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Operational Business Intelligence and Performance Management: Key Differentiators (0 Pages)
by Lyndsay Wise
Jul 31, 2009
Abstract : The distinction between business performance management and operational business intelligence is sometimes unclear. Many vendor offerings overlap in terms of features and functionality, making it difficult to distinguish between the two. However, there are some differences worth exploring.
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| 2. |
Operational Business Intelligence and Performance Management: Key Differentiators (0 Pages)
by Lyndsay Wise
Jan 19, 2009
Abstract : The distinction between business performance management and operational business intelligence is sometimes unclear. Many vendor offerings overlap in terms of features and functionality, making it difficult to distinguish between the two. However, there are some differences worth exploring.
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| 3. |
Operational Business Intelligence and Performance Management: Key Differentiators (4 Pages)
by Lyndsay Wise
Aug 8, 2006
Abstract : The distinction between business performance management (BPM) and operational business intelligence (OBI) is sometimes unclear. Many vendor offerings overlap in terms of features and functionality, making it difficult to distinguish between the two. However, there are some differences worth exploring.
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| 4. |
Operational Business Intelligence and Performance Management: Key Differentiators ( Pages)
by Lyndsay Wise
Nov 19, 2007
Abstract : The distinction between business performance management and operational business intelligence is sometimes unclear. Many vendor offerings overlap in terms of features and functionality, making it difficult to distinguish between the two. However, there are some differences worth exploring.
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| 5. |
CRM is Busting Out Of Its Britches: Operational, Analytical, and Collaborative CRM Are Born ( Pages)
by Randy Garland
Aug 27, 2001
Abstract : Back in the early 90’s, ‘CRM’ wasn’t even a trendy acronym. You had a few players thinking beyond 'stovepipe' enterprise applications, but not much beyond. Fast forward to 2001. CRM has gotten fat, and the fatter it gets, it becomes more difficult to understand, more expensive to buy, more difficult to implement, and less likely to satisfy - either buyers of the software or their customers. Keep your eye on the ball: your customers, and your business.
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| 6. |
Order Promising: Pre-Condition Your Enterprise for Operational Excellence ( Pages)
by Dave Strothmann
Nov 24, 2001
Abstract : Simple questions often have complex answers. Whether they are speaking with you on the phone or placing an order on a Web storefront, your customers expect immediate gratification. They want to know when their order will ship the moment it is placed. How do you respond?
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| 7. |
The Trap of Accountancy Systems; When to Move on to ERP ( Pages)
by David Smith
Sep 25, 2004
Abstract : The differences between ERP and accountancy solutions are huge. Accountancy solutions help with financial management and statutory reporting, but do little to streamline or control operational activities.
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| 8. |
Enterprise Energy Management Software - The Key to Effective Energy Utilization ( Pages)
by Olin Thompson
Aug 9, 2002
Abstract : Energy purchasing has become increasingly complex as a result of deregulation. The deregulated market provides more suppliers and more options for supply contracts. Managers who buy energy need to have more information about projected operational energy demand in order to get the best energy prices. They need a software system.
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| 9. |
Supply Chain Decisions - Make Sure You Understand the Dollars and Sense ( Pages)
by Jim Brown
Jul 21, 2003
Abstract : Companies make decisions about their supply chains every day. But do they really understand the impact of their decisions on the P&L, Balance Sheet, and key operational metrics? Do they have the tools to available to consider a broad set of possible options and their inherent trade-offs?
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