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The Lexicon of CRM - Part 2: From J to Q
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for

q part 1  2: From J to Q The Lexicon of CRM Part 2: From J to Q R. Garland - October 19, 2001 The Lexicon is divided into three parts, this being the second of three. This second section covers the alphabet from J to Q. For A to I, see Part One . J  J2ME - Java 2 Micro Edition . A highly optimized Java runtime environment targeting a wide range of consumer products, including pagers, cellular phones, digital set-top boxes, and car navigation systems. JDBC - Java Database Connectivity . JDBC technology is an API Read More...
ERP for Services (Non-manufacturing)
A multinational consulting company specializing in industrial automation turned to TEC for help selecting an enterprise resource planning (ERP) solution to replace its legacy system—a patc...
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Documents related to » q part 1


Talking to (and Learning from) a Retail Store Execution Software Leader - Part 1
My recent post (Software and Human) Help Wanted in Overwhelmed Retail Stores talked about how much attention (and IT investment) retailers pay to their

q part 1  reportedly delighted to relatively quickly reduce the clutter in their stores and see significant improvements. For example, Home Depot has reported a five percent increase of ticket size by making store employees more productive via Reflexis’ tools. This translated to approximately $1.5 billion in additional annual revenue. As for Staples, Reflexis’ easy to use, role-based user interface (UI) has ensured that the solution is used by all Staples employees. In fact, Reflexis Task Manager (formerly Read More...
The Lexicon of CRM - Part 1: From A to I
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most

q part 1  CRM from J to Q. Part 3 covers the Lexicon of CRM from R to Z. Read More...
Baan - What Will The Future In Invensys’ Stable Bring? Part 1: About Baan
Baan, once a leading global provider of ERP software hopes its adoptive parent, Invensys, will put it back on the enterprise software applications map. However,

q part 1  crippled by eight consecutive quarters in the red and yet another full-year loss, Baan was acquired by the British automating equipment provider, Invensys (London: ISYS) (for more information, see Baan Yet Another ERP Vendor to Find a Sanctuary Under Invensys' Wing ). Baan Co. which had gone public in 1995, traded until the acquisition on both NASDAQ and the Amsterdam Stock Exchange. The immediate impact of the Invensys takeover was some instances of customer defection (for more information, see Baan Read More...
Infor ION-izes its Open SOA Strategy - Part 1
2010 has certainly been an interesting (if not a crossroads) year for Infor. Namely, after a number of new high-profile hires at the beginning of the year

q part 1  gaining competitive advantage) No quick business re-configuration (flows) Lack of insight needed to prioritize Inefficient data collection for reporting and business intelligence (BI) The reality of adopting multiple and hybrid technologies for on-premises and cloud software Simplify by Leveraging Proven Plumbing Apparently, the abovementioned departed executives’ cardinal mistake (this is my own assumption, not the official statement by Infor) was their obsession with building the brand new so-called Read More...
The Many Faces of PLM Part One: Event Summary
Product Lifecycle Management (PLM) software solutions, like many of the application suites that have come before it, are a collection of different offerings

q part 1  product cost, improved product quality and increased product revenue. However, despite sharing common objectives, the approaches to achieving the value varied widely. This points to the fact that better product management comes in many forms, and that in each of those forms it provides tangible, realizable value. Not surprisingly, this is also the case with software applications that aim to improve the processes which companies use to manage their products. The software vendors that sponsored and Read More...
Lean Manufacturing: Part Two
Part One of the

q part 1  Manufacturing: Part Two Part One of the Lean Manufacturing series looked at manufacturing wastes, lean principles, and the benefits of lean manufacturing. Here, in Part Two, you'll be taken through the action stage of lean practices: implementing lean. Understand the 5S program toward implementing lean and begin laying the foundation of a discipline that is necessary for effective implementation of more complicated lean tools such as kanban. Read More...
Mobilizing Change Part Two: The Case for Action Method
The case for action is intended as a living document, to be updated and referenced by the business and the project team. It should be referenced during the

q part 1  increasing sales. If you quantify the benefits in detail, the odds are that someone will always be able to find a hole in one of your assumptions or projections. We find that the most credible benefits are identified by the people who are in the hot seat. What they are prepared to commit to has much greater credibility, because they know how things operate. They might not know the full potential of the new solution, but if you involve the right people, they are able to consider what might be possible. Read More...
Is MAPICS Getting the Magic of PLM? Part Two: Strategy
During our recent briefing, MAPICS' executives acknowledged that almost all enterprise software companies are either

q part 1  MAPICS , Inc . (NASDAQ: MAPX), possibly the largest global provider of extended enterprise applications for solving the challenges of discrete manufacturers following the acquisition of its former competitor Frontstep (see MAPICS To Leap Forward In A Frontstep Way ), has shown signs of significant change and a persistent number of its historically recognizable and invariant tenets of operation. During the same time, the vendor has continued with the painstaking process of producing and executing a Read More...
It’s About Process (or the Ability to be Responsive) -- Part IV
Part III of this blog series introduced Webcom ResponsAbility, the on-demand workflow automation and business process management (BPM) solution. Anyone

q part 1  -- lead qualification, sales quote approval, commissions notifications, etc. The final part of this blog series will complete the series with some of Webcom’s ResponsAbility specific and general workflow/BPM offerings’ value propositions and conclusions. In the meantime, your comments, thoughts, suggestions or individual experiences with workflow/BPM tools are more than welcome. Read More...
UCN inContact Selected as the First Hosted System to Support a Statewide 2-1-1 Intelligent Call Handling Platform
Washington Information Network 2-1-1 (WIN 211), was the non-profit organization tasked with implementing an integrated call center solution in the State of

q part 1  was to define system requirements, and select a vendor that could interconnect eight call centers into a single, cohesive information service system. For a solution, it turned to UCN inContact. Read More...
Are PLM and Global Sourcing Related? Duh, And How! (Part II)
Part I of this blog post analyzed the white paper entitled

q part 1  ever-shorter lifecycles, ever more quickly get to the market, and thus differentiate, especially in the electronics/high-tech and consumable packaged goods (CPG) sectors. So, How Can Arena and Symphony Help? While not explicitly stated in the paper, my logical conclusion is that the Arena PLM suite [ evaluate this product ] could enable original equipment manufacturers (OEMs) and their global supply chains to streamline outsourcing, improve operational efficiencies, and speed time-to-market. To be more Read More...

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