How Marketers can Earn a Seat at the Revenue Table CRM Project Volume 7, June 29, 2007
B2B companies need an integrated revenue pipeline, but before that's possible marketers need a seat at the revenue table. Here's how they can earn it.

 Q&A with Bulldog Solutions President Todd Davison: Making Webinars Pay Enormous Dividends CRM Project Volume 6, March 02, 2006
It's easy to see why Webinars are growing in popularity: They are relatively low-cost, efficient and highly measurable tools for lead generation. Our unique multi-step process leverages best-in-breed electronic communications, data analysis and CRM integration to help our clients use Webinars to increase reach and shorten sales cycles, boosting top-line revenues and maximizing marketing return on investment.
Todd Davison, Bulldog Solutions

 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

 Retailers Get Remote Control for Changing Channels CRM Project Volume 7, June 29, 2007
The supply chain was one of the first information system sectors to benefit from purpose-built enterprise software. Now all those monolithic, inflexible and expensive-to-maintain systems are preventing organizations from growing.

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

 CASE STUDY: Sara Lee CRM Project Volume 7, June 29, 2007
Sara Lee International is a global manufacturer and marketer of high-quality, brand-name products for consumers throughout the world. The organization has operations in 58 countries and markets with branded products in nearly 200 languages. Sara Lee International employs 137,000 people worldwide.
Anthone Withers, Avanade

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

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

 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

 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.

 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.

 E Business Suite: The engine to fuel your potential. CRM Project Volume 4, December 08, 2003
EB Suite is an online, on demand customer relationship management - CRM solution. Therefore, it requires no capital expenses and no maintenance costs. The entire system can be up and running in your office in a matter of hours. Each application is a self contained modular business solution.

 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

 Understanding the Seeds of Growth: Technological Evolution and Product Innovation CRM Project Volume 7, June 29, 2007
While many marketers believe that market segmentation is the 'be all, end all' of growth, technological change is perhaps growth's greatest catalyst.
Ashish Sood, Goizueta Business School, Emory University, Gerard J. Tellis, Marshall School of Business, USC

 Marketo: SophisticatedYet Easy B-to-B Marketing Software CRM Project Volume 7, June 29, 2007
Marketo’s on-demand products are easy to buy because they don’t require complex implementation or up-front fees, easy to own because they don’t require IT support, and easy to use without specialized technical skills or significant training.

 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

 Are They Hot or Not? CRM Project Volume 7, June 29, 2007
A guide to aligning sales and marketing by implementing lead scoring.

 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

 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

 Blind Date to White Wedding: Best Practices in Lead Nurturing CRM Project Volume 7, June 29, 2007
No one enjoys blind dates. Whether you’re introduced by friends, the Internet, or your neighborhood matchmaker, it’s nerve-wracking to meet for the first time.

 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

 Building CRM 2.0: A New Model for IT Decision Making CRM Project Volume 7, June 29, 2007
A new approach to choosing CRM software helps organizations design and build a lasting foundation for high performance.
Saj Usman, Accenture, Saideep Raj, Accenture

 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

 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

 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

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

 Natural Speech Recognition: The Next Re(e)volution CRM Project Volume 6, March 02, 2006
For those of you who believe that natural speech recognition technology will not work (85 percent of call center executives in a recent survey by the Center for Customer Driven Quality); who do not know about the technology (10 percent); who believe it is too expensive (27 percent); or who do not think it is a priority (15 percent), probably also believe that you will be able to build out new centers and hire new agents indefinitely; don’t think customer satisfaction is important; celebrate when abandonment rates go up; like to allow the customer to get a ringing sound for five minutes or more; and believe that the customer does not care about getting answers quickly.
Richard Feinberg, PhD, Purdue University, Center for Customer-Driven Insight

 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

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

 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

 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

 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

 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

 Impact of Technology Maturity on Contact Center Revenues and Operating Costs CRM Project Volume 4, December 08, 2003
The paradigm in which contact centers choose to implement diverse communications technologies inevitably impacts both revenue and operating costs. Dr. Anton of Purdue University explains the tradeoffs/pitfalls of each approach.
Jon Anton, Purdue University, Center for Customer-Driven Insight, Joseph Katz, MCI Intelligent Services Group, Eli Borodow, Telephony@Work

