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Software Functionality Revealed in Detail
We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.
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Visit the TEC store to compare leading software solutions by funtionality, so that you can make accurate and informed software purchasing decisions.
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 h part 1

Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » h part 1

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 of the common CRM phraseology. Here, in alphabetical order, is the Lexicon of CRM.

h part 1  windows, and multiple fonts. H - I   Horizontal Applications - Applications that include functionality across corporate disciplines, such as Sales, Marketing, or Service. IM - Instant Messaging. The ability for two or more users who are online to communicate via text in real time on their computers. Inference Engine - A problem resolution engine that prompts the user to answer questions about the problem that they have, and based on the answers, will ask additional questions or make recommendations Read More

Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics


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.

h part 1  Metrics Matrix 5 Click here to view larger image This concludes Part Two of a three-part article. Part One discussed the Supply Chain in terms of corporate objectives. Part Three will cover how Supply Chain Decisions Create Supply Chain Capabilities. 4 Crosby, Philip B., Quality is Free: The Art of Making Quality Certain, (McGraw-Hill, 1979) Juran, Joseph, M., Juran on Leadership for Quality, (Free Press, 1988) Deming, W. Edwards, Out of the Crisis, (Massachusetts Institute of Technology, Center for Read More

Meridian Systems’ “Catch Up” Challenge in the Capital Infrastructure Industry - Part 2


Part 1 of this blog series covered the spectrum of Meridian Systems’ Proliance solution for Tier One, multi-billion-dollar global companies. It also analyzed Meridian's early bet on leveraging Microsoft Office Business Applications (OBAs), and harnessing the Building Information Modeling (BIM) technology collaboration that is revolutionizing the capital infrastructure industry. Meridian, which

h part 1  Systems’ “Catch Up” Challenge in the Capital Infrastructure Industry - Part 2 Part 1 of this blog series covered the spectrum of Meridian Systems’ Proliance solution for Tier One, multi-billion-dollar global companies. It also analyzed Meridian ''s early bet on leveraging Microsoft Office Business Applications (OBAs),  and harnessing the Building Information Modeling (BIM) technology collaboration that is revolutionizing the capital infrastructure industry. Meridian, which promotes its Read More

“Act Vertical” vs. “Go Extinct” Retailers - Part 2


Part 1 of this blog series set the historical background for the supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical vs. horizontal integration. The analysis then moved onto the generally embattled retail sector, where a select group of innovative retailers has found a “happy medium” approach to stay well above the fray. Retailers such as PetSmart Inc.

h part 1  nodes, a strategy that hardly anyone recommends or pursues today (as mentioned in Part 1 ). The downside of owning such assets is getting locked into high costs and capital investments, with potentially inflexible capacity. Even many consumer goods manufacturers have been increasingly shedding their plants. Acting vertical, on the other hand, does not require retailers to own inflexible and costly manufacturing and other supply chain assets —yet it enables them to operate as though they do. This Read More

JDA Portfolio: For the Retail Industry Part One: Event Summary


From how to price and promote products to how to optimize profits, JDA Portfolio tries to create that perfect "moment of truth"--when the right consumer product at the right price is at the right place and at the right time. Yet, the portfolio rounding out process has to continue in earnest, especially after JDA’s aborted merger with QRS.

h part 1  Portfolio: For the Retail Industry Part One: Event Summary Event Summary JDA Software Group Inc . (NASDAQ: JDAS) is a prominent global provider of integrated software and professional services for the retail demand chain with over 4,600 customers and 33 offices spanning every major global market to service customers in over 60 nations. JDA believes its has a global sales and delivery infrastructure. Namely, the vendor markets its products and services almost exclusively through its direct sales force, Read More

The Magic Behind Planning and Executing (Optimal) Service Supply Chains - Part 1


The recent three-part series entitled “Navigating Between Service Management Scylla @ Charybdis” analyzed the phenomenon of service economy, or the increasing importance of the service sector in industrialized economies. But while the vast customer service software market’s opportunity was examined there, the series also pointed out the treacherous complexity of planning

h part 1  manufacturing and distribution) or how to get the right person with the right part and knowledge at exactly the right time to solve a particular customer’s need. And all that perfect response has to repeatedly and continually happen for almost every customer while maintaining a financially viable service business. Every service business is ultimately measured by its performance on the day of service, and ensuring that the company has the right resources in the right places at the right times is Read More

Is Epicor Poised to Rule the Mid-Market Retail Sector? (Part II)


Part I of this blog topic  introduced Epicor Software and its traditional vertical solutions. It also analyzed Epicor's forays into the attractive retail sector via the CRS acquisition two years ago. Designed for integration and scalability, the  Epicor/CRS Retail Suite can support a wide variety of retail enterprises' requirements. These environments range from the rapidly expanding regional

h part 1  Epicor Poised to Rule the Mid-Market Retail Sector? (Part II) Part I of this blog topic   introduced Epicor Software and its traditional vertical solutions. It also analyzed Epicor''s forays into the attractive retail sector via the CRS acquisition two years ago. Designed for integration and scalability, the  Epicor/CRS Retail Suite can support a wide variety of retail enterprises'' requirements. These environments range from the rapidly expanding regional retailer requiring point-of-sale (POS) , 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 Washington (US). WIN 211’s challenge 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.

