Documents » gartner magic quadrant invensys.
Abstract: Invensys has created a new group within its Production Management Division called
Invensys Production Solutions. The group includes the PRISM and Protean process ERP products plus the resources of
Invensys Validation Services group. While the unit should have much strength, it also has certain liabilities that must be addressed.
PubDate: 5/13/2003
Abstract: Need to manage your e-mail, but aren't sure which product best fits your needs? Gartner Inc.'s Magic Quadrant ranks e-mail-archiving vendors according to their ability to execute and the completeness of their vision. Learn more about the Magic Quadrant and how you can use it to find the right e-mail-archiving solution for your business by assessing the market as well as vendor strengths and cautions.
Abstract: This Gartner Magic Quadrant industry report covers the market for secure e-mail gateways, including anti-spam, anti-virus, outbound content filtering, e-mail encryption, and intrusion prevention. In this report, Gartner analysts note that 'the e-mail security market is very mature; targeted phishing detection, outbound e-mail inspection, encryption, and delivery form factor are the major differentiators.' Find out more.
Abstract: Baan, once a leading global provider of ERP software hopes its adoptive parent, Invensys, will put it back on the enterprise software applications map. However, we believe Baan’s path to full recovery will be quite thorny. Part 1 discusses Baan’s history and where it is headed under Invensys.
Abstract: On June 1, languishing Dutch ERP vendor The Baan Company finally found a 'knight in shining armor'. British automation equipment maker Invensys has agreed to pay $2.65 per share for Baan. The deal is valued at approximately $709 million.
Abstract: Baan's phase under Invensys, after a turbulent three years that have seen considerable people, market and technology change, and considerable worthwhile investment. Recently-announced technology developments seem to be in sync with the market's trends, and leaning shrewdly towards the requirements of holistic business requirements from engineering design collaboration, to CRM and on to SCM.
Abstract: Invensys must communicate its successes and strategy to the marketplace, and must aggressively invest in customer satisfaction, marketing, and sales. IPS must convince customers and prospects that it is here to stay; while the functionally rich products are great advantages, many other considerations make some customers and prospects perceive these solutions a risk.
Abstract: Invensys has announced a new division, Baan Process Solutions Group (BPSG), which combines the PRISM and Protean process ERP products with the Baan Dimensions and Baan IV Process products. The announcements also include integration of a series of additional Baan modules for PRISM and Protean. The modules include products in the areas of Business Intelligence, Customer Relationship Management, e-business (procurement and sales) and Supply Chain Management.
Abstract: Baan, once a leading global provider of ERP software hopes its adoptive parent, Invensys, will put it back on the enterprise software applications map. However, we believe Baan’s path to full recovery will be quite thorny. Part 2 examines Baan’s strengths and challenges and makes specific bottom line recommendations.
Abstract: Under Invensys, Marcam has seen things change frequently including reorganizations, management changes, strategy changes, and the loss of many employees with deep domain knowledge.
Abstract: Baan's focus on discrete manufacturing has not been a close fit with Invensys' plant automation products that have been geared mostly to process industries. To that end, Invensys has had a nightmarish job of trying to rationalize Baan and its process ERP counterparts, Protean and PRISM, development - strategy abandonment has been a catchphrase of late. Thus, while the savvy buyer will obtain much improved technology and large customer base in need for new products, the overriding problem has been the lingering negative sentiment around the company, as viability of the vendor is of utmost importance in the enterprise applications space.
Abstract: Companies should consider managed file transfer (MFT) suite vendors that meet their tactical and strategic needs. It's all too easy to be reactive and deploy technology that supports only one file transfer protocol and one standard for secure file transfers. It's more prudent to deploy a product that can be easily expanded and upgraded to handle multiple protocols and multiple standards in a well-managed, auditable way.
Abstract: Business-to-business (B2B) gateway solutions have matured to the point where they can support a wide range of projects. However, there are still functional differences—including product maturity, service-oriented architecture (SOA) enablement, architectural coherence, and community management—among competing solutions. Find out who the leaders, challengers, visionaries, and niche players are in the B2B gateway market.
Abstract: Oracle has been trying hard for some time to find a magic formula to revive its declining applications revenue. Abandoning its isolationist stance and opening the door to integration of third-party products while still targeting the lower end of the market with the simplicity tune might be the hit.
Abstract: Oracle seems to have been trying hard to find a magic formula to ramp up its declining applications revenue. Targeting the lower end of the market with the simplicity hymn might be a part of the solution - provided that the approach is well tuned.
Abstract: It appears that a real magic bullet to attract smaller enterprises is yet to be produced, although the company has successfully addressed marketing and selling to both large and smaller enterprises. All in all, although on the right track, PeopleSoft has to be careful that it does not overstretch itself and lose focus going forward.
Abstract: With a large investment in architecture made early, PeopleSoft has so far resisted the downturn in the market and has gained ground by making its core applications a compelling choice. However, the company has tempted the fate with touting that its product architecture would make it bulletproof to the weak economy, making the market reward it at that stage for being the poster child of a success in the tough environment. One should not be surprised with the market’s harsh knee-jerk reprisal once the pure-Internet magic was dented with the latest tamed results.
Abstract: IT investments are not a magic pill that will remedy business problems, but if used properly, they can help. Businesses should set business-oriented objectives for their IT projects and measure returns through the use of return on investment techniques.
Abstract: The road to implementing customer relationship management (CRM) systems is fraught with risk and littered with failure. Paradoxically, reams have been written by industry practitioners explaining why CRM projects fail, yet the same patterns and mistakes are repeated—over and over again. While there is no magic bullet, following some simple guidelines can help assure CRM success for your organization.