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IT ARTICLES for outsourcing help desk
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46 to 60 of 147 results for "outsourcing help desk"
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| 46. |
6%-[Help] SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part Three: Challenges and User Recommendations (3 Pages)
by P.J. Jakovljevic
Sep 17, 2004
Abstract : While the Strategic Unit team formation should help SSA Global to figure out how to fully integrate organizational structure where employees are best integrated, service offerings best coordinated and cross-selling opportunities best tracked and pursued, the vendor must continue to clarify the position and integration of competing and complementary products in its fold, which gets complicated with every new addition to the family.
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47. |
6%-[Help] Positioning Starts With A Message Strategy (4 Pages)
by Lawson Abinanti
Aug 9, 2004
Abstract : In business-to-business (B2B) software marketing, you'll get little debate about the importance of positioning. Yet few B2B software companies do it well, thus failing to set themselves apart from their competitors. There are many reasons for this void, and this column will help fill one big one by describing the business process of creating effective, compelling message strategies for your products or services.
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48. |
6%-[Help] SCM Software for Real World Manufacturing: A Case for Mission Critical Use (4 Pages)
by Ashfaque Ahmed
Jul 24, 2004
Abstract : In an ideal world, we can have an exception free manufacturing operations. And for the most part, it will be a 'management by exception' operations with no constraints or bottlenecks to worry about. But in reality manufacturing is all about managing constraints. A lot of constraints! This article discusses the impacts of constraints on manufacturing planning and execution and how a well implemented SCM software can help in overcoming these constraints.
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| 49. |
6%-[Help] If There's One Thing CRM Tells Us: Don't Do PLM the Same Way (5 Pages)
by David Smith
Jun 21, 2004
Abstract : Product lifecycle management (PLM) doesn't work, but it should. Fundamentally, the idea that we can design better products and bring them to market more quickly by leveraging the knowledge and experience in our own value chain and our customers and suppliers, is a sound one. It's just that buying PLM doesn't always allow that leverage. Industry's general approach and attitude to PLM very much mimics the early days of the customer relationship management (CRM) adoption, and there are lessons abound from that experience that should help when tackling the 'ifs' and 'hows' of PLM investment.
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50. |
6%-[Help] ERP II Demystified (5 Pages)
by Sean Wheller
Jun 18, 2004
Abstract : As organizations prepare for their next ERP version upgrade, they find themselves trying to make sense of a new iteration that disrupts the traditional understanding and thinking about ERP. ERP II requires organizations to transform from a focus on internal resource optimization to a new focus on process integration and external collaboration. To help organizations make sense of this new iteration, we look at why ERP II has come about, how it differs from ERP, and how it promises to change the way organizations do business in the future.
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51. |
6%-[Help] SoftBrands to Institute Fourth Shift for SAP Business One Manufacturing Work-Plan Part One: Event Summary (3 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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| 52. |
6%-[Help] Can the Market Sustain a Stand-Alone EMM? (3 Pages)
by Kevin Ramesan
May 6, 2004
Abstract : The new millennium has completely redrawn the IT industry map especially in the enterprise marketing management (EMM) sector. The number of independent marketing automation vendors has significantly shrunk. Names such as Xchange, MarketFirst, Annuncio, and Prime Response no longer exist. Amongst the few still operating is Aprimo. Their strategy primarily targets large customers from the financial services, technology, media and entertainment, pharmaceuticals, and manufacturing industries, and it pays. Aprimo just released its version 6.0 posed to help the vendor sustain the ongoing IT turmoil.
