| 51. |
Difficult Conversations: Discussing CRM with Your CEO Part Two: Elements of the Discussion (5 Pages)
by Glen S. Petersen
Dec 29, 2005
Abstract : A CRM system's potential can be lost if the CEO doesn't play a continuous role in its implementation. By discussing pain management, the operational relevance of CRM, potential impediments, and how to expand business opportunity, one can build a case for the CEO's ongoing involvement.
Type: Article
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| 52. |
Difficult Conversations: Discussing CRM with Your CEO Part Two: Elements of the Discussion (8 Pages)
by Glen S. Petersen
Feb 19, 2005
Abstract : A CRM system's potential can be lost if the CEO doesn't play a continuous role in its implementation. By discussing pain management, the operational relevance of CRM, potential impediments, and how to expand business opportunity, one can build a case for the CEO's ongoing involvement.
Type: Article
|
| 53. |
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
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| 54. |
Microsoft Throws .NET At SMEs, With CRM As Bait (3 Pages)
by P.J. Jakovljevic, Louie Talarico
Mar 8, 2002
Abstract : While Microsoft might be honest today with its claims of staying away from the true enterprise-level CRM applications space, no one can be sure that its appetite will remain in check for very long.
Type: Article
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| 55. |
CRM Vendors Cash In On The Financial Services Industry (3 Pages)
by L. Talarico
Nov 2, 2000
Abstract : Last yearﾒs deregulation of the financial services industry changed the competitive pressures on banks, brokerages, and insurance companies. Firms in this industry have been forced to expand and reorganize their offerings around the customer rather than around products. This makes a perfect case for CRM, and leading vendors are enhancing their offerings to take advantage of the opportunities. Find out how Siebel, E.piphany, and Broadbase are staking their claim.
Type: Article
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| 56. |
A Customer Relationship Management Solution Aims To Cover all the Bases (6 Pages)
by Osman Baig and Shahid Hannan
Aug 17, 2006
Abstract : Surado Solutions aims to provide a complete customer relationship management suite. We'll analyze Surado CRM 5.0 from the perspectives of core functionality, its distinguishing factors, and the challenges users may face when considering the Surado solution.
Type: Article
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| 57. |
Siebel: Great Plans for Great Plains (3 Pages)
by L. Talarico
Oct 3, 2000
Abstract : Siebel and Great Plains recently announced plans to expand their partnership allowing Great Plains' VARs to sell Siebel's eBusiness Applications. This agreement will allow Great Plains partners to sell a wide range of enterprise applications to upper-midmarket organizations
Type: Article
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| 58. |
MicroStrategy Manages Your Customer Relationships And Its Own (3 Pages)
by L. Talarico
Dec 15, 2000
Abstract : MicroStrategy has recently added CRM applications to its offerings. The companyﾒs new CRM suite, eCRM7, will be generally available in December. MicroStrategy is also employing CRM concepts within its own organization to increase customer satisfaction.
Type: Article
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| 59. |
A Lexicon for Customer Relationship Management Success (6 Pages)
by Glen Petersen
Mar 8, 2006
Abstract : Despite technological advances, users are dissatisfied with customer relationship management (CRM) systems. Ambiguous terms do not provide the vocabulary for concrete action and measurable expectations. Thus, CRM is perceived to be about intangibles, and is approached with a let's-hope–for-the-best mentality.
Type: Article
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| 60. |
Do You Know What Are the 'Unintended Consequences' of Your CRM Project? (5 Pages)
by Jim Mercante
Nov 25, 2004
Abstract : CRM, in its most straightforward definition, mandates that a company harmonize between a product/brand view of its business and the all-important customer view. Many companies, hard as it is to believe, do not have a clear idea of who are their most profitable customers.
Type: Article
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