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CRM Magazine: August 2004
Magazine Features
Consultants and integrators complement each other--the key is to play to each party's strength.
Call center outsourcing can provide value to an organization, but not by walking away from responsibility. We examine the people, process, and technology issues managers should consider when making their decision.
Methods that will help encourage channel partners to buy in to the benefits of CRM.
 
Front Office
Most every company that implements CRM does so with the help of a consultant, an integrator, or both.
 
Reality Check
The problem is that CRM focuses way too much on who and what, and not nearly enough on how.
 
Customer Centricity
We will not succeed until we stop thinking departmentally, and start thinking holistically.
 
Insight
Organizations can increase the value of their CRM initiatives, while keeping costs low, by focusing on increasing the value of CRM for those who use it.
Pricing optimization systems provide better customer segmentation, better deal-building engines, improved communication with management and pricing analysts, and better markdown strategies.
"When CRM strategy is led from an ERP perspective, customers get treated like widgets, at best."
For the full CRM benefits to be realized, schools will have to expand their focus, tracking the full life cycle of each student, from kindergarten through graduation.
What prompted your CRM initiative?
Today, customers want more than products.
Articles Editor Joshua Weinberger asked industry experts what it takes to be successful in a CRM initiative.
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 two executives from Microsoft.
What is the primary challenge for your contact center during calls?
 
REAL ROI
The company now has control over its order process, and soon will be able to get rid of its legacy billing system entirely.
Triangle Brick embarked on a mission to double the size of its business within five years.
ROI criteria must change to reflect the changing needs of the marketplace and the changing pressures on shareholder value.
A customer advisory board setting can produce valuable feedback as customers have an opportunity to pool their collective experiences and present them in a coherent manner.
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.
The Customer Loyalty Bootcamp program is a series of simulations that allow TI managers to experience what it is like to be a TI customer.
Rhodes can now access such information as items purchased, date of sale, and whether a customer prefers to pay with cash or credit.
 
Secret of My Success
The burgeoning company needed a better way to keep in touch with clients.
 
Diary of a CRM Initiative
Churchill Downs' formal change-management effort addresses different levels of CRM understanding and, like most change initiatives, emphasizes that change is good.
 

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