Planning and Scheduling in the 21st Century Midmarket Volume 2, October 15, 2007
How Infor Advanced Planning and Scheduling systems deliver a lean and agile environment for today’s manufacturers.

 A Different Kind of Software Company Midmarket Volume 2, October 15, 2007
Infor is changing what businesses expect from an enterprise software provider by delivering, through acquisition and innovation, proven business-specific solutions with experience built in.

 Building Employees Into Your Greatest Asset Midmarket Volume 2, October 15, 2007
Too many companies make common but easily avoidable mistakes in their hiring and subsequent management of employees.
The Enderle Group

 CASE STUDY: Meijer Midmarket Volume 2, October 15, 2007
Enhanced Financial Processes Deliver Accurate Information to All Areas of Meijer’s Business

 CASE STUDY: SAP Midmarket Volume 2, October 15, 2007
Blueprint to a Billion: 7 Essentials to Achieve Exponential Growth
David G. Thomson, , Lloyd Adams, SAP

 CASE STUDY: SAP Midmarket Volume 2, October 15, 2007
Polyglass USA Cuts Waste, Improves Efficiency, Expands Capacity and Wins Competitive Battles

 Emergence of the Midmarket as Users of Business Process Outsourcing Midmarket Volume 2, October 15, 2007
The time and technology are right for medium-sized companies to take greater advantage of BPO.
Mike Atwood, The Everest Group

 Get Enlightened Midmarket Volume 2, October 15, 2007
Enable Your Management to Effectively Manage and Drive Results

 HR Issues and Initiatives for 2007 Midmarket Volume 2, October 15, 2007
Talent management is the major HR organizational challenge in an increasingly competitive environment.
Tony West, NelsonHall, Helen Neale, NelsonHall

 Inside the Midmarket: A 2007 Perspective Midmarket Volume 2, October 15, 2007
Midsize companies, on the whole, recognize the need for change to stay competitive.
Matt Preschern, IBM

 INTERVIEW: Michael Sotnick Midmarket Volume 2, October 15, 2007
Michael Sotnick provides an overview of how SAP is servicing the midmarket.
Michael Sotnick, SAP

 INTERVIEW: Rick Parker Midmarket Volume 2, October 15, 2007
Infor’s Rick Parker discusses the business-specific solutions available to midmarket companies today.
Rick Parker, Infor

 INTERVIEW: Scott Musson Midmarket Volume 2, October 15, 2007
Scott Musson is senior director, IBM Global Business Unit, at VMware. For more information, please visit www.vmware.com.
Scott Musson, VMware, Inc.

 Is There a Place for a Project Management Office in Smaller Businesses? Midmarket Volume 2, October 15, 2007
Establishing a PMO can help organizations better manage resources and achieve desired results on a more consistent basis.
Len Green, Transforming Solutions Inc.

 Leveraging Globalization in the Midmarket Midmarket Volume 2, October 15, 2007
Outsourcing is a top strategy for midsize companies that are challenged to perform in a global economy.
Ram Iyer, Argea, Inc.

 Project Failure Should Not Be an Option Midmarket Volume 2, October 15, 2007
Companies can increase their odds of success by asking the right questions up front, providing strong project sponsors and training project managers with the right skills.
Gopal Kapur, Center for Project Management

 Solutions for Midsize Enterprises Midmarket Volume 2, October 15, 2007
With the Experiences of the World’s Best-Run Businesses Built Into Your Business

 The Changing Landscape for Midsize Business Midmarket Volume 2, October 15, 2007
IBM Global Business Services for Midsize Business
Steven Ferencie, IBM

 Top 10 Trends in Financial Services Midmarket Volume 2, October 15, 2007
Financial services institutions are challenged to employ new approaches in response to a radically changing business landscape.
Guillermo Kopp, TowerGroup

 When Corporate Cultures Clash Midmarket Volume 2, October 15, 2007
Grasping the realities of corporate culture can help ERP projects succeed.
Paul Scherer, IBM

 INTERVIEW: Joe DeBella Midmarket Volume 1, July 17, 2006
IBM’s Joe DeBella describes why integrated suites can best serve the unique technology challenges of the midmarket.

