What is SAP's retail offering?
|
|
- Heather Malone
- 5 years ago
- Views:
Transcription
1 Select Q&A, M. Jimenez Research Note 23 September 2003 Answers to Retailers' Top 10 Questions on 'SAP for Retail' Most retailers don't fully understand what SAP's retail product can do. To help them compare SAP for Retail with "best of breed" solutions and decide if it's the right choice, we outline its features, rivals and future. Core Topic ERP II, & Manufacturing: - Strategies, Applications and Technologies Key Issue How will successful enterprises select, deploy and manage SCP and SCE solutions to minimize risk and achieve optimum ROI? Strategic Planning Assumptions At least one other ERP II vendor will enter the retail market via an acquisition and compete against SAP in retail by 2005 (0.7 probability). SAP will be the most prevalent software vendor for retail applications worldwide by 2006 (0.7 probability). Competitive pressures and market trends within the consumer goods sector are changing the way that products are distributed and sold, forcing retailers to deploy new business applications. Retailers have begun to understand that to be more agile, they should buy packaged software, rather than building their own applications. They are also learning as manufacturers did with enterprise resource planning (ERP) applications that integrated solutions can lower their total cost of ownership significantly, as long as the applications are suitable for their businesses. Retek and JDA Software, the best-known retail packaged-suite vendors, had very limited competition until recently, because ERP applications had not served the retail industry well. SAP is rapidly becoming the exception in this space. After difficulties with earlier versions of its merchandising management solution, SAP is now developing a robust, integrated retail solution. But, it is not yet ready to cover all functional domains, countries or retail sub-segments. We answer the most frequently asked questions about SAP from our retail clients. These include questions about what functionality is available, what is planned and what has already been deployed, and by whom. Also, we examine the business drivers that make SAP for Retail a serious threat for best-ofbreed retail applications. What is SAP's retail offering? Over the past five years, SAP has marketed its retail offering under different names: SAP Retail, mysapretail and SAP Fashion and Footwear (FAS). The current brand name is SAP for Gartner Entire contents 2003 Gartner, Inc. All rights reserved. Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.
2 Retail. The change in names has reflected the significant changes to the functional scope and development strategy of SAP's retail offerings. SAP for Retail is SAP's complete retail product offering. It includes merchandise management solutions, with retail-specific adaptation to generic solutions, and other developments where necessary. Figure1 Retail Solution Map Enterprise Strategic Enterprise Business Analytics Business Intelligence & Decision Support Accounting Employee Relationship & Workforce Analytics Marketing & Customer Service Marketing Sales Customer Service Business Analytics Merchandising Category Merchandise & Assortment Price & Promotion Planning Analysis Strategic Sourcing Distribution Network Planning Forecasting & Replenishment Allocation Execution Procurement Inventory Warehouse Transportation Sales Channel Support Store Business Catalog Sales e-commerce Interactive TV M-Commerce Business Support Financial Fixed Asset Technology and Enabling Global Trade Agency Business Human Resources & Transaction Source: SAP (July 2003) SAP for Retail modules will be expanded further to address the requirements of retail sub-segments, and will make best use of joint-development agreements with customers. A jointdevelopment agreement is a contract between SAP and one or several retailers. They share expertise, resources and budgets to develop new modules or new functionality. This is illustrated by an agreement signed with Karstadt-Quelle for the fashion industry. SAP's integrated solution aims to use advanced functionality to compete with best-of-breed solutions for retail sub-segments, 23 September
3 including convenience stores, fashion and grocery. When its own module is not adequate or mature, SAP is open to partnerships with best-of-breed vendors. For example, SAP has agreements with Swiss-based vendor Saf for demand forecasting and with Aldata Solutions in France for voice recognition capabilities for warehouse management systems. Unless they wish to be early adopters, prospects should carefully monitor what functionality is already available for their retail subsegment and what is being covered with a partnership. This is because the deployment time may vary if the functionality is not available when the project starts. SAP has failed to meet core retail requirements in the past. What has changed? Having learned from its previous experience in retail, where failures resulted from its belief that it could address all needs, SAP has focused its go-to-market strategy on supply chain management (SCM) and key, joint-development agreements. As the new retail solution is not tied to the development of SAP R/3 retail development can be carried out at industry business unit (IBU) level SAP claims that product delivery pace will be substantially accelerated, but only time will tell if this is the case. Early adopters that have targeted objectives and are willing to work on joint-development partnerships should consider SAP. This is provided their most critical requirements can be addressed immediately and they can wait for delivery of additional functionality. SAP has traditionally been satisfied with being a "fast follower" in the retail industry, but it wants to become an innovator. Its strategy is to build more advanced capabilities, rather than providing a "good enough" solution selected primarily because SAP is a viable vendor. Given SAP's resources, it can make this happen. Retail is considered a very strategic vertical for SAP. Its executive board has dedicated more attention and funding to promote aggressive delivery of new retail functionality during the next 18 months. SAP's heightened focus on retail is good for all the retail community, as it is likely to spur on best-of-breed vendors to bring more advanced solutions to the market. 23 September
