Improve Agility in Contact Centers With Service-Oriented Architecture CRM Project Volume 7, June 29, 2007
By spanning application and service infrastructure with a unified desktop technology, organizations are able to evolve customer service into profit centers, while keeping open their IT options as new technology becomes available.
Sheryl Kingstone, Yankee Group

 Customer Marketing Gets Organized CRM Project Volume 7, June 29, 2007
Limited Brands, Inc. (LBI) is as much of a shopping- mall mainstay as food courts and teenagers. Founded in 1963, with one women’s apparel store in Columbus, Ohio, Limited Brands has grown into more than 3,500 stores and nine retail brands.

 Accelerate Marketing Productivity CRM Project Volume 7, June 29, 2007
Aprimo is the global leader in delivering software that translates the value of the brand into value for the enterprise. Aprimo provides an enterprise marketing management (EMM) product to leading marketing organizations around the world.

 INTERVIEW: Bob Stutz CRM Project Volume 7, June 29, 2007
SAP's Bob Stutz shares insights on building a flexible CRM ecosystem - centered around customers' rapidly changing needs and business challenges - to ensure competitive advantage and profitable future growth.
Bob Stutz, SAP AG

 Business-Specific Solutions With Experience Built In CRM Project Volume 7, June 29, 2007
Infor is a different kind of software company – four years old with more than 30 years’ experience and 70,000 customers.

 Microsoft® Dynamics™ CRM As a Solution Platform CRM Project Volume 7, June 29, 2007
A Powerful New Paradigm for Application Development
Joseph Basile, Avanade, Matt Parks, Avanade

 Enable the Customer-Centric Enterprise CRM Project Volume 7, June 29, 2007
With the most comprehensive and flexible customer relationship management (CRM) offering on the market today, SAP is setting a new standard for the way companies interact with their customers and partners.
Michael de la Cruz, SAP AG

 Unlock the Value of Content to Transform Online Business CRM Project Volume 7, June 29, 2007
A cohesive strategy for content and brand management in all customer interactions is missioncritical to conveying a compelling and persuasive online sales message, and ultimately, positive customer experiences.
Paige Mantel, Interwoven

 A SAP Customer Success Story: ADIDAS-SALOMON CRM Project Volume 4, December 08, 2003
adidas-Salomon implemented SAP® Apparel and Footwear as an enabler for worldwide process and system standardization. To meet the sportwear giant’s growing business needs, adidas was looking for an IT solution that would allow it to manage its business efficiently and flexibly change its organizational processes as business requirements dictate.

 Continuous Customer Dialogues: Strategies for Growth and Loyalty CRM Project Volume 7, June 29, 2007
Delivering a consistently positive experience to the customer through an ongoing, multichannel dialogue enhances value for both parties over the lifetime of the relationship.
Patric Timmermans, Infor

 CRM Without Compromise: A Strategy to Outsmart and Outgrow Your Competition CRM Project Volume 7, June 29, 2007
CRM without compromise means taking a customer-centric approach and building a synergistic ecosystem with employees, customers and partners that consistently creates and delivers customer value.
Bob Stutz, SAP AG, Michael de la Cruz, SAP AG, Volker Hildebrand, SAP AG

 Microsoft Enterprise Instant Messaging: A Key Ingredient to a Complete CRM Solution CRM Project Volume 4, December 08, 2003
Founded in 1975, Microsoft (Nasdaq: MSFT) is the worldwide leader in software, services, and Internet technologies for personal and business computing. The company offers a wide range of products and services designed to empower people through great software – any time, any place, and on any device.
Sanjay K. Katyal, Microsoft Corporation

 Driving High-Performance CRM With Enterprise Information Management CRM Project Volume 7, June 29, 2007
Data is the Achilles’ heel of customer relationship management initiatives, but EIM offers to cleanse, enhance and consolidate data – and provide a distinct competitive advantage.
Pascal Clement, Business Objects

