One Focus of Marketing Accountability: Building a Performance Measurement Culture CRM Project Volume 7, June 29, 2007
Combining people, processes and technology is the key to realizing full benefits from marketing performance measurement solutions.
Carol Meyers, Unica Corporation

 Coke's New Marketing Platform Bubbles to the Surface CRM Project Volume 7, June 29, 2007
Two and a half years ago, a team of marketing executives met in their downtown Atlanta headquarters to chart the future of their brand in the uncertain frontier of interactive marketing. What makes the story unusual is that the brand is one of the most recognized trademarks in the world, with a market value of nearly $100 billion. Even more remarkable is the nature of the online initiatives that were set into motion and are only now starting to come to fruition.

 Emerging Technologies Make Trust Increasingly Important to CRM CRM Project Volume 4, December 08, 2003
Because of heightened legitimate concerns about the protection of individuals and their data, companies need to adopt a proactive approach to privacy.
Glover T. Ferguson, Accenture

 Putting the Customer Back Into Customer Relationship Management CRM Project Volume 7, June 29, 2007
Customer relationship management (CRM) technology is highly evolved. We can determine with great precision who is most likely to buy what and when. But in the rush to create the most powerful, versatile CRM systems, marketers have lost sight of the actual customers behind the numbers.

 The Tyranny of Service Level CRM Project Volume 7, June 29, 2007
Untested and unquestioned as the sole determinant measure for years, service level today is only one among several metrics directing strategic decisions, affecting design, implementation and the success of optimized contact centers.
Wenti Xu, Purdue University, Center for Customer-Driven Insight, Richard Feinberg, PhD, Purdue University, Center for Customer-Driven Insight, JungKun Park, Ph.D., Purdue University, Center for Customer-Driven Insight, Ik-suk Kim, California State University Los Angeles

 Customers Speak Out: Is Marketing Automation a Blessing or a Curse? CRM Project Volume 7, June 29, 2007
Marketers understand the shortcomings of marketing automation systems, including their failure to allow prospects to move at their own pace.

 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

 Transform Customer Data Into Profit CRM Project Volume 7, June 29, 2007
A unified platform for analytics that can provide synergistic insights across marketing, sales and customer sevice is the key to achieving maximum value from customer relationships.
Jeff Levitan, SAS

 Enabling High-Performance CRM With End-to-End Business Intelligence CRM Project Volume 7, June 29, 2007
For many organizations, 2007 is the year to address core issues and take their CRM deployments to the next level.

 Managing Market Assets: Improving Business Performance CRM Project Volume 6, March 02, 2006
Companies are once again making growth their top strategic objective. According to The Conference Board, more than 52 percent of CEOs identify top-line growth as their highest priority. To achieve growth, The Conference Board reports, these CEOs are looking to improve the speed, flexibility and adaptability of their organizations (42 percent); improve customer loyalty and retention (41 percent); and stimulate innovation (31 percent).
Marianne Seiler, Accenture, Mary Hamilton, Accenture

 Trends in CRM for 2007 CRM Project Volume 7, June 29, 2007
Organizations are feeling the heat to improve their customer experience and drive top-line growth – which in turn is fueling worldwide growth for CRM solution providers.
William Band, Forrester Research

 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.

 Just a Smarter Way to Do Business CRM Project Volume 7, June 29, 2007
Fair Isaac Corporation (NYSE:FIC) is the leading provider of decision management solutions powered by advanced analytics. Fair Isaac solutions make mission-critical business decisions that are more precise, consistent and agile.

 CRM and Lay's Potato Chips: 'You Can't Eat Just One' CRM Project Volume 7, June 29, 2007
As automation becomes more pervasive, and customers feel increasingly remote, preconfigured solutions are a means of bringing you back into their good graces.
Jim Dickie, CSO Insights

 Providing Business Information That Drives Results CRM Project Volume 7, June 29, 2007
For more than 15 years, Hoover’s, a D&B company, has provided the most comprehensive, up-to-date business intelligence available about companies, industries and the people who lead them, worldwide.

