发表年份: 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 | 1999   9 2003 English Articles 9 30, 2003 SSA GT to EXE-cute (Yet) Another Acquisition         Part 4: Challenges, and User Recommendations SSA will have its platter full attempting to integrate EXE, as well as its other recent acquisitions while maintaining and improving customer support for EXE's two main WMS products. It certainly cannot postpone the strategy roadmap delivery indefinitely. 9 29, 2003 SSA GT to EXE-cute (Yet) Another Acquisition         Part 3: Impact on SSA GT Even in the cases where the company has been showing close attention to its customers' wish lists, its crucial tenet of operation is profitability and setting realistic goals. The return on investment (ROI) justification works for the vendor, particularly when its CEO has a strong accounting background. It does not appear very realistic to expect the equitably due attention to over a dozen products, though, as only the enhancements that will result in marketing value to SSA GT will pass. 9 27, 2003 SSA GT to EXE-cute (Yet) Another Acquisition         Part 2: EXE Like the previous few SSA GT acquisitions, this merger too seems aimed at enlarging SSA GT's customer base, market share, and more importantly, its predictably recurring support revenue and consequently larger R&D pool. Both companies have notable customer bases with a wide geographic spread (particularly in emerging markets that have been much less affected by the recession). 9 26, 2003 SSA GT To EXE-cute (Yet) Another Acquisition While SSA GT's intended acquisition of EXE Technologies should enable many of its customers to better execute the operations within their warehouses and supply chains through deployment of the EXceed SCE suite, the market is wondering when SSA GT, whose buying appetite seemingly will not let up any time soon, will exceed its "overstocking" point. 9 25, 2003 QAD Pulling through, Patiently but Passionately         Part 6: User Recommendations While hardly any vendor is safe these days including QAD, the gloomy past seems to be far behind. The company has notably broadened its offering and seems to at least keep abreast of current collaborative requirements (if not staying ahead of the curve). 9 24, 2003 QAD Pulling Through, Patiently But Passionately         Part 5: Challenges QAD still has to create greater market recognition and additional revenue. QAD admits it has been struggling to offer complete "across the board" functionality for larger companies, although the system supports multiple currencies and global tax management, and it is tailored to financial practices and requirements in major geographic markets, while the eB2 release features improved financial reporting and inter-company accounting. 9 23, 2003 Poor Data Quality Means A Waste of Money Data quality sounds like a motherhood and apple pie issue, of course we want our data to be right. However, very few enterprises get serious about it. Maybe that's because the cost of data quality is hidden. That cost can be huge. 9 22, 2003 QAD Pulling Through, Patiently But Passionately         Part 4: Market Impact Continued QAD has long shifted its focus from being a mere ERP vendor dedicated to the industrial mid-market to fully leveraging the Internet in the applications it provides to manufacturers and distributors to link their back-office systems to those of their business partners via private trading exchanges. 9 20, 2003 QAD Pulling through, Patiently but Passionately         Part 3: Market Impact QAD deserves admiration for its protracted innovativeness and endurance as the only assets it could muster as to compensate for limited resources compared to many larger competitors. 9 19, 2003 QAD Pulling Through, Patiently But Passionately         Part 2: Company Background QAD, a notable player in the upper middle of the discrete manufacturing market, embarked a few years ago on reinventing itself by delivering applications that would optimize complex order fulfillment processes across multiple enterprises and divisions. Another major product enhancement feat at the time was the QAD/Connects architecture, which was both an open architecture concept and a set of connectivity tools. 9 18, 2003 QAD Pulling Through, Patiently But Passionately QAD has been pulling through the downturn with a real strength (especially in terms of new licenses, and with a strong balance sheet and declining debt), a result of its persevering focus on manufacturing, which it recently coined in the slogan "A passion for manufacturing". 9 17, 2003 PeopleSoft Strategy a Good Deal for JD Edwards Customers Putting PeopleSoft's strategy to work for the JD Edwards community. What can the JD Edwards install-base expect from the PeopleSoft merger? 9 16, 2003 Living And Thriving With Channel Master Customers 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? 9 15, 2003 Battery Power Shakes Up Made2Manage         Part 2: Challenges and User Recommendations The time for existing Made2Manage customers and partners to act is now. The new owners’ motivation in buying the product and vendor must have been the install base and that is you. Showing interest and being vocal about your needs is your part in keeping the relationship the way you want it. 9 13, 2003 Battery Power Shakes Up Made2Manage While Made2Manage's decision to go private under a wealthy Battery Ventures' wing, which was supposedly committed to invest in the acquired technology was prudent at the time of announcement; subsequent events might be showing us a different side of the buyout medal. Although the draconic exodus of former executives and subsequent layoffs may at the end of the day result with some benefits for the customers (e.g., the vendor's stability and improved delivery of product functionality and quality) albeit within the vendor's future sweet spot. While the target market remains small and midsize manufacturers, that more granular sweet spot is yet to be determined and vocally unveiled by the new management. 9 12, 2003 Build versus Buy - A Long Term Decision With the software industry offering greater options and depth of function , we do not hear the idea of a company building their own software very often, but the option is still discussed and is valid in some situations. When it is discussed, the enterprise often fails in fully evaluating the entire array of plus and minus points. 9 11, 2003 If Software Is A Commodity - Can You Still Win Some Competitive Advantage? An application product can never provide competitive advantage by itself, it is a function of how and how much is implemented. A good implementation of a commodity software product can give you a short-term advantage until the competition catches up. 9 10, 2003 IBM is Serious About SMB In the battle for market supremacy, IBM wants to win by reducing Microsoft's market potential. IBM has selected the infrastructure as its battlefield. Both companies are heavily investing to attract best-of-breed channel partners that will be instrumental to a successful small and midsize business (SMB) strategy. 9 9, 2003 Customization Drives Complexity - Why It's Hard to Design, Sell, and Produce ''Simple'' Products It seems counterintuitive, but the process of selling, designing, and producing what appear to be "simple" products becomes surprisingly complex when manufacturers introduce high levels of customization. How can manufacturers of configured products address this complexity to streamline their processes, reduce cost and increase customer responsiveness? 9 6, 2003 Solomon Stands the Test of Time Despite Changing Masters         Part 4: Challenges and User Recommendations Microsoft Business Solutions (MBS) announced the availability of Microsoft Business Solutions Solomon 5.5, which includes several new features and enhancements in the product's Foundation Series, Financial Series, Project Series and Service Series of modules. This part covers the vendor’s challenges and makes user recommendations. 9 5, 2003 Solomon Stands the Test of Time Despite Changing Masters         Part 3: Product Differentiators Of all the MBS' products, Solomon is apparently the purest in terms of a standard Microsoft technology stack, and without any proprietary additions. Furthermore, its sharp focus solely on Microsoft technology from ground up, coined in ''the power of one'' motto (one OS platform - Windows XP/NT/2000, one database platform - MS SQL Server, one development environment - MS Visual Basic, etc.), also presents an attractive, risk-adverse option for penny-pinching mid-market customers. Solomon IV has consequently been very competitive in speed of implementation, feasibility of customization, total cost of ownership (TCO), and price/performance ratio. 9 4, 2003 Solomon Stands the Test of Time Despite Changing Masters         Part 2: Market Impact MBS Solomon, due to its distinct differentiators and weaknesses has been blessed in disguise with possibly the most distinct niche and the least overlap (gray area) with the other MBS ERP products (i.e., MBS Great Plains, MBS Navision, and MBS Axapta). 9 3, 2003 Solomon Stands the Test of Time Despite Changing Masters It appears that several of Microsoft Business Solutions (MBS) Solomon's truly differentiating traits, which could not have been easily or quickly replicated by its seemingly more robust brethren products within the MBS division, will have been a good enough reason for Microsoft to continue to bolster the product rather than to consider any other less popular options (e.g., stabilization and replacement) to offer to Solomon's loyal customer base and resellers, some of which will have even feared the possibility. 9 2, 2003 Can Auditing and Project Management Co-Exist in an ERP Environment? It is hard to recall the last time an ERP implementation team included an auditor as an active member. This article explores key points in a project's lifecycle where the audit function should be involved and the deliverables to be expected. 9 1, 2003 Single Source or Best of Breed - The Debate Continues This will never be a clear-cut decision - it is all about the trade-offs.   8 2003 English Articles 8 30, 2003 Scala and Microsoft Become (Not So) Strange CRM Bedfellows         Part 3: Challenges and User Recommendations Whether this is a temporary stint, a true long-term alliance, or just a prelude to nuptials down the track, Microsoft should turn out as a beneficiary in every way. 8 29, 2003 Scala and Microsoft Become (Not So) Strange CRM Bedfellows         Part 2: Market Impact Continued Microsoft's foray into the CRM arena has not been a bed of roses, despite its indisputably large marketing muscle and R&D investment, its strong channel, traditionally attractive pricing policies, and the aura and experience within the market segment. Microsoft CRM remains both a threat and an opportunity for the most nimble mid-market CRM vendors. Microsoft’s entry with CRM evangelism through an array of seminars nationwide has bolstered the market’s awareness of the need for CRM applications. 8 28, 2003 Scala and Microsoft Become (Not So) Strange CRM Bedfellows The Scala and Microsoft alliance in the CRM arena has merits of mutual benefits, particularly in the short to medium term, but due to vacillating motives of the participants that compete in the other enterprise applications fields, will it last? For the time being, Microsoft will likely be content to help Scala attack or keep the satellite divisions of its bigger competitors, particularly those of their common rival - SAP. 8 27, 2003 The Power of One The typical mid-market company that has roughly $350 million in annual revenue, has not fully automated its business processes, and would gladly give up its legacy systems if everything could work from one server, and give the executives the information they need in the process. Another opinion in the dilemma - the one-stop shop versus best-of breed concept. 8 25, 2003 Epicor Conducts Its Own ROI Acquisition Rationale         Part 3: Challenges and User Recommendations Despite notable functional and technological initiatives, the challenge for Epicor and its affiliate channel also remains the management of multiple flagship ERP product lines. Also, while the products may have their separate niches, they will in many more instances be similar enough to confuse former separate Epicor and ROI Systems' direct sales reps and value-added resellers (VARs) in selling the combined portfolio. 8 23, 2003 Epicor Conducts Its Own ROI Acquisition Rationale         Part 2: Market Impact Given Epicor's ordeal of the past and the fact that divesting several lateral products in 2001 will have greatly helped it achieve some much needed stability nowadays, one could wonder about the wisdom of the renewed Epicor’s appetite for acquisitions. 8 22, 2003 Epicor Conducts Its Own ROI Acquisition Rationale Given the "once bitten, twice shy" adage, one should imagine Epicor has carefully thought out the rationale for the recent acquisitions of ROI Systems and TDC Solutions, so that they are not a knee-jerk, 'me too' impulse owing to the ongoing consolidation craze in the market. 8 21, 2003 Product Configurators Pave the Way for Mass Customization 'Mass customization' is the buzzword of the current decade. Customers demand products with lower prices, higher quality and faster delivery; yet they also want products customized to match their unique needs. A product configurator that enables manufacturers to efficiently deliver customized products by automating product configuration processes is one of the key promising technologies in implementing mass customization. 8 20, 2003 Lose the Starry Eyes, Analyze: Reviewing the Ideal Candidate for EMR Innovations ProcessPro This is an examination of EMR Innovations' ProcessPro ERP solution. Companies can begin determining if it is worthwhile to pursue a relationship with EMR Innovations by considering the selection criteria which are most supported by the vendor. We ask the question, all things being equal, which modules are the most complete in their contribution to the product's functionality. 8 19, 2003 Has The BI Market Consolidation Been Crystal-Clearly Actuated?         Part 3: Competition and User Recommendations. Users choosing point planning or BI products should consider the integration infrastructure and effort needed to combine these products versus the cost and functionality issues of choosing an integrated CPM product suite (if still possible to find). Mission-critical issues like scalability, reliability, manageability and ease-of-use go without saying. 8 18, 2003 Has The BI Market Consolidation Been Crystal-Clearly Actuated?         Part 2: Market Impact In addition to products' rationalization, the integration at sales and cultural levels will be challenging. In general, existing customers of involved merging vendors should be alert, but they should still look at these events as positive. 8 17, 2003 Has The BI Market Consolidation Been Crystal-Clearly Actuated? Although the recent spate of acquisitions in the business intelligence market, especially marked with Business Object’s acquisition of Crystal, Hyperion’s acquisition of Brio, and Actuate’s acquisition of Nimble, may bear resemblance to the raging consolidation in the ERP market, the underlying reasons for the first one are not that simplistic. 