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Articles: Customer Service/Call Centers
Extending its analytics portfolio may give the company more competitive weight.
Financial institutions must respect customer data, use the Web, and respond to email to help ensure growth.
The Web self-service vendor has rolled out a new product suite that incorporates the basis of its recast customer strategy.
Product service and support for existing customers highlight Open World day 2, but challenges have emerged for Siebel customers' business.
The networking giant pushes IP-telephony solutions and financing options for the SMB and midmarket spaces, among its slew of new offerings.
High staff turnover and a shortfall in qualified employees could slow the growth of the Indian call center market.
Advances in technology may be not be so advanced, as they hinder the old service-with-a-smile treatment that many Americans want.
Ellison and company look to bolster their portfolio to counter SAP as industry consolidation continues.
Opus's delivery model and consultative practice place Verint in a better competitive position.
Between May 2004 and June 2005 CRM magazine checked in every two to three weeks with Churchill Downs Inc. to gauge the progress of the company's multiyear, multimillion CRM initiative. Vice President of CRM and Technology Solutions Atique Shah's CRM initiative diary shed light on the ups and downs that he and his team encountered during a hectic, and ultimately winning, year one. In the course of these discussions Shah regularly mentioned CRM's warning bells, some of which sounded, some of which remained blessedly silent. We return to the site of the Kentucky Derby's parent company to examine the seven warning bells and to flesh out year-one lessons that will help other CRM project managers improve their odds of success.
These five business drivers will propel real-time CRM.
Business Problem: Customer satisfaction levels are too low and agents are not sufficiently cross- and upselling products.
Fear keeps many workers from reaching their full level of commitment and productivity.
Identity theft victims' assurance of security reflects comfort levels with online banking, and not their loyalty to a particular bank.
Real loyalty comes from retention, referrals, reputation, and revenue.
Sellers must be able to link their solution to buyers' business strategy and address the absence of value.
Companies are undervaluing the channel as more customers seek support.
A hotel group selects Voxify to provide callers with a consistent customer experience.
"Through the call center we are able to be more precise...in the evaluation of a problem."
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