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Software Functionality Revealed in Detail
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 m part 2


Manugistics Indulges In The Open M&A Season. Part 2: Market Impact, Challenges, and User Recommendations
Experience teaches us to be wary of the outcome of mergers and acquisitions as the market has witnessed both success and disaster stories. While we believe that

m part 2  Indulges In The Open M&A Season. Part 2: Market Impact, Challenges, and User Recommendations Manugistics Indulges In The Open M&A Season. Part 2: Market Impact, Challenges, and User Recommendations P.J. Jakovljevic - June 5, 2002 Market Impact Continued Manugistics , remains one of the leading providers of supply chain management (SCM) solutions, with the extra sophistication of its supplier relationship management (SRM), profitable order management system (POMS), and pricing and revenue optimization (PRO

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » m part 2

Geac Awakens On Its Deathbed - Part 2: Geac's Response


While Geac’s balance sheet was boosted by recent events, a more positive sign is the company’s intent to become a true software-developing vendor, not simply a software collector and dealer.

m part 2  ( Expert ) and M ( Millennium ) series, which are IBM S/390 mainframe-based, will likely not receive major functional enhancements owing to aging technology. The SmartStream suite that supports client/server-based Unix and NT systems, the StreamLine series of NT-based back-office products, and System 21 are the most likely recipients of R&D funds. However, overlapping modules in SmartStream and StreamLine will likely be rationalized to minimize duplicated R&D costs. System21 and StreamLine are the likely Read More

The Lexicon of CRM - Part 2: From J to Q


C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM.

m part 2  the company by phone. M   Mbps - Megabits per second . Similar in concept to Kbps. There are 8 bits per byte. Hence, the rate of 8 Mbps actually represents 1 MB per second. mCRM - Mobile Customer Relationship Management . A new term that covers the area of field force automation and remote access to corporate information in real time. Such access is becoming more and more critical as economies move towards the service sector, and there are more people in the field working at client company sites who need Read More

“Act Vertical” vs. “Go Extinct” Retailers - Part 2


Part 1 of this blog series set the historical background for the supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical vs. horizontal integration. The analysis then moved onto the generally embattled retail sector, where a select group of innovative retailers has found a “happy medium” approach to stay well above the fray. Retailers such as PetSmart Inc.

m part 2  or pursues today (as mentioned in Part 1 ). The downside of owning such assets is getting locked into high costs and capital investments, with potentially inflexible capacity. Even many consumer goods manufacturers have been increasingly shedding their plants. Acting vertical, on the other hand, does not require retailers to own inflexible and costly manufacturing and other supply chain assets —yet it enables them to operate as though they do. This advantage comes in part from striking strong and mutual Read More

Mid-Market ERP Vendors Doing CRM & SCM In A DIY Fashion Part 2: Market Impact


Tier2/Tier 3 vendors are prepared to endure the onslaught of the likes of SAP, Oracle, and PeopleSoft, as well as of proverbial mid-market leaders such as J.D. Edwards, Baan, Intentia, QAD, IFS and Epicor, and newly formed mid-market juggernauts like Microsoft Great Plains, Best Software (formerly Sage Software), and Navision, to name some. Frontstep and the Syspro Group lead the way.

m part 2  sector, where product data management (PDM), which is part of PLM, will likely become more intertwined with ERP, SCM and CRM applications. Engineering department's productivity and product design cycle-time reduction might lose their competitive advantage trait in a few years, as most industries will have reached the same level in these areas by then. Therefore, PLM collaboration aspect might gain the spotlight of importance then. To that, in the ERP market, the major vendors focused on the high-end of Read More

Future Tech: Where Will ERP Be in 2 Years?


Find out in Future Tech: Where Will ERP Be in 2 Years?

m part 2  in 2 Years? ERP systems are changing. But how—and how will it impact your company? Find out in Future Tech: Where Will ERP Be in 2 Years? In this executive brief, you'll learn about the major trends driving ERP innovation: cloud computing mobile access more intuitive and customizable user interfaces faster and more powerful built-in analytics simplified system architectures See where ERP is headed, and how it will affect your company's information management and decision making. Download your PDF copy Read More

What's in a name? or Enterprise systems' reincarnations (Part II)


While the Part I of this topic focused on Consona Corporation (former M2M Holdings), this time the discussion continues with the recently minted Solarsoft entity, privately owned by Marlin Equity Partners. True, in Part I, besides Infor, I could have also mentioned as old news the renaming of Verticent ERP Plus (formerly PowerCerv [evaluate this product]) as part of the ASA International parent

m part 2  entity, privately owned by Marlin Equity Partners. True, in Part I, besides Infor , I could have also mentioned as old news the renaming of Verticent ERP Plus (formerly PowerCerv [ evaluate this product ]) as part of the ASA International parent and SoftBrands (formerly Fourth Shift and AremisSoft ), but these companies have not that candidly professed their appetite for more acquisitions. In any case, in April 2007 Canada-based CMS Software merged with the United Kingdom (UK)-based XKO Software Limited Read More

Grape Escape 2013: Customer Value a Priority for Both SYSPRO and UNIT4-Part 2


This is part 2 of a 2-part blog post on Grape Escape 2013, with my analyst take on the announcements and conversations with UNIT4 at the recent analyst event in Boston. UNIT4 Representing UNIT4 at the event were two top managers: regular attendee Ton Dobbe, the company’s vice president of product marketing, and Anwen Robinson, managing director in UK and Ireland, who was invited to share

m part 2  Escape 2013: Customer Value a Priority for Both SYSPRO and UNIT4-Part 2 This is part 2 of a 2-part blog post on Grape Escape 2013, with my analyst take on the announcements and conversations with UNIT4 at the recent analyst event in Boston. UNIT4 Representing UNIT4 at the event were two top managers: regular attendee Ton Dobbe, the company’s vice president of product marketing, and Anwen Robinson, managing director in UK and Ireland, who was invited to share some of UNIT4’s news in that region Read More

