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1、SAS Headline-Cover,Kicker,HOW TO SELECT A BUSINESS INTELLIGENCE VENDOR,A COMPREHENSIVE FRAMEWORK FOR EVALUATING VENDORS TECHNOLOGIES,ALIGNMENT WITH CUSTOMER NEEDS,AND CORPORATE STRENGTH AND STABILITY,A SAS White Paper,TABLE OF CONTENTS,EXECUTIVE SUMMARY.1WORKING SMARTER WITH BUSINESS INTELLIGENCE.2,
2、BUSINESS INTELLIGENCE AS A STRATEGIC ASSET.3THE STAKES ARE HIGH AND SO IS THE HYPE.4,BI VENDOR SELECTION CRITERIA TECHNOLOGY,CATEGORY#1:COMPREHENSIVE BUSINESS INTELLIGENCE PLATFORM.6,WHAT IS A COMPREHENSIVE BI PLATFORM?.6WHY YOU SHOULD CARE.6STREAMLINE THE IT PORTFOLIO.6KEY QUESTIONS YOU SHOULD ASK
3、THE BI VENDOR.7HOW SAS RATES.8HOW THE COMPETITION FARES.9DONT TAKE OUR WORD FOR IT:COMPREHENSIVE BI PLATFORM.10,BI VENDOR SELECTION CRITERIA TECHNOLOGY,CATEGORY#2:ADVANCED ANALYTICS.12,WHAT IS“ADVANCED ANALYTICS?”.12WHY YOU SHOULD CARE.12KEY QUESTIONS YOU SHOULD ASK THE VENDOR.12HOW SAS RATES.14HOW
4、THE COMPETITION FARES.15DONT TAKE OUR WORD FOR IT:ADVANCED ANALYTICS.16,BI VENDOR SELECTION CRITERIA ALIGNMENT WITH CUSTOMER NEEDS,CATEGORY#3:ORGANIZATIONAL REACH.18,WHAT IS MEANT BY“ORGANIZATIONAL REACH?”.18WHY YOU SHOULD CARE.18KEY QUESTIONS YOU SHOULD ASK THE VENDOR.18HOW SAS RATES.19HOW THE COMP
5、ETITION FARES.20DONT TAKE OUR WORD FOR IT:ORGANIZATIONAL REACH.20,BI VENDOR SELECTION CRITERIA ALIGNMENT WITH CUSTOMER NEEDS,CATEGORY#4:CUSTOMER COMMITMENT.22,WHAT FACTORS INTO CUSTOMER COMMITMENT?.22WHY YOU SHOULD CARE.22KEY QUESTIONS YOU SHOULD ASK THE VENDOR.22HOW SAS RATES.23HOW THE COMPETITION
6、FARES.24DONT TAKE OUR WORD FOR IT:CUSTOMER COMMITMENT.24,BI VENDOR SELECTION CRITERIA CORPORATE STABILITY AND SCOPE,CATEGORY#5:GLOBAL REACH,LOCAL PRESENCE.26,WHAT IS GLOBAL REACH WITH LOCAL PRESENCE?.26WHY YOU SHOULD CARE.26,KEY QUESTIONS YOU SHOULD ASK THE VENDOR.26HOW SAS RATES.27DONT TAKE OUR WOR
7、D FOR IT:GLOBAL REACH,LOCAL PRESENCE.28,BI VENDOR SELECTION CRITERIA CORPORATE STABILITY AND SCOPE,CATEGORY#6:CORPORATE STRENGTH AND STABILITY.29,WHAT FACTORS INTO CORPORATE STRENGTH AND STABILITY?.29WHY YOU SHOULD CARE.29KEY QUESTIONS YOU SHOULD ASK THE VENDOR.29HOW SAS RATES.30HOW THE COMPETITION
8、FARES.31DONT TAKE OUR WORD FOR IT:CORPORATE STRENGTH AND STABILITY.31,IS“BEST OF BREED”THE BEST APPROACH?.32STREAMLINE YOUR IT PORTFOLIO WITH A COMPREHENSIVE BI PLATFORMAND SOLUTION.34,DONT TAKE OUR WORD FOR IT.34,SUMMARY.35,1,HOW TO SELECT A BI VENDOREXECUTIVE SUMMARYIN AN OTHERWISE STAGNANT SOFTWA
