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Compare Syspro (IMPACT Encore) side-by-side with BAAN, SAP, J.D. EDWARDS, EPICOR, ORACLE, QAD, and 80+ other ERP vendors
Nov 25, 2009
Today's usage of Decision Support Systems (DSS), combined with vetted ERP knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
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Brio Technology Enters the ETL Market ( Pages)
by M. Reed
Nov 24, 1999
Abstract : Brio Technology (Nasdaq: BRYO) today announced Brio.Impact 4.0, an upgraded version of the industry's first analytic application designed specifically for revenue optimization. Available immediately, Brio.Impact 4.0 includes an integrated extraction, transformation and loading (ETL) capability.
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Is ROI King In Evaluating IT Investments? Part 2. Measuring the Impact of IT Investments ( Pages)
by William Friend and Olin Thompson
Jul 24, 2002
Abstract : If the underlying business assumptions change, the cash flow projections may be critically flawed but the KPI’s can still be relatively reliable indicators of the impact of an IT project. In the long run, IT project KPIs may be the best indicators for IT managers to use in evaluating the results of their IT investments.
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Enterprise Impact Simulation Alliances - At The Core Of EIS ( Pages)
by William Walton
Mar 7, 2001
Abstract : C-commerce alliances are primary drivers of the demand for the predictive capabilities of Enterprise Impact Simulation. Information about IT systems is becoming more valuable than the systems themselves because it is our entry fee to the alliance model, and admission to the alliance is a prerequisite for survival of the business. IT organizations should move quickly to satisfy the new value proposition their companies require of them.
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SYSPRO - Awaiting Positive IMPACT From Its Brand Unification ( Pages)
by P.J. Jakovljevic
Mar 13, 2003
Abstract : By further perfecting its mid-market value proposition and by also unifying its corporate and product brands (i.e., often conflicting IMPACT Encore product brand has been discontinued), SYSPRO should certainly give other incumbent mid-market players and intruders a run for their money.
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Enterprise Impact Simulation An IT Revolution In The Making ( Pages)
by William Walton
Feb 28, 2001
Abstract : The IT industry is ripe for a revolution. For years the IT executive’s job has been to give the business units the tools they need to run the business. Today, more and more, the IT organization is the business. Enterprise Impact Simulation will give IT executives the capabilities they need to accurately predict the impacts of change.
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I-Impact Predicts Your Customer Retention! ( Pages)
by Vaugh Preston
Jan 30, 2004
Abstract : More and more, the market is requesting that a CRM or an ERP application include analytics which can be used in a myriad of businesses to predict customer behavior and help businesses increase the effectiveness of their customer acquisition, retention, and cross-sell programs. It is a costly operation to develop such functionality from scratch. Vendors like I-Impact offer packaged application providers the opportunity of a shortcut.
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SYSPRO - Awaiting Positive IMPACT From Its Brand Unification Part Two: Market Impact ( Pages)
by P.J. Jakovljevic
Mar 14, 2003
Abstract : With its latest moves, SYSPRO seems to have braced itself well for the bigger brethren’s onslaught. The latest brand unification move may prove that the company is also changing its marketing approach, starting with clearer worldwide prominence and unequivocal identity.
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Syspro Hatches 'Encore' IMPACT On SME Manufacturers. Part 2: Market Impact ( Pages)
by P.J. Jakovljevic
Nov 8, 2001
Abstract : While Syspro’s recent product release does not necessarily represent a major ground breaking, its broad and well-attuned offering for small enterprises should certainly give other incumbent players a run for their money.
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| 10. |
Living And Thriving With Channel Master Customers ( Pages)
by Olin Thompson
Sep 16, 2003
Abstract : Channel master business is good. Everyone likes increased volume. But the impact of this business can be bad for the bottom line. How can manufacturers meet the demands of the channel master and preserve their business?
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