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Customer Relationship Management 2010/11 (Technology Evaluation and Comparison Report)
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Reports 362 Pages | |||||||||||
| Inhalt der Studie: |
Introduction
Businesses thrive or die on the strength of their relationships with their customers. This strategic issue is best executed through the use of next-generation CRM systems that enable pro.....
Introduction Businesses thrive or die on the strength of their relationships with their customers. This strategic issue is best executed through the use of next-generation CRM systems that enable process efficiency, innovation, and drive business value. This CRM report provides comparative CRM system analysis for enterprises selecting a CRM system and insight into the trends shaping the market. Features and benefits * Improve customer loyalty and long term revenue by designing experiences that align with customer expectations.* Use CRM technologies such as mobile, social networking and collaboration, and analytics to create new types of customer relationships.* Embrace the extended CRM mindset and framework to create a base for joined up customer initiatives to drive customer retention and value. Highlights Statistics such as 40% of enterprises planning to increase their investment in CRM and over 50% maintaining current investment levels illustrates the stratefic importance of CRM, particularly in tough economic times.Collaboration is changing internal communications, business-to-consumer, and consumer-to-consumer interactions, raising expectations around response rates, and turbo-charging the pace of business.The concept of value co-creation is largely untapped, but can bring direct and measurable benefits to business and customers. Your key questions answered * How changes in market and customer dynamics are altering the way CRM systems are designed and deployed.* Why CRM requires active investment and innovation and can’t be consigned to maintenance mode.* How SOA and BPM can be harnessed within CRM to improve alignment with business objectives. [Studien Infos ausblenden] |
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EXECUTIVE SUMMARY 1.1 Executive summary Catalyst Key findings Ovum view Business issues Technology issues Market issues The Ovum CRM Decision Matrix 1.2 Report objectives and structure Chapter two – Introduction and business perspectives Chapter three – Collaborative CRM Chapter four – Supporting CRM with mobile operations Chapter five – Exploiting the value of analytics in CRM Chapter six – Market analysis and vendor comparisons Chapter seven – Technology audits Chapter eight – Vendor profiles Chapter nine – Glossary Chapter ten – Appendix INTRODUCTION AND BUSINESS ISSUES 2.1 Summary Catalyst Ovum view Key messages 2.2 CRM in transition CRM is a tool for mastering customer and market change Investments in analytics, mobile, and BPM-driven CRM can drive better business results Explore social media and collaboration for internal and external scenarios – but within a structured environment Understanding the new CRM application landscape is key to releasing value 2.3 What do CRM buyers want? New technologies and business requirements raise organizations' expectations The marriage of old and new Some differences are deliberate, others reflect immaturity Shifting go-to-market models Delivering the right solution It's about the business, not the technology 2.4 Value potential and maturity Understanding and overcoming inhibitors Customer considerations and agility have replaced cost as a CRM driver Meet the demand for harmonized, realtime customer experiences by tapping into the convergence of CRM and BPM Improve visibility into enterprise processes by augmenting existing CRM implementations with BPM 2.5 Implementation alternatives New options help enterprises fit IT to business strategy 2.6 Recommendations Recommendations for enterprises Recommendations for vendors Alternative views COLLABORATIVE CRM 3.1 Summary Catalyst Ovum view Key messages 3.2 Managing the transition from automation to collaboration Collaborative CRM is emerging as a new CRM building block Collaboration requires broadening of the upstream communication pipe Responsibility, accountability, and scalability underpin collaborative efforts Customers and organizations are assets for each other The new building block remains offset from the core CRM components CRM systems are morphing into collaboration platforms but monitoring is still more prevalent than interaction Applications remain fragmented Initiatives are under way to connect collaboration capabilities with enterprise applications CRM systems have to make the leap from data capture to semantic understanding Collaboration carries a business cost 3.3 Building a framework for customer experience improvement Understanding the costs and value of the customer experience must become part of an organization's DNA Infrastructure must adapt to effectively support dynamic experience management Existing infrastructure can be selectively adapted to support proactive engagements Proactive interaction benefits from a light touch Embedded analytics help organizations understand and promote proactive customer engagements 3.4 Explore new dimensions via the convergence of CRM, unified communications, and business processes Communication-enabled business processes (CEBP) combines unified communications, business processes, and CRM to streamline business flow Realtime CRM communications