Suchergebnisse

More than ever, organisations are facing a data avalanche from various sources, be they in electronic or hard copy format. How an organisation manages this ever-increasingly important resource - data - can benefit or hinder its ability to achieve its objectives. Creating and Managing a CRM Platform for Your Organisation not only covers how the principles of data management, including data quality and data security, can be applied to an organisation's customer relationship management (CRM) platform, but also highlights how aspects of data management, marketing and technology are needed to operate, develop and manage a CRM platform in order to carry out tasks such as reporting and analysis, developing data plans, undertaking data audits, data migrations and campaign mailings which will result in an organisation using data effectively in order to achieve its goals and objectives. The issues and topics covered apply to all organisations that use a CRM platform and the data it contains as part of their business activities, regardless of the industry sector or size of the organisation.

Despite the growing profile of 'implementation science', its status as a field of study remains ambiguous. Implementation science originates in the evidence-based movement and attempts to broaden the scope of evidence-based medicine to improve 'clinical effectiveness' and close the 'implementation gap'. To achieve this agenda, implementation science draws on methodologies from the social sciences to emphasise coherence between qualitative and quantitative approaches. In so doing, we ask if this is at the expense of ignoring the dominating tendencies of the evidence-based movement and consider if some of the methodologies being drawn on should be considered irreconcilable with evidence-based methodologies.

Despite the growing profile of 'implementation science', its status as a field of study remains ambiguous. Implementation science originates in the evidence-based movement and attempts to broaden the scope of evidence-based medicine to improve 'clinical effectiveness' and close the 'implementation gap'. To achieve this agenda, implementation science draws on methodologies from the social sciences to emphasise coherence between qualitative and quantitative approaches. In so doing, we ask if this is at the expense of ignoring the dominating tendencies of the evidence-based movement and consider if some of the methodologies being drawn on should be considered irreconcilable with evidence-based methodologies.