| IT ARTICLES for Financial
|
|
1 to 15 of 132 results for "financial"
|
|
|
|
Top Ranked Article
58%-[Financial] Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part Two: Challenges and User Recommendations (4 Pages)
by P.J. Jakovljevic
Nov 22, 2003 Abstract : Although CPM (aka EPM) starts with strong financial management, it will eventually extend beyond financial planning to almost all areas of corporate activity. Therefore, organizations choosing BI suites should consider both their financial management tools and future integration with key business-area solutions (for example, PLM, CRM, and SCM).
|
| 2. |
58%-[Financial] Getting Strategic Planning and Financial Planning in the Same Bailiwick (10 Pages)
by John Diezemann
Oct 1, 1999 Abstract : To provide useful financial insight on projects, financial managers need to think about business strategy more like a series of options than a single projected cash flow. While the concepts of options are certainly familiar to most executives, the trick to valuing strategic choices lies in the complex and often overwhelming task of understanding the interaction between strategic options. This article provides a breakthrough planning approach for (1) rapidly realizing the business capabilities dictated by strategy (2) aligning process, technology and organization design and (3) through the financial lens of 'real options' shows how to quan
|
3. |
40%-[Financial] How Is Business Process Management Applicable to Financial Services? (3 Pages)
by Hans Mercx
Jan 3, 2006 Abstract : Business process management (BPM) allows financial services companies to manage internal processes and to increase efficiency and accuracy. Organizations, especially those that deal with Sarbanes-Oxley, should focus on BPM to ensure compliance and to minimize error and risk.
|
4. |
40%-[Financial] Throw Away Your Financial Statements: Managing by Metrics (4 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.
|
| 5. |
40%-[Financial] Will 2005 Validate Global Trade Management and Unify Financial and Physical Supply Chains? (4 Pages)
by P.J. Jakovljevic
Jun 14, 2005 Abstract : The Internet opened the door for global trade. As the global trade management (GTM) space continues consolidating, market leadership belongs to companies that understand, to truly improve global trade, one must be able to manage both the physical and financial supply chains.
|
6. |
40%-[Financial] Confronting Core Global Trade Problems: Order, Shipment, and Financial Settlement (4 Pages)
by P.J. Jakovljevic
Jun 7, 2005 Abstract : TradeBeam has been striving to distinguish itself by offering more than order and shipment tracking. It aims to improve the management of core global trade activities: order, shipment, and financial settlement.
|
7. |
40%-[Financial] People or Resources: The Financial Sector in a Crossroads (4 Pages)
by Manuel Carneiro
May 3, 2005 Abstract : People management tools have become necessary, particularly in an environment such as the financial sector, where resources have become global and people require more complex management solutions.
|
| 8. |
40%-[Financial] Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics (4 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.
|
9. |
40%-[Financial] CRM Vendors Cash In On The Financial Services Industry (3 Pages)
by L. Talarico
Nov 2, 2000 Abstract : Last year’s deregulation of the financial services industry changed the competitive pressures on banks, brokerages, and insurance companies. Firms in this industry have been forced to expand and reorganize their offerings around the customer rather than around products. This makes a perfect case for CRM, and leading vendors are enhancing their offerings to take advantage of the opportunities. Find out how Siebel, E.piphany, and Broadbase are staking their claim.
|
10. |
40%-[Financial] Financial Fusion ~ E-Finance Wireless Leader? (3 Pages)
by P. Hayes
Apr 6, 2000 Abstract : Financial Fusion’s expands e-finance possibilities. From this point forward a client can bank anytime, anywhere, without limitation. (Of course your cell phone will not suddenly start spurting out cash….)
|
| 11. |
40%-[Financial] Great Plains Reports Financial Results for the Second Quarter (3 Pages)
by P.J. Jakovljevic
Jan 12, 2000 Abstract : On December 16, Great Plains Software, Inc., a leading provider of fully integrated front office/back office e-business solutions for the mid-market, announced financial results for the fiscal quarter ended November 30, 1999. Great Plains reported record second quarter revenues of $47.4 million, a 49% increase over the same period last fiscal year. Revenues from the Great Plains platform products, Dynamics and eEnterprise, grew 54% to $45.8 million in the quarter.
|
12. |
40%-[Financial] Is Your Financial Transaction Secure? (3 Pages)
by L. Taylor
Oct 6, 1999 Abstract : The FDIC imposes IT integrity ratings on financial institutions. These ratings are known as URSIT ratings and are not disclosed to the public. There is no easy discernable way to know how safe your on-line transactions are.
|
13. |
31%-[Financial] Composing Collaborative Financial Applications (4 Pages)
by P.J. Jakovljevic
Nov 14, 2005 Abstract : With its short term ownership under Baan all but forgotten, CODA has been doing well, owing to its astute offerings tailored to the preferences of each regional market, coupled with some recent appetizing acquisitions.
|
| 14. |
31%-[Financial] Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part One: Executive Summary (5 Pages)
by P.J. Jakovljevic
Nov 21, 2003 Abstract : Enterprise performance management (EPM) is an emerging portfolio of applications and methodologies with business intelligence (BI) architectures and technologies at its core.
|
15. |
31%-[Financial] Enterprise Financial Application Software: How Some of the Big ERP Vendors Stack Up (3 Pages)
by Steve McVey
Dec 25, 2001 Abstract : Contrary to what vendors may contend, not all of them are able to supply a cost effective solution that satisfies the critical requirements of an organization. In this case study from a recent selection engagement for a large series book publisher, we size up Oracle, JD Edwards, PeopleSoft, and Lawson in terms of corporate viability, vision, product functionality, technology, and cost.
|
|
See vendors |
See products
|
|
|
In short, we've fashioned a customer-centered decision-making process that has quickly
become the industry standard by making third party analyzed data readily available on
the Internet. IT decision makers and software solution providers alike have grown to
rely on us for our unbiased and accurate assessment of the leading software product's
features and functionalities relative to their needs including financials.
TEC was coined "the Rolls-Royce of decision support tools" by ZDNet
TEC's
business is predicated on the fact that every year, in excess of 100 billion dollars are
lost due to IT projects that fail as a result of poor planning and selection. With the
vast majority of these failures and cost overruns, attributed to projects not implemented,
our mission is simple. To provide IT decision makers and advisors with ready and affordable
access to the advanced tools and expertise they require. To this end, we have spent years
developing what has been deemed and aptly described by the industry as "the Rolls Royce of decision support tools". We
deliver concise reports on financials.
Q: What is a Knowledge Base?
A: A Knowledge Base is a repository of information created by
intense research gathering, and organized in a comprehensive
Decision Hierarchy. Our Knowledge Bases are created with the intent
of covering all aspects of the evaluation in question including financials - not just features
and functionality. Storing vendor data in a Decision Hierarchy
allows us to effectively organize business needs and lets the users
focus on their priorities at the level of detail of their choosing.
In addition to an organized view of all aspects in their evaluation
- a Knowledge Base permits the storage of notes, comments, and other
relevant information at each level of the Decision Hierarchy. It
encompasses all of the vendor information, ratings, and is also where
your personalized priorities are stored. We are also building archives
on financials.
|
|
|
|
|