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Part1 state-email

  1. 1. CONSULANT BIOPegg Nadler is a marketing professional with more than thirty years in media, nonprofit, publishing andretail industries spearheading database marketing and direct marketing strategies. Pegg was the firstdatabase marketer to be named Direct Marketer of the Year by Target Marketing magazine in October2009. In November 2012, she will receive a Silver Apple from the Direct Marketing Club of New York forher professional contributions to the DM industry.Pegg is president of Pegg Nadler Associates, Inc. (PNA), a consulting firm that provides databasemarketing and direct marketing solutions to clients. For the past fifteen years, PNA has advisedcompanies on developing marketing database systems, revamping direct response programs andrestructuring business operations for improved marketing, sales and database performance. Servicesinclude business and product development, relationship marketing and integrated marketing, all asdatabase-driven initiatives. PNA offers customized client seminars and trainings on best practices indirect response and database marketing.Previously, Pegg oversaw database marketing operations at Hachette Filipacchi Media US, ConsumerReports, Phillips Publishing International and the Smithsonian Institution. She led marketing divisions atHadassah, Jindo Furs, The Fur Vault and Belvedere Press. Her database marketing career began atMetroMail (now Experian) providing data, databases and modeling solutions to the mail order and retailindustries. Pegg launched her direct marketing career at Abrams Books developing products for bookclubs, limited edition publishers, continuity programs and catalog companies.Pegg is the immediate past president of The Direct Marketing Club of New York and serves on the DMA’sEthics Policy Committee as well as its Annual Conference Planning Committee. She is former Chair ofthe DMA Nonprofit Federation Advisory Council. As an adjunct faculty member, she taught databasemarketing at the undergraduate, graduate and professional level programs for New York University andBaruch College, CUNY. She is a frequent keynote speaker at national and international conferences onthe uses and abuses of database marketing. Her database marketing articles have appeared in industrypublications including Target Marketing, Inside Direct Mail, DMAW Advents, DMCNY Postings and theDMA Nonprofit Federation Journal.Pegg has a BA from The University of Albany. She can be reached at pegg@peggnadler.com or at 212-861-0846.
  2. 2. October 2009targetmarketingmag.com
  3. 3. COVER STORY Direct Marketer of the Year: Pegg Nadler Vice President, Database Marketing, Hachette Filipacchi Media U.S. P egg Nadler loves the unknown. Where others see challenges, she sees Making sense opportunities. Where others fear change, she fears boredom. and dollars out These are some of the qualities that have driven her 30-year direct marketing career, the bulk of which she’s spent advancing database marketing of database operations at commercial and nonprofit organizations and giving back to the marketing direct marketing community. And they’re why she’s Target Marketing magazine’s Direct Marketer of the Year. Speaking over the telephone on a recent Friday evening from her New York By Heather Fletcher office, the vice president of database marketing for magazine publishing empire Hachette Filipacchi Media U.S. (HFMUS) quotes a saying from Hungarian Nobel laureate Albert von Szent-Györgyi Nagyrapolt that has verbally captured her world view since she studied English and art history at the University at Albany, State University of New York: “Discovery consists of seeing what everybody has seen and thinking what nobody has thought.” “My approach to problem solving has actually always been the same,” Nadler says. “And it’s interesting how some people will find this a good approach and others will find that it could be maddening. It has always been very important for me to see the total scope of business in order to come to a decision. And this is probably one of the reasons why I love database marketing—because it really provides that wide picture.” Falling Into Love Nadler began fusing her left and right hemispheres early. The English and art history major entered direct marketing in 1979 by selling art and gift books for Harry N. Abrams. “I fell into direct marketing,” Nadler says. “When I came to New York in the late ’70s, I landed a job at Harry Abrams … and I was first their advertising
  4. 4. which she supervises. So when she accepts a new challenge, which is usually “directing startup operations, restructuring business operations and overhauling marketing departments,” she is either in charge of or overseeing every aspect of the solution. “I’ve always been the person who can see the large business application and put the database together and then bring in the analytical people who will do the number crunching,” she says. “So I’m really a market- er who moved into database marketing. … While I’ve spent all these years doing direct and database marketing, in my heart of hearts I’m a marketing, product-development, business-development person.” Since diving headfirst into database marketing in 1990, Nadler steadily has created and overhauled database systems and operations for some of the mightiest corporations and nonprofits in the country. Each situation is different and requires her to pull from her well-rounded direct marketing background as a vendor, con- sultant and client in the commercial and nonprofit worlds. For instance, during the time she spent as a consultant at the Smithsonian Institution providing in-house database marketing expertise, Nadler managed operations first as a marketing database manager from 1992 to 1993, then as a marketing strat- egy director from 1993 to 1995. In that manager and then moved into an area and mailed catalogs. Catering to the jet set, capacity, she analyzed the institution’sCOVER STORY PHOTOS: PAUL GODWIN PHOTOGRAPHY, NEW YORK, N.Y. called special sales, which was selling books Jindo placed computer terminals at kiosks varied constituencies, including current into areas other than bookstores. And … in airport waiting areas so passengers could and lapsed audiences. really it was direct marketing: catalogs, click to buy minks before boarding. Identifying those high-value donor book clubs, continuity programs. That But her first taste of database market- prospects, proposing a list revenue pro- was my first exposure into direct market- ing, in 1990 at Metromail Corp. (now gram to double sales within the first year ing. And I thought that it was a little bit Experian), pulled her in to the direct for rented database names, developing wacky, but that it was much more fun than marketing specialty. Within 18 months, database user training programs and estab- selling books into bookstores. And it was she’d secured billings nearing $1 million lishing Smithsonian’s database marketing something that I then stayed with for the for the marketing information, database conferences probably already sound over- rest of my life.” and mail production company. whelming. From 1979 to 1990, her direct mar- “I’ve certainly always been very sys- But wait. There’s more. keting career progressed from moving tematic,” Nadler says. “My attraction to “Smithsonian had been using the data- art books to selling facsimile editions of English was that I think that speaking very base, but not really to the best ability,” ancient manuscripts from the Vatican clearly and getting your message across is Nadler says. “So I came in, made tweaks Library, then to hawking furs in a mostly an imperative. And probably what has to the database, worked with all of the dif- pre-Internet, fully mid-animal rights move- attracted me to database marketing is that ferent parts of the Smithsonian Institution ment era. “So being able to sell through I’ve always … organized … I like to get to really let them realize that they had a the mail and through the phone became projects done. And it probably is a very very good resource there. My one favorite very important,” Nadler says of her 1988 neat way of wrapping up the world.” story there at the Smithsonian, and this is to 1990 stint with Jindo Furs. Creatively really not unique to Smithsonian, is that working her way around the protester The Problem Solver Smithsonian had a database. It might’ve problem, she set up an 800 number for Speaking of the global picture, Nadler’s been 9 million [names] when I was there. customers to call; secured accounts with strengths include all aspects of database And there were names which were not the Home Shopping Network, Comp-U- marketing—with the exception of in-depth housed on the database, which were in Card, American Express and Diners Club; statistical modeling, the implementation of each of the development offices, includ-
