Abstract: Most successful customer relationship management (CRM) implementations begin with a quality contact management tool. This free guide examines the key differences between the three most popular contact management platforms in today's market: client-based, browser-based, and blended.

Abstract: As companies expand—often globally—they may operate multiple customer service call centers. Unifying these geographically dispersed and discrete contact centers creates a single, virtual contact center operation that is more efficient, easier to manage, and has better customer service. Learn about contract center trends and the five key elements to consider when outsourcing your customer service center business processes.

Abstract: A contact center is a mission-critical component of any organization’s operations—regardless of who they service. Yet stakeholders often remain dissatisfied with its performance. In the past, contact centers benefited from advances in information and technologies, yet many companies struggled to determine how they could take advantage of these benefits. Find out how embracing both old and new technologies today can work.

Abstract: Computerized maintenance management system (CMMS). Enterprise asset management (EAM) system. Computer-aided facilities management (CAFM) system. Integrated workplace management system (IWMS). Each type of facility management solution offers different functionalities and features, and one may be better than another for your company’s needs. Learn more about the differences and how an integrated solution is a “must have.”

Abstract: In today’s complex, ever-evolving marketplace, the need to integrate marketing processes and channels has never been more apparent. Marketers are looking to maximize the value of each customer interaction, both inbound and outbound. Customer analytics is a critical function in leading this change. Find out how embracing analytics can help you evaluate campaigns, drive contact strategies, and enhance customer experience.

Abstract: Today, financial services firms are increasingly focusing on organic growth—forcing contact centers to drive cross-selling efforts as well as strengthen customer relationships. But in order to contribute to profitable growth, they must be able to quickly identify and address customers in a personalized fashion and present offers that are highly relevant. Discover how a customer interaction optimization solution can help.

Abstract: Poor customer experiences can happen at any touch point within your company. It could be employees responding to customers requesting information, placing an order, or trying to resolve a problem. It could be the inside sales team. Or it could be the collections department. But by deploying an advanced contact-handling application, you can improve customer satisfaction—at all touch points.

Abstract: Until recently, customer interaction technologies were often considered too complex and costly for all but the largest businesses to justify. But today that picture has changed. Encouraged by declining technology costs and changing customer expectations, and pressured by competition, small and midsized companies are investing in key customer service building blocks, such as contact centers.

Abstract: After a long history as a contact management and relationship tracking tool, ACT! 2005, is expanding to offer more sales force automation features for small to midsize businesses. Now available in a workgroup version, it offers new templates, enhanced opportunity management, additional security, contact record permissions, group scheduling features, and new quote generation functionality. Technical improvements include an SQL database and a complete .NET platform positioning ACT! for total Internet accessibility. The balance of power will surely shift in the competitive landscape as ACT! 2005 covers SME CRM areas currently marked by competitors such as Goldmine and MS CRM.

Abstract: The core components of a retail information system are inventory management, inventory optimization, revenue management, sales management, and reports and inquiries. Non-core components can include financial, supply chain management, enterprise resource planning, customer relationship management, and warehouse management systems.

Abstract: Customer Relationship Management (CRM) systems are software systems that cover the range of interaction a company has with its current, or potential customers. Its functionality can include marketing automation, sales force automation, help desk, customer service and support, partner management, contract management and creation, project and team management, Internet sales, e-mail response management, analytics, and important technical criteria.

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Abstract: Georg Fischer, a global provider of fluid-handling systems, was using a simple database to manage customer contact information. But the company couldn’t effectively track the progress of customer relationships, opportunities, and projects, and so key data was often lost. By implementing an integrated enterprise application, the company now has centralized customer contact information, and improved customer relationships.

Abstract: What happens between the time customers begin to research a product and the final purchase? They’re likely to check out your—and your competitors’—websites, retail stores, contact centers, and blogs. And each point of contact puts your company in a competitive situation. That’s why the most important issue is how your company tracks customer activity in today’s multichannel world.

Abstract: The contact database sits at the heart of any successful customer relationship management (CRM) program. Indeed, most CRM efforts aim at improving revenues based on the contact database. But what about the information that never made it into the database at all? The investment in these leads will often be lost—and the sales may go straight to the competition.

Abstract: Effective IP management requires proper allocation of address space for adequate address capacity as needed, as well as accurate configuration of DHCP and DNS servers. Along with flawless configuration and management of each of these foundational elements of Internet protocol (IP) address management, address managers must also integrate these management functions into the broader IT network management environment.

Abstract: Industry observations indicate that few enterprises have been successful in implementing seamless networks to provide consistently updated customer information across multiple channels of access, including data stored and used within and outside contact center applications. There are several reasons for this lack of success—in particular the method by which these multichannel contact centers were developed in the first place.

Abstract: Since our research-driven beginnings, Johnson & Johnson Advanced Sterilization Products (ASP) has continually improved the new product development (NPD) process. Detailed process mapping has revealed three tiers of business metrics, starting with drivers and moving up through execution metrics to business performance metrics. When driver metrics improves, so does business performance. Six Sigma tools helps identify specific metrics at all tiers and the causality linkages among them. Each NPD process step at ASP results in a deliverable, and each deliverable relates to a trade-off triangle (cost-time-resources) and, ultimately, to investment dollars. To track performance, ASP calculates how actual NPD decisions and what-if scenarios affect deliverables, alter investment triangles, and thereby influence business results. ASP uses similar process and tools, including the investment triangles and Six Sigma QFD, to make idea management decisions. The IDweb real-time software environment enables both the NPD and idea management processes at ASP. By deploying the strategic planning, idea management, portfolio and pipeline management, process management, and resource management modules of IDweb, ASP has increased throughput by 20 percent and reduced cycle time by 40 percent.