Management Update: CRM Success Lies in Strategy and Implementation, Not Software

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Management Update: CRM Success Lies in Strategy and Implementation, Not Software"

Transcription

1 IGG D. Hagemeyer, S. Nelson Article 12 March 2003 Management Update: CRM Success Lies in Strategy and Implementation, Not Software A customer relationship management (CRM) package doesn t ensure success. Success lies not in software but in sound strategy and precise implementation. Many executives are interested in insights on how to achieve success with their enterprises customer relationship management (CRM) initiatives. A CRM software package doesn t ensure success. Success lies not in software but in sound strategy and precise implementation. Critical Elements That Drive CRM Success The assertion that the secret to CRM success lies in software is dangerous for enterprises and vendors alike, because it ignores the critical strategy and implementation elements that truly drive success. When one analyzes the causes of CRM failure, software-related failure is not among the list of usual suspects. Nevertheless, in CRM Magazine, a senior executive of a CRM software company recently made the following statement: I do think that it is true that most CRM implementations fail and it is true that virtually all [software vendor name withheld] CRM implementations succeed and that kind of works to my advantage. The implication is that purchasing CRM software from any vendor other than the one quoted will result in failure. The truth is that software and project failure are not strongly linked. That is probably because software vendors are rarely involved in the development of the enterprise s CRM strategy, and only about 25 percent of the time does the software vendor perform the implementation. Regardless of who manages the development of the strategy and implementation, it is critical that they be done both carefully and thoroughly. Seven Key Reasons for CRM Project Failure Gartner has outlined the seven key reasons why CRM projects fail (see Figure 1). What is striking about the seven key reasons is that none of them is related to software they are all related to implementation and strategy. In light of the analysis of why projects fail, it stands to reason that software is not named as one of the key reasons for failure. If a project is undertaken with a flawed or incomplete strategy and implemented with no attention to details, such as data integrity, unity of purpose among IT and business organizations, or user adoption, the project is likely to fail. Ironically, it will have been Gartner Entire contents 2003 Gartner, Inc. All rights reserved. Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.

2 deemed a failure and probably abandoned long before the software can be adequately tested and evaluated. Figure 1 Seven Reasons Why CRM Projects Fail Reason for Failure Failure Point What Software Can't Solve Remedy 1. Data quality is ignored. 2. Organizational politics are driving departmental or totally disconnected initiatives. 3. IT and business organizations can t work together. Call center users as well as sales users will walk away from theapplicationifthedatais suspect. Strategy: Implementation is likely to implode before users ever see the solution. Ifitdoessurviveto implementation phase, the politics will have diluted the customer focus to where sales and customer service users may reject the solution. Strategy, Implementation Data hygiene software can address some issues but does not address missing data and erroneous data or compensate for a flawed data capture process. There is no software solution for political in-fighting or "not invented here" behaviors. There is software to facilitate collaboration, workflow and virtual teams, but only among organizations that want to work together. 4. There is no plan. Strategy, Implementation Project management software can capture a plan andhelpinmanagingtoitbut cannot create a plan. Human input is required. 5. CRM is implemented for the enterprise, not the customer. 6. A flawed process is automated. 7. No attention is paid to skill sets. Source: Gartner Research Strategy: Users in sales and customer servicewillreverttomanualor prior systems unless they perceive incremental benefit. TheessenceofCRMis improving customer-facing processes. Sales as well as service users won't want to learn a new solution that enables the same bad process. Rejection of a CRM solution by sales or service personnel may not be a conscious decision if they simply don't havetheskillstooperateor understand it. Software cannot provide customer focus or fix a flawed process. It may automate an alternative process, but thought is required to optimize a process. Software can facilitate distance learning and some interactive training but cannot change management or organizational dynamics. Project plan should allow for data cleansing and testing prior to deployment. CRM strategy must encompass customer touchpoints across the entire enterprise. Both organizations must be jointly responsible for the strategy and accountable to the project sponsor for every step of the implementation. Don't undertake any initiative until an articulated multiyear vision, a business case including baseline metrics, and a project plan are in place. Involve stakeholders from across the enterprise in evaluating which processes must be improved to eliminate the "rubs" that exist between the enterprise and the customer. Ensure that employees understand why CRM is being implemented, that CRM tools are aligned with their skill sets, and that adequate training is provided (a final and critical step, where many enterprises attempt to cut corners or save a small amount of money). The Eight Building Blocks of CRM

