E-week (1 May 2006)

Like our award-winning print booklet, eWEEK, our information, research and know-how reviews consultant readers in making the easiest expertise judgements for his or her organisations. concentrating on e-business, communications and Internet-based structure, eWEEK.com permits readers to effectively review, installation and leverage new expertise recommendations for aggressive virtue. furthermore, eWEEK.com expands the scope of company expertise insurance via specific stories, technology-focused "centers" and sections dedicated to particular markets, together with Finance, future health Care, Retail and provide Chain. in contrast to different tech information websites, which depend upon twine companies for continuous insurance, nearly all of the tales offered on eWEEK.com are authored by way of eWEEK.com's journalists and editors in addition to through the print publication's stalwart employees. yet that is not all. the positioning leverages the facility of Ziff Davis Media to convey readers tales from our sister guides' websites besides.

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Some companies have already taken the realtime supply-chain plunge. , the healthcare services and IT provider. Working closely with VeriSign’s consulting service, McKesson recently deployed one of its industry’s first successful installations of EPC-class RFID technology at the item level, with product data moving from manufacturer to distributor to retailer. Another company making supply-chain improvements with real-time information is information technology supplier Dell Inc. The company has built a just-in-time global supply chain good enough to earn Dell the ranking of No.

EWEEK’s Editorial Board consists of Jason Brooks, Larry Dignan, Stan Gibson, David Morgenstern, Scot Petersen and Matthew Rothenberg. M AY 1 , 2 0 0 6 n e W E E K 35 W W W. I N F O R M AT I C A . C O M / E W E E K Congratulations! You just acquired your largest competitor. And over 2,000,000 customers YOU KNOW NOTHING about. Yo u N e e d D a t a I n t e g r a t i o n O ver eighty percent of Fortune 100 companies rely on Informatica to solve their data integration problems. Our data across your databases.

Before the breakup, AT&T was locked out of certain industries (like selling computers) and guaranteed a profit based on revenues and rate increases tied to expenses. Today, the industry is nothing like it was then. The RBOCs are unlike any other industry I am familiar with. They are required to make individual ports on their network equipment available to their competitors at a price dictated by a disinterested third party just so they can offer long-distance service, they are prevented from expanding into many new markets (a recent example would be cable TV), and they no longer enjoy monopoly status on home phone service—I can choose to opt out of wired phone service and have either VOIP provided over a cable modem or simply use my cellular phone at home.

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