 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

 Quality Data – Fuel for Your CRM Engine CRM Project Volume 6, March 02, 2006
Wait one minute and it will change! Your business world is becoming forcibly dynamic thanks to rapid advances in technology; global Internet capabilities: continual mergers, acquisitions, expansions and downsizing; and the age of around-the-clock news coverage. For many companies, managing this ever-changing information stream is a significant challenge that often undermines the effectiveness of company operations that manage the core of your business – your customer relationships. It simply isn’t enough to pay intermittent attention to customer information in your database. You have to develop and maintain precision processes to manage data resources, imports and updates. After all, the success of your business relies heavily on the quality of the data utilized across the company (see below).
Paul Pellman, Hoover's, Inc.

 Good Supply Chains Need CRM CRM Project Volume 7, June 29, 2007
You can’t design the supply chain, or for that matter, the rest of the business, unless you have in-depth understanding of your customer.
Ann Grackin, Chainlink Research

 Key Factors for Optimizing CRM Project Success CRM Project Volume 4, December 08, 2003
A survey of 1,337 firms uncovers the five key issues that companies need to address to optimize the success of their CRM initiatives.
Jim Dickie, CSO Insights

 INTERVIEW: Paul Pellman CRM Project Volume 7, June 29, 2007
Hoover’s Paul Pellman discusses some dos and don’ts of CRM data mining, and the importance of system integration in accessing and maintaining data that is both accurate and complete.
Paul Pellman, Hoover's, Inc.

 The Data Trap: There’s More to Customer Knowledge Than Just Data CRM Project Volume 6, March 02, 2006
Not too long ago, a washing machine manufacturer in India noticed that there were buyers ordering eight, 10 or even 20 washing machines. Thinking these buyers were laundromats, a representative was sent to one particularly large customer to offer coin-operating and heavier-duty machines. Imagine the representative’s surprise when it was learned these customers were using the machines to make cheese!
Jeff Tanner, PhD, Baylor University and BPT Partners, LLC

 Information Insight: The Next Key to Competitive Advantage CRM Project Volume 4, December 08, 2003
Near real-time analytic technologies are producing emerging sources of data that influence companies’ decisions and impact their bottom lines.
Dr. Andrew Fano, Accenture, Sanjay Mathur, Accenture

 Leveraging Technology to Improve Service and Ignite the Bottom Line CRM Project Volume 4, December 08, 2003
Waters Corporation replaced a worldwide legacy system with a CRM solution that rolls up regional data into a complete corporate report, streamlines business processes, and improves customer service.
Tom Spitale, Peppers & Rogers Group, Christopher Helm, Peppers & Rogers Group, Sara Nelson, Peppers & Rogers Group, J.B. King, Independent Consultant

 Do You Need a Fax Server? CRM Project Volume 4, December 08, 2003
Today’s fax servers integrate with desktop, email, ERP, CRM, host, legacy, and other business applications to automate the delivery of documents and improve employee productivity.
Mark Malone, Captaris

 Enhancing CRM With Mobilized Software and E-Forms CRM Project Volume 4, December 08, 2003
Mobilized computing is a powerful environment for workers, especially when integrated with CRM applications. However, choosing the right mobile application architecture is critical to success.
Krishna Srinivasan, Sand Hill Systems, K. Michael Cooper, Sand Hill Systems

 Case Study: Proven Performance – The Exceptional Value of Experience CRM Project Volume 6, March 02, 2006
When organizations are seeking to improve performance, execute strategies, achieve goals and boost ROI, experience counts: in uncertain and competitive times, more than ever. Since its establishment in 1983, Strategix Performance has served hundreds of organizations, designed and implemented thousands of business and employee performance improvement plans and provided its unique capabilities to hundreds of thousands of users. Collaborating closely with clients over the years has produced unsurpassed business process and software technology solutions for Employee Performance Management (EPM), Automated Incentive Compensation Management (EIM), Business Activity Management (BAM) and Customer Relationship Management (CRM).

