| 1. |
Gateway, Dell Plan Windows-free Appliances ( Pages)
by R. Krause
Nov 10, 1999
Abstract : Gateway, Dell and others plan desktop 'Internet appliances' -- running on little or no Microsoft software.
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| 2. |
Application Erosion: Eating Away at Your Hard Earned Value ( Pages)
by Olin Thompson
Mar 25, 2005
Abstract : Application erosion starts the day you turn on any new system, and it continues constantly. To prevent it, you need a plan. If you suffer from it today, you need a plan to regain the value you once had.
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| 3. |
Sales and Operations Planning Part One: Identifying and Forecasting Demand ( Pages)
by Dr. Scott Hamilton
Dec 11, 2003
Abstract : An effective sales and operations planning game plan results in fewer stock-outs, shorter delivery lead-times, higher on-time shipping percentages, a manageable amount of expediting, and improved customer service. Several guidelines are suggested to improve a firm's sales and operations planning process and the effectiveness of each product's game plan. This is an excerpt from the book Managing Your Supply Chain Using Microsoft Navision.
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| 4. |
New Plan, 13% Layoffs, Mark Concur’s Third Quarter Disappointment ( Pages)
by D. Geller
Jun 13, 2000
Abstract : Concur Technologies announced its expected Q2 revenues. Its reaction to the inevitable disappointment has been more than trimming – plastic surgery might be a better description.
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| 5. |
SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Two: SoftBrands ( Pages)
by P.J. Jakovljevic
May 8, 2004
Abstract : As for the lower-end of the market, SAP has designed SAP Business One to meet the core management needs of dynamically growing small and midsize businesses, and is moving to better address the specific needs of small manufacturers through a planned strategic solution relationship with SoftBrands whereby the two vendors have initiated efforts to integrate SoftBrands' leading manufacturing software product Fourth Shift with SAP Business One.
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| 6. |
SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part One: Event Summary ( Pages)
by P.J. Jakovljevic
May 7, 2004
Abstract : As the contest for the lower-end of the market intensifies, SAP is further honing a twofold strategy of promulgating its mySAP All-in-One vertical offerings for the higher-end of the mid-market, while offering the SAP Business One product to appeal to smaller enterprises with less complex processes. SoftBrands comes to help with its Fourth Shift product to bolster long-missing manufacturing capabilities of SAP Business One, but the benefits should go both ways, once the integration materializes.
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| 7. |
SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Five: Challenges and User Recommendations ( Pages)
by P.J. Jakovljevic
May 12, 2004
Abstract : Make sure that what you select now will keep abreast of the technology changes in the future. It may sometimes be more beneficial to implement the right solution slowly than to rush the wrong one into place.
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| 8. |
SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Four: SoftBrands ( Pages)
by P.J. Jakovljevic
May 11, 2004
Abstract : This partnership provides SAP with the opportunity to further extend its reach within its large corporate customer base by serving the needs of its distant smaller plants and divisions dispersed around the globe. Thus, SAP should hereby have the wherewithal to defend its major accounts from encroachment by vendors touting low-cost, astute plant systems that
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| 9. |
SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part Three: Market Impact ( Pages)
by P.J. Jakovljevic
May 10, 2004
Abstract : SAP seems to have grasped that the key to success in the SMB market is brand awareness and an apt product, since SMBs are looking for support from incumbent vendors, with intimate knowledge of their vertical and business processes, ample local resources, and the commitment to support them both off- and on-site to achieve value over a long-term relationship. SAP partners' solutions have been leveraged and managed through SAP Global Solutions Network, so that partners do not have to reinvent the wheel, and even unnecessarily compete in the same industries.
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