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  • Developer Compensation System

    - by Graviton
    Joel wrote excellent articles on developer compensation system used at Fogcreek. As a team lead and business owner, I would like to device a system that would work best for my team. And here's the catch: I have no experience in managing a team before, and I don't know what works and what doesn't. So I would like to get as many references as I can on this matter. Is there other developer compensation systems that you find is working for you and your company?

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  • How to handle compensation issue

    - by Ali
    I consider myself an expert Software Developer. Recently, I noticed my current company posted a new job through a recruting firm requiring half experience than I have and even lesser set of skills. However, they are offering the same salary as my current salary. When I joined my current company a year ago, they declined to pay my asking salary. My evaluations are good and there are critical projects in the pipeline where my involvement is crucial for their success. I'm little confused on how to handle this situation. I don't want to come across threatning or any thing like that.

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  • Understanding Service Compensation part of Industrial SOA series

    - by JuergenKress
    Some of the most important SOA design patterns that we have successfully applied in projects will be described in this article. These include the Compensation pattern and the UI mediator pattern, the Common Data Format pattern and the Data Access pattern. All of these patterns are included in Thomas Erl's book, "SOA Design Patterns", and are presented here in detail, together with our practical experiences. We begin our "best of" SOA pattern collection with the Compensation pattern. Compensation is required in error situations in an SOA, as multiple atomic service operations cannot generally be linked with classic transactions this would violate the principle of loose coupling. An error situation of this sort will occur, particularly if service operations are combined into processes or new services during orchestration or by applying the Composite pattern, and the transaction bracket has to be expanded as a result. We need mechanisms to undo the effects of individual services (the status changes in the overall system) and to ensure that a consistent system state is maintained at all times, so as to preserve system integrity. For the Compensation pattern, we would like to address the following questions: Why is compensation important in relation to SOA? How is the topic of compensation linked with the topic of transactions? What are the challenges with regard to compensation... Read the full article in the Service Technology Magazine or at OTN. Share your comments and feedback on the Industrial SOA series by using the hashtag #industrialsoa. Missed an article of the Industrial SOA series visit the overview at OTN. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Mix Forum Technorati Tags: Industrial SOA,SOA,SOA Service Compensation,Community,Oracle SOA,Oracle BPM,OPN,Jürgen Kress

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  • iphone compass tilt compensation

    - by m01d
    hi, has anybody already programmed a iphone compass heading tilt compensation? i have got some approaches, but some help or a better solution would be cool! FIRST i define a vector Ev, calculated out of the cross product of Gv and Hv. Gv is a gravity vector i build out of the accelerometer values and Hv is an heading vector built out the magnetometer values. Ev stands perpendicular on Gv and Hv, so it is heading to horizonatl East. SECOND i define a vector Rv, calculated out of the cross product Bv and Gv. Bv is my looking vector and it is defined as [0,0,-1]. Rv is perpendicular to Gv and Bv and shows always to the right. THIRD the angle between these two vectors, Ev and Rv, should be my corrected heading. to calculate the angle i build the dot product and thereof the arcos. phi = arcos ( Ev * Rv / |Ev| * |Rv| ) Theoretically it should work, but maybe i have to normalize the vectors?! Has anybody got a solution for this? Thanks, m01d

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  • Lag compensation of projectile shooting game

    - by Denis Ermolin
    I'm thinking about an algorithm for firing projectiles with lag compensation. Now I did find only one descent solution: Player hits fire button. Client sends input "fire". Client waits for server response. Server generates bullet then sends response to client. Client recieves response and finally fires projectile. Is this solution only "trueway"? I find it the only one that can be fair to all of the clients. Valve in this case, doesn't compensate lag from rocket shots. I am feeling that I will not compensate it, too. I think that with today's bandwidth I can close my eyes on this problem, because I don't see any solutions with fair logic. What do you think?

