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

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

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

Transcription

1 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 examine emerging technologies and processes to address user demand at a reasonable cost and to drive increased revenue. Core Topic Customer Relationship Management: Business Strategies, Technologies and Apps. for Customer Service and Support Key Issue How will customer service evolve from a department into an enterprise discipline? Strategic Planning Assumptions By 2006, leading B2B service organizations will demand applications that incorporate collaborative, real-time case capabilities (0.7 probability). By 2008, an enterprise will be valued based in part on its ability to deliver insight and relevant customer information specific to the employee or software agent, together with the communication tools, as part of the customer interaction (0.8 probability). The most successful customer-focused enterprises are those that build customer service processes designed from the customer's point of view, and then select and deploy technology and applications to enable new behaviors and better interactions based on those points of view. The more difficult aspects of customer relationship (CRM) to address and, in fact, the more critical ones will be improved processes, organizational collaboration and metrics. The applications, technologies and processes tracked on the customer service and support Hype Cycle are chosen for their ability to support these aspects. They must succeed at optimizing one or more enterprise capabilities: Customer access (speed and convenience) Customer insight into the business Business insight on the customer Lowering of the cost structure Improvement to revenue or profits In selecting technologies for use in enhancing customer service solutions, it is important to consider four factors: 1. Fit within the enterprise strategy: Has the appropriate change necessary for technology adoption occurred? 2. Customer demand to provide the new technology, balanced by the expected potential benefits to the business 3. Viability of the vendor providing the implementation of a technology 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 4. The enterprise's tolerance for risk in trying new technologies, and existence of a backup plan if these fail When these factors are considered, enterprises will have a strong ability to prioritize technology adoption and implementation plans. Implementing leading technologies to gain competitive advantage is good for leading-edge companies, but those not comfortable with risk should abstain. We have labeled each element on the Hype Cycle (see Figure 1) based on the type of adopter best-suited to the technology or process: innovators, early adopters and part of the pack. There are many caveats to any Hype Cycle, and the most important are: Many elements are specific to a business model, such as business-to-business (B2B), retail banking or indirect service through distributors. Creating a return-on-investment-driven business case for new technologies will be most important for organizations with a low tolerance for risk, whereas highly innovative organizations will look to the benefits of offering differentiated levels of service. Innovative technologies often come from vendors with questionable viability, and careful planning must be done. Action Item: Consider the risk the organization takes with a new, unproven technology when making the decision to implement it. Weigh it against needs and potential benefits. 3 January

3 Figure 1 Customer Service and Support Hype Cycle, 2003 Performance Mgmt. Service Voice IVR Visibility Analytics NL Tools Virtual Agents Speech- Enabled Web Customer Interaction Hub Intelligent Devices PRM SPO Technology/ Business Trigger Peak of Inflated Expectations Mobile Service KM Tools Contact Center Call Center CTI ACD Web Collaboration IVR UQM ERMS Quality Assurance WFM Self-Service Virtual Centers Trough of Disillusionment Slope of Enlightenment Plateau of Productivity Type A Adoption Type B Adoption Type C Adoption Innovators Maturity Early Adopters Part of the pack Shows the evolution of call centers into virtual centers, then contact centers and, finally, customer interaction hubs. Acronym Key: ACD CTI ERMS IVR KM NL PRM SPO UQM WFM Automatic call distributor Computer-telephony integration response system Interactive voice response Knowledge Natural language Partner relationship Service process optimization Universal queue Workforce Source: Gartner Research The Gartner Hype Cycle The Gartner Hype Cycle contains five stages: Technology/Business Trigger: A breakthrough, invention, discovery, public demonstration, product launch or other event generates significant press and industry interest. Peak of Inflated Expectations: During this phase of overenthusiasm and unrealistic projections, a flurry of wellpublicized activity by technology leaders results in some successes, but more failures, as the technology is pushed to 3 January

