| 71. |
Do You Know What are the 'Unintended Consequences' of Your CRM Project? (5 Pages)
by Jim Mercante
Mar 22, 2003
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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| 72. |
Besieged By The CRM Throne Aspirants, King Siebel Delivers 'The Magic No.7' Part 2: Market Impact (7 Pages)
by P.J. Jakovljevic
Dec 28, 2001
Abstract : Will the long awaited Siebel 7 product release help the until recently undisputed CRM leader withstand the pressure from ERP giants ﾖ SAP, Oracle and PeopleSoft?
Type: Article
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| 73. |
Sélection d'un logiciel CRM : Mieux vaut prévenir que guérir. Première partie : Le défi de la sélection. (3 Pages)
by Lou Talarico et Kevin Ramesan
Apr 18, 2003
Abstract : Depuis ces deux dernières années, il semble qu'il ne s'est pas passé une semaine sans que la presse ne relate l'échec d'un projet de gestion de la relation client (GRC, en anglais CRM pour Customer Relashionship Management). Plusieurs de ces articles ne manquent pas d'associer cet échec à l'absence ou à la faiblesse des objectifs d'affaires qui sous-tendent cette initiative CRM. Il est difficile de l'admettre, mais la majorité des projets ont ainsi échoué à cause de leur mauvaise procédure de sélection.
Type: Article
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| 74. |
CRM Application Users Are Key to Project Success (3 Pages)
by Kevin Ramesan
Oct 22, 2005
Abstract : For a customer relationship management implementation to be successful, consulting firms, vendors, and users must pay attention to user training and change management.
Type: Article
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| 75. |
CRM For Complex Manufacturers Revolves Around Configuration Software by P.J. Jakovljevic
Nov 8, 2002
Abstract : While pundits have been debating whether the configuration software deserves to be a CRM module on its own, it is certainly a part of the much broader CRM class of products, which typically includes front-office applications for sales force automation (SFA), marketing automation, and field service/call center management.
Type: Article
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| 76. |
Customer Relationship Management Strategies Part One: Changing Your Approach (3 Pages)
by Mike Holland and Trinh Abrell
Feb 14, 2005
Abstract : Mid-sized companies have the agility of small businesses, and are resource-rich enough to handle CRM implementation. However, without comprehensive planning, attainable objectives, metrics, and check points mid-sized companies will not realize success and full potential from their CRM system.
Type: Article
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| 77. |
CRM Testing Throughout Implementation (7 Pages)
by James Lyndsay
Oct 13, 2004
Abstract : In terms of strategic partnerships, the acquirer is responsible for judging how well customer relationship management (CRM) software will function on the equipment and at the site, and with staff, customers, and third-party applications. Acceptance testing involves three basic flavors: user acceptance, operational acceptance, and contractual acceptance. While it is not the only step involved when implementing a CRM system, testing is a fundamental way of finding information and will help you judge a system’s returns and pitfalls.
Type: Article
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| 78. |
CDC Software Wins the Pivotal Auction. Now What? Part Two: Market Impact (3 Pages)
by P.J. Jakovljevic
Feb 7, 2004
Abstract : Pivotal, had been feeling the competitive pressures coming from many directions. Despite many mid-market and niche CRM vendors' attempts to overcome these challenges, many will continue to struggle to avoid insolvency, while the luckier ones that have some attractive point solutions, such as partner relationship management (PRM) or portal solutions, will become the acquisition targets of large enterprise vendors gladly seeking to incorporate them.
Type: Article
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| 79. |
A CRM System Needs A Data Strategy (7 Pages)
by David McNamara
Jul 3, 2003
Abstract : A customer relationship management (CRM) system is inherently valuable for supporting customer acquisition and retention by gathering data from each contact with customers and prospects. Collecting data, however, cannot be isolated from a strategy for actually using that data. Here is an overview of how to evolve the focus of a data strategy to specifically suit both the acquisition and retention phases.
Type: Article
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| 80. |
CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure Part Two: Using A Knowledge Base To Reduce The Time, Risk And Cost Of A CRM Selection (6 Pages)
by Lou Talarico & Kevin Ramesan
Apr 19, 2003
Abstract : Using a knowledge base in the selection process can reduce the time, risk and cost of procuring technology. Well constructed knowledge bases that are used in a tested selection methodology reduce the RFI process from months to weeks, eliminate data quality issues and allow an apples to apples comparison of vendor offerings.
Type: Article
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