4 Are other ERP II vendors entering this market to compete with SAP? After their costly attempts in the late 1990s, neither Oracle nor PeopleSoft have made any announcements. They still sell backoffice, sourcing and business intelligence applications to retailers, but do not offer core merchandise management applications. But this is likely to change. At least one other ERP II vendor will enter the retail market via an acquisition and compete against SAP by 2005 (0.7 probability). Is there a need in the retail market for a new solution? Yes. There is a dearth of viable and innovative solutions for retailers that want to replace their legacy applications. SCM software vendors have huge opportunities in all retail subsegments, as well as in merchandise planning, and there are still openings in core merchandise management for Tier 1 and Tier 2 retailers. SAP will be the most prevalent software vendor for worldwide retail applications by 2006 (0.7 probability). What are the challenges facing SAP for Retail against "pure retail" solutions? SAP has found it difficult to compete against vendors such as Retek or JDA for two reasons: The first versions of SAP's retail solutions had no merchandise management functionality. Pureplay vendors had a deeper understanding of business requirements. The situation is changing. Best-of-breed vendors have some good capabilities, but lack others like advanced merchandise planning, business intelligence, supply chain execution and product life cycle management (PLM). Unlike SAP, none of them offers back-office applications. SAP has an opportunity to be a one-stop-shop. But it faces challenges: Its centralized organization makes it less agile than pureplay vendors. Its culture is more "SAP-centric" than "customercentric." 23 September
5 SAP has great vision, but needs to deliver its solutions rapidly to its key retail sub-segments. This is in progress for fashion, hard goods and wholesale. The next objective is to have a complete solution for food retailers (including fresh fish and meat retailers). SAP has the potential to deliver a collaborative, trade funds and promotions management offering, but this will require concerted effort to align its customer relationship management and SCM offerings with SAP for Retail. The first version of promotion management has been released, but it has limited SCM integration. Point-of-sale systems and collaborative planning, forecasting and replenishment (CPFR) are other areas where SAP is weak. Competition comes from small, specialized niche vendors. What differentiates SAP from other retail vendors? Note 1 Tier 1 retailers have revenue of more than $5 billion. There are fewer than 100 worldwide. Tier 2 retailers have between $100 million and $5 billion in revenue. There are more than 3,000 worldwide. It has the broadest integrated retail solution. While this may not be a key differential for Tier 1 retailers (see Note 1), integration is critical for Tier 2 retailers that want to buy from one vendor. Its solution focuses on SCM (planning and execution) and SAP plans to deliver more advanced capabilities by It will do this by undertaking joint-development projects, such as a radio frequency identification (RFID) initiative with Metro and the co-development project with Karstadt-Quelle for the fashion industry. A provider with a direct presence in their country is a key factor for smaller retailers. Retek and JDA Software cannot offer a presence in as many countries. It is financially stable and has a strong cash position, making further investment possible. It is able to capitalize on relationships with system integrators of all sizes. How successful is SAP's retail offering? The number of retailers using SAP for Retail solutions in their core businesses is growing. As of July 2003, there were more than 150 installations in Europe, more than 40 in the Americas and 30 in Asia/Pacific. The most visible brand names include Harrods, Home Depot, Jo-Ann Stores, Kardstadt-Quelle, Metro and Migros. For back-office ERP modules, the number of retail customers is 10 times greater. This represents huge potential for SAP. For more than 20 years, SAP has been selling its R/3 applications 23 September
6 across all industries, with more than 1,500 retail customers in Finance and HR. How price competitive is SAP for Retail? It is still too early to tell if SAP for Retail is less expensive than best-of-breed deployments. But SAP's intention with mysap.com pricing is to change the way retailers buy applications. SAP is offering more modules than any other vendor and this lowers the integration cost. Its integrated solutions should be less expensive than buying multiple, best-of-breed solutions, but this is only part of the project. If the functionality does not meet user expectations and a significant amount of customization is required, prices will increase. This has been the case for all SAP's initial retail implementations. Prospects and customers must evaluate the products thoroughly to plan their budgets accurately, based on the level of customization required. Is SAP training consultants globally? Who are the system integrators with trained resources? SAP has sold its retail solutions in more than 50 countries and it has retail sales and support teams in most of these countries. As in other verticals, SAP works with systems integrators (SIs), via agreements with international and local firms. Of the large global SIs, IBM and Deloitte Consulting are the most experienced on SAP for Retail. NovaSoft Information Technology in the United Kingdom is an example of a country-based SI. What can customers expect in the future, and what gaps in the solution or opportunities should be exploited? To lead in this market, SAP must be innovative, which can be challenging with such a large customer base. It must also give established customers the incentive to move to new generations of products or architectures. Some works in progress are: A new solution for the fashion industry, resulting from the joint-development with Karlstadt-Quelle. It is aimed at becoming the next-generation solution and the only one from SAP in fashion retail. An improved solution for collaboration and promotions and a real experience in CPFR to challenge leading best-of-breed vendors. SAP's Master Data (MDM) retail offering (part of Netweaver) is planned for With MDM for retail, Netweaver will provide larger retailers with what they need for data synchronization via standard bodies such as 23 September