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  • Lag compensation with networked 2D games

    - by Milo
    I want to make a 2D game that is basically a physics driven sandbox / activity game. There is something I really do not understand though. From research, it seems like updates from the server should only be about every 100ms. I can see how this works for a player since they can just concurrently simulate physics and do lag compensation through interpolation. What I do not understand is how this works for updates from other players. If clients only get notified of player positions every 100ms, I do not see how that works because a lot can happen in 100ms. The player could have changed direction twice or so in that time. I was wondering if anyone would have some insight on this issue. Basically how does this work for shooting and stuff like that? Thanks

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  • How *not* to handle a compensation step on failure in an SSIS package

    - by James Luetkehoelter
    Just stumbed across this where I'm working. Someone created a global error handler for a package that included this SQL step: DELETE FROM Table WHERE DateDiff(MI, ExportedDate, GetDate()) < 5 So if the package runs for longer than 5 minutes and fails, nothing gets cleaned up. Please people, don't do this... Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!...(read more)

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  • Lack of PHP experience = reduced compensation?

    - by Jake Tacholsavacky
    I interviewed for a C++ position at this company, and while they say that I knocked my interview out of the park, they also say that I am too senior for the position. Instead they would like to offer me a job programming in PHP. Unfortunately my PHP experience is limited. Because of this, they are expecting me to take a significant drop in salary with the hope that I will master PHP within a year and be promoted at my first annual performance review. I don't believe that this is reasonable. I agree with Joel when he writes, "Don’t look for experience with particular technologies." If they thought I was such a superstar, then they should have realized that I am capable of being productive in PHP within weeks, not a year! It seems like just an excuse to underpay me. Notwithstanding the fact that I was insulted by this offer, I think that I would be taking on much more risk than they would be; they won't guarantee what my post-PHP salary would be. What does the Stack Exchange community think about this offer? Would you take it?

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  • Compensation advice on overseas contract with former employer [closed]

    - by user64248
    I work as a full time developer in the US. My previous employer from 3 years ago has sold a large startup project in Russia for next month, however their three and only senior developers have recently resigned. I still have somewhat intricate knowledge of the software to be installed since I was the original author, so my former employer, in somewhat of a panic, has asked if I can take two weeks vacation from my current job to fly to Russia and lead the startup. Logistically, I can do this and my current employer agreed without issue. Said former employer is very small and hasn't hired contractors before, and I haven't contracted either. The company simply asked my what my salary requirements are. I had, and still have, a great professional relationship with the owners. I feel like I'm doing this as a favor in a way. Payment is guaranteed, but I have no idea what I should bill for overseas work. If it matters, I was paid around 110k at the former employer. Just looking for some advice. There are many contracting salary threads here, but I feel that the overseas work throws a twist in things. Thank you!

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  • The Three-Legged Milk Stool - Why Oracle Fusion Incentive Compensation makes the difference!