3 Imperative: Enterprises should use a strategic CRM framework to estimate, plan and promote their CRM initiatives, while building up their capabilities in small, piloted steps. Gartner has created the Eight Building Blocks of CRM (see Figure 2) a framework to help enterprises see the big picture, make their business cases and plan their implementation. Enterprises need capabilities in all eight areas for successful CRM: Figure 2 The Eight Building Blocks of CRM 1. CRM Vision 2. CRM Strategy 3. Valued Customer Experience 4. Organizational Collaboration 5. CRM Processes 6. CRM Information 7. CRM Technology 8. CRM Metrics Source: Gartner Research CRM Vision: Building a market position against competitors with defined value propositions based on requirements, personified by the brand and communicated CRM Strategies: Turning the customer base into an asset through the delivery of customer value propositions, gives objectives (for example, development) and how resources will be used in interaction Valued Customer Experience: Ensuring constantly that the propositions have value to customers and the enterprise, achieve the market position and are delivered consistently Organizational Collaboration: Involving the changing of culture, structures and behaviors to ensure staff, partners and suppliers work together to deliver what is promised Processes: Managing customer life cycle processes (for example, inquiry, welcome, complaints and win back ) and processes in analysis and planning that build customer knowledge Information: Ensuring the right data is collected, and the right information goes to the right place

4 Technology: Involving data and information management, customer-facing applications, and supporting IT infrastructure and architecture Metrics: Involving internal and external measures of CRM success and failure A Six-Step Approach to CRM Strategy CRM strategy guides how an enterprise turns customers into assets, beginning with an understanding of the current customer base in relation to the market. Because fewer than 15 percent of enterprises understand this relationship, most skip this vital planning step. They begin instead with tactical initiatives which becomes the primary reason for CRM failure. CRM benefits are achieved when customer insight is captured, analyzed and applied to increase the quality of communication and to deliver relevant value-added services. Technology and the Internet economy are increasing the opportunity (and the expense) of understanding customer needs. Therefore, knowing what is possible and managing available funds to optimize benefits are crucial. Gartner considers CRM an evolving creative science and advises a six-step methodology to develop CRM strategy: Audit the current market position and customer position. Segment consumers and customers and identify target segments. Set customer objectives (that is, acquisition, development and retention) for each market objective. Define metrics for monitoring the execution of the strategy and for evolving it. Outline by segment the strategy to customize products, pricing, communication and channels, as well as how to manage service customer and contact, thus creating the customer value proposition and desired customer experience. Specify required customer capabilities and infrastructure (such as people, IT and data). Action: Use Gartner s methodology as a starting point customize and enhance it to develop a meaningful strategy for your enterprise. Bottom Line Despite the claims of software vendors, the key to CRM effectiveness is not the purchase of software. Enterprises that will succeed in CRM initiatives are those that have a well-laid-out CRM strategy and adhere to sound principles of deployment in addition to well-suited software. Software vendors can play a greater part in helping their clients to succeed by diminishing the magic software rhetoric and building on the foundation of strategy and implementation. Written by Edward Younker, Research Products

5 Analytical sources: Dale Hagemeyer and Scott Nelson, Gartner Research For related Inside Gartner articles, see: Management Update: A Case Study of CRM Excellence, 5 February 2003 Management Update: The Importance of Developing a CRM Strategy, 30 October 2002 Management Alert: How to Salvage or Perhaps Avoid a Failed CRM Initiative, 20 February 2002

Management Update: The Eight Building Blocks of CRM

Management Update: The Eight Building Blocks of CRM IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful

More information

Management Update: The Importance of Developing a CRM Strategy

Management Update: The Importance of Developing a CRM Strategy IGG-10302002-03 J. Kirkby Article 30 October 2002 Management Update: The Importance of Developing a CRM A customer relationship management (CRM) strategy states how to turn a customer base into an intangible

More information

Management Update: The Cornerstones of Business Intelligence Excellence

Management Update: The Cornerstones of Business Intelligence Excellence G00120819 T. Friedman, B. Hostmann Article 5 May 2004 Management Update: The Cornerstones of Business Intelligence Excellence Business value is the measure of success of a business intelligence (BI) initiative.

More information

The Objectives of a CRM Strategy

The Objectives of a CRM Strategy Tutorials, J. Kirkby Research Note 23 October 2002 What Is a Customer Relationship Management Strategy? A CRM strategy states how to turn a customer base into an intangible asset for market valuations.

More information

Management Update: How to Implement a Successful ERP II Project

Management Update: How to Implement a Successful ERP II Project IGG-09252002-02 B. Zrimsek, P. Phelan Article 25 September 2002 Management Update: How to Implement a Successful ERP II Project Gartner provides insights and recommendations on how enterprises can make

More information

City of Des Moines Brings CRM to the Public Sector

City of Des Moines Brings CRM to the Public Sector Case Studies, W. Janowski Research Note 20 November 2002 City of Des Moines Brings CRM to the Public Sector Implementing customer relationship management in the public sector reflects a unique challenge.