9、RE MARKET,THE WORLDWIDE MARKET FOR BUSINESS ANALYTICS SOFTWAREGREW TO$13 BILLION IN 2003 AND IS EXPECTED TO CONTINUE TO EXPAND AT AN EVEN FASTER RATE OVER THENEXT VE YEARS(SOURCE:IDC,DOC#31837).NOT SURPRISINGLY,BUSINESS INTELLIGENCE(BI)SOFTWAREHAS ATTRACTED ATTENTION FROM A CROWD OF VENDORS,EACH CLA
10、MORING FOR THEIR SHARE OF THE PIE.THE PENALTIES FOR CHOOSING THE WRONG BI VENDOR ARE SIGNICANT,SO IT DOESNT HELP THAT THE BIMARKET IS LITTERED WITH CONICTING,MISLEADING AND OVERSTATED VENDOR CLAIMS.TO HELP CUT THROUGHTHE CLUTTER,SAS HAS DEVELOPED A COMPREHENSIVE FRAMEWORK THAT YOU CAN USE TO EVALUAT
11、E ANYAND ALL BI VENDORS USING CRITERIA THAT ARE CRUCIAL TO THE SUCCESS OF YOUR IMPLEMENTATION,INCLUDINGMEASURES OF:TECHNOLOGY(COMPREHENSIVE BI PLATFORM AND ADVANCED ANALYTICS).ALIGNMENT WITH CUSTOMER NEEDS(ORGANIZATIONAL REACH AND CUSTOMER COMMITMENT).,CORPORATE STABILITY AND GEOGRAPHIC SCOPE.WHY SH
12、OULD YOU BELIEVE WHAT SAS HAS TO SAY ABOUT SELECTING A BI VENDOR?WERE NOT EXPECTINGYOU TO.WERE SIMPLY OFFERING A BUYERS GUIDE TO HELP YOU SEPARATE THE REALITY FROM THE HYPE,CLAR-IFY SOME KEY AREAS OF MYTH AND MISINFORMATION,AND PROVIDE FACTUAL INFORMATION AND THIRD-PARTYVALIDATION ABOUT HOW SAS MEAS
13、URES UP.WHY WOULD SAS OFFER WHAT IS ESSENTIALLY A CHALLENGE FOR SELF-EVALUATION,DIMENSION BY DIMEN-SION,AGAINST OTHER VENDORS WHO WOULD POSITION THEMSELVES SQUARELY IN THE SAME LEADERSHIP,SAS HAS DEVELOPED ACOMPREHENSIVE FRAME-WORK THAT YOU CAN USETO EVALUATE ANY ANDALL BI VENDORS USINGCRITERIA THAT
14、 ARE CRUCIALTO THE SUCCESS OF YOURIMPLEMENTATION.,SPOT?THE ANSWER IS,WERE CONDENT IN HOW WELL COMPARE.SAS IS UNIQUE IN BEING THE ONLY SOFTWARE SUPPLIER THAT CAN PROVIDE PACKAGED SOLUTIONS BY INDUS-TRY AND LINE OF BUSINESS TO MEET BUSINESS INTELLIGENCE REQUIREMENTS ACROSS AN ENTIRE ORGANIZATIONAND TO
15、 LEVERAGE THE ENORMOUS INVESTMENT COMPANIES HAVE MADE IN OPERATIONAL AND ENTERPRISERESOURCE PLANNING(ERP)SYSTEMS.SAS GOES BEYOND OTHER VENDORS NARROW DENITION OF BUSI-NESS INTELLIGENCE,OFFERING END-TO-END DATA MANAGEMENT AND ANALYTIC CAPABILITIES THAT CAN TELLAN ORGANIZATION NOT ONLY WHERE IT HAS BE
16、EN,BUT WHERE IT SHOULD GO NEXT.WE ARE THE ONLY VENDORTHAT ENABLES ENTERPRISES TO BREAK THROUGH TO A HIGHER LEVEL OF UNDERSTANDING AND INTELLIGENCE.BUT DONT TAKE OUR WORD FOR IT.COMPARE FOR YOURSELF.1“WORLDWIDE BUSINESS ANALYTICS SOFTWARE FORECAST 2004-2008 AND 2003 VENDOR SHARES”(IDC,DOC#31837)1,HOW
17、 TO SELECT A BI VENDOR,WORKING SMARTER WITH BUSINESS INTELLIGENCE,TODAYS MARKETPLACE REALITIES HAVE RENDERED OLD WAYS OF DOING BUSINESS OBSOLETE.WHAT WEREONCE RELIABLE SOURCES OF REVENUE GROWTH AND SERVICES NOW CAN BE COPIED WITHIN DAYS.MERGERSAND ACQUISITIONS ARE NO LONGER SUFCIENT METHODS OF GAINI
