| 1. |
JDA Portfolio: For the Retail Industry Part Four: More JDA Portfolio 2004.1 and Microsoft Alliance ( Pages)
by P.J. Jakovljevic
Dec 30, 2004
Abstract : JDA Portfolio 2004.1products have been developed or acquired by JDA in order to present customers with an enterprise offering that might currently be the broadest, most functional set of industry leading retail demand chain software solutions available to retailers and their suppliers.
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| 2. |
JDA Portfolio: For the Retail Industry Part Three: JDA Portfolio 2004.1 Continued ( Pages)
by P.J. Jakovljevic
Dec 29, 2004
Abstract : With its new business model, JDA plans to build upon the broadening collective JDA Portfolio product lines to enable its customers to achieve a new level of operational excellence.
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| 3. |
JDA Portfolio: For the Retail Industry Part Five: Analysis of Market Impact ( Pages)
by P.J. Jakovljevic
Dec 31, 2004
Abstract : Given the competition for retail customers and wholesale orders is intense, retailers, including software vendors, must be able to meet consumer demand quickly, accurately and at the most competitive price. Despite its failed QRS acquisition, which promised to expand JDA's retail demand chain optimization applications, JDA Portfolio may be able to help retailers if it can overcome the challenges of servicing a fragmented sector and withstand the increasing competition.
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| 4. |
JDA Portfolio: For The Retail Industry Part Two: JDA Portfolio 2004.1 Components ( Pages)
by P.J. Jakovljevic
Dec 28, 2004
Abstract : The unveiled product set, JDA Portfolio 2004.1 should help retailers and their suppliers optimally plan and execute the selection, quantification, assortment, procurement and placement of finished goods at the point of sale (POS).
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| 5. |
Not All Acquisitions Happen: JDA and QRS Part Two: Market Impact ( Pages)
by P.J. Jakovljevic
Nov 4, 2004
Abstract : The QRS acquisition by JDA would have eventually brought together two providers of complementary e-commerce products that would help retailers, manufacturers, and suppliers manage and sell their products to other companies and customers on-line. JDA now remains on its own to define a revised PIM/GDS strategy.
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| 6. |
Not All Acquisitions Happen: JDA and QRS Part One: Event and Market Impact ( Pages)
by P.J. Jakovljevic
Nov 3, 2004
Abstract : Recent QRS' announcement that it has terminated its agreement to merge with JDA Software, while, in a separate announcement, it stated that it will be acquired by Inovis for a $16 million (USD) higher price, might have more ramifications for JDA than merely an
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| 7. |
JDA Portfolio: For the Retail Industry Part Six: ERP Vendors and User Recommendations ( Pages)
by P.J. Jakovljevic
Jan 3, 2005
Abstract : ERP vendors promise products linking to financial and manufacturing systems (which logically, is currently the vendor's own system) and include collaborative SRM and PLM capabilities and links to CRM systems. JDA and others must simplify their integration framework strategies and JDA must focus on data synchronization to offer a truly differentiating collaboration product.
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| 8. |
i2 Technologies at the Front of the Supply Chain ( Pages)
by Steve McVey
Aug 1, 1999
Abstract : i2 Technologies is the largest and fastest growing vendor of supply chain management software with $456 million in revenue over the last twelve months and a 48% average growth rate over the last five years. Fueled by a powerful sales and marketing machine and corporate development strategy, i2 will maintain its lead through Y2K and beyond.
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| 9. |
i2 Technologies: Is the Boom Over? ( Pages)
by Steve McVey
Feb 9, 2000
Abstract : Seemingly unaffected by market downturns and Y2K, i2 Technologies regularly astounds the enterprise applications software industry with record-breaking financial results. In the wake of its most recent triumph, few would imagine that i2 shows signs of decline.
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