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Building the Small Contact Center
Until recently, customer interaction technologies were often considered too complex and costly for all but the largest businesses to justify. But today that

3 2 1 contact magazine  customer service on version 3.1 in West Virginia, press 9 ) knows the issue. Call Center Magazine advises that user-friendly IVR systems should include no more than two menus, and a maximum of four selections for each menu. And customers should be able to transfer at any time to a live agent. Web and Email integration The Internet has established itself as an important way for customers to gather information and communicate with companies. Savvy Web-oriented firms take orders over the Web and make it Read More
ERP for Services (Non-manufacturing)
Typically, ERP systems designed for services industries offer modules that provide back-office support, customer relationship management, time management, expense management, resource management, a...
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Documents related to » 3 2 1 contact magazine

Governance of Federated Business Models
During the last twenty years, businesses migrated from vertical integration to a virtual model, outsourcing all their non-core functions. This has created

3 2 1 contact magazine  in figure 3. Figure 3 Elements of Alignment for Dynamic Federations Strategic alignment: Players coordinate their market strategies, product/solution strategies, technology roadmaps, infrastructure investments, etc. Financial alignment: Each player has incentive to optimize the fulfillment of the customer's needs and wants Executional alignment: Synchronization of operations across the chain Metrics alignment: Success is measured in a consistent manner, using inter-enterprise scorecards to align with Read More
The Power Behind SHL Talent Analytics
Many organizations don’t understand the effectiveness of their talent management programs relative to their competitors’. SHL Talent Analytics is changing the

3 2 1 contact magazine  collected over the last 30 years. It currently has more than 80 million data points of information, with roughly 2 million new data points added each month. Talent Analytics takes into account the overall business strategy of the organization and yields results by measuring two core areas: Performance —past measures (e.g., performance metrics, track record) Potential —lead measures (e.g., motive, personality, values, cognition) Fact-based Evidence As a company, how can you be sure that your best Read More
6 Key Elements-A Guide to Delivering a Consistent Outstanding Customer Experience in the Contact Centre and Beyond
Customers are the lifeblood of any business, and receiving quality customer service is a major factor in their purchasing decisions. There are six key elements

3 2 1 contact magazine  Contact Centre Agents Key #3 - Create a Single View of the Customer Key #4 - Customer Process Management Drives Efficiency Key #5 - Leverage the Internet with Care Key #6 - Apply Meaningful Metrics When applied together as a cohesive solution, these key elements enable an organisation to unlock the lifetime value of their customers and build an outstanding referral platform for future growth. Key #1 - Customer Culture is Crucial When creating an outstanding customer experience, technology can go a long Read More
Tier 3 And Tier 4 ... Where Do You Go If You Don't Know, What You Don't Know.
If you are an executive in a Tier 3 or Tier 4 manufacturing company and you have wondered where to start, whom to call, what questions to ask, this article is

3 2 1 contact magazine  down. In short, tier 3 and 4 ERP Providers and their Business Partners have overcome many barriers to entry. If you haven't seen them lately, you haven't seen them. At last count there are over 8,000 ERP Providers and over 25,000 Business Partners. Each one has at least one target market. Contrary to what others in the tier 1 and 2 market have said, one size doesn't fit all. Especially in the Tier 3 and 4 marketplace. Which ERP Providers offer the best fit for your business? Like the odds? Which ones Read More
Progress Software Revs Up to Higher RPM via Savvion - Part 1
Late 2009 and early 2010 were characterized by a number of mergers and acquisitions (M@As) in the vibrant and buoyant business process management (BPM

3 2 1 contact magazine  customer base of over 300 enterprises in the financial services, telecommunications, and life sciences sectors. Enterprises of all sizes claim to have achieved significant business performance improvements with sizeable return on investment (ROI) and low total cost of ownership (TCO) of Savvion products. Savvion's stated goal is to be to business processes what Oracle is to business data and Microsoft is to desktop automation.” Savvion prides itself on customer focus and high quality standards in Read More
PeopleSoft Building Muscles To Overcome The Rough Patch Part 1
The year 2001, which was an exceptional year of financial performance for PeopleSoft, including record total revenue, record profit, and more than $500 million