 Customer Data Integration: A New Approach to Data Aggregation CRM Project Volume 6, March 02, 2006
Ventana Research is the preeminent research and advisory services firm in the Business Performance Management market.
Anil Gupta, Ventana Research

 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.

 Customer Intelligence Energizes Demand Chain Management CRM Project Volume 6, March 02, 2006
October 28, 2004 - Customer intelligence is not just a concept or a by-product of an organization’s data warehouse. More than the information collected or produced within component operational CRM applications, it is the practice of managing customer information to both enhance the customer experience and improve the two-way value proposition. Establishing this foundation of customer intelligence is a critical step toward achieving a cultural commitment to customers. The commitment is most evident in the front office, where frequent and persistent customer interaction occurs.
Jack Hafeli, Ventana Research

 Getting and Keeping Competitive Advantage CRM Project Volume 6, March 02, 2006
Do you know what your most important asset is doing right now? We’re talking about your workforce: the people that deploy your capital, translate your objectives into strategies and strategies into execution, and serve your customers to generate value. Would it surprise you to learn that well over half of the typical workforce does not know how their employer makes money or what its key goals are? And, that about half of most incentive compensation dollars paid out are wasted? How can an enterprise acquire and sustain competitive advantage if less than half the workforce is aligned to its objectives? Of course the answer is, it can’t.
Peter Djokovich, Strategix Performance, Inc.

 Looking for CRM ROI in All the Wrong Places CRM Project Volume 6, March 02, 2006
October 8, 2004 - CRM systems rarely deliver on ROI expectations. Ventana Research suggests CRM systems, like ERP systems, are fundamentally operational applications offering little more than efficiency contributions to specific departments. Operational CRM ROI expectations are misplaced. On four key dimensions, these systems are not well suited for significant process or performance improvement. Ventana Research suggests organizations should re-think their expectations on CRM return on investment and look to Customer Intelligence to leverage data assets and apply information to demand chain processes.
Jack Hafeli, Ventana Research

 Manage Demand Chain Performance to Derive Greater Business Value CRM Project Volume 6, March 02, 2006
October 28, 2004 - Adoption of Performance Management principles within most organizations requires that they address information as an applied asset that contributes to change. Operational systems designed to automate or simplify repeatable tasks are not sufficient to foster such process-centric change. Such unrealistic expectations have been routinely placed on operational customer relationship management implementations, often leading to the ‘failure’ label on CRM. Ventana Research maintains that front office performance improvement and growth initiatives necessitate a broadly defined demand chain approach to marketing, sales and customer service initiatives. We recommend viewing your customer relationship management systems as a foundation layer, a critical source of information that feeds Performance Management initiatives. Cross-functional integration and coordination will provide greater visibility into customer interactions, enabling insightful customer interaction process optimization and alignment with strategic objectives toward greater achievement.
Jack Hafeli, 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 On-Demand Contact Center With Avaya And Citrix CRM Project Volume 5, October 06, 2004
Improving On The Contact Center Standard With Access Flexibility

 Capitalizing On Customer Intelligence CRM Project Volume 5, October 06, 2004
High performers move from insight to action.
Britton Manasco, Manasco Marketing Partners

 Creating A 360-Degree View CRM Project Volume 5, October 06, 2004
Many CRM professionals talk about a 360-degree view or one version of the customer truth. Here’s how to create a data collection strategy to realize that view.
John F. Tanner, Baylor University and BPT Partners, LLC

 Data-Driven Management And Transformation CRM Project Volume 5, October 06, 2004
Performance management methods in contact centers define and clarify goals, increase productivity and improve results.
Courtenay Huff, Accenture, Mark Selcow, Merced Systems, Inc., John Rusconi, Accenture

 Do you know this company? Do you recognize the computer behind these trailblazing initiatives in Enterprise Decision Management? CRM Project Volume 5, October 06, 2004
Trailblazer, a leading P&C auto personal lines carrier, wanted to improve its market share and up its profitability. To meet these goals, the company determined it needed to win more customers through realtime quotations and competitive cross-sell offers. At the same time, Trailblazer wanted to verify its customers were getting the same treatments and messages—no matter what channel they used. Finally, the company wanted to facilitate efficient customer care in such areas as claims handling.