7 UCCnet (a subsidiary of the Uniform Code Council), ECCnet, UDEX and Sinfos. Bottom Line In retail, SAP has good vision and the potential to execute well. When SAP for Retail is fully delivered, it will be ahead of the competition in terms of integration and functionality, because other players have not invested as heavily as SAP. But, there are still unresolved problems with the product that increase the risks for users, so their approach should be based on their specific requirements and project deadlines. Acronym Key CPFR ECCnet ERP SCM SCP UDEX collaborative planning, forecasting and replenishment Electronic Commerce Council of Canada Network Services enterprise resource planning supply chain management supply chain planning Universal Descriptor EXchange SAP back-office customers who wish to replace legacy merchandise management applications should consider SAP for Retail. If SAP for Retail fits their requirements, integration will be a bonus. If they find that the solution does not meet their needs, they should look to a pure-play vendor, or enter into a joint-development agreement with SAP if the timeline for the project allows it. Non-SAP customers willing to implement a new module or to replace a specific point solution should consider SAP only if they are prepared to buy progressively more from SAP. Retailers that want to adopt SAP for Retail for all their core processes should proceed only if they are early adopters and are willing to accept the risks associated with joint development. 23 September
1. Dedicated retail vendors
Markets, M. Jimenez Research Note 22 May 2003 SCM Solutions: No One-Size-Fits-All for European Retailers Many software vendors are targeting European retailers, often with immature or obsolete supply chain
More informationVendor Ratings, VDR Maria Jimenez, Andrew White
Vendor Ratings, Maria Jimenez, Andrew White Research Note 29 October 2003 Vendor Rating: Retek Retek is a recognized retail software vendor with a large customer base, but it faces stronger competition
More informationSCP Competition in Distribution-Intensive Industries Is Stiff
Markets, A. White, K. Peterson, M. Jimenez Research Note 27 February 2003 SCP Competition in Distribution-Intensive Industries Is Stiff Best-of-breed supply chain planning vendors are struggling in a slow
More informationSAP WMS Will Become a Contender in 2005
Products, J. Woods Research Note 6 May 2003 SAP WMS Will Become a Contender in 2005 Account control in "SAP shops" combined with SAP's global presence, momentum and viability and a few key wins are positioning
More informationmysapsrm3.0isaworkinprogress
Products, D. Hope-Ross Research Note 1 July 2003 mysapsrm3.0isaworkinprogress SAP's mysap SRM 3.0, which became available in June 2003, includes major enhancements, but its functionality lags the market.
More informationManagement Update: Gartner s SCP Magic Quadrant and Options for Process Manufacturers
IGG-03122003-03 K. Peterson, M. Jimenez, A. White Article 12 March 2003 Management Update: Gartner s SCP Magic Quadrant and Options for Process Manufacturers As Gartner s Supply Chain Planning Magic Quadrant
More informationAsia/Pacific SCM Market Size and Forecast, 2002 (Executive Summary) Executive Summary
Asia/Pacific SCM Market Size and Forecast, 2002 (Executive Summary) Executive Summary Publication Date: 28 July 2003 Authors Yanna Dharmasthira Pranav Kumar Nanta Photduang Dickson Tang Chad Eschinger
More informationCRM Suite Magic Quadrant 2003: Business-to-Consumer
Markets, G. Herschel, M. Maoz Research Note 13 March 2003 CRM Suite Magic Quadrant 2003: Business-to-Consumer Siebel Systems remains the only leader in the customer relationship management B2C Magic Quadrant;
More informationManagement Update: The CRM Service Provider Magic Quadrant for the Americas
IGG-10022002-02 B. Eisenfeld Article 2 October 2002 Management Update: The CRM Service Provider Magic Quadrant for the Americas Gartner presents its CRM Service Provider Magic Quadrant for the Americas,
More informationReal-Time Enterprises Need ERP II and Other Applications
Strategic Planning, B. Zrimsek, L. Geishecker, Y. Genovese Research Note 26 November 2002 Real-Time Enterprises Need ERP II and Other Applications Real-time enterprises require expanded business application
More informationManagement Update: The State of CRM Service Providers in North America
IGG-09182002-03 B. Eisenfeld Article 18 September 2002 Management Update: The State of CRM Service Providers in North America Enterprises are turning to customer relationship management (CRM) to better
More informationSales Configuration Vendors: 1H03 Magic Quadrant
Markets, R. DeSisto Research Note 4 February 2003 Sales Configuration Vendors: 1H03 Magic Quadrant There is much activity on the sales configuration MQ. Oracle, Siebel and Selectica emerge as leaders,
More informationmysap Product Bundles
Decision Framework, A.Bona,J.Disbrow,D.Prior Research Note 17 December 2003 Dodge the Licensing Pitfalls in mysap's Product Bundles Many Gartner clients are mystified by the complexity of SAP's product
More informationManagement Update: Application Outsourcing Trends for 2003 and 2004
IGG-02052003-03 R. Terdiman, A. Young Article 5 February 2003 Management Update: Application Outsourcing Trends for 2003 and 2004 The application outsourcing market now includes a broad range of services.