8 15, 2003 RTI's CRM Applications Rivals The Major League Providers Founded in 1990, RTI Software is an Illinois CRM application provider with a feature- rich Enterprise solution targeting the software and hardware industry and expanding to other industries with similar requirements in service, helpdesk, sales and marketing. Recently TEC interviewed Michel P.Mallen, RTI’s Executive Vice President to discuss RTI’s flagship products CustomerFirst and SalesFirst. 8 14, 2003 Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less         Part 3: Challenges and User Recommendations The rejuvenated management team has done a praiseworthy job of bringing the company back to health while concurrently unveiling a new System21 product that can compete with the other products in the market. Deep vertical functionality, process integration, and the communication of a detailed product strategy blueprint to the market should help users manage total cost of ownership (TCO) during this era of conservative IT budgets. 8 13, 2003 Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less         Part 2: Market Impact Geac is now a financially conservative, stable but acquisitive organization that has remained profitable despite the general IT industry downturn. Geac’s future focus on delivering new functionality to its heartland of existing customers and industry verticals, while building out its technology to make its existing products more future-proof, seems prudent. Geac is also targeting new customers through Extensity, Comshare and other front-end applications. 8 12, 2003 Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less By continuing to achieve stable financial performance and leverage customer requirements to deliver new product enhancements, as well as undertake palatable acquisitions such as Comshare, Geac might well overcome a lingering general feeling that it missed its opportunity to be a top-notch applications vendor. Still, losing five CEOs within five years may sound disconcerting to some, although Geac might contest that. 8 11, 2003 Profit Optimization - Can We Possibly Argue With The Objective? The "why" of Profit Optimization is easy? The objective is to increase profits and we can all agree on that objective. The "how" of Profit Optimization is not so easy. The seemingly simple solutions are dependent upon each other and many more variables. Profit Optimization is not a simple objective; it is a very complex objective. 8 9, 2003 BI Market Consolidation Compared to ERP Market Consolidation The BI market is ripe for consolidation, but not necessarily for the reason of capturing the scarce remaining market share like in the ERP case, but more likely for the reasons of garnering the most complete CPM portfolio. 8 8, 2003 Best of Breed Versus Fully Integrated Software: The Pro's and Con's After dealing with the over-hype of Y2K, companies have started to reconsider the best of breed as a viable solution to satisfy their software needs. This comes as a shock to the corporate systems culture when user communities were told that fully integrated software such as ERP, SCM, and EAM were the only way to meet their software needs. After developing a level playing field, this article examines the pro’s and con’s of one alternative over the other. Read on to see if you agree with the merits of the best of breed or fully integrated software approach to software selection. 8 7, 2003 Commodity Software, Best Practice and Competitive Advantage Can industry-leading practice be found in a commodity software package? If we accept that application software is a commodity, by definition, the answer is no. If a vendor claims industry-leading practice, then it is available to your competition. If we really want to have practices that lift us above the competition, it cannot be in a standard package. Where in the business do we need to be better than best practice? 8 6, 2003 IBM Express-es Its Candid Desire For SMEs         Part 3: Challenges and User Recommendations IBM still suffers from the image problem of being associated with products and services for very large organizations, and it will need to muster a major marketing effort to convince buyers that it can deliver appropriate and cost-effective systems for small businesses. 8 5, 2003 IBM Express-es Its Candid Desire For SMEs         Part 2: Market Impact SMEs have recently begun to seek integration platforms that address the end-to-end business process management (BPM) rather than the traditional pesky point-to-point interconnectivity solutions. IBM's strategy of selling WebSphere Express through local VARs and of letting smaller enterprises deploy only what they need in an incremental fashion, should go a long way with the current buying patterns. 8 4, 2003 IBM Express-es Its Candid Desire For SMEs IBM has recently reenergized its incursion into the mid-market gold rush with a new program carrying the 'Express' brand, which targets companies with less than 1,000 employees with a bundle of hardware, software infrastructure, professional services, and financing. IBM hopes to ride on the mid-market forays of a plethora of its enterprise application partner providers, while also providing some real alternative for Microsoft at the low end of the application market. 8 2, 2003 Can ERP Speak PLM?         Part 2: Examples and Recommendations Product Lifecycle Management (PLM) solutions have to work with many other systems, not just ERP, so integration is not a new issue for PLM vendors. Most PLM vendors recognize the need for integration and have addressed the need in their toolkits. The additional work comes from integrating the concepts and semantics of one system to the next, if this business level integration has not already been provided between the two systems. This can be a big challenge for best of breed vendors, who may need to rely on systems integrators for much of this conceptual and semantic integration.   7 2003 English Articles 7 31, 2003 If Software Is A Commodity...Then What? Many, if not most categories of software have become commodities. Vendors hate to hear it, but most of the products in a category produce the same results, pretty much in the same way. If this is true, how do user select the right vendor? How does a vendor get selected? 7 30, 2003 Ways of Finding Software Vendors: The Pro’s and Con's So you are looking for software to support the critical functions of your company. Unfortunately, you can't go to your local Software'R'Us. This article discusses several sources and methods for identifying potential software vendors. It also examines the pro's and con's of each method. 7 29, 2003 Best Software Delivers More Insights To Its Partners (As Well As To The Market)         Part 5: Challenges and User Recommendations Best Software/Sage is a company that delivers products based on savvy understanding of its customers' needs, of the competitive forces in the market, and on constant adaptability. It is still standing on top of the hill in many SME markets, and it is typically a much more difficult task for anyone to capture the hill than to defend it. 7 28, 2003 Best Software Delivers More Insights To Its Partners (As Well As To The Market)         Part 4: Market Impact Continued Sage Group's decision to finally group its plethora of enterprise-level applications in North America under the Best Software brand in 2002 emanated from the company's ability to deliver highly integrated components, and to weave a unified story around this concoction of products, many of them with best-of-breed traits. 7 26, 2003 Best Software Delivers More Insights To Its Partners (As Well As To The Market)         Part 3: Market Impact With Best having already captured a lion's share of the market estimated to consist of several millions of small enterprises or ~$14 billion in revenue opportunity, and continuing to capture new customers, the likes of MBS will likely have their work cut out for them despite their recently unveiled sound strategy and product offering. 7 25, 2003 Best Software Delivers More Insights To Its Partners (As Well As To The Market)         Part 2: Event Summary Continued During Insights 2003, Best Software announced several new industry-specific kits and a strategic acquisition in support of its vertical product strategy, which targets manufacturers, distributors, nonprofits and accountants. More than 40,000 accounting and bookkeeping firms currently use or recommend Best Software products. 7 24, 2003 Best Software Delivers More Insights To Its Partners (As Well As To The Market) Several months after having unveiled its 'customer and/or partner for life' strategy blueprint at the end of 2002, Best Software recently organized its first annual Insights 2003 conference and briefed its partners on the actual steps of executing its strategy to prop itself up against the inevitable face-off against Microsoft Business Solutions. 7 23, 2003 Analyse This Enterprise applications have long been providing the means for businesses to collect required data and deliver it to the right people. Now that sales and marketing professionals are empowered with the right tools to better serve their customers and gather insights on all customers' interactions, the question to ask is what's next? We see the answer in a tight integration between Enterprise applications and Analytics. 7 22, 2003 Supply Chain Decisions - Make Sure You Understand the Dollars and Sense         Part 2: The Impact on Real Costs High-level strategic decisions often have multiple, cascading cost impacts. The reaction of the costs to changes in the supply chain system is not predictable in a simple relationship that is based on current standard costs, because strategic changes often involve step changes in costs that alter the balance of fixed and variable costs. 7 21, 2003 Supply Chain Decisions - Make Sure You Understand the Dollars and Sense Companies make decisions about their supply chains every day. But do they really understand the impact of their decisions on the P&L, Balance Sheet, and key operational metrics? Do they have the tools to available to consider a broad set of possible options and their inherent trade-offs? 7 19, 2003 ROI In Your Warehouse! (REAL or IMAGINED) How can someone legitimately evaluate new software, improvements to a process, or "RIGHT-SIZE" without some knowledge of what is reality? 7 18, 2003 Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)?         Part 3: Made2Manage Market Impact and User Recommendations Smaller manufacturing enterprises are often more comfortable dealing with a vendor of a size and corporate culture similar to theirs. Examples of these markets can be e.g., fresh meats, dairy producers, Tier 2/3 automotive suppliers, etc. Some of these thriving Boutique Vendors will actually be conglomerates of smaller divisions or vendors with a common owner. These might even be a current mid-range vendor who specializes in a series of smaller markets or even a sub-segment of a Big Five vendor 7 17, 2003 Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)?         Part 2: Agilisys Market Impact The most recent merger looks initially like a positive move for both companies and their customers, since Agilisys further enlarges a foothold in the discrete automotive manufacturing (which it has recently started with BRAIN) and solid SCE product modules that it might embed into its own SCM suite and possibly cross-sell into many industries (yet to be scrutinized, though). 7 16, 2003 Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)? While the ongoing consolidation frenzy is by no means the end of smaller vendors, the number of survivors will certainly be only a few dozen. Amid these ongoing seismic consolidation tremors, smaller application vendors are left with few choices: going private under a wealthy financial backer’s wing that is also committed to invest in the acquired technology, or snatching some prominent mid-market players within its market segment. 7 15, 2003 Baan And SSA GT Merge To Form A Mid-Market Empire With An ''Iron Side''         Part 4: Market Impact Summary and User Recommendations SSA GT has many times surprised even the biggest skeptics by turning around seemingly non-viable vantage products (which iBaan and Ironside certainly are not) and/or ailing vendors (which Baan has been, and Ironworks will have likely become). 7 14, 2003 Baan And SSA GT Merge To Form A Mid-Market Empire With An ''Iron Side''         Part 3: Market Impact On SSA GT Like the previous few SSA GT's acquisitions, this merger too seems aimed at enlarging combined Baan and SSA GT's customer base, market share, and, more importantly, its predictably recurring support revenue and consequently larger R&D pool. 7 12, 2003 Baan And SSA GT Merge To Form A Mid-Market Empire With An ''Iron Side''         Part 2: Market Impact On Baan Baan is now in a much better company, one that is solely dedicated to the enterprise applications business. In addition to Baan being in a better shape and hardly resembling its 1999/2000 incarnation - this time the vendor was rather a victim of its now ex parent's 'sins' than of self-inflicted wounds, which was the case prior to its Invensys stint. 7 11, 2003 Baan And SSA GT Merge To Form A Mid-Market Empire With An ''Iron Side'' Should Baan and Ironside learn from their new senior sibling SSA GT how to consistently produce stellar financial results and profitability while proceeding with the launch of the next-generation product releases and integration platforms that could in turn cater for SSA GT's aged products' technology rejuvenation needs, the market could witness the creation of another enterprise application powerhouse that is focused solely on manufacturing. 7 10, 2003 Generating Revenue from Service A CRM solution, to be successful, has to support cross-business processes and a number of operations within the business, from Marketing to Service, including Sales. This integration of what, historically, has been treated as very separate parts of the organization, provides the opportunity to rethink existing operational mechanisms. 7 9, 2003 Time Keepers Or Clock Makers Right now, you probably have someone hiring and firing warehouse personnel who has never attended a course on interviewing techniques or labor laws. You have someone controlling millions of dollars of inventory that could not tell you the last time they attended a course or read a book about inventory control. And we wonder why our inventory is so inaccurate. 7 8, 2003 Computerized Maintenance Management Systems: A Tutorial         Part 2: Benefits and Interfaces A CMMS is an excellent business opportunity whose implementation can significantly improve operations, reduce equipment downtime, increase accountability of the maintenance functions, and produce substantial financial savings. Read on to learn how this can be accomplished. 7 7, 2003 Computerized Maintenance Management Systems: A Tutorial         Part 1: Challenges and Features Companies are looking for more areas to squeeze savings out of operations. One such area that may be fertile ground to explore is equipment maintenance. The class of software that can help to cultivate these savings is computerized maintenance management systems (CMMS). This article discusses the basics of CMMS and its key features, enabling you to determine whether your company should investigate this software as a potential source of savings. 