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.

 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.

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

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

 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

 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

 Marketing Mastery Matters CRM Project Volume 7, June 29, 2007
As the skill levels that constitute marketing mastery continue to shift, today’s best practice can become tomorrow’s price of entry.
Marianne Seiler, Accenture, Paul F. Nunes, Accenture, Jeffrey D. Somers, Accenture

 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

 Optimize Sales Performance and Deliver Profitable Marketing Results CRM Project Volume 7, June 29, 2007
Generating sales leads used to be cited as the No. 1 obstacle to company growth. Now with sales productivity declining and competition increasing, the most critical challenge for many organizations is ensuring sales resources are focused on qualified, sales-ready leads in order to maximize sales results.
Brian Gramer, Vtrenz

 Smart-Enough Customer Decisions CRM Project Volume 7, June 29, 2007
By identifying and defining customers’ decision-making checkpoints, companies can design processes into their interactions to effectively render customers’ choices smarter in achieving desired outcomes for both parties.
James Taylor, Fair Isaac Corporation

 The Customer Service Challenge: Creating the ‘Perfect’ Customer Call CRM Project Volume 7, June 29, 2007
The resources exist for companies to create world-class customer contact operations that live up to customers’ expectations while remaining fiscally sensible.
Robert E. Wollan, Accenture

 The Discipline of Marketing Leaders: Formulating Composite Strategy CRM Project Volume 7, June 29, 2007
Delivering a winning business strategy requires a conscious choice to seek cost leadership, differentiation or focus in customer interaction strategy.
Paul F. Nunes, Accenture, Woody Driggs, Accenture

 The Intelligent Contact Center: Using Predictive Analytics to Generate Growth CRM Project Volume 7, June 29, 2007
Three customer communications experts discuss analytics for identifying and developing mission-critical customer contact strategies.
Christopher Checco, Customer Chemistry, David Rook, Customer Chemistry, Britton Manasco, Manasco Marketing Partners

 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

 Think Your Customers Are Loyal? Think Again CRM Project Volume 7, June 29, 2007
It is critical to understand the multitude of variations of customer loyalty if a company is to win customers, increase market share and achieve high performance.
Woody Driggs, Accenture, Steven S. Ramsey, Accenture, Paul F. Nunes, Accenture

 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

 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.

 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

 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

 Winning Back 'Lost' Customers: Who Do You Woo - and How? CRM Project Volume 7, June 29, 2007
Customers come and go; it's a fact of business life. But a 'lost' customer doesn't have to be lost forever.
Jill Griffin, Griffin Group, Inc.

 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

 Service in the Customers’ Eyes CRM Project Volume 6, March 02, 2006
Customer service long has been recognized as an area that has a significant impact on a company’s top and bottom lines. In fact, Accenture research has found that one of the hallmarks of high-performance businesses is their ability to create and exploit a set of distinctive, hard-to-replicate capabilities – which include those related to customer service – that differentiate them from their competitors.
Robert E. Wollan, Accenture

 Q&A with Jill Griffin: Companies Can Generate Customer Loyalty CRM Project Volume 6, March 02, 2006
Jill Griffin is author of the internationally published business bestseller Customer Loyalty: How to Earn It, How to Keep It, a Harvard Business School Working Knowledge recommended book. The Griffin Group, Inc., is headquartered in Austin, Texas. Ms. Griffin’s clients include Dell Computer, Marriott Hotels, Western Union, Advanced Micro Devices, Raytheon Aircraft, Cisco and the U.S. Navy. She can be reached at www.loyaltysolutions.com.
Jill Griffin, Griffin Group, Inc.

 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

 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

 Automating Customer Treatment Decisions – The Next Leap in CRM CRM Project Volume 6, March 02, 2006
Decision automation offers a way to deliver your CRM success – via deep personalization, sophisticated self-service and customercentric treatment across all your touch points.
James Taylor, Fair Isaac Corporation

 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

 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.

 Designing a Customer Experience That Is Consistent With the Brand Promise CRM Project Volume 6, March 02, 2006
Outstanding customer service requires exceptional organization, customer insight and masterful organization. Realigning marketing as the lead in orchestrating the branded customer experience integrates service, sales and strategy.
Naras V. Eechambadi, Quaero

 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.

 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

 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

 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

 CRM Is Dead; Long Live CRM CRM Project Volume 5, October 06, 2004
Through 2006, customer-oriented strategies will be among the top five corporate objectives in 60 percent of enterprises, even though the term CRM will be used in fewer then 30 percent.
Scott Nelson, Gartner Dataquest

 Customer Centricity: A Home Run For Customers CRM Project Volume 5, October 06, 2004
If a company says it is going to become customer centric, it sends a clear and unequivocal message to its customers and its employees. But can they deliver on the promise?
David Rance, Round UK Consulting

 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

 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

 The LV Quadrant And Its Applications CRM Project Volume 5, October 06, 2004
Customer segmentation by customer loyalty and customer value is a crucial part of any CRM limitation.
Sampson Lee, GCCRM

 Unlocking the Value of Customer Relationships Through Emotional Loyalty CRM Project Volume 5, October 06, 2004
Market leaders enable customers to “own” their brand, which results in a higher share of wallet and increased loyalty.
Michelle Bottomley, OgilvyOne Consulting Services

 Visibility Into The Ultimate Consumer Is Key To Customer Growth CRM Project Volume 5, October 06, 2004
Winner of four consecutive annual user choice awards, Astute is the leading provider of vertically focused consumer contact center solutions for Fortune 1000 companies.

 Voice Automation Software And Solutions For Business Interactions CRM Project Volume 5, October 06, 2004
Nuance is the voice automation expert, helping businesses improve the customer experience over the phone. The company's solutions include voice-activated dialing, customer care, information lines, email reading and much more.

 Want to Increase Customer Loyalty? Align Your Organization! CRM Project Volume 5, October 06, 2004
The first lesson in aligning an organization is to enroll a critical mass of employees behind the widespread change.
Bill Brendler, Brendler Associates

 CRM: The Key to Superior Business Performance CRM Project Volume 4, December 08, 2003
In the past two years, true growth in any industry has been hard to find. The tough economic conditions of the most recent recession have challenged even the best companies to find innovative ways to improve business performance.
John G. Freeland, Accenture