| 1. |
Seven Magic Questions: How to Improve Your Win Ratio by Selling Value Instead of Price ( Pages)
by Tom Sant
Sep 25, 2006
Abstract : There are many consultative sales methods. Each has unique strengths and techniques, but they all try to focus on what matters to the customer. To improve your win ratio, there are seven questions you must first be able to answer.
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| 2. |
Solomon Stands the Test of Time Despite Changing Masters Part Three: Product Differentiators ( Pages)
by P.J. Jakovljevic
Sep 5, 2003
Abstract : Of all the MBS' products, Solomon is apparently the purest in terms of a standard Microsoft technology stack, and without any proprietary additions. Furthermore, its sharp focus solely on Microsoft technology from ground up, coined in ''the power of one'' motto (one OS platform - Windows XP/NT/2000, one database platform - MS SQL Server, one development environment - MS Visual Basic, etc.), also presents an attractive, risk-adverse option for penny-pinching mid-market customers. Solomon IV has consequently been very competitive in speed of implementation, feasibility of customization, total cost of ownership (TCO), and price/performance ratio.
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| 3. |
Improving Your Demo-To-Win Ratio - Bridge Building ( Pages)
by Bob Riefstahl
Jul 10, 2002
Abstract : Ask yourself this simple question: “Have I ever lost a deal to an inferior product?” If your answer is yes, I’ll guarantee that one of the prime reasons for your defeat was because your competitor was a more effective Bridge-Demonstrator.
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| 4. |
Improving Your Demo-To-Win Ratio - Bridge Building (6 Pages)
by Bob Riefstahl
Oct 10, 2001
Abstract : Ask yourself this simple question: “Have I ever lost a deal to an inferior product?” If your answer is yes, I’ll guarantee that one of the prime reasons for your defeat was because your competitor was a more effective Bridge-Demonstrator.
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| 5. |
Project-Oriented Versus Generic GL-Oriented ERP/Accounting Systems (4 Pages)
by P.J. Jakovljevic
Dec 22, 2003
Abstract : Project-oriented organizations have many project-specific business and accounting requirements often in compliance with complex industry-specific and regulatory requirements. Generic GL-oriented accounting systems have not been designed with project phases, work breakdowns or detailed time capturing in mind, and thus they can merely report how much has been spent or collected, but not why a certain project is losing or winning money.
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| 6. |
Project-Oriented Versus Generic GL-Oriented ERP/Accounting Systems ( Pages)
by P.J. Jakovljevic
Jan 22, 2005
Abstract : Project-oriented organizations have many project-specific business and accounting requirements often in compliance with complex industry-specific and regulatory requirements. Generic GL-oriented accounting systems have not been designed with project phases, work breakdowns or detailed time capturing in mind, and thus they can merely report how much has been spent or collected, but not why a certain project is losing or winning money.
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| 7. |
Your Reference Guide to SMB Accounting Software Features ( Pages)
by TEC staff
Aug 13, 2008
Abstract : This reference guide provides insight into the accounting features and functions currently available on today’s market for small to medium businesses (SMBs). It will help you determine which features your organization needs—and doesn’t need.
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| 8. |
Your Reference Guide to SMB Accounting Software Features ( Pages)
by TEC staff
Jul 4, 2008
Abstract : This reference guide provides insight into the accounting features and functions currently available on today’s market for small to medium businesses (SMBs). It will help you determine which features your organization needs—and doesn’t need.
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| 9. |
Solomon Software: Breaking Away from Perception as “Best-of-Breed-Accounting” Vendor ( Pages)
by P.J. Jakovljevic
Apr 12, 2000
Abstract : Due to its late expansion into the ERP world, the company has been trailed by its reputation of a best-of-breed accounting software vendor. While Solomon has accelerated its schedule of new functionality, it will be hard pressed with tight “time-to-market” constraints.
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