 BI 2.0, Pervasive, Intelligent and Timely Midmarket Volume 1, July 17, 2006
As the Internet-enabled economy continues to innovate (despite the premature rumors of its death a few short years ago), it is abundantly clear: that our internally focused Information Technology (IT) methodologies are obsolete. For Business-to- Consumer (B2C) and Business-to-Business transactions (B2B), this has been clear for a number of years, but for Business Intelligence, (BI), the message has not completely sunk in.
Neil Raden, Hired Brains, Inc.

 CASE STUDY: Herker Industries Midmarket Volume 1, July 17, 2006
In mid-1997, Herker began researching new ERP packages to replace its UNIX-based system. The decision to purchase Vantage was made in November of that year.

 CASE STUDY: ING DIRECT Midmarket Volume 1, July 17, 2006
For ING DIRECT, a bank that primarily conducts business on the Web and by phone, even a few minutes of network downtime could cost millions. What’s more, ING DIRECT’s unique business model and reliance on the Internet means that network security would be key to protecting customer information, complying with regulations and maintaining trust in the marketplace.

 CASE STUDY: Rumpke Consolidated Companies Midmarket Volume 1, July 17, 2006
With Cognos, Rumpke has implemented a planning solution to streamline its budgeting process. In addition, Cognos analysis software provides real-time information on overall productivity, payroll, and status by line of business.

 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.

 Eight Ways to Stretch Your IT Dollars in 2007-2008 Midmarket Volume 1, July 17, 2006
Cost control is always a priority for fast-moving, aggressive companies. Successful growth requires investment. Every dollar saved on infrastructure can be spent on innovation and expansion. Following are eight promising opportunities to ‘save a dollar’ on IT costs.
Glenn Miller, CIT Group

 Fueling Company Profits and Increased Customer Satisfaction through Better Inventory Management Midmarket Volume 1, July 17, 2006
Having the right product at the right place at the right time is the lofty objective of supply chain management. A significant challenge organizations face is the proper management of inventory. Getting it wrong is easier than getting it right, and much more costly.

 How Modern Enterprise Software Enables Industrial Machinery and Component Manufacturers to Fully Implement Lean Manufacturing Midmarket Volume 1, July 17, 2006
With ongoing globalization, industrial machinery and components (IM&C) has become among the most competitive of all manufacturing segments. To create an advantage in this economic climate, IM&C manufacturers are looking to more fully incorporate lean manufacturing principles into their operations. Properly implementing lean principles enables IM&C manufacturers to reduce lead times, improve quality, reduce cost, increase profit, improve productivity, and enhance customer service.

 Human Resource Outsourcing Midmarket Volume 1, July 17, 2006
To quote Bob Dylan, “the times, they are a-changin’,” and for business process outsourcing (BPO) the latest change is substantive: a transformative shift in focus to the midmarket. There are approximately 30 professional employer organizations (PEOs) with revenues topping $100 million already focusing efforts on developing and deploying multiprocess HR services offerings for the midmarket.
Scott Golas, PA Consulting

 Leveraging Globalization to Drive Opportunities and Achieve Profitable Growth Midmarket Volume 1, July 17, 2006
There are obvious benefits to globalization such as the potential to reduce costs and increase revenue and market share through an expanded target audience.

 MANUFACTURING STRATEGY: AN ADAPTIVE PERSPECTIVE Midmarket Volume 1, July 17, 2006
To be successful in today’s increasingly time-sensitive and competitive markets, businesses need manufacturing processes that are fast, flexible, and adapt quickly to change. Achieving this objective requires integrated solutions that connect supply chains to factory processes, production equipment, and factory systems in a seamless, customer-centric network. SAP, with its broad industry experience, is the leading global developer of such solutions.