  5. 5. COVER STORY‘… with the lowering of processingand technology costs, we are finally able to reallyimprove our marketing to where everything isgoing to be measurable and really everything’sgoing to morph into direct. Which is why we’recalling it integrated marketing.’ —Pegg Nadlering the central development office. And appeared from 1997 to 1999, disappearing the whole political arena, and peopledivisions didn’t want to share names. This when Nadler accepted the full-time job will be very honest with you about whatis such a common occurrence. Not only in of re-energizing “the marketing face” of is truly making them unhappy and whatnonprofits, but in corporations: ‘Don’t want Hadassah, a nonprofit, pro-Israel Jewish their aspirations and dreams are. So, as Iyou to market to my names. Don’t want women’s organization. After a four-year say, it was a big quantum leap to go fromyou to contact my names. Want to keep stint as customer database services direc- consulting back to working in a corporatethese names suppressed.’ And I really had tor for Consumers Union, publisher of environment [at Hachette]. But, as I said, itto work, very carefully, to demonstrate that Consumer Reports magazine, it was back to was certainly for a really good cause. Andthe names that were within these various the milliner in 2004 to get refitted for the it’s been hard. It’s been challenging. Anddevelopment offices were most probably consultant hat. not for one day have I been bored.”also on the main database. The list of companies seeking her advice Grabbing Nadler’s attention for a few “And by being able to overlay data, bring as a consultant is so long and so filled with moments while she’s implementing data-all of these names together, we would prob- the “Who’s Who” of brands and nonprof- base operations in an environment she clas-ably have a much more effective develop- its that it simply reads alphabetically, in sifies as undergoing a revolution can feelment strategy if we were able to do that,” small type, on her résumé: AT&T, B’nai like pulling a surgeon out of an operatingshe continues. “Because we actually showed B’rith Youth Organization, Corporation for room. (While headlines about the publish-that the names that were housed in all of Public Broadcasting, Discovery Channel, ing industry have been less than flattering,these different museums were already on the Hachette Filipacchi Media … reflecting widespread industry trauma—central database. And once we understood That’s where, in 2005, she met from editorial layoffs to magazines foldingwhat the total correlation was from one area Hachette’s Philippe Guelton. The HFMUS altogether—Nadler is energized about theto another, we were able to make a much executive vice president and COO had future. She envisions a personalized multi-better fundraising pitch.” always wanted to build a database. “He channel experience that’s relevant to the had established a database when he was consumer. More on that later.)Marketer for All Seasons running Hachette’s operations in Japan,” “We’re in the process of putting togetherOf all the hats she’s worn during her direct Nadler explains. a very strong operation,” she says during amarketing career, Nadler does have a favor- Guelton hired Nadler as a consultant quick call on a recent Monday, in betweenite. in 2005, and she worked on the Hachette planning and budget meetings and search- “I love a startup,” Nadler says. “And project for two years, while mixing in ing for a director of analysis and modeling.once the operation is going well, I’m bored. other consulting projects and adjunct Database operations, she says, are meantAnd that’s when I really like to turn it over. professorships at New York University to determine “the new products, businesses… That’s what I’ve done all along—startup, and Baruch College, City University and services Hachette should be offering.or revamp or overhaul. … And that’s why of New York. Finally, in 2007, Guelton And that’s the most fun.”the consultant role is really a very good successfully recruited her to work full “In today’s environment, a rich and fullyrole for me, because that’s how I’ve always time for Hachette so she could complete developed database is imperative,” Gueltonthought as I’ve gone into companies. And building and implementing the database relates. “We are more effective in helpingI’ve been with so many different companies operations. our advertisers target their prime audiencesthat it really has provided me with a very “The last thing I wanted to do was and ideal prospects and in providing ourgood bird’s-eye view. And it’s so important give up my consulting,” she says. “It’s so subscribers with new products and betterto be able to step back and look at what’s much fun to be on the outside looking in services. Since joining us in 2005, Pegggoing on.” and letting people tell you what really is Nadler has been key in leading our efforts Pegg Nadler Associates Inc. of New York troubling them. Because you’re outside to expand our database capabilities …”
  6. 6. A few of the business leaders who have been influential to Pegg Nadler: Bernice Grossman, Arthur Middleton Hughes, and Don Peppers and Martha Rogers.Inf luences he was just aware that suddenly there was tomers differently” by using data to keepMore than just DMRS Group President a movement away from print and that the and grow customer relationships.Bernice Grossman’s friendship and men- circulation counts weren’t really reflecting That creative rather than facts-onlytoring (see sidebar below) and the wisdom accurately how many people were involved approach to database marketing points toof von Szent-Györgyi Nagyrapolt have with reading or being exposed to a certain the last influencer Nadler mentions: Arthurprovided inspiration to Nadler during her product.” Middleton Hughes. Hughes is the founderlong direct marketing career. To that end, Nadler says nonprofits were of the Database Marketing Institute of Fort Nadler says her other direct mar- the first organizations to take methodical Lauderdale, Fla., and a senior strategist withketing influences include Jack Kliger, approaches to understanding their audienc- Burlington, Mass.