| 1. |
J.D. Edwards and Numetrix Ponder the Future as One ( Pages)
by Steve McVey
Sep 1, 1999
Abstract : Deciding that acquisition is the better part of valor, Numetrix cancelled its IPO to combine fortunes with ERP vendor J. D. Edwards & Company. Though technologically adept in the areas of supply chain planning and optimization, Numetrix has lacked a successful marketing strategy, a primary factor in its demise as an independent company. Now, the marketplace scrutinizes the new combination, strategies for integration of Numetrix, and the growing footprint of J. D. Edwards.
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| 2. |
SCT Corporation: The Last Viable Process Manufacturing Vendor Standing? ( Pages)
by P.J. Jakovljevic
Jan 15, 2001
Abstract : Although a relative newcomer, the Process Manufacturing Solutions division of SCT has been able to remain focused on the process manufacturing industry. With the exit or weakening position of most other process-focused vendors, SCT should thrive. However, its low profile marketing strategy, undeveloped channel and a limited number of implementation partners are some of the challenges it has yet to surmount.
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| 3. |
Business Strategy, Business Processes, and Business Systems ( Pages)
by Olin Thompson
Jul 31, 2004
Abstract : Business strategy, a road map telling us how the business plans to be successful, does not guarantee success. Strategy execution requires business processes that do what the strategy calls for--and do it well. In today's automated world, these business processes rely on business systems. Therefore, a direct link exists between the success of business strategy and business systems. Poor systems are a frequent reason for the failure of a business strategy.
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| 4. |
Business Strategy, Business Processes, and Business Systems (3 Pages)
by Olin Thompson
Dec 10, 2003
Abstract : Business strategy, a road map telling us how the business plans to be successful, does not guarantee success. Strategy execution requires business processes that do what the strategy calls for-and do it well. In today's automated world, these business processes rely on business systems. Therefore, a direct link exists between the success of business strategy and business systems. Poor systems are a frequent reason for the failure of a business strategy.
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| 5. |
The CMO–CIO Organizational Alignment Mandate ( Pages)
by Glen Petersen
Jul 4, 2007
Abstract : Chief information officer reporting relationships continue to be distanced from the strategy function. The marketing function is experiencing this same distancing from strategy. However, the two functions should be on the leading edge of strategy, rather than the receiving end.
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| 6. |
The CMO–CIO Organizational Alignment Mandate (3 Pages)
by Glen Petersen
Dec 7, 2006
Abstract : Chief information officer reporting relationships continue to be distanced from the strategy function. The marketing function is experiencing this same distancing from strategy. However, the two functions should be on the leading edge of strategy, rather than the receiving end.
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| 7. |
Oracle Further Orchestrates Its SOA Forays Part Two: Strategy ( Pages)
by P.J. Jakovljevic
Mar 15, 2005
Abstract : Oracle's vision of a complete collaborative e-Business solution requires a database strategy, an application server strategy, and an e-business strategy. Will users buy into this vision?
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| 8. |
SSA Global--The Right Product Strategy ( 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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| 9. |
Will Recent Acquisition Catalyze Catalyst’s Strategy? Part One: Event Summary ( Pages)
by P.J. Jakovljevic
Oct 25, 2004
Abstract : For years, Catalyst International was a leading public WMS/SCE vendor before missteps by its previous management team caused serious problems in strategy and execution. Over the past few years Catalyst's turnaround strategy has returned it to growth and profitability. As a result, it has recently been acquired by ComVest, a wealthy, private investment firm. This development may indicate private equity investors' renewed interest in this market and might validate the company's turnaround strategy that began in late 2001. Still, the question remains whether the anticipated infusion of capital from ComVest will enable Catalyst to become a consolidator and rejoin its mightier direct competitors in the industry's upper echelon.
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