| 1. |
Critical Business Functions: Misunderstood, Underutilized, and Undervalued Part Two: Closing the Circle of Credit and A/R Management ( Pages)
by Charles Chewning Jr. and Abe WalkingBear Sanchez
Feb 3, 2005
Abstract : Using credit and A/R management as a sales tool requires defining goals and measuring results. Determining the competitive landscape and using A/R management software with key features will help companies realize the full potential of credit and A/R management.
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| 2. |
The Best ACT! Is Still to Come ( Pages)
by Kevin Ramesan and Katarina Novatzki
Aug 31, 2004
Abstract : After a long history as a contact management and relationship tracking tool, ACT! 2005, is expanding to offer more sales force automation features for small to midsize businesses. Now available in a workgroup version, it offers new templates, enhanced opportunity management, additional security, contact record permissions, group scheduling features, and new quote generation functionality. Technical improvements include an SQL database and a complete .NET platform positioning ACT! for total Internet accessibility. The balance of power will surely shift in the competitive landscape as ACT! 2005 covers SME CRM areas currently marked by competitors such as Goldmine and MS CRM.
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| 3. |
Critical Business Functions: Misunderstood, Underutilized, and Undervalued Part One: Credit and A/R Management ( Pages)
by Charles Chewning Jr. and Abe WalkingBear Sanchez
Feb 2, 2005
Abstract : The credit and collection function is the most misunderstood, underutilized, and undervalued area of business. When allied with the sales function, controlled A/R can generate a significant cash inflow playing a huge role in the prospect-to-cash cycle.
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| 4. |
SAP Users Speak Out on Credit and Collections Shortcomings ( Pages)
by Steve McVey
Feb 1, 2000
Abstract : A recent survey of companies which have implemented SAP Accounts Receivable reveal more than a few areas where the system failed to deliver. Although nearly all reported one or more influences on credit and collections that did not relate to SAP, 70% of them felt shortcomings of SAP's A/R module were at least partly to blame for the observed rise in Days Sales Outstanding.
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| 5. |
Using Business Intelligence Infrastructure to Ensure Compliancy with the Sarbanes-Oxley Act ( Pages)
by Lyndsay Wise
Apr 6, 2006
Abstract : The 2002 Sarbanes-Oxley Act (SOX) has affected organizations, their data, and their reporting processes, putting a strain on how their financials are managed. Business intelligence solutions provide answers to these issues, allowing organizations to address SOX compliancy.
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| 6. |
The Sarbanes-Oxley Act May Be Just the Tip of a Compliance Iceberg ( Pages)
by P.J. Jakovljevic
Feb 26, 2007
Abstract : The Sarbanes-Oxley Act is not the only government regulation that enterprises must comply with. Several others make it imperative that appropriate enterprise resource planning and financial management systems provide comprehensive sets of financials and analytics capabilities to ensure compliance.
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| 7. |
Important Sarbanes-Oxley Act Mandates and What They Mean for Supply Chain Management ( Pages)
by P.J. Jakovljevic
Feb 23, 2007
Abstract : Two sections of the Sarbanes-Oxley Act (SOX) have major implications for supply chain management. Yet enterprises can meet the challenges created by SOX more easily by using software tools developed to simplify the processes for compliance with this law.
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| 8. |
Micropayments Rise Again ( Pages)
by D. Geller
Aug 1, 1999
Abstract : eCharge, whose previous initiative was a service that would allow consumers to charge purchases to their phone bill, will announce a new charging and billing system that is completely Internet based.
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| 9. |
Siebel Rallies Its Integration Alliance Troops Part 1: Recent Announcements ( Pages)
by P.J. Jakovljevic
May 10, 2002
Abstract : Siebel is finally taking 'the bull by the horns' by acknowledging the integration challenges its customers face, and by addressing that issue. An often troubling aspect of CRM implementations in the past is that the only way IT departments can achieve a full view of the customer is by integrating front-end, customer facing applications (e.g., contact management) with back-office systems, such as billing applications and financial ERP modules.
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