More information

EMEA CRM Analytics Suite Magic Quadrant Criteria 3Q02

EMEA CRM Analytics Suite Magic Quadrant Criteria 3Q02 Decision Framework, J. Radcliffe Research Note 26 September 2002 EMEA CRM Analytics Suite Magic Quadrant Criteria 3Q02 Europe, the Middle East and Africa Customer Relationship Management Analytics Suite

More information

The Lack of a CRM Strategy Will Hinder Health Insurer Growth

The Lack of a CRM Strategy Will Hinder Health Insurer Growth Industry Research Publication Date: 15 October 2008 ID Number: G00162107 The Lack of a CRM Strategy Will Hinder Health Insurer Growth Joanne Galimi The Gartner 2008 healthcare payer application survey

More information

Don't Pay to Support CRM 'Shelfware'

Don't Pay to Support CRM 'Shelfware' Tactical Guidelines, J. Disbrow Research Note 3 May 2003 Don't Pay to Support CRM 'Shelfware' Enterprises license customer relationship management solutions that are often never totally deployed. Software

More information

Contact Center Performance Management Software

Contact Center Performance Management Software Markets, W. Close Research Note 7 March 2003 Contact Center Performance Software Enterprises face critical challenges in contact center management. Capitalizing on people, performance and analytics will

More information

CRM Excellence Award Winner: BCAA

CRM Excellence Award Winner: BCAA Case Studies, A. Sarner Research Note 5 December 2002 CRM Excellence Award Winner: BCAA A project to capture and consolidate member data grew into a winning customer relationship management initiative

More information

Management Update: Gartner s Large-Enterprise HRMS Magic Quadrant for 2002

Management Update: Gartner s Large-Enterprise HRMS Magic Quadrant for 2002 IGG-10232002-03 J. Holincheck Article 23 October 2002 Management Update: Gartner s Large-Enterprise HRMS Magic Quadrant for 2002 The market for large-enterprise human resources management system (HRMS)

More information

2010 FEI Technology Study: CPM and BI Show Improvement From 2009

2010 FEI Technology Study: CPM and BI Show Improvement From 2009 Research Publication Date: 22 March 2010 ID Number: G00175233 2010 FEI Technology Study: CPM and BI Show Improvement From 2009 John E. Van Decker Many organizations recognize that current financial management

More information

Audi's Three Steps to a Winning CRM Strategy

Audi's Three Steps to a Winning CRM Strategy Case Studies, E. Thompson, A. Bona Research Note 14 January 2004 Audi's Three Steps to a Winning CRM Strategy This case study shows how Audi takes reactive, proactive and selective approaches to customer

More information

Allstate: A Financial Services CRM Best Practice

Allstate: A Financial Services CRM Best Practice Case Studies, K. Harris Research Note 18 August 2003 Allstate: A Financial Services CRM Best Practice Allstate Insurance found success at careful planning, testing, implementation and management of customer

More information

Management Update: Gartner s Updated Help Desk Outsourcing Magic Quadrant

Management Update: Gartner s Updated Help Desk Outsourcing Magic Quadrant IGG-02192003-03 R. Matlus Article 19 February 2003 Management Update: Gartner s Updated Help Desk Outsourcing Magic Quadrant The North American help desk outsourcing market is growing despite a down economy.

More information

CIO Alert: How You Should Prepare for Sarbanes-Oxley

CIO Alert: How You Should Prepare for Sarbanes-Oxley IGG-10012003-03 R. Mogull, D. Logan, L. Leskela Article 1 October 2003 CIO Alert: How You Should Prepare for Sarbanes-Oxley Sarbanes-Oxley is the most sweeping legislation to affect publicly traded companies

More information

Management Alert: Microsoft Will Be a Strong Force in the CRM Market

Management Alert: Microsoft Will Be a Strong Force in the CRM Market IGG-02052003-01 E. Thompson, J. Outlaw Article 5 February 2003 Management Alert: Microsoft Will Be a Strong Force in the CRM Market Microsoft is poised to have a major impact on the customer relationship

More information

Discovering the Value of Unified Communications

Discovering the Value of Unified Communications Research Publication Date: 12 February 2007 ID Number: G00144673 Discovering the Value of Unified Communications Bern Elliot, Steve Cramoysan Unified communications represent a broad range of new solutions

More information

The Magic Quadrant Framework

The Magic Quadrant Framework Markets, B. Eisenfeld, F. Karamouzis Research Note 14 November 2002 Americas CRM ESPs: 2003 Magic Quadrant Criteria Gartner has developed high-level evaluation criteria for the 2003 Americas customer relationship

More information

Strategic Sourcing Magic Quadrant Criteria: An Explanation

Strategic Sourcing Magic Quadrant Criteria: An Explanation Markets, D. Hope-Ross, J. Woods Research Note 14 March 2003 Strategic Sourcing Magic Quadrant Criteria: An Explanation A new Gartner Magic Quadrant for strategic sourcing applications is being introduced.

More information

TOTAL DATA INTEGRATION

TOTAL DATA INTEGRATION The Impact of Big Data on Integration and Governance Big data and Total Data have the potential to change the face of the data integration market. This report outlines the key drivers shaping this sector

More information

Managers Begin to Apply Business Activity Monitoring

Managers Begin to Apply Business Activity Monitoring Research Brief Managers Begin to Apply Business Activity Monitoring Abstract: Managers are not fully using real-time capabilities for decision making; they implement BAM with basic analytic methods instead

More information

Defining the PLM Magic Quadrant by Criteria and Use. We provide the methodology used in developing our product life cycle management Magic Quadrant.

