|
 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
The Customer Decision Engine: The Next Evolution of Campaign Management CRM Project Volume 6, March 02, 2006
WHAT IS A CUSTOMER DECISION ENGINE?
The Customer Decision Engine (CDE) is a framework that integrates both front and back
office systems in order to coordinate targeted customer communications across sales, service,
marketing, field service, logistics and other customer-facing departments within an
organization.
Using common business rules, information from other systems such as billing and fulfillment,
and cross-channel customer intelligence, the CDE enables an organization to provide
the most relevant message, service, or information to a customer as part of every interaction.
As organizations strive to deliver an optimal experience to customers across channels they
need a way to centrally coordinate both front and back office activities. The CDE enables
this by coordinating customer communications and fulfillment, ultimately allowing an
organization to deliver on its brand promise, while recognizing customer individuality and
profitability.
CASE STUDY: O.C. Tanner CRM Project Volume 7, June 29, 2007
O.C. Tanner was looking for a smart, flexible CRM solution that would support the way they want to serve their customers and run their business. They needed to give field sales and customer services personnel the tools to better understand their customers and be more productive.
Anthone Withers, Avanade
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
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.
Q&A with Don Peppers and Martha Rogers: Measuring Customer Value Can Be More Important than Measuring Revenue CRM Project Volume 6, March 02, 2006
Don Peppers and Martha Rogers explain why
measuring customer value can be more important
than measuring revenue.
Don Peppers, Peppers & Rogers Group, Martha Rogers, Peppers & Rogers Group
Surviving and Thriving in the Customer-Driven Age CRM Project Volume 7, June 29, 2007
Transformational CRM is the catalyst to transform organizations, empower employees and capitalize
on new market opportunities.
Mike Betzer, Siebel Systems, Inc.
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.
Elevate Customers to the Core of Your Business CRM Project Volume 7, June 29, 2007
Customers want the best your company has to
offer. To deliver, you need an integrated customer
experience across all touch points throughout
your organization. This requires a complete and
consistent view of your customers. First-generation
CRM promised these capabilities but has often
fallen short.
Anthone Withers, Avanade
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
Silicon Valley Leader Turns Customer Insights Into Bottom-Line Profits CRM Project Volume 7, June 29, 2007
‘TrueChoice® Solutions has helped us to
understand our VAR channel customers much
better – especially in the SMB space.’
Nikon's Journey to Leadership CRM Project Volume 7, June 29, 2007
Nikon’s implementation of its customer experience
management strategy demonstrates the
power of knowing your customers.
Don Peppers, Peppers & Rogers Group
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
Understanding Customer Intentions: Delivering a Satisfying Customer Experience CRM Project Volume 7, June 29, 2007
With the proper approach, executives can create a clearer picture of how well the experience they’re
providing their customers aligns with what customers actually had in mind.
Terry L. Walls, Accenture
Evolving Contact Center Strategy CRM Project Volume 4, December 08, 2003
This white paper takes a look at trends and business drivers for the 21st Century Contact Center. As trends such as globalization, deregulation, and increased worldwide competition continue, customer service increasingly becomes a key differentiator. The race is on to provide high quality customer service, through ANY touch point, ANYtime, ANYwhere, yet in a profitable manner. Companies that do this well are destined to be the service winners of the future.
Milacron Manufacturing Technologies CRM Project Volume 4, December 08, 2003
Milacron is a global leader in plastics processing and
metalworking technology. From automobiles and appliances,
to milk jugs and toothbrushes, Milacron’s technologies help
leading companies manufacture the world’s favorite
products.
MTL Insurance Cuts Document Production Time by 60% With Cincom iD Solutions™ CRM Project Volume 4, December 08, 2003
With MTL’s long history of financial integrity and
dependability, maintaining superior service to policy owners
was of primary importance. However, years of producing
client correspondence using multiple systems that were
not “user-friendly” were taking their toll. Production of
policies and documents had become unwieldy and took
up time that could be better spent on servicing clients.
The time had come to update cumbersome document
production technology in order to continue MTL’s tradition
of excellent service to their policy owners.
GE Capital Bank Improves Operations with Cincom iD SolutionsTM CRM Project Volume 4, December 08, 2003
GE Capital is one of 10 divisions of General Electric (GE),
a company founded in 1892 by Thomas Edison. Today,
with $100 billion in sales and a workforce of more than
290,000, GE is a leading multinational organization with
a widely divergent reach, present in industry (lighting,
plastics and household appliances), technology (medical
imaging and airplane engines) and services (finance,
computers and television).
GE Capital has significantly strengthened its activities in
France since 1995 with buyouts such as Sovac and
Locafrance. It is now present in 12 different fields,
offering varied services, including consumer and business
financing as well as insurance and equipment
management. GE Capital employs a total workforce of
9,000 throughout France, and offers three main services:
• Consumer credit
• Home loans
• Automobile financing
Siebel adds to Robust Customer Analytics Applications CRM Project Volume 4, December 08, 2003
On October 8, Siebel Systems announced the release of Siebel Customer Analytic Applications 7.7, a solution offering that leverages robust yet accessible predictive analytics, vertical subject matter depth, and the simultaneously announced Siebel Enterprise BI Platform 7.7. Taken together, these comprise a significant move on the part of Siebel Systems, elevating the role of Siebel Analytics as a driver of customer and enterprise insight across its entire suite of offerings. Ventana Research acknowledges the great potential this suite of applications brings to the customer intelligence market.
