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To stay competitive, software vendors have found they must offer fully integrated Planning for Value solutions, not just applications that address one or two links in the chain.
Until recently, “integrated” was not a word associated with software for the Planning for Value cycle. “Fragmented” was closer to the mark.
Companies had to cobble together different solutions for each element of the framework — strategic planning and evaluation, budgeting and forecasting, target-setting and performance management. Each had to be addressed individually.
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