18、NG MARKET SHARE OR GROWING REVENUE.ADVANCES IN TECHNOLOGY,SUCH AS THE WEB,WIRELESS DEVICES AND BROADBAND COMMUNICATIONS,ARE REWRITING THE RULES OF THE GAME IN INCREASINGLY RAPID CYCLES.AND,YOUR CUSTOMERS HOLD MOREPOWER THAN EVER WITH MORE INFORMATION,MORE CHOICES AND HIGHER EXPECTATIONS.,ONE THING T
19、HAT HASNT CHANGED IS THE PRESSURE TO RETURN VALUE TO SHAREHOLDERS TO ENTER AND WINNEW MARKETS,INCREASE PROTABILITY AND CUT COSTS.IN AN ENVIRONMENT WHERE THE“LOW-HANGINGFRUIT”HAS LONG SINCE BEEN PICKED CLEAN,YOUR ORGANIZATION HAS TO CONTINUALLY ND NEW WAYS TOSURVIVE AND GROW.THE ONLY WAY TO ACCOMPLIS
20、H THIS GOAL IS TO SCRUTINIZE EVERY FACET OF THE ENTER-PRISE AND DETERMINE HOW EACH FUNCTION CAN BE OPTIMIZED TO WORK SMARTER,RESPOND FASTER TO NEWCHALLENGES AND CONTRIBUTE TO YOUR ORGANIZATIONS MOST CRITICAL OBJECTIVES.,WHAT DOES IT MEAN TO WORK SMARTER?IT MEANS:,DEVELOPING A THOROUGH UNDERSTANDING
21、OF YOUR SUPPLIERS WHO THEY ARE AND WHAT YOU AREPURCHASING FROM EACH ONE TO NEGOTIATE BETTER CONTRACTS,STREAMLINE THE SUPPLY CHAIN ANDMINIMIZE RISK.,MEASURING IT SERVICE DELIVERY LEVELS TO ENSURE THAT YOUR SCARCE IT RESOURCES ARE DEPLOYED AS,EFFECTIVELY AS POSSIBLE TO SUPPORT BUSINESS STRATEGIES.,EVA
22、LUATING NANCIAL PERFORMANCE,REGULATORY COMPLIANCE AND EXPOSURE TO NANCIAL RISK TOCREATE FUTURE VALUE FOR YOUR ORGANIZATION RATHER THAN SIMPLY MAKING SENSE OF WHAT HAPPENED INTHE PAST.,UNDERSTANDING HOW YOUR HR POLICIES AND DECISIONS CAN ENSURE THAT HUMAN CAPITAL IS ALIGNED,WITH YOUR ORGANIZATIONS ST
23、RATEGIC OBJECTIVES.,PREDICTING CHANGES IN PROCESS,PRODUCT AND EQUIPMENT PERFORMANCE TO BETTER ALIGN MONITOR-,ING,CONTROL AND IMPROVEMENT ACTIONS.,PERHAPS MOST IMPORTANTLY FOR ORGANIZATIONS IN THE PRIVATE SECTOR,WORKING SMARTER MEANS DEVEL-OPING A DEEP UNDERSTANDING OF YOUR CUSTOMERS,SO YOU CAN DEVIS
24、E EFFECTIVE STRATEGIES TO RETAINTHEM,CROSS-SELL TO THEM AND MAKE THE MOST EFFECTIVE USE OF ALL AVAILABLE MARKETING CHANNELS.IN FACT,THE TRUE DIFFERENTIATOR FOR ANY COMPANY TRYING TO SEPARATE ITSELF FROM THE COMPETITIVE PACKIS ITS ABILITY TO CONSTRUCT A SINGLE VIEW OF EACH CUSTOMER.USING PUZZLE PIECE
25、S OBTAINED AT EACHPOINT OF CUSTOMER CONTACT,THE INTELLIGENT ENTERPRISE CAN PREDICT HOW CUSTOMERS WILL RESPOND TOOFFERS AND DETERMINE HOW TO FOCUS ORGANIZATIONAL RESOURCES TO DELIVER GREATER CUSTOMER VALUE.,TODAY IT IS ONLY THROUGH PRACTICES LIKE THESE UNDERSTANDING THE DRIVERS OF SUCCESS IN ALL FACE