4 its limits. The enterprises that make money during this phase are generally conference organizers, magazine publishers and consultants. Trough of Disillusionment: Because the technology does not live up to its inflated expectations, it rapidly becomes unfashionable, and the press abandons the topic or touts its failure to meet expectations. Slope of Enlightenment: Focused experimentation and solid hard work by an increasingly diverse range of organizations lead to a true understanding of the technology's applicability, risks and benefits. Commercial off-the-shelf methodologies and tools become available to ease the development process and application integration. Plateau of Productivity: The real-world benefits of the technology are demonstrated and accepted. Tools and methodologies are increasingly stable as they enter their second and third generations. The final height of the plateau varies according to whether the technology is broadly applicable or benefits only niche markets. As an enterprise looks to exploit elements on the Hype Cycle, it will be critical to determine which interaction channels are of highest importance to end customers (see Table 1 and Table 2), and how might that translate into profit for the business. Typically, the best opportunities are where there is a strong correlation between both factors. In the current environment of highly restricted budgets to finance innovations, a third factor must be included: the time and cost of an implementation of the technology or process. These three factors will dominate project prioritization until the return of a sustained business expansion. 3 January

5 Table 1 Prioritizing the Hype Cycle Elements Hype Cycle Element Primary Channel '03 Value to Implementation Time Customer Enterprise Service Analytics Phone (Agent) Very High Very High Average-Long Voice Interactive Voice Response (IVR) Knowledge Management (KM) Tools, Universal Queue Management (UQM), Natural-Language Tools Performance Management, Field Service Optimization Phone (IVR) High Very High Long Medium/High Medium Short-Average Field Medium High Average Natural-Language Tools, Service Analytics, Partner Relationship Management (PRM) (B2B) Web (Self) High Very High Short to Long Web Collaboration, KM Tools, UQM Web Collaboration, KM Tools, UQM Web (Chat) Medium-High Medium-Low Average to Long Web (Call Me) Low Medium-High Short UQM Web (Kiosks) Low Medium-High Very Short Mobile Service, Field Service Optimization (FSO) Wireless (Short Message Service, or SMS) Low, by Segment Low Short FSO Wireless (Gateway) Medium-Low Low Average-Long Contact Center, UQM Voice Over IP (VoIP) Low Medium Short Source: Gartner Research Table 2 Definition of Time and Value Implementation Time Value Short Three to Nine Months Low Not Needed or Wanted Average Six to 12 Months Long Nine to 24 Months Source: Gartner Research Medium High No Correlation (Buyer and Seller) of Needs and Wants Definite Need and Want New Additions to the Hype Cycle for 2003 Customer service and support strategies will continue on the leading edge of adoption of real-time capabilities. During 2003, 3 January

6 we expect an acceleration in the number of innovative vendor offerings that accelerate real-time customer information in the areas of service analytics, service performance optimization, collaborative case (CCM), intelligent device, field service optimization, customer interaction hub and PRM (see "Management Update: 2003 CSS Predictions Stress Value of Customer Service" for more on service analytics, the customer interaction hub and PRM). Each of these consists of a combination of new processes, business applications and improvements to established technologies. In the following sections, we describe some of these new areas. Leading service organizations will adopt service performance optimization. Workforce is a mature technology, yet the majority of the metrics that are tracked are efficiency metrics that do little to measure how the customer service experience affects sales or customer defection. The transition from standard efficiency metrics to business performance metrics (upsell, lead generation, new business creation, suggestions for product improvement, one-and-done issue resolution) in the call/contact center is what is referred to as service performance optimization. Such vendors as Performix Technologies, Nice Systems and Blue Pumpkin Software, as well as business intelligence vendors, together with several global business consultancies, are promoting this trend. By 2007, 70 percent of Type A organizations (aggressive adopters of technology) will have adopted service performance optimization as a standard for call/contact center performance, although fewer than 30 percent will have mapped performance to corporate objectives (0.8 probability). Call Centers to Customer Interaction Hubs: The transition from call center to multichannel contact center is well under way, with the majority of centers deploying supporting technologies. Leading enterprises worldwide will begin planning for the next step in customer service and support, which is the creation of an integrated customer interaction framework, or hub, that provides a real-time, and thorough, view of the customer across channels to all relevant customer-facing employees. This will include a segmented, analytical evaluation of the specific customer, along with a determination of the level of service resources to apply to the customer based on the customer's profile. By 2008, an enterprise will be valued based in part on its ability to deliver insight and relevant customer information specific to the employee or software agent, together with the communication tools, as part of the customer interaction (0.8 probability). CCM will emerge as a standard for B2B customer support. In a B2B support environment (for example, capital equipment, software applications, professional services, contract 3 January