Jack Hafeli, Ventana Research
Barclays Reaps 50% Time savings with iD Solutions CRM Project Volume 4, December 08, 2003
Barclays has been a leading player in the banking
industry for almost 300 years. However, like many other
financial institutions, Barclays was faced with a
dilemma: how to maintain a personal approach and yet
ensure that all their branch communications were of a
consistent quality and content.
Virginia's Largest Healthcare Provider Produces Customer Correspondence -- Over the Web! CRM Project Volume 4, December 08, 2003
Cincom iD Web Document Services provides Anthem Blue
Cross and Blue Shield with the ability to create dynamic,
personalized documents via a “thin client” web browser.
Julie Dillon, manager of Project Development for Anthem,
says, “Unlike other document solutions we looked at, iD
Web Document Services gives our representatives the
ability to generate high volumes of personalized letters
and forms from a web browser. This eliminates the issues
of maintaining software over multiple workstations used
by our customer services representatives.”
The Evolution of Brand Strategy and Customer Experience Management CRM Project Volume 6, March 02, 2006
The two most important assets for most organizations are their
brands and their customer relationships. The most forwardthinking
companies today are seeking brand differentiation
through a unique and compelling proposition, in concert with
designing a highly positive customer experience.
Michelle Bottomley, OgilvyOne Consulting Services
The Power to Know CRM Project Volume 7, June 29, 2007
In a business climate that punishes the inefficient
and slow-moving, enterprises need agile strategies,
clear-sighted decision making and the ability
to focus scarce resources on the activities most
likely to drive success.
Bob Gressens, SAS
Optimizing Your Workforce To Advance the Customer Experience CRM Project Volume 4, December 08, 2003
Forward-thinking companies are rolling out new performance improvement cycles that utilize recorded agent-customer interactions to promote self-awareness.
Courtenay Huff, Accenture, Oscar Alban, Witness Systems
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
True Customer Insights. True CRM Profitability CRM Project Volume 7, June 29, 2007
Too often, even the best CRM solutions don’t
have the ability to carry customer relationships
through to the most profitable, or even the final
sale. As a result companies often miss out on the
full revenue and profit potential of their customer
interactions.
Why Customers Buy: Modeling Attributes to Optimize the Retail Assortment Mix CRM Project Volume 6, March 02, 2006
By utilizing techniques from attribute science, retailers can understand why consumers make particular purchasing choices and
develop the best product assortment to match those purchase drivers, thereby generating stronger sales and profits.
Milton Merl, Accenture
David LaPlante Explains The Keys To Relationship Building CRM Project Volume 4, December 08, 2003
David LaPlante is president and CEO of Twelve Horses North America, headquartered in Reno, Nevada, and director of Twelve Horses Technology, Ltd., based in Dublin, Ireland. Mr. LaPlante brings 13 years of marketing automation, business process management, and CRM/application development experience to the position. Twelve Horses North America provides the applications, infrastructure, and professional services to automate and integrate email and Web-based marketing and business dialogue across multiple systems and channels.
David LaPlante, Twelve Horses
Attaining Cutting-Edge CRM From Existing Systems CRM Project Volume 7, June 29, 2007
Focusing on individualized customer service can be achieved by adapting new CRM technology
to existing tools, opening channels for increased profit and providing better-managed customer
interactions.
Vincent Dell’Anno, Fair Isaac Corporation
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
CRM and the Move Toward Preconfigured Solutions 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.
Conrad Chang, IDC
E.Piphany 6.5 Software Suite Provides Customer Information Backbone CRM Project Volume 4, December 08, 2003
New cross-functional applications boast blended capabilities that drive performance management and open connectivity across the customer interaction spectrum.
Jack Hafeli, Ventana Research
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
Q&A with Brian Gramer: Marketing Automation Software Allows Companies to Manage, Design, Automate and Analyze Integrated Marketing Campaigns CRM Project Volume 6, March 02, 2006
Marketing automation software
allows you to perform both campaign management
and execution. It helps marketing
executives plan, create, manage, execute,
automate, track and analyze their entire
marketing portfolio from one central business
system. Unlike email-only point solutions or
CRM solutions, best-of-breed, on-demand
marketing automation allows you to manage
and execute multichannel permission-based
marketing campaigns, both online and offline.
Brian Gramer, Vtrenz
Rules-Based Marketing CRM Project Volume 6, March 02, 2006
For years, small- to medium-sized organizations have
envied the powerful, integrated marketing campaigns
conducted by their big-company counterparts. But with
today’s new technologies, big budgets, big databases
and big marketing departments are no longer the only keys to
marketing success.
Brian Gramer, Vtrenz
Laying the Foundation for Long-Term CRM Value CRM Project Volume 7, June 29, 2007
Following best practices and partnering with deployment experts who can provide valuable insight
and guidance are sure steps on the road to CRM success.