-based e-mail marketingformer president and CEO of Hachette es, or members. During the ’60s, nonprofits firm e-Dialog. She interprets his stance asFilipacchi Media U.S. (who, as of press were trouncing commercial enterprises saying that there are two types of databasetime, was reportedly taking over as act- with the exception of those like American marketers—constructors, who assemble listsing CEO of TV Guide). Chairman of the Express and Reader’s Digest. and successfully build the database, andMagazine Publishers of America from “What were nonprofits doing early on?” creators, who take those names and turn2005 to 2007, Kliger took the unpopular Nadler asks. “They were writing down all them into loyal, returning customers.stance that circulation metrics needed to their donor information on index cards— Finally, in Grossman’s case, the admira-change and magazine publishers needed the earliest form of database marketing. tion is clearly mutual. Grossman describesto embrace digital technology instead They got it so soon. … Survival. That was Nadler as a politically savvy “overachiever”of fighting it. “It is essential, I believe, the only way that they were going to be able who has no use for “fluff” and will work asthat our industry moves to a more timely to keep the funding coming in.” hard as she makes anyone else work.system of readership measurement— Commercial entities caught on to the “Pegg is a continual learner,” Grossmana system that shows the connection retention concept later, she says, when says. “She is always asking questions. Andbetween distribution and readership aggressive acquisition campaigns no longer so, when she’s faced with whatever today’smore effectively,” according to a tran- worked as easily. Nonprofits, which had surprise is, business surprise, she can go backscript of Kliger’s “MPA Breakfast with been cultivating their existing donor bases to that knowledge store of hers and pulla Leader” from Dec. 7, 2005. all along and moving them up the giving from it. Also, she’s a really good manager. “The whole notion of the measurable pyramid one step at a time, served as a les- People work for her for extended periodsaudience going beyond what had been the son to corporate America, Nadler says. of time. I think that there’s something tostandard magazine circulation base is actu- Enter the next set of visionaries Nadler be said for being a good manager; I don’tally something that Jack Kliger … began cites: Don Peppers and Martha Rogers, think it’s all that easy.talking about … years ago,” Nadler says. the founding partners of Norwalk, Conn.- “I also think that in the competitive world“And I think when he first spoke about based customer-centric marketing strategy of database marketing … she’s done extreme-it, a lot of people thought that he was consultancy Peppers & Rogers Group. ly well because she earned it,” Grossmanjust off-base. And he really saw this years Nadler says the duo talks incessantly about adds. “… She has this … strategic ability, asbefore a lot of other parts of media and ad one-to-one marketing. Or, as the group’s opposed to a tactical functionality. She’s ableagencies began to glean onto this. I think Web site attests, “treating different cus- to look at the big picture. [The] big picture is,
  7. 7. COVER STORY‘What I want to accomplish.’ And then she how all business transactions started years consumers receive a lot more spam. Webcan go down and look at all of the different ago. [The transactions like] mom and sites will load instantly, and online videoissues she has to address to see whether or not pop shops knowing what color you liked will load faster and be more fun.she can accomplish it. … I certainly think and when you went out to buy a dress Moving from the future of direct mar-it’s helped her move forward.” and what your favorite ice cream flavor keting to its specific future, as married to was. But, as I said, with the lowering of publishing, Nadler’s excited tone doesn’tWhat It Is, What It Was and processing and technology costs, we are change much.What It Shall Be finally able to really improve our market- “This is the most amazing time to beNadler is called on to speak to industry ing to where everything is going to be in what we like to say is publishing media,leaders and college students alike, and measurable and really everything’s going because it is changing dramatically,” sheoften gives them the same introduction to morph into direct. Which is why we’re says. “We’re not talking about evolutionto the craft. calling it integrated marketing. I mean, anymore; this is revolution. And no one “Direct really demanded a response,” even NYU, in their advanced program knows which species is going to make itNadler says of the historical difference for direct marketing, they changed the in this catastrophic collision. Will thebetween direct marketing and generic name to integrated marketing to really industry collapse? I don’t think so. I thinkadvertising. “Because you could actually reflect what was going on.” that what we’re going to be left with willtrack who was buying what and when. Measurement and ROI are now para- be a publishing medium that is so dynamicAnd, of course, database marketing then mount to marketers, no matter what chan- and so important that it’s going to go beallowed us to ramp this up a notch, because nel they use, instead of following nebulous that much better.”we could be tracking what that individual metrics like Web site page views and clicks, So after accomplishing what she setcustomer was buying over time. she says. “It means that we’re not talking out to do at Hachette—when database “I just feel that we’ve made a quantum nonsense anymore. We’re truly talking operations are running smoothly—whatleap, and I actually talk about database sense and dollars.” And advancing technol- will the next decade bring for adventure-marketing being the great leap backward,” ogy will only make that more important, seeking Nadler? With a full-throatedshe says of the current state of database she predicts. Direct mail will survive and laugh, she answers: “I wish I could tellmarketing. “Because I’ve always said that be more relevant, mobile marketing will you. I wish I could tell you that.” database marketing has allowed us to get grow exponentially, and e-mail market- yyto that personal level, which, of course, is ing will be more targeted—but not before Extracurriculars What does a database marketer do to have a good time? Why, to attend this event and also to lead parts of the event.” hang out with other database marketers, of course. Boone adds that Nadler remains active with the DMA, From affiliations with the Direct Marketing Association, the specifically helping shape direct marketing ethical compliance Direct Marketing Clubs of New York and Washington, D.C., and guidelines. the John Caples International Awards to her former professor- Nadler does find time to spend with her mentor—Bernice ships, it might not seem like Nadler has time to do much else. Grossman, president and founder of data marketing consultancy For instance, Xenia “Senny” Boone, DMA’s senior vice DMRS Group of New York—whom she met 15 years ago at an president of corporate and social responsibility, harkens back industry event. to Nadler’s time as chairwoman of the advisory council of the “We usually talk about the various types of software installa- DMA Nonprofit Federation (DMANF). From 2003 to 2005, tions,” Grossman says. “We talk about different kinds of campaign Nadler led the committee while Boone was the DMANF execu- management software. We talk about what are the best ways to tive director. segment and target for ultimate acquisition and retention.We talk “She really helped shape what we call the [Nonprofit] about data and its value as it relates to enhancing the intelligence Leadership Summit,” Boone says. “This was one of her brain- of, in her case, subscribers, to be a better marketer. childs. You can appreciate putting together events could be “… Probably the most recent conversation would’ve been about stressful, but she always was a believer in the need for senior- the comparative evaluation of various software development cam- level events for the fundraiser and the marketer for the non- paign management tools and their effectiveness for the marketer,” profit community and really threw herself into it and really was Grossman continues. When asked if she could reveal that conversa- committed. And when it came to working with the volunteers tion’s conclusions, she declines. Because they’re friends, Grossman to get them to the event … she was somebody who would says, she’ll provide Nadler with opinions “confidentially, for which I pretty much do anything to inspire and cajole and get people charge everybody else.” Reprinted from Target Marketing® October 2009 © Copyright 2009, North American Publishing Co., Philadelphia PA 19130
