Results 1 - 10 of about 813 for CRM Benefits
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CRM 101 » The TEC Blog
... Top Benefits of CRM. ... Other commonly-cited CRM benefits include increased
customer
acquisition, retention, loyalty, and profitability. ...
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| blog.technologyevaluation.com/blog/2008/01/07/crm-101/ - 38k - 2008-01-07 |
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CRM ROI: Creating a Business Case
| by Tom Pisello |
... support costs. Isolation Failure to use CRM data across multiple groups can
severely hamper the achievement
of key benefits. Garbage In ...
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| http:/.../Research/ResearchHighlights/Crm/2004/07/research_notes/RN_CR_XTP_07_23_04_1.asp - 15k - 2004-07-23 |
| Summary: Companies need to implement serious yardstick work when seeking to evaluate CRM-software investments. This involves creating
a cost-benefit analysis, determining the tangible and intangible benefits, and the risks involved with CRM implementation.
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Won’t Get Fooled Again: The 5 Worst Buzzwords in the CRM ...
... Another misconception is that CRM benefits are intangible (eg, competitive advantage,
image,
etc.), and therefore defy the classical requirements of return on ...
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| blog.technologyevaluation.com/blog/2007/12/18/the-5-worst-buzzwords-in-the-crm-industry-today/ - 43k - 2007-12-18 |
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CRM: What Is It and Why Do It? Part One: Historical Background
| by Glen Petersen |
... Part one discusses CRM and the benefits it can bring to an organization. ... Part one
discusses CRM and the benefits it can bring to an organization. ...
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| http:/.../Research/ResearchHighlights/Crm/2004/11/research_notes/MI_CR_XGP_11_08_04_1.asp - 18k - 2004-11-08 |
| Summary: Many consultants, vendors, and analysts today define CRM in terms of being a customer-centric business strategy that is enabled
by a set of applications that support customer-facing functions and management decision making. That may capture the essence
of what CRM is, but it does not begin to capture why
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A Lexicon for Customer Relationship Management Success
| by Glen Petersen |
... Another misconception is that CRM benefits are intangible (eg, competitive advantage,
image,
etc.), and therefore defy the classical requirements of return on ...
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| http:/.../Research/ResearchHighlights/CRM/2008/09/research_notes/MI_CR_XGP_09_29_08_1.asp - 27k |
| Summary: Despite technological advances, users are dissatisfied with customer relationship management (CRM) systems. Ambiguous terms
do not provide the vocabulary for concrete action and measurable expectations. Thus, CRM is perceived to be about intangibles,
and is approached with a let's-hope–for-the-best men
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A Lexicon for Customer Relationship Management Success
| by Glen Petersen |
... Another misconception is that CRM benefits are intangible (eg, competitive advantage,
image,
etc.), and therefore defy the classical requirements of return on ...
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| http:/.../Research/ResearchHighlights/CRM/2006/03/research_notes/MI_CR_XGP_03_08_06_1.asp - 29k - 2006-03-08 |
| Summary: Despite technological advances, users are dissatisfied with customer relationship management (CRM) systems. Ambiguous terms
do not provide the vocabulary for concrete action and measurable expectations. Thus, CRM is perceived to be about intangibles,
and is approached with a let's-hope–for-the-best men
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CRM: Creating a Credible Business Case and Positioning It with the ...
| by Glen Petersen |
... Part one discussed CRM and the benefits it can bring to an organization. ... Part one
discussed CRM and the benefits it can bring to an organization. ...
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| http:/.../Research/ResearchHighlights/Crm/2004/11/research_notes/MI_CR_XGP_11_09_04_1.asp - 23k - 2004-11-09 |
| Summary: An effective business case must link CRM with achieving organizational objectives; but this step is just the beginning. Credibility
implies that the document clearly delineates assumptions regarding cause and effect plus the mechanism that will be used to
assess results and declare success.
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顧客関係管理（CRM）とは何なのか、なぜ要るのか ...
| by Glen Petersen |
... gilding the cow paths" 4 . Likewise, user organizations need to reject the notion
that CRM is all
about intangibles 5 , and that benefits cannot be measured. ...
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| http:/.../ja/Research/ResearchHighlights/CRM/2008/04/cmt/research_notes/ja/MI_CR_XGP_11_08_04_2.asp - 22k |
| Summary: こんにちは！TEC日本人スタッフの「かえで」です。みなさん、ITの英語記事を原文で読んだことはありますか？毎日、ビジネスの世界は目まぐるしく変化しています。そんな中、今日来た世界のニュースを今日読めるようになり
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Difficult Conversations: Positioning Your CEO in a CRM ...
| by Glen S. Petersen |
... Thus, the thought that CRM can generate substantial benefits (aside from simply
economies of
scale) in the absence of organizational change is a fairy tale. ...
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| http:/.../Research/ResearchHighlights/CRM/2006/11/research_notes/MI_CR_XGP_11_23_06_1.asp - 14k - 2006-11-23 |
| Summary: For a successful customer relationship management (CRM) implementation, the chief executive officer (CEO) must have an ongoing
role in the process. The project implementer must be aware of common CRM misconceptions, and communicate the nature of CRM
to c-level management.
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Scala and Microsoft Become (Not So) Strange CRM Bedfellows
| by P.J. Jakovljevic |
... This CRM alliance, like many alliances in the enterprise IT sector in the past,
has merits of mutual
benefits, particularly in the short to medium term, but it ...
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| http:/.../Research/ResearchHighlights/Erp/2003/08/news_analysis/NA_ER_PJ_08_28_03_1.asp - 16k - 2003-08-28 |
| Summary: The Scala and Microsoft alliance in the CRM arena has merits of mutual benefits, particularly in the short to medium term,
but due to vacillating motives of the participants that compete in the other enterprise applications fields, will it last?
For the time being, Microsoft will likely be content to hel
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