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Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No LessPart Two: Market Impact
Geac is now a financially conservative, stable but acquisitive organization that has remained profitable despite the general IT industry downturn. Geac’s future focus on delivering new functionality to its heartland of existing customers and industry verticals, while building out its technology to make its existing products more future-proof, seems prudent. Geac is also targeting new customers through Extensity, Comshare and other front-end applications.
: or legacy system investment. Extensity , which was acquired last year and which added travel and expense (T&E) management, time and attendance, and basic procurement applications to Geac s offering, has already been paying off; the Extensity acquisition complements Geac s vision to add new functionality around the ERP fringes and to address issues of importance to CFOs and financial controllers. Comshare also seems to be a good fit for Geac because the companies both target midsize enterprises in similar
Addressing Strategy Management and the Balanced Scorecard
Your Challenge: Get Decision Makers' Approval for Strategy Management and Balanced Scorecard. Specific, Measurable, Achievable, Relevant and Time-Bound. Organizations often see a significant gap between their strategic plans and their ability to execute them, and many try to implement scorecards to solve precisely this problem. Unfortunately, most organizations look solely at the warning lights (how close are expenses and revenue to budget) rather than focusing on where they want to go—and how they’re going to get there.
: the Strategy Gap with Extensity MPC To overcome the gap between strategy and execution, a scorecard solution must support a number of management processes. The critical processes outlined by the Cranfield School of Business are: Clarifying and translating the vision and strategy Communicating and linking the strategic objectives and measures Planning and setting targets and aligning strategic initiatives Enhancing strategic feedback and learning Performing these processes requires a system that supports
12/21/2006 11:01:00 AM
Geac Hopes To See System21 Shine Again Like Aurora Part 3: Challenges and User Recommendations
One is only to hope that the Geac’s renewed interest in alliances and acquisition will be to the point of effectively enhancing prosperous product lines as required by its large installed base.
: recent Geac announcements: The Extensity and EBC Informatique acquisitions A contract with ZPC Mieszko A contract with Ghim Li Holdings Co Pte Ltd Delivery of three new System21 products for automotive manufacturers Further details on Project Aurora Industry response to AnswerLink Financial Results for fiscal year 2002 This is Part Three of a three-part note on recent announcements by Geac. Part One detailed the announcements. Part Two covered the Market Impact. Challenges However, beyond this, although
6 Steps for Linking Corporate Strategy to the Budget
Your Challenge: Get Decision Makers' Approval for Linking Corporate Strategy. Specific, Measurable, Achievable, Relevant and Time-Bound. Ask any three people in an organization why they budget and you’ll get three different answers. But no one says they budget in order to direct the way in which their organization will achieve its strategic goals—the intended purpose of the budget. For budgeting to become the relevant process it was meant to be, this gap must be fixed.
: the Strategic Plan with Extensity MPC Reviewing the Operational Plan Monitoring Actual Performance Why Linking Strategy to the Budget Makes Sense Why Budget? Ask any three people in an organization why they budget and you are bound to get three different answers. They usually include such statements as, It is something we do every year, It is a big stick we use to cane those who don t perform, and It is the mechanism for setting the managers bonuses. Is this really the intended purpose of
12/21/2006 11:03:00 AM
J.D. Edwards – A Collaboration Thought Leader Or A Disguised ERP Follower? Part 1: About J.D. Edwards
Like most of its peers, J.D. Edwards is hoping to rebound by focusing on Internet collaboration and extended-ERP applications. The company has also differentiated itself from competitors by embedding Enterprise Application Integration (EAI) into its OneWorld product. While J.D. Edwards' move into the EAI arena is indisputably risky, we commend its determination to bite the bullet and include integration systems into the core product offering. However, we also believe that managing this large application portfolio, much of which involves partnering or extensive integration and customization, will be cumbersome. Part 1 presents an overview
: software, the company says. Extensity, Inc., in December 1999. In order to offer Internet application solutions for e-business employees. J.D. Edwards will resell Extensity s automated travel and expense reporting software, which is designed to improve employee productivity and operational efficiency. J.D. Edwards claims that the underlying workhorse for its strategy is the latest release of its flagship ERP product, OneWorld Xe (where Xe stands for extended enterprise ), which provides a flexible
J.D. Edwards Saved By SCM, Narrowly, And Only For Now
On March 5, J.D. Edwards reported financial results for Q1 2001. Although the company posted a symbolic profit, the revenue decline begs the question why the company seems to be in a doldrums at the same time when its competitors seem to be upbeat.
