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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.
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 s part 6


ROI Systems MANAGE-s Well Past 2000 Part 1: Recent Developments
ROI Systems' strategy in terms of enhancing its MANAGE 2000 product and its geographic coverage has apparently been paying off, which comes as a welcome news

s part 6  Systems MANAGE-s Well Past 2000 Part 1: Recent Developments Event Summary On March 13, ROI Systems , Inc. ( www.roisystems.com ), a privately held provider of extended ERP software systems, with its headquarters in Minneapolis, MN, announced that Indiana-based Core Business Software Solutions (CBSS) would serve as a business partner in its Midwest region. CBSS, a technology consulting firm, will distribute and implement ROI Systems' MANAGE 2000 extended ERP system. CBSS's decision to distribute ROI's

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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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E-Procurement Is Not Electronic Purchasing - Part II


Three minutes of labor from purchase requisition to invoice payment; fully executed due diligence; commitment authorization and no delays. That is the promise of e-procurement and the potential is there for the taking - but not without risk. Extensive preparation is necessary and full integration with related business processes is essential to realize the full value from an e-procurement investment.

s part 6  14, 2000 Introduction This second part of an extended note on e-procurement examines the necessary steps after a business decision to go with e-procurement has been made based on the information and criteria covered in Part I. E-procurement is an integrated system of services and technologies that provides a seamless bridge between buying and selling businesses. The e-procurement process begins at the planning stages within the buying company and extends through to the delivery and collections services 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

s part 6  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 interactive and constructive dialogue with  Soma Somasundaram, SVP of global Read More

JDA FOCUS 2010 Impressions - Part 1


Last year I attended the JDA FOCUS 2009 conference to realize that Scottsdale, Arizona-based JDA Software (NASDAQ: JDAS) has become a force to be reckoned with in the vast supply chain management (SCM) space. Although far from being a vocal or touchy-feely company, throughout its history JDA has been run fairly effectively by applying basic principles of sound management

s part 6  FOCUS 2010 Impressions - Part 1 Last year I attended  the JDA FOCUS 2009 conference  to realize that Scottsdale, Arizona-based JDA Software (NASDAQ: JDAS) has become a force to be reckoned with in the vast  supply chain management (SCM)  space. Although far from being a vocal or touchy-feely company, throughout its history JDA has been run fairly effectively by applying basic principles of sound management. These principles of  profits  and prudently spending within its means have been rare in Read More

APICS 2009 from the Expo Floor: Is S&OP Coming of Age? - Part 1


While my colleagues Khudsiya Quadri and Gabriel Georghiu diligently attended numerous conference sessions and reported their impressions of each convention day (Day 1, Day 2, Day 3, and Day 4), my much shorter attendance of the APICS 2009 International Conference in Toronto (Canada) in early October revolved mainly around exploring the expo floor and talking to the

s part 6  the Expo Floor: Is S&OP Coming of Age? - Part 1 While my colleagues Khudsiya Quadri and Gabriel Georghiu diligently attended numerous conference sessions and reported their impressions of each convention day ( Day 1 ,  Day 2 ,  Day 3 , and  Day 4 ), my much shorter  attendance of the APICS 2009 International Conference in Toronto (Canada) in early October revolved mainly around exploring the expo floor and talking to the exhibitors . My overwhelming impression from the conference's expo floor was Read More

Top 6 Enterprise Software Trends to Watch for in 2008-And What It all Means for You


You may still be feeling a little woozy from showing 2007 out the door. Make sure you’re not caught off-guard by 2008, with the top 6 trends you should watch for in the year ahead. 1. ERP—The Technology Matures Granted, ERP vendors have been defining the technology as “mature” for quite a while now, but with limited room for ERP feature and function innovation (from a transactional

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The Path to ERP for Small Businesses, Part 3: Selection of ERP Software


The third and final part of the path to ERP for small businesses series describes the software selection stage, including the dos and don’ts during vendor product demos, how to create a shortlist, and finally selecting the vendor that provides the best product and services for your needs.

s part 6  vendors might provide this solution. Part 3 will describe the final stage—selecting the software that best fits your specific needs. You started by defining the main activities and workflows in your company, then you created more detailed criteria lists, compared different products, and probably used a decision support system (DSS) to create a shortlist (list of vendors that are the best fit for your organization). Even when using the most complex DSS, some aspects of your business might still be Read More

Frankie Does ERP, Part 1


[Editor’s note: Frank is not a composite character. He is a real person, employed at a real company. I’ve changed certain identifying particulars at his request. This interactive series, created and published with his permission, is an exercise in what-if analysis based on interviews I am currently conducting with him. You may find Frank’s use of language a little colorful. I have toned

s part 6  Does ERP, Part 1 [Editor’s note: Frank is not a composite character. He is a real person, employed at a real company. I’ve changed certain identifying particulars at his request. This interactive series, created and published with his permission, is an exercise in what-if analysis based on interviews I am currently conducting with him. You may find Frank’s use of language a little colorful. I have toned it down. It's still colorful.] * My name is Frank. I’m a mid-level manager for a Read More