Anthone Withers, Avanade
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
Making the Pivot: The New Playing Field of Customer Experience Management CRM Project Volume 7, June 29, 2007
The very best athletes shift the momentum
of the game at critical moments, and as
spectators this pivot can take our breath
away. Nearly any sports fan can recall a
game-changing play that enabled the team
to take the upper hand and demoralize
the competition.
Woody Driggs, Accenture
Transforming Customer Contact: Make Every Contact Count CRM Project Volume 6, March 02, 2006
How can companies simultaneously achieve high levels of
customer satisfaction while holding down costs? It’s been
an elusive goal, but a critical one. Accenture’s ongoing
research into high-performance businesses has shown that
delivering a differentiated, branded customer experience plays a major
role in improving customer satisfaction, which drives customer loyalty,
which drives high performance through better margins, revenue growth
and shareholder value.
Robert E. Wollan, Accenture, Tom Van Horn, Accenture
The Self-Optimizing ‘Real-Time’ Contact Center CRM Project Volume 6, March 02, 2006
Real-time analytics and real-time optimization of contact
center technologies are converging trends that will, in short
order, dramatically enhance productivity and customer
satisfaction, change how call centers are deployed and managed,
and alter the expectations of both customers and the companies
that service them. This convergence represents a fundamental paradigm
shift in the science of customer satisfaction delivery – one that will
have a determinative impact on current technology life cycles and on
the metrics that drive technology buying decisions.
This paper will focus on what current buyers of technology need
to know about these trends and what criteria should be applied to
imminent buying decisions, in order to “future-proof” those investments
in the context of this emerging paradigm shift. At the root, these
trends are unified by the overarching vision of the contact center as a
real-time organization that can automatically adapt its technologydriven
business processes to changing needs and circumstances.
Mike Betzer, Siebel Systems, Inc., Donna Fluss, DMG Consulting, Eli Borodow, Telephony@Work
Squeezing Revenue From Tired Old Sales Leads CRM Project Volume 6, March 02, 2006
Few C-level executives today are happy with the return on
their marketing campaign investments. Yet each quarter
these same unhappy executives continue to pour billions
more dollars collectively into the same lead-generation
campaigns and produce the same mediocre ROI.
Clark Dong, Market2Lead
The Contact Center Is Your Competitive Weapon CRM Project Volume 6, March 02, 2006
Adrunk was searching at the base of a streetlight on his
hands and knees. When a passerby asked what he was
doing, the drunk said he was looking for his car keys.
After joining the search to no avail, the passerby asked
why the drunk thought his keys would be here. The drunk replied
that he didn’t but it is easier to search near the light than near his
car where it is dark.
Nearly every student of research techniques or business has encountered
this story or its cousin. Usually it is used to illustrate faulty tactics:
don’t look where it is convenient when the search should focus on
the area of greatest probability. This story is as good an illustration of
strategic error as it is of tactical error. After all, the goal should not be
to find the car keys – the man is drunk! Rather, getting home safely is
the appropriate goal, and a taxi or designated driver are two possible
tactics to reach that goal.
Jodie Monger, Ph.D., Customer Relationship Metrics
Pamela Larrick Explains How to Shape the Customer Experience Across Touch Points CRM Project Volume 4, December 08, 2003
Pamela Larrick Explains How to Shape the Customer Experience Across Touch Points
Pamela Maphis Larrick, MRM Partners Worldwide
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
Jack Noonan Explains How Predictive Analytics Delivers Customer Insight CRM Project Volume 4, December 08, 2003
Jack Noonan Explains How Predictive Analytics Delivers Customer Insight
Jack Noonan, SPSS
What Every CRM Needs to Win: Intelligence, Automation, and Integration CRM Project Volume 4, December 08, 2003
Twelve Horses delivers intelligence, automation, and integration in electronic communications. Twelve Horses North America is a national leader of email and Web-based marketing and business automation solutions.
David LaPlante, Twelve Horses
Optimizing Customer Interactions and Marketing Analytics to Drive Peak ROI CRM Project Volume 4, December 08, 2003
Customer conversations and new analytical marketing techniques make dynamic customer relationship optimization a new top priority.
Ronald S. Swift, Teradata
Let the Voice of the Customer Engineer Your CRM Implementation CRM Project Volume 4, December 08, 2003
Based on insight gained from listening to the voice of their customers, companies can better design their CRM processes.
Jodie Monger, Ph.D., Customer Relationship Metrics
Thrill Your Customers: Customer-Centric Strategies That Succeed CRM Project Volume 4, December 08, 2003
Businesses need an alternative customer-centric approach – one that balances the needs of the customers with the needs of the organization.
Jerry M. Garcia, Accenture
Field Service CRM: Now It's a Profit Center CRM Project Volume 4, December 08, 2003
Field service is vital to a company’s sales and marketing mission – either as a direct profit producer or product differentiator – and provides the opportunity to increase customers’ feelings of stability and security.
Paul Greenberg, The 56 Group, LLC
Customer Service Agents: The Key to CRM Success CRM Project Volume 4, December 08, 2003
Technology alone cannot improve customer relationships. People drive the success – or the failure – of a CRM strategy and implementation.
