The document summarizes the evolution of list fulfillment systems over four generations from manually intensive processes to more automated online systems. In the first generation, brokers would request counts from managers who would contact service bureaus. Counts were provided on paper and the process was error-prone. The second generation saw the introduction of the List Order Fulfillment System (LOFS) in 1976, which allowed online counts. However, disparities in service bureau technologies remained a challenge. The third generation saw some systems move online but capabilities were still limited. The fourth generation saw widespread adoption of online list fulfillment systems utilizing modern database technologies, allowing counts to be provided more quickly and easily.
Streamlining a Small Business Service Delivery Process – A Case StudyEquilibria, Inc.
When small businesses bite off more than they can chew, they usually end up over-promising and under-delivering. Because of this they struggle to fulfill existing volume leading to brand dilution and a ruined customer experience. This case study shows how to keep your reputation for excellence intact by increasing customer loyalty through high quality, consistent work output.
TV Cultura no Cleómenes
No dia 30 de abril de 2008 estiveram na escola, a Professora Suely Angelo Furlan e a equipe de filmagem da TV Cultura, para realizar um video com os alunos da 8ªsérie, que participaram do projeto Meu endereço no Planeta Terra, realizado pelas professoras: Silmara Maria Cruz Paiva e Marly Navas Soriano no ano de 2006.
Foi um dia muito diferente para os alunos, que se empolgaram com as luzes, microfones, participando ativamente de toda dinâmica da filmagem.
Agradecemos a toda equipe de filmagem da TV Cultura, em especial ao Ricardo (diretor) pela paciência e pelas orientações de cena.
Agradecemos também aos alunos pela participação neste evento mostrando a todos um comportamento exemplar e total conhecimento do que foi ensinado, vocês como sempre estão de parabéns.
Streamlining a Small Business Service Delivery Process – A Case StudyEquilibria, Inc.
When small businesses bite off more than they can chew, they usually end up over-promising and under-delivering. Because of this they struggle to fulfill existing volume leading to brand dilution and a ruined customer experience. This case study shows how to keep your reputation for excellence intact by increasing customer loyalty through high quality, consistent work output.
TV Cultura no Cleómenes
No dia 30 de abril de 2008 estiveram na escola, a Professora Suely Angelo Furlan e a equipe de filmagem da TV Cultura, para realizar um video com os alunos da 8ªsérie, que participaram do projeto Meu endereço no Planeta Terra, realizado pelas professoras: Silmara Maria Cruz Paiva e Marly Navas Soriano no ano de 2006.
Foi um dia muito diferente para os alunos, que se empolgaram com as luzes, microfones, participando ativamente de toda dinâmica da filmagem.
Agradecemos a toda equipe de filmagem da TV Cultura, em especial ao Ricardo (diretor) pela paciência e pelas orientações de cena.
Agradecemos também aos alunos pela participação neste evento mostrando a todos um comportamento exemplar e total conhecimento do que foi ensinado, vocês como sempre estão de parabéns.
In this paper, Frank Dravis, Six Factors Consulting, discusses how even with the finest marketing organizations, the success of marketing ultimately comes down to the data.
The Trouble With Enterprise SoftwareF A L L 2 0 0 7 .docxssusera34210
The Trouble With
Enterprise Software
F A L L 2 0 0 7 V O L . 4 9 N O . 1
R E P R I N T N U M B E R 4 9 1 0 1
Cynthia Rettig
Please note that gray areas reflect artwork that has been
intentionally removed. The substantive content of the ar-
ticle appears as originally published.
C O N T R A R I A
Te ch n o l o g y h a s a l -
w a y s b e e n a b o u t
hope. Since the begin-
ning of the industrial
revolution, businesses
have embraced new
technologies enthusi-
a s t i c a l l y, a n d t h e i r
optimism has been
re w a rd e d w i t h i m -
p r o v e d p r o c e s s e s ,
lower costs and re-
duced workforces. As the pace of technological
innovation has intensified over the past two de-
cades, businesses have come to expect that the next
new thing will inevitably bring them larger market
opportunities and bigger profits. Software, a tech-
nology so invisible and obscure to most of us that it
appears to work like magic, especially lends itself to
this kind of open-ended hope.
Software promises evolutions, revolutions and
even transformations in how companies do busi-
ness. The triumphant vision many buy into is that
enterprise software in large organizations is fully
integrated and intelligently controls infinitely com-
plex business processes while remaining flexible
enough to adapt to changing business needs. This
vision of software lies at the core of what Thomas
Friedman in “The World Is Flat” calls “the Wal-
Mart Symphony in multiple movements — with
no finale. It just plays over and over 24/7/365.”1
Whole systems march in lock step, providing syn-
chronized, fully coordinated supply chains,
production lines and services, just like a world-
class orchestra. From online web orders through
fulfillment, delivery, billing and customer service
— the entire enterprise, organized end to end —
that has been the promise. The age of smart
machines would seem to be upon us.
