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The business of customer analytics is to get answers quickly so marketers can leverage newly gleaned information for competitive advantage. Why, then, is it so difficult to get answers to simple questions, let alone the complex ones? Welcome to the Catch-22 of Customer Analytics.
The new face of CRM will be molded by business users and achieved through a separation of data and logic. AMR Senior Analyst of Customer Management Service Kevin Scott says many CRM projects have not worked due to a lack of project direction and governance and in the future people need to approach the market with a new philosophy, attitude toward technology and an integrated measurement system plan.
Since the explosion of e-commerce, supply chain professionals have been theorizing about a Holy Grail. Like the Knights of Arthurian Legends, supply chain software providers have been searching for a mythical system that will seamlessly link the entire supply chain.
Success will be directly related to the ability to recognize these myths and to focus on the truths of CRM
The SMB market is substantially undeveloped and to date far less competitive
The failure of the global CRM promise doesn't mean that CRM software isn't working
It's Time To Face The Facts
Driving Customer Loyalty in the New Economy
Enhancing the Brand Experience
The role of personal communication in client retention
Does classroom education for CRM still make sense?
Critical success factors for an effective CRM
Internet-based synchronization technology turns the promise of Mobile CRM into a reality
The Key to Extending the Value of PRM
Many sales executives boast about their managerial excellence, citing low turnover as proof. Sure, a high employee-retention rate can be evidence of a manager's ability to foster a great and productive workplace. But those turnover numbers also might suggest the opposite-a culture of entitlement, one that fails to challenge employees, or one that simply does not demand excellence.
Selling complex products is as involved as the back-end supply chain process. But selling has not yet evolved into an optimized business process like supply chain, organizing all the parts to reduce costs and create greater customer value. Like back end inventory and logistics systems a decade ago, selling is typically a compilation of discrete activities and supporting technologies, beginning with receiving a sales lead and ending with placing an order.
With the rise of the Internet as a selling tool in the late 1990s, many traditional retail channels were branded as "dinosaurs" and were thought to be facing certain extinction. While the effect of the Internet was exaggerated substantially, most of its impact is here to stay. A closer look at the automotive retailing industry provides valuable insights that can be applied across many industries.
How to recruit more top performers
Return on investment (ROI) is a financial calculation that indicates the degree to which benefits exceed the investment for a given project or initiative. ROI is applied to initiatives that utilize capital resources because unlike expenses, capital is used to acquire assets that have a longer term impact that will either help or hinder the organization as it operates in the future. The calculation of ROI is in the form of a ratio where benefits are in the numerator (top) and investment/costs are in the denominator (bottom). By itself, ROI is just a number.
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