Matt McConnell, Knowlagent, Kathleen Lendvay, Knowlagent
The New Face of Front-Office Outsourcing CRM Project Volume 4, December 08, 2003
Strategic outsourcing of customer-facing, front-office activities can strengthen customer relationships and generate new growth.
Britton Manasco, Manasco Marketing Partners
The Customer Controls The Relationship CRM Project Volume 6, March 02, 2006
The demand chain leverage that can be delivered through the creative application of customer
intelligence is indisputable.
Jack Hafeli, Ventana Research
Achieving High Performance Through Deeper Customer Insights CRM Project Volume 6, March 02, 2006
New tools and processes that provide deep insights into customer behavior are helping to realize
significant operational and financial benefits – and gaining customer loyalty.
Alton Adams, Accenture
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
Architecting Customer Experience for Relevance, Timeliness and Significance CRM Project Volume 6, March 02, 2006
Focused marketing strategies and processes ensure world-class, enterprise-wide, customer-driven dialogues – and meaningful results.
Ronald S. Swift, Teradata
Build a Business and IT Foundation for BI CRM Project Volume 6, March 02, 2006
March 4, 2005 - Organizations have never been so eager to adopt business intelligence (BI) technology. Unfortunately, lack of alignment between people, process and technology has led to many misguided business intelligence deployments. Using a business-centric methodology and process-improvement type approach organizations can leverage BI efficiently to enable Performance Management. Ventana Research believes organizations that do not take this approach will find themselves – like many after the waves of ERP and CRM – with under utilized and over purchased technology that does not provide a competitive advantage.
Mark Smith, Ventana Research
CRM’s New Generation Is NOT the Pepsi One CRM Project Volume 6, March 02, 2006
Understanding the new customer ecosystem is essential to CRM success, as next-generation customers demand full knowledge
and participation in the crafting of their buying experience. In return, they offer loyalty, even advocacy.
Paul Greenberg, The 56 Group, LLC
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 and Performance Management CRM Project Volume 6, March 02, 2006
Introducing performance management into customer intelligence and demand chain can help companies manage performance and determine market position and company profitability.
Jack Hafeli, Ventana Research
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
Customer Profitability and Demand Chain Strategies CRM Project Volume 6, March 02, 2006
July 28, 2004 - Demand chain strategies built upon customer value metrics such as profitability or lifetime value provide examples of effective application of Ventana Research’s PerformanceCycle framework for driving performance improvement. Ventana Research suggests that cross-functional marketing, sales and service strategies created to engage value-based customer segments can help organizations realize impressive return on customer information assets. We further suggest that an account-management attitude toward customer relationships is an important ingredient to successful deployment.
Jack Hafeli, Ventana Research
Customer Profitability is Not a Financial Metric CRM Project Volume 6, March 02, 2006
July 28, 2004 - Demand chain performance improvement initiatives with a customer-centric focus take on additional color when built upon a customer profitability foundation. And yet there remain barriers to rigorous application of customer profitability at many organizations. Ventana Research recommends that treating customer profitability as a demand chain metric, not a financial measure, is one path to overcoming many of those barriers. Barriers to reaching cultural and functional consensus have a different texture with a demand chain mind-set, and the proper application of enabling technologies can still provide the foundation for the more precise requirements of CFO’s. Ventana Research advises organizations to take an incremental approach, refusing to accept imprecision as an excuse for inaction.
Jack Hafeli, Ventana Research
Defining, Measuring and Managing Loyalty CRM Project Volume 6, March 02, 2006
Any company’s customers can be segmented into “loyalty neighborhoods” by working with an
analytic framework that includes behavioral and attitudinal components.
Demand Chain Performance Management In Consumer Goods CRM Project Volume 6, March 02, 2006
Consumer Goods (CG) organizations now have Marketing, Operations and IT organizations with conflicting motivations, technical platform architectures, application requirements, budget constraints and vendor alliances. This is a result of a decade of implementing disparate and silo-ed systems to leverage data and sophisticated analytics to improve performance. Ventana Research has identified within the Consumer Goods (CG) market a growing demand for more comprehensive demand chain solutions targeting market performance management across the enterprise.
Vendors have an immediate opportunity to establish a leadership position in this growing market. The Ventana Research “Demand Chain Performance Management in Consumer Goods Marketing” study will crystallize action items and bring to light the drivers behind spending priorities of Consumer Goods marketing, IT, and operations constitu
Jack Hafeli, Ventana Research
Effective Relationship Marketing: Nurture CRM Project Volume 6, March 02, 2006
Marketers have seen both dramatic revolutionary and steady evolutionary change over the past decade. Transformations in technology, the political and legal environment, the economy, customer expectations, and competitive forces have made the art of marketing more complex and challenging than ever.
Andrea Anderson, Vtrenz
Framework for Marketing Accountability And Optimization CRM Project Volume 6, March 02, 2006
Accurately assessing the impact of marketing, advertising and
communications efforts is critical. Billions of dollars and
the careers of marketers ride on the proper evaluation and
measurement of the efficacy, performance, cost and impact
of increasingly complex and integrated marketing activities. To that
end, the “black art” era of marketing is quickly disappearing. With it,
the protection once afforded by its mysterious measures of success
and failure has evaporated. In its place, a new systems approach has
emerged that builds on the principles of design – structure, process and
content – and understanding of the customer experience to establish
synergy, while simultaneously breaking down barriers between creative,
strategic, technological and analytic efforts.