 Improving the Revenue Stream With Better Lead Management CRM Project Volume 4, December 08, 2003
A lead management system can make an ongoing contribution to the effectiveness of a company’s sales and marketing efforts, its revenue streams, and its ability to build shareholder value.
Steven S. Ramsey, Accenture, Brian K. Crockett, Accenture, Marianne Seiler, Accenture

 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

 From Call Center to Contact Center CRM Project Volume 4, December 08, 2003
Customers communicate with companies in a variety of ways. So today, it is critical to have a cross-channel unified contact center that can deliver competitively superior service at a dramatically reduced cost.
Greg Gianforte, RightNow

 Operational Business Intelligence CRM Project Volume 6, March 02, 2006
June 8, 2005 - The Ventana Research study on BI for Operational Performance indicated widespread use of business intelligence for operational use across the organization including finance. Our research found that deployments varied in size from very small to over 10,000 users. Furthermore, a large percentage of organizations accessed these operational BI applications on a daily or hourly basis, indicating that they were likely mission-critical. Among the most common operational BI applications, performance monitoring, issue management and customer/product 360 degree views stood out. The use of BI to monitor and improve operational and financial performance and management of specific operations areas will strategic for many organizations. Ventana Research expects operational use of BI to accelerate and expand in previously unrealized ways and we anticipate that operational BI will become a major focus in global organizations in 2005 and beyond.
Eric Rogge, Ventana Research

 A New Symphony for Performance Management CRM Project Volume 6, March 02, 2006
Companies’ demand to improve business performance has resulted in a new software provider – SymphonyRPM. In response to what Ventana Research declares will be the competitive differentiator for this decade, Performance Management, SymphonyRPM is introducing a new platform and suite of operational performance management solutions. With a team of industry veterans, strong financial backing, and the combination of proven technologies, SymphonyRPM brings an alternative to traditional BI offerings – its focus on simplifying the complexities of operational planning and analysis across the demand and supply chain. SymphonyRPM brings to market new technology, which was validated through an initial set of customers and partners.
Mark Smith, 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

 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

 Contact Center Performance Management Research Agenda CRM Project Volume 6, March 02, 2006
May 6, 2005 - Ventana Research maintains that Performance Management requires organizations to optimize their business processes while aligning them with operational strategy and IT systems. For many organizations, the first, and sometimes only, touch point for customers is a Customer Contact Center. These centers therefore play an increasingly strategic role in influencing the performance of the organization, not just as a vital, discrete entity within the organization but also within overall business performance. They can have a major impact on customer acquisition and retention, the generation of additional sales revenues and even the identification of improved ways of working and product development. Conversely, they can be a prime reason for customer dissatisfaction and termination. The Contact Center Performance Management practice of Ventana Research will focus on three major research topics during 2005: the overall mandate of the Contact Centre and its role in improving business performance, how to make the Contact Center more effective and efficient, and new innovations in the Contact Center. Each of these will be examined from both a business and IT perspective, as well as what best practices organizations need to adopt to achieve optimal performance.
Richard Snow, Ventana Research

 CRM – The Success and Failure CRM Project Volume 6, March 02, 2006
April 26, 2005 - Survey after survey indicates that call centers are still failing customers. Much of this problem is attributed to the failure of the associated CRM projects, since these were expected to solve everyone’s problems. Unfortunately, like earlier ERP projects, the focus for many CRM projects was to automate the transactional flows. Systems included some rudimentary reporting on the transactions, but most didn’t provide any in-depth analysis, let alone the derivation of customer and business intelligence from the data.
Richard Snow, 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

 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

 Enabling Alignment for Operational Performance Management CRM Project Volume 6, March 02, 2006
April 25, 2005 - Managing a company’s operations in such a way that it takes the right actions in relation to organizational objectives and initiatives is part of the foundation for driving alignment in Performance Management. Pilot Software now offers a new version of PilotWorks 2005 Winter Edition to further enable Operational Performance Management to adapt to an organization’s management process and review. Ventana Research recommends organizations interested in managing operational performance to initiatives and objectives that are linked to the business strategy should consider Pilot Software.
Mark Smith, Ventana Research

 Experienced Advice for Contact Centers CRM Project Volume 6, March 02, 2006
November 21, 2005 - In order to improve the performance of their contact centers, organizations need to align their agents, their processes and systems to a common set of goals and objectives that are derived from their overall business needs. Prior to the release of the latest version of its product, Opus Group supported this process through a combination of its consulting services and the business intelligence (BI) application it designed specifically for contact centers. The new release, version 3.0, not only adds new functionality to the Performance Management Analytics module but it encodes what was previously proprietary consultant knowledge into an electronic knowledge base.
Richard Snow, Ventana Research