 Rethinking Contact Center Applications CRM Project Volume 6, March 02, 2006
In the past decade, the term “silo” has moved beyond its agrarian usage to acquire another meaning – the organizational fiefdom devoted to a particular subset of corporate processes and procedures. Widely regarded as obstacles to greater efficiency and effectiveness, corporate silos were addressed 10 years ago in Reengineering the Corporation: A Manifesto for Business Revolution, a groundbreaking book by Michael Hammer and James Champy. The authors advanced the idea that in order to effectively harness the power of software technology and take full advantage of new software tools, it is necessary to rethink and redesign organizational processes. They proposed a reorganization of work processes to avoid the negative effects of siloed operations.
William Durr, Witness Systems

 Solving the Outsourcing CRM Project Volume 6, March 02, 2006
Over the last several years, many companies decided to outsource some or their entire call center operations to offshore providers mostly located in India. Initially the cost savings cited were seen as a success – helping companies gain a strategic advantage over competitors by increasing call center efficiency using lower labor costs. But what was first measured as a victory is now being reconsidered, as half of the offshore contracts between 2001 and 2004 are failing to meet financial savings expectations, according to a 2005 report by Boston Consulting Group.
Tim Houlne, Working Solutions

 Transforming the Business with CRM at the Core CRM Project Volume 3, October 30, 2002
Canada Post implemented an ERP system that offered an integrated business solution with CRM at the core – resulting in an ROI of 26 percent.
Canada Post Corp.

 On-Demand Everything CRM Project Volume 6, March 02, 2006
From movies “on demand” to applications “on demand,” businesses in nearly all industries are focused on providing more personalized experiences for their clients both external and internal to their systems.
Danny Kolke, Etelos, Inc.

 Q&A with Chris Thomas: We Are Close to Connecting the Last Mile CRM Project Volume 6, March 02, 2006
Considered one of Intel’s visionaries who charts future directions for industry and computing, Chris S. Thomas is an active industry spokesperson and organizer.
Chris Thomas, Intel Corporation

 Achieving Service Excellence With Workforce Management CRM Project Volume 6, March 02, 2006
Companies must demand excellence of execution from their contact centers in order to survive in an increasingly competitive business world. Experts believe that a crucial element of success in the 21st century contact center is the ability to organize and respond quickly to key customer demands, rather than simply focusing on the internal, operational metrics of the past.
Debbie May, IEX Corporation, Rick Glew, IEX Corporation

 Customer Focus Meets Business Agility: The Business Case for SOA CRM Project Volume 6, March 02, 2006
Over the past several months, the buzz surrounding service-oriented architecture (SOA) has grown to an audible hum. Yet despite the attention, SOA causes many non- IT folks to scratch their heads rather than nod them. More importantly, SOA has yet to answer some tough questions: What is its value to the business? Why should a CEO sit down with the CIO to make SOA a core part of the enterprise? Why should CMOs care about SOA? The answers are tied to two “must haves” for survival in today’s business arena: improved agility and deeper customer focus.

 The Failed Search for a Single View of the Customer CRM Project Volume 6, March 02, 2006
October 17, 2005 - Responding to questions at two recent forums, 95 percent of the attendees, representing approximately 100 organizations, agreed that improving customer satisfaction was among their company’s strategic objectives. However, less than 5 percent of them said that they knew what would satisfy their customers. Is this a problem of culture, a failure to balance efficiency and effectiveness, a result of broken business processes? Or, as Ventana Research suspects, is it simply the lack of an enterprise-wide, coherent strategy for information management?
Richard Snow, Ventana Research

 Birch Telecommunications: Improving Business Efficiency With Citrix CRM Project Volume 5, October 06, 2004
Headquartered in Kansas City, Mo., Birch Telecom is one of the largest competitive local exchange carriers in the Midwest. The company offers a wide range of telecommunications services to small and mid-size businesses. As Birch grew, its ability to serve customers efficiently was significantly impacted by the slow performance and unreliability of its provisioning application as it ran over the company’s WAN. Adding to the inefficiency, 140 salespeople in 60 field offices were submitting work orders via overnight mail services.

 Building The IP Contact Center: Avoiding The Pitfalls CRM Project Volume 5, October 06, 2004
A primer on contact center technology centralization and rationalizing costs across geography.
Errol Shardelow, Bell Laboratories

 Building The On-Demand Contact Center With Avaya And Citrix CRM Project Volume 5, October 06, 2004
Improving On The Contact Center Standard With Access Flexibility

 Delivering More To Business Customers With CRM CRM Project Volume 5, October 06, 2004
Providing the best customer experience worldwide requires global capabilities to adapt to and manage change.

