Bailor, Coreen
May 2006
CRM Magazine;May2006, Vol. 10 Issue 5, p42
Trade Publication
Illustrates the significance of the implementation of salesforce automation and customer relationship management solutions from Dovarri for Houston, Texas-based nonprofit organization Better Business Bureau of Metropolitan. Problem with the organization's own formula for managing lead processing and membership-list development; Remarks from Dovarri CEO and President Geary Broadnax; Information on how Juan Ortega, regional sales manager for the bureau, has seen the results of the deployment.


Related Articles

  • Market Watch: SFA. Picarille, Lisa // CRM Magazine;May2003, Vol. 7 Issue 5, p16 

    Deals with the failure of customer relationship management (CRM) solutions vendors to efficiently market their products to potential customers in the U.S. as of May 2003. Suggestions for CRM vendors in marketing their products; Benefits that companies may derive from implementing CRM.

  • Marketers must not shun CRM. Fearon, Steve // Marketing (00253650);9/22/2004, p31 

    This article presents information on customer relationship management. In a downturn, the marketing budget is often the first thing to be slashed, and resources redirected into the sales department. While it is true that many businesses fundamentally misunderstand the business value of...

  • Implementing A Customer Relationship Management: The Proactive Steps For Sales Managers To Prevent A Sub-Optimised Salesforce Performance. Nwude, E. Chuke; Uduji, Joseph I. // European Journal of Business & Management;2013, Vol. 5 Issue 2, p253 

    Customer Relationship Management (CRM) is a comprehensive business model for increasing revenue and profits by focusing on customers. It includes any application or initiative designed to help firms optimise interactions with customers, suppliers or prospects via one or more touch points - such...

  • The Future of CRM Is Outcome-Driven. KOLSKY, ESTEBAN // CRM Magazine;Apr2014, Vol. 18 Issue 4, p46 

    The article offers information on the possible outcomes of customer relationship management (CRM). It mentions that the focus is to improve complex or manual stages in a process by leveraging technologies, analytics and tools to eliminate bottlenecks. It states that one of CRM visions was to...

  • Gratify me -- and do it immediately. Evans, Stuart // Precision Marketing;12/14/2007, Vol. 20 Issue 5, p14 

    The article provides information related to the customer relationship management (CRM) in Great Britain. It stresses that CRM strategy needs to have a fully develop initiatives that act and participate with the customers in a unique way. Moreover, the event is about guaranteeing that a customer...

  • Cultural Focus Shifts From Products to Customers; Companies Need To Adopt "Customer-Centric" Mindset.  // Insurance Advocate;11/8/2004, Vol. 115 Issue 37, p25 

    Reports that customer relationship management (CRM) initiatives are able to ingrain this customercentric mindset deeply into the organizational culture and business model in North Carolina. Effects of CRM initiatives that fail to manage the shift; Factors affecting the success of the CRM...

  • CRM.  // A to Z of Management Concepts & Models;5/1/2005, p104 

    The article focuses on customer relationship management. It is a technique of obtaining, developing and hanging on to good customer relations by finding out about customer needs and wishes. It precedes sales force automation that provided support for sales and marketing activities and customer...

  • Fueling the CRM Engine. Dickie, Jim // CRM Magazine;Apr2007, Vol. 11 Issue 4, p10 

    The author reflects on how to improve sales through customer relationship management (CRM) system investments. He says that the number of companies reporting significant revenue performance improvements due to CRM investments are low. He claims that this is because systems are left on their own...

  • Automated tools cause frustration, fall short. Ottersbach, Greg; Shillingburg, Charles // Marketing News;10/27/2003, Vol. 37 Issue 22, p45 

    This article addresses the limitations of efficiency tools businesses use to manage and measure customer service. Business have grafted efficiency-based manufacturing principles onto customer relations criterion, forcing customers into diminished, limited roles. Company declarations of stellar...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics