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

 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

 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

 Five Best Practices to Managing Customer Experiences CRM Project Volume 7, June 29, 2007
These five best practices in customer experience management assist companies to transition from strategy to execution.
Don Peppers, Peppers & Rogers Group, Martha Rogers, Peppers & Rogers Group

 Inflection Point Strategies for High Performance in the U.S. Biopharmaceutical Industry CRM Project Volume 7, June 29, 2007
Biopharmaceutical companies that develop an ‘inflection point’ strategy, focusing on readying today’s model while instituting new capabilities, will emerge as the next generation of leaders.
James C. Crowley, Accenture

 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

 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

 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

 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

 Righting the Creative Approvals Process CRM Project Volume 7, June 29, 2007
A sequenced review of creative material helps to ensure this material achieves its intended objectives and is delivered on time and on budget, while helping to manage brand and risk, both locally and globally.
Marianne Seiler, Accenture, Alan Bunce, Unica Corporation

 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

 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.

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

 Transforming the Marketing Planning Process CRM Project Volume 7, June 29, 2007
Focus on business strategies, high customer expectations and a rapidly evolving marketplace are defining the growing role of the chief marketing officer worldwide.
Ralf E. Strauss, SAP AG

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

 Fulfilling the Promise: Integrating Sales Into CRM CRM Project Volume 4, December 08, 2003
When technology supports the customer relationship vision, the company, especially the salesforce, embraces it.
John F. Tanner, Baylor University and BPT Partners, LLC

 Your Sales Opportunity Pipeline Still Needs to Be Managed CRM Project Volume 4, December 08, 2003
A CRM system does not replace the need to proactively manage and maintain the sales opportunity pipeline, and it does not increase the productivity of your salesforce, increase revenue, or generate new customers.
Michael Falkson, eti Sales Support

 Reinventing CPG Summit Looks To The Future CRM Project Volume 6, March 02, 2006
The first annual Reinventing CPG Summit in San Diego delivered a message that was a clear call for change in the consumer-goods vertical industry. Speakers from packaged goods manufacturers, industry service providers, and retailers alike spoke to the need for rethinking the collective approach to technology and integrating software more tightly within their businesses. A common thread throughout speaker topics was reinvention, resurrection, redirection, and rebirth of products and categories, of store operations, of brand and customer equity. In reinventing itself, the challenge facing the CPG industry is to redirect its focus from squeezing costs from the supply chain, suppliers and retailers battling over margin pennies, and saturation marketing toward a more enlightened spotlight on the consumer.
Jack Hafeli, Ventana Research

 What Is Location Intelligence? Improve processes and performance through contextual information about location CRM Project Volume 6, March 02, 2006
As the battle to derive more value from information technology advances, new innovation and opportunity has risen in what is now called location intelligence. Organizations that seek to focus on improving margins and competitive positions in their retail sites or operations are finding they must look beyond the advantage they’re realizing from information technology initiatives. Fully marshalling your weaponry today requires exploring the advantage conveyed by location and geographic context, which can help you understand current performance and improve it in the future. Ventana Research recommends that organizations explore, from both business and technology perspectives, the integration of knowledge about location into their operational business processes, with the goal of determining how it can help improve performance and business results.
Mark Smith, Ventana Research

 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

 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

 Operational Performance Management CRM Project Volume 4, December 08, 2003
By understanding, optimizing, and aligning business activities and processes to maximize output, companies can increase effectiveness and improve profitability.
Mark Smith, Ventana Research

 The CRM Evaluation Method –CRMBodyCheck CRM Project Volume 6, March 02, 2006
Let me ask you one question, do you have a CRM evaluation method or a full set of measurement metrics to judge how good (or bad) your CRM initiative is? Not a surprise. Most answer no, though it doesn’t make sense not to measure when you spend huge resources (both money and manpower) on any CRM initiative; and customer, customer service, customercentric, customer-focus, customer experience management, whatever you want to name it, is crucial today to all enterprises around the globe. The next question is, is it possible to have a CRM evaluation method? There is probably no one-size-fits-all solution in defining the standard of CRM, but there is a relevant set of benchmarks available. CRMBodyCheck, the CRM evaluation method developed by GCCRM, with input from 24 global advisors, provides a full set of measurement metrics based not only on technology, but also on customer, strategy, people and process. In fact, the tool has been used as the evaluation criterion for the Best CRM Practice in China Award since 2002.
Sampson Lee, GCCRM

 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

 Marketing: Underrated, Undervalued, and Unimportant? CRM Project Volume 4, December 08, 2003
To increase marketing’s impact, executives need to implement operational and workforce changes and adopt metrics to effectively assess and quantify them.
J. Patrick O''Halloran, Accenture, Patrick Mosher, 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

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

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

 Seth Godin Explains the Importance of Taking Risks CRM Project Volume 4, December 08, 2003
Seth Godin Explains the Importance of Taking Risks
Seth Godin, Seth Godin

 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

 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

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

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

 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

 The New Enterprise Software Business Model CRM Project Volume 6, March 02, 2006
After decades of relative stability, the enterprise software business model is undergoing significant change that will position it in much the same way as other industries that rely on mass standardization throughout the supply chain.
Denis Pombriant, Beagle Research Group, LLC

 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

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

 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.

 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

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

 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

 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

 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

 CRM Through The Ether CRM Project Volume 5, October 06, 2004
CRM is becoming so mainstream that the need to define it as a separate discipline might soon be moot.
Paul Greenberg, The 56 Group, LLC

 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

 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.

 New Customer Acquisition. Campaign Marketing Myopia CRM Project Volume 5, October 06, 2004
This paper will focus on companies that seek to acquire new customers one on one – where transactions are infrequent but substantial, or small but numerous.
Michael Falkson, eti Sales Support

 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

 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

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

 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

 A CEO's Guide to CRM Success CRM Project Volume 4, December 08, 2003
To ensure the success of a CRM initiative, upper management must have a clear vision and establish a customer-focused culture.

 An ROI-Based Approach to CRM Implementation and Management CRM Project Volume 4, December 08, 2003
CRM is not an application, a technology, or an integration project; it is a business strategy that is fundamental to the success of an organization.
J. Patrick O''Halloran, Accenture, Brian K. Crockett, Accenture

 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

 Chris Rooney Explains the Importance Of Industry-Specific CRM Solutions CRM Project Volume 4, December 08, 2003
Chris Rooney Explains the Importance Of Industry-Specific CRM Solutions
Chris Rooney, SAP

 CRM Award Winners/Finalists Provide Valuable Lessons CRM Project Volume 4, December 08, 2003
People-related issues – leadership, employee buy-in, and change management – are at the top of the list for enterprises that excel at CRM.
Wendy Close, Gartner, Inc., Beth Eisenfeld, Gartner, Inc., Ed Thompson, Gartner, Inc.

 CRM in China: Hindrances and Anticipations CRM Project Volume 4, December 08, 2003
To take advantage of China’s enormous potential, companies there need to implement ‘real’ customer-centered strategies.
Sampson Lee, GCCRM

 CRM in Health Care Is Gaining Momentum CRM Project Volume 4, December 08, 2003
CRM is a strategy that enables greater customer insight and more effective interactions, and it fosters customer-satisfying behaviors.

 CRM: A Change for the Better? CRM Project Volume 4, December 08, 2003
Having a compelling vision and strategy that employees can rally around is effective in building momentum for organizational change.
Friedrich 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