| 71. |
Analyzing MAPICS’ Further Steps After Frontstep (3 Pages)
by P.J. Jakovljevic
Oct 10, 2003
Abstract : 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.
Type: Article
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| 72. |
PeopleSoft Strategy a Good Deal for JD Edwards Customers (3 Pages)
by Ann Grackin
Sep 17, 2003
Abstract : Putting PeopleSoft's strategy to work for the JD Edwards community. What can the JD Edwards install-base expect from the PeopleSoft merger?
Type: Article
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| 73. |
If Software Is A Commodity - Can You Still Win Some Competitive Advantage? (5 Pages)
by Olin Thompson
Sep 11, 2003
Abstract : 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.
Type: Article
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| 74. |
Examples Of How Some Mid-Market Vendors Might Remain Within The Future Three (Dozen)? (3 Pages)
by P.J. Jakovljevic
Jul 16, 2003
Abstract : 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.
Type: Article
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| 75. |
Baan And SSA GT Merge To Form A Mid-Market Empire With An ''Iron Side'' (4 Pages)
by P.J. Jakovljevic
Jul 11, 2003
Abstract : 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.
Type: Article
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| 76. |
ROI Systems Defies The Odds Through Delighted Customers (4 Pages)
by P.J. Jakovljevic
Jun 2, 2003
Abstract : 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.
Type: Article
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| 77. |
Inventory Planning & Optimization: Extending Your ERP System Part Three: Business Case for Inventory Optimization Solutions (2 Pages)
by D Hooiman
Apr 7, 2003
Abstract : 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.
Type: Article
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| 78. |
Do You Know What are the 'Unintended Consequences' of Your CRM Project? (5 Pages)
by Jim Mercante
Mar 22, 2003
Abstract : 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.
Type: Article
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| 79. |
Lilly Software - Product Enhancements Remain Its Order 'Du Jour' Part Four: Challenges and User Recommendations (3 Pages)
by P.J. Jakovljevic
Feb 21, 2003
Abstract : 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.
Type: Article
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| 80. |
Lilly Software - Product Enhancements Remain Its Order 'Du Jour' Part Three: Competitive Analysis (3 Pages)
by P.J. Jakovljevic
Feb 20, 2003
Abstract : 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.
Type: Article
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