More informationCRM Suite Magic Quadrant 2003: Business-to-Business
Markets, M. Maoz, G. Herschel Research Note 28 February 2003 CRM Suite Magic Quadrant 2003: Business-to-Business Through 2005, no customer relationship management suite will, once deployed, give a large
More informationPLM Market Requires Best-of-Breed and ERP Capabilities
Markets, M. Halpern, K. Brant Research Note 20 March 2003 PLM Market Requires Best-of-Breed and ERP Capabilities Best-of-breed and enterprise resource planning vendors share space on the Product Life Cycle
More informationClient Issues for ERP Software Vendors and the Investment Community
Research Brief Client Issues for ERP Software Vendors and the Investment Community Abstract: Enterprise resource planning software vendors continue their struggle to maintain license revenue and market
More informationThe ERP II Discrete-Manufacturing, Large-Enterprise Market
Markets, Y. Genovese, C. Eschinger, B. Zrimsek Research Note 14 March 2003 The ERP II Discrete-Manufacturing, Large-Enterprise Market The 1Q03 ERP II Discrete-Manufacturing, Large-Enterprise Magic Quadrant
More informationERP Software Market Trends and Forecast: Europe, (Executive Summary) Executive Summary
ERP Software Market Trends and Forecast: Europe, 2002-2007 (Executive Summary) Executive Summary Publication Date: 27 October 2003 Authors Fabrizio Biscotti Chris Pang Derek Prior Tony Humphries Chad Eschinger
More informationSMBs Boost Their CRM Maturity With Software
Markets, W. Close Research Note 4 December 2003 SMBs Boost Their CRM Maturity With Software Small and midsize businesses continue to invest in customer relationship management software. Of those enterprises
More informationSAP Plans to Mine More Revenue From Its Installed Base
Select Q&A, A. Bona, D. Prior Research Note 15 April 2003 SAP Plans to Mine More Revenue From Its Installed Base SAP is adding new categories to its pricing model and is using its software license agreements
More informationManagement Update: Gartner s 2003 CRM Field Service Management Magic Quadrant
IGG-02262003-02 M. Maoz Article 26 February 2003 Management Update: Gartner s 2003 CRM Field Service Management Magic Quadrant Gartner s 2003 Customer Relationship Management (CRM) Field Service Magic
More informationSCM Service Providers Must Differentiate, Deliver and Extend
Research Brief SCM Service Providers Must Differentiate, Deliver and Extend Abstract: SCM service providers must run lean operations yet differentiate themselves from competitors and boost solution portfolios
More informationCompany Profile: PwC Consulting Brings Business Transformation Expertise to IBM Global Services (Executive Summary) Executive Summary
Company Profile: PwC Consulting Brings Business Transformation Expertise to IBM Global Services (Executive Summary) Executive Summary Publication Date: September 27, 2002 Author Michele Cantara This document
More informationMarketing Resource Management: 2003 Magic Quadrant
Markets, C. Marcus Research Note 18 February 2003 Marketing Resource Management: 2003 Magic Quadrant Interest in, and awareness of, MRM are on the rise, as bestof-breed applications begin to mature and
More informationSales ICM Magic Quadrant 1H03
Markets, J. Galvin Research Note 10 February 2003 Sales ICM Magic Quadrant 1H03 The sales incentive compensation management Magic Quadrant positions functionally superior, best-of-breed vendors against
More informationMagic Quadrant for U.S. Midmarket HRMS, 2003
Markets, J. Holincheck Research Note 15 July 2003 Magic Quadrant for U.S. Midmarket HRMS, 2003 Although purchases of complete human resources management system solutions have declined in the large enterprise
More informationAn overall positive rating reflects the depth of functionality of Siebel s sales and service applications in v.7.5.