 Faster, more precise ad pricing solution reduces costs, improves time-to-revenue for top US magazine CRM Project Volume 5, October 06, 2004
A top US magazine, with advertising revenues of more than $700 million, needed to streamline its ad pricing decisions. Due to enormous volume and ad pricing complexities, it was challenging for the magazine to provide customers with immediate ad pricing quotes—even with three fulltime analysts dedicated to the task.

 KXEN Brings Data Mining to Operations CRM Project Volume 5, October 06, 2004
September 7, 2004 - Data mining software has yet to gain widespread adoption similar to other BI software because of its complexity and skill set requirements. Current leading tools used to mine data can be cumbersome because of limited automation of data massaging. KXEN’s Analytic Framework 3.0 offers differentiated enhancements that can speed delivery of data mining models and reports. These enhancements address data preparation, predictive model development and predictive model deployment. Ventana Research recommends the application centric deployment of data mining like KXEN where the process of gaining results is simplified and leveraged more effectively.
Eric Rogge, Ventana Research

 Make Every Customer Interaction Count CRM Project Volume 5, October 06, 2004
Epiphany increases profitability at the largest consumer-oriented companies with CRM solutions that make every customer interaction intelligent.

 Making The Case To Integrate CRM Project Volume 5, October 06, 2004
Companies are quickly learning that the most pervasive toolsets and solid business processes can’t make up for incomplete information about their customers.
Jill Dyche, Baseline Consulting Group

 Order Management: The Next Generation Driver To CRM Success CRM Project Volume 5, October 06, 2004
Without order management integrated into a company’s front-office systems, customer service and sales will not fully realize their potential.
Zach Nelson, NetSuite, Inc.

 Selecting A CRM Mobile Solution CRM Project Volume 5, October 06, 2004
Five key factors to consider when choosing software for your mobile customer relationship management capability.
Ben Reich, Orsus Solutions

 Strategies And Solutions To Achieve Outstanding CRM CRM Project Volume 5, October 06, 2004
Rapidigm, a leading systems integrator, helps companies automate business processes by implementing state-of-the-art CRM, ERP, e-business, and other information technology solutions with complex interfaces to enterprisewide applications.

 Taking An Enterprise View Of Quality Assurance CRM Project Volume 5, October 06, 2004
Robust workforce optimization systems – that combine customer interaction recording, performance analysis and e-learning as a suite of integrated solutions – help companies keep an accurate pulse on their business.
Oscar Alban, Witness Systems

 Understand The Basics, Then Plan CRM Project Volume 5, October 06, 2004
To actualize the promise of CRM, organizations must retrofit existing CRM implementations into best practices models.
Elizabeth Roche, META Group

 Using Customer Analytics to Drive Revenue CRM Project Volume 5, October 06, 2004
True ROI comes from the ability to execute on customer analytics data while increasing revenue and decreasing costs.
Laura Preslan, AMR Research, Eric Newmark, AMR Research, John Hagerty, AMR Research

 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.

 Web Seminar Replay: Empowering Call Centers to Make More Consistent, Informed & Profitable Decisions CRM Project Volume 5, October 06, 2004
Siebel Systems and Fair Isaac Corp. invite you attend a Web seminar where you will experience first hand how automated decision-making can drive improved customer service, while effectively leveraging CRM systems, customer data and business policies.