  8. 8. 2012 DMA Database Marketing Post Intensive AGENDAPost Intensive Session on Database MarketingDeveloping a 21st Century Database—The Tools, Tactics and Tests to Meet Your Business NeedsWithin the past five years, massive changes in data, technology and the web have significantly impactedthe planning, research, marketing and sales processes. Business needs have shifted dramatically with afocus on faster analysis, broader multi-channel integration and dynamic database information systems.This nine-hour seminar is designed for the database marketer who is looking to enhance or overhauldatabase business operations at their company. The instructor lineup consists of leading industryprofessionals who regularly evaluate cutting-edge technologies and best practices in database marketing.Over the course of two days, attendees will be exposed to current and future systems, trends,recommendations and pitfalls that lie ahead in the 21st century database marketing landscape.Day 1 Wednesday, October 17 1:00 – 4:00Part 1-- 1:00 – 2:00Marketing ROI: How to Ensure Political, Technical, and Business Success for a Database ProjectPEGG NADLER, Pegg Nadler AssociatesThis session will set a realistic foundation for positioning your database for success within your company.We will look at war stories and success stories and provide guidance and benchmarks for conducting abusiness needs/expectations survey and the justification for the continued investment and deployment inyour marketing database division.Part 2-- 2:00– 3:00Re-evaluating Your Marketing Database System: A How ToBERNICE GROSSMAN, DMRS GroupA “check list” of the most important items to review when re-evaluating your marketing database, yourvendor, and the design and attending functionality of your current solution tool. Attendees will beprovided with a proven method of what to look for and how to know what is and is not working. Beforeyou conclude your marketing database is broken, learn how to answer the key questions that determinethe state of your database.Part 3-- 3:10 - 4:00Deadly Sins and the Ten Commandments: How to Achieve Best-Practices Database Content and KeyMetrics ReportingJIM WHEATON, Wheaton GroupA database is only as good as its content, and bad content always costs you money. There is nothingglamorous about creating and maintaining best-practices content. Data audits and other forms of qualityassurance are hard work. The same is true about carefully reflecting the nuances of your business anddata when creating dashboards and reports. This session will tell you why all of this, although oftenoverlooked, is so important for database success.
  9. 9. Day 2 Thursday, October 18 8:30 – 2:45Part 4— 8:30 – 9:30A Primer on Database Systems—Deciphering Differences and Determining DirectionsMARCUS TEWKSBURY, ExperianThere is a myriad of database technologies on the market today—and this session is designed to equipattendees with the key benchmarks to assess and select marketing systems that meet their company’sexisting and anticipated needs. Included in this overview will be an examination of current marketingautomation application software, including traditional vendors, B2B, CRM systems and Web contentsystems.Part 5—9:30 – 10:45Leveraging Your Database: Reporting, Templates & Strategic ApplicationsAL BESSIN, MerkleIdentifying the customer, their wants and needs, and what drives their behavior forms the basis forsuccessful marketing in today’s business environment. Learn how to create a customer balance sheet;identify where mistakes are being made; and use findings to drive business transformation. Understandwhat media is working by looking at different ways in which results are being reported for online andoffline marketing campaigns. Emphasis will be on determining the most practical and actionable methodsto use including marketing performance, lifetime value and business strategy.Part 6—11:00 – 12:00Embedded Intelligence, the Next Generation of AnalyticsDOUG NEWELL, CalexusHistorically the vast majority of analytic projects have been one-off efforts. By their very nature, suchhand crafted analytics require substantial investment in planning, production and quality control. They areso labor-intensive that most organizations lack the resources to take advantage of even their most obviousanalytic opportunities. The next generation of analytics is now being embedded into marketing processes.This session will show how to create such a system of continuous improvement with every analysis.Break & Boxed Lunch Pickup 12:00 – 12:15 (Boxed Lunch—we will have a working lunch during Part7)Part 7—12:15 – 1:15Navigating the Data MazeRANDY WATSON, AcxiomDatabase marketers are now faced with massive amounts of data, mounting privacy issues and growingregulations on the use, collection and dissemination of data. This session will look at both traditional andnew sources of data used to shape database analysis programs. We will address the latest trends incompiled data, co-op databases, online and offline data sources for the B-C and B-B worlds. Bestpractices for determining and protecting your customer data needs will be discussed.Part 8—1:15 – 2:30Integrating Digital Media Data with Your Marketing DatabaseRANDY HLAVAC, Lecturer Professor – Northwestern University, Medill IMC (Integrated MarketingCommunications)
  10. 10. Social media, mobile, web communities and other electronic media hold the potential for providing new,high impact data to improve the ability of our marketing database systems to drive highly targeted CRMand electronic programs. But challenges exist using this data. What data is important (and legal) to add toyour database? How do we monitor and assess data quality and impact? How do we entice visitors toprovide data? We will examine how to integrate your social, mobile, web, and CRM marketing effortsinto a single Social CRM system.Part 9--2:30 – 2:45Database Intensive Wrap UpReview, Q&A, General Discussion
  11. 11. 9/18/2012 Marketing ROI: How to Ensure Political, Technical, and Business Success for a Database Project DMA Database Post Intensive Presented by Pegg Nadler, President Pegg Nadler Associates Inc. Pegg Nadler: Background• Database marketing consultant specializing in media, nonprofit, publishing and retail industries.• Experience: Headed DB operations at Smithsonian, Phillips Publishing, Consumers Union, HFMUS. Former National Accounts Manager at Metromail (now Experian). Ran marketing operations at Abrams Books, Belvedere Press, The Fur Vault, Jindo Furs, Hadassah• Clients include AT&T, China Post, Corporation for Public Broadcasting, Discovery Channel, DMA, HFMUS, Smithsonian, Thirteen.org, Time Life Books, US News & World Report• Professional Associations: Direct Marketing Club of New York Past President, DMA Ethics Policy Committee Member, DMA Annual Planning Conference Program Advisor, DMANF former Advisory Council Chair 1
  12. 12. 9/18/2012 Today’s Presentation• The Changing Business Landscape• Keys to Database Success• War Stories• Success Stories• Lessons Learned• Recommendations 3 The New Business Reality Integrated marketing communications Real time analytics & product offerings Data generation explosion Growth of online, mobile & social media Audience fragmentation Databases as key drivers to revenue 4 2
  13. 13. 9/18/2012 Challenges Still Exist Measurement is Managing the critical but customer multi- knowing what to channel measure & how to experience is a measure is a key priority investment theme Today’s customer databases are insufficient to deliver the insight needed Top Concerns Marketing’s Push to changing reduce costs Integrateneeds are not internally & technologies Improve ROI met by externally across internal IT channelsdepartments 3
