A New Approach to Operational Business Intelligence Midmarket Volume 2, October 15, 2007
OBI unites the transactional world with the operational world, allowing companies to link business processes to analytics and vice versa.
Barry Wilderman, Lawson

 Budgeting, Forecasting & Reporting Made Easy – A New Choice for Midsize Companies Midmarket Volume 2, October 15, 2007
What types of companies use Adaptive Planning to improve their budgeting, forecasting and reporting? Thousands of organizations around the world, ranging from pre-revenue start-ups to publicly traded Global 2000 enterprises. Adaptive Planning customers hail from virtually every industry, including discrete and process manufacturing, software and services, healthcare, financial services, nonprofit, mining and transportation.

 Business Intelligence for Midsize Organizations Midmarket Volume 2, October 15, 2007
New advances in BI technology are making it possible for companies of all sizes to improve the efficiency and effectiveness of their decision making.
Steve Lucas, Business Objects, Michael Schiff, MAS Strategies, Jeff Kaplan, THINKStrategies

 CASE STUDY: Business Objects Midmarket Volume 2, October 15, 2007
Central Maine Healthcare Chooses Business Objects to Improve Business Performance

 CASE STUDY: Business Objects Midmarket Volume 2, October 15, 2007
Empowering RapidAdvance With Real-time On-Demand Reporting

 CASE STUDY: Cognos Corporation Midmarket Volume 2, October 15, 2007
Midwest ISO Tames Its Data

 For Midmarket Companies, Simpler Is Better Midmarket Volume 2, October 15, 2007
Lawson understands that one size does not fit all, which is the fundamental philosophy behind our two product lines.

 Helping Midsize Organizations Transform Their Businesses Through Intelligent Information Midmarket Volume 2, October 15, 2007
Business Objects transforms the way the world works through intelligent information.

 Improve Access to All of Your Data Assets Midmarket Volume 2, October 15, 2007
The ability to access all of your data assets determines the value of your business intelligence operations and the accuracy of the market and consumer insight obtained.

 INTERVIEW: Dean Stoecker Midmarket Volume 2, October 15, 2007
SRC’s Dean Stoecker explains how geographic business intelligence solutions solve strategic to tactical business problems by unleashing the power of your data assets.
Dean Stoecker, SRC, LLC

 INTERVIEW: Jeff Stiles and Kathy Piontek Midmarket Volume 2, October 15, 2007
Midsize businesses can find solutions to meet their unique, changing needs and characteristics, according to executives from SAP and IBM.
Jeff Stiles, SAP , Kathy Piontek, IBM

 INTERVIEW: Mark Smith Midmarket Volume 2, October 15, 2007
Ventana Research’s Mark Smith discusses how midsize businesses can improve performance with business intelligence and performance management.
Mark Smith, Ventana Research

 INTERVIEW: Steve Ferencie Midmarket Volume 2, October 15, 2007
IBM’s Steve Ferencie examines the challenges facing midmarket companies trying to grow and the role IT plays in overcoming those challenges.
Steven Ferencie, IBM

 INTERVIEW: Todd Rowe Midmarket Volume 2, October 15, 2007
Business Objects’ Todd Rowe describes business intelligence and why midmarket companies should consider it critical to their success.
Todd Rowe, Business Objects

 Making Finance Departments More Strategic in Midsize Companies Midmarket Volume 2, October 15, 2007
To drive innovation and improvement throughout their organizations, today’s CFOs need to take the plunge and make full use of information technology.
Robert Kugel, Ventana Research

 Operational BI Provides Instant Answers for Direct Action Midmarket Volume 2, October 15, 2007
Midmarket companies can gain valuable visibility into daily operations and performance with real-time information.
Caroline Seymour, Cognos

 Performance Management Dashboards for the Midmarket Midmarket Volume 2, October 15, 2007
Customers can plan, design and implement a customized dashboard system that delivers strategic insight, agility and cost savings.

 Performance Management for a Growing Business Midmarket Volume 2, October 15, 2007
Performance management helps SMB organizations make informed, timely decisions to gain agility and beat the competition – without breaking the bank. The key is to take a flexible, managed approach to higher performance that also leverages existing IT investments.

 Telecom Expense Management in the Mobile World Midmarket Volume 2, October 15, 2007
After weighing the options, customers may find their best bet is combining wireline and wireless solutions.
Kathryn Weldon, Current Analysis

 The Missing Elements of Midmarket ERP Projects Midmarket Volume 2, October 15, 2007
Executives should think carefully about their business objectives and in-house capabilities before embarking on large, complex projects.
David Caruso, David Caruso & Associates, Inc.