    - by Richard Lefebvre
    During the London Olympics, we were exposed to dozens of athletes who worked with sports psychologists to maximize their performance. Executives often hire business psychologists to coach their teams to excellence. In the same vein, Fusion Incentive Compensation can be used to get people to change their sales behavior so we can make our numbers. But what about using incentive compensation solutions in a non-sales scenario to drive change? Recently, I was working an opportunity where a company was having a low user adoption rate for Salesforce.com, which was causing problems for them. I suggested they use Fusion Incentive Comp to change the reps' behavior. We tossed around the idea of tracking user adoption by creating a variable bonus for reps based on how well they forecasted revenues in the new system. Another thought was to reward the reps for how often they logged into the system or for the percentage of leads that became opportunities and turned into revenue. A new twist on a great product. Fusion CRM's Sweet Spot I'm excited about the sales performance management (SPM) tools in Fusion CRM. This trio of Incentive Compensation, Territory Management, and Quota Management sets us apart from the competition because Oracle is the only vendor that provides all three of these capabilities on a single tech stack, in a single application, and with a single look and feel. The niche vendors offer standalone territory or incentive compensation solutions, but then the customer has to custom build the other tools and can end up with a Frankenstein-type environment. On average, companies overpay sales commissions by three to eight percent. You calculate that number for a company the size of Oracle for one quarter and it makes a pretty air-tight financial case for using SPM tools to figure accurate commissions. Plus when sales reps get the right compensation, they can be out selling rather than spending precious time figuring out what they didn't get paid or looking for another job. And one more thing ... Oracle knows incentive comp. We have been a Gartner Market Scope leader in this space for the last five years. Our solution gets high marks because of its scalability and because of its interoperability with other technologies. And now that we're leading with Fusion, our incentive compensation offering includes the innovations that the Fusion team built, plus enhancements from the E-Business Suite Incentive Comp team. It's a case of making a good thing even better. (See product video.) The "Wedge" Apps In a number of accounts that I'm working on, there is a non-Oracle CRM system of record. That gives me the perfect opportunity to introduce the benefits of our SPM tools and to get the customer using Fusion. Then the door is wide open for the company to uptake more of Fusion CRM, especially since all the integrations they need are out of the box. I really believe that implementing this wedge of SPM tools is the ticket to taking market share away from other vendors. It allows us to insert ourselves in an environment where no other CRM solution in the market has the extending capabilities of Fusion. Not Just Your Usual Suspects Usually the stakeholders that I talk to for Territory Management are tightly aligned with the sales management team. When I sell the quota planning tool, I'm talking to finance people on the ERP side of the house who are measuring quotas and forecasting revenue. And then Incentive Comp is of most interest to the sales operations people, and generally these people roll up to either HR or the payroll department. I think of our Fusion SPM tools as a three-legged stool straddling an organization's Sales, Finance, and HR departments. So when you're prospecting for opportunities -- yes, people with a CRM perspective will be very interested -- but don't limit yourselves to that constituency. You might find stakeholders in accounting, revenue planning, or HR compensation teams. You just might discover, as I did at United Airlines, that the HR organization is spearheading the CRM project because incentive compensation is what they need ... and they're the ones with the budget. Jason Loh Global Solutions Manager, Fusion CRM Sales Planning Oracle Corporation

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  • SLA Violations - Compensation expectations and vague contracts

    - by llllxllll
    Tagging this as cautionary tale. I took over for an admin a year and a half ago, and reviewed the 3 year contract with our ISP. There were no specific SLA promises in the contract that I found, and have been meaning to review the contract with our rep. Of course, we had an outage this past week that resulted in almost four days of downtime !!!!! This involves eff-ups of epic proportions on our ISP's part and a telco they colocate with. Details can be provided. I am the network / systems / purchasing / and helpdesk at my company...and am willing to fight with the ISP. I also have more management that can get involved, including the name on the contract. First, if there are not concrete guarantees about compensation and downtime, we are screwed right? Two, if we want out of our contract, does anyone have experience going the legal route, and if so, who knows a lawyer? =)

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  • How much ethical is to accept second offer while serving notice period for first company? [closed]

    - by iammilind
    I had got an offer from a company X 2 months back. Though the compensation was pretty good, I asked for more. They declined and I continued my search for the best. I was expecting good companies (Y, Z) will contact me, but that din't happen. Then 2 months later, now I re-approached company X again and they issued me the same offer. I accepted it, resigned from my current company and serving the notice period (2 months). Now the twist: I got calls from Y and Z (good companies). They definitely give better compensation. If they select me then my plan is to accept the better offer from Y/Z and inform the X immediately that I have got better opportunity, so I will not be able to join the company... Is this ethical ? [Edit Note: I have to just send an acceptance email (i.e. no contract signing) which doesn't legally bind me to join that company. So, legally I am not doing anything wrong. However, I am worried that if I am doing right/wrong ethically.]

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  • Is not being paid for training normal?

    - by user23838
    I'm a recent college graduate, and I recently had a interview with a company for an entry-level programming job. The company told me that they require two months of unpaid training for all entry level programmers. The reason given was that since they are providing free training, there wouldn't be any compensation. Is this normal? Update For others junior developers looking at this: Don't go for these type of scams. This was my first interview. I interview with 10 other companies around the area and got about 9 job offers from them. I worked for a fortune 50 company for 9 months with good pay and recently found a better opportunity for even better pay and better work. I guess moral is to be patient and have confidence in yourself.