Vendor Ratings, Michael Maoz Research Note 28 April 2003 Vendor Rating Update: Siebel Systems, 1H03 An overall positive rating reflects the depth of functionality of Siebel s sales and service applications
More informationA Framework for Making Partner Choices in BPO
Research Brief A Framework for Making Partner Choices in BPO Abstract: Opportunism typically propels alliance activity in IT. Where business process outsourcing is concerned, opportunism can be a risky
More informationSourcing Strategy. Evaluation and Selection Phase 2. Sourcing Management. Developing and Negotiating Deals
Key Issues, C. Dreyfuss, F. Karamouzis Research Note 17 October 2002 A Sourcing Strategy Is Essential for Business Effectiveness A sourcing strategy is necessary for survival in today's changing business
More informationSoftware Forecast Update, 1H03: Markets Start Their Slow Growth
Forecast Analysis Software Forecast Update, 1H03: Markets Start Their Slow Growth Abstract: Signs of recovery in software purchases are starting to show while indications of further discretionary budget
More informationCRM Vendor Options and Tools Proliferate for FSPs
Markets, K. Collins Research Note 29 April 2003 CRM Vendor Options and Tools Proliferate for FSPs As customer relationship management solutions proliferate for financial services providers, cutting through
More informationThe Impact of Offshore Sourcing on ESPs
Strategic Planning, F. Karamouzis Research Note 20 October 2003 The Impact of Offshore Sourcing on ESPs External service providers worldwide are responding to U.S. and European client demands for offerings
More informationPrediction 2003: Supply Chain Management Realigning
Dataquest Predicts Prediction 2003: Supply Chain Management Realigning Abstract: The supply chain management market is deep in the throes of change. This transition has required a change in our forecast
More informationRetail. Pravin Rao. Senior Vice President & Head Retail Business Unit
Retail Pravin Rao Senior Vice President & Head Retail Business Unit Safe Harbor Certain statements in this Analyst meet concerning Infosys future growth prospects are forwardlooking statements which involve
More informationProvide top-notch service
Case Studies, G. Herschel Research Note 2 December 2002 PepsiAmericas Uncaps a Key to Customer Satisfaction Enabling customer-contact employees to develop sustained relationships with customers reduced
More informationConsumers Will Reshape the Future of CRM Marketing
Strategic Planning, C. Marcus, W. Janowski, A. Sarner, K. Collins, G. Herschel, J. Radcliffe Research Note 4 December 2003 Consumers Will Reshape the Future of CRM Marketing In 2004, marketers will need
More informationB2B Web Services Solutions: Pick Two
Strategic Planning, B. Lheureux Research Note 7 August 2003 B2B Web Services Solutions: Pick Two In large trading communities, trading-partners' strategic and functionality needs will drive channel masters
More informationCompliance is the buzzword of late The world is becoming increasingly concerned with compliance, transparency and risk management.
Strategic Planning, D. Logan, K. Shegda, H. El-Gabri, T. Bell Research Note 24 November 2003 Sarbanes-Oxley Will Boost Content and Process Management Content and process management software has been extended
More informationPredicts 2004: HCM and Financial Applications
Strategic Planning, J. Holincheck, L. Geishecker Research Note 17 November 2003 Predicts 2004: HCM and Financial Applications The human capital management and financial application landscape is evolving,
More informationMagic Quadrant for Integrated Document Management, 2003
Markets, K. Shegda, T. Bell, K. Chin, M. Gilbert, D. Logan Research Note 10 July 2003 Magic Quadrant for Integrated Document Management, 2003 Document management has moved to the forefront of many enterprises'
More informationE-Marketing MQ, 1H03: Multichannel Marketing Emerges
Markets, W. Janowski, A. Sarner Research Note 12 February 2003 E-Marketing MQ, 1H03: Multichannel Marketing Emerges E.piphany is the only e-marketing Magic Quadrant leader, but other CRM suite vendors
More informationE-Commerce: Enterprises Identify ROI, but Need Vision
Strategic Planning, W. Andrews, L. Perlstein Research Note 12 November 2002 E-Commerce: Enterprises Identify ROI, but Need Vision Astute enterprises are deploying e-commerce to strip away layers of unnecessary
More informationSMB IT Services Buying Trends and Preferences, 2003 (Executive Summary) Executive Summary
SMB IT Services Buying Trends and Preferences, 2003 (Executive Summary) Executive Summary Publication Date: 16 September 2003 Author Mika Yamamoto Krammer This document has been published to the following
More informationManagement Update: How Fidelity Investments Uses CRM to Drive Value
IGG-01222003-02 C. Marcus, K. Collins Article 22 January 2003 Management Update: How Fidelity Investments Uses CRM to Drive Value Gartner presents a case study about how Fidelity Investments retail brokerage
More informationVendors Must Exploit IP to Achieve Contact Center Sales
