| 41. |
Enterprise Payback: Qualitative and Quantitative Factors in the ROI Equation by IFS
Abstract : The requirement that enterprise software vendors deliver a measurable return on investment (ROI) has never been greater than right now. Customers are demanding that ROI analysis be a critical factor in their decisions to acquire new enterprise software. Without a demonstrable return, few customers are willing to invest scarce capital and human resources in new enterprirse software. A more complete analysis of return can be had by looking at the overall payback that enterprise software can offer to a company. Enterprise software payback includes not only quantifiable improvements in bottom and top line functionality, but also more qualitative measures-—such as new business opportunities, improved customer and partner relations, and improved time to market—-that contribute significantly to the success of a company's enterprise software implementation and use.
Type: White Paper
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| 42. |
Enterprise Software Service and Maintenance Alternatives (4 Pages)
by P.J. Jakovljevic
Dec 22, 2005
Abstract : Traditional license models may be wearing out their welcome for both vendors and customers. A competitive market and a more IT savvy business generation is prompting change, but what alternatives are out there for software service and maintenance?
Type: Article
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| 43. |
Justification of ERP Investments Part Three: Costs of Implementing an ERP System (3 Pages)
by Dr. Scott Hamilton
Feb 12, 2004
Abstract : Enterprise resource planning (ERP) implementation costs can be divided into one-time costs and ongoing annual costs. Both types of costs can be segmented into hardware, software, external assistance, and internal personnel. Reprinted from Maximizing Your ERP System by Dr. Scott Hamilton.
Type: Article
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| 44. |
Best Software Delivers More Insights To Its Partners (As Well As To The Market) (4 Pages)
by P.J. Jakovljevic
Jul 24, 2003
Abstract : 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.
Type: Article
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| 45. |
Best Software To Hold Competition At Bay Part Two: Strategy (6 Pages)
by P.J. Jakovljevic
Dec 19, 2002
Abstract : Best Software's top objective is to encourage customers to stay with the company for the life of their business.
Type: Article
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| 46. |
Client References - Still A Valuable Part of Vendor Selection? (5 Pages)
by William R. Friend
Aug 24, 2002
Abstract : With application software vendors focusing their sales effort more on the top executives or C-levels (CEO/CFO/COO/CIO) of companies, and less on IT, the establishment of an application software selection methodology in advance of a software purchase becomes crucial. The value in making client reference checks is a critical part of that process.
Type: Article
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| 47. |
Software Selection: A Third Alternative Part One: The Buyer's Perspective (4 Pages)
by Joseph J. Strub
May 14, 2005
Abstract : Recently, the traditional method of selecting software based on functions and features has come under scrutiny. Some even suggest that this method is unduly drawn out and fails to focus on the critical processes of business. As you might expect, vendors would rather sell you out-of-the-box business processes and solutions that would improve efficiency, increase yields, and drive their costs down. A third alternative for selecting software, which will be discussed in this article, attempts to provide the assurances needed by the buyer and the efficiency desired by the vendor.
Type: Article
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| 48. |
Master Requirement Planning and Master Production Scheduling Software: Hard Facts Part Two: Materials Requirement Planning and Master Production Scheduling (6 Pages)
by Ashfaque Ahmed
Oct 12, 2004
Abstract : Most of the manufacturing software vendors have planning and scheduling software which assume either infinite production capacity for calculating quantities of raw material and work in progress (WIP) requirements or infinite quantities of raw and WIP materials for calculating production capacity. There are many problems with this approach. This paper discusses the pitfalls of this approach and how to avoid these by making sure that the software you buy indeed takes into account finite quantities of required materials as well as finite capacities of work centers in your manufacturing facility.
Type: Article
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| 49. |
Software Selection: A Third Alternative Part One: The Buyer's Perspective (4 Pages)
by Joseph J. Strub
Aug 23, 2004
Abstract : Recently, the traditional method of selecting software based on functions and features has come under scrutiny. Some even suggest that this method is unduly drawn out and fails to focus on the critical processes of business. As you might expect, vendors would rather sell you out-of-the-box business processes and solutions that would improve efficiency, increase yields, and drive their costs down. A third alternative for selecting software, which will be discussed in this article, attempts to provide the assurances needed by the buyer and the efficiency desired by the vendor.
Type: Article
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| 50. |
BI Approaches of Enterprise Software Vendors (6 Pages)
by Olin Thompson
Mar 19, 2004
Abstract : The need for business intelligence (BI) is real for all enterprise software users. It is rare to find a user who feels they get the information they need from their enterprise software system and even those who do want more. The need is not just reporting; they need business monitoring, analysis, an understanding of why things are happening. They need diagnostic tools.
Type: Article
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