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Call Center/customer service
How to Conduct a Call Center Performance Audit: A to Z, Chapters 2 and 9

From Cost to Profit Center: How Technology Enables the Difference, Chapter 3 and 6

Customer Service and the Human Experience: We, the People, Make the Difference, Chapters 1 and 9

Who Stole my Customer? Winning Strategies for Creating and Sustaining Customer Loyalty, Chapter 8

Integrating People with Process and Technology, Chapters 7, 8 and 9

Best Face Forward: How Companies Must Improve Their Service Interfaces with Customers

Customer Data Management
Data Quality: The Field Guide

Business intelligence
Business Intelligence Roadmap

Business Intelligence for the Enterprise, Chapter 7

Business Intelligence for the Enterprise, Chapter 4

CRM
CRM at the Speed of Light, Chapter 17

CRM at the Speed of Light, Chapter 4

Just Enough CRM, Chapter 2

Just Enough CRM, Chapter 6

CRM for the Common Man, Chapter 4

Sales and marketing
Managing Customers as Investments

Don't Just Relate -- Advocate

Salesforce.com for Dummies

Power Selling: Seven Strategies for Cracking the Sales Code

The New Solution Selling: The Revolutionary Sales Process That is Changing the Way People Sell, Chapter 1

The Real-Time Contact Center

The Real-Time Contact Center
 

Written by: Donna Fluss
Published by: AMACOM
Practically speaking, all contact centers that handle live inquiries from customers, partners, investors, or prospects are real-time organizations and always have been. However, a real-time contact center is designed to take advantage of every customer-initiated transaction in real time or nearreal time, either when the customer is on the line or immediately thereafter, within time frames established by the customer, to ensure a great experience and complete satisfaction. It's a service and sales environment where, after the initial customer inquiry or sales request has been addressed, the agent or self-service system uses the information provided by the customer, in real time, to extend the relationship.
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MORE ON THE CONTACT CENTER

 

 

 

Succeeding with Open Source
Written by: Bernard Golden
Published by: Addison-Wesley Professional
Open source is software that has source code available to its users. It can be downloaded at will and used or modified as desired, as long as its license requirements are observed. This differs significantly from commercial, or proprietary, software, which is distributed only in binary format to ensure that its intellectual property remains privately held by the software creators. Commercial software is delivered in frozen form: It must be used as delivered.

Open source products are usually also available in binary form so that they can be used on common operating systems without needing to be compiled first. Of course, not every operating system will have a binary available, but the source code makes it possible for the product to be compiled for any operating system that does not have a binary version available.
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MORE ON EVALUATING CRM TECHNOLOGY

 

 

 

The CRM Handbook

Written by: Jill Dyche
Published by: Addison-Wesley Professional
Planning a CRM program can be as simple as building consensus over a series of meetings with key stakeholders who all have a vested interest in keeping customers. Or it can be as complex as launching a multi-month project to gather requirements from across the company, interview stakeholders, and draft a game plan, working with staff members might not have ever heard of CRM. Whatever its scope, planning a CRM program is rarely as straightforward as it first seems.

The fact is, CRM begets change, and change isn't just a by-product of CRM -- it's one of the goals. Trouble is, many managers consider change to be a simple signature on a statement of work or a simple "yes." But change is just more than a point-in-time approval or edict, it's an ongoing sales job. There's a lot more to CRM planning than simply drafting a project plan.
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MORE ON MEASURING CRM ROI

 

 

 

Return on Customer

Written by: Don Peppers and Martha Rogers
Published by: Currency
In their upcoming breakthrough book, noted authors Don Peppers and Martha Rogers, Ph.D., answer today's foremost business question: What's the right balance between current profit and long-term value? Excessive focus on the short term has led not only to a rash of business scandals, but also to a culture of bad management and poor corporate governance. Nevertheless, current profit is still important, and investing now to achieve long-term value is hard to reconcile with the need for immediate results. Without doubt, answering this single question is each and every CEO's primary responsibility.
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MORE ON CUSTOMER LOYALTY AND MANAGEMENT

 

 

 

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