Or is it? While a few companies like Wal-Mart
Stores Inc. have achieved something close to that
ideal, the way most large organizations actually
process information belies that glorious vision and
reveals a looking-glass world, where everything is
in fact the opposite of what one might expect.
Back-office systems — including both software ap-
plications and the data they process — are a
variegated patchwork of systems, containing 50 or
more databases and hundreds of separate software
programs installed over decades and intercon-
nected by idiosyncratic, Byzantine and poorly
documented customized processes. To manage this
growing complexity, IT departments have grown
substantially: As a percentage of total investment,
IT rose from 2.6% to 3.5% between 1970 and 1980.2
By 1990 IT consumed 9%, and by 1999 a whopping
22% of total investment went to IT. Growth in IT
spending has fallen off, but it is nonetheless sur-
prising to hear that today’s IT departments spe ...
Tackling the ticking time bomb – Data Migration and the hidden risksHarley Capewell
Data migration is intrinsic to most big IT projects and yet
as an industry we have a poor record of tackling it.
If you are faced with responsibility for an IT project where
there will be some element of data migration then this
white paper written by industry expert Johny Morris will
help guide you past the pitfalls that await the unwary and
even how to add value as a consequence of performing
this necessary task.
Jonathan Green, VP of Information Technology at Denmat Holdings, talks about why they chose FinancialForce.com for their move to the cloud. Financial processes and invoice creation automated and instant. Errors associated with spreadsheets are a thing of the past. Reporting is enhanced and accurate through use of a single Force.com system. Sales teams are benefiting from access to information they didn’t have before.
What is the Future of Voice & Collaboration in Financial Services?Telstra_International
Financial firms that trade via voice are coming under increased commercial and regulatory
pressure to unify voice activities with other communication channels. The idea is to enable efficient
collaboration both internally - whether it involves the front, middle or back office - and externally
with clients, counterparties and regulators, wherever they may be. The number of communication
systems at a single bank or IDB, however, can be staggering. Can they streamline and improve
collaboration solutions across a range of devices, particularly as more and more voice and
messaging services are IP-based and available via the cloud and hosted solutions? How can they
leverage technology to gain maximum business benefit? There are a plethora of ways that market
participants can answer both questions. But there are two words specialists say firms need to keep
in their mind at all times: Think Holistically!
When the XBRL data reporting standard
became mandatory in 2009, optimism
reigned that structured data would allow
for vast analytical possibilities. Businesses,
regulators, and investors would be able
to compare data across public companies
at the push of a button.
SiriusDecisions Explores the Need for Demand OrchestrationIntegrate
The Crisis Of Coordination At The Top Of The Funnel Is Distracting From Lower-Funnel Efforts Needed To Scale Pipeline.
This SlideShare features content from Kerry Cunningham of Sirius Decisions and Lena Waters of Lookout discussing today’s B2B marketing climate – specifically the growing need for Demand Orchestration as marketing teams become responsible for revenue, not just leads.
Content was originally featured in a live webinar on 4.6.2017. The on-demand webinar can be viewed here: https://discover.integrate.com/webinar_the_move_to_demand_orchestration
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
In this paper, Frank Dravis, Six Factors Consulting, discusses how even with the finest marketing organizations, the success of marketing ultimately comes down to the data.
The Trouble With Enterprise SoftwareF A L L 2 0 0 7 .docxssusera34210
The Trouble With
Enterprise Software
F A L L 2 0 0 7 V O L . 4 9 N O . 1
R E P R I N T N U M B E R 4 9 1 0 1
Cynthia Rettig
Please note that gray areas reflect artwork that has been
intentionally removed. The substantive content of the ar-
ticle appears as originally published.
C O N T R A R I A
Te ch n o l o g y h a s a l -
w a y s b e e n a b o u t
hope. Since the begin-
ning of the industrial
revolution, businesses
have embraced new
technologies enthusi-
a s t i c a l l y, a n d t h e i r
optimism has been
re w a rd e d w i t h i m -
p r o v e d p r o c e s s e s ,
lower costs and re-
duced workforces. As the pace of technological
innovation has intensified over the past two de-
cades, businesses have come to expect that the next
new thing will inevitably bring them larger market
opportunities and bigger profits. Software, a tech-
nology so invisible and obscure to most of us that it
appears to work like magic, especially lends itself to
this kind of open-ended hope.