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  • Why do business analysts and project managers get higher salaries than programmers? [closed]

    - by jpartogi
    We have to admit that programming is much more difficult than creating documentation or even creating Gantt chart and asking progress to programmers. So for us that are naives, knowing that programming is generally more difficult, why do business analysts and project managers get higher salary than programmers? What is it that makes their job a high paying job when even at most times programmers are the ones that go home late? UPDATE Excuse my ignorance, from some of the response it seems that the reason why BAs and PMs gets higher salary because they are the ones that usually responsible for the mess programmers make. But at the end of the day, it is programmers that get their hands dirty to fix the mess and work harder. So it still does not make sense.

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  • Staying Ahead of the Curve - Deloitte's 2012 Human Capital Trends Webcast | June 13th

    - by Jay Richey, HCM Product Marketing
    Businesses today are calling on HR to leap ahead and help to manage change in the face of complex challenges that touch so many parts of the enterprise. This webinar will provide an overview of eight major Human Capital Trends surfacing in 2012. Understanding the trends — what they mean for both leading HR and for leading the business — is an opportunity for organizations to be proactive and stay ahead of the curve. June 13, 2012 12:00 p.m. – 2:00 p.m. CT Online Featured Speakers: Michael Gretczko Principal, Deloitte Consulting LLP, Human Capital Practice Dan Helfrich Principal, Deloitte Consulting LLP, Federal Human Capital Practice Leader Greg Vert Senior Consultant, Deloitte Consulting Evite & Registration:  http://www.oracle.com/us/dm/75810-wwmk11040178mpp035c007-oem-1633667.html

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  • A potential new hire may make more money you do..what should I do [migrated]

    - by Ali
    I have a very solid experience in Software Development and Project management. I just learned that the company I work for has posted a new position with half the experience of mine and even lesser set of skills than I have. However, the new position pays the same salary as my current salary while at the same time they declined to pay the asking salary when I was joining the company. How should I counter this? I know there are many projects in the pipeline where my involvement is crucial for the projects to be successful but I don't want to come across threating. Any advise would be helpful..!

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  • Economist Intelligence Unit to Present Preliminary Survey Findings at OHUG

    - by Jay Richey, HCM Product Marketing
    Oracle and IBM are sponsoring a luncheon at OHUG in Las Vegas for an exclusive preview of the forthcoming C-level perspectives of HR function: An Economist Intelligence Unit research program sponsored by IBM and Oracle. Speaking will be Economist Editor, Thought Leadership, Gilda Stahl, who will provide a preview of the study's findings and insights into whether CHROs are playing a central role in aligning companies' talent strategies with long term business goals, and how technology innovation can help Seating for this event is limited. Please register asap. http://www.oraclepartnerevent.com/2012/c-level-perspectives/

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  • Expanding development team for a startup

    - by acjohnson55
    I'm a software developer and co-founder of a start up that's in a sprint to launch a web app the next 2 months. We have about 3 months of burn time we have before we need to get some funding. By that time, we want to have a product with active users, and ideally some revenue. I'm fairly confident that I can accomplish the task by myself, but I have also never launched a project of this magnitude. The better product we can build in this timespan, the faster we can grow our user base, and the better our fundraising options will be. So I'm looking to bring someone onboard to hack with me. Maybe more than one person. Good help is hard to find, as we all know, and while I'm willing to share equity, I also want that to be contingent on a productive fit. What is the best approach to a trial-type framework for hiring another developer? Something where the other person feels that their work will be rewarded if they do well and that they can't be left empty-handed at my whim, but where I know that if it turns out not to be a good fit, I can pull the cord without significant loss?

