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IT ARTICLES for crm comparison
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1 to 15 of 175 results for "crm comparison"
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 Top Ranked Article
30%-[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.
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14%-[CRM] Liberty Alliance vs. WS-I; J2EE vs. .NET; Overwhelmed .YET? Part 2: Comparison, Challenges, & Recommendations (4 Pages)
by P.J. Jakovljevic
Mar 21, 2002
Abstract : The battle for the dominance in Web services has so far largely been a war of words without the clear winner yet (and not any time soon). While interoperability seems to currently be the motivation for bigger players to suspend hostilities and focus on standards adoption, the desire for domination will tempt them to weave dependencies on their products into their strategies.
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13%-[Comparison] 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.
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12%-[Comparison] Integrated Security: A New Network Approach Part Two: The Shift Toward Integration (6 Pages)
by Eric Winsborrow
Dec 10, 2002
Abstract : This part describes the key elements and benefits of an integrated security solution in comparison to current security solutions.
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12%-[Comparison] Great Plains’ eEnterprise Solution ’N Sync with Microsoft’s New Platforms (3 Pages)
by P.J. Jakovljevic
Oct 31, 2000
Abstract : Great Plains announced that its eEnterprise solution scales considerably better on Microsoft SQL Server 2000 in comparison to Microsoft’s SQL Server 7.0.
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12%-[Comparison] Desktop PCs: Meet the New Boss, Same as the Old Boss… (Dell) (8 Pages)
by C. McNulty
May 4, 2000
Abstract : This year, the market can be summed up as 3D: Dell Direct Desktop. In comparison, Compaq and IBM are looking a little flat.
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2%-[CRM] Scala and Microsoft Become (Not So) Strange CRM Bedfellows Part Two: Market Impact Continued (4 Pages)
by P.J. Jakovljevic
Aug 29, 2003
Abstract : Microsoft's foray into the CRM arena has not been a bed of roses, despite its indisputably large marketing muscle and R&D investment, its strong channel, traditionally attractive pricing policies, and the aura and experience within the market segment. Microsoft CRM remains both a threat and an opportunity for the most nimble mid-market CRM vendors. Microsoft’s entry with CRM evangelism through an array of seminars nationwide has bolstered the market’s awareness of the need for CRM applications.
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2%-[CRM] CRM: The Truth, The Whole Truth And Nothing But The Truth (For A Change) (7 Pages)
by Dick Lee/Caribou Lake
Feb 15, 2003
Abstract : Finding out the true facts about what makes CRM tick and how fast it circles the ROI clock—if it indeed reaches ROI-has long frustrated potential CRM implementers looking for answers. And getting good answers really matters, because their only alternative to being forewarned may be leaping into enterprise-wide, mega-bucks, change management-laden CRM implementations—and testing the depth of the water with both feet. For the first time, there are statistically-based, substantive answers to many questions about CRM.
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2%-[CRM] The Lexicon of CRM - Part 3: From R to Z (4 Pages)
by Randy Garland
Nov 2, 2001
Abstract : CRM. C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part three 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
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1%-[CRM] Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Dec 28, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
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1%-[CRM] Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Feb 18, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
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1%-[CRM] 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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1%-[CRM] 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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1%-[CRM] Surado! A Rising Mid-market CRM Provider (3 Pages)
by Kevin Ramesan
Oct 16, 2003
Abstract : Our quest for quality and well-priced mid-market CRM software solutions, takes us this week to review Surado Solutions Inc. developers of Surado CRM Solutions. Surado positions itself high in many functional areas, against many mid-market software vendors such as SalesLogix, Epicor, Microsoft CRM, Kana, and Commence Corporation.
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1%-[CRM] Welcome to the CRM Mid-Market Abyss-PeopleSoft (5 Pages)
by Kevin Ramesan
Jun 26, 2003
Abstract : As the market shifts from sophisticated enterprise CRM implementations to the more competitive and overcrowded mid-market-large enterprise vendors tend to step on mid-market vendor's toes. The real concern is to determine whether the mid-market cultural and functional differences are well understood and acted upon or do the large players simply offer a smaller mockup of their existing enterprise solutions. This article, which evaluates the PeopleSoft mid-market CRM solution, is the first of a series of research articles that focus on the mid-market applications provided by large CRM vendors.
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