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Three major divisions of Grupo Caruso, Latin America's largest conglomerate, are using Aspect's contact server to add multi-channel capabilities to existing single-channel call centers.
I contend it's because most of them believe that their corporate culture is too hard quantify, too hard to deal with. Ask a CEO to explain corporate culture and his or her answer is often humorous: "Oh, that's the soft stuff." I disagree. Getting people to use new information technology in innovative ways is the hard stuff. Getting people to help the customer use the new technology to run their businesses better is the hard stuff, too. And putting that technology to work, that's the soft stuff.
This Q&A with LifeMaster CEO Christobel Selecky was written to accompany the feature story, "Investing the Customer with New Value," in the May 2001 issue of E-Business Strategist magazine.
Combining field service and sales with the traditional CRM definition is further rebuilding business processes.
Are you reducing the challenges your people have to go through to get work done for your customers? In most companies there are many process gaps. Process gaps occur when the customer wants one thing but the process produces something else.
How you service various accounts may be what makes or breaks your business. But we have all been well schooled in servicing all accounts equally. News flash: Our teachers were only partly right. All accounts are important; however, our servicing models cannot be the same for all accounts. It is now time to refocus our efforts, priorities and expectations on our approach to account servicing.
In this first installment of my six-part series on integrating customers into enterprise strategy, I will set a context for the role of strategy and a framework for what it means to integrate customers. Future articles will discuss the role of leadership and the core disciplines needed to engineer a truly customer-centric enterprise. As a place to start, let's look at how companies keep score--and the unfortunate way that most respond to a bad report card.
This piece on Electrofuel was written to accompany the feature story, "Unbaffling the Battery," in the May 2001 issue of Field Force Automation magazine.
This sidebar on battery energy savings tips was written to accompany the feature story, "Unbaffling the Battery" in the May 2001 issue of Field Force Automation magazine.
This sidebar on charging batteries was written to accompany the feature story, "Unbaffling the Battery" in the May 2001 issue of Field Force Automation Magazine.
I just had a recent experience with my taxi company. Last week I made an appointment for a taxi to take me to the airport on my way to Las Vegas for the CTIA show. I've used this cab company for nearly two years and they have consistently delighted me by showing up at my door five minutes early. The one time they were running late--because the driver got a bit lost--they called to tell me he was on his way.
KPMG spins-off its CKO, Michael Turillo, to head Cering, Inc, its new KM company.
Pragmatech Software CEO Brooke Savage says a number of factors make the RFP process so painful. First, most RFPs are very long and require highly detailed answers to a variety of questions. Second, the requests typically set very tight deadlines. Organizations that don't meet the deadline fail to become major competitors in the bidding process. And third, many organizations don't have an automated system for responding to RFPs.
In this Q&A E-Business Strategist Executive Editor Danna Voth asks Ann Vezina of EDS and Chris Hodges of NDSI Tele Performance what they consider when choosing a site for a customer interaction center.
After spending thousands of dollars on marketing to lure potential customers onto your Web site, you see your site hits skyrocket but no movement in sales or customer acquisition. Strange? Not really. The problem is that once these people take the bait and click through to view a site, that's often when the process breaks down. EXP and its innovative- -and eerily logical- -Knowledge Exchange are setting out to change that.
Many dot coms have a new standard for creating and managing relationships with customers, one which all companies--both online and off--will need to meet.
Pivotal and Siebel have both landed major contracts with European financial firms, while a division of Siemens has agreed to market and implement Pivotal solutions in France.
First in a two-part series in adopting security best practices to help manage electronic data and avoid liability risks.
A case study of how Osram Sylvania employed TeaLeaf's Technology's TeaCommerce Suite to understand how well its e-business site is performing.
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