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  • Oracle Global HR Cloud Implementation Training Can Help Meet Your Business Needs

    - by HCM-Oracle
    By Jim Vonick A key goal for the deployment of your Oracle Global HR Cloud applications is to accelerate the implementation and adoption of your applications, so that your business can start realizing all of the benefits that this rich solution offers.    Implementation team members need to have the skills and knowledge to ensure a smooth, rapid and successful implementation of your applications. During set-up, you want to optimize the configuration to best meet your business needs. In order to do this you need to understand the foundation and configuration options of your applications, so that decisions can be made during set-up that best align with your business.  To that end product level implementation training is recommended for Oracle Global HR Cloud deployments. Training For Implementation Team Members and Consultants Fusion Applications: HCM Security: Learn how to implement security for Oracle Fusion HCM applications by creating and customizing roles. You'll learn how to create security profiles to restrict data access, provision roles to users, create and manage user accounts, and verify security setup. Fusion Applications: HCM Global Human Resources: Learn how to set up your enterprise and workforce structures, how to perform functional tasks, and how to configure security for Global Human Resources data. Fusion Applications: HCM Compensation: Learn how to implement, configure, and use Oracle Fusion Compensation to manage base pay, individual compensation, workforce compensation, and total compensation statements. Fusion Applications: HCM Benefits: This course teaches you to implement, configure and manage Oracle Fusion Benefits, including how to implement benefit plans and programs.  Fusion Applications: HCM Payroll Implementation (US): This course provides implementation training for payroll managers or payroll administrators. Learn how to process payroll to ensure accurate setup results.  Learn More: See all Fusion HCM Training Jim Vonick is a Senior Product Manager with Oracle University focusing on training for Oracle Applications and Industry Solutions.

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  • Oracle Advanced Benefits: Plan Design Maintenance for Open Enrollment

    - by Annemarie Provisero
    ADVISOR WEBCAST: Oracle Advanced Benefits: Plan Design Maintenance for Open Enrollment PRODUCT FAMILY: Oracle HCM - Benefits  July 13, 2011 at 1 pm PT, 2 pm MT, 4 pm ET This session AU gives you the information to define new and maintain all Compensation Objects used in your Benefits setup. Course highlights things to consider when getting ready for Open Enrollment or when there is a need to change compensation objects. We will review creating a new or ending an old program, plan, or option. We also review what to do when you need to move from an Unrestricted program to a Restricted one. TOPICS WILL INCLUDE: Adding or Modifying Compensation Objects Ending Compensation Objects Elements and Element Links Standard and Variable Rates Dependents and Beneficiaries Moving from Oracle Standard Benefits to Oracle Advanced Benefits A short, live demonstration (only if applicable) and question and answer period will be included. Oracle Advisor Webcasts are dedicated to building your awareness around our products and services. This session does not replace offerings from Oracle Global Support Services. Click here to register for this session ------------------------------------------------------------------------------------------------------------- The above webcast is a service of the E-Business Suite Communities in My Oracle Support. For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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  • Blink-Data vs Instinct?

