Abstract: When it comes to software implementations, organizations large and small share common goals of rapid deployment and return on investment. Unlike large organizations, however, smaller firms cannot rely on sizable budgets or internal teams to deploy an enterprise-wide initiative. But by following some fundamental concepts, smaller companies can make their technology investments pay off, with little disruption to the business.

Abstract: When it comes to software implementations, organizations large and small share the common goal of rapid deployment and return on investment. Small and medium businesses (SMB) however, face unique issues and challenges that might not be satisfied by vendors that typically serve the Fortune 1000 or tier one community. Such vendors may tout specialized 'SMB solutions', but many times they are nothing more than scaled-down versions of the larger enterprise suites that do not take into account SMB concerns. By following some fundamental concepts, smaller companies can make their technology investments pay off, with little disruption to the business. This paper discusses nine steps to easier ERP implementations and better profits.

Abstract: Calculating the total cost of ownership (TCO) of an Internet protocol (IP) telephony system is complicated. And you need to know the return on investment (ROI). But knowing the TCO doesn’t make it easy to figure out the ROI—because the benefits of IP private branch exchange (PBX) aren’t easy to quantify. You can, however, get an idea of your ROI by knowing 10 ways a new IP phone system can repay the money you spend on it.

Abstract: Find out how a document management system (DMS) can generate a significant return on investment (ROI) for small to midsized businesses (SMBs). The changes in technology pricing over the last 10 years have finally made it possible for SMBs to enjoy the same efficiencies provided by IT systems that large enterprises have enjoyed for decades. These advances in technology can now be applied with ease at the SMB level.

Abstract: The requirement that enterprise software vendors deliver a measurable return on investment (ROI) has never been greater than right now. Customers are demanding that ROI analysis be a critical factor in their decisions to acquire new enterprise software. Without a demonstrable return, few customers are willing to invest scarce capital and human resources in new enterprirse software. A more complete analysis of return can be had by looking at the overall payback that enterprise software can offer to a company. Enterprise software payback includes not only quantifiable improvements in bottom and top line functionality, but also more qualitative measures-—such as new business opportunities, improved customer and partner relations, and improved time to market—-that contribute significantly to the success of a company's enterprise software implementation and use.

Abstract: The integration offered by enterprise resource planning (ERP) vendors should not be unjustifiably overweighed at the expense of RedPrairie’s functional breadth and depth and its domain expertise. Existing RedPrairie customers should evaluate the remaining portions of the combined product suites in search for additional value, such as 3PLs wishing to widen services beyond a mere carriage.

Abstract: Globalization, technology stabilization, inventory visibility, and traceability are forcing organizations to reevaluate supplier relationship management systems. The benefits of a customer relationship management system that can be applied to a supply chain can streamline operations and increase bottom line results.

Abstract: A well-thought out, comprehensive ROI (return on investment) marketing and sales program is becoming a must in today's difficult business to business (B2B) software market. However, few companies seem to be investing appropriately. The first mistake they make is to try to keep costs down by attempting to create an ROI program internally. It's a sure way to waste value people, time, and effort. If you want a significant return on your ROI sales and marketing investment, hire an expert.

Abstract: With an uncertain future, if you want to continue growing you must step away from “business as usual” and focus on keeping operations lean and efficient. Top-level executives have directed managers to restructure and cut costs. For chief information officers (CIOs), restructuring often means consolidating IT resources to eliminate redundancy. But today, managers must look past the numbers and evaluate long-term benefits.

Abstract: IT departments in midsize companies are expected to improve the service quality to PC users, cut IT support costs, and increase business flexibility. But midsize companies often worry about tight IT budgets and few IT resources. Deploying the Windows Vista operating system can help. Find out what 73 midsize companies have to say about how Windows Vista has offered not only cost savings, but security benefits and more.

Abstract: Managing a newly deployed voice over Internet protocol (VoIP) integration project is not as easy as some IT managers believe it to be. Delivering voice traffic over the IP network is time-consuming, and requires the right tools and a proper budget. To fully understand the costs associated with IP telephony implementation, businesses must first conduct a thorough evaluation of their management options—prior to deployment.

Abstract: Card auditing and calculating takes a great deal of time, particularly for companies using full-time time-keepers to calculate and audit time cards. If the time cards are handwritten, it takes even more time to review, calculate, edit, and (typically) re-enter the data into a payroll system. However, automation reduces audit time by pre-processing punches against rules defined within the system.

Abstract: As one-to-one marketing begins to permeate mainstream business practices, organizations in highly competitive markets struggle to gain an advantage. Thus, as part of an ongoing effort to differentiate products and services, best-in-breed organizations are now using a tool called “customer lifetime value,” a metric that projects a customer’s value over the entire span of that customer s relationship with a company.

Abstract: Change your paradigm by using supply chain compliance as a competitive tool to grow your business.  By viewing your organization from the inside out, you’ll make better decisions and better position your company against the competition by building strategic partnerships.

Abstract: Ruth's Chris went live with UltiPro in December 2001, just six short months after choosing UltiPro. Link said that Ultimate Software provided an excellent value proposition for the steak house because Ruth's Chris's analyses revealed that the restaurant chain could expect a rapid return on investment (ROI). An expedient, cost-effective implementation was a major factor in this return, as was the elimination of monthly per paycheck charges.

Abstract: Even in the cases where the company has been showing close attention to its customers' wish lists, its crucial tenet of operation is profitability and setting realistic goals. The return on investment (ROI) justification works for the vendor, particularly when its CEO has a strong accounting background. It does not appear very realistic to expect the equitably due attention to over a dozen products, though, as only the enhancements that will result in marketing value to SSA GT will pass.

Abstract: While Frontstep reported loses in fiscal 2001, the potential of its well-rounded product/services offering mix as well as the recent downsizing, bodes well a return to profitability.

Abstract: The vendor that many have long forgotten seems to be reincarnating. In order to return from oblivion SSA GT has been making strides to put itself back on the global enterprise applications map, primarily through salvaging the relationships with existing customers. Will the latest V8 product vouch for an (incredible) resurrection of a fallen ERP vendor?