7 manufacturing), total call volumes are far lower than in a consumer call center, and there is less of an emphasis on total handling time and efficient call. The emphasis is on account, satisfaction and identification of additional selling opportunities. The challenge that most enterprises face is in capturing the correct customer information necessary to demonstrate mastery of the customer's needs and expectations, and delivering it to the support agent, as well as fostering collaboration with colleagues on case resolution. In more than 90 percent of B2B support centers, there is inadequate CCM application support available to the agent to: Access relevant customer information Capture interaction data in real time Identify possible associates to resolve customer issues Enable collaboration with associates Record the results of a customer interaction so that they would be globally available to other sales, service or product specialists who will eventually interact with the customer Analyze interactions for hidden patterns CCM extends the concept of a 360-degree view of the customer to a 360-degree view of the internal resources (associates, information, insight) required to meet customer demands. Evidence gathered from Gartner clients indicates that the absence of these tools, applications and processes drives up service costs by 12 percent to 20 percent, as well as inhibiting upsell and cross-selling opportunities. By 2006, leading B2B service organizations will demand applications that incorporate collaborative, real-time case capabilities (0.7 probability). Acronym Key B2B Business-to-business CCM Collaborative case CRM Customer relationship FSO Field service optimization IVR Interactive voice response KM Knowledge PRM Partner relationship SMS Short Message Service UQM Universal queue VoIP Voice over IP Bottom Line: Customer demand for improved service and support will grow, and customers will give little consideration to the budget constraints imposed on the enterprise to make these improvements. Enterprises should examine the technologies and processes on the Hype Cycle based on the ability to improve specific aspects of the customer experience: customer access (speed and convenience), real-time customer insight into the business, business insight on the customer, lowering of the cost structure, and improvement to revenue or profits. Before embarking on any new initiative, the enterprise should examine whether the project is in line with customer demand, and whether or not the necessary change has occurred. When using any leading technology, there will be a need to balance any potential reward against the level of risk that can be tolerated, and to create a backup plan in case the project fails. 3 January

Hype Cycle for Customer Relationship Management, 2003

Hype Cycle for Customer Relationship Management, 2003 S. Nelson Strategic Analysis Report 6 June 2003 Hype Cycle for Customer Relationship Management, 2003 Customer relationship management is maturing as a business strategy, but many aspects of CRM are more

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

1.0 Introduction and Report Overview

1.0 Introduction and Report Overview 1.0 Introduction and Report Overview As computers and networking become ubiquitous, information security is no longer a backroom issue in the enterprise. It s everyone s concern. Information security depends

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

1.0 Introduction and Report Overview

1.0 Introduction and Report Overview 1.0 Introduction and Report Overview A revolution is taking place in application infrastructure and integration. New technologies and concepts such as Web services, service-oriented architecture (SOA)

More information

Hype Cycle for Open-Source Technologies, 2003

Hype Cycle for Open-Source Technologies, 2003 N. Drakos Strategic Analysis Report 30 May 2003 Hype Cycle for Open-Source Technologies, 2003 Open-source development principles are expanding into new areas. Gartner assesses the maturity of 17 open-source

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

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

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

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

Small Businesses Need Contact Centers to Deliver Great Service

Small Businesses Need Contact Centers to Deliver Great Service Small Businesses Need Contact Centers to Deliver Great Service March 2014 Sponsored by: - 1 - DMG Consulting LLC Table of Contents Cloud-Based Contact Center Solutions are Ideal for Small Businesses...