3 2 1 contact magazine  since its introduction in Q3 2001. PeopleSoft ESA was devised to provide real-time visibility and control to manage spending on services as well as internal projects to reduce costs associated with securing contractors and managing resources, and streamlining the execution of projects across the enterprise. The release of PeopleSoft ESA 8.4 includes new functionality especially designed to meet the unique requirements of global customers and customers in the public sector. To that end, the key Read More
Plex Systems at a Crossroads: Part 1
Plex Manufacturing Cloud is an integrated manufacturing software solution for managing the manufacturing process (including specific lean manufacturing needs

3 2 1 contact magazine  I recently attended PowerPlex 2013 , Plex Systems’ 12th annual user conference, where the company’s management talked about Plex’s customer focus and cloud capabilities. In a series of two blog posts, I’ll provide a backgrounder on the company and then take a deeper look into Plex’s current offerings and position in the marketplace. To understand Plex Systems ’ current state of affairs one must understand the company’s history. About 23 years ago, MSP Industries , a manufacturer of forged Read More
InfiniteKM: Knowledge Management for Sales Channels and Contact Centers
InfiniteKM, a cloud (and on-premise)-based sales and service enablement platform, helps organizations’ sales channels and contact centers run smoothly and

3 2 1 contact magazine   Read More
3 Things You Must Know About Cloud ERP
In this whitepaper, we present the facts you need to know about cloud ERP, including distinctions between different cloud computing options and the benefits and

3 2 1 contact magazine  Things You Must Know About Cloud ERP In this whitepaper, we present the facts you need to know about cloud ERP, including distinctions between different cloud computing options and the benefits and downsides of each option. Key industry terms are defined and we also take a look at primary research regarding cloud computing preferences conducted by IFS North America. Read More
Contact Optimization for Direct Marketers
In today’s complex, ever-evolving marketplace, the need to integrate marketing processes and channels has never been more apparent. Marketers are looking to

3 2 1 contact magazine   Read More
Sustainability From a Roles Perspective: Reflections from DSCC 2010 (Day 2)
As Dassault Systèmes Customer Conference (DSCC) 2010 moved to day 2, use of the word “innovation” continued its popularity at various sessions. However, I’d

3 2 1 contact magazine   Read More
A Tale of a Few Good SCM Players - Part 1
Throughout the late 1990s and the mid-2000s, Manhattan Associates was the epitome of a well-managed supply chain management (SCM) software company in terms

3 2 1 contact magazine  development (R&D) staff by 33 percent, and incorporated operations in China and Singapore. In fact, the vendor expanded its worldwide presence to 1,400 employees in 20 offices and 11 countries. The relatively quiet acquisition of Avere Inc. , based in Mountain View, California (US), gave Manhattan distributed order management (DOM) capabilities. As pointed out earlier on, Manhattan has been investing substantially in R&D, and since 2006 multichannel DOM capabilities have been part of  Manhattan’s Read More
Infinium Returns To Its Core Competencies To Succeed Part 1: Recent Announcements
2000 and 2001 were difficult times for Infinium resulting in a substantial decrease in revenue and significant restructuring. After a thorough soul-searching

3 2 1 contact magazine  fiscal year ended September 30, 2001. Figure 1: This is Part 1 of a 2-part note on Infinium. Part 2 continues the Market Impact and makes User Recommendations. Market Impact Infinium seems to be rebounding from hitting rock bottom during 2001 just when the market thought that it could not have been worse than 2000 (see Infinium Ends Its Most Challenging Year ). Indeed, the last two years were not for the faint-hearted - Infinium saw crippling revenues, bloated losses, departures of almost the entire manag Read More

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