| Preface |
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xiii | |
| Acknowledgments |
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xv | |
| About the Author |
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xvii | |
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Chapter 1 There's Something about CRM |
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3 | (12) |
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5 | (3) |
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8 | (4) |
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12 | (1) |
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13 | (1) |
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13 | (2) |
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Chapter 2 Salesperson Resistance |
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15 | (12) |
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16 | (7) |
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18 | (1) |
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19 | (1) |
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20 | (1) |
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Implications of Role Conflict |
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21 | (2) |
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23 | (1) |
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24 | (1) |
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24 | (3) |
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Chapter 3 Culture of Success |
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27 | (20) |
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27 | (3) |
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Organizational Cultural Structures |
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30 | (3) |
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30 | (1) |
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31 | (1) |
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32 | (1) |
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32 | (1) |
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33 | (1) |
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Organizational Readiness and Barriers to Entry |
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34 | (9) |
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34 | (1) |
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35 | (1) |
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35 | (1) |
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35 | (1) |
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36 | (1) |
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Selected Key Risk Factors |
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36 | (3) |
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39 | (1) |
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40 | (1) |
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41 | (1) |
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41 | (2) |
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43 | (1) |
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43 | (1) |
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44 | (3) |
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Chapter 4 Understanding CRM Adoption |
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47 | (10) |
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47 | (1) |
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Adoption's Theoretical Frameworks and Foundations |
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48 | (1) |
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The Technology Acceptance Model |
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49 | (1) |
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49 | (1) |
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50 | (1) |
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50 | (2) |
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Peer Pressure and Subjective Norm |
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52 | (2) |
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Individual Innovativeness and TAM Variables |
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54 | (3) |
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55 | (1) |
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56 | (1) |
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Chapter 5 Business-IT Alignment |
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57 | (10) |
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Core Alignment Components |
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58 | (1) |
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59 | (4) |
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61 | (1) |
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61 | (1) |
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62 | (1) |
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Perceptions on Organizational Alignment |
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63 | (1) |
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63 | (1) |
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64 | (3) |
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Chapter 6 Positioning the Technology Division |
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67 | (10) |
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70 | (3) |
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Internal Customer Definition |
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73 | (2) |
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75 | (1) |
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76 | (1) |
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Chapter 7 Developing a CRM Governance Model |
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77 | (14) |
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Practical Importance and Efficacy |
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78 | (2) |
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80 | (2) |
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82 | (4) |
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83 | (1) |
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84 | (1) |
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84 | (1) |
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85 | (1) |
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85 | (1) |
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86 | (1) |
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86 | (5) |
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Chapter 8 Partners, Vendors, and Hosted Solutions |
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91 | (10) |
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Psychological Considerations |
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92 | (3) |
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The Partner--Vendor Paradigm |
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93 | (1) |
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Parallels to Business--IT Alignment and Technology Positioning |
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94 | (1) |
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Technical Considerations and Hosted Solutions |
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95 | (1) |
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Financial and Managerial Considerations |
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96 | (2) |
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98 | (1) |
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99 | (2) |
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Chapter 9 The Business Analysis Function |
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101 | (10) |
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102 | (1) |
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103 | (3) |
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Project Management Office |
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103 | (1) |
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104 | (1) |
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105 | (1) |
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106 | (2) |
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Requirements versus Requests |
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108 | (1) |
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108 | (1) |
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109 | (2) |
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Chapter 10 The Customization Debate |
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111 | (8) |
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112 | (1) |
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Opportunities for Process Improvement |
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113 | (2) |
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System Controls and Process Discipline |
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115 | (1) |
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Adoption Risks---Explicit and Implied |
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116 | (2) |
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Reduced Technical Agility and Ability to Educate Users |
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117 | (1) |
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118 | (1) |
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118 | (1) |
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119 | (8) |
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Contextual Factors: Market Differentiation |
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121 | (1) |
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Understanding Risks and Alternatives |
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121 | (2) |
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Content and Knowledge Management Systems |
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123 | (1) |
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124 | (1) |
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124 | (3) |
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Chapter 12 Keeping the Mind in Mind |
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127 | (14) |
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Design Hierarchy of Needs |
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128 | (4) |
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129 | (1) |
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129 | (1) |
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130 | (1) |
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131 | (1) |
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131 | (1) |
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132 | (1) |
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132 | (3) |
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Performance Load and Required Fields |
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133 | (1) |
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133 | (2) |
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Transaction Inefficiencies |
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135 | (1) |
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135 | (3) |
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136 | (1) |
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Constraint and Role Typing |
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137 | (1) |
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138 | (1) |
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139 | (1) |
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139 | (2) |
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Chapter 13 Understanding User Involvement |
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141 | (8) |
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Parkinson's Law of Triviality |
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143 | (1) |
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144 | (1) |
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145 | (1) |
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145 | (4) |
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Chapter 14 User Education |
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149 | (14) |
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Strengthening Users' Perceived Ability |
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149 | (2) |
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Positioning Training Initiatives Effectively |
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151 | (3) |
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152 | (1) |
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153 | (1) |
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154 | (1) |
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155 | (1) |
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156 | (2) |
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157 | (1) |
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157 | (1) |
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Training Guides and Cheat Sheets |
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158 | (1) |
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159 | (1) |
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Efficiency and Best Practices |
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159 | (1) |
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160 | (1) |
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161 | (2) |
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Chapter 15 Big Data, Stewardship, and Analytics |
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163 | (10) |
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163 | (3) |
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Data Stewardship and External Data Sources |
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166 | (4) |
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167 | (1) |
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168 | (2) |
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170 | (1) |
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170 | (1) |
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171 | (2) |
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173 | (10) |
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Transitioning from Implementation to Support |
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174 | (1) |
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175 | (1) |
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175 | (2) |
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Applying Hick's Law to Support Tickets |
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177 | (3) |
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177 | (1) |
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177 | (1) |
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178 | (1) |
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178 | (1) |
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179 | (1) |
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180 | (1) |
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181 | (2) |
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Chapter 17 Extended and Postadoptive Use |
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183 | (8) |
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Technology Quality and User Feedback |
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184 | (2) |
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Extended Use and the Design Hierarchy of Needs |
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186 | (1) |
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Implementation Partners and Postadoption |
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187 | (1) |
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188 | (1) |
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189 | (2) |
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Chapter 18 Ongoing and Future Initiatives |
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191 | (6) |
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192 | (2) |
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194 | (1) |
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195 | (2) |
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Chapter 19 Making CRM Successful |
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197 | (16) |
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198 | (1) |
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Revisiting Organizational Readiness and Culture |
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199 | (1) |
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200 | (1) |
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201 | (1) |
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Positioning the Technology Division |
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202 | (1) |
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202 | (1) |
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The Partner-Vendor Paradigm |
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203 | (1) |
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The Importance of Business Analysis |
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203 | (1) |
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To Customize or Not to Customize |
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204 | (1) |
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205 | (1) |
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206 | (1) |
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206 | (1) |
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207 | (1) |
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208 | (1) |
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208 | (1) |
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If Things Do Not Go as Planned |
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209 | (1) |
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210 | (3) |
| Index |
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213 | |
Lisainfo e-raamatute kohta