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Home > 2004 > Integrated Data Warehousing, Business Intelligence & CPM (October) > Management Issues: ...

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Summary of Reports


 Aleri

 Cognos

 InterSystems

 Sage

 Trillium Software



Management Briefings



 Market Overview | Part 2 | Part 3

 Project Management: Cath Lavery of Newell & Budge | Part 2

 Market Direction: Accenture's Gregg Taylor | Part 2 | Part 3

 Round Table | Part 2 | Part 3

 Assisted Analytics: John Coppins of Guided Analytics | Part 2

 Case Study: Conchango's Stephen Bond | Part 2

 Best Practice: Calleva's Chris Maxwell | Part 2

 Market News | Part 2

 Security Issues: Rupert Cavendish of Iconium reports | Part 2

 Management Issues: Temtec's Alan Parker | Part 2

 Expert Opinion: Mark Keepax of Dimension Data

Issue Summary

Alan Parker of Temtec finds out what makes CPM different from earlier decision support technologies.

Method in the metrics - Part 1 | Part 2

Alan Parker: by setting realistic objectives CPM can drive long-term business growth

For every enterprise, a fundamental business requirement is the provision of accurate, timely information from which senior executives can make critical business decisions.

Since the 1970s, decision support systems have been in place to help achieve this. CRM, BI, even ERP systems have all been developed to help companies structure and use their data in a more efficient way, be it for management reporting, stock ordering, HR, sales order processing, contact management, etc.

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Home > 2004 > Integrated Data Warehousing, Business Intelligence & CPM (October) > Management Issues: ...