Defining the PLM Magic Quadrant by Criteria and Use. We provide the methodology used in developing our product life cycle management Magic Quadrant. Markets, M. Halpern Research Note 18 March 2003 Defining the PLM Magic Quadrant by Criteria and Use We provide the methodology used in developing our product life cycle management Magic Quadrant. Core

More information

Management Update: Selecting the Right ERP II Service Partner Is a Critical Success Factor

Management Update: Selecting the Right ERP II Service Partner Is a Critical Success Factor IGG-10232002-02 P. Phelan Article 23 October 2002 Management Update: Selecting the Right ERP II Service Partner Is a Critical Success Factor Service partner relationships will grow to enable more holistic

More information

What CIOs Want to Know About Microsoft Active Directory

What CIOs Want to Know About Microsoft Active Directory IGG-01222003-01 J. Enck Article 22 January 2003 What CIOs Want to Know About Microsoft Active Directory Active Directory deployments are increasing and so are questions about the technology. Gartner addresses

More information

Lead architect. Business architect. Technical architect. Lead Architect

Lead architect. Business architect. Technical architect. Lead Architect Tactical Guidelines, G. James Research Note 20 September 2002 Best Practices for Selecting Enterprise Architects A good enterprise architect needs not only excellent technical skills, but business and

More information

Business Intelligence: The European Perspective

Business Intelligence: The European Perspective Markets, F. Buytendijk Research Note 5 November 2002 Business Intelligence: The European Perspective When choosing business intelligence products, European users are not that different from North American

More information

Agenda Overview for Digital Commerce, 2015

Agenda Overview for Digital Commerce, 2015 G00270685 Agenda Overview for Digital Commerce, 2015 Published: 18 December 2014 Analyst(s): Jennifer Polk Marketing is making a greater impact on, and taking more responsibility for, digital commerce.

More information

Vendor Classification

Vendor Classification Markets, L. Geishecker, F. Buytendijk Research Note 2 October 2002 Introducing the CPM Suites Magic Quadrant Vendors are developing a wide range of new functionality for corporate performance management.

More information

Candidate AD Roles for Outsourcing

Candidate AD Roles for Outsourcing Decision Framework, M. Blechar Research Note 22 October 2003 Balancing the Risks Involved With AD Roles Outsourcing Deciding which application development roles to selectively outsource requires enterprises

More information

New Sales and Marketing Models Required to Sell Business Process Services

New Sales and Marketing Models Required to Sell Business Process Services Research Brief New Sales and Marketing Models Required to Sell Business Process Services Abstract: Numerous internal and external catalysts of change are forcing service providers to continuously reassess

More information

The Seven Building Blocks of MDM: A Framework for Success

The Seven Building Blocks of MDM: A Framework for Success Research Publication Date: 11 October 2007 ID Number: G00151496 The Seven Building Blocks of MDM: A Framework for Success John Radcliffe Gartner's Seven Building Blocks of Master Data Management (MDM)

More information

Select CRM Applications Carefully to Get Maximum Benefits

Select CRM Applications Carefully to Get Maximum Benefits Strategic Planning, B. Eisenfeld Research Note 19 February 2003 Select CRM Applications Carefully to Get Maximum Benefits Enterprises pursuing the advantages of a customer relationship management strategy

More information

Upheaval in the CRM Services Market

Upheaval in the CRM Services Market Markets, J. Kirkby Research Note 24 October 2002 Upheaval in the CRM Services Market The customer relationship management services market is in upheaval: Competitive changes will strongly influence trends.

More information

Vertical Data Warehouse Solutions for Financial Services

Vertical Data Warehouse Solutions for Financial Services Decision Framework, M. Knox Research Note 24 July 2003 Vertical Data Warehouse Solutions for Financial Services Packaged DW financial services solutions differ in degree of and approach to verticalization,

More information

COM-18-7559 J. Holincheck

COM-18-7559 J. Holincheck J. Holincheck Research Note 3 December 2002 Commentary Leveraging HCM Technologies to Control Labor Costs Large human capital management application suite purchases will be few and far between in 2003.

More information

Clinical Decision Support: Core Capability of Evolving CPR

Clinical Decision Support: Core Capability of Evolving CPR Tutorials, B. Hieb, M.D. Research Note 6 November 2003 Clinical Decision Support: Core Capability of Evolving CPR More-sophisticated computer-based patient record systems can offer increasing value to

More information

Management Update: CRM Vendor Evaluations in a Volatile Market

Management Update: CRM Vendor Evaluations in a Volatile Market IGG-06042003-01 M. Dunne Article 4 June 2003 Management Update: CRM Vendor Evaluations in a Volatile Market Decision makers often have difficulty in selecting software for customer relationship management