 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

 Improving Salesforce Productivity: The Role of Incentive Management CRM Project Volume 6, March 02, 2006
A sales incentive management program that alleviates common performance challenges and links the salesforce with strategic company goals can align growth and high performance.
Patrick Mosher, Accenture, Eric P. Gist, Accenture

 Learn how Bulldog Solutions' lead-generation Webinar campaigns helped Software Quality Engineering generate thousands of leads. CRM Project Volume 6, March 02, 2006
Software Quality Engineering (SQE) assists software professionals and organizations interested in improving their software testing and quality engineering practices. The company offers a wide variety of testing and quality assurance education resources, including conferences; Better Software magazine, a commercial magazine for testing and quality engineering audiences; StickyMinds.com, an information resource for software managers, testers, developers and software engineers; and newsletters including StickyLetter, What’s New Gram and Between the Lines.
Heather Hoetger, Bulldog Solutions

 Location Intelligence to Innovate Business Intelligence CRM Project Volume 6, March 02, 2006
April 25, 2005 - At their user conference, MapInfo presented their roadmap for bringing Location Intelligence to the forefront of the Business Intelligence industry. This business innovation, which leverages location and geographical information through a set of software and services, bridges a gap in the Business Intelligence technology market by delivering the geographic and location element directly to your application developers and business users. Ventana Research recommends that any organization looking to address the questions of where their assets, customers, competitors are located, and how to improve performance in those areas, should examine this new innovation at MapInfo.
Mark Smith, Ventana Research

 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

 Market Share Growth Through Location and Business Intelligence CRM Project Volume 6, March 02, 2006
June 2, 2005 - Addressing a strategic priority such as revenue growth through new customer acquisition and market expansion can be part of any organization's Performance Management offerings. To achieve this in an efficient and effective manner requires a combination of innovation, process and information technology. Cox Communications mobilized business and IT to introduce an innovative set of applications for enabling Operational Performance Management by integrating location and Business Intelligence technologies. Ventana Research recommends that organizations aiming to enable their operational areas to be more effective and impactful should examine applications that leverage Location and BI technologies.
Mark Smith, 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

 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

 Wrong Metrics, Wrong Behavior CRM Project Volume 6, March 02, 2006
May 20, 2005 - Companies today have become obsessed with metrics; everything from top-line executive measures (sales by product, region, customer etc.) to detailed operational measures (expenses by salesmen, etc.). Techniques and technologies to produce the numbers behind the metrics have proliferated; Data warehouses, Business Intelligence, Enterprise Reporting, etc. At Ventana Research we see measures as just one small aspect of Performance Management. Performance Management is the discipline of bringing together business and IT to agree on, align to and execute a strategy, supported by a series of process changes and IT systems that improve both business and operational performance. Organizations should make their metrics more relevant, consistent and auditable to support Performance Management and drive behavioral changes that are supportive of overall business objectives.
Richard Snow, Ventana Research

 4x4: Driving Alliance Survival And PRM CRM Project Volume 5, October 06, 2004
How to achieve meaningful results for your company using partner relationship management best practices.
Harry R. Gould, Mercury Interactive

 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 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

 Callidus Software – The EIM Road to Recovery or Maybe Not CRM Project Volume 5, October 06, 2004
January 28, 2005 - Callidus released their fourth quarter financials revealing a turbulent year in 2004 for the EIM software provider. Although they have begun to grow license revenue, the unfortunate transparency of being a public company significantly increased corporate and operational pressure resulting in a turn-over in executive ranks and the elimination of its Performance Management product.
Mark Smith, Ventana Research

 Centive – On Demand Sales Performance Management CRM Project Volume 5, October 06, 2004
January 27, 2005 - Centive has released a new service-hosted software into beta for sales performance management called Centive Compel. This new solution, planned for release by end of March, combines the principles of Performance Management including strategy and planning in goals/objectives management with sales plans and incentives in one solution. Centive, historically a provider of enterprise incentive management (EIM), released this solution into beta because many organizations are looking for a simpler hosted service offering.
Mark Smith, Ventana Research

