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CRM Evaluation Center
Dec 5, 2008
Today's usage of Decision Support Systems (DSS), combined with vetted CRM knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
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The Best ACT! Is Still to Come (3 Pages)
by Kevin Ramesan and Katarina Novatzki
Aug 31, 2004
Abstract : After a long history as a contact management and relationship tracking tool, ACT! 2005, is expanding to offer more sales force automation features for small to midsize businesses. Now available in a workgroup version, it offers new templates, enhanced opportunity management, additional security, contact record permissions, group scheduling features, and new quote generation functionality. Technical improvements include an SQL database and a complete .NET platform positioning ACT! for total Internet accessibility. The balance of power will surely shift in the competitive landscape as ACT! 2005 covers SME CRM areas currently marked by competitors such as Goldmine and MS CRM.
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Whatâs All This Benchmark Stuff, Anyway? (6 Pages)
by R. Krause
Jun 10, 2002
Abstract : Vendors love to quote benchmarks in their product literature, press releases, and any place they think someone will use the numbers to make a buying decision. But what do the benchmarks mean, and which ones really matter?
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NAPM Puts The Spotlight On Change (3 Pages)
by J. Dowling & S. McVey
Mar 12, 2001
Abstract : TEC VP, James F. Dowling is quoted in the National Association of Purchasing Management (NAPM) magazine Purchasing Today on the meaning of âValueâ. The quote was in the context of how the understanding of the meanings of words change over time.
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Whatâs All This Benchmark Stuff, Anyway? (6 Pages)
by R. Krause
Feb 12, 2001
Abstract : Vendors love to quote benchmarks in their product literature, press releases, and any place they think someone will use the numbers to make a buying decision. But what do the benchmarks mean, and which ones really matter?
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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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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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Why CRM Is So Hard and What To Do About It: Data is key to making CRM work (3 Pages)
by Barry Briggs
Dec 25, 2002
Abstract : Making a CRM investment work is a two-step process that begins with unifying disparate systems by creating and managing standardized, reusable business definitions mapped to the different CRM system schemas throughout the organization.
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Why CRM Is So Hard and What To Do About It: Data is key to making CRM work (3 Pages)
by Barry Briggs
Apr 30, 2002
Abstract : Making a CRM investment work is a two-step process that begins with unifying disparate systems by creating and managing standardized, reusable business definitions mapped to the different CRM system schemas throughout the organization.
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CRM is Busting Out Of Its Britches: Operational, Analytical, and Collaborative CRM Are Born (3 Pages)
by Randy Garland
Aug 27, 2001
Abstract : Back in the early 90âs, âCRMâ wasnât 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 difficult to implement, and less likely to satisfy - either buyers of the software or their customers. Keep your eye on the ball: your customers, and your business.
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