More information

Business Value Drives VoIP and IP-Telephony Layering

Business Value Drives VoIP and IP-Telephony Layering Decision Framework, B. Elliot Research Note 16 July 2003 Business Value Drives VoIP and IP-Telephony Layering Enterprises must view IP telephony and voice over IP projects as functional layers composed

More information

Portfolio Management 101:

Portfolio Management 101: THOUGHT LEADERSHIP WHITE PAPER In partnership with Portfolio Management 101: Moving from Just Project Management to True PPM A lot of organizations claim that they carry out project & portfolio management

More information

The Ten How Factors That Can Affect ERP TCO

The Ten How Factors That Can Affect ERP TCO The Ten How Factors That Can Affect ERP TCO Gartner RAS Core Research Note G00172356, Denise Ganly, 1 February 2010, V1RA9 04082011 Organizations tend to focus on the what that is, the vendor or the product

More information

1.0 Introduction and Report Overview

1.0 Introduction and Report Overview 1.0 Introduction and Report Overview Customer relationship management (CRM) represents the key business strategy that will determine successful enterprises in the 21st century. Enterprises engaged in CRM

More information

PLM Eclipses CPC as a Software Market

PLM Eclipses CPC as a Software Market Markets, M. Halpern, K. Brant Research Note 20 March 2003 PLM Eclipses CPC as a Software Market Gartner is retiring the Collaborative Product Commerce Magic Quadrant and introducing the Product Life Cycle

More information

CIO Update: Gartner s IT Security Management Magic Quadrant Lacks a Leader

CIO Update: Gartner s IT Security Management Magic Quadrant Lacks a Leader IGG-04092003-04 M. Nicolett Article 9 April 2003 CIO Update: Gartner s IT Security Management Magic Quadrant Lacks a Leader Vendors in the Gartner IT Security Management Magic Quadrant for 1H03 are driven

More information

Overcoming the Gap Between Business Intelligence and Decision Support

Overcoming the Gap Between Business Intelligence and Decision Support Research Publication Date: 9 April 2009 ID Number: G00165169 Overcoming the Gap Between Business Intelligence and Decision Support Rita L. Sallam, Kurt Schlegel Although the promise of better decision

More information

BSM Definition, Drivers and Inhibitors

BSM Definition, Drivers and Inhibitors Events, D. Curtis, M. Govekar Research Note 11 August 2003 BMC Positions Itself for Business Service Management BMC Software's announcement of its business service management strategy is solidified by

More information

The Business-Centric CIO

The Business-Centric CIO The Business-Centric CIO Issue 2 1 The Business-Centric CIO 2 From the Gartner Files: Using IT Financial Management to Improve Business Outcomes 6 About VMware Today s successful CIOs are not only technology

More information

2015 Social Media Marketing Trends

2015 Social Media Marketing Trends 2015 Social Media Marketing Trends A 2015 survey and report on social media marketing practices and software usage By Megan Headley Research Director, TrustRadius First Published May 2015 2015 TrustRadius.

More information

How to Establish a Social Strategy for CRM

How to Establish a Social Strategy for CRM Research G00248778 8 February 2013 How to Establish a Social Strategy for CRM Michael Maoz, Jenny Sussin The next generation of social strategy for CRM initiatives will require cooperation from the CIO,

More information

COM-18-5018 J. Woods, A. White, K. Peterson, M. Jimenez

COM-18-5018 J. Woods, A. White, K. Peterson, M. Jimenez J. Woods, A. White, K. Peterson, M. Jimenez Research Note 28 October 2002 Commentary Demand Chain Management Synchronizes CRM and SCM Pursued separately, supply chain management and customer relationship

More information

C O N S U L T C O N N E C T - C H A N G E. Does CRM Really Work?

C O N S U L T C O N N E C T - C H A N G E. Does CRM Really Work? C O N S U L T C O N N E C T - C H A N G E Does CRM Really Work? TABLE OF CONTENTS DOES CRM REALLY WORK?... 3 WHY THE RESISTANCE TO CRM?... 3 HOW DO YOU SELL CRM?... 4 CRM IS NOT JUST ABOUT TECHNOLOGY...

More information

Payer Business Process Outsourcing Trends for 2004

Payer Business Process Outsourcing Trends for 2004 Markets, J. Young Research Note 15 January 2004 Payer Business Process Outsourcing Trends for 2004 An assessment of business drivers, user adoption and BPO criteria for the healthcare payer industry corroborates

More information

Business Applications and Infrastructure Entwined

Business Applications and Infrastructure Entwined Markets, S. Hayward, B. Burton, J. Comport, Y. Genovese, T. Bittman Research Note 9 July 2003 Business and Infrastructure Entwined Oracle's bid for PeopleSoft encompasses more than applications. It illustrates

More information

How to Develop an Effective Vulnerability Management Process

How to Develop an Effective Vulnerability Management Process Research Publication Date: 1 March 2005 ID Number: G00124126 How to Develop an Effective Vulnerability Management Process Mark Nicolett IT organizations should develop vulnerability management processes