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

The Three Waves of Customer Care

The Three Waves of Customer Care White Paper The Three Waves of Customer Care What You Will Learn This white paper, intended for business decision makers, describes the three major waves of innovation experienced in the customer care

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

Chapter 5: Customer Relationship Management. Introduction

Chapter 5: Customer Relationship Management. Introduction Chapter 5: Customer Relationship Management Introduction Customer Relationship Management involves managing all aspects of a customer s relationship with an organization to increase customer loyalty and

More information

Contact Center Trends and Future

Contact Center Trends and Future Contact Center Trends and Future The Dynamic Contact Center Keith Pearce & Tamal Islam Consistent experience Internet integration Limit hold times Customer Experience New channels web, chat, SMS Differentiated

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

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

customer interaction solutions Contact Centres that Enhance Customer Engagement

customer interaction solutions Contact Centres that Enhance Customer Engagement customer interaction solutions Contact Centres that Enhance Customer Engagement The opportunities for companies to gather and process information can influence reputation and brand, as well as drive sales.

More information

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

Management Update: CRM Success Lies in Strategy and Implementation, Not Software IGG-03122003-01 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

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

RTEs Must Anticipate New Network Demands

RTEs Must Anticipate New Network Demands Strategic Planning, W. Clark Research Note 13 March 2003 RTEs Must Anticipate New Network Demands Real-time enterprise requirements will change key characteristics of network traffic as usage patterns

More information

Prerequisites for E-Procurement

Prerequisites for E-Procurement Tactical Guidelines, R. Steinberg Research Note 11 December 2003 Strategies for Successful Government E-Procurement Government e-procurement projects have been notoriously unsuccessful. Before launching

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

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

IT Services Opportunities in IP Telephony (Executive Summary) Executive Summary

IT Services Opportunities in IP Telephony (Executive Summary) Executive Summary IT Services Opportunities in IP Telephony (Executive Summary) Executive Summary Publication Date: 12 January 2004 Author Eric Goodness This document has been published to the following Marketplace codes:

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

Speech Recognition Telephony Software: Worldwide, (Executive Summary) Executive Summary

Speech Recognition Telephony Software: Worldwide, (Executive Summary) Executive Summary Speech Recognition Telephony Software: Worldwide, 2002-2007 (Executive Summary) Executive Summary Publication Date: 18 September 2003 Author Steve Cramoysan This document has been published to the following

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

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

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

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

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

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

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

SUSTAINING COMPETITIVE DIFFERENTIATION

SUSTAINING COMPETITIVE DIFFERENTIATION SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pec

More information

Partner Relationship Management: 2003 Magic Quadrant

Partner Relationship Management: 2003 Magic Quadrant Markets, R. DeSisto, C. Marcus Research Note 11 February 2003 Partner Relationship Management: 2003 Magic Quadrant In the latest Gartner PRM Magic Quadrant, Siebel remains the sole PRM leader. Allegis,

More information

Agenda Overview for Social Marketing, 2015

Agenda Overview for Social Marketing, 2015 G00270737 Agenda Overview for Social Marketing, 2015 Published: 19 December 2014 Analyst(s): Julie Hopkins Social marketing programs are maturing; executives increasingly expect ROI to follow social marketing

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

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

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

Achieving Agility Through Communication-Enabled Business Processes

Achieving Agility Through Communication-Enabled Business Processes Achieving Agility Through Communication-Enabled Business Processes The Agility Angle: Agility is defined as "the ability of an organization to sense environmental change and respond efficiently and effectively

More information

Agenda Overview for Multichannel Marketing, 2015

Agenda Overview for Multichannel Marketing, 2015 G00271717 Agenda Overview for Multichannel Marketing, 2015 Published: 19 December 2014 Analyst(s): Adam Sarner, Jennifer S. Beck Multichannel marketing is where content and context meet and where brand

More information

The Right Way to Do Contact Center Reporting

The Right Way to Do Contact Center Reporting The Right Way to Do Contact Center Reporting 2012 Sponsored By: - i - DMG Consulting LLC Table of Contents Introduction... 1 Contact Center Reporting Requirements... 2 Top Contact Center Key Performance

More information

Gartner delivers the technology-related insight necessary for our clients to make the right decisions, every day.

