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Software Functionality Revealed in Detail
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 vendor relationship management forms


Comparing On Demand Customer Relationship Management Service Alternatives
Customer relationship management (CRM) functionality can fall into four categories: core functionality; non-core functionality; vertical, industry-specific

vendor relationship management forms  Project management Proposal generation Vendor management Product defect tracking Partner management The issue is that if you don't need all of this non-core CRM functionality, you don't want any of it to negatively affect the usability (i.e., increase the complexity) of the system for your enterprise. Of course there's nothing wrong with any of this functionality being incorporated into a CRM solution, particularly because there are enterprises that can benefit from one or more of these features. The

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Documents related to » vendor relationship management forms

Social CRM: Customer Relationship Management in the Age of the Socially-empowered Customer


Most of your customers and prospects expect you to be involved in social media—and they’ll be more likely to do business with you if you are. So how do you expand your customer relationship management (CRM) strategy to engage social customers, and gain their trust? Discover how to integrate Web 2.0 social media tools and strategies into your traditional CRM efforts for better, more meaningful customer relationships.

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The Wizardry of Business Process Management - Part 3


Part 1 of this blog series provided a lengthy discussion about business process management’s (BPM's) necessary parts and parcels, and the software category’s value proposition. At the end of the article, I mentioned my recent attendance of a witty presentation that attempted to explain the essence of BPM via some humor and metaphor of the classic “Wizard of Oz” movie. Namely, on March 23, 2009,

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AuraPortal: A BPM Vendor Worth Checking Out


AuraPortal, a new business process management (BPM) vendor, offers a solution that creates business process execution models without the need for heavy IT programming. In this article, Principal Analyst P.J. Jakovljevic gives inside view of the vendor’s development strategies and the broad scope of BPM suite’s modules, and discusses how the system’s differentiating features addresses the diverse needs of its customers.

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Acquisitive Vendor Expands Its Enterprise Asset Management Potential


IFS has much to offer customers. Its IFS Applications suite now boasts an asset lifecycle management module for quick data retrieval. IFS also has a strong commitment to international standards, and with its acquisition of iSC, expertise in naval and marine operations.

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Make 'em Beg for It-How To Get Support for Electronic Document Management Systems and Electronic Records Management Systems


To successfully obtain the budget and organizational support for an electronic documentation management systems (EDMS) and electronic records management system (ERMS) project you need to know the pain points of all the departments in your organization. By asking the right questions of each department you’ll be able to develop your business case and create a persuasive analysis on the cost benefit for EDMS/ERMS.

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Value Cycle Management: A Non-Linear Approach to Supply Chain Management


Companies are moving away from the linear production path of the supply chain to embrace value cycle management (VCM). VCM is the optimization of supply chain functions across all levels of suppliers, partners, and customers through the integration, collaboration, and synchronization of technology, data, and people-centric processes. Learn how companies can employ VCM to make business processes smoother, more productive, and more profitable.

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Why Invest in Talent Management? Five High-ROI Business Drivers for Implementing a Talent Management Program


Clearly, with skilled workers retiring and the pace of change accelerating, recruitment alone can’t supply the smart leaders, strong managers, high performers, and ever-changing skills sets necessary for success. That’s why organizations can see solid return on investment (ROI) by balancing recruitment with an investment not just in training, but in comprehensive talent management. Download this white paper to read more.

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Unified Performance Management: The Key to Successful Performance Management


Managing performance requires that business and IT, working collaboratively, develop a vision of how to integrate information and technology to improve the performance of the organization’s people and processes, and then act on that vision. Using common performance management (PM) tools and systems—designed to ensure the effective use of consistent information—is critical to the success of the business. Find out why.

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deFacto Performance Management: Enterprise Performance Management Redefined


In this product analysis report, TEC analyst Jorge Garcia takes an in-depth look at the deFacto enterprise performance management (EPM) solution in the context of today's EPM landscape. The report covers an introduction to deFacto and its approach to EPM, deFacto product highlights, and a general look at EPM and its history, role, importance, and value in modern enterprises.

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Talent Management


Talent management solutions encompass all the applications necessary for handling personnel-related tasks for corporate managers and individual employees from the point of hire to the point of retire. This talent management model includes functionality for recruitment and staffing management, personnel management, career development, succession planning, learning management, performance and compensation management, and workforce management and planning.

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