 Lowering Business Process Outsourcing Risk And Cost CRM Project Volume 5, October 06, 2004
Access infrastructure software provides a solid foundation for outsourcing business processes by giving remote service providers secure, cost-effective access to managed applications and data.
David A. G. Jones, Citrix Systems Inc.

 NetSuite. One System. No Limits. CRM Project Volume 5, October 06, 2004
With a single, integrated system for CRM, ERP and e-commerce, NetSuite automates key business processes across all departments, including marketing, sales, service, finance, order fulfillment, procurement and employee management.

 One CRM Solution Ties It All Together CRM Project Volume 5, October 06, 2004
With 12 million users, 79,800 installations, 1,500 partners and 25 industry solutions, SAP is the recognized leader in providing collaborative business solutions for all types of industries and for every major market.

 Optimizing IT Services To Drive Business Success CRM Project Volume 5, October 06, 2004
Concord is a global provider of business service management software that enables companies to map IT services to business needs, measure actual end-user experience and manage applications, systems and networks.

 PeopleSoft: Succeed or Secede CRM Project Volume 5, October 06, 2004
October 11, 2004 - While we concede it is unlikely, it is possible PeopleSoft users could find themselves another option if Oracle prevails in its takeover attempt. Senior PeopleSoft executives could walk out with a large portion of the development and support people – in effect, secede from the Oracle acquisition. A new company, “NewPeopleSoft” would offer support/maintenance contracts to users when their renewals came up. Ordinarily this would be entirely out of the question, but Chairman Ellison’s remarks immediately after Oracle launched its takeover bid have left PeopleSoft users highly suspicious the deal will ruin their software investments. Moreover, if the ‘Confederates’ were led by Dave Duffield, we believe NewPeopleSoft would have sufficient credibility to attract a majority of the user base to the ‘rebel’ side. From a business perspective, a support-only organization would have a profitable, viable business model and could have sales in excess of $1-billion. Short of this happening, if the merger takes place we advise PeopleSoft customers to be prepared to stop all upgrades and sunset their maintenance payments if they are not satisfied with Oracle’s roadmap.
Robert Kugel, Ventana Research

 The Enabling Power Of Internet Protocol CRM Project Volume 5, October 06, 2004
IP-enabled, programmable edge devices offer a significant opportunity for extending the range of utility of CRM.
Vinton Cerf, MCI

 Vodafone: Supporting A Remarkable Rate Of Corporate Growth And Change CRM Project Volume 5, October 06, 2004
Vodafone is one of the world’s largest mobile telecommunications network providers, with equity interests in mobile telecommunications operators in 26 countries and partner networks in an additional 10 countries. Vodafone UK encompasses 11 call centers, 400 Vodafone stores and over 500 other dealers. It has over 13 million customers and is one of the UK’s largest companies by market capitalization. Vodafone was floated in October 1988 and has since grown without pause.

 Universal Application Network: Standards-Based, Vendor-Independent Application Integration Solution CRM Project Volume 3, October 30, 2002
Integration is not simply a matter of integrating CRM applications to an ERP system; it is financially costly and technically complex.
Bharath Kadaba, Siebel Systems, Inc.

 Vice President and General Manager of Siebel Stacey Lawson Explains How ERM Complements CRM CRM Project Volume 3, October 30, 2002
ERM Siebel deployed its ERM application, mySiebel, which has improved employee satisfaction, decreased HR costs, and increased overall company performance.
Stacey Lawson, Siebel Systems, Inc.

 Accelerating Customer Relationship Management with Sun™ ONE CRM Project Volume 3, October 30, 2002
Customer relationship management systems are designed to address loyalty and retention requirements and maximize the value of customer relationships.
Paul Oh, Sun Microsystems, Inc.