More information

Customer insight into the business. Business insight on the customer. Lowering of the cost structure. Improvement to revenue or profits

Customer insight into the business. Business insight on the customer. Lowering of the cost structure. Improvement to revenue or profits Decision Framework, M. Maoz, E. Kolsky Research Note 3 January 2003 Customer Service Hype Cycle 2003: Strategy Comes First Customer sophistication will drive demand for improved service and support. Carefully

More information

Maximizing Customer Retention: A Blueprint for Successful Contact Centers

Maximizing Customer Retention: A Blueprint for Successful Contact Centers Maximizing Customer Retention: A Blueprint for Successful Contact Centers Sponsored by Table of Contents Executive Summary...1 Creating Loyal Customers: A Critical Company Goal...1 Causes of Customer Attrition...2

More information

Digital Marketing Budgets Increase, Reflecting Focus on Customer Experience

Digital Marketing Budgets Increase, Reflecting Focus on Customer Experience G00255396 Digital Marketing Budgets Increase, Reflecting Focus on Customer Experience Published: 9 January 2014 Analyst(s): Laura McLellan Gartner's Digital Marketing Spending Survey shows that digital

More information

Management Update: Powerhouse Vendors Implement Document Management

Management Update: Powerhouse Vendors Implement Document Management IGG-10302002-04 G. Landers, K. Shegda, D. Logan Article 30 October 2002 Management Update: Powerhouse Vendors Implement Document Management Interest within enterprises is growing in the management of unstructured

More information

Don't Confuse CRM Benefits With ROI

Don't Confuse CRM Benefits With ROI Tutorials, B. Eisenfeld, E. Kolsky, J. Grigg Research Note 29 April 2003 Don't Confuse CRM Benefits With ROI In recent customer relationship management surveys, 52 percent of respondents claimed return

More information

CIO Update: Microsoft's Business Intelligence Strategy Is a Work in Progress

CIO Update: Microsoft's Business Intelligence Strategy Is a Work in Progress IGG-05282003-04 B. Hostmann, K. Strange Article 28 May 2003 CIO Update: Microsoft's Business Intelligence Strategy Is a Work in Progress Microsoft s SQL Server and related business intelligence (BI) products

More information

The Data Management of Things

The Data Management of Things The Data Management of Things THE IMPLICATIONS OF IOT FOR DATA ANALYTICS The Internet of Things (IoT) is placing new demands on data storage, networking, processing and analytics. For end users, vendors

More information

Management Update: CRM Suites Magic Quadrant for North American Midsize Businesses

Management Update: CRM Suites Magic Quadrant for North American Midsize Businesses Article 16 April 2003 Management Update: CRM Suites Magic Quadrant for North American Midsize Businesses In the Gartner CRM Suites Magic Quadrant for North American Midsize Businesses, Onyx Software, Pivotal

More information

Predicts 2004: Supplier Relationship Management

Predicts 2004: Supplier Relationship Management Strategic Planning, D. Hope-Ross Research Note 17 November 2003 Predicts 2004: Supplier Relationship Management Enterprises using technology to improve supplier relationships should pay attention to changes

More information

DATACENTER INFRASTRUCTURE MANAGEMENT SOFTWARE. Monitoring, Managing and Optimizing the Datacenter

DATACENTER INFRASTRUCTURE MANAGEMENT SOFTWARE. Monitoring, Managing and Optimizing the Datacenter Analyzing the Business of Enterprise IT Innovation DATACENTER INFRASTRUCTURE MANAGEMENT SOFTWARE Monitoring, Managing and Optimizing the Datacenter As datacenters become bigger, denser and more complex,

More information

CIO Update: Enterprise Security Moves Toward Intrusion Prevention

CIO Update: Enterprise Security Moves Toward Intrusion Prevention IGG-06042003-03 J. Pescatore, R. Stiennon Article 4 June 2003 CIO Update: Enterprise Security Moves Toward Intrusion Prevention As targeted hacker attacks increase, intrusion prevention is gaining importance

More information

An outline of the five critical components of a CRM vision and how they contribute to an enterprise's CRM success

An outline of the five critical components of a CRM vision and how they contribute to an enterprise's CRM success Research Publication Date: 1 March 2007 ID Number: G00146362 How to Create a Powerful CRM Vision Gene Alvarez This research provides: Guidance on how to develop a CRM vision An outline of the five critical

More information

The Profound Impact of Social and Mobile on Customer Relationship Management

The Profound Impact of Social and Mobile on Customer Relationship Management April 28, 2015 Bratislava, Slovakia Page 0 Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Gartner has defined CRM as a business strategy over a decade ago. We stand by that definition. We believe that

More information

Midsize Enterprise Summit Business Continuity Questions

Midsize Enterprise Summit Business Continuity Questions Select Q&A, D. Scott, F. DeSalvo Research Note 6 February 2003 Midsize Enterprise Summit Business Continuity Questions Current events have created a new awareness of the importance of business continuity

More information

Enterprise Resource Planning Software Market: Europe, 2002 (Executive Summary) Executive Summary

