| IT ARTICLES for free crm analysis
|
|
16 to 30 of 263 results for "free crm analysis"
|
|
|
|
| 16. |
29%-[CRM] Will A Big Fish's Splash Cause Minnows' Flush Out Of The CRM Pond? (5 Pages)
by P.J. Jakovljevic
Mar 10, 2003 Abstract : While Microsoft’s zeal to deliver a market-ready CRM product may speak to the CRM market’s attractiveness, Applix’ exit may, on the other hand, indicate that the niche CRM vendors without a clear differentiating value proposition have not much to look for there in the long run.
|
17. |
29%-[CRM] CRM and Technological Solutions: Be the Customer (4 Pages)
by Randy Garland
Jun 22, 2002 Abstract : In CRM, and now e-CRM, its not about the technology, but about focusing on the locus of importance around which CRM applications grew; namely, the customer. Ignore him at your peril.
|
18. |
29%-[CRM] The Lexicon of CRM - Part 2: From J to Q ( Pages)
by Randy Garland
Oct 19, 2001 Abstract : C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM.
|
| 19. |
29%-[CRM] The Lexicon of CRM - Part 1: From A to I (7 Pages)
by Randy Garland
Oct 12, 2001 Abstract : C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, is the Lexicon of CRM.
|
20. |
22%-[CRM] 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.
|
21. |
22%-[CRM] Marquee Vendors Partner for Deepening Inherent CRM and BI Links (3 Pages)
by P.J. Jakovljevic
Aug 17, 2005 Abstract : Despite the logic behind combining customer relationship management (CRM) and business intelligence (BI) elements, the implementation of marketing automation (MA) has been stunted by slow markets, and pessimistic investors. Vendors in CRM and BI are building alliances in order to gain market share and illustrate the value of MA.
|
| 22. |
22%-[CRM] 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.
|
23. |
22%-[CRM] A Spoonful of SugarCRM Case Study and Review of an Open Source CRM Solution (5 Pages)
by J. Chalifour
Nov 30, 2004 Abstract : SugarCRM is a rapidly growing open source CRM company with solutions that appeal to a community of enthusiastic users. This study, based on a client who selected the Sugar Sales Professional CRM solution, compares product functionality to the competition and highlights some of SugarCRM’s open source business practices.
|
24. |
22%-[CRM] CRM: Creating a Credible Business Case and Positioning It with the CEO Part Two: Linking CRM with Organizational Direction (6 Pages)
by Glen Petersen
Nov 9, 2004 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.
|
| 25. |
22%-[CRM] CRM: What Is It and Why Do It? Part One: Historical Background (5 Pages)
by Glen Petersen
Nov 8, 2004 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 an end user organization should invest significant resources to pursue such an initiative.
|
26. |
22%-[CRM] 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.
|
27. |
22%-[CRM] 'Best' of the Three CRM Solutions (3 Pages)
by Kevin Ramesan and Katarina Novatzki
Aug 5, 2004 Abstract : In 2004, Best Software acquired ACCPAC through its parent company The Sage Group plc and has now released a new version of its CRM product: SalesLogix 6.2. Their objective is clearly to gain as much market share as possible in the growing small and medium sized enterprise market (SME). Acquiring additional market share is a clear objective when competing in a target market that houses players such as Microsoft CRM, Salesforce.com and the mid-sized Siebel offering. It will be interesting to watch how Best Software will position its new 'trio' product lines ACT, ACCPAC, and SalesLogix on the battleground.
|
| 28. |
22%-[Crm, Analysis] CRM ROI: Creating a Business Case (5 Pages)
by Tom Pisello
Jul 23, 2004 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.
|
29. |
22%-[CRM] The Importance of Server Robustness in CRM (3 Pages)
by Mukhles Zaman
Jun 15, 2004 Abstract : In today's software frenzy and with the increasing demand for applications that provide maximum return on investment, many companies have failed to focus on subjects like reliability, downtime, and scalability. Since 1991, Touchtone Corporation has devoted its efforts to developing and maintaining a client/server customer relationship management (CRM) application and has equipped more than 750 IBM AS/400 and iSeries customers with its native OS/400 CRM solution.
|
30. |
22%-[CRM] Comparison of ERP and CRM Markets' Life cycle Snapshots (5 Pages)
by P.J. Jakovljevic
Jan 31, 2004 Abstract : Today's enterprise applications are required as a matter of course to address more than the processes taking place within the walls of an enterprise. Almost all traditional ERP vendors (small and big alike) had to experience a wake-up call and have long been trying to expand their product offering in tune with the ever-changing trends and requirements of the new collaborative economy. The need for providing a full, comprehensive CRM suite rather than an individual solution or a bundle of point solutions for each distinct CRM area remains firm, and will urge further market consolidation.
|
|
See vendors |
See products
|
|
|
In short, we've fashioned a customer-centered decision-making process that has quickly
become the industry standard by making third party analyzed data readily available on
the Internet. IT decision makers and software solution providers alike have grown to
rely on us for our unbiased and accurate assessment of the leading software product's
features and functionalities relative to their needs including crm.
TEC's
business is predicated on the fact that every year, in excess of 100 billion dollars are
lost due to IT projects that fail as a result of poor planning and selection. With the
vast majority of these failures and cost overruns, attributed to projects not implemented,
our mission is simple. To provide IT decision makers and advisors with ready and affordable
access to the advanced tools and expertise they require. To this end, we have spent years
developing what has been deemed and aptly described by the industry as "the Rolls Royce of decision support tools". We
deliver concise reports on crm.
TEC was coined "the Rolls-Royce of decision support tools" by ZDNet
Q: What is a Knowledge Base?
A: A Knowledge Base is a repository of information created by
intense research gathering, and organized in a comprehensive
Decision Hierarchy. Our Knowledge Bases are created with the intent
of covering all aspects of the evaluation in question including crm - not just features
and functionality. Storing vendor data in a Decision Hierarchy
allows us to effectively organize business needs and lets the users
focus on their priorities at the level of detail of their choosing.
In addition to an organized view of all aspects in their evaluation
- a Knowledge Base permits the storage of notes, comments, and other
relevant information at each level of the Decision Hierarchy. It
encompasses all of the vendor information, ratings, and is also where
your personalized priorities are stored. We are also building archives
on crm.
|
|
|
|
|