Software promises evolutions, revolutions and
even transformations in how companies do busi-
ness. The triumphant vision many buy into is that
enterprise software in large organizations is fully
integrated and intelligently controls infinitely com-
plex business processes while remaining flexible
enough to adapt to changing business needs. This
vision of software lies at the core of what Thomas
Friedman in “The World Is Flat” calls “the Wal-
Mart Symphony in multiple movements — with
no finale. It just plays over and over 24/7/365.”1
Whole systems march in lock step, providing syn-
chronized, fully coordinated supply chains,
production lines and services, just like a world-
class orchestra. From online web orders through
fulfillment, delivery, billing and customer service
— the entire enterprise, organized end to end —
that has been the promise. The age of smart
machines would seem to be upon us.
Or is it? While a few companies like Wal-Mart
Stores Inc. have achieved something close to that
ideal, the way most large organizations actually
process information belies that glorious vision and
reveals a looking-glass world, where everything is
in fact the opposite of what one might expect.
Back-office systems — including both software ap-
plications and the data they process — are a
variegated patchwork of systems, containing 50 or
more databases and hundreds of separate software
programs installed over decades and intercon-
nected by idiosyncratic, Byzantine and poorly
documented customized processes. To manage this
growing complexity, IT departments have grown
substantially: As a percentage of total investment,
IT rose from 2.6% to 3.5% between 1970 and 1980.2
By 1990 IT consumed 9%, and by 1999 a whopping
22% of total investment went to IT. Growth in IT
spending has fallen off, but it is nonetheless sur-
prising to hear that today’s IT departments spe ...
Tackling the ticking time bomb – Data Migration and the hidden risksHarley Capewell
Data migration is intrinsic to most big IT projects and yet
as an industry we have a poor record of tackling it.
If you are faced with responsibility for an IT project where
there will be some element of data migration then this
white paper written by industry expert Johny Morris will
help guide you past the pitfalls that await the unwary and
even how to add value as a consequence of performing
this necessary task.
Jonathan Green, VP of Information Technology at Denmat Holdings, talks about why they chose FinancialForce.com for their move to the cloud. Financial processes and invoice creation automated and instant. Errors associated with spreadsheets are a thing of the past. Reporting is enhanced and accurate through use of a single Force.com system. Sales teams are benefiting from access to information they didn’t have before.
What is the Future of Voice & Collaboration in Financial Services?Telstra_International
Financial firms that trade via voice are coming under increased commercial and regulatory
pressure to unify voice activities with other communication channels. The idea is to enable efficient
collaboration both internally - whether it involves the front, middle or back office - and externally
with clients, counterparties and regulators, wherever they may be. The number of communication
systems at a single bank or IDB, however, can be staggering. Can they streamline and improve
collaboration solutions across a range of devices, particularly as more and more voice and
messaging services are IP-based and available via the cloud and hosted solutions? How can they
leverage technology to gain maximum business benefit? There are a plethora of ways that market
participants can answer both questions. But there are two words specialists say firms need to keep
in their mind at all times: Think Holistically!
When the XBRL data reporting standard
became mandatory in 2009, optimism
reigned that structured data would allow
for vast analytical possibilities. Businesses,
regulators, and investors would be able
to compare data across public companies
at the push of a button.
SiriusDecisions Explores the Need for Demand OrchestrationIntegrate
The Crisis Of Coordination At The Top Of The Funnel Is Distracting From Lower-Funnel Efforts Needed To Scale Pipeline.
This SlideShare features content from Kerry Cunningham of Sirius Decisions and Lena Waters of Lookout discussing today’s B2B marketing climate – specifically the growing need for Demand Orchestration as marketing teams become responsible for revenue, not just leads.
Content was originally featured in a live webinar on 4.6.2017. The on-demand webinar can be viewed here: https://discover.integrate.com/webinar_the_move_to_demand_orchestration
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Using Generative AI for Content MarketingChuck Aikens
Using Generative AI for Content Marketing starts with developing out your Foundational Docs and then understanding how to properly work through various steps to produce quality branded content that will attract and engage your audience.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
BIS Hallmark Certificate for jewellery business in India.pdfAgile Regulatory
A BIS Hallmark is a certification mark from the Bureau of Indian Standards that guarantees the purity of gold and silver jewelry. An Agile Regulatory Consultant can assist in obtaining this hallmark by providing expert guidance, managing paperwork, and ensuring compliance with BIS standards efficiently and smoothly. To know more visit https://www.agileregulatory.com/service/bis-hallmark
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1. The Evolution of List Fulfillment
By Ray Schultz
Research Commissioned by
2. Generations of Count and Fulfillment Systems
Broker Manager Service Bureau Database Disadvantages
The number of hands
involved
The likelihood of inaccuracy
Delays
The clerical burden placed
on managers
The number and variety of
service bureau systems
Manager loses opportunity
to assist the broker
The number and variety of
service bureau systems
Approve
3. Describe these quirks to an outsider, and they
Introduction will ask how a data-tech business can operate this
way, says Fran Green, president of ALC SMART
Mailing lists are the lifeblood of direct mail. Data Solutions.