Enterprise Resource Planning Software Market: Europe, 2002 (Executive Summary) Executive Summary Enterprise Resource Planning Software : Europe, 2002 (Executive Summary) Executive Summary Publication Date: 20 August 2003 Authors Fabrizio Biscotti Chris Pang Chad Eschinger This document has been published

More information

The IFX Standard Opens the ATM and POS Channels

The IFX Standard Opens the ATM and POS Channels Strategic Planning, M. Knox, S. Cohen, B. Adrian Research Note 27 August 2003 The IFX Standard Opens the ATM and POS Channels Interactive Financial exchange v.1.4 introduced significant new messaging standards

More information

Effects of the British Standard for IT Service Management

Effects of the British Standard for IT Service Management Strategic Planning, S. Mingay, M. Govekar Research Note 4 March 2002 Effects of the British Standard for IT Service Management The release of the British Standard for IT Service Management (BS15000) marks

More information

SAP's MDM Shows Potential, but Is Rated 'Caution'

SAP's MDM Shows Potential, but Is Rated 'Caution' Products, A. White, D. Hope-Ross Research Note 16 September 2003 SAP's MDM Shows Potential, but Is Rated 'Caution' SAP's introduction of its Master Data Management solution shows it recognizes that maintaining

More information

Predicts 2004: Client-Side Windows Adoption

Predicts 2004: Client-Side Windows Adoption Strategic Planning, M. Silver Research Note 1 December 2003 Predicts 2004: Client-Side Windows Adoption Despite security fixes for NT Workstation v.4, you should focus on migrating to newer platforms and

More information

Hierarchy of Needs for Content Networking

Hierarchy of Needs for Content Networking Technology, M. Fabbi Research Note 28 October 2002 Hierarchy of Needs for Content Networking Enterprises should understand the hierarchy of needs for content networking, which is illustrated by examining

More information

Integrated Marketing Management Aligns Executional, Operational and Analytical Processes in a Closed-Loop Process

Integrated Marketing Management Aligns Executional, Operational and Analytical Processes in a Closed-Loop Process Research Publication Date: 26 October 2010 ID Number: G00207031 Integrated Marketing Management Aligns Executional, Operational and Analytical Processes in a Closed-Loop Process Kimberly Collins This research

More information

Social Intranets and the Supply Chain

Social Intranets and the Supply Chain THOUGHT LEADERSHIP Social Intranets and the Supply Chain EXECUTIVE OVERVIEW SEP 2015 Alan Pelz-Sharpe, Research Director, Business Applications Matt Mullen, Senior Analyst, Business Applications In one

More information

THE CHANGING LINUX LANDSCAPE. The cloud, community distributions and devops are dramatically impacting the market

THE CHANGING LINUX LANDSCAPE. The cloud, community distributions and devops are dramatically impacting the market THE CHANGING LINUX LANDSCAPE The cloud, community distributions and devops are dramatically impacting the market Trends such as cloud computing and devops whereby application development and deployment

More information

Guidelines For A Successful CRM

Guidelines For A Successful CRM Guidelines For A Successful CRM Salesboom.com Many organizations look to CRM software solutions to address sales or maybe customer service deficiencies or to respond to pressures from outside sources in

More information

CLOUD CLIENTS AND VIRTUAL CLIENTS

CLOUD CLIENTS AND VIRTUAL CLIENTS CLOUD CLIENTS AND VIRTUAL CLIENTS The Transformation of Virtual Desktops Through Mobility and Cloud Computing Over the past three years, the technology we used to know as virtual desktop infrastructure

More information

Magic Quadrant for Corporate Telephony in EMEA, 2003

Magic Quadrant for Corporate Telephony in EMEA, 2003 Markets, S. Blood, C. Lock Research Note 2 September 2003 Magic Quadrant for Corporate Telephony in EMEA, 2003 Cisco and Alcatel continue to offer the market's most comprehensive corporate propositions.

More information

Governance Is an Essential Building Block for Enterprise Information Management

Governance Is an Essential Building Block for Enterprise Information Management Research Publication Date: 18 May 2006 ID Number: G00139707 Governance Is an Essential Building Block for Enterprise Information Management David Newman, Debra Logan Organizations are seeking new ways

More information

Security and Identity Management Auditing Converge

Security and Identity Management Auditing Converge Research Publication Date: 12 July 2005 ID Number: G00129279 Security and Identity Management Auditing Converge Earl L. Perkins, Mark Nicolett, Ant Allan, Jay Heiser, Neil MacDonald, Amrit T. Williams,

More information

IP Contact Centers Approach Maturity

IP Contact Centers Approach Maturity Decision Framework, S. Blood, T. Wright Research Note 11 December 2002 IP Contact Centers Approach Maturity Enterprises should evaluate IP-based contact-center applications and next-generation architecture

More information

Government Insights: Possible IT Budget Cuts

Government Insights: Possible IT Budget Cuts Tactical Guidelines, J. Kost Research Note 6 January 2003 Government Insights: Possible IT Budget Cuts In tough economic times, government leaders pressure CIOs to reduce IT budgets. Although IT investments

More information

A Guide to Marketing Technologies for Distributed Teams

A Guide to Marketing Technologies for Distributed Teams A Guide to Marketing Technologies for Distributed Teams by Judith Zissman Introduction With the rise of internet technologies, mobile devices and global brands, marketing has become increasingly sophisticated,

More information

Much case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM.