    - by Samantha.Y. Ma
    In his landmark bestseller Blink, well-known author and journalist Malcolm Gladwell explores how human beings everyday make seemingly instantaneous choices --in the blink of an eye--and how we “think without thinking.”  These situations actually aren’t as simple as they seem, he postulates; and throughout the book, Gladwell seeks answers to questions such as: 1.    What makes some people good at thinking on their feet and making quick spontaneous decisions?2.    Why do some people follow their instincts and win, while others consistently seem to stumble into error?3.    Why are some of the best decisions often those that are difficult to explain to others?In Blink, Gladwell introduces us to the psychologist who has learned to predict whether a marriage will last, based on a few minutes of observing a couple; the tennis coach who knows when a player will double-fault before the racket even makes contact with the ball; the antiquities experts who recognize a fake at a glance. Ultimately, Blink reveals that great decision makers aren't those who spend the most time deliberating or analyzing information, but those who focus on key factors among an overwhelming number of variables-- i.e., those who have perfected the art of "thin-slicing.” In Data vs. Instinct: Perfecting Global Sales Performance, a new report sponsored by Oracle, the Economist Intelligence Unit (EIU) explores the roles data and instinct play in decision-making by sales managers and discusses how sales executives can increase sales performance through more effective  territory planning and incentive/compensation strategies.If you are a sales executive, ask yourself this:  “Do you rely on knowledge (data) when you plan out your sales strategy?  If you rely on data, how do you ensure that your data sources are reliable, up-to-date, and complete?  With the emergence of social media and the proliferation of both structured and unstructured data, how do you know that you are applying your information/data correctly and in-context?  Three key findings in the report are:•    Six out of ten executives say they rely more on data than instinct to drive decisions. •    Nearly one half (48 percent) of incentive compensation plans do not achieve the desired results. •    Senior sales executives rely more on current and historical data than on forecast data. Strikingly similar to what Gladwell concludes in Blink, the report’s authors succinctly sum up their findings: "The best outcome is a combination of timely information, insightful predictions, and support data."Applying this insight is crucial to creating a sound sales plan that drives alignment and results.  In the area of sales performance management, “territory programs and incentive compensation continue to present particularly complex challenges in an increasingly globalized market," say the report’s authors. "It behooves companies to get a better handle on translating that data into actionable and effective plans." To help solve this challenge, CRM Oracle Fusion integrates forecasting, quotas, compensation, and territories into a single system.   For example, Oracle Fusion CRM provides a natural integration between territories, which define the sales targets (e.g., collection of accounts) for the sales force, and quotas, which quantify the sales targets. In fact, territory hierarchy is a core analytic dimension to slice and dice sales results, using sales analytics and alerts to help you identify where problems are occurring. This makes territoriesStart tapping into both data and instinct effectively today with Oracle Fusion CRM.   Here is a short video to provide you with a snapshot of how it can help you optimize your sales performance.  

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  • HRC BEST PRACTICE TOUR: la tappa di Roma del 28/05

    - by Claudia Caramelli-Oracle
    Guest post by Paola Provvisier, Master Principal Sales Consultant - Oracle 12.00 Normal 0 14 false false false IT X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Presso la Banca del Mezzogiorno - Mediocredito Centrale, il 28 maggio scorso, si è svolto l’incontro dal titolo Compensation & Benefit – Welfare Aziendale, organizzato da HRComunity Academy nell’ambito della sua iniziativa HRC BEST PRACTICE TOUR e sponsorizzato da Oracle. La giornata ha visto protagonisti alcune grandi realtà bancarie e industriali con la partecipazione di circa 30 specialisti dell’area HR - Compensation & Benefit. Gli interventi che si sono succeduti nell’ambito della giornata hanno avuto come tema la condivisione delle best-pratice e delle iniziative in corso tra le aziende intervenute, con particolare riguardo alle proposte in merito al tema ‘Flexible Benefit’. Oracle, quale sponsor della giornata, ha introdotto con una Technical Overview gli attuali scenari del mercato del lavoro e le evoluzioni tecnologiche sulla piattaforma Oracle HCM Cloud, con particolare riguardo alle innovazioni a supporto dei temi della Compensation. La giornata, che ha suscitato apprezzamento e vivace interesse da parte di tutti i partecipanti con una proficua e partecipata sessione di domande e risposte a seguito dei vari interventi, si è conclusa con un piacevole buffet. Altre foto dell'evento sono presenti sulla Pagina Facebook di HRC.

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  • New! EBS CRM Service Request Templating Online

    - by Oracle_EBS
    In an effort to improve the user experience changes have been made to Service Request (SR) creation process using My Oracle Support (MOS). This change is now online for several high-use CRM products. We aimed to streamline the process by reducing the number of questions, making subsequent questions conditional on previous responses, reducing lists of problem categories, and recommending key documents/evidence which should be supplied to help the Support engineer progress the issue. The process is now divided into three steps: Problem - prompts for a summary of the issue, and what steps have to be performed to re-produce the issue More Information - users will see the biggest change, as they select the ‘Problem Type’, which then presents a series of suggested attachments to upload Severity/Contact - section records who to contact, by what means, and the degree of urgency for the issue. The products included are: · Incentive Compensation · Trade Management · Site Hub · Incentive Compensation Analytics for Oracle Data Integrator · TeleService · Install Base · Quoting · Sales · Field Service · Service Contracts

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