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Arthur O'Connor

The Seven Deadly Habits of Highly Ineffective Executives, Part 3

The blockbuster management primer, updated for today's grimmer economy (with tongue firmly in cheek and apologies to Stephen R. Covey).

The Seven Deadly Habits of Highly Ineffective Executives, Part 2

The blockbuster management primer, updated for today's grimmer economy (with tongue firmly in cheek and apologies to Stephen R. Covey).

The Seven Deadly Habits of Highly Ineffective Executives, Part 1

The blockbuster management primer, updated for today's grimmer economy (with tongue firmly in cheek and apologies to Stephen R. Covey).

Breaking Up the Corporate IT Monopoly, Part 3

Something's happening to the techies slaving away in your IT department. They're disappearing. Last of a three part series.

Breaking Up the Corporate IT Monopoly, Part 2

Something's happening to the techies slaving away in your IT department. They're disappearing. Part two of a three part series.

Breaking Up the Corporate IT Monopoly, Part 1

Something's happening to the techies slaving away in your IT department. They're disappearing. Part one of a three part series.

CRM Comes to Wall Street, Part 5

Part five of a six-part series on wealth management, a new CRM strategy sweeping the securities industry.

CRM Comes to Wall Street, Part 6

The last installment of a six-part series on wealth management, a new CRM strategy sweeping the securities industry.

CRM Comes to Wall Street, Part 4

Part four of a six-part series on wealth management, a new CRM strategy sweeping the securities industry.

CRM Comes to Wall Street, Part 3

Part three of a six-part series on wealth management, a new CRM strategy sweeping the securities industry.

CRM Comes to Wall Street, Part 2

Part two of a six-part series on wealth management, a new CRM strategy sweeping the securities industry.

CRM Comes to Wall Street, Part 1

The securities industry calls it wealth management. We call it CRM for investment firms. A six-part series.

Prognostication Scorecard, Part 3

In early 2001, Arthur made five predictions about the future of eCRM. How accurate were those prophecies?

Prognostication Scorecard, Part 2

In early 2001, Arthur made five predictions about the future of eCRM. How accurate were those prophesies?

Prognostication Scorecard, Part 1

In early 2001, Arthur made five predictions about the future of eCRM. How accurate were those prophesies?

Prognostication Scorecard, Part 1

In early 2001, Arthur made five predictions about the future of eCRM. How accurate were those prophesies?

Please Don't Shoot the Customer, Part 3

Customer profitability management: the trends, case studies, and solutions. Last of a three-part series.

Please Don't Shoot the Customer, Part 2

Customer profitability management: the trends, case studies, and solutions. Part two of a three-part series.

Please Don't Shoot the Customer, Part 1

Customer profitability management: the trends, case studies, and solutions. Part 1 of a three-part series.

Trading Places, Part 3

If the CRM software craze is over, what's next? The third of a three-part series on the future of CRM applications.

Trading Places, Part 2

If the CRM software craze is over, what's next? The second of a three-part series on the future of CRM applications.

Trading Places, Part 1

If the CRM software craze is over, what's next? The first of a three-part series on the future of CRM applications.

The Rise and Fall of CRM, Part 3

Despite what you'll hear from some industry pundits, the CRM craze has officially come to an end.

The Rise and Fall of CRM, Part 2

This three-part column is about the birth and death of the CRM fad. In part one, we looked at the Internet craze, which in some ways helped spur demand for multi-channel CRM software.

The Rise and Fall of CRM, Part 1

In essence, the promise of quick-and-easy, plug-and-play CRM has been completely debunked, which is both good news and bad news.

Curing Corporate Schizophrenia, Part 2

In the first part of this two-part series, we looked at Corporate Schizophrenia -- the bizarre disease that causes companies to spend a fortune trying to engage, attract, and sell prospects, only to take extreme measures to avoid interacting with these same people after they become customers.

Curing Corporate Schizophrenia, Part 1

Why do businesses spend a fortune enticing people to become customers, then shun those same people once they are customers? The causes -- and the cure -- for this all-too-common malady.

Of Hobbits and Analytic CRM (With Apologies to J.R.R. Tolkien)

Arthur's found some pretty amazing parallels between analytic CRM and the world J.R.R. Tolkien created, populated by hobbits, elves, dwarves, wizards, trolls, and more.

Revenge of the Bean Counters

Are you a suit? A nerd? A bean counter? Or a creative? Where you fit into the picture may say a lot about how you feel about CRM.

Knowledge: The Key to ROI

Recently, Arthur's been examining what DOESN'T deliver ROI in a CRM initiative. Here's the one you've been waiting for: what makes CRM pay off and how successful companies make it happen.