26、TSOF YOUR ORGANIZATION,ANTICIPATING THE IMPACT OF CHANGES IN KEY VARIABLES AND MEASURING PROG-,2,2,HOW TO SELECT A BI VENDOR,RESS TOWARD BOTH DIVISIONAL AND ENTERPRISE OBJECTIVES THAT YOU CAN CONSISTENTLY DELIVER THEVALUE THAT STAKEHOLDERS DEMAND.AND IT IS ONLY THROUGH INTELLIGENCE THAT YOUR ORGANIZ
27、ATION CANSUCCESSFULLY INCORPORATE THOSE PRACTICES INTO THE WAY YOU DO BUSINESS,ACHIEVING AN OVERALLSTRATEGIC VISION.,BUSINESS INTELLIGENCE AS A STRATEGIC ASSET,UNFORTUNATELY FOR MANY ENTERPRISES,SOFTWARE INVESTMENTS ARE NOT ALIGNED WITH BUSINESS OB-JECTIVES NOR ACCORDING TO THEIR POTENTIAL FOR RETUR
28、NING BOTTOM-LINE VALUE.SAS HAS FOUND THAT ATYPICAL ENTERPRISE SPENDS 90 PERCENT OF ITS SOFTWARE BUDGET ON OPERATIONAL AND TRANSACTIONALSOFTWARE AND A MERE 5 PERCENT ON SOFTWARE THAT ACTUALLY HELPS THEM UNDERSTAND ALL THAT DATA.EFFECTIVELY,THIS MEANS THE ORGANIZATION FOCUSES INWARDLY ON PROCESSING IN
29、FORMATION,RATHER THANON LEARNING FROM THE DATA TO CREATE COMPETITIVE ADVANTAGE IN THE MARKET.,OPERATIONAL SYSTEMS SUCH AS ERP AND FRONT-OFCE CRM(CUSTOMER RELATIONSHIP MANAGEMENT)SYSTEMS HAVE BEEN SEEN UNIVERSALLY AS“MUST HAVES,”BUT FOR COMPANIES SEEKING TO SECURE ASUSTAINABLE COMPETITIVE ADVANTAGE I
30、N TODAYS UNFORGIVING MARKETPLACE,BUSINESS INTELLIGENCENOW FALLS INTO THAT“MUST HAVE”CATEGORY AS WELL.PRESSURED TO SHOW GREATER QUANTIABLE ANDSTRATEGIC VALUE FROM IT INVESTMENTS,MORE COMPANIES THAN EVER ARE TURNING TO BUSINESS INTELLI-GENCE TO DRIVE RETURN ON INVESTMENT(ROI)FROM ERP AND OPERATIONAL I
31、MPLEMENTATIONS BY UNLOCK-ING THE WEALTH OF INFORMATION STORED IN THESE SYSTEMS.,EVEN IN A DOWN ECONOMY,COMPANIES HAVE LEARNED THAT IT DOESNT MAKE SENSE TO WITHHOLD IN-VESTMENT IN AREAS THAT ARE GOING TO SHOW POSITIVE AND RAPID ROI.AND,ALTHOUGH OVERALL IT SPEND-ING HAS BEEN AT,THE WORLDWIDE BUSINESS
32、ANALYTICS SOFTWARE MARKET CONTINUES TO GROW,REACHING$13 BILLION IN 2003,AND IS EXPECTED TO EXPAND AT AN EVEN FASTER RATE OVER THE NEXT VE YEARS(SOURCE:IDC,DOC#31837).,FOR ENTERPRISES SEEKING TO WORK SMARTER,THERE ARE,HOWEVER,SOME HIDDEN DANGERS IN THISGROWTH TREND.,2“WORLDWIDE BUSINESS ANALYTICS SOF
33、TWARE FORECAST 2004-2008 AND 2003 VENDOR SHARES”(IDC,DOC#31837),3,HOW TO SELECT A BI VENDOR,THE STAKES ARE HIGH AND SO IS THE HYPE,AS THE BUSINESS ANALYTICS MARKET BEGAN TO LOOK LUCRATIVE,PARTICULARLY RELATIVE TO OTHER MORESTAGNANT SECTORS OF THE IT MARKET,MANY SOFTWARE VENDORS STARTED TO SCRAMBLE F
