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Displaying results 1-25 of 33 results
For Business Process & Applications Professionals
by William Band, September 30, 2009
To help customer relationship management (CRM) professionals make smart decisions and navigate the complex CRM technology landscape, Forrester surveyed 286 companies. The goal was to determine the business value-add adjusted for uncertainty of 19 types . . .
For Business Process & Applications Professionals
by William Band, July 9, 2009
Locking in customer loyalty through deeper engagement and differentiated experiences will continue to be critical priorities for organizations in all sectors in the decade ahead, but navigating the complex customer relationship management (CRM) technology . . .
For Business Process & Applications Professionals
by Pete Marston, October 3, 2008
Forrester evaluated leading sales management solutions against 214 criteria and three scenarios: 1) multichannel sales force management; 2) direct sales force management; and 3) indirect sales force management. Our analysis identified seven Leaders in . . .
For Business Process & Applications Professionals
by Pete Marston, March 21, 2008
In a recent survey, Forrester discovered that 25% of businesses rate their direct and indirect selling practices as poor/below average. Finding the right technology solution to boost your sales teams to best-in-class status can be daunting. To untangle . . .
For Business Process & Applications Professionals
by William Band, January 10, 2008
We surveyed 58 business and technology decision-makers and influencers to discover their strengths and weaknesses compared to 18 indirect sales best practices capabilities. We found that adopting best practices is a challenge for organizations that sell . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
Salesforce.com is growing quickly by making customer relationship management (CRM) solutions available through the software-as-a-service (SaaS) deployment model. Its partner relationship management (PRM) offering, which debuted in mid-2006, supports all . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
Siebel's new owner, Oracle, is intent on sustaining the Siebel leadership position in the CRM market. Along with Oracle's Siebel CRM for enterprise customers, the product family includes Oracle's Siebel On Demand and Oracle's Siebel CRM Professional Edition . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
Oracle's Siebel CRM On Demand has achieved success in the market by offering the same benefits as other customer resource management (CRM) software-as-a-service (SaaS) solutions: quick time-to-value, usability, and low upfront costs. This value proposition . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
Forrester evaluated leading enterprise partner relationship management (PRM) solutions across 158 criteria and found that Oracle's Siebel CRM and SAP's mySAP CRM are the clear Leaders. They offer broad and deep functional capabilities, industry specialization, . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
BlueRoads is a rapidly growing young company, created in 2001, that offers partner relationship management (PRM) capabilities through the software-as-a-service (SaaS) deployment model. The focus of its solution is driving increased revenues through complex . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
NetSuite is the only SaaS vendor that offers tightly integrated customer resource management (CRM), enterprise resource planning (ERP), and eCommerce — meaning that it can support end-to-end processes and functionality that CRM specialists can't, such . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
Oracle's E-Business Suite (EBS) CRM, a comprehensive enterprise application suite, includes a broad range of customer relationship management (CRM) capabilities. Oracle is investing heavily in a next-generation product strategy, Fusion Applications, to . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
Oracle's PeopleSoft Enterprise CRM product line has a significant base of loyal customers that value the integration benefits and usability of PeopleSoft's HR and ERP suite. Oracle's Applications Unlimited announcement gives those customers much-needed . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
SAP has steadily built out comprehensive functionality in the mySAP product. Most recently, the company has focused on improving usability and deepening support for strategic business processes as part of the mySAP Business Suite. mySAP CRM offers very . . .
For Business Process & Applications Professionals
by William Band, April 6, 2007
Click Commerce is a provider of supply chain management solutions that enable organizations to collaborate with business partners across the extended enterprise. The company was acquired in late 2006 by Illinois Tools Works (ITW). ITW is a $12.8 billion . . .
by Peter O'Neill, November 23, 2005
Sun Microsystems' many recent product and collaborative announcements are making it an attractive potential partner once again for independent software vendors (ISVs) of all sizes — both technically and on a go-to-market basis. Sun has announced its new . . .
For Business Process & Applications Professionals
by Laurie M. Orlov, Bruce D. Temkin, Ryan Hudson, December 20, 2002
The channel management software market consolidation left a handful of vendors still standing. To gain differentiation against CRM, the survivors like Allegis, InfoNow, and ChannelWave Software must offer rich process support and channel analytics.
For Business Process & Applications Professionals
by Chitra Mitra, May 20, 2002
Features that can help increase partner adoption include multi-channel notification, catalog and content syndication, partner community and collaboration tools, online order management and e-learning.
For Business Process & Applications Professionals
by Chitra Mitra, March 27, 2002
Partner relationship management tools still lack functional parity, forcing companies to select a product that fits most business requirements and fill in necessary features. However, demand for end-to-end solutions is growing.
For Business Process & Applications Professionals
by Chitra Mitra, March 25, 2002
The partner relationship management market is still maturing and vendors are offering knowledge-sharing tools with various degrees of functional depth. Therefore, determine short- and long-term goals before venturing into product evaluation.
For Business Process & Applications Professionals
by Chitra Mitra, March 18, 2002
The potential benefits of collaboration with channel partners are well recognized. At minimum, it improves acceptance of PRM among the partner community, but at its best, it unifies and synchronizes demand chain processes.
For Business Process & Applications Professionals
by Chitra Mitra, March 5, 2002
Companies will have to select a PRM product that has the closest match with their business requirements as the base and stitch together needed best-of-breed functionality from other vendors to obtain a complete PRM solution.
For Business Process & Applications Professionals
by Chitra Mitra, March 4, 2002
Since system integrators are key strategic partners in successfully delivering a PRM implementation, their expertise, skills and "ability to deliver" must be thoroughly evaluated before engaging them.
For Business Process & Applications Professionals
by Chitra Mitra, March 4, 2002
Without a clear focus on quantifiable financial benefits, a PRM initiative can get tangled in architectural and technological debates, project scope creep and continuous consensus-building among various constituents.
For Business Process & Applications Professionals
by Chitra Mitra, February 13, 2002
PRM vendors support three types of cobranding: content syndication, private label or microsites for partners, and building store in store with partners. Selecting the best-fit solution must be determined by the type of cobranding a company needs.
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