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Abstract:
Best Practices in Siebel CRM Performance Management: Monitor, Measure, and Manage the End-user Experience. Download Technology
Analysis White Papers In Relation To Best Practices in CRM Performance Management. Many frustrated executives find that despite
the fortune spent on managing servers, networks, an (...)
Excerpt related to
crm performance:
Best Practices in Siebel CRM Performance Management: Monitor, Measure, and Manage the End-user
Experience. Download Technology Analysis White Paper...
Published:
2010-03-11
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Abstract:
The latest customer relationship management solution from Microsoft, Dynamics CRM 4.0, is engineered to meet enterprise performance
and scalability requirements. Focusing on performance and scalability, application flexibility, and network configurability,
this CRM solution can help you keep costs under (...)
Excerpt related to
crm performance:
The latest customer relationship management solution from Microsoft, Dynamics CRM 4.0, is engineered to meet
enterprise performance and scalabilit... ...
Published:
2010-03-11
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Abstract:
I’m Larry Blitz, editor of TEC’s Vendor Showdown series. Today’s Showdown compares two popular mid-market CRM solutions,
Microsoft Dynamics CRM and NetSuite CRM+, head-to-head. I hope you find this showdown helpful and informative. I invite your
comments and questions at showdown@technologyevaluati (...)
Excerpt related to
crm performance:
I’m Larry Blitz, editor of TEC’s Vendor Showdown series. Today’s Showdown compares two popular mid-market CRM solutions, Microsoft
Dynamics CRM an...
Published:
2009-05-15
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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 de (...)
Excerpt related to
crm performance:
Customer relationship management is a sophisticated set of customer-facing tools; however, its technology has outpaced the
management strategy use...
Published:
2004-10-21
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Abstract:
Outmoded measures are being used to develop marketing strategies and allocate resources. Existing go to market models often
fail to consider the customer's total experience, and provides little information for planning. The solution is to reorient
performance metrics to become value-driven. (...)
Excerpt related to
crm performance:
Outmoded measures are being used to develop marketing strategies and allocate resources. Existing go to market models often
fail to consider the c...
Published:
2006-03-20
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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. (...)
Excerpt related to
crm performance:
For a successful customer relationship management (CRM) implementation, the chief executive officer (CEO) must have an ongoing
role in the process...
Published:
2006-11-23
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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. (...)
Excerpt related to
crm performance:
An effective business case must link CRM with achieving organizational objectives; but this step is just the beginning. Credibility
implies that t...
Published:
2004-11-09
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Abstract:
Understanding market drivers is key to managing customer behavior. To do this, organizations must state and qualify their
assumptions about the real drivers of sales performance. An improvement strategy can then be created, and with integrated
budgets, success metrics, etc. (...)
Excerpt related to
crm performance:
Understanding market drivers is key to managing customer behavior. To do this, organizations must state and qualify their
assumptions about the re...
Published:
2006-03-22
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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 dif (...)
Excerpt related to
crm performance:
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 mu...
Published:
2001-08-27
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Abstract:
Many consultants, vendors, and analysts today define CRM in terms of being a customer-centric business strategy that is enabled
by a set of applications that support customer-facing functions and management decision making. That may capture the essence
of what CRM is, but it does not begin to capture why (...)
Excerpt related to
crm performance:
Many consultants, vendors, and analysts today define CRM in terms of being a customer-centric business strategy that is enabled
by a set of applic...
Published:
2004-11-08
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Abstract:
To maximize the return on investment of a customer relationship management system, a new CRM best practices model should
be used. A point-based system, self-assessment model that emphasizes senior management leadership and the need to create a
culture consistent with CRM can lead to a deployment strategy (...)
Excerpt related to
crm performance:
To maximize the return on investment of a customer relationship management system, a new CRM best practices model should be
used. A point-based sy...
Published:
2004-10-22
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Abstract:
The arms race to marshal the most complete corporate performance management platform has intensified among major vendors.
Many have a comprehensive set of business intelligence (BI) functionality. (...)
Excerpt related to
crm performance:
The arms race to marshal the most complete corporate performance management platform has intensified among major vendors.
Many have a comprehensiv...
Published:
2005-07-13
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Abstract:
Companies need to implement serious yardstick work when seeking to evaluate CRM-software investments. This involves creating
a cost-benefit analysis, determining the tangible and intangible benefits, and the risks involved with CRM implementation. (...)
Excerpt related to
crm performance:
Companies need to implement serious yardstick work when seeking to evaluate CRM-software investments. This involves creating
a cost-benefit analys...
Published:
2004-07-23
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Abstract:
The new metrics of customer profitability, lifetime value, and wallet share are needed to supplement the traditional metrics
of market share and penetration. Typical functional components of marketing automation include customer data cleansing and
analysis tools, and campaign management systems. (...)
Excerpt related to
crm performance:
The new metrics of customer profitability, lifetime value, and wallet share are needed to supplement the traditional metrics
of market share and p...
Published:
2005-08-16
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Abstract:
P.J. Jakovljevic clarifies the market positioning of Sage's enterprise resource planning (ERP) and customer relationship management
(CRM) portfolios. Having developed an extraordinary customer experience (ECE) strategy—“Enrich, Connect, Grow”—Sage is firming
up its enterprise resource planning (ER (...)
Excerpt related to
crm performance:
PJ Jakovljevic clarifies the market positioning of Sage's enterprise resource planning (ERP) and customer relationship
management (CRM) portfolio...
Published:
2011-05-13
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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. (...)
Excerpt related to
crm performance:
Mid-sized companies have the agility of small businesses, and are resource-rich enough to handle CRM implementation. However,
without comprehensiv...
Published:
2005-02-14
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Abstract:
Providers of complex products, systems, and services should view quote-to-order (Q2O) systems as enablers that can improve
competitive advantage. At the same time, users should remember that Q2O solutions are not necessarily advantageous for all
manufacturing departments or businesses. (...)
Excerpt related to
crm performance:
Providers of complex products, systems, and services should view quote-to-order (Q2O) systems as enablers that can improve
competitive advantage. ...
Published:
2007-11-26
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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. (...)
Excerpt related to
crm performance:
Mid-sized companies have the agility of small businesses, and are resource-rich enough to handle CRM implementation. However,
without comprehensiv...
Published:
2005-02-14
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Abstract:
A customer relationship management (CRM) system's potential can be lost if the chief executive officer (CEO) doesn't play
a continuous role in its implementation—especially when it comes to pain management, the operational relevance of CRM, and
potential impediments. (...)
Excerpt related to
crm performance:
A customer relationship management (CRM) system's potential can be lost if the chief executive officer (CEO) doesn't
play a continuous role in its...
Published:
2006-11-24
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Abstract:
IFS arrived over five years ago on U.S. shores, with a Christmas-bag full of software components that run from the front-office
to back-office and back again. They’re here to play, to get recognized, and win some big Collaborative Commerce engagements.
We’ll see if they’ve got the stuff to do it. (...)
Excerpt related to
crm performance:
IFS arrived over five years ago on US shores, with a Christmas-bag full of software components that run from the front-office
to back-office and...
Published:
2001-10-22