  14. 14. 9/18/2012 The Big Question How do we convince management to invest or reinvest in the database?7 What is Key to Database Success? A “decent” database system & The “right” adequate team of data players An “intelligent” business strategy8 4
  15. 15. 9/18/2012 #1: Key Business Issues Begin with an intelligent business strategy Not data, not technology, not tools What decisions need to be made to be successful?What questions do you want to answer to drive your sales & marketing programs?The competitive advantage comes from how analysis is handled Address the problem, not the technical solution9 #2: A Database Champion Statistically Politically savvy astute Technically IT proficient independent Database Vendor &Marketing system expert Leader knowledge10 5
  16. 16. 9/18/2012 #3: The Right Team Statistically Politically savvy astute DB Modelers Leader Technically Senior proficient DB Management Analysts Support Database DB Vendor &Marketing system experts Team experts11 #4: Top Management’s Commitment Initial & ongoing financial backing The Big C’s— CEO, CMO, COO, CFO, CTO Mandatory People compliance & power— participation in DB personnel for projects staffing 6
  17. 17. 9/18/2012 #5: A Decent Database Robust systems & capabilities Easy access Budget to to data by support database ongoing team operations Adequate & Timely comprehensive updates data13 War Stories: Multi-Product Company DB manager, no Opposition to use DB Modeling programs staff, multiple users by various slow to test and/or with little training departments rollout around the company Little DB knowledge, Little or no funding no standardized for email, online or DB staff reductions business rules social data Lack of management IT drives DB vendor A failed database commitment selection & build project Inadequate Funding Questionable ROI14 7
  18. 18. 9/18/2012 Lessons Learned • Absence of dedicated trained staff undermined project No time for novices success • No commitment from top C’s to override lack of DB Big Guns Support cooperation throughout company. • Top C’s thought they could save $$ by using IT—majorThe Black Hole of IT mistakes since IT does not know marketing • Penny wise & pound foolish—the company must commit Money in the Bank adequate $$ to fund project properlyWar Stories: Membership Organization Data & DB initiatives capabilities ROI unproven driven by CEO concerns CEO hires DB Internal New DB RFP director modeling team issued hired Limited Lack of DB No budget experience DB knowledge approval director across company Fulfillment vendor used as “Black box” DB project DB system models stalled provider16 8
  19. 19. 9/18/2012 Lessons Learned • Don’t let your CEO or management team hire anNo time to be Green inexperienced database director. Penny wise • You get what you pay for. Spend what you need to hire expertise. Pound foolish • Your fulfillment company should not serve as your Experience counts database vendor. Find a DB provider with the expertise and services you require. • Transparency in operations, analysis and modelingInformation is power methodologies are necessary to encourage DB confidence, participation and success across a company. Do Your Homework • Get the DB RFP requirements right the first time. Success Story: Hearst Magazines No DB, use DB build begins ROI plan detailed Fulfillment System Modeling & Analytics Program test and VP DB Marketing done using disparate rollouts begin hired systems Ongoing investment Senior Management Commitment to to improve DB & Team makes modeling & analytics marketing & real time commitment to DBM online capabilities Online & offline data Select DB vendor integration18 9
  20. 20. 9/18/2012 Lessons Learned • Big C’s commitment to DB marketing Big C’s Support for the short and long term success of the company Business • Company objectives and goals clearly Intelligence defined DB Partnership • Build with MDB experts, not IT experts • Hiring a competent DB champion DB Champion accounts for a quick start and continued success in DB programs Demonstrating ROI: Hearst Projected DB Investment Actual ROI• Planned for 200% ROI in 3 years • DB paid for itself in one year• Increased mail efficiency, higher • Consolidating information, getting customer response rates, clean data, buying better reduced marketing execution demographics and using online resources information for DM efforts• 30% more revenue from internet- • Resulted in 25-30% offline sold subscriptions response lift• New models to produce 5% lift on • The database enabled reduction response for mail on outside lists by around 30% 10
  21. 21. 9/18/2012 Taking Inventory What are your company’s business and customer objectives? What obstacles are in the way? What data and campaign information can you not integrate today? What systems capture customer data across the company? What is happening across the company that was not included in the initial DB build? What is done in marketing, research, digital, social, editorial, customer service, email, mobile and finance? 21 Building the Case for Senior ManagementGather case studies & success stories that pertainto your particular business & industry Identify quick wins & gains vs. a long term detailed plan Determine a reasonable budget for funding & operations When necessary, think small using test databases & prototypes to gain approval Don’t overbuild—meet your current & near future needs since technology & business change 22 11
  22. 22. 9/18/2012 Critical Areas for Database Success A Decent Senior Database & Management Adequate Commitment Data The Right Team of Players A Savvy Database Champion Key Business Issues Identified Questions? Thank you so very much! Please feel free to reach me at: Pegg Nadler President Pegg Nadler Associates, Inc. 212-861-0846 pegg@peggnadler.com24 12
  23. 23. Bernice Grossman, DMCNY 2001 Silver Apple Award recipient, Vice Chairof the Marketing Technology Council and Board Member of the ECHOAcademy of Direct Marketing Arts & Sciences, former Chair of the DMAB-to-B Council, and member of Who’s Who in B-to-B Marketing createdDMRS Group, Inc. (DMRS) in 1983 to be an independent marketingdatabase consultancy that determines the complete scope of a customersproject; "architects" the solution, and administrates the vendor solution thatintegrates all of the systems to deliver marketing databases (MDB’s) thathave contributed heavily to the success of leading national marketingprograms. (www.dmrsgroup.com)DMRS assists companies to better manage their marketing information byshowing them how to capture and leverage customer, prospect and suspectdata to best meet marketing’s needs. No matter what channel is used togenerate the data -- mail, internet, call center, social, space, DRTV, etc.,through the use of a properly designed MDB / CRM enterprise, greater"reach" is achieved -- and companies can lower acquisition costs andincrease the lifetime value of each and every customerBernice is a noted data expert and can testify in the US Court System on datatheft, fraud, and abuse; she is frequently retained to serve in an advisorycapacity on merger and acquisition projects where the data asset needs toquantified and monetized.She is a frequent speaker for The DMA, National Center For DatabaseMarketing, and Direct Marketing Business and Industry Conferences,DMAW, DMCNY, and NYU’s Direct Marketing Program, among others.Prior to starting DMRS, Bernice held key direct marketing / marketingsystems positions at AMI Industries, Inc., ABS, McGraw-Hill, andScholastic Inc.Clients on the DMRS roster have included Avis, Chase ManhattanMortgage, Coca Cola, Epson, Kansas City Power & Light, Microsoft, NestleFood Services, McGraw-Hill, MTV, Pfizer, Simon Property Group, andUnited Airlines.Ms. Grossman is a native of New York City. She graduated from IthacaCollege and attended Hunter College Graduate School.