 CRMProject Publisher Barry Jacobs Talks to Alex Simons about Microsoft’s .Net CRM Solution CRM Project Volume 3, October 30, 2002
Alex Simons leads the Microsoft Customer Relationship Management Product team. He is responsible for leading Microsoft CRM product strategy and for all aspects of the planning, development, and quality assurance of the solution.
Alex Simons, Microsoft Corporation

 From Call Center to Contact Center: How to Successfully Blend Phone, Email, Web and Chat to Deliver Great Service and Slash Costs CRM Project Volume 3, October 30, 2002
To be effective, a cross-channel contact center must possess two vital capabilities: Common incident tracking, reporting and histories across all channels; and use of a common knowledge base across all channels.
Greg Gianforte, RightNow

 Metrical Approaches to Customer Equity Through CRM CRM Project Volume 3, October 30, 2002
Customer equity is the best metric to gauge the marketing communications success or failure of a CRM implementation.
Debra Taeschler, Graphica Group

 Microsoft Interview with Sanjay Parthasarathy: How .NET Technologies Can Deliver Customers a Consistent, Personalized Experience CRM Project Volume 3, October 30, 2002
We know that MSCRM will not meet the needs of all customers. That was never our intention. No single CRM solution can fit every organization’s needs. Companies use too many different customer interaction tools for any solution to provide a universal answer. What we need is a tightly integrated CRM ecosystem that uses XML Web services, so all tools and applications can work together seamlessly.
Sanjay Parthasarathy, Microsoft Corporation

 A Focus on Speed, Efficiency, and Growth: An Interview with Oracle's Lisa Arthur CRM Project Volume 2, June 15, 2001
It is possible to win the "War on Complexity." Leverage the Internet to transform your business – and see ROI – in as quickly as 90 days.
Lisa Arthur, Oracle Corporation

 CRM's Move Toward Mobility: An Interview with Intel's Chris Thomas CRM Project Volume 2, June 15, 2001
Intel redirects its vision based on what customers want – seamless, untethered, anytime, anywhere connectivity.
Chris Thomas, Intel Corporation

 Crouching Customer, Hidden Insight CRM Project Volume 2, June 15, 2001
Few companies have developed capabilities to aggregate, analyze, and use customer data to generate real business value. What’s the secret?
Jeanne G. Harris, Accenture, Thomas H. Davenport, Accenture

 Emerging Customer Relationships – From the Woodwork and Elsewhere CRM Project Volume 2, June 15, 2001
Many new ways to reach customers bring with them a new set of challenges that are far more complex.
Anatole Gershman, Accenture, Dr. Andrew Fano, Accenture

 Interactions: The Foundation of Business Relationships CRM Project Volume 2, June 15, 2001
Enterprise interaction management systems increase the length of customer relationships and improve the quality of those relationships.
Ashutosh Roy, eGain Communications Corp.

 Leveraging eCRM to Build the Next Generation Enterprise CRM Project Volume 2, June 15, 2001
eCRM integrates the front and back office to form a customized environment that extends across the value chain through the Internet.
Steve Robins, KANA

 Marketing Leadership in the Planning and Implementation of CRM CRM Project Volume 2, June 15, 2001
As companies struggle to implement CRM systems, they must draw on the strength of marketing leadership to advance the process.
Debra Taeschler, Graphica Group

 Partner Relationship Management – The Next Generation of the eCRM Extended Enterprise CRM Project Volume 2, June 15, 2001
The challenge of PRM is to identify channel priorities that will drive the greatest value for your company, channel partners, and customers.
Ron Ref, Accenture

 The Need for a Multi-Vendor Strategy in Achieving Outstanding CRM CRM Project Volume 2, June 15, 2001
Research conducted by Gartner, Inc. suggests it’s best to ignore vendor hype and to adopt technology based on actual need.
Wendy S. Close, Gartner, Inc.