34、OR SOME OF THATREVENUE GROWTH,WHETHER OR NOT THEY HAD THE TECHNOLOGY TO BACK UP THEIR MARKETING HYPE.WITHPRACTICALLY EVERY VENDOR CLAIMING TO BE“THE MARKET LEADER,”ITS NO WONDER THAT DECISION MAK-ERS QUESTION WHICH VENDORS CAN ACTUALLY DELIVER ON THE CLAIMS AND PROMISES THEY MAKE.,THE STAKES IN CHOO
35、SING THE RIGHT BI VENDOR ARE HIGH.THE COST OF INCOMPLETE,INEFFICIENTLY GENER-ATED INTELLIGENCE IS ASTRONOMICAL NOT ONLY IN MISSED REVENUE OPPORTUNITIES,BUT ALSO IN REALCASH OUTLAYS.ORGANIZATIONS HAVE WASTED GREAT SUMS ON NICHE SOFTWARE PRODUCTS AND INCOMPAT-IBLE APPLICATIONS THAT:,ARE HUGELY EXPENSI
36、VE TO INTEGRATE AND MAINTAIN.DONT PROVIDE ONE CONSISTENT VERSION OF THE TRUTH.LEAVE DECISION MAKERS DOUBTFUL OF THEIR OUTPUT.,SO HOW CAN YOU SEPARATE HYPE FROM REALITY?YOU HAVE EVERY RIGHT TO BE CYNICAL AND EVERY RIGHTTO EXPECT OBJECTIVE VALIDATION OF VENDOR CLAIMS.YOU MIGHT EVEN BE ASKING,“WHY SHOU
37、LD I BELIEVEWHAT SAS HAS TO SAY ABOUT SELECTING A BI VENDOR?”,THE ANSWER IS THAT SAS MEASURES UP ON EVALUATION CRITERIA WHERE THE COMPETITION WILL INCH.IN ASURVEY OF 2,000 SAS USERS AT THE 2003 ANNUAL INTERNATIONAL SAS USER CONFERENCE,MORE THAN 95PERCENT OF RESPONDENTS SAID THAT RETURN ON THEIR SAS
38、SOFTWARE INVESTMENT MET OR EXCEEDED THEIREXPECTATIONS.,SO WE HAVE NOTHING TO LOSE BY OFFERING YOU A CLEAR FRAMEWORK THAT YOU CAN USE TO EVALUATE ANYBI VENDOR ON CRITERIA THAT ARE CRUCIAL TO THE SUCCESS OF YOUR IMPLEMENTATION.THIS EVALUATIONFRAMEWORK ADDRESSES THREE CATEGORIES,EACH WITH TWO DIMENSION
39、S:TECHNOLOGY,DOES THE VENDOR OFFER A TRULY COMPREHENSIVE BI PLATFORM OR JUST A POINT SOLUTION?DOES THE VENDOR OFFER TRUE ANALYTICS OR JUST QUERY AND REPORTING CAPABILITIES?,ALIGNMENT WITH CUSTOMER NEEDS,DOES THE SOLUTION DELIVER INTELLIGENCE ACROSS ALL FUNCTIONAL AREAS AND ORGANIZATIONAL LEVELS?WHAT
40、 IS THE VENDORS COMMITMENT TO CUSTOMER SUPPORT?,CORPORATE STABILITY AND SCOPE,DOES THE VENDOR OFFER BOTH GLOBAL REACH AND LOCAL PRESENCE?,WHAT IS THE VENDORS TRACK RECORD OF FINANCIAL VIABILITY AND LONGEVITY?,IN THE PAGES THAT FOLLOW,WELL DENE EACH OF THE SIX DIMENSIONS WITHIN THESE KEY CATEGORIES,S
41、HOW WHY THEYRE IMPORTANT IN SELECTING A BI VENDOR,DELIVER JUST THE FACTS ABOUT HOW SAS MEA-SURES UP ON THAT DIMENSION,PROVIDE A SNAPSHOT OF THE COMPETITIVE SCENE AND OFFER THIRD-PARTYVALIDATION THAT WE ARE WHAT WE SAY WE ARE.,4,Figure 1:Six key dimensions to consider when selecting,HOW TO SELECT A B
42、I VENDORComprehensiveBI PlatformOrganizationalReachAdvancedAnalyticsCustomerCommitmentCorporate Strength&StabilityGlobal Reach&Local Presence,FIGURE 1:SIX KEY DIMENSIONS TO CONSIDER WHEN SELECTING A BI VENDOR.,a BI vendor.,5,SM,HOW TO SELECT A BI VENDOR,BI VENDOR SELECTION CRITERIA TECHNOLOGY,CATEGO
