By leveraging the customer insight gained from value-based segmentation and aligning sales and marketing activities, you can see real gains, writes Brian Goonan.

In B2B markets, in particular, a customer- and market-based strategy should underpin the collaborative roles of different resources, according to Jeremy Cox.

A member of the new breed of “chief customer officer” is Dennis DeGregor, senior vice president for Bank of America. He shares his ideas with CRMGuru.com founder Bob Thompson.

When Gary Schmidt and Morris Karolicki went to work with a “disfunctional” organization, they found that marketers focused on dissecting and proving why sales was wrong. While they may have been right and winning the battle, they were losing the war—badly.

There are several factors Debbie Qaqish deems necessary in creating a collaborative environment where sales and marketing not only co-exist but also provide measurable results that matter.

An aim for balance is a large part of how the Royal Bank of Canada has become the epitome of a business with the customer at its heart.

Without measurement, you may find, writes Mark Powers, that marketing doesn’t know that the sales department is using a pitch that doesn’t touch on key elements of the campaign.

Based on her experience as a consultant to companies seeking to unite seemingly disparate functional areas, Alisa Gilhooley is happy to report that it can be done!

Working with his clients as sales and CRM consultants, David Ben-Gal Kramer and his colleagues have found that today’s challenges are too complex to be managed by any one person or department.

How well does your company manage your customers? Too often, say Neil Woodcock and Doug Leather, there’s a disconnect between what executives think happens and what really happens at all the customer touch-points.