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Documents related to » build customer loyalty


Listen and Learn: Improving Operations by Using Customer Feedback
Listen and Learn: Improving Operations by Using Customer Feedback. Templates and Other Computer Software to Use In Your Dynamic System in relation to Improving Operations by Using Customer Feedback. Customer service means being aware of needs, problems, and fears. Studies have shown that the cost of acquiring a customer is seven to ten times that of retaining a current customer. And according to The Harvard School of Business, even a 5 percent improvement in customer retention can boost profits up to 85 percent. How do companies retain a loyal and consistent customer base? They listen, learn, and adapt—find out more.

BUILD CUSTOMER LOYALTY: Listen and Learn: Improving Operations by Using Customer Feedback Listen and Learn: Improving Operations by Using Customer Feedback Source: Mindshare Technologies Document Type: White Paper Description: Customer service means being aware of needs, problems, and fears. Studies have shown that the cost of acquiring a customer is seven to ten times that of retaining a current customer. And according to The Harvard School of Business, even a 5 percent improvement in customer retention can boost profits up to
8/3/2009 3:22:00 PM

Good Customer Service Is Simple
Most companies salute good customer service as a key objective. But in its simplest form, what is good customer service? Outstanding customer service is a competitive advantage. Most companies salute good customer service as a key objective. But in its simplest form, what is good customer service? Olin Thompson lays down some basic requirements for businesses and explains the role of business processes in supporting good customer service.

BUILD CUSTOMER LOYALTY: is an opportunity to build or tear down customer satisfaction. If you say you are going to deliver at 10:00 AM, be at the dock at 10:00 AM. If you say you will call at 3:00 PM, call at 3:00 PM. If you interviewed a large segment of your customers about their expectations, you would get a wide variety of responses. Reducing their expectations to a few basic issues, you would do well to abide by the following requirements: Be Dependable —Being dependable means being consistent. Your customer has to be
11/26/2010 8:44:00 AM

Customer Data Integration: A Primer
Customer data integration (CDI) involves consolidation of customer information for a centralized view of the customer experience. Implementing CDI within a customer relationship management initiative can help provide organizations with a successful framework to manage data on a continuous basis.

BUILD CUSTOMER LOYALTY: CDI enables organizations to build a centralized customer data store, and to manage that process. Specialized considerations should be taken into account when implementing a CDI solution versus an overall data integration initiative. Key components to identify and match with vendor functionality are data cleansing and standardization, data profiling, and data mapping. These factors, when combined, allow data quality to increase and to be managed over time. Organizations looking to implement a CDI
9/11/2009

SAP Announces SAP 360 Customer » The TEC Blog
SAP Announces SAP 360 Customer » The TEC Blog TEC Blog     TEC Home     About TEC     Contact Us     About the Bloggers     Follow TEC on Twitter    RSS   Discussing Enterprise Software and Selection --> Fast, Accurate Software Evaluations TEC helps enterprises evaluate and select software solutions that meet their exacting needs by empowering purchasers with the tools, research, and expertise to make an ideal decision. Your software selection starts here. Learn more about TEC s

BUILD CUSTOMER LOYALTY: CRM, customer experience, customer experience platform, industry watch, SAP, sap 360 customer, SAP CRM, sap hana, TEC, Technology Evaluation, Technology Evaluation Centers, Technology Evaluation Centers Inc., blog, analyst, enterprise software, decision support.
14-11-2012

The Quaker Oats Company: A CHAMPS Customer Profile
Quaker Oats has been an icon in Cedar Rapids, Iowa (US) since 1901. In 1979, Quaker sought a system for the storeroom function and purchasing department, and selected CHAMPS. In 1991, the company implemented the CHAMPS maintenance management functionality. Its internal team interfaced CHAMPS with the existing accounts payable system, for seamless data transfer between the maintenance and accounting departments.

BUILD CUSTOMER LOYALTY: The Quaker Oats Company: A CHAMPS Customer Profile The Quaker Oats Company: A CHAMPS Customer Profile Source: CHAMPS Software, Inc. Document Type: Case Study Description: Quaker Oats has been an icon in Cedar Rapids, Iowa (US) since 1901. In 1979, Quaker sought a system for the storeroom function and purchasing department, and selected CHAMPS. In 1991, the company implemented the CHAMPS maintenance management functionality. Its internal team interfaced CHAMPS with the existing accounts payable system, for
11/6/2006 9:46:00 AM

Momentum Webcast: Customer Relationship Management: Secrets to CRM Success
Momentum Webcast: Customer Relationship Management: Secrets to CRM Success

