| 1. |
Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics ( Pages)
by Mark Wells
Nov 12, 2002
Abstract : If the key financial metrics for creating corporate value relate to costs, capital charges and consumption, and profitability, then the corporate capabilities or competencies required to drive those metrics must include controlling supply chain costs, managing supply chain cycle time, and optimizing responsiveness to the marketplace.
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| 2. |
Product Lifecycle Management: Expediting Product Innovation ( Pages)
by R. Nagarajan
Aug 11, 2008
Abstract : The highly competitive product manufacturing market makes true product lifecycle management (PLM) inevitable. PLM helps companies map product requirements to features, obtain control over product data, preserve product knowledge assets, and enter into the new paradigm of modular product development.
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| 3. |
Product Lifecycle Management: Expediting Product Innovation (0 Pages)
by R. Nagarajan
Sep 2, 2009
Abstract : The highly competitive product manufacturing market makes true product lifecycle management (PLM) inevitable. PLM helps companies map product requirements to features, obtain control over product data, preserve product knowledge assets, and enter into the new paradigm of modular product development.
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| 4. |
Product Lifecycle Management: Expediting Product Innovation ( Pages)
by R. Nagarajan
Oct 20, 2006
Abstract : The highly competitive product manufacturing market makes true product lifecycle management (PLM) inevitable. PLM helps companies map product requirements to features, obtain control over product data, preserve product knowledge assets, and enter into the new paradigm of modular product development.
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| 5. |
Why Are CRM and Analytics Intrinsically Connected? ( Pages)
by P.J. Jakovljevic
Aug 16, 2005
Abstract : The new metrics of customer profitability, lifetime value, and wallet share are needed to supplement the traditional metrics of market share and penetration. Typical functional components of marketing automation include customer data cleansing and analysis tools, and campaign management systems.
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| 6. |
What Drives Profitability ( Pages)
by Glen Petersen
Mar 21, 2006
Abstract : Growing customer sophistication and lifetime value means managing customer behavior is key to long-term profitability. Customer profitability and customer behavior metrics enable an organization to create alignment within the go to market process, while other metrics aid in decision-making.
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| 7. |
Product Architecture for Product Endurance? ( Pages)
by P.J. Jakovljevic
Sep 30, 2005
Abstract : Product architecture can ensure product scalability, endurance, and the incorporation of emerging technologies. Consequently, LANSA 2005 offers Web Application Modules (WAM), to give developers a shorter learning curve and lower development costs to produce browser-based commercial enterprise applications and even Web services.
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| 8. |
Throw Away Your Financial Statements: Managing by Metrics ( Pages)
by Charles Chewning Jr.
Sep 15, 2005
Abstract : Analyzing static, detailed financial statements has been the modus operandi for hundreds of years. Because many business management systems can isolate and create graphics of key performance indicators (KPI), businesses should now concentrate on KPIs, which influence profitability.
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| 9. |
Preparing for Product Development in Process Manufacturing ( Pages)
by P.J. Jakovljevic
Aug 29, 2008
Abstract : Combining process industry–oriented product lifecycle management capabilities with process manufacturing–oriented enterprise resource planning ones can help alleviate many of the challenges particular to the process manufacturers, especially in the areas of product development and regulatory compliance.
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