It is crucial to view CRM as an integral part of the entire organizational-process pool.
A disciplined, ongoing process is required to deliver quantifiable value in which IT, business and finance staff, and vendors work together to establish business-value metrics during the planning process, and then measure and continually improve them after deployment.
The mobile workforce will continue to spend much of its time updating the corporate system until a truly mobile CRM system is fully developed.
Loyalty doesn't have a bidirectional requirement, but the relationship between customers and a business demands that two-way street.
Failing to allow companies to use this great technology to grow their businesses would be the real crime, and in the end would hamper all our selling efforts.
CRM systems must collect the metrics that ensure accountability.
Competitive differentiation is ultimately about making the difference between whether your product or service is chosen over all the alternatives.
Financial institutions are increasingly using customer management solutions with sophisticated front-office analytics capabilities that allow them to better slice and dice their customer data and use this insight to segment their clientele for better targeted selling opportunities.
The problem with CRM integration today exists because companies forget that CRM is an integral part of their overall business ecosystem. The solution is intragration. For a CRM application to be truly effective it needs more than integration: It needs to be intragrated into the enterprise.
With CRM analytics run as a business activity, the results are actionable within your company's operational framework, and they have the greatest impact within your company's business model.
KM has irrefutable value beyond the contact center.
Organizations must be able to update and access valuable customer data in real time.
A new breed of middleware systems consists of software that pulls together much of the new and old technology found in call centers, and adds new functionality for the changing legislative, regulatory, and security landscape.
As CRM implementations move beyond just collecting customer information and reporting on it, a fundamental driver for many organizations is the desire to better understand their customers' needs and preferences.
It appears the challenge and solution to raising CRM awareness is another type of CRM: community relationship management.
The pressure to move significant amounts of support to the Internet is coming from all sides: business managers wanting to cut costs and customers desiring to get immediate help and the satisfaction of solving problems themselves.
Pricing is an enormously complex issue that incorporates costs, competitors, and customers. It must also accommodate profitability goals, product lifecycles, and operational capabilities, all affected by the wild card of psychology.
Surveying has been never more crucial than it is today.
Industry observers expect portability to increase churn in 2004 as carriers iron out technical glitches and more consumers come off contract, enabling switching without financial penalty.
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