provide a model for business at the speed of the Internet IP-based communications infrastructures provide an entry point for convergence 3.5 Recommendations Recommendations for enterprises Recommendations for vendors Alternative views SUPPORTING CRM WITH MOBILE OPERATIONS 4.1 Summary Catalyst Ovum view Key messages 4.2 Mobile access is a 'must have' today The roots of mobile CRM The early evolution of mobile CRM 4.3 Rapid evolution in devices, networks, and software is making mobile CRM more effective Tailoring apps to devices Tailoring apps to job roles 4.4 New capabilities bring opportunities far beyond conventional CRM Business intelligence RFID and location awareness New types of customers New routes to market 4.5 Mobile CRM is no panacea, and technology isn't the answer to every business issue Devices, networks, and software are not fully mature Markets in upheaval The limitations of mobile CRM 4.6 How to exploit innovation in mobile CRM, while avoiding the pitfalls Start from the ground up Practical matters 4.7 Recommendations Recommendations for enterprises Recommendations for vendors Alternative views EXPLOITING THE VALUE OF ANALYTICS IN CRM 5.1 Summary Catalyst Ovum view Key messages 5.2 Improved customer insight requires a shift from historic reporting to forward-looking analytics Business-centric analytic processes lie at the root of operational insight and efficient business activity The need for rapidity in business operations is driving the deployment of analytics in operational CRM environments CRM strategy planning without input from forward-looking analytics introduces unnecessary risk, but analytic models are not infallible Models need to be managed for governance and compatibility Explore the past for structured insight into future potential Maximize opportunities by embedding pre-modeled decision criteria into business processes CRM-based realtime analytics is better described as realtime decision support 5.3 Implementation can be modular but must be part of an enterprise-wide initiative and supported by a flexible IT architecture Implementation builds on the shoulders of integrated analytics and operational technology stacks Implementation planning should factor in the hurdles and benefits of disparate architectures The type of analysis required determines the appropriate tools and technologies Social analytics brings a new dimension and requires its own set of tools, including text mining and semantic analysis Look to platform-level architecture and technologies to bridge the two environments Dashboards and portals provide a method for surfacing results in an intuitive way, but are limited in scope Complex event processing is an enabler for decision optimization SaaS analytics provides an alternative deployment option 5.4 Developments are under way to manage issues regarding performance around realtime analytics Latency is the scourge of analytics, but new technologies are emerging to reduce delays Developments in multi-tenancy demonstrate another approach to realtime analytics 5.5 Recommendations Recommendations for enterprises Recommendations for vendors Alternative Views MARKET ANALYSIS AND VENDOR COMPARISONS 6.1 Summary Catalyst Ovum view Key messages 6.2 CRM Features Matrix The CRM Features Matrix methodology CRM Features Matrix 6.3 CRM Decision Matrix The leaders: Microsoft, Oracle, salesforce.com, and SAP The challengers: NetSuite, Pegasystems/Chordiant, and RightNow Technologies The prospects: Amdocs, Sage, and SugarCRM 6.4 CRM Market Analysis Amdocs: CRM radar Microsoft: CRM radar NetSuite: CRM radar Oracle: CRM radar Pegasystems/Chordiant: CRM radar RightNow Technologies: CRM radar Sage: CRM radar Salesforce.com: CRM radar SAP: CRM radar SugarCRM: CRM radar TECHNOLOGY AUDITS 7.1 Amdocs – Amdocs CRM 8 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation 7.2 Chordiant Software – Chordiant Customer Experience Suite Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation 7.3 Microsoft – Microsoft Dynamics CRM 4.0 and 2011 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation Deployment examples 7.4 NetSuite – NetSuite CRM+ v2010.1 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation 7.5 Oracle Corp – Oracle CRM On Demand R17 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation Deployment examples 7.6 Oracle Corp – Oracle E-Business Suite CRM 12.1 Ovum view Key Findings Look ahead Functionality Deployment Product strategy Company profile Summary 7.7 Oracle Corp – Oracle Siebel CRM v8.1.1 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation Deployments (names withheld at vendor’s request) 7.8 Pegasystems – SmartBPM Suite 6.1 CRM Frameworks Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation 7.9 RightNow Technologies – RightNow CX May 2010 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation 7.10 Sage – Sage SalesLogix 7.5.2 Summary Key Findings Ovum View Recommendations Functionality Product strategy Implementation 7.11 Sage CRM Solutions – SageCRM 7.0 Summary Key Findings Ovum View Recommendations Solution overview Solution analysis Product strategy Implementation 7.12 Salesforce.com – Salesforce.com Summer ’10 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation 7.13 SAP – SAP Business All-in-One: CRM capability based on SAP CRM 7.0 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Market opportunity Go-to-market strategy Implementation Deployment examples 7.14 SAP – Business ByDesign Feature Pack 2.5 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Architecture