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One key answer to the problem of finding and keeping customers—and turning their good will into sales—is having good customer relationship management (CRM). CRM"s goal is to create a cooperation among sales, marketing, and customer-service activities within an organization in order to obtain and retain customers. CRM on the Internet—e-CRM—uses Web technology to create such a cooperation. E-CRM means different things to different companies. Some enter e-CRM through traditional contact-management and sales-force automation software from such vendors as Gold Mine Software Corp. or Interact Commerce Corp. Many companies see e-CRM as a natural extension of their call centers. In an ideal system, historical information, such as customers" buying preferences, or circumstantial information, such as customer-contract volumes, can launch actions and data screens. Finally, companies with corporate enterprise resource planning (ERP) systems see e-CRM as a natural part of computer-facilitated management. You don"t need to begin on a grand scale; you can take small steps toward a comprehensive e-CRM system with experienced contact management companies such as Commence Corp. Gold Mine Software Corp., Interact Commerce Corp., and Multiactive Software. GoldMine 5.0 is aimed at teams of 1 to 50 users who want to track, refer, and act on telephone and e-mail contacts from customers. The users needn"t reside on a local network to coordinate an action. All each user needs is an IP address. Gold Mine Front Office offers templates for specific industries; these define roles and relationships and include rules for workflow processes. Similarly, Interact Commerce Corp. has a multi-layer product family, including ACT2000 and SalesLogix2000. Each can integrate the activities of sales, marketing, and support teams. Smaller organizations can also take advantage of the services of dot-com companies such as salesforce.com and UpShot.com, which focus primarily on sales-force automation. These companies will put your basic e-CRM services online for under $50 per user per month. On the downside, you don"t get much customization or integration. Some e-CRM companies have fewer options, and often concentrate on vertical markets. Janna Systems, for example, specializes in e-CRM solutions for the financial services industry. Some companies, such as eGain Communications Corp. and Talisma Corp. specialize in e-mail based CRM and offer both hosted and online services. Socrates Technologies Corp. takes the online ASP approach and offers the SalesLogix2000 suite on the Web along with other e-business applications. Companies working on CRM aim at
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The age at which young children begin to make moral discriminations about harmful actions committed against themselves or others has been the focus of recent research into the moral development of children. Until recently, child psychologists supported pioneer developmentalist Jean Piaget in his hypothesis that because of their immaturity, children under age seven do not take into account the intentions of a person committing accidental or deliberate harm, but rather simply assign punishment for offences on the basis of the magnitude of the negative consequences cause. According to Piaget, children under age seven occupy the first stage of moral development, which is characterized by moral absolutism (rules made by authorities must be obeyed) and imminent justice (if rules are broken, punishment will be meted out). Until young children mature, their moral judgments are based entirely on the effect rather than the cause of an offence. However, in recent research, Keasey found that six-year-old children not only distinguish between accidental and intentional harm, but also judge intentional harm as naughtier, regardless of the amount of damage produced. Both of these findings seem to indicate that children, at an earlier age than Piaget claimed, advance into the second stage of moral development, moral autonomy, in which they accept social rules but view them as more arbitrary than do children in the first stage. Keasey"s research raises two key questions for developmental psychologists about children under age seven: do they recognize justifications for harmful actions, and do they make distinctions between harmful acts that are preventable and those acts that have unforeseen harmful consequences Studies indicate that justifications excusing harmful actions might include public duty, self-defense, and provocation. For example, Nesdale and Rule concluded that children were capable of considering whether or not an aggressor"s actions was justified by public duty: five year olds reacted very differently to "Bonnie wrecks Ann"s pretend house" depending on whether Bonnie did it "so somebody won"t fall over it" or because Bonnie wanted "to make Anne feel bad." Thus, a child of five begins to understand that certain harmful actions, though intentional, can be justified: the constraints of moral absolutism no longer solely guide their judgments. Psychologists have determined that during kindergarten children learn to make subtle distinctions involving harm. Darley observed that among acts involving unintentional harm, six-year-old children just entering kindergarten could not differentiate between foreseeable, and thus preventable, harm and unforeseeable harm for which the offender cannot be blamed. Seven months later, however, Darley found that these same children could make both distinctions, thus demonstrating that they had become morally autonomous. Piaget and Keasey would not have agreed on