Inside Look at the Success of Cloud Field Service Provider ServiceMax-Part 2


In part 1 of this blog post series, we took a look at a major player in the field service management (FSM) market ServiceMax. In what follows is a recent question-and-answer interview with Stacey Epstein‚ vice president (VP) of marketing at ServiceMax. Stacey has extensive experience in generating demand, fueling growth, and building brand name global recognition for technology

s part 6  and Executing (Optimal) Service Supply Chains – Part 2 . April 21, 2010. Read More

Do You Want Your App to Talk Back to You (as a Chatterbox)? - Part 2


In Part 1 of this blog series I admitted to being a late adopter of a sort, in part for not immediately jumping onto the social media bandwagon. In particular, my initial reaction to Salesforce Chatter (a.k.a. Collaboration Cloud) was tepid. To be frank, Marc Benioff, salesforce.com’s flamboyant and engaging CEO, gave an atypically incoherent and dry keynote speech when he

s part 6  par with  notebook PC s (and both surpassed  desktop computers  in 2008) when it comes to how we access the Internet. Fundamental Shift in Computing: Cloud 1 vs. Cloud 2 Salesforce.com is the first solely cloud-based company to exceed US$1.4 billion in revenues with over 77,300 corporate customers of all sizes. Possibly the best example of the pace of change in technology would be that even the Amazon.com, Google , and eBay metaphors of the early 2000s look a bit dated today in comparison to those Read More

LeveragePoint Adds Value to B2B Pricing - Part 2


Part 1 of this blog series introduced LeveragePoint as a cloud-based newcomer to the business-to-business (B2B) pricing market with a novel pricing approach: value-based pricing. In this day and age of highly accelerated new product introductions, history-based pricing approaches are often inadequate. My previous post explained the company’s approach and current state of affairs. Part 2 follows

s part 6  Value-based pricing is a standard part of many of the stage-gate processes used in new product development and introduction (NPD&I) at many companies. Companies want to ensure that what they are developing will have a differentiated value and will sell at a price premium that will enable them to get a high return on investment. PJ : Some so-called big iron” pricing players view you as being complementary rather than competitive. They claim that, when one peels back your solution, what your software Read More

The Wizardry of Business Process Management - Part 4


Part 1 of this blog series started a lengthy discussion about the value proposition and parts-and-parcels of business process management (BPM), with an ensuing focus on Pegasystems (also known as Pega) as one of the leading BPM suite providers. Part 2 then analyzed in depth the vendor’s ability to help business users capture (and then realize) business objectives and intent, while Part 3 focused

s part 6  and Open Architecture As said in Part 1 , the integration-centric service oriented architecture (SOA )-based middleware providers have often been accused by true BPM suite providers like Pega of primarily targeting IT departments to try to sell BPM as a matter of service orchestration . These SOA integrators are sometimes seen as the BPM party “gate-crashers,” since the true value of BPM should be realized by empowering business users. Still, Pega is more than aware of the SOA, Web-oriented Read More

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s part 6  to an Unrelenting Cloud Enthusiast - Part 2 Part 1 of this blog series introduced Xactly Corporation , a provider of fully multi-tenant, software as a service (SaaS)-based solutions for sales performance management (SPM) . The article also provided the bullish vendor’s genesis since being founded in 2005 and its current state of affairs. This article will feature my recent conversation with Xactly’s founder and CEO Christopher Cabrera. Cabrera is a noted industry expert in issues relating to SPM, Read More

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Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. The article first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then the article talked about SuccessFactors’ diverse product editions (tailored to

s part 6  Succeeds Like Success(Factors) - Part 3 Part 1 of this series introduced SuccessFactors , a public provider of  software as a service (SaaS)   talent management  solutions. The article first analyzed the vendor’s evolution from its traditional People Performance realm to the seemingly more opportune Business Execution (BizX) province. Then the article talked about SuccessFactors’ diverse product editions (tailored to satisfy companies of all sizes) and detailed the two core modules of the Read More

Up Close and Personal: Martin Schneider, Senior Director of Communications at SugarCRM-Part 2


In part one of my interview with Martin Schneider, Senior Director of Communications at SugarCRM, we discussed the history of SugarCRM and the open source customer relationship management (CRM) space. Part 2 describes SugarCRM’s approach to development, their partner ecosystem, and how social media has changed CRM.Q: About development—most of it is done by your team of programmers

s part 6  customer relationship management (CRM) space. Part 2 describes SugarCRM’s approach to development, their partner ecosystem, and how social media has changed CRM. Q: About development—most of it is done by your team of programmers, right?   A: That’s correct. Engineering is done more than 90 percent in house. We have set up this model because, while we open source everything we do, we rely on our business customers, and they demand a very solid, secure code base. And you can’t have a code that Read More