7 5, 2003 Should E-Business Be Inside or Outside of IT? All the recent management trends from Continuous Improvement to Business Process Re-engineering have had the same issue we see with E-Business. They have enterprise-wide implications and tend to become part of the corporate department that started the initiative. This article recommends a more strategic business approach. 7 4, 2003 Why Systems Fail - The Dead-end of Dirty Data If your data does not reflect reality, the system can never be effective. In today’s world of collaboration, showing a trading partner dirty data is giving them the wrong message and tearing down the trust called for in a collaborating partnership. 7 3, 2003 A CRM System Needs A Data Strategy A customer relationship management (CRM) system is inherently valuable for supporting customer acquisition and retention by gathering data from each contact with customers and prospects. Collecting data, however, cannot be isolated from a strategy for actually using that data. Here is an overview of how to evolve the focus of a data strategy to specifically suit both the acquisition and retention phases. 7 1, 2003 Desktop Management's Dirty Little Secret ESD (electronic software distribution) promises to simplify software distribution and management, and eliminate ''sneakernet'' the costly, time-consuming manual process that some companies still use to do upgrades and installations. Unfortunately, the cure often has some of the same pitfalls as the problem, not to mention a few snags of its own.   6 2003 English Articles 6 30, 2003 To Gain Market Share in the Mid-Market, SAP Leaves No Stone Unturned The star above small and medium businesses (SMB) has never been so bright. CRM solution vendors are courting this market segment extensively. This is the second of a series of articles that look at strategies deployed by major enterprise solution vendors to attract the SMB decision makers and whether those vendors are ''dumbing down'' their enterprise software for the mid-market. This article evaluates SAP's mid-market solutions and its implementation approach. 6 28, 2003 Should Uniqueness Vouch For Marketing Automation Niche Players? Unica's possibly unique set of broad and astute functional footprint and geographic coverage, easily-deployable product with proven quick payback may prove the fact that the marketing automation point providers with a differentiating value proposition and with immaculate execution may prevail the onslaught of larger packaged suite providers. 6 27, 2003 The Total EAM Vision Strategic Advantages in Asset Management Physical asset management contributes greatly to the achievement of competitive advantages in capital intensive companies. Particularly in the areas of productivity, quality, cost effectiveness, and risk management. If your company has a need to manage physical assets it can benefit from a proven Total EAM solution provided by one of the top-level systems vendors. 6 26, 2003 Welcome to the CRM Mid-Market Abyss-PeopleSoft As the market shifts from sophisticated enterprise CRM implementations to the more competitive and overcrowded mid-market-large enterprise vendors tend to step on mid-market vendor's toes. The real concern is to determine whether the mid-market cultural and functional differences are well understood and acted upon or do the large players simply offer a smaller mockup of their existing enterprise solutions. This article, which evaluates the PeopleSoft mid-market CRM solution, is the first of a series of research articles that focus on the mid-market applications provided by large CRM vendors. 6 25, 2003 Software Selection: An Approach Selecting package software can have long-term benefits or long-term regrets. To avoid the latter, your approach needs to be sound, logical, and prudent. It also has to be completed in your lifetime. Read about an approach to software selection that helps an organization get to the primary objective of identifying the best software solution quicker but with the necessary due diligence. 6 24, 2003 What's Wrong With Enterprise Applications, And What Are Vendors Doing About It?         Part 3: A New Approach and User Recommendations Despite the user preference for a single, 'one-stop shop' vendor, componentized software products, interoperability standards and Internet technology will lead to fewer large-scale projects and an ongoing stream of smaller ones, all with tangible return on investment (ROI) rationale. Although not necessarily a panacea, what makes Model Based Architecture different is that it is practical approach, which is changing some of the basic rules and paradigms of software development. 6 23, 2003 What's Wrong With Enterprise Applications, And What Are Vendors Doing About It?         Part 2: A New Framework Strategy Building replacement products on a new framework is a higher risk strategy. The product functionality still quite matters and, while it is important for enterprise applications providers to implement the latest computer science 'quantum leap', there is no guaranteed correlation between first-to-market and the ultimate success in the market (in fact, based on many experiences, one could even argue that the correlation might be inverse). 6 22, 2003 InsideOut Firewall Reporter Unravels the Mysteries of Your Firewall Logs The most important piece of hardware that protects your network from intruders, hackers, and outside traffic is your firewall. Firewalls process an enormous amount of data, that when converted to useful information, can tell you many things about the packets traveling in and out of your network. 6 21, 2003 What's Wrong With Enterprise Applications, And What Are Vendors Doing About It? With increased competition, deregulation, globalization, and mergers & acquisition activity, enterprise software buyers realize that product architecture plays a key role in how quickly vendors can implement, maintain, expand/customize, and integrate their products. Many in the enterprise applications vendors' community recognize that these are unmet realities and are attempting to offer solutions that will deal with them. While it is not practical to look at every strategy and every vendor's nuance, this note looks at some important examples representing distinct strategic approaches. 6 19, 2003 Frantic Merger-Mania Spiced Up With Vendettas Leaves Customers Anxious         Part 2: Analysis Continued To continue to be healthy, an enterprise software vendor either needs a defendable niche or a large market share. For the latter, acquisitions are often required to grow and prosper. With revenue streams shifting from new accounts to up- and cross-sales to existing customers, software support and services, a large customer base is the key to continued health. 6 18, 2003 Frantic Merger-Mania Spiced Up With Vendettas Leaves Customers Anxious Although end-user companies should continue to track the financial health of their vendors to possibly discern if the vendor will be a collector or one of the collected, the latest torrid 'love triangle' affair involving Oracle, PeopleSoft and J.D. Edwards may prove that even a seemingly stable vendor can involuntarily end up being acquired. If your vendor is acquired, do meet the new owners, given their motivation in buying your vendor was the install base and that is you. Showing interest is your part in keeping the relationship the way you want it. 6 17, 2003 ERP and WMS Co-Existence: When System Worlds Collide You are currently using enterprise resource planning (ERP) software. You want to improve your warehouse management and operations and are considering a warehouse management system (WMS) solution. However, there is significant overlap between ERP software and a WMS regarding inventory-related functionality. Read on to learn about some of the considerations and decisions that need to be made to ensure that the maximum benefits are obtained from each software solution. 6 16, 2003 Lose the Starry Eyes, Analyze: Reviewing the Ideal Candidate for Metasystems ICIM This is an examination of Metasystems ERP solution. Companies can begin determining if it is worthwhile to pursue a relationship with Metasystems by considering selection criteria, which are most supported by the vendor. We ask the question, all things being equal, which modules contribute the most to the product's functionality. 6 14, 2003 Epicor Reaches Better Vista From This Vantage Point         Part 3: Challenges and User Recommendations Epicor competes in multiple enterprise business applications markets. Epicor may mean different things to different people, which does not really help mind share creation in particular segments of interest. 6 13, 2003 Epicor Reaches Better Vista From This Vantage Point         Part 2: Market Impact With its solid and improving cash position and current development work in progress for contemporary Internet-based, 'software as a service' enterprise and collaborative commerce applications, and given its intentions to continue to sell both directly and indirectly with accredited VARs within certain vertical segments, a return to better days does not seem as a far-fetched possibility for Epicor. 6 12, 2003 Epicor Reaches Better Vista From This Vantage Point By harnessing Microsoft .NET possibly more keenly than its creator and by figuring out its bread-winning product groups, amid difficult market conditions notwithstanding, Epicor might be showing us that ‘a clearer vision' can keep it in the mid-market leadership race amongst a plethora of formidable opponents. This note’s spotlight is on Epicor’s recently unveiled manufacturing strategy. 6 11, 2003 Service Lifecycle Management - Tapping into the Value of the Product Aftermarket Product Lifecycle Management (PLM) addresses the full lifecycle of a product. The focus of most of the current PLM solutions, however, does not make the most of the value available from servicing products after they have been sold. Service Lifecycle Management (SLM) promises valuable business benefits after a product has been shipped to the customer, tapping into the value of the product aftermarket. 6 10, 2003 Software Giants Make Courting A Small Guy Their ''Business One'' Priority         Part 4: Challenges and User Recommendations While fixed time and cost solutions delivered packaged from pristine laboratories do have their appeal, SMEs are becoming increasingly savvy to ask for more than just these implementations perceived as cookie-cutter approach. 6 9, 2003 Software Giants Make Courting A Small Guy Their ''Business One'' Priority         Part 3: Market Impact Continued Trying to sell dumbed-down versions of mySAP Business Suite, Oracle E-Business Suite, without a serious re-engineering of these products, has not worked for the lower-end of the market. To date, Oracle and SAP have responded by acquiring more suitable genuine products for the segment, while it is not unlikely to see PeopleSoft and J.D. Edwards follow suit in the future. 6 7, 2003 Software Giants Make Courting A Small Guy Their ''Business One'' Priority         Part 2: Market Impact Mid-market and the SMB segment are the next frontiers and a promised land for all the enterprise vendors, small and large alike.Still, the willingness of smaller IT departments to go for more sophisticated technology beyond the all-too-common dispersed islands of information on Excel spreadsheets, Access-based reports and queries, or even managers’ pocket paper-pads and post-it notes, does not guarantee any vendor an easy ride. 6 6, 2003 Software Giants Make Courting A Small Guy Their ''Business One'' Priority As the battle for the mid-market intensifies, each Tier 1 vendor is exhibiting its bag of tricks for small-to-medium enterprises. While PeopleSoft is refining its fixed-price & time proposition to the upper-end of the mid-market, SAP is trying a twofold strategy of promulgating its mySAP All-in-One similar offering for the higher-end of the mid-market, while offering SAP Business One product to appeal to complexity-adverse smaller enterprises. Oracle seems to be dabbling with both approaches… 6 5, 2003 A User Centric WorkWise Customer Conference WorkWise's business model is all about 'loving the customer'. A recent visit to their Customer Conference showed us the business plan in action. Is it time for other companies to consider this model? 6 4, 2003 ROI Systems Defies The Odds Through Delighted Customers         Part 3: Strengths, Challenges and User Recommendations ROI System is definitely a "user's vendor" that should raise the bar for customer care best practices amongst its competitors. 6 3, 2003 ROI Systems Defies The Odds Through Delighted Customers         Part 2: Market Impact ROI's approach has always been to offer proven but not necessarily leading-edge product technology, which has allowed the vendor to provide its customers with easy migration paths to updated technology. 6 2, 2003 ROI Systems Defies The Odds Through Delighted Customers ROI Systems' strategy in terms of enhancing its product only in tune with ensuring its customers' delight has apparently been paying off in terms of staffing and resellers expansion and company growth. This should come as welcome news these days when even much bigger competitors that have traditionally touted more sizzling products, more widespread geographic coverage and/or a sharper vertical focus are posting dismal results and hardly any new accounts.   5 2003 English Articles 5 31, 2003 Adonix + CIMPRO = A Feature-Rich Process ERP Product, But With Challenges Adonix is fulfilling its promise to bring a full Process ERP offering to the mid-market. The new Adonix X3 Process automates and integrates the complex formula management and planning requirements of process manufacturers, however, the vendor needs to resolve knowledge and experience issues with the existing sales force and partners and any new channel partners. 5 30, 2003 BPM Weaves Data And Processes Together For Real-time Revenues Linking data to process is the realm of business process management (BPM). BPM's focus on process dramatically reduces the amount of data that needs to be moved, and thereby reduces both the initial cost and ongoing maintenance cost of application integration. 5 29, 2003 What You Should Know Before Selecting a WMS Before an important game, you create a game plan. Before you start building a house, you have a blueprint. And before you start looking at a warehouse management system (WMS), you must define how you want your warehouse to be organized and function. This article looks at basic warehouse strategies that need to be understood to ensure that the WMS software effectively and efficiently supports the activities of the warehouse, now and in the future. This is not to say that you will not consider the best practices of the new 5 28, 2003 Professional Services Are Catching-up With CRM The CRM market is shifting. Instead of looking for an all-purpose and horizontal oriented CRM application, customers are seeking a more specialized and industry specific tool. From the larger organization to the smallest customers, CRM buyers are expecting their applications to follow their business model with limited need for customization. Interface Software, which is focused on the professional services market, is an example. 