: , Atlas Commerce , Extensity , Microstrategy , and Siebel Systems , as well as with integration vendors such as NetFish and webMethods are only the most prominent among a dozen others. While well-defined partnership agreements may work well once established and although the company is recognized for its congenial approach towards customers and partners, managing the large application portfolio, much of which may involve extensive integration and customization, is intricate and a challenge in itself. To th
Geac Gets Its Commonsense Share Of Consolidation, With Revolving Door CEOs No Less
By continuing to achieve stable financial performance and leverage customer requirements to deliver new product enhancements, as well as undertake palatable acquisitions such as Comshare, Geac might well overcome a lingering general feeling that it missed its opportunity to be a top-notch applications vendor. Still, losing five CEOs within five years may sound disconcerting to some, although Geac might contest that.
: expense management software provider Extensity on March 6, 2003. Geac plans for the tender offer to close by August 2003 and expects the transaction to be accretive to earnings 90 days following completion of the merger as the business is integrated into existing Geac operations. With its 500 customers and 300 employees, Comshare is expected to add roughly 12% to Geac s annualized revenue, based on the last twelve months of reported revenue from each company, and Geac aspires to participate in a new US $1
Is Your Enterprise Application on a Road to Nowhere?
Consolidation is a well-documented trend and is to be expected in the market for enterprise applications. This article outlines the evolution of the enterprise software market. Specifically, it focuses on the revolutionary technology known as service-oriented architecture (SOA).
: , Anael , and Extensity . The company has not announced specific plans to upgrade or replace these platforms with an SOA-based product. Here are key questions to ask collectors: How do you plan to evolve this product to accommodate major market trends, including SOA? If an entirely new product is being promised, when will it be available? What will the process be to migrate from the old to the new platform, and how much will this cost? When will you have a standards-based search engine within the product,
Resurrection, Vitality And Perseverance Of Former ERP Goners Part Four: Challenges
Where these vendors' challenges take more individual tracks would be the state of affairs of harmonizing their installed user base across a controllable number of active software versions. It, however, might indeed take a rocket scientist to figure out how to fully integrate organizational structure where employees are best integrated, service offerings best coordinated and cross-selling opportunities best tracked and pursued.
: over 5,000 companies. The Extensity and EBC Informatique purchases should seemingly provide Geac with enhancements to its multiple core ERP systems for a modest price tag. The companies have technological compatibility (a J2EE-based product architectures of Geac and Extensity, and IBM iSeries support for Geac and EBC), which should bode well for the applications integration. To that end, however, Geac also will have to create a rock solid strategy for integrating its product suite with multiple partners,
Geac Hopes To See System21 Shine Again Like Aurora Part 2: Market Impact
Geac appears to have at least learned some hard lessons and it should not fall again in the trap of its former rampant acquisition strategy in a number of unrelated, diverse fields. Further, Geac's strengths today remain its geographical spread, restored financial health, retained level of products’ diversity, and its savvy of industry business process in the chosen vertical sectors. The company seems to have become highly attuned to the needs of the mid-market, with many loyal long term customers currently enjoying considerable service & support attention.
: recent Geac announcements: The Extensity and EBC Informatique acquisitions A contract with ZPC Mieszko A contract with Ghim Li Holdings Co Pte Ltd Delivery of three new System21 products for automotive manufacturers Further details on Project Aurora Industry response to AnswerLink Financial Results for fiscal year 2002 This is Part Two of a three-part note on recent announcements by Geac. Part One detailed the announcements. Part Three will discuss the Challenges faced by Geac and make User
Collaborative Commerce : ERP, CRM, e-Proc, and SCM Unite! A Series Study: J.D. Edwards
J.D. Edwards believes in the possibilities (both in terms of technology and sell-ability) of Collaborative Commerce. How far have they gotten in that vision? Are they a good bet if you also have visions of C-Commerce dancing in your head?
: January 2000, alliance with Extensity . e-Business - February 2000, alliance to re-sell IBM s electronic storefront technology, IBM WebSphere Commerce Suite (WCS), and integrate to OneWorld via IBM s Commerce Integrator Server and its MQSeries messaging and information middleware. HR enhancement via web-based Employee Information Portal - February 2000, licensed technology from Lifemap Communications . Business Intelligence - May 2000, reseller agreement with Microstrategy; CRM - August, 2000, J.D.
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