  24. 24. 9/18/2012 How to Re-Evaluate Your MDB MDB Vendor Howand/or to Re-Evaluate Your MDB, MDB Functionality MDB Vendor, and/or By MDB Functionality Bernice Grossman President By DMRS GROUP, Inc. Bernice Grossman President bgrossman@dmrsgroup.com DMRS GROUP, Inc. bgrossman@dmrsgroup.com Who is DMRS ?• DMRS has been working with client companies to maximize their data marketing efforts since 1983. We are an independent consultancy, we own no data, no software, nor any processing services or facilities.• We manage data audits/assessments and operational needs assessments: Choosing the right vendors Data / ETL, MSP / ESP, MDB / CRM, MA / SFA Implementation End-user marketing applications for off-line and on-line• Our client list spans a broad spectrum of Domestic and International businesses including Avis, Epson, Microsoft, Pfizer, United Airlines, Nestle, Simon, United States Gypsum, and United Airlines 1
  25. 25. 9/18/2012 This Session • This session will provide a check list of the most important items to review when re-evaluating your marketing database, your vendor, and the design and attending functionality of your current solution tool. • Attendees will be provided with a proven method of what to look for and how to know what is and is not working. Before you conclude your marketing database is broken, come to this session and learn the key questions to ask that will help determine the state of your database. • Key takeaways: – What do you need now that you didnt need when your marketing database was built? – What about your data? – How should you review database integration with email and social media - what exists now that didnt exist at the time of the build? First, A Definition just so that we’re all on the same pageAn MDB (Marketing Database) is a single repository for all data identified as relevant to meet the goals of marketing that are defined as actionable and accessible for: • Capturing data from all channels • Consistent data hygiene and de-duplication rules • Allows for segmentation and query • Integrates Direct, E-Mail, Social Media (transactional, web site, call center, behavioral, attitudinal, events – more) • Performs complete Campaign Management • Measures media performance • Manages multi-channel marketing • Performs modeling and predicting behavior analyses • It is read only. It is NOT a contact management system. 2
  26. 26. 9/18/2012 IS YOUR MDB “BROKEN”?• What is “broken”? We’re going to look at a few examples in a moment.• Length of contract• When does your contract expire?• (If inside) Is it time to take it off-site?• Are you all integrated?• Does your MDB work? • What are the metrics you use to decide this? – Do the MDB counts match the transaction counts? – Does the geography match • Who decides that it does or does not work?• Does anyone want to use it? • Who? Why? • Who does not?• Is marketing grumbling• Is IT smirking Some “Broken” Examples• Pharmaceutical Company – Kept each drug on a separate MDB – became too expensive – realized they were paying for certain processes three times but only needed to “buy” it once• Membership Organization – The users were in silos – just like their data – Change Management was very difficult – Never contemplated the problems of moving data back and forth (especially from their SFA to the MDB)• Large Retail Shopping Installation – Never thought through how to use the response management functionality 3
  27. 27. 9/18/2012 Is Everything Still the Same at the MSP?• Corporate mission statement • System software information and customer service • Percent of budget applied to philosophy R&D• Total number of staff • Willingness to provide details• Key executives pending litigation• Ownership information and organization chart • MDB staff attrition over the last• Quality control procedures year from data receipt to MDB • Company privacy policy update • Primary industries that are• # of customer support staff served• # of technical support staff • Number/type of user group• Customer mix meetings held each year Are Their Data Center Capabilities Still the Same?• Available data center locations• Back up procedures• Real-time redundancy (servers, HVAC, etc.)• Disaster recovery and business continuity procedures• Contingency for downtime and preventive maintenance• Physical and data security measures• Connectivity options• Service levels for problem reporting and resolution – Do these meet your needs today?• Ability to provide support 24 x 7 x 365 4
  28. 28. 9/18/2012 What About …………• Has their client list changed? How?• What have they done to enhance their look-up tables for company name, title, first name• Can their solution now support both your marketing and contact management/SFA needs? How?• Have they integrated with an ESP? – Who? – How are they integrated? – Is it really one platform or is it two that are “made” to look like one?• How are they integrating Social Media?• What is available to you in Real Time? WHY do you need real time? THE CRITICAL QUESTIONS• When was the last time your BRD was updated?• When was the last time you compared your BRD to what you are receiving? This should be done at least 1x/yr• When was the last time you looked at your ERD?• Has the staff that manages your MDB changed?• What do you need now that you didnt need when your MDB was built? How old is your MDB?• Have you reviewed the MDB integration processes with email and social media issues that didnt exist at the time of the build? 5
  29. 29. 9/18/2012 Do you still have the same “25 Questions”? WHAT 25 Questions?If you had an ideal standard and fresh marketing database,what questions would you want answered from the data? But, there are 2 conditions: • Question must be quantitative! • Question cannot use a subjective word (e.g. big or better)!For example: How many customers who purchase SKU#123 in Mississippi also purchased SKU #456 Original Business Goals and Functional RequirementsBusiness goals Functional requirements• Become customer-centric by • Provide access for query and analysis by developing a complete view of the both marketing and sales customer with all pertinent data • Integrate the mail and email query and• Increase effectiveness and efficiency campaign management functions. of acquisition and retention marketing • Provide accurate information on new with better customer targeting and customers, cost to acquire customers, campaign management number of inactive customers, migration• Improve overall ROI by marketing to of customers between value segments most valuable customers and the cost of migration• Target individual customers with • Use 3rd party B-to-B data to establish specific messages designed to best corporate hierarchy links of ownership meet their needs and firmographic profile info• Understand customer behavior for • Enhance customer data through the use each product within channels and of 3rd party for demographics, lifestyles, across the brands behavioral, attitudinal 6
  30. 30. 9/18/2012 Has Your Team Changed?• Team Champion – Owns the Vision and Articulates it to the Team• Marketing (all channels) – Direct mail – Email – Telemarketing – Social Media – Space – Acquisition – Retention – Product• Sales• IT• Finance• Legal HAS YOUR ENVIRONMENT CHANGED? THIS IS WHAT IS WAS:Data locations: Files included – Oracle data warehouse business-to-business – Mainframe flat files – SQL Server consumer – SalesForce.com US and International data2,000,000 eligible records customers/prospect on file. Approx. 50 Gb of data representing the last full postal address, just 3 years. Growth over the email, some “handles” next 3 years is expected Estimated # users = 20. at a rate of 25% per year. WHAT ABOUT NOW? 7