Gartner delivers the technology-related insight necessary for our clients to make the right decisions, every day. Gartner delivers the technology-related insight necessary for our clients to make the right decisions, every day. The Digital Commerce Challenge "By 2017, due to Internet-enabled price visibility, the

More information

Software Suites Will Dominate Europe's Call Center Market

Software Suites Will Dominate Europe's Call Center Market Market Analysis Software Suites Will Dominate Europe's Call Center Market Abstract: By 2006, sales of IP-based call centers in Europe will exceed those of TDM systems, but adoption of independent server-based

More information

Hype Cycle for CRM in Financial Services, 2003

Hype Cycle for CRM in Financial Services, 2003 K. Collins, S. Nelson Strategic Analysis Report 13 June 2003 Hype Cycle for CRM in Financial Services, 2003 The financial services industry has been a leading adopter of customer relationship management

More information

Improving customer satisfaction and operational efficiencies with a proven portal solution.

Improving customer satisfaction and operational efficiencies with a proven portal solution. Portal solutions for the retail industry Executive brief October 2005 Improving customer satisfaction and operational efficiencies with a proven portal solution. Page 2 Contents 2 Executive summary 2 Retail

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

Customer Analytics: A Powerful Source of Competitive Advantage for Midsize Organizations

Customer Analytics: A Powerful Source of Competitive Advantage for Midsize Organizations Issue 2 Customer Analytics: A Powerful Source of Competitive Advantage for Midsize Organizations 1 Introduction 2 Finding the Value in Customer Data 4 From the Gartner Files: A Customer Service Analytics

More information

Agenda Overview for Emerging Marketing Technology and Trends, 2015

Agenda Overview for Emerging Marketing Technology and Trends, 2015 G00270688 Agenda Overview for Emerging Marketing Technology and Trends, 2015 Published: 18 December 2014 Analyst(s): Andrew Frank The best digital marketers exploit emerging trends and technologies to

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

Redefining Customer Analytics

Redefining Customer Analytics SAP Brief SAP Customer Engagement Intelligence Objectives Redefining Customer Analytics Making personalized connections with customers in real time Making personalized connections with customers in real

More information

Embrace Virtual Assistants as Part of a Holistic Web Customer Service Strategy

Embrace Virtual Assistants as Part of a Holistic Web Customer Service Strategy Research Publication Date: 19 August 2010 ID Number: G00205618 Embrace Virtual Assistants as Part of a Holistic Web Customer Service Strategy Johan Jacobs Customers are insisting on multiple methods to

More information

2016 Trends in Service Providers

2016 Trends in Service Providers PREVIEW 2016 Trends in Service Providers NOV 2015 Al Sadowski, Research Director Liam Eagle, Senior Analyst Carl Brooks, Analyst Jim Davis, Senior Analyst Selling generic technology resources is no way

More information

Like all football clubs, PSG suffered from unsold seats for the less-popular games. Even when it was able to sell tickets for

Like all football clubs, PSG suffered from unsold seats for the less-popular games. Even when it was able to sell tickets for Case Studies, E. Thompson Research Note 2 January 2004 Paris Saint-Germain Football Club Scores With CRM Strategy French soccer club Paris Saint-Germain switched from mass marketing to more targeted customer

More information

Project Portfolio Management: Get a Grip (Again)

Project Portfolio Management: Get a Grip (Again) Strategic Planning, M. Light Research Note 5 February 2003 Project Portfolio Management: Get a Grip (Again) A lack of practices, tools and information to facilitate nearreal-time control can frustrate

More information

Using Balanced Scorecards to Motivate Agents and Achieve Enterprise Goals

Using Balanced Scorecards to Motivate Agents and Achieve Enterprise Goals Using Balanced Scorecards to Motivate Agents May 2012 Sponsored by: - i - 2012 DMG Consulting LLC Table of Contents Balanced Scorecard Report Card... 1 Creating a Balanced Scorecard: Key Operational Requirements...