Managing Risks, Managing Measures: Decision Support Methodologies in Business Part 1: Guidelines


Poor measurement methods can take off millions or more from bottom lines, and contribute at least in part to project failures, corporate inefficiencies and poor technology selections. Industry wide, they have contributed to tens of billions of dollars of unnecessary costs. How do you avoid these expensive mistakes?

m part 2  avoid making an expensive mistake. This is Part One of a two-part article.   Part Two concerns Decision Aids in Business with a listing of some of the tools for business decision making. The Point of Measuring Why measure? Probably the biggest fallacy in measuring anything is to understand what it is you are trying to estimate. Most consider this to be performance or expected performance: in reality, it is not. It is trying to estimate and predict the result if a particular action is taken. This Read More

Infor ION-izes its Open SOA Strategy - Part 2


Part 1 of this blog series started by analyzing a certain change of the guard and a related product strategy shift at Infor. Two late June 2010 news announcements, which were entitled “Infor Simplifies Connectivity and Data Sharing with Infor ION(tm)” and “Infor Selects Microsoft as Preferred Technology and Tools Provider for Infor Software," were then demystified in an

m part 2  Scavo and Ray Wang, mentioned in Part 1 ). For one, some observers and practitioners still believe that Infor’s own tools were quite necessary to sell its product strategy. What Infor is doing now can be seen by some as the vendor admitting to not having the resources, will (perhaps even guts), and vision to deliver the original product strategy. In addition, while the new Microsoft-based  business intelligence (BI) , reporting, and  user interface (UI)  tools may be as good or even better than Read More

Vendors Jostle and Profess Economic Stimulus Readiness - Part III


Part I of this series analyzed the opportunity as well as the related attached strings stemming from the American Recovery and Reinvestment Act of 2009 (ARRA), a.k.a. the Economic Stimulus Plan. The inspiration came from my attendance of the Deltek Insight 2009 user conference last May, where Deltek decided to fill a market need and interest by convening a separate “track” that

m part 2  Jostle and Profess Economic Stimulus Readiness - Part III Part I of this series  analyzed the opportunity as well as the related attached strings stemming from the  American Recovery and Reinvestment Act of 2009 (ARRA) , a.k.a. the Economic Stimulus Plan. The inspiration came from my attendance of  the Deltek Insight 2009 user conference last May , where Deltek decided to fill a market need and interest by convening a separate “track” that was entitled  “Stimulus & Beyond (Navigating the Read More

MAPICS Moving On Pragmatically Part 3: Challenges


MAPICS remains at a critical point in time, where immaculate execution without much space for missteps will determine its future. Despite notable functional and technological initiatives, the biggest challenge for MAPICS and its affiliate channel remains the management of still dual flagship ERP product lines.

m part 2  a four-part article on MAPICS. Part One covered recent announcements. Part Two discussed the Market Impact. Part Four will cover the Competition and make User Recommendations. Revised Focus Incidentally, a sharp vertical focus founded on strong horizontal back-office applications has long been MAPICS ' modus operandi. However, given its recent new sales difficulties and the protracted confinement to the iServer platform have made the company revise and rationalize its traditional industries of focus. Alth Read More

Outsourcing 101 - A Primer Part Three: Approaches and Recommendations


Outsourcing is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part discusses recommendations for companies looking to outsource, and recommendations for outsourcing providers.

m part 2  101 - A Primer Part Three: Approaches and Recommendations Summary When a company contracts work from another company, it is typically called outsourcing. Outsourced work is usually performed locally (onshore outsourcing), in other countries in roughly the same time zone (nearshore outsourcing,) in countries that are many time zones away (offshore outsourcing), or some combination of the above. Literally any activity that is performed by a company can be, and probably has been, outsourced. A Read More

SAP Thrives On Competitors' Plight, In Part


SAP announced upbeat results for Q2 2001 and reconfirmed the positive outlook for the rest of the year amid the bloodbath of many of its competitors. However, negative license revenue growth in the US, a likely cascading economic slowdown from the US to other markets, and net profit restatement owing to the investment in money burning Commerce One, may give rise to a careful scrutiny and moderate caution.

m part 2  continues to contribute a major part of total revenue, which shows the importance of the European market to SAP's top line. Should the European market falter as a result of the current slowdown in the US, SAP may be hard pressed to meet its bullish predictions for 2001. Some caution also comes from the fact that service & support revenue grew much faster than new license sales. This may indicate a slowing down of new accounts creating activity, which could possibly backfire some time down the track. Read More

A Tale of a Few Good SCM Players - Part 2


Part 1 of this blog post series followed the progress of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan Associates was the epitome of an immaculate supply chain management (SCM) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company was the industry standard for

m part 2  of a Few Good SCM Players - Part 2 Part 1 of this blog post series followed the progress  of  Manhattan Associates  from its inception in 1990 throughout the mid-2000s. During this time, Manhattan Associates was the epitome of an immaculate  supply chain management (SCM ) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company was the industry standard for the supply chain execution (SCE) space and the envy of competitors. But Read More