...Introduction It all kicked off on 6 June 2003, when Oracle ambushed PeopleSoft with a hostile takeover bid valued at $5.1 billion just four days after PeopleSoft agreed to a $1.8 billion deal with J.D. Edwards. The acquisition fight lasted over 18 months and has become a staple in business and law school case studies. PeopleSoft specialized in Enterprise Resource Planning (ERP) software solutions. It was very strong in human resource software and other back-office functions, competing with SAP and Siebel; however, as the ERP space began to see dramatically reduced growth, PeopleSoft’s sales began to lag. Company leaders saw the acquisition of smaller J.D Edwards as a way to bolster and expand its business into enterprise management and supply chain solutions. Although this acquisition would place PeopleSoft in a better position to compete with market leaders, it never got a chance to enjoy the hype and excitement. Oracle announced its tender offer takeover of PeopleSoft and Oracle CEO, Larry Ellison, further announced that that the company would discontinue PeopleSoft products once the merger was complete (although product support for existing customers would continue). PeopleSoft faced significant challenges. The true intention of Oracle was unknown, and a personal conflict between the PeopleSoft and Oracle CEOs added complexity into the issue. The unwelcome tender offer cast a cloud of doubt upon PeopleSoft’s future and required that the board seriously consider...
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...Oracle vs. PeopleSoft David Fox James Hill Matt Tschabold June 6, 2006 Contents Oracle, PeopleSoft & Reasons for the Takeover 2 ERP & the Role it plays in Business 4 An Overview of the Takeover 6 Oracle, PeopleSoft & Reasons for the Takeover Oracle began operations in 1977. Founded by Larry Ellison its focus was on information services. With computers and information operations beginning to play a more significant role in business, Oracle began to capitalize on the need for products and services in the IS market. Its services included and still include today - database software, security, data warehousing, enterprise management software, consulting, radio frequency identification devices and more.[1] PeopleSoft was founded ten years after Oracle in 1987. Dave Duffield and Ken Morris created PeopleSoft to focus primarily on ERP software. As many IS technologies were beginning to show their age and a need for newer types of operations to compete with foreign firms emerging, PeopleSoft was looking for a way to create a profitable company. Both founders saw the opportunity of enterprise resource planning as a new technology which would take off in future years.[2] The takeover of PeopleSoft by Oracle was a long and complicated legal and public opinion battle. The takeover itself had several reasons but one was the most significant. To begin Oracle was increasingly finding it was in a market which was becoming more competitive...
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...EPM Architect: Cheaper…Faster…Better Edward Roske eroske@interrel.com BLOG: LookSmarter.blogspot.com WEBSITE: www.interrel.com TWITTER: ERoske Thinking Outside the Cube: NonFinancial Applications of Oracle Essbase Edward Roske eroske@interrel.com BLOG: LookSmarter.blogspot.com WEBSITE: www.interrel.com TWITTER: ERoske About interRel Reigning Oracle Titan Award winner – EPM & BI Solution of the year 2008 Oracle EPM Excellence Award 2009 Oracle EPM/BI Innovation Award One of the fastest growing companies in the world (Inc. Magazine, ‟08 & ‟09 & „10) Two Hyperion Oracle ACE Directors and one Oracle Ace Founding Hyperion Platinum Partner; now Oracle Platinum Partner Focused exclusively on Oracle Hyperion EPM software Consulting Training Infrastructure and Installation Support Software sales 4 7 Hyperion Books Available: Essbase (7): Complete Guide Essbase System 9: Complete Guide Essbase System 9: End User Guide Smart View 11: End User Guide Essbase 11: Admin Guide Planning: End Users Guide Planning: Administrators To order, check out www.LuLu.com •5 •Copy right © 2007, Hy perion. All rights reserv ed. Select interRel Customers 6 Abstract DRM, FDM (or is it FDQM), ODI, ERPI, EPMA…thanks, Oracle, for all of these tools but which tool should I use for my EPM system? Do I need all of them? Do I need any of them? In this webcast, we‟ll break down the acronyms and explain each one of these tools step...