5 27, 2003 Selecting PLM Software Solutions         Part 5 - User Recommendations This tutorial points out the significance of buyers researching PLM technology vendors before determining the short list and vendors researching the viability of the opportunity before committing time and money to a sales effort. Since a 'one-size-fits-all' product is still not quite a viable possibility, almost every product can win provided certain set of requirements. The Catch 22 for both buyers and vendors/VARs is to pinpoint the right opportunity in this ongoing 'dating game'. 5 26, 2003 Selecting PLM Software Solutions         Part 4 - Comparing 3 Vendors In PLM, there is no single vendor that can meet all of the requirements, and the market is still immature, so almost every product can be the right solution provided a certain set of requirements. In this part of the article we review 3 vendors who offer products to the PLM market - IDe, Thetis, and PDMware - as a demonstration that selecting the appropriate solution is highly dependant on the prioritized needs of the business. 5 24, 2003 Selecting PLM Software Solutions Vendors         Part 3 - A Timesaving Solution In PLM, there is no single vendor that can meet all of the requirements, and the market is still immature, so almost every product can be the right solution provided a certain set of requirements. The Catch 22 for both buyers and vendors is to pinpoint the right opportunity in this ongoing 'dating game'. 5 23, 2003 Selecting PLM Software Solutions         Part 2 - Problem Overview Past experience shows us that the vast majority of enterprise technology evaluations run over time and budget, and once selected, the majority of the implementations fail to meet functional, return on investment (ROI) and total cost of ownership (TCO) expectations. Many companies have consequently been stuck with under-performing software products and dejected users, and are still unable to gauge their system to determine how far they are from the ideal solution for their business requirements. 5 22, 2003 Selecting PLM Software Solutions Past experience shows us that the vast majority of enterprise technology evaluations run over time and budget, and once selected, the majority of the implementations fail to meet functional, return on investment (ROI) and total cost of ownership (TCO) expectations. Enterprise technology selections for ERP, CRM, SCM, and other enterprise applications provide valuable lessons that can be applied to selecting PLM software, but there are some key differences that need to be recognized. 5 21, 2003 SCE Leaders Partner To See Beyond Their Portfolio         Part 3: Challenges and User Recommendations One of the biggest challenges facing IT departments today is still unlocking data and processes from a plethora of heterogeneous applications running on different technologies and platforms, from mainframe to Web application servers. Since most SCE solutions involve a complex flow of transactions across a company's information systems network, users need simple to use, graphical tools to help them manage these transaction flows and quickly respond to problems. 5 20, 2003 SCE Leaders Partner To See Beyond Their Portfolio         Part 2: Market Impact Further acquisition, partnerships, and internal development will continue to accelerate offering a much-richer level of functionality throughout the entire commerce chain software market. Market wide, the growth of industry specific, vertical solutions continues with concurrent internal development, acquisitions and partnerships, and the notion of an 'end-to-end' solution continues to evolve. 5 19, 2003 SCE Leaders Partner To See Beyond Their Portfolios Recent partnerships that Manhattan Associates and RedPrairie have struck with demand planning and/or integration providers might indicate an ongoing 'collaboration' of the planning and execution sides of supply chain management (SCM) as to create one adaptive supply chain. 5 17, 2003 PowerTrieve, A LEAP For CRM? Although CRM applications, Portals, and Contact Centers are contributing to the improvement of customer relationships and the effectiveness of employees; in many cases they remain convoluted to users whether they are customers or company employees. Will LEAP (Language Enabled Application Platform) products like the PowerTrieve solve the problem? 5 15, 2003 Tier 3 And Tier 4 ... Where Do You Go If You Don't Know, What You Don't Know. If you are an executive in a Tier 3 or Tier 4 manufacturing company and you have wondered where to start, whom to call, what questions to ask, this article is for you. 5 14, 2003 Invensys Production Solutions - Can Historic Strengths And The 'Protean Boost' Overcome Its Liabilities?         Part 2: Liabilities, Strategy, and User Recommendations Invensys must communicate its successes and strategy to the marketplace, and must aggressively invest in customer satisfaction, marketing, and sales. IPS must convince customers and prospects that it is here to stay; while the functionally rich products are great advantages, many other considerations make some customers and prospects perceive these solutions a risk. 5 13, 2003 Invensys Production Solutions - Can Historic Strengths And The 'Protean Boost' Overcome Its Liabilities? Invensys has created a new group within its Production Management Division called Invensys Production Solutions. The group includes the PRISM and Protean process ERP products plus the resources of Invensys Validation Services group. While the unit should have much strength, it also has certain liabilities that must be addressed. 5 12, 2003 What's Wrong With Application Software? - A Possible Solution? What Is It, Why And How Does It Fit Into Your Future The series, 'What's Wrong With Application Software' explored key challenges found in enterprise applications and also discussed the characteristics of next generation architectures that would provide better support for applications. Once such solution, model based architectures, deserves to be on an enterprise's 'technologies to watch' list. 5 10, 2003 What Does Vendor Consolidation Mean To The End User? End-user companies should track the financial health of their vendors to see if the vendor will be a collector or one of the collected. If the end-user company has a focused vendor, think of that vendor's health and help them become even better in your type of business. If your vendor is acquired, meet the new owners. The new owners motivation in buying your product and vendor was the install base and that's you. Showing interest is your part in keeping the relationship the way you want it. 5 9, 2003 The Reinvention of Software Vendors and End-User Value Application vendors are focusing on their install base as their primary source of revenue while cutting costs to provide profitability. Most vendors will tell you that they are both new account and customer oriented, and some have struck this balance. But the vast majority have been worshipping at the Wall Street idol of new accounts for so long that the reality is, they have a new account business model. 5 8, 2003 Baan Seeking A New Foster Home -- A Déjà vu Or Not Quite?         Part 3: Market Impact and User Recommendations Baan's focus on discrete manufacturing has not been a close fit with Invensys' plant automation products that have been geared mostly to process industries. To that end, Invensys has had a nightmarish job of trying to rationalize Baan and its process ERP counterparts, Protean and PRISM, development - strategy abandonment has been a catchphrase of late. Thus, while the savvy buyer will obtain much improved technology and large customer base in need for new products, the overriding problem has been the lingering negative sentiment around the company, as viability of the vendor is of utmost importance in the enterprise applications space. 5 7, 2003 Baan Seeking A New Foster Home -- A Déjà vu Or Not Quite?         Part 2: Baan Under Invensys Baan's phase under Invensys, after a turbulent three years that have seen considerable people, market and technology change, and considerable worthwhile investment. Recently-announced technology developments seem to be in sync with the market's trends, and leaning shrewdly towards the requirements of holistic business requirements from engineering design collaboration, to CRM and on to SCM. 5 6, 2003 Baan Seeking A New Foster Home -- A Déjà vu Or Not Quite? Given Invensys' irrevocable decision to give up Baan for another adoption after all, one is to wonder whether this is the 'year 2000 revisited' or whether Baan and its customers should instead look forward to turning a new leaf. 5 5, 2003 Click Commerce Acquires Allegis Click Commerce, a provider of partner relationship management (PRM) software for the Global 2000 companies, announced it reached an agreement in principle to acquire Allegis Corporation. However, despite a good fit at first glance and improved cross-selling opportunity, some challenges and product gaps are yet to be overcome. 5 3, 2003 Who Alleges The PRM Market Consolidation? Many surveys have purported that there are twice as many manufacturers that cannot integrate their ordering systems with those of their partners and distribution channels than those that can, leaving them vulnerable in terms of brand management due to poor visibility. 5 2, 2003 Microsoft Convergence 2003 portrayed an Enterprise Solutions crossroad! Microsoft Convergence 2003 provided a perfect learning experience to appreciate the overall Microsoft Business solutions and the directions that Microsoft intends to take. To that end the word 'convergence' was not an element of pure fate but rather a portrayal of integration between Microsoft back and front office applications. The only discordance with this depiction we felt was the way Microsoft plans to enhance its product definition through a large number of independent software vendors (ISV). 5 1, 2003 What CRM Should Have Taught IT (although not getting the message is not entirely IT's fault) IT hasn't properly supported CRM because it hasn't understood either its importance or its requirements. The advent of CRM exacerbated a serious, pre-existing condition, rather than CRM creating the condition. Bottom line-gathering business requirements for technology support should no longer be IT's problem. It's up to business to gather and communicate business requirements for technology support. And business-siders don’t need to understand technology to accomplish this, either, because this is 2003, not 1993.   4 2003 English Articles 4 30, 2003 Can ERP Meet Your eBusiness Needs?         Part 3: The Effect of eBusiness on Your Business The ability to market and sell to expanding markets can easily exceed a company's ability to fulfill the demand along with the expectations that are generated. 4 29, 2003 Can ERP Meet Your eBusiness Needs?         Part 2: ERP is the Foundation As a result of this push towards full eBusiness integration, businesses face challenges that force them to push the envelope of business information systems. ERP grew from its predecessors of MRP and MRP II, constantly expanding its solution footprint to address more and more of the needs of the enterprise. As you approach eBusiness, whether you do so eagerly or are dragged there kicking and screaming, you will find your business much more exposed. 4 28, 2003 Can ERP Meet Your eBusiness Needs? Businesses cannot afford simply to respond to the next technological innovation; they must learn to respond to change as a constant state. As difficult as it may appear, it is not enough to react to the eBusiness challenges the World Wide Web is presenting today. Companies must position themselves to be able to respond to and take advantage of the next technological advance, whatever that opportunity may be. 4 27, 2003 The Demand-Driven Supply Chain and Demantra Demand-driven supply chains focus on pulling demand and maximizing effectiveness and profitability while traditional supply chains push products and create efficiencies. This difference is the key to improving all supply chain processes and generating significant cost savings and growth. 4 25, 2003 Commerce One Conducts Its Soul-Searching Metamorphosis         Part 2: Challenges and User Recommendations Commerce One is seemingly stuck with yet another identity crisis being a novice provider of a Web services-based integration platform and being a still fledgling provider of business application suite built on top of that platform, and which has not yet successfully competed in the SRM arena. 4 24, 2003 Commerce One Conducts Its Soul-Searching Metamorphosis While Commerce One may still face serious ramifications after the breakup with SAP, its recently released Conductor composite application platform may be yet another gamble for another lease of life. 4 23, 2003 Cincom Acknowledges There Is A Composite Applications Environ-ment Out There         Part 2: Challenges and User Recommendations While the evolution strategy is safer in the short run for both the customers and the vendor, minimizing both investment and disruption, the evolutionary strategy has limits in how much can be accomplished. The existing product becomes a limit on the amount of innovation that proves practical. 4 22, 2003 Cincom Acknowledges There Is A Composite Applications Environ-ment Out There Cincom joins a slew of vendors that are aiming at providing a business process improving middleware layer, which will route requests and interventions across the loosely integrated applications, mitigating the need for complex point-to-point integration. Cincom Environ, an 'event-enabled environment' is designed to support most of a company's Enterprise Application Integration (EAI) and Business Process Automation (BPA) needs. 4 19, 2003 CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure         Part 2: Using A Knowledge Base To Reduce The Time, Risk And Cost Of A CRM Selection Using a knowledge base in the selection process can reduce the time, risk and cost of procuring technology. Well constructed knowledge bases that are used in a tested selection methodology reduce the RFI process from months to weeks, eliminate data quality issues and allow an apples to apples comparison of vendor offerings. 4 18, 2003 CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure         Part 1: The CRM Selection Challenge Two of the greatest challenges IT decision makers face when selecting a CRM package is first, having a comprehensive understanding of their functional and technical requirements and second, identifying the vendors that best match their requirements. This article will focus on determining the functionality and technology required to enable business processes, and how to compare vendor offerings once those requirements have been documented. 4 17, 2003 HighJump Grows in a Period of Low Growth Through Adaptable, Broad Function Products         Part 4: Challenges and User Recommendations The competition is becoming relentless given a slew of WMS vendors delivering sophisticated collaboration, visibility, and SCEM functionality. Further many of them are also consistently profitable and have more visibility and mindshare. 4 16, 2003 HighJump Grows in a Period of Low Growth Through Adaptable, Broad Function Products         Part 3: Highjump SCE Solutions Besides the highly functional WMS, HighJump provides a comprehensive and adaptable suite of other SCE solutions. Thus, the company’s continued expansion, increases in research and development (R&D) investment, and its products’ flexibility, simplicity and highly competitive prices have been flying in the face of current pessimistic sentiment and tight purses in the IT market. 