One key answer to the problem of finding and keeping customers—and turning their good will into sales—is having good customer relationship management (CRM). CRM"s goal is to create a cooperation among sales, marketing, and customer-service activities within an organization in order to obtain and retain customers. CRM on the Internet—e-CRM—uses Web technology to create such a cooperation. E-CRM means different things to different companies. Some enter e-CRM through traditional contact-management and sales-force automation software from such vendors as Gold Mine Software Corp. or Interact Commerce Corp. Many companies see e-CRM as a natural extension of their call centers. In an ideal system, historical information, such as customers" buying preferences, or circumstantial information, such as customer-contract volumes, can launch actions and data screens. Finally, companies with corporate enterprise resource planning (ERP) systems see e-CRM as a natural part of computer-facilitated management. You don"t need to begin on a grand scale; you can take small steps toward a comprehensive e-CRM system with experienced contact management companies such as Commence Corp. Gold Mine Software Corp., Interact Commerce Corp., and Multiactive Software. GoldMine 5.0 is aimed at teams of 1 to 50 users who want to track, refer, and act on telephone and e-mail contacts from customers. The users needn"t reside on a local network to coordinate an action. All each user needs is an IP address. Gold Mine Front Office offers templates for specific industries; these define roles and relationships and include rules for workflow processes. Similarly, Interact Commerce Corp. has a multi-layer product family, including ACT2000 and SalesLogix2000. Each can integrate the activities of sales, marketing, and support teams. Smaller organizations can also take advantage of the services of dot-com companies such as salesforce.com and UpShot.com, which focus primarily on sales-force automation. These companies will put your basic e-CRM services online for under $50 per user per month. On the downside, you don"t get much customization or integration. Some e-CRM companies have fewer options, and often concentrate on vertical markets. Janna Systems, for example, specializes in e-CRM solutions for the financial services industry. Some companies, such as eGain Communications Corp. and Talisma Corp. specialize in e-mail based CRM and offer both hosted and online services. Socrates Technologies Corp. takes the online ASP approach and offers the SalesLogix2000 suite on the Web along with other e-business applications. To which of the following statements would the author most likely agree
The energy crisis, which is being felt around the world, has dramatized how the careless use of the earth"s resources has brought the whole world to the brink of disaster. The over-development of motor transport, with its increase of more cars, more highways, more pollution, more suburbs, more commuting, has contributed to the near-destruction of our cities, the breakup of the family, and the pollution not only of local air but also of the earth"s atmosphere. The disaster has arrived in the form of the energy crisis. Our present situation is unlike war, revolution or depression. It is also unlike the great natural disasters of the past. Worldwide resources exploitation and energy use have brought us to a state where long-range planning is essential. What we need is not a continuation of our present serious state, which endangers the future of our country, our children, and our earth, but a movement forward to a new norm in order to work rapidly and effectively on planetary problems. This country has been falling back under the continuing exposures of loss morality and the revelation that lawbreaking has reached into the highest places in the land. There is a strong demand for moral revival and for some devotion that is vast enough and yet personal enough to enlist the devotion of all. In the past it has been only in a way in defense of their own country and their own ideals that people have been able to devote themselves wholeheartedly. This is the first time that we have been asked to defend ourselves and what we hold dear in cooperation with all the other inhabitants of this planet, who share with us the same endangered air and the same endangered oceans. There is a common need to reassess our present course, to change that course and to devise new methods through which the world can survive. This is a priceless opportunity. To grasp it we need a widespread understanding of nature if the crisis confronting us and the world is no passing inconvenience, no byproduct of the ambitions of the oil-producing countries, no environmentalists" mere fears, no byproduct of any present system of government. What we face is the outcome of the invention of the last four hundred years. What we need is a transformed life style. This new life style can flow directly from science and technology, but its acceptance depends on a sincere devotion to finding a higher quality of life for the world"s children and future generation. By comparing past problems with present ones, the author draws attention to the
Science is the never-ending struggle to find truth. You may dismiss this statement as the rambling of an amateur philosopher, but it holds some practical value. Truth is a temporary phenomenon. It is limited by human communication systems, technology, and skills. For example, during the Dark Ages in Europe, the world was perceived as flat. This flatness was acceptable as "truth" because travel and human knowledge of celestial phenomena were so limited that no other concept was needed. A family lived in a small area and confined its activity to a small region. This region appeared to be flat, so for all practical purposes, the earth was flat, too. When travel and exploration became widespread, and especially when ships were able to sail far out on the Atlantic, the vision of a flat earth had to change. Many observations of stars and planets and of ships" movements at sea led to new principles and to a new truth. Those who were in the position to do so could exploit the new truth about the earth"s shape and turn it into riches. The Spanish, knowing they would not fall off the edge of a flat earth, found the New World and brought gold and silver back to Spain. The situation has not changed much since the Dark Ages. Truth is still sought because it has value, and the scientific method remains the most systematic way of pursuing it. The method starts with a problem. Once the problem is well defined, information that might have an effect on it is gathered. The information is sorted and analyzed, and that which is useful is kept—to be used as a basis for general principles. In the social sciences, the principles are often used to help formulate policies. The policies ultimately are aimed at removing the problem and improving people"s lives. In economics (and in other social sciences), the pursuit of truth is slowed because human behavior cannot be subjected to the kinds of controlled experiments that are possible with white rats and guinea pigs. The economist must follow the steps in a search for new truths about economic behavior, but following them is frustrating and often leads up blind alleys. Nevertheless, problems, facts, principles, and policies must be considered in a systematic way. What does the author mean by "turn it into riches"(Paragraph 1)
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