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...Background: The topic of selecting an Enterprise Resource Planning (ERP) Recruitment Solution vs. a Best in Breed (BoB) Talent Acquisition Solution is very common these days, especially as companies look to reduce costs, while competing and ultimately winning the “War for Talent”. The purpose of this document is to compare and contrast the benefits of each approach, using examples and quotes from individuals who have experienced both types of implementations and finally, to offer thoughts and questions that must be considered when making this decision. Best of Breed Talent Acquisition ERP Recruitment Solution Pros Cons Pros Cons Historically better functionality, more comprehensively meeting business requirements, configurability, and compliance Lesser functionality; playing “catch up” to BoB vendors (some ERP products still have no Career Hosting functionality, are not available as an ASP, offer no Job Agent technology, candidate prescreening, etc.) Requires interfaces to disparate HR systems/components Integration with HR/Payroll components, e.g. eferral payment processing integrated with payroll, on-boarding, etc Integration points & functionality still required for background checking, job posting services, assessment services, tax credit services, etc. Vendor focus & expertise. Dedicated resources to evolving the product. Dealing with a single vendor. Talent Acquisition not focus of development resources and R&D investment Implementation/updates/upgrades...
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...Oracle Business Intelligence: A Case Study Introduction We live in an everyday changing world where technology is constantly generating data and valuable information for organizations and communities, which is often overlooked or undervalued. Business Intelligence is a concept, accompanied by a set of tools and techniques that powers the use of data towards business strategies and goals already established. It enhances the use of technology for competitive advantage through better use of information as a tool for decision making. Regardless of company size, the ability to collect, analyze and act on operational data is key to competitive and successful operations. Oracle Software solutions for Business Intelligence (BI) are designed to provide information to those responsible for decision making with just one mouse click, allowing business managers to identify and respond appropriately to changing market conditions and the customer demand at any time, anywhere. (Oracle,2009) Relevant Issues Companies generate tons of information everyday, ranging from transactions to market evaluations. Every piece of data could be relevant when it comes the time for decision making. In some companies, a simple spreadsheet is enough to get the job done while in others it is the database the most useful tool. But as companies grow, the amount of data decision makers need to understand grows: new products and services, new markets and opportunities, investments in operations, sales, marketing...
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...Indian Institute of Management Bangalore Customer Relationship Management Faculty: Prof. G. Shainesh Term VI PGP (2008-09) 3 Credit Course Background – The primary purpose of any business is to win and keep customers. Its competitors also seek to do the same. Most successful firms have developed capabilities for attracting customers through their marketing programs. But they have shown mixed results when it comes to retaining these customers. Customer Relationship Management helps businesses in successfully implementing strategies aimed at winning and retaining customers profitably. It is also helping businesses shift from a short-term transaction based mode of operation in their interactions with customers to a long-term relationship mode. Objectives – The objective of this course is to help students understand the concept and practice of CRM derived from research and applications across businesses. These concepts and applications from real life case studies will help identify opportunities, which can be successfully implemented for long term profitability. Pedagogy – The teaching methodology will include a mix of lectures, discussions of pre-readings, presentations by practitioners, exercises and case analysis. The cases are integrative in nature but will also help develop an appreciation of specific elements of CRM. Group Project – Option 1 - Identify any organisation which is practicing some form of CRM. Start working with them to understand...
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...– B2C – link businesses with their end consumers – B2B – link businesses with other business customers or suppliers • Electronic data interchange (EDI) systems 2 APPLICATION AREAS Intraorganizational systems 3 APPLICATION AREAS Intraorganizational systems (cont’d) 4 CRITICAL CONCEPTS Batch processing • A group (or batch) of transactions are accumulated, then processed all at one time 5 CRITICAL CONCEPTS Batch processing (cont’d) • In the early days of computers, all processes were batched • Major problem is the time delay before the master file is updated 6 CRITICAL CONCEPTS Online processing • Each transaction is entered directly into computer when it occurs 7 CRITICAL CONCEPTS Batch processing vs. Online processing • Significant delay before master • Master file updated within a file is updated (usually 1 day) fraction of a second • Much less expensive to operate • Much more expensive to operate Batch Processing Online Processing • Some applications naturally suited for batch processing (e.g., payroll) • Some applications need to be processed in real time Note: given the tradeoffs, hybrid systems that combine online data entry with batch processing are very common 8 CRITICAL CONCEPTS Online processing 9 CRITICAL CONCEPTS Functional information systems • Information systems that support one of an organization’s primary business functions Example Business Functions and Subsystems Marketing Accounting Production...