Dr. Raymond Pettit, Longwoods Intl.
Gaining the Most Business Value from BI CRM Project Volume 6, March 02, 2006
December 9, 2004 - The availability of rich, enterprise-class business intelligence product suites from leading vendors makes product evaluation more complex than ever before. Beguiling marketing messages can lead IT managers to believe all will be well when purchasing from any vendor. At the same time, potential returns to organizations that deploy enterprise-wide business intelligence applications can be in the millions of dollars. Investments are now highly leveraged bets, both corporate and personal. More than ever before, rigorous quantified business case evaluations should be conducted prior to purchasing BI software licenses. Third party references should be consulted to assess ROI, validate assumptions and minimize potential estimation errors.
Eric Rogge, Ventana Research
HDFC Bank Enhances Bottom-Line Revenue Through Customer Lifecycle Marketing CRM Project Volume 6, March 02, 2006
Since 1995, HDFC Bank headquartered in
Mumbai has emerged as one of India’s
leading private sector banks providing a
complete range of accounts and services
including Liabilities, Assets, Cards, Direct
Banking and other products such as Bill Pay
and Advisory Services.
High-Performance Marketing: How the Masters Drive Loyalty and Growth CRM Project Volume 6, March 02, 2006
Why do certain companies achieve high performance and
consistently outpace their competitors while other
companies produce only mediocre results? This question
is arguably one of those most often pondered by business
leaders and academics, perhaps because the answer remains
frustratingly elusive.
Marianne Seiler, Accenture
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
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
Master Data Management for Information Management CRM Project Volume 6, March 02, 2006
November 18, 2004 - The business initiatives for performance and process improvement, along with regulatory concerns on compliance management, are creating a new focus and investment into information management. The purpose of information management and supporting architecture is to ensure high quality and efficient processing of data in the enterprise. While seemingly simple in concept, this is yet another challenging and transformational step at top of the CIO list today. To address this issue, companies must move beyond conventional wisdom and historical database or integration approaches. Adopting an information management initiative that focuses on managing master data including definitions, references and business to technical metadata can become a focal point for improvement. Ventana Research recommends organizations investigate Master Data Management and how it can play a role in your data warehouse and BI architecture across your entire enterprise.
Mark Smith, Ventana Research
A LEADING INCUMBENT LOCAL EXCHANGE CARRIER (ILEC) CRM Project Volume 5, October 06, 2004
INTEGRATED INSTANT MESSAGING SOLUTION INCREASES CUSTOMER RETENTION AND
REDUCES OPERATING COSTS
A Whole New Ball Game CRM Project Volume 5, October 06, 2004
MLB.com brings automation to America's pastime with SAS®
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 Customer Loyalty By Transforming Complaints Management CRM Project Volume 5, October 06, 2004
Accenture’s UK team has developed an approach to complaints that delivers true
customer satisfaction.
Ann Ross, Accenture, Simon Kemp, Accenture, Joanna Walker, Accenture, Satvik Chotai, Accenture
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
Business Objects Pumps Version 6.5 While Flashing XI CRM Project Volume 5, October 06, 2004
November 22, 2004 - The recent Business Objects (BOBJ) user conference highlighted stability and improved performance of version 6.5 over previous releases. The focus of Business Objects’ management was clearly centered on persuading customers to upgrade to the latest versions of Business Objects Enterprise and Crystal Enterprise. Conversion to version 6.5 provides a critical path to the upcoming major release of XI (formerly Business Objects 11) in 2005. Customers interviewed vouched for Business Objects 6.5 and Crystal 10 stability but are still reluctant to upgrade to newer versions, especially 6.5. Management’s XI preview demonstrations (of which two failed on stage) and overview presentations showed new features and benefits of the soon-to-be-launched version XI. Ventana Research advises existing Business Objects and Crystal customers to validate compelling business cases for upgrading prior to doing so. Stakeholders should leverage BOBJ resources for information and expertise to mitigate upgrade risks.
Eric Rogge, Ventana Research
Can CRM Finally Grow Up And Deliver? CRM Project Volume 5, October 06, 2004
CRM’s original promise was to truly and cost effectively help an organization manage complex,
changing and challenging customer relationships across an extended enterprise.
Sanjay K. Katyal, Microsoft Corporation, Paddy Srinivasan, Microsoft Corporation
Capitalizing On Customer Intelligence CRM Project Volume 5, October 06, 2004
High performers move from insight to action.
Britton Manasco, Manasco Marketing Partners
Customer Common-Sense Approach To CRM CRM Project Volume 5, October 06, 2004
Leveraging the voice of the customer as part of an overall CRM strategy can help manage the
customer relationship and maximize CRM ROI.
Jodie Monger, Ph.D., Customer Relationship Metrics
Customer Relationship Management – Today And Tomorrow CRM Project Volume 5, October 06, 2004
How technology innovation will help drive competitive advantage in the future.