The Myth of ROI, Part 2

In this, the second of two parts, Arthur O'Connor looks at the shortcomings of using ROI as an operating performance metric for CRM.

The Myth of ROI, Part 1

In the CRM industry, it seems that ROI is like the weather — everyone talks about it, but no one seems to be able to do much about it. CRM expert Arthur J. O'Connor explains.

The Three Most Valuable Lessons Learned, Part 3

In the last of this three-part series, Arthur O'Connor examines the best and worst of CRM in the past to help us get it right in the future.

The Three Most Valuable Lessons Learned, Part 2

Arthur O'Connor explains the second lesson -- new technology should only be implemented if it will improve business processes.

The Three Most Valuable Lessons Learned, Part 1

In this three-part series, Arthur O'Connor examines the best and worst of CRM in the past to help us get it right in the future.

Taking the Pledge for CRM Success, Part III

In this final installment of an open letter to executives who are struggling with CRM implementation, Arthur O'Connor outlines the third point: teamwork and commitment are mandatory for achieving CRM success.

Taking the Pledge for CRM Success, Part II

Arthur O'Connor continues with his open letter to executives who are struggling with CRM implementation. This article discusses the second point: using a portfolio management matrix to evaluate an integrated strategy.

Taking the Pledge for CRM Success, Part I

If you're serious about implementing a CRM strategy, you'll have to take Arthur O'Connor's three-point pledge. This article discusses the first point: understanding the risks and rewards of CRM technology adoption.

Customer Data Is Not Dirty Laundry

Arthur O'Connor finds that customer data is often not collected and used to its fullest potential. In fact, many companies leave valuable customer data lying around in different systems, and in various stages of completeness and quality.

Must Haves vs. What's Nice to Have for CRM Project Management, Part II

In the conclusion of this article, Arthur O'Connor outlines the essentials that are truly elemental to the success of CRM in an organization.

Must Haves vs. What's Nice to Have for CRM Project Management, Part I

In order to provide some real-world experience and common sense to CRM project management theory, Arthur O'Connor offers his opinion of what requirements are nice to have but not essential for success, and what CRM requirements are worth fighting for.

The Silver Lining To The Economic Slowdown

Arthur O'Connor finds the positive among the negative: companies are taking a more thoughtful, intelligent and insightful approach to CRM.

Risky Business

Arthur O'Connor takes a look at the hyper-competitive, ever-changing global economy, where playing it safe with CRM initiatives may be the riskiest strategy of all.

The Ultimate Irony

Arthur O'Connor reveals a startling observation: it may be that the CRM industry ranks as one of the greatest offenders of customer-friendly practices.

New Thinking about Customer Value Metrics, Part II

eCRM expert Arthur O'Connor concludes his series on evaluating and measuring customer lifetime value (CLV).

Getting Your House in Order

eCRM expert Arthur O'Connor looks at tangled CRM infrastructures, resulting in "heterogeneous computing environments."

Getting Started, Part II

Resident eCRM expert Arthur O'Connor concludes this two-part series.

How to Pick and Use the Right Metrics for CRM, Part I

eCRM expert Arthur O'Connor covers three types of metrics, which are associated with three distinctive stages of a CRM project lifecycle.

Personalization: Coming Full Circle, Part II

eCRM expert Arthur O'Connor concludes his discussion on the remaining two categories of personalization technologies: rules-based personalization and advanced analytic and data mining solutions.

Personalization: Coming Full Circle, Part I

Arthur O'Connor's latest column looks at the evolution of personalization -- what was once a carefully defined niche strategy has now developed into a grab bag of uncoordinated, incompatible, and overlapping tactics.

Happy Talk

eCRM specialist Arthur O'Connor responds to the two major myths of customer relationship strategy implementation.

Making the Business Case

Customer relationship specialist, Arthur O'Connor, presents his three favorite handcrafted offerings to help you make the CRM and eCRM business case to your management team.

The State of eCRM, Part II

In the second part of this series, Arthur O'Connor, one the country's leading experts in eCRM, continues his analysis of key trends in the industry.

The State Of eCRM, Part I

Today marks the debut of a new featured columnist for eCRMGuide. Arthur O'Connor is a senior manager in the financial services practice of KPMG Consulting specializing in customer-facing strategy as well as related architectural and organizational issues. An accomplished author, speaker and consultant, Arthur is one the country's leading experts in customer relationship management (CRM) and eCRM. In his first column, he'll discuss what he considers some of the key trends in the eCRM field.

 
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