and platform support Product strategy Implementation 7.15 SAP – SAP CRM 7.0 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation 7.16 SugarCRM, Inc. – Sugar Enterprise v6.0 Summary Key Findings Ovum View Recommendations Functionality Solution analysis Product strategy Implementation Deployments VENDOR PROFILES Aprimo Company Profile BT CRM Services, part of BT Global Services Company profile CDC Software Company profile Consona Corporation Company profile Epicor Company profile Infor Company profile Lawson Software Company profile SAS Institute Company profile SPSS, an IBM company Company profile Sword Ciboodle Company profile Talisma Company profile Teradata Company profile Unica Company profile GLOSSARY Glossary Adapter Ajax Algorithm Analytic model Analytics Application programming interface (API) Application server Blog Business intelligence (BI) Business process automation (BPA) Business process execution language (BPEL) Business process management (BPM) Business process modeling language (BPML) Business process modeling notation (BPMN) Business service Business to business/business to consumer (B2B/B2C) Cloud computing Collaborative CRM Communication-enabled business processes (CEBP) Complex event processing (CEP) Composite application Consumer to consumer (C2C) CRM 2.0 Customer experience management (CEM) Customer relationship management (CRM) Dashboard Enterprise architecture (EA) Enterprise service bus (ESB) Enterprise Web 2.0 Extract, transform, and load (ETL) Fat client Grid computing Hypertext markup language (HTML) In-memory processing IaaS IVR Java Java Bean Java Connector Architecture (JCA) Java EE Key performance indicator (KPI) Latency Long time evolution (LTE) Mashup Massively parallel processing (MPP) Master data management (MDM) Metadata Middleware .NET On-line analytical processing (OLAP) On-line transaction processing (OLTP) Open database connectivity (ODBC) Platform-as-a-service (PaaS) Portal Portlets Predictive analytics Predictive model markup language (PMML) Really simple syndication (RSS) Repository Rich internet application (RIA) Rich web application (RWA) Service oriented architecture (SOA) Small to medium-sized enterprise (SME) SOAP Social media Software-as-a-service (SaaS) Unified communications Utility computing Visual Studio .Net Voice over internet protocol (VoIP) Web 2.0 Weblog/blog Web service Web services description language (WSDL) Wiki Workflow XML APPENDIX Further reading Methodology Author(s) Ovum consulting Disclaimer TABLES Table: The Ovum CRM Decision Matrix Table: Transaction and data warehouse database characteristics Table: CRM Decision Matrix (in alphabetical order) Table: Key Findings Table: Amdocs CRM Platform Support Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Service Management Applications Table: Channel Revenue Management Applications Table: Sales Applications Table: Order Management Applications Table: Financial Details Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: SAP’s design approach to Business ByDesign Table: Contact Details Table: Key Findings Table: Contact Details Table: Key Findings Table: Contact Details Table: Contact Details Table: Financial Details Table: Contact Details Table: Financial Details Table: Contact Details Table: Contact Details Table: Financial Details Table: Contact Details Table: Contact Details Table: Financial Details Table: Contact Details Table: Contact Details Table: Contact Details Table: Contact Details Table: Contact Details Table: Financial Details Table: Contact Details Table: Financial Details Table: Contact Details FIGURES Figure: Enterprise applications – investment priority Figure: Year-on-year change in CRM license/subscription budgets Figure: Areas of planned CRM investment Figure: The expanded CRM framework Figure: CRM inhibitors Figure: Business objectives driving CRM adoption Figure: Experience management maturity continuum Figure: CEPB types Figure: An example of communications embedded into a CRM application Figure: Data types and sources Figure: Salesforce.com skinny tables Figure: CRM Decision Matrix Figure: The Amdocs CRM radar Figure: The Microsoft CRM radar Figure: The NetSuite CRM radar Figure: The Oracle CRM radar Figure: The Oracle CRM portfolio technology radar Figure: The Pegasystems/Chordiant CRM radar Figure: The Pegasystems/Chordiant CRM portfolio technology radar Figure: The RightNow CRM radar Figure: The Sage CRM radar Figure: The Sage CRM portfolio technology radar Figure: The salesforce.com CRM radar Figure: The SAP CRM radar Figure: The SAP CRM portfolio technology radar Figure: The SugarCRM CRM radar Figure: Amdocs Customer Management Portfolio Figure: Smart Desktop Architecture Figure: Chordiant Cx Solution Figure: Chordiant Cx Architecture Figure: Dynamics CRM architecture Figure: The NetSuite CRM+ user interface can be configured to display a variety of metrics, including forecasts, key performance indicators and opportunities Figure: NetSuite’s three-tier multi-tenant architecture is highly scalable to support organizations as they grow in size and/or data volume Figure: Oracle CRM On Demand Figure: Release 12 Technology Stack Figure: Integrated Service Management Figure: Siebel CRM architecture diagram Figure: Pegasystems Layered Architecture Figure: Connect Integration Framework Figure: Salesforce.com Portfolio Figure: Business ByDesign Architecture Figure: SAP CRM Solution Map Figure: SugarCRM solution architecture [Inhaltsverzeichnis ausblenden] |
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