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53. |
6%-[Help] Process Manufacturing Software: A Primer (8 Pages)
by Joseph J. Strub
Mar 20, 2004
Abstract : This article looks at ERP software with a very narrow focus, namely that of process manufacturing. Understanding the differences between process and discrete manufacturing can assist you in emphasizing and concentrating on those functions and features that matter most in the process world. This emphasis may clarify your choice of software or, more importantly, help you avoid being saddled with ill-fitting concepts and procedures. If you are a process manufacturing expert, you may find this article somewhat basic. However, for those of you just getting into a process manufacturing project or those thinking that process and discrete manufacturing, like the poetic line, 'a rose is a rose is a rose,' are the same, read on. For experts, feel free to disagree with my premises as your viewpoint would be of interest.
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54. |
6%-[Help] EAM versus CMMS: What's Right for Your Company? Part Four: IFS and Intentia Responses (3 Pages)
by Joe Strub and P.J. Jakovljevic
Mar 18, 2004
Abstract : The primary benefit of enterprise asset management (EAM) is the reliability-centered maintenance. Let’s face it: any process that can help you improve what you are doing now and enables you to do it better in the future is the best thing since 'sliced bread'. Providing data to feed back into a process can only increase operational revenues and decrease maintenance expenses. Nonetheless, beware of EAM vendors explaining the ease with which these interfaces can be constructed and modified in the future based on new software releases.
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| 55. |
6%-[Help] Data Quality: Cost or Profit? (4 Pages)
by Kevin Ramesan
Mar 8, 2004
Abstract : Data quality has direct consequences on a company's bottom-line and its customer relationship management (CRM) strategy. Looking beyond general approaches and company policies that set expectations and establish data management procedures, we will explore applications and tools that help reduce the negative impact of poor data quality. Some CRM application providers like Interface Software have definitely taken data quality seriously and are contributing to solving some data quality issues.
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56. |
6%-[Help] Use CMMS to Improve PdM Performance (4 Pages)
by David Berger
Feb 19, 2004
Abstract : Companies that have moved from a highly reactive environment to a more planned one notice significant improvement. A computer maintenance management system (CMMS) or an enterprise asset management (EAM) is a useful tool to create a planned environment, help build accurate equipment history, and develop comprehensive analysis capability. Reprinted with permission from Plant Engineering and Maintenance magazine.
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57. |
6%-[Help] Use CMMS to Improve PdM Performance (4 Pages)
by David Berger
Feb 19, 2004
Abstract : Companies that have moved from a highly reactive environment to a more planned one notice significant improvement. A computer maintenance management system (CMMS) or an enterprise asset management (EAM) is a useful tool to create a planned environment, help build accurate equipment history, and develop comprehensive analysis capability. Reprinted with permission from Plant Engineering and Maintenance magazine.
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| 58. |
6%-[Help] Use CMMS to Improve PdM Performance (4 Pages)
by David Berger
Feb 19, 2004
Abstract : Companies that have moved from a highly reactive environment to a more planned one notice significant improvement. A computer maintenance management system (CMMS) or an enterprise asset management (EAM) is a useful tool to create a planned environment, help build accurate equipment history, and develop comprehensive analysis capability. Reprinted with permission from Plant Engineering and Maintenance magazine.
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59. |
6%-[Help] I-Impact Predicts Your Customer Retention! (5 Pages)
by Vaugh Preston
Jan 30, 2004
Abstract : More and more, the market is requesting that a CRM or an ERP application include analytics which can be used in a myriad of businesses to predict customer behavior and help businesses increase the effectiveness of their customer acquisition, retention, and cross-sell programs. It is a costly operation to develop such functionality from scratch. Vendors like I-Impact offer packaged application providers the opportunity of a shortcut.
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60. |
6%-[Help] Fujitsu Poised to (Inter)Stage Glovia's Comeback Part Four: Challenges and User Recommendations (3 Pages)
by P.J. Jakovljevic
Jan 23, 2004
Abstract : Glovia has managed to maintain its existing customers' satisfaction level while successfully re-inventing itself. As a result, it has maintained a presence among the top 10 manufacturing ERP vendors in several markets. One cannot help feeling that Glovia's knowledge of its target market has always been deeper than its market visibility and share.
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