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. |
CRM is Busting Out Of Its Britches: Operational, Analytical, and Collaborative CRM Are Born (3 Pages)
by Randy Garland
Aug 27, 2001
Abstract : Back in the early 90’s, ‘CRM’ wasn’t even a trendy acronym. You had a few players thinking beyond 'stovepipe' enterprise applications, but not much beyond. Fast forward to 2001. CRM has gotten fat, and the fatter it gets, it becomes more difficult to understand, more expensive to buy, more difficult to implement, and less likely to satisfy - either buyers of the software or their customers. Keep your eye on the ball: your customers, and your business.
Type: Article
|
| 3. |
PeopleSoft Completes Acquisition of Vantive; Vantive CRM Applications Integrate with PeopleSoft and Other ERP Systems (3 Pages)
by P.J. Jakovljevic
Jan 21, 2000
Abstract : On January 3, 2000 PeopleSoft Inc. announced it had completed its acquisition of The Vantive Corporation, the world's second-largest independent supplier of customer relationship management (CRM) solutions. The transaction was completed December 31, 1999 with the issuance of approximately 28 million shares of common stock and options to purchase common stock, and is anticipated to be accounted for as a pooling-of-interests. The acquisition of Vantive makes PeopleSoft the only enterprise software company offering a full suite of CRM products that integrate tightly with PeopleSoft and other major back-office applications.
Type: Article
|
| 4. |
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
|
| 5. |
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
|
| 6. |
Interelate: More on Tap Than Apps (3 Pages)
by L. Talarico
Sep 15, 2000
Abstract : Interelate, a customer intelligence ASP, recently announced partnerships with infrastructure service provider LoudCloud and CRM analytics vendor E.piphany. These partnerships complement Interelateﾒs analytics expertise to provide new analytical CRM service offerings that promise to provide more value to organizations than simply hosted applications, or 'apps on tap.'
Type: Article
|
| 7. |
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
|
| 8. |
CRM: Creating a Credible Business Case and Positioning It with the CEO Part Two: Linking CRM with Organizational Direction (6 Pages)
by Glen Petersen
Nov 9, 2004
Abstract : An effective business case must link CRM with achieving organizational objectives; but this step is just the beginning. Credibility implies that the document clearly delineates assumptions regarding cause and effect plus the mechanism that will be used to assess results and declare success.
Type: Article
|
| 9. |
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
|
| 10. |
Is J.D. Edwards's CRM 2.0 (With more than 200 Enhancements) Good News? (5 Pages)
by Kevin Ramesan
Apr 1, 2003
Abstract : When it comes to touting 200 product enhancements, what J.D. Edwards is saying is that ease of integration is important to mid-market companies because they have less flexibility for trial and error. J.D. Edwards's CRM implementation success through its existing customer base will testify to the reliability of its enterprise integration and what remains, is to verify the product's ability to fit verticals needs.
Type: Article
|
购物车 