 Enkata Enhances Contact and Operational Performance CRM Project Volume 5, October 06, 2004
August 19, 2005 - Until now, Performance Management in Contact Centers has been quite immature. With the announcement of version 5 of its Operational Performance Management applications, Enkata addresses some key issues faced by Contact Center and Operations managers. Two features stand out. One, the applications span both front and back offices, which enables users to identify the root causes of customer contacts and instigate corrective action plans that will reduce the number and cost of contacts. Two, by analyzing past performance, the applications make it possible to handle new calls more effectively, improving customer satisfaction while also reducing costs. Ventana Research believes organizations in their chosen specialist markets will get great benefit from the best practices embedded in the applications as well as by working with Enkata’s experienced support staff.
Richard Snow, Ventana Research

 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

 Inter-Tel Case Study CRM Project Volume 5, October 06, 2004

 Intimate Relationships in Bloom CRM Project Volume 5, October 06, 2004
1-800-FLOWERS.COM sees revenue hikes after implementing SAS® CRM solution

 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

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

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

 Optimizing Returns On Customer-Centric Strategies CRM Project Volume 5, October 06, 2004
Avid Technology Inc. solidifies leadership through customer-driven integration.
Tom Spitale, Peppers & Rogers Group, Christopher Helm, Peppers & Rogers Group, Laura Cococcia, Peppers & Rogers Group

 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

 Oracle’s Good Intentions for Applications CRM Project Volume 5, October 06, 2004
January 21, 2005 - Oracle’s management held a “Better Together” launch event to discuss the future of the applications business now that the PeopleSoft acquisition has been completed. The company emphasized (again) its commitment to supporting the PeopleSoft and JD Edwards installed bases through 2013 and laid out a product roadmap that included major upgrades to applications from the two companies. Ventana Research believes management has every intention of making the merger work well. It is clearly in its best interest to offer a world-beating next generation application suite, planned for completion in 2008. We think PeopleSoft and JD Edwards users should proceed with caution in making commitments beyond existing releases in production. Ventana Research advises organizations to monitor the progress of the integration of the two companies over the next year before adopting new releases.
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

 Pilot Software Introduces Web Channel Performance Management CRM Project Volume 5, October 06, 2004
September 20, 2004 - PilotWeb™ 2004 Summer was released this week by Pilot Software. A packaged, customizable web channel performance management solution, PilotWeb includes template solutions for typical channel business models, including brand/awareness building, lead generation and customer support. Based on its established business objectives-driven deployment paradigm, Pilot is targeting PilotWeb for what it sees as an under-served web channel audience. Ventana Research lauds Pilot’s extension into the web analytics space, but also sees challenges to its gaining traction in this relative niche market. Nevertheless, Ventana Research recommends organizations looking to more closely manage web channel initiatives to further promote marketing objectives look into PilotWeb and Pilot Software’s performance management approach to business intelligence.
Jack Hafeli, Ventana Research

 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

 SAP Teams up with Microsoft for Enterprise Applications CRM Project Volume 5, October 06, 2004
June 1, 2005 - SAP announced a strategic partnership with Microsoft to jointly develop and market Microsoft Office-centric enterprise applications that integrate with SAP NetWeaver. The joint effort, code-named Project Mendocino provides Microsoft Office the user interface for interaction with SAP’s enterprise applications. It will require an upgrade to the latest versions of Microsoft Office, SAP NetWeaver and SAP ERP however to enjoy the benefits of utilizing Microsoft Office as a place for interactions with enterprise application from SAP. The teaming of these two software giants puts more pressure on Oracle and Siebel -- both must deliver new innovation and both must improve financial performance and enable greater customer success within their application businesses. Ventana Research sees this SAP announcement as an evolutionary shift in providing enterprise applications, but also as an initiative which will be inhibited by significant cost of upgrading technology infrastructure and by the immaturity of these Microsoft Office extended applications.
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

 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.

 Synygy Drives EIM to Version 10.8 CRM Project Volume 5, October 06, 2004
January 27, 2005 - Synygy has announced the availability of release 10.8 of Synygy EIM (Enterprise Incentive Management). This new release brings improved levels of enterprise scalability through compensation/incentive plan and report processing along with more flexibility integrating with existing systems and data sources.
Mark Smith, Ventana Research

 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

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

 The Innovator’s Advantage CRM Project Volume 5, October 06, 2004
How taking advantage of innovations in customer relationship management can help achieve high performance.
John G. Freeland, Accenture, Liz Padmore, Accenture

 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.