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...Chapter One: Information Systems in Global Business Today -Information system: A set of interrelated components that collect, retrieve, process, store, and distribute info to support decision making and control in an organization –Six building blocks of computers: input, output, memory, arithmetic/logic unit, control unit and files. Control unit and arithmetic/logical unit together known as CPU (central processing unit). –Arithmetic/Logic Unit: carries out mathematical operations and logical comparisons, consist of very large scale integrated circuits, can perform billion operations per second, numbers taking from memories as input and results stored in memory as output. -Control Unit: controls the other five compo of the comp system, enables the comp to take advantage of speed and capacity of its other compo, list of operations called a program, these operations read from memory, interpreted and carried out one at a time (stored program concept). –Cache memory: high speed, high cost storage, used as intermediary between control unit and main memory, compensates for speed mismatches built into the comp system. –Multiple processor configurations: a comp system usually contains more than one processor, dual processor contain two physical separate processors as two separate chips, dual core contain two complete processors manufactured as a single chip, dual processor are better and faster. –Input: devices allow users to enter data into the comp for processing, common devices: keyboard...
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...ASW solutions can provide the desired core Treasury (budget execution) functions with minimal customization. Additional PFM functions can be supported through custom developed software and be integrated with these software packages to provide the full PFMS functionality. In 2006, the MoF kindly agreed to share this annex with other public sector organizations and related specialists for their internal use while designing or studying the PFM systems. This document is intended to present the functional modules of several available ASW solutions which were implemented in similar projects in Europe and Central Asia (ECA) region of the World Bank. A summary of PFMS functions vs modules of selected ASW is presented below: • • • FreeBalance eFinancials Oracle E-Business Suite SAP R/3 (FreeBalance Software, Canada) (Oracle Corporation, USA) (SAP AG, Germany) FreeBalance eFinancials www.freebalance.com Budget Preparation Budget Appropriations Management of Payments Management of Revenues Accounting (General Ledger) Cash/Fund Management Commitment/Purchasing Asset/Inventory Management Financial Reports HR Management and Payroll Interfaces and Workflow Mgmt Technology...
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...innovation by reducing operating expenditures. Initially, companies adopted outsourcing and Cloud solutions primarily to reduce costs and preserve resources for strategic initiatives. More recently, however, Cloud applications have been used to support the strategic agility today’s businesses need. In addition, having one single code-base across all their customers allows modern Cloud application vendors to very quickly leverage innovations and distribute product improvements across their entire customer base. This whitepaper discusses the main reasons companies choose to adopt Cloud solutions, and also guides companies in evaluating Cloud-based business application investments. It summarizes our research on the economics of Cloud vs. on-premise solutions, and highlights the main differences in drivers of cost and benefits. To illustrate our points, we...
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...CASE: SM-153 DATE: 08/08/06 SAP AG IN 2006: DRIVING CORPORATE TRANSFORMATION Success can be seductive. It can trick us into focusing too rigidly on long-established patterns of thought. That’s why it is often so tempting to recycle yesterday’s ideas to form the guidelines and dogmas of tomorrow. I hope that we can use the right vision and strategy to avoid this trap. ⎯Henning Kagermann, CEO, SAP AG INTRODUCTION On a windy April evening in Walldorf, Germany, Henning Kagermann took a sip of his tea and picked up the 60-page document lying on his desk. Several months earlier, Kagermann, CEO of SAP AG, had tasked his Corporate Strategy Group with preparing a strategic analysis, informally nicknamed the “Sun-Tzu document” in deference to the legendary Chinese general. It outlined the strategic opportunities and challenges that SAP should expect to face between 2006 and 2010, and examined the prevailing forces shaping the enterprise software industry in 2006: technological change, consolidation, and shifting customer needs. Kagermann believed that emerging Internet-based technologies and standards known collectively as “Web services” soon would transform the $79.8 billion enterprise software applications industry, in which SAP held the leading market position.1 Although sales of SAP’s existing products had begun to rebound in 2004 after a multi-year slowdown, Kagermann had committed SAP to deploy new Web services-based technology on a massive scale by the end of 2007. (See Exhibit...