But they are rented through an outmoded process Such inefficiencies might be bearable during
that wastes time and money. periods of triple-digit growth. But postal mail
List professionals complain about how it volume is in a freefall, and email list rentals have
works--few defend it. But it can be easily not yet made up the revenue difference for many
improved, for the problem is as much attitudinal as firms.
technological. List managers, thanks to these and other
The answer, many experts say, is a universal problems, have seen their margins tighten. The
list fulfillment system that frees managers and proof is in the ongoing consolidation of
brokers for more creative tasks. management-brokerage firms.
How do we define list fulfillment? As the Not all these issues can be resolved in the short
process of obtaining a mailing list, from research to term. But list fulfillment can be streamlined.
the delivery of names. What would a 21st Century fulfillment regime
It starts with the simple act of getting a count. look like? Ben Perez, former CEO of Millard
In most cases, brokers request them from Group, would welcome “anything that’s quicker,
managers, and managers retrieve them from service smoother and has less hands on it. No list company
bureaus, using proprietary tools. has as many people as even three years ago.”
The systems have improved, but the division of The purpose of this paper is to trace the
labor is the same as it was in 1990. The burden evolution of fulfillment through four generations.
falls on the manager, and it’s a costly one, given The solution is in the fourth.
the need to maintain a support staff. Our timeline is imprecise, for memories differ
No less daunting is the wide disparity in service on some points and there is a great deal of overlap
bureau systems. Most serve counts “with fullest between the eras. We define the generations not by
Boolean logic in a matter of minutes,” as James technology, but by who
has access to them, and
“We still work with service bureaus that do on the range of lists they
cover. The main question
not make counts available online.” is: Who enters the
query—the service
Lenny Medico, senior vice president of list management, bureau, the list manager
Lake Group Media or the broker?
A perfect system
Johnson, an advisor at International Response would allow brokers to
Management Co., puts it. But some don’t. request counts and order virtually any list, using a
“We still work with service bureaus that do not single, industrywide interface. Here’s why.
make counts available online, meaning we have to
work with static count report systems,” says Lenny Background
Medico, senior vice president of list management Direct mail goes back to the earliest days of the
for Lake Group Media. Republic, and prospecting lists for almost as long.
Then there’s the actual ordering of lists. But the mailing list business as we know it started
Managers often find themselves reentering data in the 1960s.
because there’s no standardized order form.
14. 1960's - Lester Wunderman coins the term “Direct Marketing.” List managers and
computer service bureaus appear. Birth of the SRDS list directory.
Who retrieves the counts: The service bureau
How counts are delivered: Telephone, mail
How lists are shipped: Labels
1970's - Explosive growth of direct mail and catalogs. List Order
Fulfillment System (LOFS) introduced.
How counts are delivered: The manager
Count delivery: Telephone, mail
How lists are shipped: Magnetic tapes
1980's Growth of database marketing. Prodigy and CompuServe
appear. MIN data card service launched.
Who retrieves the counts: The manager
How counts are delivered: Fax, discs
How lists are shipped: Magnetic tapes
1990's - The dot-com boom and the emergence of CRM. Companies
start using email. Fulfillment systems improve. NextMark founded.
Who retrieves the counts: The manager
How counts are delivered: Fax, email
How lists are shipped: Cartridges
2000's - Rise of e-commerce and digital marketing. Direct mail
flattens, email grows. List fulfillment systems go online.
Who retrieves the counts: The manager
How counts are delivered: Email, online
How lists are shipped: FTP/Email
2010's - Boom in social media. Decline in postal mail
volume. Universal list fulfillment system introduced.
Who retrieves the counts: The broker
How counts are delivered: Online
How lists are shipped: Online
1960 1970 1980 1990 2000 2010 Thanks to Don Hinman for his input on this timeline
15. About the Author
Ray Schultz is the head of TellAllmarketing, a company devoted to custom publishing.
He is the former editor of DM News and Direct, and founding editor of Direct Newsline,
Direct Listline, the Circulator and 1to1 magazine. In 2002, he was named the Direct
Marketing Association’s List Leader of the Year.
About NextMark
NextMark provides the tools and resources that help organizations to buy, sell, and learn about
addressable media including postal, email, telephone, package insert, online, and mobile programs.
NextMark currently indexes and tracks more than 100,000 addressable media programs from 1,400
sources. Its solutions have been proven through more than 7,700,000 media searches and 120,000 media
plans for thousands of catalog merchants, retailers, fundraisers, politicians, banks, telcos, entertainers,
broadcasters, publishers, and other organizations that reach their market directly. NextMark is a
privately held corporation headquartered in Hanover, New Hampshire USA with its Marketing
Information Network list services operation located in Edmond, Oklahoma and on the web at
http://www.NextMark.com.