• Best-in-Class improved customer lifetime value by 25%, compared to Laggards reduction of 10%.
• Best-in-Class companies have achieved an average 27% increase in deal size.
• Best-in-Class increased the number of reps at quota by 20%, compared to a reduction of 2% for Laggards.

This Aberdeen Group report examines the unique position of Small and Medium Enterprises (SMEs) in obtaining and retaining customers and market share. In February, 2008, Aberdeen Group surveyed over 120 companies to identify the strategies, capabilities, and enablers that Best-in-Class firms are using to improve the performance of their sales force. Learn how Best-in-Class SMEs have implemented CRM and lead management processes and technologies that have enabled them to achieve the best performance in their class.

Who should read: CRM project managers and business managers evaluating CRM solutions.

Once a lead comes in the door, whose job is it to convert that lead to a sales opportunity: marketing or sales? The lead conversion black hole has long been cause for dispute between marketing and sales teams. Marketing will argue it has generated leads and passed it to sales. Sales will complain that leads aren't qualified. If this sounds like your organization, it's time to break down artificial departmental walls and work together on lead processing, qualification, follow-up, nurturing and processing so you can convert more leads into customers. With this white paper, you will learn five keys to improving lead management to win more deals.

Who should read: Sales managers and executives seeking to improve lead management.

In this white paper, Maximizer Software's consultants will share their insight, based on years of working with businesses of all sizes to successfully implement best practices in CRM. Learn how to establish project leadership, create a successful implementation roadmap, and work with staff to facilitate user adoption and positive change.

Who should read: Sales managers and executives seeking to improve business productivity and sales effectiveness.

As a strategic business initiative, customer relationship management (CRM) software is designed to help companies accelerate sales while enabling staff to keep every customer satisfied. But your software is only as good as your business processes, and your processes are only good if employees are adhering to them. So monitoring your team's performance and tactical execution becomes critical - not only to the success of a CRM implementation – but to the growth and success of your business.

In this report, you will find four key steps to monitoring your sales and customer service teams in order to ensure they are on a path to success - to accelerate sales and improve customer satisfaction!

Who should read: Sales managers and executives seeking to improve business productivity and sales effectiveness.

Financial firms are challenged to meet new client acquisition targets while exceeding the expectations of current clients. To outstrip the competition, firms need to understand clients and potential clients better than competing firms. CRM is designed to help firms personalize the investing experience - tracking not simply the products held by a client but also their complete history with the firm, relationships to other investors or brokers and products held in competing organizations.

In this white paper, you will gain knowledge to create a consistent client experience that is beyond reproach and ultimately secure a higher proportion of each individual client's assets available for management.

Who should read: Financial Executives, CRM project managers and business managers evaluating CRM solutions.