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IT ARTICLES for Customer Relationship Management
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1 to 15 of 597 results for "customer relationship management"
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 Top Ranked Article
30%-[Customer, Relationship, Management] 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.
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30%-[Customer, Relationship, Management] Comparing On Demand Customer Relationship Management Service Alternatives (5 Pages)
by Jim Berkowitz
Dec 5, 2005
Abstract : Customer relationship management (CRM) functionality can fall into four categories: core functionality; non-core functionality; vertical, industry-specific features; and accounting-related features. When evaluating and selecting a CRM solution, enterprises must be aware of the potential issues associated with functions and features that are not part of core CRM functionality.
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30%-[Customer, Relationship, Management] Comparing On Demand Customer Relationship Management Service Alternatives (5 Pages)
by Jim Berkowitz
Dec 5, 2005
Abstract : Customer relationship management (CRM) functionality can fall into four categories: core functionality; non-core functionality; vertical, industry-specific features; and accounting-related features. When evaluating and selecting a CRM solution, enterprises must be aware of the potential issues associated with functions and features that are not part of core CRM functionality.
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24%-[Customer, Relationship] Customer Relationship Management for IT Professionals (5 Pages)
by J. Dowling
Jan 17, 2001
Abstract : What makes a strong supplier/customer relationship? The bottom line is trust. However, trust needs to be earned through a series of conversations and commitments that have been met.
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22%-[Customer] Customer Relationship Management Strategies Part Four: Strategies and Case Study (5 Pages)
by Mike Holland and Trinh Abrell
Feb 17, 2005
Abstract : Creating specific CRM strategies means developing measurable goals and calculating your ROI to achieve them. These in addition to a technical framework, sales and marketing strategies, including Internet strategies, and customer satisfaction metrics will create a smooth running CRM machine in your company.
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22%-[Customer] Customer Relationship Management Strategies Part Three: Achieving and Maintaining the Competitive Edge (4 Pages)
by Mike Holland and Trinh Abrell
Feb 16, 2005
Abstract : Developing the competitive edge involves information gathering and communicating. Using a continuous feedback loop that incorporates sales, service, and customer satisfaction, will help you realize the benefits of a CRM system.
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22%-[Customer] Customer Relationship Management Strategies Part Two: Creating Your Strategy (6 Pages)
by Mike Holland and Trinh Abrell
Feb 15, 2005
Abstract : CRM system can increase your profits and build customer loyalty by streamlining your processes and provide better quality products and services. However, you first must be prepared to overcome lack of requirements, combat scope creep, and compensate for lack of skills.
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21%-[Customer] 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.
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12%-[Customer, Relationship, Management] PeopleSoft Revamps World for Its Mid-Market 'Express' Conquest Part Three: Strengths (3 Pages)
by P.J. Jakovljevic
Jul 28, 2004
Abstract : PeopleSoft's solutions within enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM), enterprise portals, business intelligence (BI), and supplier relationship management (SRM) functionality provide a wide scope of features, and very few smaller vendors can provide tightly integrated applications of this magnitude under one umbrella.
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11%-[Customer, Relationship, Management] CRM, Success, and Best Practices: A Wake Up Call Part Two: Modeling Success with Senior Management and CRM Culture (8 Pages)
by Glen S. Petersen
Oct 22, 2004
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 that is correlated with success. An interactive version of this assessment is included with this article.
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11%-[Customer, Relationship, Management] Interface Software Expands Its CRM Functionality (3 Pages)
by Kevin Ramesan
Aug 26, 2004
Abstract : Interface Software, a provider of relationship intelligence to professional services firms, introduces InterAction 5 with three additional modules aimed at facilitating collaborative work in both legal- and project-based environments. InterAction 5 reinforces Interface Software's customer relationship management offering in response to its customer requirements and work processes. Interface Software targets particularly accountants, financial services, law firms, and management consultants.
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9%-[Customer, Relationship, Management] CRM, Success, and Best Practices: A Wake Up Call Part One: Searching and Establishing the Business Parameters of CRM (7 Pages)
by Glen S. Petersen
Oct 21, 2004
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 defining the objective, implementing holistic best practices, and ensuring that senior management understands CRM as a business strategy can help maximize a CRM investment.
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9%-[Customer, Relationship, Management] SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part One: Event Summary (4 Pages)
by P.J. Jakovljevic
Sep 15, 2004
Abstract : SSA Global seems to be doing some proper thinking while continuing to acquire new software companies. Recent unification of its broadening collection of supply chain management (SCM) solutions under the SSA SCM brand and formation of a specialized Strategic Solutions division--which also includes other extended enterprise capabilities, such as customer relationship management (CRM), product lifecycle management ([PLM), and more—are both aimed at nurturing existing customers while attracting new prospects with products that exceed far beyond mere enterprise resource planning (ERP) capabilities.
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9%-[Customer, Relationship, Management] SAP - A Humble Giant From The Reality Land? Part 2: Expanding Functionality (5 Pages)
by P.J. Jakovljevic
Aug 1, 2001
Abstract : During its international e-business conference, SAPPHIRE, SAP displayed a bullish attitude, contradicting the current market malaise. SAP touts a multi-pronged answer to prevailing heterogeneous IT environments. The company is staking its future on five pillars - exchanges, portals and the three extended-ERP applications: customer relationship management (CRM), supply chain management (SCM), and product life-cycle management (PLM).
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8%-[Management] Document Management and Digital Asset Management Is There a Difference and What Might It Be? (4 Pages)
by Hans Mercx
Dec 19, 2005
Abstract : As enterprises seek better content management systems, documentation management (DM) and digital asset management (DAM) are growing in popularity. Despite market confusion, the two solutions serve different functions, but can still be integrated to meet an enterprise's needs.
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Q: What is the "TEC Evaluation Center" relating to crm?
A: It is a place where IT Decision makers,vendors,
consultants, educators, students, etc. can conduct
high level research into the selection process. It
is powered by eBestMatch ™, a patented decision support system,
and combined with vetted vendor data stored in a Knowledge
Base. The KB simply contains fully evaluated software
technologies that have been ranked and rated. It is where
‘buyers’ of software come to match their requirements
to those of the software solution provider's capabilities.
It is a place to conduct intelligence, and make an
informed evaluation based on your specific business
requirements.
Q: What are eBestMatch, eBestMatch and the eBestMatch Engine?
A: eBestMatch is the powerful software tool behind the crm Evaluation Center.
It is an enterprise-scale decision support tool that contains several patented
analysis algorithms. It has been referred to as "the Rolls Royce of Decision Support tools"(ZDNet).
For more information on eBestMatch click here. eBestMatch is a simplified web enabled version of eBestMatch.
The eBestMatch Engine is the core engine that powers the TEC Evaluation Centers. The eBestMatch Engine permits
the TEC Evaluation Centers to retain all of the computational and mathematical power of eBestMatch, yet
present the data in a user-friendly manner. This permits the complexity of the eBestMatch software to
remain hidden, but at the same time gives the user a simple, easy-to-use and powerful decision
evaluation tool at their fingertips. When combined with the extensive Knowledge Bases that are
used in the TEC Evaluation Centers, it becomes an invaluable research tool. We are building archives
of information on crm.
 TEC was coined "the Rolls-Royce of decision support tools" by ZDNet
crm, TEC's Knowledge Bases and advanced decision
tools help you measure business value and risk, reduce cost and
time in making informed decisions, automate the RFI/RFP process,
and build a strong case. Free research and newsletter.
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