4 15, 2003 HighJump Grows in a Period of Low Growth Through Adaptable, Broad Function Products         Part 2: Market Impact Although a combination of factors bodes well for HighJump's success, a key differentiating word at its camp is 'adaptability'. HighJump's approach to adaptability starts with an application platform designed to manage change. The combination of a set of adaptability tools and the ability to embed business logic into reusable Lego-like 'building blocks' brings a level of system configurability that is relatively rare in application software today. 4 14, 2003 HighJump Grows in a Period of Low Growth Through Adaptable, Broad Function Products With approximately 180 employees, HighJump Software is in growth mode with total revenue up 40% in fiscal 2002 and with current year over year revenue growth of 33%. More impressively, license revenue was up 60% last year and running at growth rate of 60% year to date. How does the relatively small SCE vendor accomplish it? Adaptability and broad functional footprint would be the keys to the answer. 4 13, 2003 When the Bigger Fish Eats the Smaller to Become a Bigger Fish This time the merger and acquisition of Connect-Care by Firstwave appears to be a search for vertical market access. Connect-Care provides a direct reach to 87 software vendors that may represent both vertical expertise and a network of resellers. The stakes are high. Will the Firstwave technical lead and the Connect-Care vertical expertise bring a best-of- breed CRM application that the market needs? 4 11, 2003 Lose the Starry Eyes, Analyze: Reviewing the Ideal Candidate for a Pronto Solution This is an examination of Pronto Software's ERP solution. By looking at how areas where the Pronto product fulfills a large portion of selection criteria, companies can determine if it is worthwhile to pursue a relationship with Pronto. We ask the question, all things being equal, which modules contribute the most to the product's functionality. 4 10, 2003 Provia Proves Its Way To Success         Part 3: Competitive Strategy, Challenges, & User Recommendations Provia's international reach, attractive products and services, and highly referenceable customer base often positions it well in the highly competitive SCE market. Provia might stand apart from its peers in the enterprise applications industry by claiming that behind every one of its installations is a satisfied client. 4 9, 2003 Provia Proves Its Way To Success         Part 2: Market Impact From the moment an order is created, Provia Software’s ViaWare and ViaView suites aim at helping managers track orders in real time and make orders visible throughout the entire delivery process, which is the core of its value proposition. 4 8, 2003 Provia Proves Its Way To Success While not necessarily blossoming like some bigger and more visible SCE peers, Provia certainly still has its 'proven way' to differentiate its value proposition. 4 7, 2003 Inventory Planning & Optimization: Extending Your ERP System         Part 3: Business Case for Inventory Optimization Solutions Inventory Optimization software recognizes that different industries have different inventory profiles and requirements. Research has indicated that solutions are priced in a large range from tens of thousands of Dollars to millions of Dollars. In this niche market sector, price is definitely not an indicator of the quality of solution. ROI and usability are paramount. 4 5, 2003 Inventory Planning & Optimization: Extending Your ERP System         Part 2: How It Works Organizations today realize that although strategies focusing on outsourcing transportation, e-business and new distribution models are important, these are all secondary in relation to what lies at the heart of any supply chain: INVENTORY. Although firms have invested significantly in ERP and MRP systems in the last decade, overall inventory levels within the extended supply chain remain relatively unchanged. 4 4, 2003 Inventory Planning & Optimization: Extending Your ERP System SCM vendors are adding best of breed solutions to ERP product suites and are aggressively marketing this new functionality. The SCM market has been growing so strongly that where SCM was once viewed as a means to gain competitive advantage, companies now see it as a necessary extension of an ERP system, especially Inventory Management and Optimization solutions. 4 3, 2003 CMMS Templates for Effective Implementations         Part 3: 7 Steps to Rapid More Successful Implementations With the advances today in technology it has become obvious that there is a need for maintenance management theory and practice to catch up with the advances made in business management theory and practice generally. The current state of CMMS technology is at a very advanced level, in a lot of cases far more so than our ability to apply it. This tool has very strong and provable results. 4 2, 2003 CMMS Templates for Effective Implementations         Part 2: The CMMS Industry and ERP The implementation of an enterprise level system is a tumultuous event with far reaching consequences throughout an organization. Therefore we can see the implementation process as a means of taking the quantum leap in maintenance management techniques. 4 1, 2003 Is J.D. Edwards's CRM 2.0 (With more than 200 Enhancements) Good News? When it comes to touting 200 product enhancements, what J.D. Edwards is saying is that ease of integration is important to mid-market companies because they have less flexibility for trial and error. J.D. Edwards's CRM implementation success through its existing customer base will testify to the reliability of its enterprise integration and what remains, is to verify the product's ability to fit verticals needs.   3 2003 English Articles 3 31, 2003 CMMS Templates for Effective Implementations Despite all of these great advances in our work environments the great majority of plants and industrial organizations continue to operate in a reactive state of maintenance. Why is this so? Today the functionalities of CMMS, or the technology to manage maintenance, have outstripped our abilities to do so in practice. 3 30, 2003 Ramco Ships Technology And Products.         Part 2: User and Vendor Recommendations When compared to leading vendors, Ramco suffers from size, funding, and market awareness comparisons. However, it appears to be at least equal in functionality (if not even stronger in certain industries of focus), superior in technology and leading in vision. Of course, more than functional capabilities, technology, and vision are needed to succeed in today’s marketplace. 3 29, 2003 Ramco Ships Technology And Products. Is This The Future Of Enterprise Applications? Ramco Systems announced the delivery of Ramco Enterprise Series Release 4.0, the newest version of its enterprise software solutions plus a custom application development offering. The delivery reveals what the vendor claims is breakthrough technology and a new approach to the applications market. Our first instant reaction was, 'This is too good to be true.' But we may be proven wrong. 3 28, 2003 Xchange Adds To The List Of CRM Point Solutions' Casualties         Part 2: Market Impact & User Recommendations Why has it been so difficult for CRM point solution providers to even find a white knight, which has not generally been the case with even ancient ERP products? Could it be that while the traditional introspective mind-set of ERP becomes history, its functionality remains critical and CRM is being absorbed into ERP solutions? 3 27, 2003 Xchange Adds To The List Of CRM Point Solutions' Casualties Xchange's protracted troubles and its recent inglorious demise and subsequent auctioned sellout may prove the fact that the CRM point providers without a clear differentiating value proposition and without enough resources have not much to look for out there in the long run other than to find an honorable exit strategy. 3 26, 2003 Resurrection, Vitality And Perseverance Of Former ERP 'Goners'         Part 5: User Recommendations Going forward in the near to mid term, enterprises will focus most of their budgets on improving and better leveraging already installed applications. All the vendors in case seem positioned well to respond to these requirements, given their value propositions that appeal to their respective markets but they will have to further reinvent themselves to take on more service-oriented architectures. 3 25, 2003 Resurrection, Vitality And Perseverance Of Former ERP 'Goners'         Part 4: Challenges Where these vendors' challenges take more individual tracks would be the state of affairs of harmonizing their installed user base across a controllable number of active software versions. It, however, might indeed take a rocket scientist to figure out how to fully integrate organizational structure where employees are best integrated, service offerings best coordinated and cross-selling opportunities best tracked and pursued. 3 24, 2003 Resurrection, Vitality And Perseverance Of Former ERP 'Goners'         Part 3: Market Impact By being back from edge of the cliff, on a comeback trail under rejuvenated management, and with pruned but also more viable product sets, these vendors have become de facto trend setters as once high-flying and almost deceased and then again rebounding mid-market ERP vendors. 3 22, 2003 Do You Know What are the 'Unintended Consequences' of Your CRM Project? CRM, in its most straightforward definition, mandates that a company harmonize between a product/brand view of its business and the all-important customer view. Many companies, hard as it is to believe, do not have a clear idea of who are their most profitable customers. 3 21, 2003 Resurrection, Vitality And Perseverance Of Former ERP 'Goners'         Part 2: Geac & Baan While not doing as well as Ross and SSA GT, Geac and Baan are certainly on the right track. 3 20, 2003 Resurrection, Vitality And Perseverance Of Former ERP 'Goners'         Part 1: Ross Systems & SSA Global Technologies While an increasing demand for services and incremental purchases of new extended-ERP functionality from existing client base, with a modest ooze of new accounts and even a notable influx of new accounts for distinguished some, may not put the revitalized former ERP losers back on top of the enterprise applications charts, they will likely remain around and not necessarily just to impede mid-market forays of both Tier 1 brethren and the likes of Microsoft. 3 15, 2003 SYSPRO - Awaiting Positive IMPACT From Its Brand Unification         Part 3: Challenges and User Recommendations SYSPRO remains a stalwart vendor within the mid-market accounting, manufacturing, and distribution software markets. The current market trend is towards vendors that can provide comprehensive solutions for small and medium-sized companies with a justifiable return on investment (ROI), and SYSPRO seems to have a fair shot. Moreover, with its global coverage, multi-national product’s capabilities, suitability to diverse manufacturing environments, as well as with its cross-platform support and excellent service & support track, the vendor seems poised to give run for the money to almost any contender. 3 14, 2003 SYSPRO - Awaiting Positive IMPACT From Its Brand Unification         Part 2: Market Impact 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. 3 13, 2003 SYSPRO - Awaiting Positive IMPACT From Its Brand Unification 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. 3 12, 2003 Caution! Will A Traditional ERP System Help You Deliver Projects? Companies who build specifically for a customer have unique requirements that are often not understood or dealt with well by some ERP vendors, particularly in the mid-market, who think that systems designed around volume manufacturing fit everywhere. 3 11, 2003 Will A Big Fish's Splash Cause Minnows' Flush Out Of The CRM Pond?         Part 2: Challenges and User Recommendations The ultimate success of Microsoft CRM will be judged by its follow-up releases. While Applix’ decision to abandon the CRM space and suddenly re-focus on BPM may be regarded as a not quite deliberate move, but rather as a sudden act of taking another plunge. Is the Applix move a harbinger of the future for smaller CRM vendors? 3 10, 2003 Will A Big Fish's Splash Cause Minnows' Flush Out Of The CRM Pond? While Microsoft’s zeal to deliver a market-ready CRM product may speak to the CRM market’s attractiveness, Applix’ exit may, on the other hand, indicate that the niche CRM vendors without a clear differentiating value proposition have not much to look for there in the long run. 3 7, 2003 SAP Weaves Microsoft .NET And IBM WebSphere Into Its ESA Tapestry         Part 3: Challenges and User Recommendations One should imagine how humongous the job of delivering plug-and-play packaged middleware components for a number of other disparate applications SAP will attempt to enshroud in its xApps will be. In practice, the drawbacks of heterogeneous environment will not be eliminated – while communication between disparate applications will be eased, matching the business model across these remains the challenge and remains subject to individuals’ business acumen. 3 6, 2003 SAP Weaves Microsoft .NET And IBM WebSphere Into Its ESA Tapestry         Part 2: Market Impact With SAP NetWeaver and the Enterprise Services Architecture, SAP will have delivered the blueprint for turning Web services from a concept into business reality of uniting hardware, information, and software platforms & applications. 3 5, 2003 SAP Weaves Microsoft .NET And IBM WebSphere Into Its ESA Tapestry While SAP’s determination to become service-oriented architecture applications Lingua Franca evangelist should be of vital importance to its customers and for the general market direction, one should in the short-term expect tremors rather than tectonic moves and a speedy extinction of many pre-historic looking application species. 3 4, 2003 The Future of Secure Remote Password (SRP)         Part 2: Overcoming Obstacles to Success This article explores the possibilities for the Secure Remote Password (SRP) in today’s multi-channel world, specifically how it improves upon the inherent insecurity of password authentication and the obstacles to overcome to succeed. 3 3, 2003 The Future of Secure Remote Password (SRP) The Secure Remote Password (SRP) holds great promise as a way to strongly authenticate a user without the usual risks of dictionary attack(s) faced by other password-based authentication schemes. Yet the industry de-facto standard remains the password-based authentication scheme. This article explores the possibilities for SRP in today’s multi-channel world, specifically how it improves upon the inherent insecurity of password authentication and the obstacles to overcome to succeed.   2 2003 English Articles 2 27, 2003 What's Wrong With Application Software? Business Processes Cross Application Boundaries The reality of today’s application environment is that no single application meets all of the needs of a business, or frequently even the needs of a single business process, so multiple applications must work together to support business processes. 