| 71. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Feb 18, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
Type: Article
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| 72. |
SAP Q3 Results Cause Mixed Reactions (3 Pages)
by P.J. Jakovljevic
Nov 16, 2000
Abstract : On October 19, SAP announced its results for Q3 2000, in which revenues rose 27% and net income increased 96% over the same period last year. However, bear in mind that SAPﾒs export figures have been bloated to a degree by currency effects, namely a recent favorable exchange rate between dollars and Euros . Even without that effect, 17% revenue growth in the US is much less compared to recent reports from its direct competitors, which should indicate a possible loss of market share.
Type: Article
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| 73. |
SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Four: SoftBrands (3 Pages)
by P.J. Jakovljevic
May 11, 2004
Abstract : This partnership provides SAP with the opportunity to further extend its reach within its large corporate customer base by serving the needs of its distant smaller plants and divisions dispersed around the globe. Thus, SAP should hereby have the wherewithal to defend its major accounts from encroachment by vendors touting low-cost, astute plant systems that 'happily co-habit' with SAP.
Type: Article
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| 74. |
SAP Weaves Microsoft .NET And IBM WebSphere Into Its ESA Tapestry Part Three: Challenges and User Recommendations (5 Pages)
by P.J. Jakovljevic
Mar 7, 2003
Abstract : 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.
Type: Article
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| 75. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Dec 28, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
Type: Article
|
| 76. |
Enterprise Software Migration Alert: Is SAP the Alternative? (5 Pages)
by Olin Thompson and P.J. Jakovljevic
Jun 1, 2005
Abstract : SAP may benefit the most during Oracle's merger transition. Unlike most migration programs, SAP is offering to be responsible for maintaining the competitions implementation, as users transition to SAP alternatives, offering the stability that some will likely crave.
Type: Article
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| 77. |
SAP Starts Pushing – “Politely” (3 Pages)
by A. Turner
Apr 4, 2000
Abstract : SAP and BackWeb Announce Strategic Alliance To Bring New Push Technology to mySAP.com™ Marketplace For Complex RFPs and RFQs.
Type: Article
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| 78. |
SAP and HP on the Web Together (3 Pages)
by A. Turner
Jan 7, 2000
Abstract : SAP AG and Hewlett-Packard have aligned their internet and e-services strategy.
Type: Article
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| 79. |
SAP Finds CRM Partner for Marketing Tools (3 Pages)
by P.J. Jakovljevic
Dec 8, 1999
Abstract : On December 6, SAP revealed it had entered into a partnership with Recognition Systems Group of the United Kingdom to add marketing-planning and campaign-management features to its customer-relationship management suite.
Type: Article
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| 80. |
Customer Relationship Management: Evolution, Not Revolution (3 Pages)
by Jane Affleck
Sep 24, 2007
Abstract : Customer relationship management (CRM) can be a tool for positive change in businesses' operations. Or CRM canﾗunintentionallyﾗcause a host of problems, from lost employee time to lost customer data. But with the right information, implementing CRM allows evolution without the upset of revolution.
Type: Article
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