 Operation Excellence for HR Management Midmarket Volume 1, July 17, 2006
Midsize firms represent the most dynamic component of the worldwide marketplace. They are leaders in the areas of innovation and as a result, have complex requirements for attraction, retention and management of its people. Attracting and retaining top talent is a challenge for any organization, and the midmarket has additional requirements for its human capital: To succeed and support the organization’s growth, employees need to be nimble enough to meet midmarket challenges that range from ever-increasing competitive forces and customer demands with ever-present productivity pressures.
Davis Klaila, Ceridian

 Playing the Integration Card Midmarket Volume 1, July 17, 2006
Companies deemed middle-market are a vibrant – and growing – part of the global economy. And they are the target of almost every application provider in the world. So who are these companies and why are they of such interest? More importantly, how do these midsize companies need to look at their application strategies to succeed in the future?
Katherine Jones, NetSuite, Inc.

 Results of the Ventana Research Survey: Finance Best Practices in Mid-size Companies Midmarket Volume 1, July 17, 2006
Many midsize companies (those having 100 to 4,999 employees) find themselves without the agility of smaller companies or the abundant resources of larger ones. To deal with this dilemma, Ventana Research believes their finance organizations should assert more leadership. A newly completed research report, “Finance Innovation in Midsize Companies,” examines the attitudes of professionals with both financial and other jobs in midsize companies to the role of Finance.
Robert Kugel, Ventana Research

 Soy Basics: The Sky’s the Limit With mySAP™ Business Suite Solutions Midmarket Volume 1, July 17, 2006
On the surface, the mySAP™ Business Suite family of business solutions might seem to be overkill for a company with just six people and $2 million in revenues – as was the case with Soy Basics LLC a few years back. But the young manufacturer of soy wax candles knew it was poised for explosive growth and needed a solution for realizing the market’s full potential – a solution that could serve the needs of the business just as well in the years ahead as it could on day one. Soy Basics was right on target about the market’s growth and also about the ability of the SAP® software to manage that growth. In its first four years with mySAP Business Suite, the firm grew into a $12 million operation, and there is no end in sight.

 Sprint Global Quality of Service: Guarantor of Application Delivery Midmarket Volume 1, July 17, 2006
Enterprises, faced with employee, affiliate, and user populations that are increasingly outside the confines of the organization campus, expand their ability to serve through the implementation of application software that is delivered to users across networks. Data show that headquarters office application access is a much smaller percentage of application use than access initiated from major sites located far removed from the servers on which the applications run.

 The Business Benefits of Service-Oriented Architecture: A Guide for Manufacturing Executives Midmarket Volume 1, July 17, 2006
Manufacturers in make-to-order and mixed-mode production environments must satisfy increasingly demanding customers by continually reducing lead times, increasing quality and reducing costs—all while addressing ever more stringent government regulations. To achieve a competitive advantage in this environment, they must optimize their internal operations and the entire supply chain.

 The Importance of Planning in Midsize Companies Midmarket Volume 1, July 17, 2006
Appropriate planning and budgeting is key to performance management
Robert Kugel, Ventana Research

 The Seven Keys to World Class Manufacturing Midmarket Volume 1, July 17, 2006
Enterprise automation is indispensable to manufacturing innovators who aim to gain market share, operate at peak efficiency and exceed customer expectations so they can be world class in their industry.

 The Value of Pre-Integration Midmarket Volume 1, July 17, 2006
It sounds promising: store management software engineered with the needs of your retail chain in mind. A human resources package savvy to the specific requirements of your manufacturing plant workforce. Or a time and expense system developed specifically for needs of your IT consulting firm. Adopting software solutions designed specifically for your industry nuances hold an obvious appeal. The functionality you need is already built in – even perfected.
Scott Lutz, SAP

 Vendor Independence in the 21st Century: A Strategic Commentary Midmarket Volume 1, July 17, 2006
IT shops are increasingly dependent on architectural consistency—typically as the easiest path to interoperability and data integration. Firms that have investments in Sun often turn to Sun first for their next server, those with IBM midframes look first to IBM when it comes time to increase subsystem capabilities, and those with STK data systems consider STK first when it comes time to add more storage. Anytime the incumbent vendor has a competitive expansion offering, it should be considered first —in hopes of reduced integration and management costs.
Glenn Miller, CIT Group