2 25, 2003 Have You Ever Asked Yourself, 'Is My Company Experiencing a Sales Breakdown?' No matter how strong or experienced you are as a sales professional, sales executive or smaller company CEO, if the infrastructure supporting your sales effort is not in place, achieving your revenue targets will be like attempting to climb Mt. Everest wearing running shoes. 2 21, 2003 Lilly Software - Product Enhancements Remain Its Order 'Du Jour'         Part 4: Challenges and User Recommendations LSA’s need to re-deploy the product on a new technology and to deliver the needed functionality for its new desired markets, will demand a continued hefty R&D investment, which may put a significant strain on the company’s resources in the long run, particularly if the top line remains flat or possibly even declines. 2 20, 2003 Lilly Software - Product Enhancements Remain Its Order 'Du Jour'         Part 3: Competitive Analysis Contrary to most of its competitors that had opportunistically pursued their customers randomly, and whose latest vertical initiatives stem from the sudden epiphany that a certain percentage of their customers come from certain industry, Lilly’s recent vertical initiatives are indeed a further sharpening of already focused solution for 'to order' manufacturers. 2 19, 2003 Lilly Software - Product Enhancements Remain Its Order 'Du Jour'         Part 2: Market Impact Lilly continues to invest uncompromisingly in R&D, and consequently espouses a convincing broad but compact product portfolio for its target market. 2 18, 2003 Lilly Software - Product Enhancements Remain Its Order 'Du Jour' By fine-tuning its flagship VISUAL Enterprise suite to better serve specific ‘to order’ manufacturing and distribution vertical markets, while concurrently prudently expanding into some adjacent prosperous markets, Lilly Software remains set for the ensuing mid-market race. 2 17, 2003 Will Adonix Provide A Warmer Home To CIMPRO?         Part 3: Challenges and User Recommendations The job of gaining traction will by no means be easy for the merged companies, while the competition will not ease any time soon. 2 15, 2003 CRM: The Truth, The Whole Truth And Nothing But The Truth(For A Change) Finding out the true facts about what makes CRM tick and how fast it circles the ROI clock—if it indeed reaches ROI-has long frustrated potential CRM implementers looking for answers. And getting good answers really matters, because their only alternative to being forewarned may be leaping into enterprise-wide, mega-bucks, change management-laden CRM implementations—and testing the depth of the water with both feet. For the first time, there are statistically-based, substantive answers to many questions about CRM. 2 14, 2003 Will Adonix Provide A Warmer Home To CIMPRO?         Part 2: Market Impact Contrary to most peer vendors, which started their ERP applications in the manufacturing space, Adonix first established a strong presence and functionality in the distribution/logistics field. Its timely focus on distribution/supply chain execution (SCE) has proven to be wise and useful particularly these days, since it remains a fertile enterprise applications area. 2 13, 2003 Will Adonix Provide A Warmer Home To CIMPRO? After several years of being neglected within many foster homes, CIMPRO might have finally found its welcoming host in Adonix, until recently an anonymous French ERP provider, which, in turn, should be able to make use of CIMPRO’s process manufacturing expertise. 2 12, 2003 Software Evaluation, Selection, and Procurement         Part 2: Recommendations for Improvement Pursuing an alternative strategy for software evaluation and selection, based on the capital investment paradigm and the principles outlined in this article, is an effective method to mitigate implementation risk. 2 11, 2003 Software Evaluation, Selection, and Procurement The statistics for completing packaged software implementation projects are grim. This article examines how the software evaluation, selection, and procurement process is key to successful software implementations. 2 10, 2003 What's Wrong With Application Software? Businesses Really Are Unique - One Size Can Never Fit All Does your company do things exactly like your competitor? Does your company do things like another company who is a totally different business? For some applications, the answer is YES, but for most they answer is either, NOT VERY or NO WAY. Then can we expect any single application product to be the best for all companies? 2 8, 2003 Should You Consider Deltek? Well it Depends… TEC selection software is used to match potential customers with Deltek's solution. 2 7, 2003 ACCPAC -- Being Much More Than Meets The Eye         Part 4: Challenges and User Recommendations One has to see how ACCPAC’s moves to nurture the relationship and the morale of its VARs and to make them more successful (profitable), will play against MBS’ and Best’s enticing financing arrangements for their VARs and customers, particularly during these days of cash scarcity. 2 6, 2003 ACCPAC -- Being Much More Than Meets The Eye         Part 3: Market Impact ACCPAC has lately been making big strides to extend its reach and turn into a full-fledged comprehensive e-business software provider for small and medium enterprises (SMEs). ACCPAC is likely the only vendor amongst its peers that is an ASP as well. Additionally, ACCPAC applications are geared for growth. 2 5, 2003 ACCPAC -- Being Much More Than Meets The Eye         Part 2: Announcements Continued ACCPAC continues to expand its products footprint and operations worldwide. 2 4, 2003 ACCPAC -- Being Much More Than Meets The Eye By recently undertaking a number of both prudent and bold initiatives, ACCPAC International, still largely considered an accounting solutions provider, may have gotten the wherewithal to be reckoned with by all earnest enterprise mid-market contenders. 2 1, 2003 The Art Of Distributed Development Of Multi-Lingual Three-Tier Internet Applications In this article we describe author's experience with the distributed development of multi-lingual three-tier Java/ CORBA/database Internet applications. We believe that the described tips and tricks of trade may be of great use to readers who are involved with Java applications development.   12 2003 English Articles 12 31, 2003 Top 10 Reasons For Having A Project Kickoff - Part I You are about to embark on an important project. Whether the project is software or hardware related, it is a good idea to hold a project kickoff meeting. Don't miss this excellent opportunity to get across important communications and establish the tone for the project. This article discusses the 10 objectives of a project kickoff meeting, how to achieve them, and templates for presenting them. In Part I, the first three reasons are discussed but you will be left on the edge of your seat in anticipation of Parts II and III. 12 30, 2003 The Many Faces of PLM         Part 2: The Future of the PLM Suite The future of the PLM Suite will include more applications that cover product-related functionality and further expand the benefits available. As the PLM Suite matures, companies will benefit from increased functionality and increased integration between business processes. The ultimate expression of this more mature solution will result in a broad suite of focused, integrated applications that leverage a core of unified, structured product data - the PLM Platform. 12 29, 2003 The Many Faces of PLM         Part 1: Event Summary Product Lifecycle Management (PLM) software solutions, like many of the application suites that have come before it, are a collection of different offerings that serve a common theme and contribute to overlapping value propositions. Like previous application suites, there is strategic value in approaching PLM as a set of inter-related requirements as opposed to just a collection of function-specific requirements. This is a report on the observations from the 2003 Product Development Manager’s Association (PDMA) Conference. 12 27, 2003 PSA -- Still An Evolving Market What started out as a set of applications to better manage customers' projects, astutely allocate staff and monitor their utilization rates has become an important foundation for coordinating a full range of business activities amongst increasingly virtual teams both within and outside the four-walls. 12 26, 2003 PLM Is An Industry Affair - Or Is It? The question, 'Do vertical industry needs play a significant role in a PLM software selection?' should be a simple question to answer. Instead, it is a question best answered with a series of questions. 12 25, 2003 A CFO's Guide For Managing IT In the post Y2K era, many companies have turned to the CFO to oversee the IT function with the CIO or head of IT reporting to the CFO. IT may look organizationally like accounting, but the issues a CFO will face in managing IT will be complex and involve an organizational approach that is focused on the unique aspects of managing IT. 12 24, 2003 Using PKI to Protect Your Business Information Interconnection between vendors, suppliers, customers and employees through ERP and CRM tools, has become a competitive edge. Like ERP and CRM infrastructures, a Public Key infrastructure has become an enabler of business objectives. PKI provides a systematic approach to information security. 12 23, 2003 Software Piloting: How Do You Fly This Plane Piloting the software is one of, if not the most, critical event in the project life cycle. If done well, the pilot will uncover issues before they become problems, instill confidence in the users that the software is ready for prime time, and make the 'go live' uneventful and a cause for celebration 12 21, 2003 The PLM Program An Incremental Approach to the Strategic Value of PLM Companies that took an early adopter approach to PLM are beginning to show significant reductions in new product introduction lead times and to benefit from meaningful cost savings by executing a series of focused, high return projects 12 20, 2003 The Strategic Importance of Asset Management         Part 3: A New Framework Managing assets needs to be done in a truly proactive approach, one that ties the management of physical assets to the corporate objectives. The initial momentum to begin the sequence comes from the vision of a future state. This needs to clearly represent the corporate objectives and goals, and expressing how asset management can play a part in achieving these goals. 12 19, 2003 The Strategic Importance of Asset Management         Part 2: Implications The changing attitudes, understandings of physical assets and market conditions bring a broad array of implications for those responsible for asset management. The majority of these can be explained as "new accountabilities." Many of these are accountabilities leveled at, or within, corporations themselves. However many will also be directed at the individuals taking or overseeing these decisions, often with daunting consequences for failure. 12 18, 2003 The Strategic Importance of Asset Management         Part 1: Changing Attitudes This note is intended to provoke thought regarding some of the dramatic incidents that occurred in the field of asset management in 2003, as well as address some of their more immediate consequences and ramifications of changing societal attitudes regarding the failure of physical assets. In particular it examines the impact of these events on issues such as the selection and implementation of enterprise management software, the use of call centers and the outsourcing of asset management functions. There is also an overview of the evolution of asset management throughout the world that has brought us to this point. 12 17, 2003 Support for Old Releases-Good for the User but Is It Good for the Vendor? The decision to support older releases is like any other business decision, it is all about the money and profitability. If the vendor can make money at providing support for older releases, it is good business for the vendor. The decision may be sugar-coated with pronouncements about doing what is good for the customer, but both the vendor and the customers know that the first consideration must be the money. 12 16, 2003 Branding and Positioning What's the Difference? And Can You Afford It? Understanding the difference between branding and positioning is especially important if you're involved in marketing B2B software. That difference can seriously impact the cost of marketing your software. 12 13, 2003 Sales and Operations Planning         Part 3: Game Plan Guidelines Effective game plans lead to improved firm performance and bottom line results. Metrics include reductions in stock-outs, delivery lead-time, missed shipments, partial shipments, expediting efforts, and improvements in customer service. This is an excerpt from the book Managing Your Supply Chain Using Microsoft Navision. 12 12, 2003 Sales and Operations Planning         Part 2: Common Scenarios The nature of an S&OP game plan depends on several factors, such as the need to anticipate demand and the item's primary source of supply. Consideration of these factors can be illustrated with four common scenarios. This is an excerpt from the book Managing Your Supply Chain Using Microsoft Navision. 12 11, 2003 Sales and Operations Planning         Part 1: Identifying and Forecasting Demand An effective sales and operations planning game plan results in fewer stock-outs, shorter delivery lead-times, higher on-time shipping percentages, a manageable amount of expediting, and improved customer service. Several guidelines are suggested to improve a firm's sales and operations planning process and the effectiveness of each product's game plan. This is an excerpt from the book Managing Your Supply Chain Using Microsoft Navision. 12 9, 2003 Supplier Parks - Back to the Future As supply chains become increasingly integrated and synchronized, we are witnessing the evolution of the business/production models (in some industries) that merge virtual integration with elements of the older vertically integrated enterprise. This has profound consequences, in particular for suppliers to OEMs. 12 9, 2003 International Trade or ITL Adoption Globalization of the Supply Chain means adoption of ITL is not an option. 12 9, 2003 Michael Treacy Focuses on Double Digit Growth This new book, Double-Digit Growth was one of the most useful and optimistic books to come along in some time. Growth is the whole point of business. Yet many so-called leaders don't seem to have plans to fulfill their purpose. This should be read by all business execs-no matter what your sector. 12 9, 2003 Attributes of Sarbanes-Oxley Tool Sets         Part 2: Information and Communication, Monitoring, and Startup Tips An earlier article, Audit Considerations for Enterprise Software Implementations, included a brief discussion of the use of computer-based tool sets and repositories to facilitate compliance with the Sarbanes-Oxley Act (SOX). Here we examine this issue in more detail. Of particular interest are the key characteristics that you should look for when selecting such tool sets. Read on to see how these tool sets can assist your company in meeting the new audit challenges facing corporate America. 