| 1. |
The Name and Ownership Change Roulette Wheel for Marcam Stops at SSA Global Part Four: What SSA Global Gets (4 Pages)
by P.J. Jakovljevic
Oct 18, 2004
Abstract : The acquired company, although constantly morphing from Marcam to IPS back to Marcam, has a good track record and a heritage of selling solutions to manage divisional or autonomous plant sites within selected process industries.
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| 2. |
SSA Global finds Little Known SCM Gems in Filling Out its Solution Portfolio (4 Pages)
by Michael Bittner
Jan 19, 2006
Abstract : SSA Global's strategy to grow both organically and through acquisition while developing an end-to-end suite of applications with one open platform architecture has allowed this traditional enterprise resource planning vendor to evolve into a supply chain management solutions provider.
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| 3. |
SSA Global--The Right Product Strategy (4 Pages)
by Olin Thompson
Nov 5, 2004
Abstract : SSA Global's Client Forum has reinforced our impression that the vendor's product strategy is an effective strategy that addresses the realities of today's market. However, the execution is not without challenges. Although we found confusion on the part of a few, customers appeared supportive of the SSA strategy.
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| 4. |
The Name and Ownership Change Roulette Wheel for Marcam Stops at SSA Global Part Five: Merger Impact and Challenges (5 Pages)
by P.J. Jakovljevic
Oct 19, 2004
Abstract : Like previous SSA Global's acquisitions, this merger too seems aimed at enlarging the existing customer base, market share, and, more importantly, the predictably recurring support revenue and consequently larger R&D pool.
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| 5. |
The Name and Ownership Change Roulette Wheel for Marcam Stops at SSA Global Part One: Event Summary (4 Pages)
by P.J. Jakovljevic
Oct 14, 2004
Abstract : Sometimes, the enterprise applications market can produce many strange twists and turns, in addition to being tough for all and even cruel to some. The tale of Marcam, Baan, and SSA Global, whose paths have crossed, parted, and crossed once again since the early 2000s, might be an object case.
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| 6. |
SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part Three: Challenges and User Recommendations (3 Pages)
by P.J. Jakovljevic
Sep 17, 2004
Abstract : While the Strategic Unit team formation should help SSA Global 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, the vendor must continue to clarify the position and integration of competing and complementary products in its fold, which gets complicated with every new addition to the family.
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| 7. |
SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part Two: Market Impact (5 Pages)
by P.J. Jakovljevic
Sep 16, 2004
Abstract : Through its recently formed Strategic Solutions team, SSA Global might be showing that it is not just an ERP collector that is living off milking its install base, but rather an extended enterprise applications provider that can appeal to both its current and new users.
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| 8. |
SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part One: Event Summary (4 Pages)
by P.J. Jakovljevic
Sep 15, 2004
Abstract : SSA Global seems to be doing some proper thinking while continuing to acquire new software companies. Recent unification of its broadening collection of supply chain management (SCM) solutions under the SSA SCM brand and formation of a specialized Strategic Solutions division--which also includes other extended enterprise capabilities, such as customer relationship management (CRM), product lifecycle management ([PLM), and moreﾗare both aimed at nurturing existing customers while attracting new prospects with products that exceed far beyond mere enterprise resource planning (ERP) capabilities.
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| 9. |
The Name and Ownership Change Roulette Wheel for Marcam Stops at SSA Global Part Six: Competition, Vendor, and User Recommendations (3 Pages)
by P.J. Jakovljevic
Oct 20, 2004
Abstract : Customers and the marketplace may have forgotten who Marcam is and what it stands for. The new owner must, for that reason, communicate its successes and strategy to the marketplace, and aggressively invest in customer satisfaction, marketing, and sales.
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