Market Analysis Vendors Must Exploit IP to Achieve Contact Center Sales Abstract: Gartner surveys show that scalability, performance, ease of integration and management are the key factors when purchasing
More informationManagement Update: Gartner's Smart Enterprise Suite Magic Quadrant for 2003
IGG-03192003-01 S. Hayward, M. Gilbert, G. Phifer, F. Caldwell Article 19 March 2003 Management Update: Gartner's Smart Enterprise Suite Magic Quadrant for 2003 Gartner has developed its first Smart Enterprise
More informationA Future Scenario for Telecommunications Vendors
Vendor Analysis A Future Scenario for Telecommunications Vendors Abstract: The recession and changing demands from carriers will result in significant changes to vendors' skill sets. By Frank Fabricius,
More informationPrediction 2003: The AIM Market Consolidates
Market Analysis Prediction 2003: The AIM Market Consolidates The application integration middleware and portal markets are crowded with major software vendors. New license revenue growth will be slower
More informationManagement Update: Gartner s Horizontal Portal Product Magic Quadrant for 2003
IGG-04092003-03 G. Phifer, R. Valdes, D. Gootzit Article 9 April 2003 Management Update: Gartner s Horizontal Portal Product Magic Quadrant for 2003 The portal product market is undergoing significant
More informationIT Key Metrics Data Staffing Metrics Summary Report 2008
IT Key Metrics Data Staffing Metrics Summary Report 2008 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction of this publication in any form without prior written permission is
More informationCOM K. Steenstrup, R. Anderson, Y. Genovese
K. Steenstrup, R. Anderson, Y. Genovese Research Note 29 May 2003 Commentary Microsoft's ERP Strategy: Acquire, Consolidate, Develop Microsoft has bought into the enterprise resource planning market, but
More informationTechNavio Infiniti Research
TechNavio Infiniti Research http://www.marketresearch.com/infiniti Research Limited v2680/ Publisher Sample Phone: 800.298.5699 (US) or +1.240.747.3093 or +1.240.747.3093 (Int'l) Hours: Monday - Thursday:
More informationSchlumberger: Aligning People, Processes and Technology
Case Studies, B. Wood, N. France Research Note 22 April 2003 Schlumberger: Aligning People, Processes and Technology Schlumberger is a worldwide technology service company with diverse offerings. Its customer
More informationMarketScope: Sales Configuration Systems
Markets, R. DeSisto Research Note 27 May 2003 MarketScope: Sales Configuration Systems Gartner's Sales Configuration MarketScope replaces the Sales Configuration Magic Quadrant. In this market, enterprise
More informationMarket Overview and Share
Markets, C. Graham, T. Friedman, B. Gassman Research Note 7 November 2003 Slow Growth Ahead for ETL Tools Market Extraction, transformation and loading software showed less than 1 percent growth in new
More informationPredicts 2013: Marketing Technology Investments Continue to Increase and Expand Into New Areas
G00245763 Predicts 2013: Marketing Technology Investments Continue to Increase and Expand Into New Areas Published: 16 November 2012 Analyst(s): Adam Sarner, Kimberly Collins Marketing technology investments
More informationCOM B. Burton, J. Comport
B. Burton, J. Comport Research Note 1 July 2003 Commentary Consolidation: A Reality That's Not Always Good for Users Oracle's bid for PeopleSoft again raises a debate on the pros and cons of market consolidation
More informationMarket Trends in 2003
Markets, R. Wagner Research Note 31 October 2003 Magic Quadrant for Extranet Access Management, 2H03 Uncertain economic conditions continued to affect the extranet access management market in 2003. There
More informationManagement Update: Gartner's 2003 Customer Service and Support Suite Magic Quadrant
IGG-03052003-03 M. Maoz Article 5 March 2003 Management Update: Gartner's 2003 Customer Service and Support Suite Magic Quadrant Enterprises will be frustrated by the lack of competition in the customer
More informationSystems Integration User Survey Shows Web Services' Popularity and Misconception (Executive Summary) Executive Summary
Systems Integration User Survey Shows Web Services' Popularity and Misconception (Executive Summary) Executive Summary Publication Date: 9 May 2003 Author Michele Cantara This document has been published
More informationSAP Prepares to Launch Enterprise Portal 6
Technology, G. Phifer Research Note 23 June 2003 SAP Prepares to Launch Enterprise Portal 6 SAP is nearing general availability of the newest version of its portal product, Enterprise Portal 6. SAP seems
More information4Q02 Update: Global Hard Disk Drive Forecast Scenarios,
Forecast Analysis 4Q02 Update: Global Hard Disk Drive Forecast Scenarios, 2002-2003 Abstract: The third quarter of 2002 in the hard disk drive industry was characterized by stable pricing, unexpected increases
More informationThe Five Value States of E-Marketing
Decision Framework, A. Sarner Research Note 14 November 2003 The Five Value States of E-Marketing E-marketing must support a multichannel strategy and also, if warranted, a collaborative partner strategy.
