| 11. |
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
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| 12. |
What CRM Should Have Taught IT (although not getting the message is not entirely IT's fault) (5 Pages)
by Dick Lee/Caribou Lake
May 1, 2003
Abstract : IT hasn't properly supported CRM because it hasn't understood either its importance or its requirements. The advent of CRM exacerbated a serious, pre-existing condition, rather than CRM creating the condition. Bottom line-gathering business requirements for technology support should no longer be IT's problem. It's up to business to gather and communicate business requirements for technology support. And business-siders don’t need to understand technology to accomplish this, either, because this is 2003, not 1993.
Type: Article
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| 13. |
Cognos Unveils CRM Solution (3 Pages)
by M. Reed
Nov 6, 2000
Abstract : Cognos, one of the largest business intelligence and on-line analytical processing vendors, has announced an aggressive customer relationship management initiative to supply the extensive interactive reporting, analysis, and scorecarding functionality needed to leverage the data supplied by products like Clarify and Siebel. Cognos considers an effective CRM system to be a 'must-have' application in today’s click and mortar economy. In addition, they have joined the Siebel Alliance as a premier partner.
Type: Article
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| 14. |
CRM, Success, and Best Practices: A Wake Up Call Part One: Searching and Establishing the Business Parameters of CRM (7 Pages)
by Glen S. Petersen
Oct 21, 2004
Abstract : Customer relationship management is a sophisticated set of customer-facing tools; however, its technology has outpaced the management strategy used to implement it. Moreover, murky definitions and objectives have caused varying degrees of success and failure to emerge from the same initiative. Clearly defining the objective, implementing holistic best practices, and ensuring that senior management understands CRM as a business strategy can help maximize a CRM investment.
Type: Article
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| 15. |
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
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| 16. |
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
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| 17. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Feb 18, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
Type: Article
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| 18. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Dec 28, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
Type: Article
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| 19. |
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
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| 20. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Nov 23, 2006
Abstract : For a successful customer relationship management (CRM) implementation, the chief executive officer (CEO) must have an ongoing role in the process. The project implementer must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
Type: Article
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