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Paul Greenberg's Experience on the EDGE CRM News, trends and interviews brought to you exclusively by TEC and myCRMcareer.com ( Pages)
by Paul Greenberg
Jul 20, 2008
Abstract : Paul Greenberg is one of the most influential authors, analysts, and thought leaders in the customer relationship management (CRM) industry today. Programs focus on news, trends, recommendations, and interviews with CRM luminaries.
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| 2. |
Applying the Power of Social Networks to Customer Relationship Management ( Pages)
by Wayne Thompson
Sep 19, 2007
Abstract : Customer relationship management (CRM) is rapidly morphing from a customer management model to one of customer engagement. Social networks, podcasts, blogs, and wikis are enabling customers to become advocates, and not simply the targets they were in the traditional CRM process. The same techniques are also being used within the CRM industry itself to create a content-rich, social media environment for CRM professionals. Find out what these sweeping changes mean to businesses and CRM professionals alike, as TEC's director of research Wayne Thompson sits down with Paul Greenberg and Bruce Culbert of BPT Partners, a leading CRM consulting firm.
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At Least Your Boss Can't Read Your Home E-mail, Right? Wrong! ( Pages)
by D. Geller
Mar 6, 2000
Abstract : A lower-court judge in St. Paul granted a subpoena to Northwest Airlines allowing them the search the home computers of employees for evidence of allegedly illegal union activities.
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CRM: The Truth, The Whole Truth And Nothing But The Truth(For A Change) ( 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 Keys to Effective Project Governance Leadership ( Pages)
by Jed Simms
Dec 10, 2007
Abstract : Project Sponsor.com conducted a three-year research program on project governance. The findings turned up some surprising facts on how project governance is approached and applied in businesses today, and shed some light on what is required for project governance to be effective.
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Advanced Planning and Optimization Software: Myths, Facts, and User Perceptions (7 Pages)
by Ashfaque Ahmed
Jul 6, 2004
Abstract : Advanced planning optimization (APO) or advanced planning and scheduling (APS), as it is sometimes called, has been creating a lot of confusion and skepticism, albeit for wrong reasons, because of its many publicized failures, especially in tactical and strategic use. The reasons for past failures included lack of training and complex user interfaces among other things. However there is a renewed interest in APO and many vendors are creating easy-to-use systems along with new awareness. This coupled with its profound success in mission critical tasks will result in more users using APO systems.
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Selecting An ERP System: A Facts And Figures Case Study Part 2: Qualitative Assessments and Analysis (4 Pages)
by P.J. Jakovljevic, L. Talarico & B. Spencer
May 10, 2001
Abstract : This is part two of a note describing an opportunity TEC had to evaluate and compare the four top ERP vendors for a client. Each vendorﾒs offering differed in such areas as functionality, flexibility, process fit and ease of use. Find out what TEC learned as a result of the selection engagement.
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| 8. |
Selecting An ERP System: A Facts And Figures Case Study Part 1: Business Model Scenarios (3 Pages)
by P.J. Jakovljevic, L. Talarico & B. Spencer
May 9, 2001
Abstract : During a recent Enterprise Resource Planning selection engagement with a large aerospace and defense manufacturer TEC had the opportunity to evaluate and compare the offerings of four top vendors. Each vendorﾒs offering differed in such areas as functionality, flexibility, process fit and ease of use. Find out what TEC learned as a result of the selection engagement.
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| 9. |
ERP Selection Facts and Figures Case Study - Part 2: Qualitative Assessments and Analysis ( Pages)
by P.J. Jakovljevic, L. Talarico & B. Spencer
Nov 21, 2001
Abstract : This is part two of a note describing an opportunity TEC had to evaluate and compare the four top ERP vendors for a client. Each vendor’s offering differed in such areas as functionality, flexibility, process fit and ease of use. Find out what TEC learned as a result of the selection engagement.
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