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ERP Evaluation Center
Jul 3, 2009
Today's usage of Decision Support Systems (DSS), combined with vetted ERP knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
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CRM RFP Template (1 Page)
by TEC Staff
Nov 22, 2007
Abstract : Don't let your CRM software selection become a risky venture. Play your cards right and use a CRM RFP template. Find out what a CRM RFP template is and how it can save you time and money. We also tell you how you can write your own CRM RFP template, so you can get the CRM solution you need for your enterprise. Don't place any bets until you have all the information you need about how you can make a CRM RFP work for you.
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Scala and Microsoft Become (Not So) Strange CRM Bedfellows Part Two: Market Impact Continued (4 Pages)
by P.J. Jakovljevic
Aug 29, 2003
Abstract : Microsoft's foray into the CRM arena has not been a bed of roses, despite its indisputably large marketing muscle and R&D investment, its strong channel, traditionally attractive pricing policies, and the aura and experience within the market segment. Microsoft CRM remains both a threat and an opportunity for the most nimble mid-market CRM vendors. Microsoft’s entry with CRM evangelism through an array of seminars nationwide has bolstered the market’s awareness of the need for CRM applications.
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Two Stalwart Vendors Discuss Platform Approaches (Wars) (5 Pages)
by P.J. Jakovljevic
Jul 2, 2007
Abstract : Infor and IFS, two upper mid-market, stalwart vendors, were the first to respond to our questions-and-answers series directed at software application vendors. Based on our questions, these two vendors share their views on market trends, platform approaches, and mid-market issues.
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A New Platform to Battle Software Bloat? (4 Pages)
by P.J. Jakovljevic
Oct 7, 2005
Abstract : Lawson has unveiled a new standards-based business applications platform designed to increase overall application quality and improve the product lifecycle experience for current and future Lawson clients.
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CRM: The Truth, The Whole Truth And Nothing But The Truth(For A Change) (7 Pages)
by Dick Lee/Caribou Lake
Feb 15, 2003
Abstract : Finding out the true facts about what makes CRM tick and how fast it circles the ROI clock—if it indeed reaches ROI-has long frustrated potential CRM implementers looking for answers. And getting good answers really matters, because their only alternative to being forewarned may be leaping into enterprise-wide, mega-bucks, change management-laden CRM implementations—and testing the depth of the water with both feet. For the first time, there are statistically-based, substantive answers to many questions about CRM.
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The Lexicon of CRM - Part 3: From R to Z (4 Pages)
by Randy Garland
Nov 2, 2001
Abstract : CRM. C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part three of a three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM
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Knosys 'in the Kno' With ProClarity 3.0 Analytical Platform (3 Pages)
by M. Reed
Nov 15, 2000
Abstract : Knosys, Inc. announced on November 6, 2000 that version 3.0 of its ProClarityﾮ Analytical Platform and OLAP client are now available. The products were developed for Microsoft SQL Server 2000 Analysis Services, so ProClarity is completely tied to Microsoft software. In addition, Knosys has announced a partnership to collaborate with integrated enterprise and eBusiness applications vendor Epicor on development of a portal-based business intelligence solution. Epicor focuses exclusively on the mid-market.
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Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Nov 23, 2006
Abstract : For a successful customer relationship management (CRM) implementation, the chief executive officer (CEO) must have an ongoing role in the process. The project implementer must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
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| 10. |
Difficult Conversations: Positioning Your CEO in a CRM Implementation Part One: Sources of Misconception and Faulty Assumptions (3 Pages)
by Glen S. Petersen
Dec 28, 2005
Abstract : For a successful CRM implementation, the CEO must have an ongoing role in the implementation process. The CIO or the implementer of the project must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.
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CART 