 The New Economic Opportunity of Business – Creating Increased Profitability Through CRM CRM Project Volume 2, June 15, 2001
CRM solutions must bring a broad range of actionable analysis and modeling capability based on events or rules that drive the business.
Ronald S. Swift, Teradata

 The Real-Time Enterprise: A Software Architecture for Multi-Architectures CRM Project Volume 2, June 15, 2001
The next wave of business transformation will be a highly flexible, extended, global enterprise called the Real-Time Enterprise.
David Murphy, Asera

 Banque Bruxelles Lambert Puts Clarify at the Core of Homebank Web Self-Service CRM Project Volume 1, January 15, 1999
With more than 1.5 million customers, the Banque Bruxelles Lambert (BBL) is a major financial player in the Belgian market. Despite its large marketshare, BBL prides itself on being a neighborhood bank, offering its customers the best service possible. Toward this end, BBL launched its HomeBank Web self-service customer support system running Clarify eFrontOffice.
Tony Zingale, Clarify, Inc.

 Best Intentions – A Business Model for the E-Economy CRM Project Volume 1, January 15, 1999
Success in today's virtual marketplace depends on developing networks of cross-industry partners that provide products and services that relate to the customer's basic life objectives.
Joel Friedman, Accenture, Toni Langlinais, Accenture

 Consumer Products Marketer Dramatically Improves Efficiency Using Windows® CRM Project Volume 1, January 15, 1999
For years Marketing Specialists relied on traditional industry methods of collecting information for its clients, including paper-based systems and Interactive Voice Re-sponse, which required sales representatives to punch in responses over the phone from information gathered on sheets. Both methods were cumbersome, time-consuming for the sales representatives, and delayed the delivery of information to clients by weeks.
RW3

 CRM 101 – Building a Great Customer Relationship Management Strategy CRM Project Volume 1, January 15, 1999
CRM-focused enterprises mobilize the entire company to better serve customers, locking in long-term relationships that benefit both buyer and seller.
Peggy Menconi, AMR Research

 Customer Care – Through the E-Commerce Looking Glass CRM Project Volume 1, January 15, 1999
Customer care means turning a company – and its entire value chain – over to the customer. Customer care means gaining customers for life. It is an interactive dialog, not simply a transaction. While the goals of customer care applications are straightforward, their design and implementation can be another matter. And when customers step through the e-commerce "looking glass," they see – and navigate – your entire value chain.
Peter Fingar, EC Cubed, Tarun Sharma, EC Cubed, Harsha Kumar, EC Cubed

 Customer Relationship Portals – Managing Customers in an E-Business World CRM Project Volume 1, January 15, 1999
Market dynamics have dictated the need to elevate CRM to a strategic corporate level. It is clear that consistent, unified customer interaction across all communication channels, all applications, and all business functions is a requisite to satisfying and retaining customers. But the integration of communication channels looms as an important ingredient to achieving this type of success – and a CRM portal may be a key driver.
Donovan Gow, AberdeenGroup, Bill Hills, AberdeenGroup

 Developing the Personalization-Centric Enterprise Through Collaborative Filtering and Rules-Based Technologies CRM Project Volume 1, January 15, 1999
Businesses that choose a personalization-centric mindset as integral to their CRM initiatives have a variety of technologies at their disposal. Two of the most widely deployed are collaborative filtering and rules-based systems.
Steve Larsen, NetPerceptions, Sam Tutterow, NetPerceptions

 E-Care – Extending Customer Care to Electronic Channels CRM Project Volume 1, January 15, 1999
To build stronger customer relationships, organizations must discover new, interactive approaches to building customer loyalty. This expanded customer dialog will occur through a growing number of interaction points.
Stephen Diorio, IMT Strategies

 E-VOC – Becoming and Remaining Vendor of Choice in E-Business CRM Project Volume 1, January 15, 1999
New and existing businesses compete in the e-business marketplace to be their customers' vendor of choice (E-VOC), competing not only on the basis of product price and quality, but also on the nature of their services.
George Moakley, Intel Corporation

 Fault Lines in CRM: New E-Commerce Business Models and Channel Integration Challenges CRM Project Volume 1, January 15, 1999
What typically prevents most companies from successfully implementing an e-commerce strategy? The Internet is producing changes of seismic proportion, and the tremors touch every industry. Along with the threat to the status quo, the change brings opportunity.
Brian Johnson, Sanford C. Bernstein