BUILD CUSTOMER LOYALTY: Momentum Webcast: Customer Relationship Management: Secrets to CRM Success Momentum Webcast: Customer Relationship Management: Secrets to CRM Success Source: Microsoft Document Type: Web Cast Description: Momentum Webcast: Customer Relationship Management: Secrets to CRM Success Momentum Webcast: Customer Relationship Management: Secrets to CRM Success style= border-width:0px; />   comments powered by Disqus Source: Microsoft Learn more about Microsoft Readers who downloaded this web cast also read
8/15/2008 3:54:00 PM

Customer Profile: Transplace
As a Lean Six Sigma service company, third-party logistics (3PL) provider Transplace emphasizes eliminating waste, simplifying processes, and demonstrating continuous improvement. Those values were on display when the company replaced a host of manual document management processes with a modern workflow solution. Learn how that new solution helped Transplace streamline operations and better serve customers.

BUILD CUSTOMER LOYALTY: Customer Profile: Transplace Customer Profile: Transplace Source: BP Logix, Inc Document Type: Case Study Description: As a Lean Six Sigma service company, third-party logistics (3PL) provider Transplace emphasizes eliminating waste, simplifying processes, and demonstrating continuous improvement. Those values were on display when the company replaced a host of manual document management processes with a modern workflow solution. Learn how that new solution helped Transplace streamline operations and
3/23/2010 11:45:00 AM

Vendor Viability (Size) vs. Customer Intimacy » The TEC Blog
Vendor Viability (Size) vs. Customer Intimacy » The TEC Blog TEC Blog     TEC Home     About TEC     Contact Us     About the Bloggers     Follow TEC on Twitter    RSS   Discussing Enterprise Software and Selection --> Fast, Accurate Software Evaluations TEC helps enterprises evaluate and select software solutions that meet their exacting needs by empowering purchasers with the tools, research, and expertise to make an ideal decision. Your software selection starts here. Learn more

BUILD CUSTOMER LOYALTY: configurator, customer intimacy, ERP, on demand, open source, OpenMFG, SaaS, Software Selection, vendor size, vendor viability, Webcom Inc., xTuple, TEC, Technology Evaluation, Technology Evaluation Centers, Technology Evaluation Centers Inc., blog, analyst, enterprise software, decision support.
07-11-2007

Maximizing Customer Intimacy by Integrating Data
Retail departments enticed by software which promises to make them better and more accurate often fail to consider that they will need constant input and output of data in order for the software to work effectively. To improve the customer experience, a retail organization needs to fashion itself into an integrated enterprise that relies on a single database. But how?

BUILD CUSTOMER LOYALTY: Maximizing Customer Intimacy by Integrating Data Maximizing Customer Intimacy by Integrating Data Source: Celerant Technology Corp. Document Type: White Paper Description: Retail departments enticed by software which promises to make them better and more accurate often fail to consider that they will need constant input and output of data in order for the software to work effectively. To improve the customer experience, a retail organization needs to fashion itself into an integrated enterprise that
5/11/2006 12:32:00 PM

Customer Communication: Managing the Digital Deluge
As with all things, there’s a good side and a bad side—the Internet is no different. Although it improves communication between businesses and customers, it can also overwhelm customers that are bombarded with marketing e-mails on a daily basis. Customers want more convenient contact channels. Smart companies understand this and are responding by adopting a multichannel approach to customer relationship management (CRM).

BUILD CUSTOMER LOYALTY: Customer Communication: Managing the Digital Deluge Customer Communication: Managing the Digital Deluge Source: RightNow Technologies Document Type: White Paper Description: As with all things, there’s a good side and a bad side—the Internet is no different. Although it improves communication between businesses and customers, it can also overwhelm customers that are bombarded with marketing e-mails on a daily basis. Customers want more convenient contact channels. Smart companies understand this and
11/1/2007 4:01:00 PM

Improve Profitability with Customer Intelligence
The white paper improving your customer life cycle management shows how small and midsized businesses can enjoy virtually seamless front-to-back-of...

BUILD CUSTOMER LOYALTY: Improve Profitability with Customer Intelligence Improve Profitability with Customer Intelligence If your front office isn t communicating effectively with your back office, chances are it s creating blind spots that are costing you money. And this is an extremely common problem. Research has shown that many CRM systems provide inadequate front-to-back-office integration. The result is customer data that cannot be shared effectively, and business processes that are prone to errors, delays, and
7/9/2009


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