43、RY#1:COMPREHENSIVE BUSINESS INTELLIGENCE PLATFORM,WHAT IS A COMPREHENSIVE BI PLATFORM?,AS OPPOSED TO A POINT SOLUTION OR PACKAGED APPLICATION,A COMPREHENSIVE ENTERPRISE BI PLATFORMPROVIDES A COMPLETE,INTEGRATED,SCALABLE FRAMEWORK FOR IDENTIFYING AND COLLECTING ORGANIZATIONALDATA,AND FOR CONVERTING D
44、ATA INTO ACCURATELY,TIMELY BUSINESS INTELLIGENCE.BY DENITION,AN END-TO-END BI PLATFORM INCLUDES ELEMENTS FOR PLANNING,ETL(EXTRACTION,TRANSFORMATION AND LOADING),INTELLIGENT STORAGE,QUERY AND REPORTING,AND ADVANCED ANALYTICS.,WHY YOU SHOULD CARE,TRUE BUSINESS INSIGHT IS ABOUT MORE THAN MAKING SMART I
45、NVESTMENTS IN INDIVIDUAL TECHNOLOGIES.ITS ABOUT WHAT HAPPENS WHEN THOSE INDIVIDUAL TECHNOLOGY AREAS COME TOGETHER INTO A SYNERGIS-TIC SYSTEM.BI SUCCESS DOESNT JUST HAPPEN AT THE APPLICATION LAYER.IT DEPENDS ON A CHAIN OF AP-PLICATIONS AND TECHNOLOGIES WORKING TOGETHER FROM A COMMON DATA FOUNDATION T
46、O CREATE A SINGLE,VERIABLE VERSION OF THE TRUTH.,DELIVER MORE THAN THE SUM OF PARTS.A COMPREHENSIVE BI PLATFORM INTEGRATES INDIVIDUAL TECH-NOLOGY COMPONENTS INTO A SINGLE SYNERGISTIC SYSTEM.INFORMATION OW CAN THEN TRANSCEND FUNC-TIONAL SILOS,ORGANIZATIONAL BOUNDARIES,COMPUTING PLATFORMS AND SPECIALI
47、ZED TOOLS.DECISIONSCAN BE MADE RAPIDLY,WITH FULL KNOWLEDGE OF UNDERLYING CONTEXT AND HIDDEN INTERDEPENDENCIES.,PROVIDE THE FOUNDATION FOR RELIABLE INTELLIGENCE.IN A 2003 SURVEY OF 2,000 ACTIVE SAS USERS,99 PERCENT SAID ACCURATE DATA WAS ESSENTIAL OR IMPORTANT FOR DELIVERING ROI FROM THEIR BI APPLI-C
48、ATIONS(AND 91 PERCENT SAID SAS DATA ACCESS AND INTEGRATION CAPABILITIES WERE ESSENTIAL OR IM-PORTANT CRITERIA IN CHOOSING SAS AS THEIR BI VENDOR).IF A STAND-ALONE PRODUCT IS THE CORNERSTONEOF YOUR BI FRAMEWORK,THERES ALWAYS THE DANGER OF BEING UNABLE TO MEET FUTURE NEEDS BECAUSEOF SHORTCOMINGS IN ES
49、SENTIAL DATA FOUNDATION ELEMENTS AND CROSS-PLATFORM DATA INTEGRATION.,STREAMLINE THE IT PORTFOLIO,An April 2003 META Group METAspectrum vendor evaluation recommends that BI architec-tures be centered around vendors that can deliver comprehensive suites,making it easier for or-,3,ganizations to stand
50、ardize on BI tools and meet future demands.With every vendor you add tothe equation,you add an element of uncertainty and integration complexity a potential“weak-est link”that could break the chain,should that vendor change directions or disappear.,3“BUSINESS INTELLIGENCE TOOLS AND PLATFORM MARKET M
