Introduction to SAP ERP
17 Tuesday May 2011
17 Tuesday May 2011
17 Tuesday May 2011
Posted ERP
in17 Tuesday May 2011
17 Tuesday May 2011
05 Tuesday Apr 2011
Posted ERP
inGartner Magic Quadrants have been one of the most useful tools to understand any space of vendors and application companies.
In last 16 years of my career, I have used them on all occasions, while I was ERP Consultants, then CTO, CEO and also CIO, when I
was purchasing the IT /software.
I will be putting here one such Gartner Magic Quadrant for Business Intelligence software companies
Magic Quadrants provide a graphical competitive positioning of four types of technology providers, where market growth is high and provider differentiation is distinct. Roll over the quadrants in the graphic above for more information.
How Do You Use Magic Quadrants?
Clients use Magic Quadrants as a first step to understanding the technology providers they might consider for a specific investment opportunity.
Keep in mind that focusing on the leaders’ quadrant isn’t always the best course of action. There are good reasons to consider market challengers. And a niche player may support your needs better than a market leader. It all depends on how the provider aligns with your business goals.
How Do Magic Quadrants Work?
Magic Quadrants provide a graphical competitive positioning of four types of technology providers, where market growth is high and provider differentiation is distinct:
Leaders execute well against their current vision and are well positioned for tomorrow.
Visionaries understand where the market is going or have a vision for changing market rules, but do not yet execute well.
Niche Players focus successfully on a small segment, or are unfocused and do not out-innovate or outperform others.
Challengers execute well today or may dominate a large segment, but do not demonstrate an understanding of market direction.
05 Tuesday Apr 2011
Posted ERP
inI have been reading Gartner Reports since 1995, they offer fantastic source to understand any field or any market segment.
The beauty of this framework is that it can extended to any other field while evaluating any kind of market or players.
Ability to Execute
Product/Service:* How competitive and successful are the goods and services offered by the vendor in this market? This includes
current product/service capabilities, quality, feature sets and skills, whether offered natively or through OEM agreements/partnerships.
Overall Viability: What is the likelihood of the vendor continuing to invest in products and services for its customers? Viability
includes an assessment of the overall organization’s financial health, the financial and practical success of the business unit,
and the likelihood of the individual business unit to continue to invest in the product, continue to offer the product and advance
the state of the art within the organization’s portfolio of products.
Sales Execution/Pricing:* Does the vendor provide cost effective licensing and maintenance options? This covers the
technology provider’s capabilities in all presales activities and the structure that supports them. This includes deal management,
pricing and negotiation, presales support and the overall effectiveness of the sales channel.
Market Responsiveness and Track Record:* Can the vendor respond to changes in market direction as customer requirements
evolve? This covers the ability to respond, change direction, be flexible and achieve competitive success as opportunities develop,
competitors act, customer needs evolve and market dynamics change. This criterion also considers the provider’s history of
responsiveness.
Market Execution: Are customers aware of the vendor’s offerings in the market? This assesses the clarity, quality, creativity and
efficacy of programs designed to deliver the organization’s message in order to influence the market, promote the brand and business,
increase awareness of the products and establish a positive identification with the product/brand and organization in the minds
of buyers. This mind share can be driven by a combination of publicity, promotional, thought leadership, word-of-mouth and
sales activities. This criterion was not rated separately this year and therefore was given a “no rating” in the Magic Quadrant model.
Instead, our assessment of Market Execution was combined with Market Responsiveness and Track Record into one criterion on this
year’s Magic Quadrant.
Customer Experience:* How well does the vendor support its customers? How trouble free is the software?
Operations: What is the ability of the organization to meet its goals and commitments? This criterion was given a “no rating.”
Assessment of a vendor’s ability to meet its goals and commitments is incorporated into the Market Responsiveness and
Track Record criterion.
* These criteria are scored either in part or directly from input from
the Magic Quadrant customer survey.
Completeness of Vision
Vendors are rated on their understanding of how market forces can be exploited to create value for customers and opportunity for themselves.
Like the Ability to Execute criteria, in addition to Gartner analysts’ opinions, the Completeness of Vision scores and commentary in this
document are based on three sources: customer perceptions of each vendor’s strengths and challenges derived from BI-related inquiries with
Gartner; an online survey of vendor customers conducted in late 2010, yielding 1,225 responses; and a vendor-completed questionnaire about
the vendor’s BI strategy and operations.
Market Understanding:* Does the vendor have the ability to understand buyers’ needs, and to translate those needs into
products and services?
Marketing Strategy: Does the vendor have a clear set of messages that communicate its value and differentiation in the
market?
Sales Strategy: Does the vendor have the right combination of direct and indirect resources to extend its market reach?
Offering (Product) Strategy: Does the vendor’s approach to product development and delivery emphasize differentiation and
functionality that maps to current and future requirements? The major BI market growth drivers described in the Forecast section of
this report were used as a rubric to assess both the Offering (Product) Strategy and Innovation criteria, which are combined
into one score this year.
Business Model: How sound and logical is the vendor’s underlying business proposition? Note that this criterion has been given a “no
rating” because all vendors in the market have a viable business model.
Vertical/Industry Strategy: How well can the vendor meet the needs of various industries, such as financial services or the retail
industry?
Innovation: How well does the vendor direct related, complementary and synergistic layouts of resources, expertise or
capital for investment, consolidation, defensive or pre-emptive purposes? How well does the vendor exploit current or new
technologies and combine them in a novel way to address a market need? Innovation and Offering (Product) Strategy are combined
into one score for the purpose of this year’s Magic Quadrant. Geographic Strategy: How well can the vendor meet the needs of
locations outside its native country, either directly or through partners?
* These criteria are scored either in part or directly from input from the Magic Quadrant customer survey.
06 Wednesday Jan 2010
Posted ERP, ERPCustomer List, Infor, Infor Customer List
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