12 8, 2003 Attributes of Sarbanes-Oxley Tool Sets         Part 1: Control Environment, Risk Assessment, and Control Activities An earlier article, Audit Considerations for Enterprise Software Implementations, included a brief discussion of the use of computer-based tool sets and repositories to facilitate compliance with the Sarbanes-Oxley Act (SOX). Here we examine this issue in more detail. Of particular interest are the key characteristics that you should look for when selecting such tool sets. Read on to see how these tool sets can assist your company in meeting the new audit challenges facing corporate America. 12 6, 2003 FRx Poised to Permeate Many More General Ledgers         Part 4: Competitors and User Recommendations With Integration Designer and Forecaster, FRx has taken critical steps forward in creating value for its customers and resellers. FRx should expend the marketing effort required to insure all its customers, prospects, and affiliates fully understand the value proposition of its products. 12 5, 2003 FRx Poised to Permeate Many More General Ledgers         Part 3: Market Impact continued While there is an opportunity for FRx to become a main pillar within the entire Microsoft BI product strategy, there is not yet an overall cohesive BI/CPM strategy or architecture to guide the product plans to an integrated BI solution set. 12 4, 2003 FRx Poised to Permeate Many More General Ledgers         Part 2: Market Impact Since FRx already has integrations built to over forty leading general ledgers (and now a scalable tool kit available to accommodate virtually all others), the idea was for users to leverage the investment they have already made in their GL and to add increased functionality as their needs become more sophisticated. 12 3, 2003 FRx Poised To Permeate Many More General Ledgers         Part 1: Executive Summary FRx Software Corporation, a Microsoft company and a part of Microsoft Business Solutions, might be the best example of Microsoft’s coopetitiveness. 12 2, 2003 Microsoft Keeps on Rounding up Its Business Solutions         Part 2: Challenges and User Recommendations While smaller businesses must be attuned to what their larger customers and trading partners require, and thus consider the Microsoft Business Network (MBN) as a relatively simple and inexpensive way to support those customers' demands, MBN is only a small part of the trading relationship equation. 12 1, 2003 Microsoft Keeps on Rounding up Its Business Solutions         Part 1: Event Summary While the recent initiatives by Microsoft Business Solutions to piecemeal bolster its product lines' SCM capabilities should benefit users, a lot more cohesive SCM strategy is needed for Microsoft to truly permeate the SCM mid-market.   11 2003 English Articles 11 29, 2003 Great Product: Too Bad The Architecture Doesn’t Fit During the process of product selection a great deal of attention is given to the functional capabilities of the software being evaluated. While this aspect is obviously important, ignoring the technical mechanisms by which the software actually operates can be fatal to a project. In this document we explain how to avoid the pitfalls. 11 28, 2003 Mid-size Companies Have Full-size IT Issues Information technology product selection is one issue that does not scale up or down with the size of the enterprise. The breadth and seriousness of issues that must be managed by the Information Systems Departments of mid-size companies are the same as those of larger corporations with more people and funding resources to apply to them. 11 26, 2003 Business Basics: Unscrubbed Data Is Poisonous Data Most business software system changes falter--if not fail--because of only a few root causes. Data quality is one of these root causes. The cost of high data quality is low, and the short- and long-term benefits are great. 11 24, 2003 Stand Out in the Crowd It pays to clearly and compellingly differentiate your products from those of your competitors. How will Microsoft Business Solutions differentiate its products from Best Software's? 11 23, 2003 The CyberAngel: Laptop Recovery and File Encryption All-in-One Relevant Technologies took the CyberAngel into our labs to test it for our acceptability rating. It worked as advertised, and had more features than expected. 11 22, 2003 Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM         Part 2: Challenges and User Recommendations Although CPM (aka EPM) starts with strong financial management, it will eventually extend beyond financial planning to almost all areas of corporate activity. Therefore, organizations choosing BI suites should consider both their financial management tools and future integration with key business-area solutions (for example, PLM, CRM, and SCM). 11 21, 2003 Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM         Part 1: Executive Summary Enterprise performance management (EPM) is an emerging portfolio of applications and methodologies with business intelligence (BI) architectures and technologies at its core. 11 20, 2003 Emptoris ''Procures'' Zeborg's Spend Management Expertise         Part 3: Challenges and User Recommendations The combined company's possibly biggest challenge remains a lack of awareness of the need for sourcing/spend management. While many people have realized the power of e-commerce on the consumer side, there is still plenty of education to be conducted by all the SRM vendors to prove how much leverage their applications can bring to corporate buyers. 11 19, 2003 Emptoris ''Procures'' Zeborg's Spend Management Expertise         Part 2: Market Impact The Emptoris acquisition of Zeborg is both a wise offensive and defensive move since it combines the resources of two companies that should focus on arguably growing e-sourcing/spend management opportunities. The companies have quite complementary product offerings, industries of focus, and excellent customer references. 11 18, 2003 Emptoris ''Procures'' Zeborg's Spend Management Expertise Part one: Event Summary Emptoris, an upbeat provider of strategic sourcing software for the global 5000 companies, announced its acquisition of spend management specialist Zeborg. However, despite a good fit, enlarged customer base, and improved cross-selling opportunity, some challenges and product gaps will have to be overcome. 11 17, 2003 Autodesk to Bring Microsoft Business Solutions Closer to PLM While the recent joining of complementary forces by Microsoft Business Solutions and Autodesk will make many heads turn, a lot more detail and clarifications are needed for the alliance to establish itself as an ERP-PLM superpower in the mid-market. 11 14, 2003 SCP and SCE Need to Collaborate for Better Fulfillment         Part 2: Vendor and User Recommendations. While the WMS market is expected to continue to grow modestly and faster than the market for many other applications, it appears the WMS add-on solution, customer order fulfillment process management, will experience much higher growth. 11 13, 2003 SCP and SCE Need to Collaborate for Better Fulfillment         Part 1: How SCP and SCE are Addressing WMS Warehouse management and transportation management have emerged as two of a few rare remaining fertile areas where companies still have ample opportunity to redesign and optimize. At the same time, these areas are less time-consuming and more oriented towards return on investment (ROI) in terms of incrementally improved operating costs and fulfillment capabilities. 11 11, 2003 Lawson Software-IPO and Several Acquisitions After         Part 5: Challenges and User Recommendations Lawson has yet to show that its strategy and technology can "travel abroad," especially to Europe where it needs to put down some deep roots if it is to fulfill its global ambitions. A measly portion of its total revenues comes from sales outside of the US-a proportion that has been static for the past several years. On the other hand, it may point out how successful the company has become in the US in the past decade. What is puzzling is why that success has remained local. 11 10, 2003 Lawson Software-IPO and Several Acquisitions After         Part 4: Strengths Continued Lawson, contrary to many other players, seems to be compensating its narrow foothold with a strong vertical dimension. Lawson will continue to concentrate its internal sales efforts on its traditional vertical markets and to additionally rely on partners to address and develop for particular industry needs. Look for Lawson's opportunistic expansion into another service industry market and for its abstaining from manufacturing in the foreseeable future. 11 8, 2003 Lawson Software-IPO and Several Acquisitions After         Part 3: Market Impact In several aspects, Lawson Software could be regarded as an enterprise applications market anomaly. For one, at its peak in fiscal 2002, the company boasted annual revenues of nearly $430 million, but it still has only a slender (less than 10 percent of revenues) presence outside of its US domestic market. Further, it remains a major force in enterprise applications software, yet it does not cater the functionality to manufacturing sectors, and the vastness of its sales are thus derived from just a few service-oriented vertical markets-primarily health care and retail. 11 7, 2003 Lawson Software-IPO and Several Acquisitions After         Part 2: 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 has lately accelerated development, in part through a number of appetizing acquisitions, of its traditional vertical functionality to ensure continued success in its target industries. 11 6, 2003 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. 11 5, 2003 Ramco to Its Customers-Let's Get Personal!         Part 2: Commitment and Recommendations Will Ramco be able to deliver on its vision of personalized, assembled applications? Time will tell, but the indications are good. Ramco faces a crowded and consolidating enterprise market, but has shown patience and realistic expectations for its growth. 11 4, 2003 Ramco to Its Customers - Let's Get Personal! Ramco Systems returned to Las Vegas for its annual user group meeting in North America in October of 2003. We review the progress that Ramco has made on its promises to customers at the last user conference, the customers’ reactions to the progress, and where Ramco and its customers will go from here. 11 3, 2003 Be Bold with Benefits but Subtle with Pains While prospects often justify their purchases because you show them how your software solves their pain, they do not appreciate being told how bad they really operate. How can you be bold about your benefits and subtle about the prospects' pain. 11 1, 2003 Rapid Prototyping Or Simply Over-hyping Having to install an entire suite of software before the strike of Y2K may have made rapid prototyping impractical. However, because we now have the luxury of taking on projects with narrower scopes and a return to popularity of the 'best of breed' solutions, rapid prototyping should be considered as a viable approach for implementation. Accordingly, it is important to understand what can make rapid prototype projects successful, thereby possibly enabling your organization to achieve expected results more quickly.   10 2003 English Articles 10 31, 2003 Can You Add New Life To an Old ERP System? Getting ERP transaction data into a summarized form that is useful to knowledge workers is one way to extend the value of your ERP system. This article discusses the advantages that can be gained by moving ERP and other transaction data to a data warehouse. 10 30, 2003 The Hidden Gems of the Enterprise Application Space         Part 2: Sorting and Selecting SRM Software No vendor provides all (if even a majority) of the required solutions for a full SRM initiative at this stage, so almost all solutions will involve best-of-breed components. 10 29, 2003 The Hidden Gems of the Enterprise Application Space Given ever-shorter product life cycles and companies' ever-increasing reliance on third parties to increase customer satisfaction, the need for some form of supplier relationship management (SRM) category of software should not be questioned. 10 28, 2003 Evaluating Enterprise Software-Business Process or Feature/Function-Based Approach? All the above, Perhaps?         Part 3: Knowledge Bases and User Recommendations RFPs and selection tools typically focus on features and functions. The business process protagonists consider this focus old fashioned. However, users want and need an inventory or check lists of the functions to understand if the business process will work. One always has to start from somewhere, and there is no better place to start researching enterprise software than from its functional and technical capabilities. 10 27, 2003 Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps?         Part 2 There is certainly room to ask the fundamental question of whether the traditional practice of RFI/RFP-based selection processes has been adequate for the task of selecting complex systems. The record indicates there is much room for improvement. In essence, for complex selections like in the case of enterprise applications, the human-machine combination has to work together to drive the solution. 10 25, 2003 Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps? Owing to learning from the past experiences and to the help of specialized selection service providers, selecting an enterprise package has to a degree, become a routine occurrence in the life of an IT organization. Recently however, there has been much noise created by some pundits and vendors belittling the supposedly "archaic" way of selecting software through functions and features. Contrary to that, they would rather sell "business processes" or "solutions," further confusing the already overwhelmed customer. The nagging doubts and questions like "Have we been selecting software the wrong way all this time?!" naturally abound. 10 24, 2003 Has Consolidation Made the PLM Market More Agile?         Part 3: Challenges and User Recommendations Even if Agile continues to deliver superior products, its competition against single-vendor, pre-integrated ERP suite products will force Agile to aggressively differentiate the depth of their PLM expertise and further drive industry specialization. 10 23, 2003 Has Consolidation Made the PLM Market More Agile?         Part 2: Market Impact The advent and growth of vendors targeting the needs of discrete manufacturing industries proves that the PLM market in this sector has been hot. Agile Software has made a name for itself by providing the tools that support the collaborative exchange of product data, appealing to companies that rely on contractors for the manufacture of its products. For companies whose BOMs change frequently, this integrated capability set has been extremely important, and Agile has thrived in the PLM selection situations requiring extensive external collaboration. 10 22, 2003 Has Consolidation Made the PLM Market More Agile? While the race for the pole position in the still evolving, moving-target PLM market started several years ago, it has been quite accelerated by Agile Software's fourth acquisition in 2003. Particularly with the most recent Agile-Eigner announcement, the two players have apparently decided to leapfrog many direct competitors by joining complementary forces. 