 Hewlett-Packard on the Next Evolution of Customer Relationship Management CRM Project Volume 1, January 15, 1999
Since dissatisfied customers are just a click away from migrating to a competitor, integrated front-office offerings mitigate risk and often prevent customer churn.
Joe Beyers, Hewlett-Packard, Rose Janjicek, Hewlett-Packard, Vahid Shariat, Hewlett-Packard

 How CRM Might Be Integrated into the Internet Channel of Retail CRM Project Volume 1, January 15, 1999
Customers who appreciate convenience, customer service, as well as an enhanced shopping experience, seem to feel that a “Webified" store – a traditional store location connected via the Internet to its own Web site – may provide the best of all possible worlds.
Don Gilbert, National Retail Federation, Cathy Hotka, National Retail Federation

 Interactive Direct Marketing Through CRM CRM Project Volume 1, January 15, 1999
In the near future, interactive direct marketing technology will break into mainstream marketing budgets and become the basis of competitive advantage.
Rick Bruner, IMT Strategies

 Leveraging Your Legacy Systems In Pursuit of Customer Relationship Management CRM Project Volume 1, January 15, 1999
Organizations must integrate all of their back-end and front-end systems in order to maintain the desired 360-degree view of their customers.
Luis Delahoz, ClientSoft

 Making the Transition to Customer-Centered Marketing CRM Project Volume 1, January 15, 1999
To truly manage and leverage relationships with your customers, you must understand their total experience with your company – not just their experience with a particular product.
Judy Kincaid, Hewlett-Packard

 Partner Relationship Management for Enhanced Extended Enterprise Team Selling CRM Project Volume 1, January 15, 1999
Although vendor/reseller communication is vital to the interests of both parties, communication problems often make the relationship inefficient and ineffective. Partner Relationship Management (PRM) remedies these difficulties.
Daniel Housman, ChannelWave Software

 Personalized E-Business Applications Meet the Demands of One-to-One Relationship Marketing CRM Project Volume 1, January 15, 1999
Dr. Pehong Chen, President and CEO of BroadVision, spoke with our editors about the state of e-commerce and the challenges faced by businesses that implement e-commerce solutions. E-commerce, in the estimation of Dr. Chen, will become more fully integrated into our everyday lives, and people around the world will have seamless access to content and transactions – instantly, at any time, from anywhere.
Pehong Chen, BroadVision, Inc.

 Putting Customers at the Center of CRM CRM Project Volume 1, January 15, 1999
Can your CRM architecture keep up with the ever increasing "customer is king" tenet of business survival in the 21st century? Putting the customer first means designing systems that can interact with customer information systems and may require re-thinking basic business models.
Chris Thomas, Intel Corporation, Andrea Williamson, Intel Corporation

 Skill Mapping and Integrated IVT from Aspect Help DaimlerChrysler CRM Project Volume 1, January 15, 1999
The DaimlerChrysler Service Technical Assistance Resources (STAR) Center Hotline in Michigan supports service managers and technicians at DaimlerChrysler dealerships throughout the United States. When repair technicians run into problems, they call or fax the STAR Center for quick help in keeping DaimlerChrysler customers on the road.
Aspect Telecommunications

 Smart CRM Solutions – The Key to Competing in the Net Economy CRM Project Volume 1, January 15, 1999
One of the most pressing challenges for today's businesses is how to leverage Web-enabled information technologies to effectively build and retain a loyal base of profitable customers. The same enabling technologies that have opened up new channels of commerce are simultaneously contributing to decreased levels of personal interaction with the very customers that keep businesses profitable.
Cyrus Golkar, Sun Microsystems, Inc.

 The European Consumer – Fact or Fiction? CRM Project Volume 1, January 15, 1999
People take time to assimilate change, and the European consumer remains an endearing and frustrating ganglion of personal, historical, and cultural strengths, weaknesses, and prejudices.
Jacques Habib, Accenture

 Timberjack Harvests a Global Selling Solution Using the Exactium Selling System CRM Project Volume 1, January 15, 1999
Timberjack Group, the world's leading manufacturer of purpose-built forest machines, sought to increase its 30% global market share. So the company formulated project T.W.I.N. – Timberjack Worldwide Information Network – in 1995. Project T.W.I.N. was designed to portray "one Timberjack face to the world" by deploying an enterprise-wide system.
Exactium