 A Strategic Approach to CRM: The Customer Portfolio CRM Project Volume 4, December 08, 2003
Often, the promise of CRM has not been delivered due to ‘nonstrategic’ initiatives. But it is in the context of smart markets that CRM should be viewed.
Rashi Glazer, University of California, Berkeley

 Bank of America: Know Thy Customer CRM Project Volume 3, October 30, 2002
Providing a world-class online channel where any customer or client can manage their financial needs in a secure and easy-to-use place is a key motivator for Bank of America.
David Downing, Inquira

 Creating Customer Value by Combining the Right Data with the Right Action CRM Project Volume 3, October 30, 2002
Using your business model, we define a customer lifecycle model in terms of event-based stages that progressively engage your audience and deepen your relationships with them. For instance, the event that moves an individual from being a suspect to being a prospect may be “joining” your list – or opting in to receive additional information from you via email. The event that converts a prospect to a customer could be making a purchase. And purchasing more than five times or referring more than five people may migrate a customer to advocate status.
Kendra Howe, Memetic Systems

 Customer Data Quality: Beyond the Bucket and Broom CRM Project Volume 3, October 30, 2002
The competitive need to extend available customer data requires data quality solutions that transcend mere batch-oriented data cleansing.
Doug Laney, META Group

 Engage for Agencies: Powering Nova Marketing's Workflow CRM Project Volume 3, October 30, 2002
Nova Marketing, an advertising and promotions agency for retailers, provides strategic consulting and services for direct mail collateral and magazine advertising.
Tim Curley, Engage

 Engage Software Facilitates Enterprise-Wide Cross-Media Management for Leading International Travel Company CRM Project Volume 3, October 30, 2002
Engage's rich, media neutral repository and workflow automation capabilities, combined with additional technologies from partners, enabled the international rebranding of Airtours as MyTravel Group and the launch of the MyTravel portal.
Tim Curley, Engage

 Mellon/Dreyfus Target High Potential Brokers and Customers with Onyx Enterprise CRM CRM Project Volume 3, October 30, 2002
Dreyfus hired Onyx Software to help realize its CRM vision for more profitable broker and customer relationships.
Maria Day, Onyx

 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

 The Art of Relationship Matching – Identifying Key Data Elements CRM Project Volume 3, October 30, 2002
A well-matched customer/prospect database is critical for optimal relationship matching. Without it, good customer relationships are jeopardized.
Bob Orf, Datamentors

 The Managed Service Model for CRM Analytics CRM Project Volume 3, October 30, 2002
Data warehousing, data mining, and analytic technologies for CRM enable companies to gain insight and understanding of their customers.
Joel Sider, digiMine

 Val-Pak Selects Engage for Advertising Production CRM Project Volume 3, October 30, 2002
Val-Pak pioneered local cooperative direct mail in 1968, and has been the industry leader for more than 30 years. Since 1998, as part of its annual Franchise 500 listing, Entrepreneur Magazine has ranked Val-Pak as a leading direct mail franchise system. With a network of more than 250 field offices in the United States, Canada, Puerto Rico, and Argentina, the familiar blue Val-Pak envelope is widely recognized by consumers for its valuable coupons.
Tim Curley, Engage

 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

 Applix Builds Strong Relationships Through iCustomerCommunity.com CRM Project Volume 2, June 15, 2001
Whether they are leading high-tech corporations, consulting firms, specialty retailers, or traditional "mom-and-pop" stores, companies know that what makes them successful is their ability to build strong relationships with their customers. This is especially true for e-business, where the difference between a satisfied customer and a former customer can be literally just a click of a button. This is one of the reasons why e-businesses around the world are searching for innovative solutions that will help keep customers coming back to their Web sites again and again.
Applix Software

 CRM and the Retail Marketplace: An Interview with Don Gilbert CRM Project Volume 2, June 15, 2001
Privacy, taxation, and the value of collected data are key issues as we examine the future of online commerce.
Don Gilbert, National Retail Federation

