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TEC Products
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CRM Application Users Are Key to Project Success
| by Kevin Ramesan |
... is the key element to succeed employee's acceptance of forthcoming changes. However
one should manage
expectations. A common mistake about communicating a CRM ...
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| http:/.../Research/ResearchHighlights/CRM/2005/10/research_notes/TU_CR_KR_10_22_05_1.asp - 13k - 2005-10-22 |
| Summary: For a customer relationship management implementation to be successful, consulting firms, vendors, and users must pay attention
to user training and change management.
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Why CRM Is So Hard and What To Do About It: Data is key to making ...
| by Barry Briggs |
... the IT infrastructure and the ability to create a common view of key enterprise
definitions across the
enterprise. To summarize, making a CRM investment work ...
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| http:/.../Research/ResearchHighlights/Crm/2002/12/research_notes/MI_CR_XBB_12_25_02_1.asp - 13k - 2002-12-25 |
| Summary: 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.
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CRM, Success, and Best Practices: A Wake Up Call Part One ...
| by Glen S. Petersen |
... A summary of this study was published in Customer Relationship Management magazine
(July 2004). The study identified
five key drivers of CRM success: ...
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| http:/.../Research/ResearchHighlights/Crm/2004/10/research_notes/MI_CR_XGP_10_21_04_1.asp - 23k - 2004-10-21 |
| Summary: 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 de
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Xchange Adds To The List Of CRM Point Solutions' Casualties Part ...
| by P.J. Jakovljevic |
... PJ Jakovljevic - March 28, 2003 1. Event Summary. 2. Collaboration Is Key.
3. CRM Difficulties
Contrasted to ERP. Complete Table of ...
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| http:/.../Research/ResearchHighlights/Crm/2003/03/news_analysis/NA_CR_PJ_03_28_03_1.asp - 22k - 2003-03-28 |
| Summary: Why has it been so difficult for CRM point solution providers to even find a white knight, which has not generally been the
case with even ancient ERP products? Could it be that while the traditional introspective mind-set of ERP becomes history,
its functionality remains critical and CRM is being absorb
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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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Will A Big Fish's Splash Cause Minnows' Flush Out Of The CRM Pond? ...
| by P.J. Jakovljevic |
... real-time decisions, but achieving this will be no easy feat for anyone (see Why
CRM Is So Hard and
What To Do About It: Data is key to making CRM work). ...
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| http:/.../Research/ResearchHighlights/Crm/2003/03/news_analysis/NA_CR_PJ_03_11_03_1.asp - 22k - 2003-03-11 |
| Summary: The ultimate success of Microsoft CRM will be judged by its follow-up releases. While Applix’ decision to abandon the CRM
space and suddenly re-focus on BPM may be regarded as a not quite deliberate move, but rather as a sudden act of taking another
plunge. Is the Applix move a harbinger of the future
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Key Performance Network
... Our Mission Key Performance Network partners with our clients to provide the ... Performance
Consulting * Change Management & Communications * EPR/CRM and LMS ...
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| http://directory.technologyevaluation.com/profile.aspx?vid=12418 - 3k |
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Yet Another Branding Debacle (This Time, It’s ERP for Services)
| by Jane Affleck |
... To summarize, both PPM for PSA and ERP for services provide functionality
in three key areas: CRM,
financials or accounting, and HR. ...
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| http:/.../Research/ResearchHighlights/ERP/2008/01/research_notes/TU_ER_JA_03_03_08_1.asp - 19k - 2008-03-03 |
| Summary: Organizations providing billable services to their clients can benefit from an enterprise resource planning solution. But
what makes ERP for services different from solutions known as product portfolio management for professional services automation?
And which is best for your organization?
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Yet Another Branding Debacle (This Time, It's ERP for Services)
| by Jane Affleck |
... To summarize, both PPM for PSA and ERP for services provide functionality
in three key areas: CRM,
financials or accounting, and HR. ...
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| http:/.../Research/ResearchHighlights/ERP/2008/06/research_notes/TU_ER_TS_JA_06_25_08_1.asp - 19k - 2008-06-25 |
| Summary: Organizations providing billable services to their clients can benefit from an enterprise resource planning solution. But
what makes ERP for services different from solutions known as product portfolio management for professional services automation?
And which is best for your organization?
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Yet Another Branding Debacle (This Time, It's ERP for Services)
| by Jane Affleck |
... To summarize, both PPM for PSA and ERP for services provide functionality
in three key areas: CRM,
financials or accounting, and HR. ...
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| http:/.../Research/ResearchHighlights/ERP/2009/07/research_notes/TU_ER_TS_JA_07_15_09_1.asp - 20k - 2009-07-15 |
| Summary: Organizations providing billable services to their clients can benefit from an enterprise resource planning solution. But
what makes ERP for services different from solutions known as product portfolio management for professional services automation?
And which is best for your organization?
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