 Three Key Questions for Decision Makers Midmarket Volume 2, October 15, 2007
Midsize companies need performance management to improve decision making, drive revenue growth and reduce costs.
Caroline Seymour, Cognos

 Unlimited Possibilities for Limited Budgets Midmarket Volume 2, October 15, 2007
Information technology is a critical component in your strategy to succeed, but many small and medium businesses worry that business applications – especially those proven in large enterprises – are costly, complex and out of their reach.

 What Is Outcome Sourcing? Midmarket Volume 2, October 15, 2007
Changing the sourcing mind-set from buying things to buying results gives suppliers more freedom and brings benefits both to buyers and sellers.
Bill McBeath, Chainlink Research

 Build Core Strength Through Better Data Management Midmarket Volume 1, July 17, 2006
Leverage physical and intellectual assets by managing and synchronizing information throughout the product development process

 CASE STUDY: Hydromat, Inc. Midmarket Volume 1, July 17, 2006
An increasingly complex manufacturing process lead Hydromat to search for a software program that would help them manage all their processes

 CASE STUDY: Advantis Technologies Midmarket Volume 1, July 17, 2006
Advantis Technologies, Inc. manufactures surface water chemicals, pool and spa chemicals, and accessories. Headquartered in Alpharetta, Georgia, the company markets the flagship swimming pool and spa chemical brands GLB Pool & Spa, Leisure Time, Robarb and Applied Biochemists. With three divisions, three manufacturing plants, over 2,000 branded and private label products, and 20 sales territories, Advantis needed to get a better understanding of its historic and current sales records and their product and customer profitability.

 CASE STUDY: Compassion International Midmarket Volume 1, July 17, 2006
Compassion has a donations workflow system that channels contributions through a series of steps, processing about 70% of all donations automatically. However, about 30% of donations end up on an “exception” path where manual intervention is required, delaying the processing of funds for days.

 CASE STUDY: Georgia Center for Nonprofit Midmarket Volume 1, July 17, 2006
There’s a lot that distinguishes large enterprises from mid-market organizations—scale issues, budgets and organizational complexity are just a few. But when it comes to business processes, indirect procurement is in many ways “the great equalizer.” Whether a Fortune 500 company or a 50- person start-up, organizations share a common need for the everyday goods and services that enable their businesses to run, from office supplies and cell phones to printing and janitorial services.

 CASE STUDY: Holland & Knight Midmarket Volume 1, July 17, 2006
Global Law Firm Enhances Client Services with Windows Vista

 CASE STUDY: Protection One Midmarket Volume 1, July 17, 2006
Founded in 1989, Protection One specializes in electronic security systems (CCTV, electronic surveillance and access control). Its client base is composed principally of business customers for whom the company installs protection systems adapted to their particular security requirements (such as theft, vandalism, stock shortfalls and so forth). Monitoring is then carried out by the client directly (using the CCTV systems) or more frequently by one of Protection One’s electronic surveillance centers. Highly protected (by measures including reinforced doors, CCTV cameras and ‘airlock’-type security entrances), they are in constant contact with all of the monitoring systems located at some 50,000 sites. With a presence in France consisting of around 20 local offices and approximately 700 employees, Protection One provides its customers with a bespoke service that takes account of the risk factors associated with each customer’s region and environment.

 CASE STUDY: The Johns Hopkins Bloomberg School of Public Health Midmarket Volume 1, July 17, 2006
Researchers, Students Gain Better Access to E-mail with Enhanced Communications Tools

 CASE STUDY: Zarlink Semiconductor Midmarket Volume 1, July 17, 2006
When global semiconductor leader Zarlink went looking for ways to cut IS costs during tough economic times, it ended up saving over US$45 million within three years while winning an ROI award in the process.

 ERP Revisited: Midsized Companies Achieving Best in Class Performance While Keeping Costs in Check Midmarket Volume 1, July 17, 2006
SAP offers preconfigured ERP applications that are designed to meet the business needs and operational needs of midsized CP companies. In addition, SAP's global experience in working with thousands of CP companies allows SAP to bring best practices knowledge to help you with your company's particular challenges. State-of-the-art solutions can be deployed quickly, bringing business-process benefits and a financial ROI faster than you may have thought possible.
Bob Frey, SAP

 For Small and Midsized Companies, a New Definition of ERP... EXCELLENCE at a REASONABLE PRICE Midmarket Volume 1, July 17, 2006
Globally, half of all SAP deployments are at companies with revenues of less than U.S.$500 million. Why? The reason is that the integrated information flow delivered by ERP software provides a foundation for growth and performance that increases shareholder value. Why now? Like most technologies, the total cost, complexity, and speed to value of the enterprise resource planning (ERP) OV compliant software have declined sharply, making ERP affordable for midsized companies.
Bob Frey, SAP

 How to Get a Good Night’s Sleep Midmarket Volume 1, July 17, 2006
For small to mid-sized manufacturing companies, innovation in new product development can be critical for peace of mind

 How to Not Re-Invent the Wheel Midmarket Volume 1, July 17, 2006
Get the most value from your investment in innovation by enabling better re-use of proven components, assemblies and equipment

 INTERVIEW: Michael Risse Midmarket Volume 1, July 17, 2006
Microsoft’s Michael Risse explains why the No. 1 challenge for midsize businesses is the necessity to manage complexity with limited resources.