  31. 31. 9/18/2012 What about your data?• Is it the same or has it changed in scope• Have you added new products, services, bought other companies, etc.,• Have you changed the channels you use for acquisition and/or retention or the amount you use of a channel?• Have you changed data vendors? Data Sources – Marketing StrategiesHave You Added New Ones or Made Significant Changes?DATA MARKETING • Transactional Files • New Channels • Email • Different Schedules • Web Site Data • Re-Organized • Operations • New Management • Complaints • Decided to Outsource • Reviews • Added / Deleted Partners • Tech Support • Bought / Sold a Company • Social • Other • Other 8
  32. 32. 9/18/2012 Have You Recently Reviewed..Your data enhancement sources and methodologiesHave you created a “best record” and are the requirements still the sameHave you reviewed data standardization and sanitization routinesWhat about records with only: Postal Addresses. E-Mail Addresses. Social Media “handles”What about those record missing “key” data elements What About……………• Response time – Do you need increased speed? – When was the last time you had the server sized?• Query capabilities• Multiple users – Have you added or deleted users?• Simultaneous usage – Has this stayed the same?• Multiple locations• Data feeds and updates – Have you added new ones? 9
  33. 33. 9/18/2012 Remember when you ……• Created validation rules for all of the data feeds• Developed Appropriate Audit Reports for Data feeds Database refreshes Standard reports• Developed Reject procedures – and decided what to do what to do when key checkpoints failed• Do you still follow those rules?? Created Sanity Checks….• Standard reports that ran after database refreshes and database feeds to verify key metrics• Threshold reports If “x” metric exceeds an appropriate number does a red flag goes up? Who is advised? Are the reports still automatically distributed to the appropriate people? are those people still at your company? are the reports read? 10
  34. 34. 9/18/2012 THE 8 MUST HAVE’S – Do You Have More / or Are They Just Different?QueryCalculatingReportingDirect and E Mail Campaign ManagementSocial Media IntegrationData ExtractData ImportData Mining, Analysis, Tracking & Modeling Do Any of These Still Exists?• Disparate platforms ---- not everything is connected• No common repository to store everything• Creating selections is just too complicated – almost no one knows SQL except IT• Data is still not sanitized, standardized, unduplicated nor aggregated the same way across all of the sources• Still no written set of up-to-date business rules• Sill no written BRD? 11
  35. 35. 9/18/2012 Nice to Have or Now Must Have’s• Real time access• Data from files not integrated (by name and address) with the MDB – integration is done by an ID• Social Media “handles” are matched to email addresses• Bi-synchronous feed with SFA What are your users doing?• What are the work-arounds?• Might these be the reason your MDB is “broken”• How many are there?• How can you get these to be integrated into the on-going functionality of the processes your MSP provides? 12
  36. 36. 9/18/2012 Some Final Thoughts • Politics will always rear it’s ugly head – nothing changes • This was a high emotional stressful project and it still it • There was high, often undirected, energy and its still there • Big questions like, “who really owns the data”, MUST be answered - this is like a moving target! • Although there were multiple levels of expectation for the Master Marketing Database (MDB), have you finally all agreed? Does this need to be reviewed? LIST OF PLAYERS IN THIS SPACE IS ENDLESSCustomer Relationship Extract, Transform, LoadManagement (CRM) (ETL) Marketing Automation / LeadMarketing Service Provider Management(MSP) 13
  37. 37. B-to-B Technology Industry Prospecting Databases:A Comparative Analysis of Nine Data SuppliersBy Bernice Grossman and Ruth P. StevensJuly 2012
  38. 38. B-to-B Technology Industry Prospecting Databases: A Comparative Analysis of Nine Data SuppliersB-to-B Technology Industry Prospecting Databases:A Comparative Analysis of Nine Data SuppliersBy Bernice Grossman and Ruth P. StevensJuly 2012Executive SummaryAs part of ongoing research on B-to-B data sources available to marketers, this white paper evaluates the volume and accuracy of B-to-B data available to mar-keters of information technology (IT) products and services. Nine database suppliers participated in this year’s study. Like the results from our analysis of com-piled and response data sources in years past, data coverage and accuracy varied considerably among vendors. We conclude by urging marketers to sourcetech-buyer data from multiple sources to gain maximum market coverage. We also suggest that marketers who order prospecting data ask very carefully about thenature of the data sources and compilation methods involved. Finally, we recommend that marketers conduct a pre-test of the data to assess its applicability totheir particular marketing need.Building on the general enthusiasm surrounding our past three studies on the We were very pleased that nine suppliers joined the study, and we extend ouraccuracy and completeness of B-to-B compiled and response data, we decided gratitude to them. From those who declined, three reasons surfaced. As withto conduct similar research on the data available in the large and active last year’s response data study, some managers of response databases felt thattechnology marketing sector. only their list-owner clients could make the decision to participate, and theWe found a sizable quantity of suppliers offering compiled data, response data, complexity managing all those permissions was too great. Some databaseor a combination, to marketers who are trying to reach technology buyers. owners felt that our methodology favors vendors with large volumes of data,Invited to participate were: and the strengths of those that compete on quality versus quantity would not be made evident in our study. We understand both of these lines of reasoning,n ALC n InsideView and hope we can figure out refinements to our study that will overcome thesen Broadlook n Mardev-DM2 limitations in the future. In the case of a few other vendors, further discussionn CardBrowser n MeritDirect MeritBase revealed that they do not offer data for rent or append, but instead make itn D&B n NetProspex available through a proprietary platform—thus being ineligible for inclusion.n Data.com n ReachForce Demandbase One relatively unusual aspect of the world of technology marketing is then n Stirista Discoverorg.com proliferation of specialty data providers who dig deep into the characteristicsn n TechTarget Harte-Hanks of target accounts, particularly among very large enterprises with vast technol-n n UBM IDG ogy budgets. These vendors invest in capturing useful information like then n Worldata Infogroup Targeting Solutions specifics of the account’s current installed technology, and their buyingn n ZoomInfo processes, buying roles, budgets and purchase intentions. These vendors 1