 Workforce Management for the Contact Center CRM Project Volume 5, October 06, 2004
Workforce management technology balances contact center resources and requirements to achieve a higher level of customer service with reduced staffing costs.
Debbie May, IEX Corporation

 Aberdeen Group OnSite: Electronic Arts and Good Technology: Mobile Messaging to Extend Competitive Advantage CRM Project Volume 4, December 08, 2003
Electronic Arts (EA) is the world's leading independent developer and publisher of interactive entertainment software for personal computers and advanced enter-tainment systems. As a global organization, EA needed a way to make mobile in-formation access work better for key executives and sales personnel. The com-pany had an existing mobile e-mail solution in place, but sought to extend that functionality to a broader set of applications. Good Technology’s GoodLink Sys-tem provided EA with always-up-to-date access to both e-mail and company infor-mation, with no cradle required.
Aberdeen Group, AberdeenGroup

 Avoiding CRM Program Failures To Truly Design Around the Customer CRM Project Volume 4, December 08, 2003
No CRM program fails without early warning indicators; recognizing them as well as reusing existing technology inventory components for CRM implementations can save a significant amount of money and time.
Elizabeth Roche, META Group

 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

 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 Marketing Transformation CRM Project Volume 4, December 08, 2003
Today, marketers are challenged, unlike ever before, with urgent demands to produce and serve offers and messages through an ever-expanding network of channels, partners, and media.
Michael R. Hoffman, Doubleclick

 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.

 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

 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

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

 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

 Pursuing a Fully Integrated CRM Strategy: Brother International Corporation CRM Project Volume 3, October 30, 2002
Brother pursues a fully integrated CRM strategy to develop customer loyalty, resulting in projected 129 percent ROI.
Ali Pirnar, Massachusetts Institute of Technology, Robert Scalea, Hill | Holiday, Linda Plazonja, ROI Report

 Reality Online: Key to the CRM Agenda CRM Project Volume 3, October 30, 2002
Sensors embedded in products – the next wave of CRM technology innovation – will give companies a better understanding of their customers needs.
Glover T. Ferguson, Accenture

 The Case for Marketing Resource Management CRM Project Volume 3, October 30, 2002
Companies must search for creative solutions that can transform their marketing execution and management processes.
Naveen Jain, Accenture, Marianne Seiler, Accenture

 The Customer Access Evolution: Leveraging Touch Points for Customer Acquisition, Retention, and Wallet Share CRM Project Volume 3, October 30, 2002
The confluence of consumer, technological, and market forces has created an incredible opportunity for businesses - customer access.
Richard Feinberg, PhD, Purdue University, Center for Customer-Driven Insight, Mike Trotter, Purdue University, Center for Customer-Driven Insight

 The Insider's Guide to Customer Service on the Web: Ten Secrets for Successful E-Service CRM Project Volume 3, October 30, 2002
The Web is a great place for customer service. It's where people go to find answers fast. It provides a way for customers to navigate their way through lots of content to find the particular piece of information they need. It's open 24/7. According to industry observers, Web-based customer service (also known as "e-service") is one of the biggest business opportunities on the Web.
Greg Gianforte, RightNow

 The Rewards of Customer Experience Management CRM Project Volume 3, October 30, 2002
Just when companies are becoming comfortable with the idea of CRM, a new term has emerged: customer experience management (CEM). The two are similar in many ways, not least in that they are both difficult to define. The premises of CRM and CEM are quite different, however, and best understood when compared side by side.
Peter Gurney, Kinesis

 Unraveling the CRM Investment Knot CRM Project Volume 3, October 30, 2002
Specifically among high-tech companies, successful management of customer relationships has a proven correlation to sustained profitability.
Rich Ryan, Accenture

 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

 Wireless Sends a Message to Enterprise Customers: “We Care About Your Business” CRM Project Volume 3, October 30, 2002
Going wireless is essential to an ovearall business strategy to reduce costs, improve efficiency, and more responsively meet customer requirements.
Stephen Krom, Cingular

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

 Driving Multichannel Revenues by Using PRM Technologies CRM Project Volume 2, June 15, 2001
Partner Relationship Management (PRM), a key area of differentiation for vendors, is a rapidly growing market with good, robust solutions available from industry leaders.
Kapi Attawar, OnDemand Inc.