Much case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM. Handbook of CRM: Achieving Excellence in Customer Management Adrian Payne Elsevier 2006 ISBN: 0750664371, 438 pages Theme of the Book This highly usable book: gives the reader a strong understanding of

More information

SAN Management Software Magic Quadrant

SAN Management Software Magic Quadrant Markets, C. DiCenzo, R. Paquet, N. Allen, R. Passmore Research Note 22 April 2003 SAN Management Software Magic Quadrant In the storage area network management software market, expect increased competition

More information

Outlook for the CRM Software Market: Trends and Forecast (Executive Summary) Executive Summary

Outlook for the CRM Software Market: Trends and Forecast (Executive Summary) Executive Summary Outlook for the CRM Software Market: Trends and Forecast (Executive Summary) Executive Summary Publication Date: October 30, 2002 Authors Thomas Topolinski Chad Eschinger Pranav Kumar This document has

More information

Magic Quadrant for Data Center Outsourcing, 4Q03

Magic Quadrant for Data Center Outsourcing, 4Q03 Markets, R. Matlus, W. Maurer, L. Scardino, B. Caldwell Research Note 12 November 2003 Magic Quadrant for Data Center Outsourcing, 4Q03 Gartner's positioning of the 14 external service providers in the

More information

RBC Insurance Fetes Online Auto/Home Insurance Growth

RBC Insurance Fetes Online Auto/Home Insurance Growth Case Studies, K. Harris Research Note 29 October 2002 RBC Insurance Fetes Online Auto/Home Insurance Growth RBC Insurance's e-business successes are generating greater than $3 million in premiums per month.

More information

Decision Framework, DF-19-1071 J. Holincheck. Application Service Provider Traditional Payroll/Benefits Outsourcing Business Process Outsourcing

Decision Framework, DF-19-1071 J. Holincheck. Application Service Provider Traditional Payroll/Benefits Outsourcing Business Process Outsourcing Decision Framework, J. Holincheck Research Note 28 February 2003 Deciding to Insource or Outsource for Human Resources Enterprises making new technology decisions are often considering various types of

More information

Chapter 3: Strategic CRM

Chapter 3: Strategic CRM Chapter 3: Strategic CRM Overview Topics discussed: CRM perspectives The components of strategic CRM Steps in developing a CRM strategy Case Study: CRM implementation at International Business Machines,

More information

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4

More information

Magic Quadrants for EBIS/Reporting and BI Platforms, 2H03

Magic Quadrants for EBIS/Reporting and BI Platforms, 2H03 Markets, H. Dresner, B. Hostmann, F. Buytendijk, A. Tiedrich Research Note 25 August 2003 Magic Quadrants for EBIS/Reporting and BI Platforms, 2H03 The business intelligence technology markets continue

More information

Key Issues for Data Management and Integration, 2006

Key Issues for Data Management and Integration, 2006 Research Publication Date: 30 March 2006 ID Number: G00138812 Key Issues for Data Management and Integration, 2006 Ted Friedman The effective management and leverage of data represent the greatest opportunity

More information

Six Best Practices for Aligning Enterprise Architecture With the Business Strategy

Six Best Practices for Aligning Enterprise Architecture With the Business Strategy Research Publication Date: 28 January 2009 ID Number: G00164923 Six Best Practices for Aligning Enterprise Architecture With the Business Strategy Anne Lapkin Alignment of enterprise activities and investments

More information

TOTAL DATA WAREHOUSING: 2013-2018

TOTAL DATA WAREHOUSING: 2013-2018 TOTAL DATA WAREHOUSING: 2013-2018 Analytic Database and Hadoop Market Sizing and Forecasts This report examines the marketplace for Total Data Warehousing including competing players, revenue generation

More information

BACKUP IN A VIRTUAL WORLD. Data-Protection Challenges in Virtual Server Environments

BACKUP IN A VIRTUAL WORLD. Data-Protection Challenges in Virtual Server Environments BACKUP IN A VIRTUAL WORLD Data-Protection Challenges in Virtual Server Environments Data protection for virtual environments became crucial when end users began virtualizing tier-one, mission-critical

More information

Magic Quadrant for Application Platform Suites, 2Q03

Magic Quadrant for Application Platform Suites, 2Q03 Markets, Y. Natis, M. Pezzini, G. Phifer, C. Haight, M. Driver Research Note 5 May 2003 Magic Quadrant for Application Platform Suites, 2Q03 Application platform suites are incrementally assembled or bought

More information