1. |
CRM Evaluation Center
Nov 23, 2009
Today's usage of Decision Support Systems (DSS), combined with vetted CRM knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
|
| 2. |
Comparing On Demand Customer Relationship Management Service Alternatives (5 Pages)
by Jim Berkowitz
Dec 5, 2005
Abstract : Customer relationship management (CRM) functionality can fall into four categories: core functionality; non-core functionality; vertical, industry-specific features; and accounting-related features. When evaluating and selecting a CRM solution, enterprises must be aware of the potential issues associated with functions and features that are not part of core CRM functionality.
Type: Article
|
| 3. |
Will A Big Fish's Splash Cause Minnows' Flush Out Of The CRM Pond? (5 Pages)
by P.J. Jakovljevic
Mar 10, 2003
Abstract : While Microsoft’s zeal to deliver a market-ready CRM product may speak to the CRM market’s attractiveness, Applix’ exit may, on the other hand, indicate that the niche CRM vendors without a clear differentiating value proposition have not much to look for there in the long run.
Type: Article
|
| 4. |
Will A Big Fish's Splash Cause Minnows' Flush Out Of The CRM Pond? Part Two: Challenges and User Recommendations (5 Pages)
by P.J. Jakovljevic
Mar 11, 2003
Abstract : The ultimate success of Microsoft CRM will be judged by its follow-up releases. While Applix’ decision to abandon the CRM space and suddenly re-focus on BPM may be regarded as a not quite deliberate move, but rather as a sudden act of taking another plunge. Is the Applix move a harbinger of the future for smaller CRM vendors?
Type: Article
|
| 5. |
Customer Relationship Management: Evolution, Not Revolution (3 Pages)
by Jane Affleck
Sep 24, 2007
Abstract : Customer relationship management (CRM) can be a tool for positive change in businesses' operations. Or CRM canﾗunintentionallyﾗcause a host of problems, from lost employee time to lost customer data. But with the right information, implementing CRM allows evolution without the upset of revolution.
Type: Article
|
| 6. |
CRM: The Truth, The Whole Truth And Nothing But The Truth(For A Change) (7 Pages)
by Dick Lee/Caribou Lake
Feb 15, 2003
Abstract : Finding out the true facts about what makes CRM tick and how fast it circles the ROI clock—if it indeed reaches ROI-has long frustrated potential CRM implementers looking for answers. And getting good answers really matters, because their only alternative to being forewarned may be leaping into enterprise-wide, mega-bucks, change management-laden CRM implementations—and testing the depth of the water with both feet. For the first time, there are statistically-based, substantive answers to many questions about CRM.
Type: Article
|
| 7. |
Comparison of ERP and CRM Markets' Life cycle Snapshots (5 Pages)
by P.J. Jakovljevic
Jan 31, 2004
Abstract : Today's enterprise applications are required as a matter of course to address more than the processes taking place within the walls of an enterprise. Almost all traditional ERP vendors (small and big alike) had to experience a wake-up call and have long been trying to expand their product offering in tune with the ever-changing trends and requirements of the new collaborative economy. The need for providing a full, comprehensive CRM suite rather than an individual solution or a bundle of point solutions for each distinct CRM area remains firm, and will urge further market consolidation.
Type: Article
|
| 8. |
Professional Services Are Catching-up With CRM (4 Pages)
by Kevin Ramesan
May 28, 2003
Abstract : The CRM market is shifting. Instead of looking for an all-purpose and horizontal oriented CRM application, customers are seeking a more specialized and industry specific tool. From the larger organization to the smallest customers, CRM buyers are expecting their applications to follow their business model with limited need for customization. Interface Software, which is focused on the professional services market, is an example.
Type: Article
|
| 9. |
Integrating Customer Relationship Management through Software As A Service (3 Pages)
by Jim Berkowitz
Dec 6, 2005
Abstract : The customer relationship management (CRM) market is changing. Over half the market is served by small vendors. Fully integrated business suites like NetSuite standalone solutions like salesforce.com, are heeding the demand for software as a service, but they are approaching the market with very different market strategies.
Type: Article
|
| 10. |
Scala and Microsoft Become (Not So) Strange CRM Bedfellows Part Two: Market Impact Continued (4 Pages)
by P.J. Jakovljevic
Aug 29, 2003
Abstract : Microsoft's foray into the CRM arena has not been a bed of roses, despite its indisputably large marketing muscle and R&D investment, its strong channel, traditionally attractive pricing policies, and the aura and experience within the market segment. Microsoft CRM remains both a threat and an opportunity for the most nimble mid-market CRM vendors. Microsoft’s entry with CRM evangelism through an array of seminars nationwide has bolstered the market’s awareness of the need for CRM applications.
Type: Article
|
购物车 
