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Abstract: Today's usage of Decision Support Systems (DSS), combined with vetted CRM knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
Abstract: One reason to look at small specialist providers is the ongoing success of
Sweden-based Jeeves Information Systems AB. Even the largest players acknowledge the challenges and the driving forces coming from the focused and innovative likes of Jeeves.
PubDate: 3/29/2006
Abstract: In November, IFS, a business applications vendor with headquarters in Linkoping, Sweden, reported results for Q3 2000. IFS will enter 2001 with a new product portfolio and a rapid increase in license revenue. However, profitability does not seem to be in the offing.
Abstract: In August, IFS Industrial & Financial Systems, a business applications vendor with main headquarters in Linkoping, Sweden, reported results for Q2 2000. License sales rose by 85% during the first half of 2000, with a total revenue increase of 94% during the second quarter. However, IFS reported yet another loss.
Abstract: IVT manufactures and sells heat pumps for houses and properties. The company is one of Sweden’s fastest growing, with an average growth of over 12 percent per year over the last decade. Until 1999, IVT used a enterprise resource planning (ERP) system that lacked certain functionality. With the new system, on the other hand, business “can continue as usual,” claims CIO Mathias Ristl. Find out why.
Abstract: SKF (AB Svenska Kullagerfabriken) was founded in 1907, with headquarters and a laboratory in Gothenburg, Sweden, and an R&D center in the Netherlands. SKF is the leading global supplier in its field, offering products, customer solutions, and services for rolling bearings, seals and specialty steel, claiming 20% of the world market share. SKF has 80 manufacturing sites employing about 40,000, and an additional 20,000 distributors in 130 countries worldwide. Revenue in 2001 reached 24.6 billion U.S. dollars, and for the first 9 months of 2002, SKF Group’s revenue showed 25.3 billion, grossing 2.04 billion.
Abstract: Why do some customer relationship management (CRM) implementations fail? The answer: companies’ lack of understanding of their current CRM environments, and of what areas need modification or improvement. Companies with a clear understanding of what they need from a CRM solution—as well as of what CRM means to their business—are more likely to succeed. To clinch that success, some key elements should be assessed first.
Abstract: When considering a customer relationship management (CRM) solution, it’s critical to understand the needs of your sales team. All too often, CRM applications have too much depth and complexity—and as a result, they fall into disuse. Some features may actually increase the effort of your sales people to close a sale. However, you can implement a CRM implementation that fits the needs of your sales team. Find out how.
Abstract: Since there are multiple vendors offering hosted customer relationship management (CRM) applications, the buyer’s toughest decision is finding a vendor that offers the many benefits that come from a workflow engine similar to those used in multimillion-dollar CRM deployments. Truth be told, CRM alone is not enough, as not all providers have a workflow engine which enables full process automation.
Abstract: There are many articles on customer relationship management (CRM) and its benefits. These articles are usually targeted towards large organizations, and don’t focus on the needs and objectives of small business owners. However, it’s essential for small business owners to know what CRM really is, and why and how CRM can help retain existing customers and help their business grow.
Abstract: For this Showdown, we looked at all three of the main CRM modules: sales force automation, marketing automation, and customer service and support. To eliminate any chance of bias and to ensure a level playing field, all the criteria that make up these three modules in our CRM Evaluation Center were given equal weight and priority. In other words, no area of functionality was treated as being more important than any other.
Abstract: Back in the early 90’s, ‘CRM’ wasn’t even a trendy acronym. You had a few players thinking beyond 'stovepipe' enterprise applications, but not much beyond. Fast forward to 2001. CRM has gotten fat, and the fatter it gets, it becomes more difficult to understand, more expensive to buy, more difficult to implement, and less likely to satisfy - either buyers of the software or their customers. Keep your eye on the ball: your customers, and your business.
Abstract: I’m Larry Blitz, editor of TEC’s Vendor Showdown series. Today’s Showdown compares two popular mid-market CRM solutions, Microsoft Dynamics CRM and NetSuite CRM+, head-to-head. I hope you find this showdown helpful and informative. I invite your comments and questions at showdown@technologyevaluation.com.
Abstract: Making a CRM investment work is a two-step process that begins with unifying disparate systems by creating and managing standardized, reusable business definitions mapped to the different CRM system schemas throughout the organization.
Abstract: To maximize the return on investment of a customer relationship management system, a new CRM best practices model should be used. A point-based system, self-assessment model that emphasizes senior management leadership and the need to create a culture consistent with CRM can lead to a deployment strategy that is correlated with success. An interactive version of this assessment is included with this article.
Abstract: Customer relationship management is a sophisticated set of customer-facing tools; however, its technology has outpaced the management strategy used to implement it. Moreover, murky definitions and objectives have caused varying degrees of success and failure to emerge from the same initiative. Clearly defining the objective, implementing holistic best practices, and ensuring that senior management understands CRM as a business strategy can help maximize a CRM investment.
Abstract: Two of the greatest challenges IT decision makers face when selecting a CRM package is first, having a comprehensive understanding of their functional and technical requirements and second, identifying the vendors that best match their requirements. This article will focus on determining the functionality and technology required to enable business processes, and how to compare vendor offerings once those requirements have been documented.
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.
Abstract: 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.
Abstract: It’s no secret that winning and retaining customers is the key to growth and success. But that’s no small feat, with ever-increasing customer demands, as well as the difficulty of implementing and enforcing processes to support your interactions with prospects, customers, and partners. Eight proven customer relationship management (CRM) best practices can help you create a customer retention strategy. Learn more.