VRL Financial News Publishing, Feb 2012
IAB every fortnight to:
- Follow every twist and turn of the latest industry mergers and acquisitions
- Monitor who's moving where in senior management circles and why
- Identify potential new
John Wiley and Sons Ltd, Feb 2010, Pages: 252
Decision Making to generate real competitive advantages.
As information and data volumes grow at explosive rates, the challenges of managing this information is turning into a losing battle for most
Frost & Sullivan, Dec 2010, Pages: 76
the visual collaboration services to clients.” In some cases, clients want to own the hardware but do not want to hire a tech support staff to manage it. They may turn to value-added resellers for hardware
Business Intelligence [part of Optima Media Group], Dec 2010, Pages: 292
A step-by-step guide to making strategy happen in your organization * The critical success factors in managing strategic performance* How to turn your corporate goals into action plans used by every
Frost & Sullivan, Sep 2006
controls. Intelligent valves that are capable of self-diagnosis, data processing, and networking with computer-based control systems can optimize valve system management, observes the analyst. Further
In-Stat/MDR, Jan 2006, Pages: 167
solutions and strategies currently being used by mobile operators, focusing on the Managed Application Services (MAS) and Mobile Virtual Network Enabler (MVNE) markets. The study also provides global
John Wiley and Sons Ltd, Oct 2009, Pages: 304
is a weak sibling to competitiveintelligence, when to use it, how to find the most useful information and turn it into actual intelligence, and how to present findings in the most convincing manner
Business Insights, Aug 2009, Pages: 159
of competition from the existing software market, technical issues, and management culture. The report provides insight into the activities, views and strategies of the leading enterprise mashup players, and takes
Butler Group, April 2009, Pages: 203
, optimising resources, and ensuring that business units are adding value. Business Intelligence (BI) has a crucial part to play in performance management, by presenting information in a timely and easily
Frost & Sullivan, July 2010, Pages: 61
competitive cost. “The industry continues to be led by advanced cockpit systems, integrated avionics, intelligent/health management systems, and the ability for MROs to interface with the system as well as next
Datamonitor, Jan 2011, Pages: 86
of financial intelligence
Consumer understanding of the FS industry is driven by engagement and experience
Strategy in focus
Even financially literate consumers fail to manage their finances
Aberdeen Group, March 2011, Pages: 23
management, senior executives increasingly turn to the visibility and fact-based decision support provided by Business Intelligence (BI) and analytical methodology.
With the ability to look deeper
ExecSense, May 2011, Pages: 60
to be a more effective communicator, how to manage different personalities, and how to be a better listener, which will in turn will make you a better leader, networker, and communicate with more authority
SBD, Sep 2011, Pages: 170
:
- Understand what legislation is having the most impact on the automotive telematics world
- Plan your strategy by learning about the opportunities and threats generated by mandates and requirements
- Gain clear
MEC Intelligence, Oct 2011, Pages: 59
chain need to be ready to take on the opportunity offered by offshore wind foundations while managing the risks that rapid growth offers.
Offshore Wind Foundations: Rapid Turns Ahead!
Currently
Berg Insight AB, Nov 2011, Pages: 145
Insight provides you with 140 pages of unique business intelligence including 5-year industry forecasts and expert commentary on which to base your business decisions.
This report will allow you
Global Industry Analysts, Inc., July 2009, Pages: 548
of Intelligent Impact
Analysis Solution for SAP II-68
Infor Introduces Workforce Management Solution for Mid-Sized
Businesses
Frost & Sullivan, May 2008, Pages: 22
concerted efforts to procure the necessary talent. Participants must devise viable and cost-effective talent retention strategies, especially with repair service becoming increasingly competitive
Kaulkin Ginsberg Company, Aug 2007
and as the economy finally turns.
Creditors in the credit card, telecommunications, utilities, and government industries manage their receivables in different ways, yet all have turned to accounts receivable