 INTERVIEW: Steve Ferencie Midmarket Volume 1, July 17, 2006
Steve Ferencie explains how an improved IT strategy can help align business goals and objectives, which reduces cost and complexities to drive innovation and operational performance.
Steven Ferencie, IBM

 INTERVIEW: William Schnabel Midmarket Volume 1, July 17, 2006
Vtrenz’s William Schnabel discusses the evolving role of marketing automation within CRM to provide better lead management and optimization, resulting in higher-quality sales opportunities and ultimately, wins.
William Schnabel, Vtrenz

 Microsoft’s Midmarket Master Plans Midmarket Volume 1, July 17, 2006
Although Microsoft has long had a significant presence among midmarket customers, it has lacked a coherent strategy and marketing message for expanding this base of customers. To rectify this situation, Microsoft, in September 2005, kicked off a major program that included revised and new products aimed at midmarket customers under the theme/mantra: “Together,We Build Business.” (We should point out that Microsoft characterizes midmarket companies as those with 25 to 500 employees. However, in reality, many of Microsoft’s midmarket efforts are targeted to the upper part of that range, and slightly higher.)
John Madden, Summit Strategies

 Mid-Market Companies Seek Stronger Customer Connection Midmarket Volume 1, July 17, 2006
Just as larger Fortune 500 enterprises before them have sought growth opportunities and competitive advantage through investments in customer relationship management (CRM), mid-market companies recognize their continued dynamism depends on deep connections to their customers. They may be wary of the buzzwords and the tech hype, but the customer-focused objectives of mid-market decision makers tend to mirror those of decision-makers in much larger companies.
Britton Manasco, Manasco Marketing Partners

 Performance Management for the Midmarket Midmarket Volume 1, July 17, 2006
New opportunities. Higher operational costs. Competition. Midmarket companies face an increasing number of challenges in today’s business climate. Many organizations have invested in transaction systems and supporting software applications to improve processes and reduce costs.
Jennifer Francis, Cognos

 Play to Your Strengths Midmarket Volume 1, July 17, 2006
The most famous line in The Great Gatsby was once uttered over dinner by F. Scott Fitzgerald to his companion, Ernest Hemingway. “The rich are different from you and me,” Fitzgerald said. “Yes,” Hemingway responded. “They have more money.”
Jill Dyche, Baseline Consulting Group

 PRICING AND REVENUE OPTIMIZATION: A MANUFACTURING PERSPECTIVE Midmarket Volume 1, July 17, 2006
Pricing and revenue optimization is the process of intelligently using a combination of market, customer, product, promotion, and supply-and-demand data to improve business margins by either increasing unit prices or increasing gross revenues.
Bob Frey, SAP

 Product Lifecycle Management for mid-sized companies Midmarket Volume 1, July 17, 2006
Change is a familiar fact of life for companies in the manufacturing sector. Today’s survival challenge is the immense pressure from emerging and newly industrialised nations. Management teams must find and implement the right responses both to handle competition and to seize opportunities. The old virtues of reliable quality, low cost, and speed of action remain essential, but they are no longer enough for differentiation and competitive advantage.
Cambashi

 Spend Management: Transforming Your Mid-Market Business to Improve Profitability Midmarket Volume 1, July 17, 2006
Economic conditions and fierce competition are forcing many midsize businesses to find new ways to reduce costs, fund business growth and enhance profitability and cash flow. The CEOs, COOs and CFOs of these companies feel enormous pressure to improve procurement and sourcing effectiveness, but resource constraints — specifically, lack of strategic procurement expertise and the technologies to support it — make this a difficult goal to achieve.
Jeffrey Brooks, IBM Global Business Services, Jack Hess, IBM Global Business Services, William Pettinicchi, IBM Global Business Services, Charles Vianey, IBM

 X-Ray Vision Midmarket Volume 1, July 17, 2006
Increased visibility and collaboration across internal and external value chains open the door to innovation and growth for small to mid-sized manufacturers