| 1. |
The Ghost in the Machine: Where Has Process Automation Left the Consumer? ( Pages)
by David Clark
Jun 9, 2006
Abstract : Business process automation is all very well and good. After all, nothing succeeds like success, especially automated success. But what is the effect of automation on the consumer, that most unpredictable of systems?
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| 2. |
Sales Force Automation, Customer Relationship Management, and Sales Training: A Fusion of Methodology and Technology ( Pages)
by Dave Stein and Al Case
May 23, 2006
Abstract : Many organizations find it challenging to adopt sales force automation and customer relationship management solutions. Formal sales training and the related reinforcement tools can make the difference. We examine the key challenges and propose some solutions.
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| 3. |
Should Uniqueness Vouch For Marketing Automation Niche Players? ( Pages)
by P.J. Jakovljevic
Jun 28, 2003
Abstract : Unica's possibly unique set of broad and astute functional footprint and geographic coverage, easily-deployable product with proven quick payback may prove the fact that the marketing automation point providers with a differentiating value proposition and with immaculate execution may prevail the onslaught of larger packaged suite providers.
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| 4. |
Marketing Automation: Coming of Age Slowly ( Pages)
by P.J. Jakovljevic
May 15, 2004
Abstract : Marketing is possibly the only remaining major business function yet to revise its core processes to take advantage of IT that can cut time, costs, and improve the quality of its operation. Nevertheless with marketing automation there are huge untapped opportunities for business improvement, given marketing has a unique vantage point in any enterprise to understand the customer needs, buying behavior, and value perception.
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| 5. |
Enterprise Resource Planning for Services, and Professional Services Automation: Where Do You Draw the Line? ( Pages)
by Neil Stolovitsky
Apr 13, 2006
Abstract : Since the late nineties, enterprise resource planning (ERP) vendors have developed functionality for vertical markets in the service industry. Simultaneously, professional services automation (PSA) became a viable software category. Consequently, deciphering the difference between ERP and PSA remains a challenge.
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| 6. |
Marketing Automation: Coming of Age Slowly (5 Pages)
by P.J. Jakovljevic
Jun 20, 2003
Abstract : Marketing is possibly the only remaining major business function yet to revise its core processes to take advantage of IT that can cut time, costs, and improve the quality of its operation. Nevertheless with marketing automation there are huge untapped opportunities for business improvement, given marketing has a unique vantage point in any enterprise to understand the customer needs, buying behavior, and value perception.
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| 7. |
What's Wrong With Application Software? Business Processes Cross Application Boundaries ( Pages)
by Jim Brown
Feb 27, 2003
Abstract : The reality of today’s application environment is that no single application meets all of the needs of a business, or frequently even the needs of a single business process, so multiple applications must work together to support business processes.
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| 8. |
Microsoft's Dynamic New Approach to Professional Services Automation ( Pages)
by Neil Stolovitsky
Feb 10, 2006
Abstract : In the short term, Microsoft Dynamics SL will likely follow the professional services automation (PSA) trend of extending functionality to the Web. In the long term, its eventual absorption into the Microsoft Dynamics product line may affect Microsoft's strategy in the project portfolio management marketplace.
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| 9. |
Sales Force Performance ( Pages)
by Glen Petersen
Mar 22, 2006
Abstract : Understanding market drivers is key to managing customer behavior. To do this, organizations must state and qualify their assumptions about the real drivers of sales performance. An improvement strategy can then be created, and with integrated budgets, success metrics, etc.
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