 Customer Segment Management: Moving One Step Closer to Nirvana CRM Project Volume 2, June 15, 2001
Customer segment management is a practical means of achieving customer-centricity via individual targeting and personalization.
Clive Whitehouse, Accenture, Ruth E. Spencer, Accenture, Michael Payne, Accenture

 How to Develop a CRM Roadmap CRM Project Volume 2, June 15, 2001
The correct CRM strategy can cultivate intimate, loyal relationships with consumers and render competitive advantage in the marketplace.
Alpesh Fadia, Accenture, Peter A. Whiting, Accenture, Heidi A. Anderson, Accenture

 Increasing Customer Value: Harness the Power of Predictive CRM CRM Project Volume 2, June 15, 2001
Use analytical CRM to find out things you’ve never known about your customers – and to say just the right thing at just the right time.
Sue Phelan, CustomerCentric Solutions

 Knowledge Management Makes Customer Satisfaction a Strategic Asset CRM Project Volume 2, June 15, 2001
KM technology holds the key to capturing the most precious of all business commodities – the knowledge of workers.
Michael Charney, ServiceWare Technologies, Jessica Jordan, ServiceWare Technologies

 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

 More than Data Warehousing: An Integrated View of the Customer CRM Project Volume 2, June 15, 2001
Take customers to a higher level of responsiveness and profitability by rendering a truly integrated view of each and every relationship.
Kevin N. Quiring, Accenture, Nancy K. Mullen, Accenture

 Moving Customer: Building Customer Relationships and Generating Demand in the Mobile Data World CRM Project Volume 2, June 15, 2001
Start a journey into the personal mobile world – with the customer riding at your side – by taking timely and systematic action.
Tunc Yorulmaz, Accenture, Siew Pheng Tan, Accenture, Dalia Black, Accenture

 New Data Management Technology Helps Narrow the Data Gap CRM Project Volume 2, June 15, 2001
Conquering the Data Gap means achieving breakthrough business performance – and disrupting the competitive playing field.
Dale Renner, Seisint, Inc.

 Real-Time Interaction Marketing CRM Project Volume 2, June 15, 2001
The new generation of analytical CRM identifies potentially profitable and loyal customers – and puts the marketer back in control.
Gert Haanstra, Data Distilleries, Pieter W. Boelens, Accenture

 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 Value of True Marketing Optimization CRM Project Volume 2, June 15, 2001
Marketing optimization provides the hard-dollar economic payback from your demand chain process.
Gerry Grealish, Marketswitch Corporation, Amartya T. Bhattacharjya , Marketswitch Corporation

 Three Approaches to Customer-Centric Understanding CRM Project Volume 2, June 15, 2001
Customer segmentation is the foundation of customer insight. It is the core organizing structure from which all else springs.
Brian K. Crockett, Accenture, Kenneth L. Reed, Accenture

 Unlocking Value Through Customer Insight CRM Project Volume 2, June 15, 2001
Financial institutions that invest in customer insight can unlock economic value from past investments and achieve significant returns.
Rainer Famulla, Accenture, Bernhard J. Klein-Wassink, Accenture

 Using Data to Become a Customer-Centric Organization CRM Project Volume 2, June 15, 2001
To become truly "customer-centric," information about customers is key – but data needs to be meaningful to help you meet your goals.
Shep Parke, Accenture, E. Holly Porter, Accenture

 A Quadstone Success Story: Liverpool Victoria CRM Project Volume 1, January 15, 1999
When Liverpool Victoria decided to implement a Customer Relationship Management (CRM) strategy, it wanted to use behavioral modeling to provide in-depth understanding of its data. Using technology from Quadstone, the company can craft the right offer at the right time for the right person and analyze the effect of its marketing strategies.
Quadstone

 Accenture and Sun Microsystems Delivering Web-Centric CRM Solutions CRM Project Volume 1, January 15, 1999
Accenture and Sun Microsystems have created an alliance to help organizations worldwide meet the challenge of rapidly deploying Web-centric CRM solutions. By integrating multiple information channels seamlessly while accommodating changes in the marketplace, Accenture and Sun offer a solution to save companies time and money. The offering helps companies transform their businesses by accelerating deployment, reducing overall risk, and lowering the total cost of ownership for CRM implementations.
Sun Microsystems, Sun Microsystems, Inc.

