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Articles: Analytics
The business case for CRM should include tangible net benefits, intangible benefits, and a risk assessment.
The time has come once again for CRM magazine to reward excellence and achievement among vendors in the CRM industry. CRM vendors have individually and collectively worked to build confidence in the discipline, and those efforts are paying off. According to AMR Research, companies are still making modest-but-measurable increases in their spending on customer management tools and strategies, to the tune of an additional $600 million in spending expected for 2004. Interest is strongest among midmarket and SMB firms, which we classify as those companies under $1 billion and under $100 million in annual revenues, respectively. But there was plenty to stir things up this year. Read on to see what companies prevailed from 2003, and how others are leaving an indelible mark on the industry.
The time has come once again for CRM magazine to reward excellence and achievement among vendors in the CRM industry. CRM vendors have individually and collectively worked to build confidence in the discipline, and those efforts are paying off. According to AMR Research, companies are still making modest-but-measurable increases in their spending on customer management tools and strategies, to the tune of an additional $600 million in spending expected for 2004. Interest is strongest among midmarket and SMB firms, which we classify as those companies under $1 billion and under $100 million in annual revenues, respectively. But there was plenty to stir things up this year. Read on to see what companies prevailed from 2003, and how others are leaving an indelible mark on the industry.
CRM industry leaders talk the talk.
Six companies that set out to get measurable results, then met or surpassed their expectations.
The time has come once again for CRM magazine to reward excellence and achievement among vendors in the CRM industry. CRM vendors have individually and collectively worked to build confidence in the discipline, and those efforts are paying off. According to AMR Research, companies are still making modest-but-measurable increases in their spending on customer management tools and strategies, to the tune of an additional $600 million in spending expected for 2004. Interest is strongest among midmarket and SMB firms, which we classify as those companies under $1 billion and under $100 million in annual revenues, respectively. But there was plenty to stir things up this year. Read on to see what companies prevailed from 2003, and how others are leaving an indelible mark on the industry.
Presenting financial information from 2003, the report analyzes the workforce management market.
Online consumers have become more educated and sophisticated over the past year.
Unisys and KRC Research polled 150 top executives and IT decision-makers to examine the concerns and goals of companies that have deployed a comprehensive analytics strategy.
The pharmaceutical industry collects a tremendous volume of information about physicians and the prescriptions they write. The challenge lies in making sense of the prescription statistics and other aspects of physician profiles.
Without taking these four key steps, companies could be working from skewed data, results could be incorrect, and there is the potential for severe business consequences.
A roundup of call center solutions for now and in the near future.
SAP's application does not have the same amount of functionality as Siebel's, but in terms of what people actually use on a regular basis, they have reached functional parity.
TDWI's second report in its 2004 Report Series, "In Search of a Single Version of Truth: Strategies for Consolidating Analytic Silos," finds that organizations have yet to consolidate an average of two data warehouses, six independent data marts, and 28.5 spreadmarts, with only one third of all structures actually consolidated.
Unishippers invested about $6 million in its CRM system.
The online currency trading firm was missing the back-end analytics crucial for effective prospecting and campaigning.
According to a new study, although the number of companies using at least some real-time data has increased over the past year, many are learning that not all decisions need real-time data.
The real coalition of the willing, though, tends to comprise the youngest customers.
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