Discussion and Facilitation

Outsourcing Service/Outsource Services Evaluation

... Desktop or laptop--RISC/Unix Desktop telephones Digital (ISDN) telephones Digital signatures Disaster recovery Discussion and facilitation Dispose Distributed ... http://outsourcing.technologyevaluation.com/it-infrastructure/ - 29k - 2009-04-15

Difficult Conversations: Discussing CRM with Your CEO Part Two ...

by Glen S. Petersen ... Well, the discussion outline has convinced the CEO that CRM is a powerful ... As a consultant, he developed a number of proprietary facilitation techniques to help ... http:/.../Research/ResearchHighlights/CRM/2006/11/research_notes/MI_CR_XGP_11_24_06_1.asp - 23k - 2006-11-24 Summary: A customer relationship management (CRM) system's potential can be lost if the chief executive officer (CEO) doesn't play a continuous role in its implementation—especially when it comes to pain management, the operational relevance of CRM, and potential impediments.

Difficult Conversations: Positioning Your CEO in a CRM ...

by Glen S. Petersen ... Therefore, though the discussion with the CEO may be difficult, it may ... As a consultant, he developed a number of proprietary facilitation techniques to help ... http:/.../Research/ResearchHighlights/CRM/2006/11/research_notes/MI_CR_XGP_11_23_06_1.asp - 14k - 2006-11-23 Summary: For a successful customer relationship management (CRM) implementation, the chief executive officer (CEO) must have an ongoing role in the process. The project implementer must be aware of common CRM misconceptions, and communicate the nature of CRM to c-level management.

LMS (Learning Management System) Evaluation

... for users Directly through LCMS Director Discussion groups Distractors ... technical administration training TIFF Teachmeit Team facilitation Technical Technical ... http://lms.technologyevaluation.com/ - 26k - 2009-03-09

A Lexicon for Customer Relationship Management Success

by Glen Petersen ... This discussion is presented to help organizations to better understand these ... As a consultant, he developed a number of proprietary facilitation techniques to ... http:/.../Research/ResearchHighlights/CRM/2008/09/research_notes/MI_CR_XGP_09_29_08_1.asp - 27k - 2008-09-29 Summary: Despite technological advances, users are dissatisfied with customer relationship management (CRM) systems. Ambiguous terms do not provide the vocabulary for concrete action and measurable expectations. Thus, CRM is perceived to be about intangibles, and is approached with a let's-hope–for-the-best men

A Lexicon for Customer Relationship Management Success

by Glen Petersen ... This discussion is presented to help organizations to better understand these ... As a consultant, he developed a number of proprietary facilitation techniques to ... http:/.../Research/ResearchHighlights/CRM/2006/03/research_notes/MI_CR_XGP_03_08_06_1.asp - 29k - 2006-03-08 Summary: Despite technological advances, users are dissatisfied with customer relationship management (CRM) systems. Ambiguous terms do not provide the vocabulary for concrete action and measurable expectations. Thus, CRM is perceived to be about intangibles, and is approached with a let's-hope–for-the-best men

CRM: What Is It and Why Do It? Part One: Historical Background

by Glen Petersen ... The key learnings from this discussion include: ... As a consultant, he developed a number of proprietary facilitation techniques to help organizations to better ... http:/.../Research/ResearchHighlights/Crm/2004/11/research_notes/MI_CR_XGP_11_08_04_1.asp - 18k - 2004-11-08 Summary: Many consultants, vendors, and analysts today define CRM in terms of being a customer-centric business strategy that is enabled by a set of applications that support customer-facing functions and management decision making. That may capture the essence of what CRM is, but it does not begin to capture why

Assessing the Drivers of Sales Performance

by Glen Petersen ... For the purposes of this discussion, the marketplace is characterized as ... As a consultant, he developed a number of proprietary facilitation techniques to help ... http:/.../Research/ResearchHighlights/CRM/2006/03/research_notes/MI_CR_XGP_03_20_06_1.asp - 18k - 2006-03-20 Summary: Outmoded measures are being used to develop marketing strategies and allocate resources. Existing go to market models often fail to consider the customer's total experience, and provides little information for planning. The solution is to reorient performance metrics to become value-driven.

CRM: Creating a Credible Business Case and Positioning It with the ...

by Glen Petersen ... Before continuing this discussion regarding credibility, a note of caution is in ... a consultant, he developed a number of proprietary facilitation techniques to ... http:/.../Research/ResearchHighlights/Crm/2004/11/research_notes/MI_CR_XGP_11_09_04_1.asp - 23k - 2004-11-09 Summary: An effective business case must link CRM with achieving organizational objectives; but this step is just the beginning. Credibility implies that the document clearly delineates assumptions regarding cause and effect plus the mechanism that will be used to assess results and declare success.

CRM, Success, and Best Practices: A Wake Up Call Part One ...

by Glen S. Petersen ... best practices, the next section will summarize the discussion regarding the ... As a consultant, he developed a number of proprietary facilitation techniques to ... http:/.../Research/ResearchHighlights/Crm/2004/10/research_notes/MI_CR_XGP_10_21_04_1.asp - 23k - 2004-10-21 Summary: Customer relationship management is a sophisticated set of customer-facing tools; however, its technology has outpaced the management strategy used to implement it. Moreover, murky definitions and objectives have caused varying degrees of success and failure to emerge from the same initiative. Clearly de