h part 1  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 Washington (US). WIN 211’s challenge 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

SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive Part 1


Although SAP’s recently announced tamed results for Q1 2002, which fit within the current market milieu, may add to some challenges moving forward, particularly seen from sharply reduced license revenue, and while some may question SAP’s justification of assimilating its two former subsidiaries, SAP has meanwhile become much more alert and diverse to spar with difficulties.

h part 1  Some Tires Of Its Omni-Wheel-Drive Part 1 SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive P.J. Jakovljevic - June 6, 2002 Event Summary At the end of April, SAP AG (NYSE: SAP), the leading provider of business software solutions, announced growing momentum for mySAP Customer Relationship Management (mySAP CRM) among companies seeking to leverage SAP''s understanding of global business, industry-specific business solutions, and CRM functionality for the chemical industry. SAP claims that because Read More

Compiere ERP Becomes Part of Consona


In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere. Compiere started back in 1999. One of its founders explained to me that the company's business (circa 2004) largely came from support, migration, and priority requests from clients. An integral component of the delivery model was

h part 1  Part of Consona In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere . Compiere started back in 1999. One of its founders explained to me that the company''s business (circa 2004) largely came from support, migration, and priority requests from clients. An integral component of the delivery model was Compiere''s partners. So Compiere focused on providing second-level support to their network of local Read More

EAM Versus CMMS: What's Right for Your Company? Part One


As companies continue to look for more areas from which to squeeze out revenues and reduce expenses, enterprise asset management (EAM) and computerized maintenance management systems (CMMS) software continue to receive good press as the systems providing an answer--and with justification. But what software makes the most sense for your company and from which providers--EAM/CMMS best-of-breed incumbents or enterprise resource planning (ERP) "newcomers?" Read on to understand the key differentiators.

h part 1  Versus CMMS: What''s Right for Your Company? Part One Introduction Enterprise asset management (EAM) software and computerized maintenance management systems (CMMS) continue to grab headlines as a realistic way to reduce expenses and increase revenues. For one, maintaining an adequate level of repair and service parts inventory based on forecasted equipment usage can prevent already limited funds from being over-allocated just to achieve a false sense of security. Also, an effective preventive Read More

SAP Gives in to CRM (Part Time) Matrimony


On May 2, SAP AG, the leading provider of enterprise software applications, announced a strategic alliance with Nortel Networks to develop and integrate industry-specific CRM solutions.

h part 1  too. This move may, however, change the balance of power among major CRM players (or aspirants). Vendors like J.D. Edwards, Lawson, and Great Plains, who bundle other vendors'' products as a part of their overall solution, may get some vindication for their strategy. They have been lambasted so far from purist one-stop-shop suppliers like SAP and Oracle as well as from analysts. J.D. Edwards may still struggle to justify its need for almost a double-digit number of third party software alliances. The 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 "hunting" or being "hunted".

h part 1  MAPICS Getting the Magic of PLM? Part Two: Strategy Strategy For over two years, 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 vend Read More

KANA Connect 2014—Morphing into Verint’s Engagement Vision: Part Two


In the second part of a two-part series about the KANA Connect 2014 conference, TEC's P.J. Jakovljevic takes a look at what has transpired since the KANA-Verint merger announcement and what we should expect from the actionable intelligence solutions vendor in the near future.

h part 1  Connect 2014—Morphing into Verint’s Engagement Vision: Part Two Part One of this blog series set the background on KANA ® Software, A Verint ® Company, and Verint Systems , two companies that merged in early 2014. KANA Connect 2014 was the first joint event by the two companies, which will in the future be subsumed by the annual Verint user conference.   Nancy Treaster, SVP of strategic operations at Verint, opened the KANA Connect 2014 event, which had the tagline “A New View,” meaning Read More

What Makes a Good White Paper Good… (part two)


And here's the second point that all writers of IT white papers should keep in mind when writing (special notice of this point should be taken by those writers who may *forget* that not everyone on the planet has the same rarified vocabulary, not mentioning the names of any jobs or fields...). 2. Audience, Audience (Stake a claim with your first paragraph). After the compelling title, the

h part 1  Makes a Good White Paper Good… (part two) And here''s the second point that all writers of IT white papers should keep in mind when writing (special notice of this point should be taken by those writers who may *forget* that not everyone on the planet has the same rarified vocabulary, not mentioning the names of any jobs or fields...). 2. Audience, Audience (Stake a claim with your first paragraph). After the compelling title, the first paragraph makes or breaks audience “ affinity, ” which is Read More