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CRM Magazine: July 2004
Magazine Features
Capture the mythical creature known as The Lifelong Customer.
These seven strategies illustrate some of the best ways to apply the information you may already have in your contact center to improve your standing with customers.
Following is a list of universities, their CRM programs, and their current enrollment.
Industry pundits maintain that the biggest growth area in CRM over the next three years will be in the public sector, especially within state and local governments.
 
Front Office
As long as companies have customers they'll need strategies to manage those relationships; whatever name you prefer, in the end it's CRM.
 
Reality Check
The complexity lies in the decision of whose portal should run the desktop: the CRM portal or a more application-agnostic portal?
 
Customer Centricity
There are at least five major issues that prevent us from execution. Acting requires recognizing and addressing them.
 
Insight
It's not surprising that many CRM vendors formalize interaction using customer advisory boards that have direct input into product development.
Vendors are combining MRM with campaign management to leverage a broad spectrum of functions, including planning, execution, and measurement.
In May CRM magazine presented a list of some of the industry's key players. This month we continue that recognition with a look at three executives from midmarket leader E.piphany.
MPM is just one of a growing battery of disciplines that aims to give substance and accountability to marketing activities.
At its core, workforce optimization prepares a staff to manage the ebb and flow of daily call volumes into a call center.
CRM magazine's Emmy Favilla spoke with Acuff to discuss his approach.
 
REAL ROI
The company's knowledge base has remained essentially static, aside from a few regular promotional events, which means efforts to maintain or update the FAQ can be kept to a minimum.
According to the results of a recent survey conducted by IBM Business Consulting Services, the quality of your technology won't be the deciding factor in predicting whether your CRM project will falter or thrive.
Two of the most tangible results are a 90 percent first call resolution rate, and the reduction of customer call handling time by 20 seconds.
You don't necessarily need to pay top dollar for every new revision and incremental improvement the vendor offers up.
The company now has the ability to track campaigns and responses to determine which campaigns are generating the most profit.
The company is now able to be more responsive to customer needs, as software upgrades are based on customer feedback from the site.
Cummins had an undisciplined process for direct communications with customers, virtually no direct marketing via email, and customers could not provide feedback.
 
Secret of My Success
The biggest issue was the initial process of migrating historical marketing information.
 
Diary of a CRM Initiative
Month 1: Odds are in favor of this two-time winner taking a CRM triple crown.
 

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