More informationChoosing Between Full-Service and Selective Outsourcing
Case Studies, L. Scardino Research Note 17 September 2002 Choosing Between Full-Service and Selective Outsourcing Deciding whether to use the full-service or selective outsourcing approach is a challenge.
More informationCOM M. Halpern
M. Halpern Research Note 31 October 2003 Commentary Using a PLM Framework to Structure Software Diversity Implementing a five-layer framework can enable you to deploy and manage the broad array of diverse
More informationATM Features Planned for 2003
Strategic Planning, B. Adrian Research Note 29 April 2003 Few U.S. Retail Banks Will Add ATM Features Soon Prevailing wisdom has assumed that U.S. retail banks would add features to their automated teller
More informationManagement Update: How to Implement a Successful Supply Chain Management Project
IGG-09252002-01 B. Zrimsek, K. Peterson, P. Phelan Article 25 September 2002 Management Update: How to Implement a Successful Supply Chain Management Project Gartner provides insights and recommendations
More informationHype Cycle for Retail Technologies, 2003
J. Roster, A. White, H. Lehong, G. Daikoku, A. Sarner Strategic Analysis Report 13 June 2003 Hype Cycle for Retail Technologies, 2003 Use this Hype Cycle to help time the introduction of new technology
More informationManagement Update: Tips on How to Select an Application Outsourcing Vendor
IGG-08272003-03 A. Young Article 27 August 2003 Management Update: Tips on How to Select an Application Outsourcing Vendor To help ensure success, enterprises planning to engage an application outsourcing
More informationSMBs Report High User Satisfaction With CRM Software
Markets, W. Close Research Note 18 November 2003 SMBs Report High User Satisfaction With CRM Software Small and midsize businesses are generally satisfied with customer relationship management software.
More informationSarbanes-Oxley Requires Tracking of Marketing Spending
Decision Framework, C. Marcus Research Note 30 May 2003 Sarbanes-Oxley Requires Tracking of Marketing Spending The Sarbanes-Oxley Act will require enterprises to closely monitor and track their marketing
More informationETL Magic Quadrant Update, 2H03: The Market Broadens
Markets, T. Friedman Research Note 27 October 2003 ETL Magic Quadrant Update, 2H03: The Market Broadens Competition in the extraction, transformation and loading tool market remains tough, attracting vendors
More informationVendor Ratings, VDR Marc Halpern
Vendor Ratings, Marc Halpern Research Note 20 August 2003 Vendor Rating: PTC s Financials Belie Its PLM Foundation PTC executes well delivering applications, but has posted declining financials in a tough
More informationApplication-Centric Transformation for the Digital Age
Application-Centric Transformation for the Digital Age APRIL 2017 PREPARED FOR COPYRIGHT 2017 451 RESEARCH. ALL RIGHTS RESERVED. About this paper A Black & White paper is a study based on primary research
More informationBusiness Intelligence as a Service: Findings and Recommendations
Research Publication Date: 26 January 2009 ID Number: G00164653 Business Intelligence as a Service: Findings and Recommendations Bill Hostmann Business intelligence (BI) capabilities and applications obtained
More informationU.S. Hardware Support Pricing for Partners (Executive Summary) Executive Summary
U.S. Hardware Support Pricing for Partners (Executive Summary) Executive Summary Publication Date: 8 January 2004 Author Ron Silliman This document has been published to the following Marketplace codes:
More informationE-Service Suite 1H03 Magic Quadrant
Markets, E. Kolsky Research Note 28 March 2003 E-Service Suite 1H03 Magic Quadrant The 1H03 E-Service Suite Magic Quadrant shows many regressions, few progressions and, overall, a market ready to consolidate.
More informationCOM B. Eisenfeld, S. Nelson
B. Eisenfeld, S. Nelson Research Note 25 September 2003 Commentary CRM Best Practices: From Processes to Metrics Managers who apply customer relationship management best practices in such areas as processes,
More informationBPO Validated: Verticalization and Aggregation Accelerate (Executive Summary) Executive Summary
BPO Validated: Verticalization and Aggregation Accelerate (Executive Summary) Executive Summary Publication Date: 7 February 2003 Author Rebecca Scholl This document has been published to the following
More informationTime-to-market for new products. Warranty expenses. Product development costs
Case Studies, M. Light Research Note 5 March 2003 HP Program to Reinvent Product Development Management Hewlett-Packard's Imaging and Printing Group has standardized its tools, processes, procedures and
More informationManaging Multiple Data Sources for Effective Analytics
Strategic Planning, J. Galimi Research Note 10 October 2003 Managing Multiple Data Sources for Effective Analytics Managing silos of information becomes critical as payers seek to share analysis across
More informationSMB Executive Concerns: Does IT Boost Performance?
