| 1. |
Accenture (nee Andersen Consulting) Marries New Business Model to Make its Mark (3 Pages)
by E. Robins
Jan 30, 2001
Abstract : Accenture has moved from its former identity Andersen Consulting to a new mark and strategy aligned to its competitors in the market place. Since the arbitrators ruling in August, 2000, Accenture’s transformation has rapidly moved the organization from being centered around four competencies to a group of Service Lines.
Type: Article
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| 2. |
Now Andersen, Tomorrow Accenture, They’ve got a lot of Selling to do (3 Pages)
by R. Krause
Nov 8, 2000
Abstract : In compliance with the August arbitrator’s report on the conflict between Arthur Andersen and Andersen Consulting, the consulting firm has announced its new name to be Accenture. It wants this new identity to fully brand it in the marketplace, a task we think will be harder than Accenture admits.
Type: Article
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| 3. |
Vendor Extends Welcome Mat for Hospitality Industry (3 Pages)
by P.J. Jakovljevic
Mar 2, 2006
Abstract : SoftBrands Hospitality business supports the enterprise information management needs of hotels and resorts. SoftBrands' range of hospitality software products includes the property management systems Medallion and PORTfolio, and RIO, a leisure management system.
Type: Article
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| 4. |
Global Product Development Seen as a Boon for Product Lifecycle Management Vendors (3 Pages)
by Michael Bittner
Dec 12, 2005
Abstract : An enterprise that wants to shift to a global product development strategy must invest in modern product lifecycle management (PLM) technology. Therefore, the PLM software market could be on the edge of a significant growth cycle.
Type: Article
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| 5. |
Welcome to the CRM Mid-Market Abyss-PeopleSoft (5 Pages)
by Kevin Ramesan
Jun 26, 2003
Abstract : 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.
Type: Article
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| 6. |
Maximizing Potential Benefits in Reverse Auctions (4 Pages)
by Amitava and Noorani Subramanian Hariharan
Aug 31, 2007
Abstract : Reverse auction (RA) has emerged as a strategic tool for consumer packaged goods companies pursuing cost efficiencies in their sourcing programs. This article presents a framework to structure and gain maximum mileage out of the RA process.
Type: Article
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| 7. |
New Chapters in the Evolutionary Journal (5 Pages)
by Carla Reed
Sep 6, 2005
Abstract : Recognizing that change is a constant is the first step to survival in this new economy. Identifying the changing nature of business partners—customers, suppliers, and service providers—is the second step. Finally, embracing change and developing a sustainable business strategy for a digital economy provides the final impetus for the future.
Type: Article
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| 8. |
While Oracle and PeopleSoft Are to Fuse, Competitors Ruse--Leaving Customers (Somewhat) Bemused (5 Pages)
by Olin Thompson and P.J. Jakovljevic
May 20, 2005
Abstract : The recent merger of Oracle and PeopleSoft requires, among many other things, finding a perfect balance between cultivating the install base versus the zeal for snagging brand new customers.
Type: Article
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| 9. |
SAP Learns The Ropes Of Fashion/Outfitting (4 Pages)
by P.J. Jakovljevic
Jul 31, 2002
Abstract : With a heavy heart, in 1999, SAP had to go back to the drawing board, to do a thorough redesign of its erstwhile ill-reputed Apparel & Footwear Solution (AFS). It appears that the effort was worthwhile.
Type: Article
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