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...Enterprise Systems for Management Instructor’s Manual – Motiwalla & Thompson CHAPTER 1: INTRODUCTION TO ENTERPRISE SYSTEMS FOR MANAGEMENT CHAPTER OBJECTIVES: • • • • Understand the information systems evolution and its historical role in organizations leading to systems integration and eventually Enterprise Resource Planning (ERP). Learn about ERP systems and their evolution, components and architecture. Understand the benefits and drawbacks of implementing ERP systems and how they can help an organization improve its efficiency and worker productivity. Have an overview of the implementation process (e.g., the ERP life cycle, business process reengineering, project management, and change management). Understand the role of staff, vendors, consultants, and the organization in making the ERP implementation process successful. Comprehend the ethical, global and security challenges while implementing an ERP system, as well as get an overview of ERP vendors and industry trends. CHAPTER OUTLINE: I. II. III. IV. V. Opening Case: Hershey’s Enterprise 21 Project Preview a) Enterprise Systems in Organizations b) Information Silos and Systems Integration c) Enterprise Resource Planning (ERP) Systems Enterprise Resource Planning Systems a) What is an ERP? b) Evolution of ERP c) Business Process and ERP d) ERP System Components e)...
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...Management Information Systems Laudon & Laudon Lecture Notes on Management Information Systems (Chapters: 1, 2, 5, and 9) 1. Concepts of MIS/IS 2. What’s New in Management Information Systems? 3. Digital Firm 4. Strategic Business Objectives of Information Systems 5. Information Systems (IS) Vs. Information Technology (IT) 6. Perspectives on Information Systems 7. Information System and its Functions 8. Contemporary Approaches to Information Systems. 9. Dimensions of Information Systems 10. Defining IT infrastructure: 11. Evolution of IT infrastructure 12. The IT Infrastructure Ecosystem 13. Types of Structured Business Information Systems 14. Systems That Span the Enterprise Concepts of MIS/IS: Management Information Systems: MIS means the whole network of systems which support the organization to manage their business affairs. • Many organizations have information systems that are entirely manual. Such systems are a subset of a wider class of systems, computer-based information systems, which rely on information technology as well as humans for their operational functions. IS need not be necessarily computer-based. Management information systems (MIS) deals with behavioral issues as well as technical issues surrounding the development, use, and impact of information systems used by managers and employees in the firm. As such, MIS is defined as the study of information...
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...Instructor’s Manual Enterprise Resource Planning, 1/E CHAPTER 1: A FOUNDATION FOR UNDERSTANDING ENTERPRISE RESOURCE PLANNING SYSTEMS CHAPTER OBJECTIVES 1. Develop an understanding of how ERP systems can improve the effectiveness of information systems in organizations. 2. Understand the business benefits of enterprise resource planning (ERP) systems. 3. Understand the history and evolution of ERP. CHAPTER OUTLINE 1. A Foundation for Understanding Enterprise Resource Planning Systems a. The Emergence of Enterprise Resource Planning Systems 1. What is ERP? 2. The Evolution of ERP 3. The Integrated Systems Approach b. Business Benefits of ERP c. ERP Modules d. ERP Design Alternatives e. The Business Case for ERP 1. Cost-Benefit Analysis for ERP 2. Can ERP Provide a Competitive Advantage? f. The Challenge of Implementing an ERP System g. Summary ANSWERS TO END-OF-CHAPTER QUESTIONS Questions for Discussion: 1. Use on-line library databases to identify articles in trade publications which provide case studies of ERP implementations. These articles may provide some insight into each of these questions. a. How widespread is the use of ERP across certain industries? b. What are the benefits reported from implementing ERP? c. What are its limitations? 2. Research and learn about the implementation of ERP. Use trade publications and on-line library databases (e.g. ABI Inform, ProQuest, First Search, Wilson Select Plus, available through...
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...Exploring Excellence PGDM (GM) (GMP 2013–14) AN AICTE APPROVED FLAGSHIP FULL-TIME MBA PROGRAM FOR EXPERIENCED PROFESSIONALS E-brochure http://www.placementkloud.com/xlrigmp 01 02 03 04 05 06 08 10 12 14 16 MESSAGE FROM THE DIRECTOR Learning and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures...
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