Amy Hubbell, Accenture, Michael Redding, Accenture Technology Labs
Epicor Clientele Solution for Visioneer, Inc. CRM Project Volume 5, October 06, 2004
For 20 years, Epicor has been a recognized leader
dedicated to providing integrated enterprise resource
planning (ERP), customer relationship management
(CRM) and supply chain management (SCM) software
solutions to midmarket companies around the world.
With the acquisition of Scala, Epicor is a global leader
in the midmarket serving over 20,000 customers in
over 140 countries.
How Camera Phones Can Give Eyesight To Call Centers CRM Project Volume 5, October 06, 2004
As people grow comfortable using camera phones socially, they will expect to be able to use them
to interact with businesses and government agencies.
Dr. Andrew Fano, Accenture
Innovation By The Bundle CRM Project Volume 5, October 06, 2004
By bundling products and services to meet the lifestyle needs of your consumers, you can win
a price war.
Paul F. Nunes, Accenture
Insights Into Customer Insights CRM Project Volume 5, October 06, 2004
Insights often emerge from looking at a problem differently, and by being
eclectic in research methods.
Mohanbir Sawhney , Northwestern University
Integrating BI and Microsoft Office CRM Project Volume 5, October 06, 2004
November 18, 2004 - Line-of-business workers in organizations now face inefficiencies and diminished effectiveness because of disjoint integration between Microsoft Office and server-based business intelligence applications. Export and cut-and-paste are inferior integration mechanisms between these two environments. Organizations are now actively spending their IT budget to streamline collection, processing, analysis and presentation of information. IT departments need to understand the various integration options available along with new alternatives on the horizon to minimize investments in sub-optimal integration approaches. Ventana Research recommends organizations re-assess their freelance use of Microsoft Office and evaluate how to streamline it into their enterprise computing BI efforts.
Eric Rogge, Ventana Research
Intimate Relationships in Bloom CRM Project Volume 5, October 06, 2004
1-800-FLOWERS.COM sees revenue hikes after implementing SAS® CRM solution
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.
Managing Customer Profitability And Economic Value CRM Project Volume 5, October 06, 2004
Even when accurate revenue data is obtainable, knowing only the existing level of profitability for
a customer may not always be sufficient.
Gary Cokins, SAS
MCKESSON HEALTH SOLUTIONS CRM Project Volume 5, October 06, 2004
Remote Call Center Solution for Clinical Nursing Services
Oracle Opens New World of Opportunity CRM Project Volume 5, October 06, 2004
December 17, 2004 - Oracle has stepped ahead of vendors such as BEA, IBM, Microsoft and SAP when it comes to the individual and combined computing capability of Oracle 10G for database management and application server technology. The acquisition of Peoplesoft will bring new challenges and distractions for Oracle that will hinder its ability to formidably challenge the market leader SAP in enterprise applications. Oracle’s attention on acquiring Peoplesoft and its lack of progress in BI and Performance Management pose additional challenges as Oracle looks to expand its presence with its existing tools and applications. Ventana Research believes Oracle will leverage its strength in database management systems and application server technology to improve its position in Information Management. However, we do not see these efforts advancing their position in BI or Financial, Workforce or Operational Performance Management.
Mark Smith, Ventana Research
Oracle Prevails in Tender Offer CRM Project Volume 5, October 06, 2004
November 22, 2004 - There may still be some twists and turns left in Oracle’s attempt to acquire PeopleSoft. Yet, for those who have not already done so, it is time to start planning for a post-takeover environment. We advise companies that had been planning to purchase software from PeopleSoft to look elsewhere. Companies that rely heavily on PeopleSoft applications must secure the best contractual relationship possible at this point. Firms where PeopleSoft is not strategic should plan to migrate to something else within the next several years. Corporations with a mature and stable HR and financials environment should leave well enough alone for now and concentrate on software that supports initiatives to improve their compliance activities, manage innovation and enhance profitability.
Robert Kugel, Ventana Research
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
REYNOLDS AND REYNOLDS CRM Project Volume 5, October 06, 2004
NEAR REAL-TIME, SYSTEM-TO-SYSTEM COMMUNICATION: IMPROVED SERVICE,
REDUCED COST, INCREASED REVENUE
SAP Netweaver 2004 – A Year of Slow But Steady Progress CRM Project Volume 5, October 06, 2004
November 18, 2004 - SAP Netweaver is an enterprise-computing platform linking together people, information and processes across an organization’s heterogeneous landscape of enterprise applications, web services and information sources. The release of SAP Netweaver 2004 earlier this year and the massive investment made by SAP into the solution is now beginning to gain some customer adoption but only a fraction of the existing organizations operating SAP have purchased it. IBM and Microsoft, who SAP positions as partners, are still competing to become the defacto standard platform for application development. Ventana Research recommends organizations carefully examine the SAP Netweaver platform and balance the complexities of the platform and interoperability of the components with the upside of having a solution from one provider.