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

Differentiate your business with a cloud contact center

Differentiate your business with a cloud contact center Differentiate your business with a cloud contact center A guide to selecting a partner that will enhance the customer experience An Ovum White Paper Sponsored by Cisco Systems, Inc. Publication Date: September

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

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

SSL VPN 1H03 Magic Quadrant Evaluation Criteria

SSL VPN 1H03 Magic Quadrant Evaluation Criteria Markets, J. Girard Research Note 8 April 2003 SSL VPN 1H03 Magic Quadrant Evaluation Criteria Secure Sockets Layer virtual private networks are simple, portable and convenient alternatives to IPsec, and

More information

Supply Chain Management Software Market: Europe, 2002 (Executive Summary)

Supply Chain Management Software Market: Europe, 2002 (Executive Summary) Supply Chain Management Software Market: Europe, 2002 (Executive Summary) Executive Summary Marketplace: Publication Date: 28 August 2003 Authors Fabrizio Biscotti Chad Eschinger Chris Pang This document

More information

COM K. Harris

COM K. Harris K. Harris Research Note 26 September 2002 Commentary Knowledge Management: RTE Processes and Technology Real-time management is an exercise in extreme knowledge management. Most real-time processes must

More information

Contact Center Workforce Management Market Report Reprint

Contact Center Workforce Management Market Report Reprint Contact Center Workforce Management Market Report Reprint 2012 Reprinted for: Table of Contents 1. WFM Market Activity Analysis... 1 1.2 Market Share Analysis... 3 2. Workforce Management Vendor Satisfaction

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

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

How-to Guide: Top Ways to Improve Contact Center Performance

How-to Guide: Top Ways to Improve Contact Center Performance Top Ways to Improve Contact Center Performance HOW ADVANCED TECHNOLOGY IS HELPING CONTACT CENTERS ACHIEVE KEY PERFORMANCE INDICATORS Executive Summary Recent studies have demonstrated a positive relationship

More information

TOTAL DATA ANALYTICS

TOTAL DATA ANALYTICS The Impact of Big Data on Business Intelligence and Analytics Big data and Total Data have the potential to fundamentally change the analytics market. This report outlines the key drivers in the analytics

More information

Midsize Enterprises Lead in Adoption of Payment Outsourcing

Midsize Enterprises Lead in Adoption of Payment Outsourcing Research Brief Midsize Enterprises Lead in Adoption of Payment Outsourcing Abstract: More than one-third of midsize enterprises plan to use payment outsourcing by 2004. New areas of interest include automated

More information

IT Security Management Market Trends

IT Security Management Market Trends Markets, M. Nicolett Research Note 24 March 2003 The IT Security Management Magic Quadrant Lacks Leaders Vendors in the Gartner 1H03 IT Security Management Magic Quadrant are being driven by the need for

More information

ZS Executive Summary

ZS Executive Summary ZS Executive Summary Diamonds in the Rough: ZS Research on SMB Cloud Channel Preferences Three things tech vendors need to know of channel partners in defining cloud service programs for SMBs John DeSarbo

More information

COM-18-8578 K. Harris, D. Free, D. Furlonger

COM-18-8578 K. Harris, D. Free, D. Furlonger K. Harris, D. Free, D. Furlonger Research Note 23 January 2003 Commentary The RTE in Financial Services: One Size Does Not Fit All The application of real-time enterprise concepts is a competitive necessity

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

Clearly Define Software License Usage Rights

Clearly Define Software License Usage Rights Tactical Guidelines, J. Disbrow Research Note 17 April 2003 Clearly Define Software License Usage Rights Software license usage rights often are overlooked during software license negotiations. During

More information

Cisco Unified Workforce Optimization for Cisco Unified Contact Center Express

Cisco Unified Workforce Optimization for Cisco Unified Contact Center Express Cisco Unified Workforce Optimization for Cisco Unified Contact Center Express Cisco Unified Communications is a comprehensive IP communications system of voice, video, data, and mobility products and applications.

More information

PowerObjects Presents: Transforming Your Customer Service From Good to Great.

PowerObjects Presents: Transforming Your Customer Service From Good to Great. PowerObjects Presents: Transforming Your Customer Service From Good to Great www.powerobjects.com About PowerObjects Minneapolis Atlanta Chicago Cincinnati Dallas New York Omaha Philadelphia Seattle Toronto

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

Contact Center TotalCare Enhanced Services

Contact Center TotalCare Enhanced Services ASSESS. PLAN. OPTIMIZE. Contact Center TotalCare Enhanced Services The Exceptional Customer Experience Customers have more options than ever and retaining or losing valued business is often a click away.

