, and also pointed out that user adoption and corporate governance must be considered when rolling out these tools. This second post provides an in-depth look at the different approaches major ERP vendors have taken to integrate social capabilities into their ERP systems and provides some tips for users looking for a social ERP system.

w part 4  Transforms the Way People Work (Part 2)  In part one of this series , we looked at how and why social media capabilities are impacting enterprise resource planning (ERP) solutions. We looked at the benefits of social media in ERP, social capabilities and features, and also pointed out that user adoption and corporate governance must be considered when rolling out these tools. This second post provides an in-depth look at the different approaches major ERP vendors have taken to integrate social 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 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

w part 4  ’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 collaboration cloud (as duly  covered by my blog series) , the overall Dreamforce 2010 theme was cloud proliferation (and Read More

The (NA)Vision of Microsoft Dynamics NAV 2009 - Part 2


Part 1 of this blog series went through the first three generations of the Microsoft Dynamics NAV product, which at the time was called Navision and was owned by the formerly independent namesake company. How has new parent Microsoft treated the product since acquiring it in 2002? Well, ongoing feedback from customers, partners, and market observers shows that Microsoft Dynamics NAV

w part 4  hub-and-spoke deployment scenario that was mentioned at the end of Part 1 . The 4.0 release also unified and improved two human-to-application portal applications: Navision Commerce Portal (for customer, vendor, and partner access and self-service through a Web browser) and Navision User Portal (to provide personalized browser-based remote access to the solution for employees). For functional enhancements, there were improvements in the realm of financial management such as inter-company postings, Read More

Is Epicor Poised to Rule the Mid-Market Retail Sector? (Part III)


Part II of this blog topic analyzed Epicor's forays into the attractive retail sector via the CRS Retail acquisition two years ago. Most recently, with the acquisition of NSB Retail Systems, Epicor has further expanded its functional footprint, market share and geographic presence in the sector. Namely, NSB added over 200 specialty retail logos, thereby more than doubling Epicor’s retail install

w part 4  from Europe and Asia-Pacific, where NSB has had hardly any presence thus far. Cost synergies should come from shared administrative and research and development (R&D) departments, in great part by leveraging both public companies' offshore experience. However, on the down side, the merger does not involve purely complementary product sets, because there is overlap in key products such as POS, merchandizing and retail CRM. It remains to be seen whether Epicor will go for product conversion and Read More

Partner-Friendly Oracle Update - Part 2


Part 1 of this blog series outlined Oracle’s recent (and seemingly genuine) change of heart and approach towards partnering. The analysis then moved into Oracle's VAD Remarketer Program, which was launched about two years ago to allow partners to determine the best growth path for their business. A Remarketer is a new class of Oracle reseller with the ability to resell only the products that

w part 4  ( some blog entries were mentioned in Part 1) , is also dedicated to inform Remarketers about the latest success stories. Enabling Resellers and Attracting the “Little Guy” with Freebees In order to further plant its seeds in the lower end of the market, Oracle also offers an easy-to-use Web-based rapid application development (RAD ) tool for the Oracle database. Using only a Web browser , users can develop and deploy secure professional applications. To that end, Oracle Application Express ( Oracle Read More