| 91. |
Scala Shows Far More Than A Bit Of A Backbone Part 3: Challenges and User Recommendations (3 Pages)
by P.J. Jakovljevic
Aug 8, 2002
Abstract : Although the value proposition offered by Scala should bode well to creating increased demand and acceptance of the Scala offering in the global SME market, there will be many challenges to overcome in order to continue to thrive in this ferocious competitive environment.
Type: Article
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| 92. |
MAPICS Unifies The Brand And Interacts For CRM Solutions (3 Pages)
by P.J. Jakovljevic & P. Catz
Oct 8, 2001
Abstract : While the existing loyal client base and affiliate channel remains MAPICSﾒ trump card in these difficult times, the recent partnership initiatives bundled with a unified product branding might be the way to more effectively sell beyond the current XA client base, which is the must for the long-term viability.
Type: Article
|
| 93. |
SAP - A Humble Giant From The Reality Land? Part 5: Challenges and User Recommendations (4 Pages)
by P.J. Jakovljevic
Aug 9, 2001
Abstract : Delivering on its enormously ambitious strategy is the challenge SAP faces.
Type: Article
|
| 94. |
SAP to Become Leaner, Meaner and More Organized (3 Pages)
by P.J. Jakovljevic
Jul 10, 2000
Abstract : SAP is reportedly planning a radical revamp of its software development operations in an effort to regain dominance of the North American business software market.
Type: Article
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| 95. |
The Challenges that Remain for One Aspiring Global Sourcing Vendor (3 Pages)
by P.J. Jakovljevic
Oct 26, 2007
Abstract : In the long term, Eqosﾒs current stature and means may not be enough to maintain its competitive position against current and potential competitors, especially those with significantly greater financial resources, name recognition, and other resources.
Type: Article
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| 96. |
SAP Bolsters NetWeaver's MDM Capabilities Part Three: Market Impact (4 Pages)
by P.J. Jakovljevic
Dec 3, 2004
Abstract : As business applications' scope continues to expand, so does a propagation of data sources across the businesses and IT systems. Achieving consistent understanding of this scattered data has become a major hurdle to improved business processes, with redundancy, waste and a plethora of lost opportunities as a result.
Type: Article
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| 97. |
PeopleSoft Revamps World for Its Mid-Market 'Express' Conquest Part Four: Challenges and User Recommendations (4 Pages)
by P.J. Jakovljevic
Jul 29, 2004
Abstract : PeopleSoft needs to more efficiently mine its client base by doing a better job of selling the broadened offering, by getting its affiliate channel both excited about the product portfolio and by upgrading the channel's ability to sell.
Type: Article
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| 98. |
Bridging the Reality Gap Between Planning and Execution Part One: The Problem (3 Pages)
by P.J. Jakovljevic
Jun 16, 2004
Abstract : At sites where both planning and execution modules are stand-alone implementations, neither deliver enough benefit because there are almost always manual connections and processes between these two crucial supply chain management (SCM) areas. Yet, planning and execution in the supply chain are slowly but surely converging because no plan is useful if it cannot be executed.
Type: Article
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| 99. |
Analyzing MAPICS' Further Steps After Frontstep Part Five: Challenges and User Recommendations (4 Pages)
by P.J. Jakovljevic
Oct 15, 2003
Abstract : 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.
Type: Article
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| 100. |
Customization Drives Complexity - Why It's Hard to Design, Sell, and Produce 'Simple' Products (8 Pages)
by Jim Brown
Sep 9, 2003
Abstract : 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?
Type: Article
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