Key Issues, M. Yamamoto Krammer, J. Browning, R. Anderson, R. Brown Research Note 8 November 2002 SMB Executive Concerns: Does IT Boost Performance? Traditionally, IT costs were perceived as the cost of
More informationProjecting, Monitoring and Measuring Business Value
K. Harris Strategic Analysis Report 21 January 2003 Projecting, Monitoring and Measuring Business Value Enterprises perennially search for reliable methods to project, monitor and measure the performance
More informationVendor Ratings, VDR Alan H. Tiedrich, Howard J. Dresner
Vendor Ratings, Alan H. Tiedrich, Howard J. Dresner Research Note 7 May 2003 Vendor Rating: arcplan s Growth Rate Masks Its Challenges arcplan s rapid revenue growth comes from impressive technology and
More informationManagement Update: The Evolution of Customer Relationship Marketing
IGG-12032003-01 G. Herschel, J. Radcliffe, K. Collins Article 3 December 2003 Management Update: The Evolution of Customer Relationship Marketing The value states of customer relationship marketing are
More informationBusiness Intelligence for Telcos or Intelligent BSS and OSS?
Event Summary Business Intelligence for Telcos or Intelligent BSS and OSS? Abstract: Most telcos possess large amounts of data, but don't use it to reduce costs and drive profitability. A TeleStrategies
More informationCOM M. Maoz, E. Kolsky
M. Maoz, E. Kolsky Research Note 21 November 2002 Commentary Predicts 2003: Proving the Value of Customer Service Enterprises are drowning in customer information, but a lack of effective metrics and accompanying
More informationCompetition/Collaboration in the Business Value Network
Strategic Planning, C. Dreyfuss Research Note 2 January 2003 Competition/Collaboration in the Business Value Network Four new paradigms are shaping the business environment into a giant network of interconnected
More informationPredicts 2004: PC Desktops
Strategic Planning, M. Margevicius Research Note 25 November 2003 Predicts 2004: PC Desktops Desktop PCs are mainstay components of nearly all IT infrastructures. Gartner's predictions evaluate forthcoming
More informationCOM T. Friedman, F. Buytendijk, D. Prior
T. Friedman, F. Buytendijk, D. Prior Research Note 14 May 2003 Commentary SAP BW: Real-World Experiences and Best Practices SAP customers will be driven to deploy Business Information Warehouse as part
More informationCOM H. El-Gabri, F. Caldwell, B. Oppenheimer
H. El-Gabri, F. Caldwell, B. Oppenheimer Research Note 1 December 2003 Commentary How Companies Will Invest in KM Technology in 2004 A Gartner survey conducted in July and August showed which knowledge
More informationManagement Update: Gartner Presents Its Customer Service and Support Hype Cycle for 2003
IGG-01152003-01 M. Maoz, E. Kolsky Article 15 January 2003 Management Update: Gartner Presents Its Customer Service and Support Hype Cycle for 2003 Customer sophistication will drive demand for improved
More informationenterprise software projects.
Markets, Y. Natis, M. Pezzini Research Note 6 May 2003 Enterprise Application Server Magic Quadrant, 2Q03 Enterprise application servers have reached mainstream adoption and compete with the previous generation
More informationA Holistic Framework for Business Excellence
Tutorials, J. Roberts Research Note 9 June 2003 A Holistic Framework for Business Excellence Most enterprises seek continuous improvement in the quality of their products, services and management. A holistic
More informationCost Control Through Asset Management: Easy Pickings
Research Brief Cost Control Through Asset Management: Easy Pickings Abstract: Y2K compliance made asset management obligatory in 1999, but maintenance of asset databases has since taken a lower priority.
More informationMicrosoft Unveils New SPO Product and Strategy
Event Summary Microsoft Unveils New SPO Product and Strategy Abstract: Microsoft officially announced the availability in North America of the Microsoft Business Solutions Professional Services Automation
More informationIT Services Providers Can't Overlook Performance Metrics
Research Brief IT Services Providers Can't Overlook Performance Metrics Abstract: Some success factors apply across the IT services industry, while others are critical only for certain types of vendors.
More informationThe maturity of the organization. Application domain knowledge. Technical knowledge. Economics
Decision Framework, M. Blechar Research Note 13 December 2002 Build, Buy and Outsource Decision Factors Application solutions should be built, bought or outsourced according to organizational maturity,
More informationLinux. Wireless LANS (WLANs) Web portals
Key Issues, J. Klein Research Note 13 November 2003 Healthcare's 2004 Underlying and Emerging IT Client Issues IT will provide healthcare organizations opportunities in 2004 to improve quality and reduce
More information