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

 Handheld Computing Optimizes Customer Relationship Management CRM Project Volume 2, June 15, 2001
Handheld computing solutions untether people from their desks and empower those who work in the front lines of e-business.
Jerry Jalaba, Palm Computing

 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

 Putting the e in Customer Content: An Intel Case Study CRM Project Volume 2, June 15, 2001
How does a company stay agile in Internet time? At Intel, many of the answers were gleaned from the electronic content experience.
Andrea Williamson, Intel Corporation

 SEI Investments Sales Productivity Up Almost 300 Percent with SalesLogix CRM Project Volume 2, June 15, 2001
When this leading provider of strategic outsourcing solutions for investment managers initiated a new business development drive, its salespeople needed to increase their efficiency to deal with the influx of new prospects and customers. SalesLogix is key to their remarkable success.
Interact Commerce Corporation, SalesLogix

 The Last Sustainable Competitive Edge: An Interview with Jim Dickie CRM Project Volume 2, June 15, 2001
CRM visionary Jim Dickie looks into the future – and envisions tremendous opportunities for vendors and users of CRM technology.
Jim Dickie, CSO Insights

 The Value and Use of Contextual Information to Create Excellent Customer Relationships CRM Project Volume 2, June 15, 2001
The use of context-based CRM will promote new offerings, generate sustainable competitive advantage, and build profitable growth.
Glover T. Ferguson, Accenture

 At Any Time – From Anywhere – In Any Form CRM Project Volume 1, January 15, 1999
Customer contact centers and Internet access must be central to an overall strategy to allow customer access and deliver customer value – anytime, anywhere, in any form.
Richard Feinberg, PhD, Purdue University, Center for Customer-Driven Insight, Mike Trotter, Purdue University, Center for Customer-Driven Insight, Jon Anton, Purdue University, Center for Customer-Driven Insight

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

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

 Evaluating Mid-Market Sales Effectiveness Solutions CRM Project Volume 1, January 15, 1999
Mid-market organizations require business applications, technology, and tools to make their employees more productive, align divisional goals with the goals of the entire organization, increase responsiveness to customers, and increase sales. These solutions act as a central repository of customer, prospect, and sales information; provide greater sales accuracy; improve administration and tracking; increase customer responsiveness; and allow organizations to leverage existing channels of interaction while enabling new channels.
Heather Ashton, Hurwitz Group, Inc.,

 First Direct and ICL Deliver Banking @ Your Fingertips CRM Project Volume 1, January 15, 1999
First Direct is going from strength to strength with its widely acclaimed 24-hour Internet-based home banking solution. The UK's leading telephone bank has already attracted 120,000 users for the service and numbers are increasing daily. First Direct grew out of the conviction that customers deserve the very best service in banking and the concept has worked.
ICL - Fujitsu

 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

 Multichannel Customer Interaction CRM Project Volume 1, January 15, 1999
The Internet has trained customers to expect marketing, sales and service interactions to provide exactly what they want, when they want it, using the most convenient interaction method. It has served as a catalyst in raising expectations about the customer experience. However, many businesses — start-ups in particular — have mistakenly positioned the Internet to meet all needs for all customers. As a result, they have not built a sufficient customer service organization with supporting resources.
Todd Wagner, Accenture

 Smart Bots – Solutions for the Networked Economy CRM Project Volume 1, January 15, 1999
Smart bots are intelligent software products that integrate computer interaction and natural language understanding to bring a human-like presence to the points of contact between your company and its customers, partners, suppliers and employees. Smart bots give you a unique competitive advantage by making it possible to offer customers an experience unlike any they can have through traditional shopping.
Daniel Sapir, Artificial Life

 Telenor Mobil Reduces Customer Churn and Increases Loyalty and Revenue CRM Project Volume 1, January 15, 1999
Telenor Mobil needed to communicate with specific market segments – groups of customers with similar profiles.So, after investigating the options on the market, Telenor Mobil decided Prime Vantage, Prime Responses's marketing automation solution, would best achieve maximum marketing dialog with its customers.
Prime Response

 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

 The Future of Supply Chain – At the Heart of the Customer-Driven Enterprise CRM Project Volume 1, January 15, 1999
Executives contemplating how to create a customer driven enterprise must ask themselves if superlative supply chain capabilities should be at the heart of any such strategy. In most industries, the answer is a resounding "yes" as companies turn to their supply chains to compete in increasingly complex and rapidly changing markets.
Dow Bauknight, Accenture