Mark Smith, Ventana Research
Siebel Strengthens Commitment to Business Intelligence CRM Project Volume 5, October 06, 2004
October 19, 2004 - Siebel Systems has announced additions to the suite of analytic applications it developed on the Siebel Business Analytics platform. These additions include expanded CRM applications and new applications for procurement, human resources, operations/supply chain and executive management. Siebel believes these applications will be successful because of its domain expertise in CRM and other organizational application areas. Yet, significant barriers to success exist for these applications as they did for other business intelligence vendors that have ventured into the analytic application domain. However, Siebel’s CRM base of customers is large enough to serve as a ready market to test its new analytic applications.
Eric Rogge, Ventana Research
Speech Recognition Finds Its Voice CRM Project Volume 5, October 06, 2004
Fast-improving technology drives dramatic business innovations for high performance and
competitive advantage.
Dr. Dadong Wan, Accenture
THE CAPITAL WIRELESS INTEGRATED NETWORK (CAPWIN) CRM Project Volume 5, October 06, 2004
REAL-TIME COMMUNICATION SOLUTION IMPROVES EMERGENCY RESPONSE
FOR D.C. METRO AGENCIES
Understanding Customer Behavior: Web Analytics And CRM CRM Project Volume 5, October 06, 2004
Today’s surveillance technology gives us the ability to classify customers based on
their behavior.
Jim Sterne, Target Marketing
Vanguard Solutions – Business Intelligence for Manufacturing and Operations CRM Project Volume 5, October 06, 2004
November 30, 2004 - Vanguard Solutions Group is an information technology provider offering an integrated BI solution for operations that improves performance. Through a decade of technology investments, Vanguard has created a BI platform that provides analytic and enterprise reporting capabilities that directly integrates into ERP, SCM and CRM systems. Ventana Research believes solutions like Vanguard’s provide a single and simplified platform approach to delivering BI for Performance Management.
Mark Smith, Ventana 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.
Verizon Is Aggressive On CRM and Direct Mail: A USPS Case Study CRM Project Volume 4, December 08, 2003
Verizon is one of the nation’s largest telecom providers, with more than 31 million wireline households, nearly 31 million wireless customers and close to 4 million business customers. Their Direct Mail campaign is aggressive, sending more than 75 million pieces annually to wireline households alone.
Ken Ceglowski, United States Postal Service
Targeted CRM and Direct Mail Get High Marks from SBC: A USPS Case Study CRM Project Volume 4, December 08, 2003
Telecom provider SBC uses CRM-related direct mail to acquire, retain and win back customers. Laura Hernandez, director of advertising, speaks here about the medium’s targeting, segmentation, and personalization benefits.
Ken Ceglowski, United States Postal Service
Building a High-Performance Salesforce CRM Project Volume 4, December 08, 2003
Companies need a sales strategy that is based on deep customer intelligence and implemented by a salesforce equipped with the tools and processes it needs.
Troy G. Miller, Accenture, Eric P. Gist, Accenture
Creating a Customer-Integrated Enterprise Drives Value and Builds Loyalty CRM Project Volume 4, December 08, 2003
Companies must leverage leading marketing and analytical capabilities to cultivate relationships and ensure that every interaction is optimized.
J. Miller, Epiphany
Customer Intelligence & Demand Chain Performance Research Agenda CRM Project Volume 4, December 08, 2003
Ventana Research defines the demand chain as activities and processes undertaken by an organization to create, nurture, and capitalize on demand for its products or services. Depending on your immediate strategic priorities, this will manifest itself with varying emphasis on the components of the demand chain engine: marketing, sales, and service. The common thread that drives this engine is the customer, and customer intelligence strategies can dramatically leverage the firm’s customer information asset, build a foundation of customer understanding, and deploy insights gained with customer analytics. During 2004, our customer intelligence and demand chain research agenda will address the business, IT, and best practices issues that COO’s face most urgently in today’s post-recession, limited-resource, accountability-driven climate.
Jack Hafeli, Ventana Research
With CRM and Direct Mail, Chase Is in Deep: A USPS Case Study CRM Project Volume 4, December 08, 2003
Chase Bank uses direct mail to deepen relationships with existing customers. Targeting customers who have opened checking or savings accounts, the direct mail pieces – of which Chase sends 15 million annually – minimize defection and increase relationship value.
Ken Ceglowski, United States Postal Service
Witness Systems Builds on Mature Center Foundation CRM Project Volume 4, December 08, 2003
July 28, 2004 - At the Witness Systems annual user conference this year, Ventana Research saw customer case studies that crystallized the value of the Witness quality monitoring platform for gaining analytical insight and leveraging strategic initiatives, both inside the call center itself and throughout the enterprise.
Jack Hafeli, Ventana Research
A Look at the Impact of Customer Feelings on Technology CRM Project Volume 4, December 08, 2003
From the beginning of the computer revolution, what has been missing is a focus on the customer’s need to interact with other people during commerce.
Greg Ruff, GLRuff & Co, Danny Kolke, Etelos, Inc.
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
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.
Agent Optimization: The Sweet Spot for Enhancing CRM Results CRM Project Volume 3, October 30, 2002
Effective contact center agents have become the de facto mission-critical workforce. Without them, no CRM investment will live up to its expectations.
Rick Baggenstoss, Accenture, Bob Fletcher, Knowlagent, Matt McConnell, Knowlagent
Combine CRM and a Comprehensive E-Learning System to Maximize Business Results CRM Project Volume 3, October 30, 2002
Both CRM systems and e-learning are designed to make your organization more competitive by increasing the knowledge of your employees.