  39. 39. B-to-B Technology Industry Prospecting Databases: A Comparative Analysis of Nine Data Suppliersmay not offer as many records as others, but each record is very richly detailed. As with our earlier data studies, we asked the vendors to provide companyExamples of such vendors are SalesQuest, iProfile.net, and InsideView. This counts in a selection of target industry sectors, plus contact counts for specifickind of information is extremely valuable for key account planning. But is a companies, and complete records on individual business people.considerably different animal from the prospecting databases studied here. We specified the same ten industries as in prior studies, and asked the vendorsThe nine participants who contributed information on their tech-buyer data are: to tell us how many companies they had in each of the ten, as indicated by SIC.n Data.com n Infogroup n Stirista For the contact data, we made two changes from prior studies. First, we dou-n D&B n Mardev-DM2 n Worldata bled the number of companies for whom contact counts were requested. Whilen Harte-Hanks n NetProspex n ZoomInfo we used the same set of well-known large firms in each of the ten industries asOur sincere thanks to them, and to everyone else who considered participating. in the 2010 and 2011 studies, we added another list of ten smaller firms, in the same ten industries, to broaden the understanding of vendor data by companyThe scope and intent of the study size. This change we made in response to requests by several readers of pastWe followed the same approach as used in our earlier research on compiled studies who are interested in targeting small/medium businesses versus largeand response databases, to get answers to the concerns of business marketers enterprises.about data volume, completeness and accuracy. By using a similar researchmethodology, we also hoped to provide some apples-to-apples comparison Second, to get at the tech-buyer question, we specified that the contact countsamong the contents of response databases, compiled databases, and industry- be limited to IT professional contacts. We offered the participating vendorsspecific databases, over time. the following list of technology professional titles, as examples of the types of contacts we expected them to include in their counts.Examples of IT Professional TitlesArchitects Directors Technology Programmers Systems AnalystsBusiness Analysts Disaster Recovery Specialists Project Leaders Technology Systems EngineersCIOs Help Desk Project Managers Technology Systems ManagersComputer Operations Managers Help Desk Managers Quality Assurance Systems ProgrammersComputer Operators Infrastructure Analysts Quality Assurance Managers Technical ConsultantsCTOs LAN Administrators Sales Support Engineers Technical LiaisonData Modelers LAN Managers Security Specialists Technical SupportDatabase Administrators (DBAs) Network Administrators Software Developers TelecommunicationsDatabase Analysts Network Directors Software Development Managers Telecommunications ManagersDatabase Managers Network Engineers Software Engineers VPs TechnologyDatacommunications Network Managers Solution Engineers WAN AdministratorsDatacommunications Managers Network Support Solutions / Services - Tech Sales Reps Web DevelopersDatawarehouse Architects NOC Specialists Storage - SAN Administrators Web MastersDesktop Support Managers NOC Team Leaders Systems Administrators Wireless Communications 2
  40. 40. B-to-B Technology Industry Prospecting Databases: A Comparative Analysis of Nine Data SuppliersWe also recruited ten IT professionals Individual contacts in the studyin a variety of industries, who agreed Industry Name Title Companyto lend their names and contact infor- Communications Michael Green Sr. Manager, Database Marketing Level 3 Communications, LLCmation. We are grateful for their gen- Electronics Al Logiodice Platform Manager, Store.Sony.com Development Sony Electronics Financial Services Michael Spencer Director, Information Technology Barclays Capitalerous support of this study. Healthcare Technology Arthur J Fisher Marketo & SalesLogix Marketing DBA GE HealthcareWe asked only one qualitative ques- Manufacturing Doug Lee Reporting Manager Pasternack Enterprises, Inc.tion, inviting the vendors to explain Marketing Dan Spiegel Vice President of Engineering AdMarketplace Not-for Profit Andrew Lazar Senior Technical Business Analyst/Database Developer American Institute of Chemical Engineerstheir competitive positioning in the Optical Equipment Jeff Harvey Director of IT Edmund Optics, Inc.marketplace. Software Rick Graham President Dual Impact Inc. Technology Dominic Dimascia VP, Technology Delivery Services GSI CommerceThe positioning statementsHere is how the vendors described themselves in response to the following ensure the accuracy of our data, vetting information through a rigorous qualityquestion: assurance process, and linking each contact to a unique company identifier, theProvide a statement of no more than 150 words that describes your tech data D-U-N-S® Number. This connection between contact and company offers keyproduct/service, including how you are positioned, meaning your competitive insight – such as employee count and sales-- that puts a prospects technologydifferentiation. In short, this question is, “Who are you, and how are you dif- purchase in context. No one else offers this comprehensive view of contactsferent?” and the business they’re in.Data.com Harte-HanksLaunched in September 2011 at Dreamforce, Salesforce Data.com is democra- Harte-Hanks is the industry’s most trusted source for detailed information andtizing data by delivering instant access to the business data companies need insight into today’s business technology buying market. Our flagship product,right inside salesforce.com. We provide the data foundation customers need to the Ci Technology Database™ (CITDB), tracks technology installations, purchasesucceed as a social enterprise by helping them easily find new customers and plans and key decision makers at more than four million locations in 25 countriesclean their data right in the cloud. Data.com delivers the data foundation with in North America, Latin America and Europe. Detailed profiles include:accurate crowd-sourced contact information and the leading company informa- n Technology purchase plans including budget, need, timing, preferred vendortion from Dun & Bradstreet. Data.com draws on a community of over 2 million and key decision-maker.strong members which make over a million updates a month, all in real-time to n Installed technology and primary manufacturers for more than 45 productsaddress the pace of change in business data. Data.com stands alone as social, including computer hardware, software, networks, storage and telecommu-transparent, collaborative and integrated directly in salesforce.com -- powering nicationsmarketers to grow their business with complete and quality business data. n Site and enterprise-level IT budgets and IT staffing estimatesD&B n Detailed contact information on IT and business decision-makers includingD&B Professional Contacts provides high-quality contact information – includ- functional responsibility.ing email addresses and direct dials – on more than 60 million U.S. business n Plus, 65 descriptive fields including address, telephone, number of employ-professionals. Our database includes 900+ standardized job titles spanning sole ees, annual revenue, industry classifications, DUNS number and fiscal yearproprietorships and multi-billion dollar enterprises. Customers selling into IT end. Put the power of the Ci Technology Database to work for you. Contactorganizations have access to IT contacts as well as other business stakeholders the technology experts at Harte-Hanks at 1-800-854-8409 or visitwho may be involved in the purchasing decision. D&B takes rigorous steps to www.citdb.com for more information. 3

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