10 21, 2003 Audit Considerations for Enterprise Software Implementations         Part 2: Applying Controls and Audit Emphasis Whether audit expertise is provided by an internal staff or an independent, outside agency, calling in an audit specialist is as normal as calling in a kicking specialist in a penalty or field goal situation in football. Particularly when you consider the majority of an enterprise software implementation is all about testing, the present of an auditor as a functioning member of the project team makes perfect and logical sense. 10 20, 2003 Audit Considerations for Enterprise Software Implementations         Part 1: Project Planning and Management Thanks, in part, to the fallout from the financial scandals of Enron, WorldCom, Tyco and others, the corporate spotlight is being refocused on the audit function. However, by waiting until systems are live and in production before applying an audit regimen, you may miss an excellent opportunity to establish effective controls at the outset, when the enterprise software is being implemented. Read on to learn where and how, as an executive sponsor, project manager, or team member, you can instill audit procedures that can continue throughout the life of the software. 10 18, 2003 Sit Customer Sit ''How Did Customers Get So Trained?'' Your customers' perception of your company is formed from the packages that arrive at their receiving dock. What do you think they perceive? 10 16, 2003 Surado! A Rising Mid-market CRM Provider Our quest for quality and well-priced mid-market CRM software solutions, takes us this week to review Surado Solutions Inc. developers of Surado CRM Solutions. Surado positions itself high in many functional areas, against many mid-market software vendors such as SalesLogix, Epicor, Microsoft CRM, Kana, and Commence Corporation. 10 15, 2003 Analyzing MAPICS' Further Steps After Frontstep         Part 5: Challenges and User Recommendations MAPICS remains a stable company, with a strong financial position, depth of manufacturing knowledge, a strong customer service record, and a developed affiliate channel, which has also broadened its product offering. Combined respective MAPICS and Frontstep customers and partners should be encouraged by the progress of Frontstep’s assimilation. However, there will ultimately be inevitable rationalization within the maze of likely redundant product sets. 10 14, 2003 Analyzing MAPICS' Further Steps After Frontstep         Part 4: Market Impact Continued While competitive costs (low and flexible software license pricing and implementation costs) and outstanding global service (proven fast implementations and customer loyalty) will remain important requirements for success, particularly in the lower end of the market, vertical focus will be the key factor for survival. 10 13, 2003 Analyzing MAPICS' Further Steps After Frontstep         Part 3: Market Impact Much has changed, while much has remained the same at MAPICS during 2003. With the February finalization of the Frontstep acquisition, MAPICS has become quite a large enterprise applications provider, which positions the vendor near (if not at) the top among vendors that focus on the mid-size discrete manufacturing market. 10 11, 2003 Analyzing MAPICS' Further Steps After Frontstep         Part 2: More Recent Events MAPICS remains a customer-focused organization with the mantra of helping customers in select verticals become world-class manufacturers. 10 10, 2003 Analyzing MAPICS’ Further Steps After Frontstep The former staunch IBM AS/400-based ERP supplier to mid-market manufacturing companies, MAPICS, has become quite a larger vendor and with a wider choice of products due to the recent acquisition of Frontstep and its entire product line, which included ERP, CRM, and SCM, on a single Microsoft .NET-based technology platform. However, as the customers from both camps have been uncertain of their provider's strategy, given that a bigger size brings about the need to rationalize multiple products within the same marketplace, after a few months long period of buried heads and brainstorming sessions, MAPICS has lately been engaged in explaining its rationale, as to set many customers' minds at ease. 10 9, 2003 The Different Evolutionary Stages of ERP and PLM The product development life cycle - innovate, conceptualize, plan, design, procure, produce, deliver, service, and retire - naturally includes multiple people, operating in multiple departments, and typically from multiple companies, each with locations in multiple countries around the world. Solving inherent difficulties that result from managing this complexity are the raison d’être for PLM solutions. 10 8, 2003 Trends Affecting Manufacturers and ERP         Part 3: Four More Trends The evolution of ERP systems has been driven by the emergence of new business practices and information technologies. These have been supported by the growing maturity of the manufacturing profession, and by the evolving development of commercially available software packages. This is an excerpt from the book, Maximizing Your ERP System. 10 7, 2003 Trends Affecting Manufacturers and ERP         Part 2: Three More Trends The evolution of ERP systems has been driven by the emergence of new business practices and information technologies. These have been supported by the growing maturity of the manufacturing profession, and by the evolving development of commercially available software packages. This is an excerpt from the book, Maximizing Your ERP System. 10 6, 2003 Trends Affecting Manufacturers and ERP The evolution of ERP systems has been driven by the emergence of new business practices and information technologies. These have been supported by the growing maturity of the manufacturing profession, and by the evolving development of commercially available software packages. This is an excerpt from the book, Maximizing Your ERP System. 10 4, 2003 chinadotcom in the ''Process'' of Acquiring Ross Systems         Part 2: Challenges and User Recommendations Initial indications are that this is a strategic investment by chinadotcom that will allow Ross Systems to expand its product footprint and capitalize on its process industry expertise. Given the market opportunity for all types of manufacturing in China, chinadotcom will have to resist the temptation to expand a highly focused Ross’ software product to new, unsupported verticals. 10 3, 2003 chinadotcom In The ''Process'' of Acquiring Ross Systems Mid-market process ERP vendor Ross Systems is being acquired by its Chinese distributor, chinadotcom. Unlike some recent acquisitions that are based on the consumption of weaker players to pilfer a customer base, this acquisition appears to provide both parties with solid strategic benefits. This may be an acquisition made of the right reasons - to capitalize on a market growth opportunity. 10 2, 2003 Mobilizing Change         Part 2: The Case for Action Method The case for action is intended as a living document, to be updated and referenced by the business and the project team. It should be referenced during the implementation to ensure that the focus and anticipated outcomes are still on track. After implementation, it is a tool to use to assess the success of the project. 10 1, 2003 Mobilizing Change It's not news that people are resistant to change. Inertia, one of the rules of the universe, applies to people as well as to objects. Many organizations, seeking to improve performance, have come unstuck by under-estimating the amount of resistance that will be offered by people. This article presents a method of mobilizing change that takes the resistance to change into account.   1 2003 English Articles 1 31, 2003 Application Vendors - Avoid Sabotaging Sales With Marketing Have you ever lost deals where you knew you had the better product? Have you ever lost deals where the prospect agreed you had a better product? The two most frequent reasons for losing deals are poor salesmanship and poor marketing. 1 30, 2003 What's Wrong with Application Software? It's the Economics Enterprise architecture is a technology problem, not the business problem. The business problem is time, money, and quality. Focusing on modifications as an example, the reason that modifications are bad is that they take too long, cost too much, and often have quality issues. 1 28, 2003 Requirements Definition For Package Implementations How do you go about defining the requirements of large package systems, particularly those with the all-encompassing scope of ERP, EAM, and CRM software, and still satisfy the needs to the project team, the user community, and executive management? It’s a balancing act rivaling the circus performer trying to keep all of the plates spinning at once. While it is difficult to say one aspect of a project plan is more important than another, accurately and completely defining the needs to be fulfilled by the software is critical to the overall success of the implementation and the longevity of software. This article outlines a logical process for defining the requirements and keeping the plates spinning. 1 27, 2003 Evaluating Alternatives: Key Questions To Ask When Considering An Alternative ERP/MRP System Replacing an aging enterprise resource planning/manufacturing resource planning (ERP/MRP) system to stay competitive brings with it a host of questions. 1 24, 2003 Ramco Systems' Users - Winning Big And Speaking Out In Las Vegas Ramco's broad and deep product functionality and technology bundled with a reasonable price tag and short time-to-market should create a powerful value proposition, however no one will know about it until marketing and sales execution are significantly improved. 1 23, 2003 What's Wrong with Application Software? It's the Economics Enterprise architecture is a technology problem, not the business problem. The business problem is time, money, and quality. Focusing on modifications as an example, the reason that modifications are bad is that they take too long, cost too much, and often have quality issues. 1 22, 2003 Made2Manage Affirms Its Technological Astuteness         Part 3: Challenges and User Recommendations Although recent initiatives should, to our mind, contribute to creating increased demand and acceptance of the offering in the intended SME market, nevertheless, Made2Manage will have to address certain challenges in order to continue to thrive in this cutthroat competitive environment. 1 21, 2003 Made2Manage Affirms Its Technological Astuteness         Part 2: Strategy During the last few years, Made2Manage has evolved from a vendor of traditional MRP/ERP software to a provider of ‘one-stop-shop’ enterprise business applications. 1 20, 2003 Made2Manage Affirms Its Technological Astuteness By continually enhancing functional footprint while concurrently providing technologically advanced solutions, Made2Manage is determined to endure the ongoing market shakeout, although it will have to exert a fierce fight. 1 18, 2003 Advertising Online - A Guide to Successful Market Penetration         Part 3: Geo Targeting and Fraud Protection The same type of technology used to identify and suppress certain types of traffic can also be used for good - geo targeting can supply geographically specific traffic to your site. 1 17, 2003 The ROI Dilemma -         Part 1 - Look at how bad you Look! If you're going to use ROI in order to find new business or, justify your solution, be careful. ROI is a loaded gun and you might just shoot yourself. 1 16, 2003 Overcoming The Roadblocks To Hearing YES On New Projects The money issue was usually caused by too much risk and too much time required. Since it is simpler and more understandable to talk about money, people use the money excuse as a proxy for risk and time. 1 12, 2003 Advertising Online - A Guide to Successful Market Penetration         Part 2: Search Engine Strategies Everything stems from your keywords since it is these words that will let you be visible to the billions of online searchers. 1 11, 2003 The Fatal Flaws for Process Manufacturers Every piece of software you consider holds the potential for fatal flaws. Miss the fatal flaws and it is difficult to project what the future holds for you. Process manufacturers have greater odds of running into Fatal Flaws than other companies. 1 10, 2003 RedPrairie - New Name For A Brave New Value Proposition Paradigm         Part 4: Challenges and User Recommendations LMS presents both an opportunity and a challenge for RedPrairie. 1 9, 2003 RedPrairie - New Name For A Brave New Value Proposition Paradigm         Part 3: Continued Market Impact RedPrairie's solution for the first time enables both private & third party logistic providers (3PLs) to meet the needs of multiple vertical industries within a single WMS solution 1 8, 2003 RedPrairie - New Name For A Brave New Value Proposition Paradigm         Part 2: Market Impact Only very recently has senior management begun to take a closer look at logistics, not only in terms of its costs, but also as a healthy contributor to their companies' bottom-line improvement. The importance of order fulfillment regardless of the channel cannot be underestimated. 1 7, 2003 RedPrairie - New Name For A Brave New Value Proposition Paradigm Users with outdated warehouse management systems (WMS) who want the latest technology available and the next generation of transportation and logistics software should place RedPrairie on a shortlist of SCE vendors. Blossoming RedPrairie has offered its prospects a risk/gain-sharing arrangements. In other words, why, rather than pushing software licenses, the vendor opts for guaranteeing its results? 1 6, 2003 The Case of A Boutique Vendor's Benefits of Focus - IRM Corporation A tightly focused vendor, IRM Corporation, has fine tuned its products, services, its sales process and even its commercial terms to match the realities of its sole market – food manufacturers who sell to the foodservice and vending markets. 1 5, 2003 Advertising Online - A Guide to Successful Market Penetration         Part 1: Why Internet Advertising Online advertising is no longer an option, it is a requirement. Sales analysis and customer information gathering are just a few of the benefits. 1 4, 2003 The Hidden Role of Data Quality in E-Commerce Success Successful e-commerce relies on intelligible, trustworthy content. To achieve this, companies need a complete solution at their back- and front-ends, so they can harness and leverage their data and maximize the return on their e-commerce investment. 1 3, 2003 How Much Wisdom Will BRAIN Bring To Agilisys?         Part 2: Challenges and User Recommendations As long as both Agilisys and BRAIN remain focused on their industries and do not become too distracted with each other’s verticals, everyone should do well. 1 2, 2003 How Much Wisdom Will BRAIN Bring To Agilisys? Having concluded the benefits of financial backing for both embattled BRAIN and its anxious customers, there is also a chance of the acquisition rationale being somewhere in the middle, meaning that some synergy could be generated between the future domestic partners, Agilisys and BRAIN. The question remains whether the acquisition rationale was of a pure financial nature or is there more than meets the eye? 1 1, 2003 Remember The Story About The Secret Cookie Recipe? Looks Like It’s Been Patented A patent has been issued on a technique for sharing cookie information between different domains. Why?
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