Leo Lucas, Click2Learn
CRM Strategy: The Roadmap for Creating CRM Capabilities CRM Project Volume 3, October 30, 2002
Companies need to determine the corporate vision, set reasonable expectations, and avoid pitfalls when developing their CRM strategy and roadmap.
Brian K. Crockett, Accenture
Driving Business Performance CRM Project Volume 3, October 30, 2002
Self-service training helps individuals across all levels of a company align individual and departmental objectives and learn corporate goals.
Tobin Gilman, Docent Inc.
Intel Interview with Chris Thomas: The Future of CRM and the Inflections Points that Will Drive New Innovation CRM Project Volume 3, October 30, 2002
The nature of mobility is going to force a revolution in innovation ... Why I call it an inflection point is because, not only is this a wonderful idea and opportunity; it compels an industry to get moving.
Chris Thomas, Intel Corporation
Looking to Maximize Your CRM Project Success: First, Optimize Your Buy Cycle CRM Project Volume 3, October 30, 2002
End-user firms need to explore the buy cycle of the CRM equation – the process they use to select the right solutions to solve their specific problems.
Jim Dickie, CSO Insights
Measuring the Return on Investment of CRM CRM Project Volume 3, October 30, 2002
To evaluate and measure the ROI of a CRM initiative, follow a seven-step systematic process that assesses the anticipated benefits and costs.
Cindy Kennaugh, Hewlett-Packard
The Customer Care Workforce: Driving More Profitable Customer Interactions CRM Project Volume 3, October 30, 2002
Companies now recognize that improving the performance of their customer care workforce plays a critical role in creating more profitable customers.
Patrick Mosher, Accenture, Eric P. Gist, Accenture
The Customer Drives the Demand Chain CRM Project Volume 3, October 30, 2002
Forward-thinking organizations should recognize that the customer drives the demand chain and behave accordingly. Yet Ventana Research finds little evidence that customer intelligence is even a generally recognized application niche.
Jack Hafeli, Ventana Research
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
Tim Sanders, Chief Solutions Officer at Yahoo!, Talks About Fulfilling the CRM Promise with Knowledge, Network, and Compassion CRM Project Volume 3, October 30, 2002
Tim Sanders, chief solutions officer at Yahoo!, talks about fulfilling the CRM promise with knowledge, network, and compassion.
Tim Sanders, Yahoo
Transforming Customer Contact CRM Project Volume 3, October 30, 2002
Companies must realign customer treatment
in accordance with customer profitability by
undertaking major changes in CRM strategies.
Robert Wollen, Accenture
When You Buy the Application, You Buy the Vendor CRM Project Volume 3, October 30, 2002
Finding the appropriate software during the
development of a CRM implementation is not just package selection, but is truly vendor selection.
Paul Greenberg, The 56 Group, LLC
B2C Education and Awareness for Medical and Pharmaceuticals from Oneupweb CRM Project Volume 2, June 15, 2001
As part of their marketing program to help spread the word about Visudyne, Novartis approached Oneupweb to assist in creating a site that was balanced and ready for the search engines. Although non-traditional to their typical marketing campaigns, Novartis understood how important search engine optimization can be when looking at the growing statistics of Internet health searches.
So Do It, So Do It, LLC
Creating an Effective Customer Relationship Strategy in a Digital World CRM Project Volume 2, June 15, 2001
By learning from customer responses – and applying that knowledge – Marketing can increase its overall effectiveness and market penetration.
Cheryl Bowden, BEA Systems, Inc.
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
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
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.
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
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.
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
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
Winning the War for Customers in Today's Utility Industry CRM Project Volume 2, June 15, 2001
Customer relationships in the utility industry have dramatically evolved, aligning with other players in other key industries.
James O. Etheredge, 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
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
Human Performance in the Customer-Driven Enterprise CRM Project Volume 1, January 15, 1999
In this new world, the most valuable and scarce source of "capital" that companies need to succeed is not financial or structural – it's human capital.
James O. Etheredge, Accenture
Know Thy Customer – From Customer Knowledge to Customer Insight CRM Project Volume 1, January 15, 1999
With customer insight, companies can leverage new opportunities to individualize the brand and offers, and create personalized interactions – which will keep the customer coming back.
John Nash, Accenture
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
Strategies for E-Business Applications CRM Project Volume 1, January 15, 1999
The Internet fundamentally alters the customer/vendor relationship and forever empowers customers to control their destiny, demand more rapid satisfaction, and be harder to satisfy than ever before. The new "digital" online value is based on how you enhance their attention and improve their ability to manage their time. These trends change your business chain in a very substantial fashion.
Ross Garber, Vignette Corporation
Ten Knowledge Domains – Model of a Knowledge-Driven Company? CRM Project Volume 1, January 15, 1999
Many early adopters of the concepts of knowledge management have achieved dramatic benefits: improving the performance of client services; increasing customer value; generating new license revenue; expanding markets; shortening cycle times; reusing knowledge; and creating maps of company experts.
Dan Holtshouse, Xerox Corporation
|