More information

OpenScape Contact Center Agile & Enterprise

OpenScape Contact Center Agile & Enterprise OpenScape Contact Center Agile & Enterprise Customer Service Made Simple Siemens Enterprise Communications www.siemens-enterprise.com OpenScape Contact Center Agile & Enterprise Designed to improve first

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

Boosting Customer Loyalty and Bottom Line Results

Boosting Customer Loyalty and Bottom Line Results Boosting Customer Loyalty and Bottom Line Results Putting Customer Experience First in Your Contact Center TABLE OF CONTENTS Meeting Today s Customer Expectations...1 Customer Service is an Ongoing Experience...2

More information

COM-19-1029 A. White, D. Hope-Ross, K. Peterson, D. Ackerman

COM-19-1029 A. White, D. Hope-Ross, K. Peterson, D. Ackerman A. White, D. Hope-Ross, K. Peterson, D. Ackerman Research Note 7 February 2003 Commentary Product Content and Data Management Promises Savings By 2013, standardized ways of describing products will prevent

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

Customer Service Analytics: A New Strategy for Customer-centric Enterprises. A Verint Systems White Paper

Customer Service Analytics: A New Strategy for Customer-centric Enterprises. A Verint Systems White Paper Customer Service Analytics: A New Strategy for Customer-centric Enterprises A Verint Systems White Paper Table of Contents The Quest for Affordable, Superior Customer Service.....................................

More information

Improving the Contact Center Customer Experience

Improving the Contact Center Customer Experience Improving the Contact Center Customer Experience Supporting Data-Driven, Real-Time Customer Decisions White Paper sponsored by Aligning Business and IT To Improve Performance Ventana Research 6150 Stoneridge

More information

Unified Communications MQ Selection Criteria for 2003

Unified Communications MQ Selection Criteria for 2003 Decision Framework, B. Elliot Research Note 22 January 2003 Unified Communications MQ Selection Criteria for 2003 Unified communications enable enterprises to control their communication options, leveraging

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

LISTEN TO THE VOICE OF CUSTOMER EXPERIENCE

LISTEN TO THE VOICE OF CUSTOMER EXPERIENCE LISTEN TO THE VOICE OF CUSTOMER EXPERIENCE The Four Essentials of a Customer Experience Program www.nice.com WHERE CX PROGRAMS STUMBLE Many companies recognize the value of a customer experience (CX) program,

More information

MOBILE TABLETS A Post-PC Era in the Enterprise?

MOBILE TABLETS A Post-PC Era in the Enterprise? Analyzing the Business of Enterprise IT Innovation MOBILE TABLETS A Post-PC Era in the Enterprise? The mobile tablet will bring significant change in enterprise computing. Early investment in supporting

More information

Increasing Constituent Participation in E-Government:

Increasing Constituent Participation in E-Government: Increasing Constituent Participation in E-Government: Today s role of the customer care center Anthony Castellano Patricia O Donnell What we ll cover (A) Respond to growing needs for multi-channel access

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

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

This white paper was written by Csilla Zsigri, The 451 Group, based on the work done by the SmartLM Consortium in business modeling.

This white paper was written by Csilla Zsigri, The 451 Group, based on the work done by the SmartLM Consortium in business modeling. THE BUSINESS SIDE OF SOFTWARE LICENSING Although licensing models have evolved with technology innovations, they do not fully satisfy the business issues faced by today s enterprises. The focus of successful

More information

WHITE PAPER Analytics for digital retail

WHITE PAPER Analytics for digital retail WHITE PAPER Analytics for digital retail Introduction The advent of organized retail propelled businesses to reach out to a wider spectrum of consumers in an effort to increase market share. This gave

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

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

THE BEST EXECUTION VENUE

THE BEST EXECUTION VENUE Positioning for the Next Wave of Change in Enterprise IT Infrastructure As automation and consumerization become the dominant paradigms for designing and deploying IT infrastructure, these trends will

More information

The Outlook for IT. 2014 to 2017. Michael Smith VP Distinguished Analyst January 31, 2014

The Outlook for IT. 2014 to 2017. Michael Smith VP Distinguished Analyst January 31, 2014 The Outlook for IT Michael Smith VP Distinguished Analyst January 31, 2014 2014 to 2017 Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed

More information