Supplier News

31. Three Ways To Deliver High-Impact Customer Experiences
    By Alan Vondrell, Austin Logistics 10/26/2007
    Whether calling in or getting a call, today’s customers expect the worst. However, when customers have a great call center experience they are so appreciative that their loyalty for that company soars. The reasons companies have acquired the bad rap include many years of bad business decisions and a lack of appreciation for their call center operations. But many are now realizing their mistake and are improving their customers’ call center experiences. As a result, these “customer experience earlyadopters” are reaping the rewards. Submitted by Austin Logistics
32. Medical Design Company Launches CRM Initiative For Field-Based Sales Force 10/19/2007
    CardioDynamics International Corporation, the leader in Impedance Cardiography (ICG) technology, develops noninvasive hemodynamic diagnostic and monitoring technologies, which measure blood volume and velocity changes in relation to heartbeat. CardioDynamics evaluated its customer relationship management (CRM) strategy and found that the sales team was lacking a CRM tool that helped advance sales initiatives in the field. Submitted by Perlego
33. Goodway Technology Corporation Improves Customer Service With Oncontact Software 10/19/2007
    Goodway Technologies is a leading manufacturer and marketer of industrial cleaning maintenance equipment for the HVAC and power generation industry. In hopes to improve productivity and create more visibility for its sales team, Goodway decided to implement a customer relationship management (CRM) program. However, problems began to emerge after its initial solution was deployed. The software was not stable or flexible, and became a burden for its sales team rather than a source of support. Submitted by Oncontact Software
34. Top Nine Ways To Increase Customer Loyalty From Allegiance, Inc. 10/19/2007
    Research shows that the reason most customers leave has nothing to do with the product. In fact, most customers say they are satisfied right before leaving. According to Allegiance, Inc., a premier provider of Enterprise Feedback Management (EFM) solutions, companies need to go beyond customer satisfaction to build loyalty and engagement.
35. I.S.K. Industries Improves Vendor Relations through Use Of Sage SalesLogix CRM And Technology Advisors 10/4/2007
    I.S.K. Industries is the Midwest's premier sales, marketing and service organization. I.S.K. is based in Rolling Meadows, Illinois, and represents leading manufacturers in 14 states. The company provides services to the industrial and retail distribution channels and is committed to bringing customers products, information and solutions necessary to assist in their success and profitability.
36. The ROI Of Performance Management 9/6/2007
    In nearly all organizations, there are hidden inefficiencies and disparities in performance which can to be uncovered and fixed. Performance Management is a set of tools and practices increasingly being used by contact centers to expose these inefficiencies and drive improvement. In the contact center, Performance Management has emerged as a standard management activity, and in leading operations, has become as critical as workforce management, quality monitoring, call scripting, and proper contact routing. Submitted by Merced Systems
37. Mobile Field Service Management: A Wireless Solution From Adobe, Intel, And Panasonic Improves Service In The Field 8/9/2007
    Global competition, outsourcing, and downsizing have changed the playing field for manufacturing organizations. With their office workers long equipped with productivity-enhancing mobile computers and handheld devices, manufacturers are turning their attention to customer service and field workers. Adobe, Intel, and Panasonic have joined forces to enable a field service management (FSM) solution to meet pressing field service needs. Submitted by Panasonic Toughbook
38. Service Contract Management Increases Maintenance Revenue 300% 7/16/2007
    As manufactured consumer, industrial, and high-tech products become more commoditized, it is more difficult for manufacturing companies to increase profit margins on products alone. The same goes for companies that resell these products – the product itself is no longer the way to make money. Used with permission from Integrated Solutions magazine
39. The Lean Workforce 6/7/2007
    This paper will present a methodology for applying the principles of Lean to workforce management in order to meet the challenges of today’s consumer-driven supply chains. However, although the concepts of Lean and consumer-driven supply chains are relatively recent, it is important to note the foundation for the workforce management principles underlying The Lean Workforce is based on over a century of research and management practice. Submitted by RedPraire
40. Develop A Multichannel Client Contact Center 5/17/2007
    Handling large call volumes resulting from growth and a multichannel venture can be intimidating. It’s especially difficult to maintain high-quality service levels when call volumes are increasing. When $2.3 billion Ann Taylor, a women’s specialty apparel retailer, launched its online stores, the retailer needed to bring the service in-store customers receive to its telephone lines. Therefore, Mark Ballard, VP of multichannel client services at Ann Taylor, reviewed his options. Used with permission from Integrated Solutions for Retailers magazine