 Behavior-Based Marketing – Adding Intelligence to Consumer Marketing and CRM CRM Project Volume 1, January 15, 1999
The ability to understand and influence customer behavior is critical to growth and success in the competitive marketplace. This comprehension is accomplished by bringing together the great value of the marketer's knowledge with the great potential value in the customer database.
Mark Smith Quadstone, Quadstone

 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

 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

 Finding the Customer in Transaction Data CRM Project Volume 1, January 15, 1999
Despite improvements in data collection, most businesses still struggle to develop the very capabilities that prompted them to gather data in the first place — the ability to aggregate, analyze and use data to make informed decisions that lead to action and generate real business value.
Jeanne G. Harris, Accenture

 Horace Mann Ensures Quicker Training for Call Center Support Representatives CRM Project Volume 1, January 15, 1999
Horace Mann decide to build an easy-to-use, graphical use interface (GUI) as the front end to its legacy systems – a centralized repository of underwriting, claims, accounting, marketing, and customer service data. The company consulted IVANS, Inc., a recognized leader in providing technology solutions for the insurance industry in the United States and Canada.
ClientSoft

 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

 Mission to Measurement CRM Project Volume 1, January 15, 1999
California State Parks transitioned from a stereotypical government bureaucracy to an organization with an award-winning performance management and measurement system. This system, with its heavy emphasis on the needs and wants of the customer, allows executives and managers to allocate organizational resources to programs or projects that return the greatest value. By following such a set of strategic concepts, government can both change and more effectively implement its mission.
Denzil Verardo, California State Parks

 MultiCAST – The New Face of Multichannel Marketing CRM Project Volume 1, January 15, 1999
As companies race to add new channels, they frequently lose track of how to integrate them. Each channel keeps its own data and markets to customer segments independently. Fair, Isaac offers MultiCAST, a revolutionary new approach to multichannel marketing, which makes it easy for retailers to deliver the right offer, to the right person, at the right time, using the right channel.
Amanda Welch, Fair Isaac Corporation, Norm Lyons, Fair Isaac 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

 Technology for Optimizing Customer Relationships CRM Project Volume 1, January 15, 1999
The transformation to true CRM requires a technical foundation that links customer information to and from multiple touch points or channels.
Jean M. Berube, Customer Analytics

 The CRM Lifecycle – Without CRM Analytics, Your Customers Won't Even Know You're There CRM Project Volume 1, January 15, 1999
To achieve sustainable competitive advantage, businesses must first understand and then delight their customers.
Julie Hahnke, IDtech

 The Customer-Connected Company and the Role of E-Technology in Making it Happen CRM Project Volume 1, January 15, 1999
Only a commitment to a new way of dealing with customers, to using a different business model, and to fundamentally transforming the way enterprises think and behave, can set companies back on course.
Sandra Vandermerwe, Accenture

 Using Online Research to Optimize Customer Value CRM Project Volume 1, January 15, 1999
The online customer relationship contributes to the lifetime value of customers by reducing acquisition costs, increasing sales, extending the customer life cycle, and strengthening customer retention. For this to happen, the Web site must work for the company and the customer.
Martha G. Russell, University of Texas, Austin

 Verio, Inc: A Blue Pumpkin Success Story CRM Project Volume 1, January 15, 1999
Verio, Inc. provides Internet connectivity and Web hosting for a wide range of customers. Due to Verio's rapid growth over the past three years, the company's customer contact center needed to implement a robust solution that could manage the increased call volume.
Blue Pumpkin