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AUG. 19, 2013

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Making decisions based on flashy macro trends while ignoring little data fundamentals is a recipe for failure >> By Michael Healey

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CONTENTS
THE BUSINESS VALUE OF TECHNOLOGY Aug. 19, 2013 Issue 1,372

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Where IT Pros Go Network with thousands of IT professionals at Interop New York, the areas largest IT event, while learning about a broad range of new technology products. It happens Sept. 30-Oct. 4. informationweek.com/2013interop4 Meet Your Peers To Discuss Cloud Trends Cloud Connects summits, panels and boot camps draw fellow IT pros wrestling with cloud challenges. In Chicago, Oct. 21-23. informationweek.com/2013cc How Do You Handle Big Data? The Big Data Conference provides three days of comprehensive content for business and technology pros seeking to capitalize on the boom in data volume. In Chicago, Oct. 21-23. informationweek.com/2013bigdataconf

COVER STORY

3 Global CIO
Coke bottling CIO offers tips for IT to drive a mobile strategy that meets business needs.

5 Practical Analysis
To compete with public clouds, IT needs new skills to become a true IT-as-a-service provider.

6 Here are three steps companies should

take to get real value from big data.

13 Editorial Contacts 14 Business Contacts

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globalCIO
How Coke Bottling CIO Manages Mobile Strategy
Our romance with mobile devices isnt all that hot anymore. That torrid period when we fell in love with the iPhone and dumped our loyal but frumpy BlackBerry is far in the past. We again take our gadgets for granted. Android devices and iPhones are now company-issue, and bring-your-own-device policies abound. We no longer hoard tablets like rare gems. The conversation has shifted from I cant live without my new iPhone 3 to How soon can we add a mobile app for sales pipeline updates? But in some ways, this calmer, more rational approach to mobile makes life only worse for CIOs and their IT teams. Mobile is taken for granted, the demand is soaring, and everythings possible, right? Onyeka Nchege has lived through this whirlwind of demand for mobile tools as CIO of Coca-Cola Bottling Co. Consolidated, the United States largest independent Coca-Cola bottler. Nchege and I spoke recently about CCBCCs mobile strategy, covering topics including how his teams dig for new ideas and how the company vets and prioritizes them. Here are some takeaways. Evaluate Mobile Needs On Their Turf, On Their Terms Every six months, CCBCC IT leaders are expected to spend a day riding a truck with a driver, and another day accompanying an account manager out meeting with customers such as restaurant and store managers. Weve got to know the business if were going to impact the business, Nchege says. This isnt a conference room briefing with drivers and reps; its on their terms and on their turf, he says. Back in 2009, it was one of those encounters that led CCBCC to give account reps iPads loaded with their sales materials. Nchege had watched a rep in Mobile, Ala., face the classic salespersons challenge of trying to get a moment of a busy customers time. Weve got the worlds No. 1 brand, and were leafing through a binder and the guy is barely listening to us, Nchege recalls. After CCBCCs IT team launched a quick iniC HRIS MU RPHY @Murph_CJ

tiative to put that paper-based information on iPads, sales in that channel saw a single-digit percentage increase, Nchege says. It was a onetime lift due to the iPads novelty, as customers were curious to try the device. But the tablet remains the sales reps essential tool. Nchege is exploring whether reps can do all of their work on tablets and not have to use laptops. Create An Outlet For Gadget Envy Nchege, like every CIO, was hearing it all the time: I saw on the airplane that Joe has this gadget, so why dont I? So about five years ago, CCBCC created the Enterprise Mobility Advisory Group (called E-Mag), whose mission is to look at which new mobile devices and apps make sense for the company and which dont. The group includes managers from the companys infrastructure, applications, end user and personal productivity groups, as well as a couple of business partners. Its CCBCCs governance to deal with the consumerization of IT. For example, CCBCC got enough questions about a buy-your-own-device program that
Aug. 19, 2013 3

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globalCIO
E-Mag decided to conduct a pilot test that let employees go to a big-box store and pick out their own gear, which they would own and manage. The lesson learned: Our folks dont want that, Nchege says, explaining that most wanted corporate IT backing for purchasing and support. Let Colleagues Know Youre Up To Speed As long as ITs doing all that vetting of mobile gadgets and apps, let people know about it. When Apple came out with new LTE versions of its iPads, CCBCCs IT team published a short report to employees on why the company wasnt upgrading account reps to those devices. Youre not Mashable or InformationWeek , so you shouldnt be chronicling the flaws and virtues of every new gadget. But some new technologies get such a torrent of coverage that IT is better off doing a pre-emptive strike, laying out its strategy on them. Nchege considers these occasional updates a reminder to the company that the IT organization is keeping up to speed on emerging tech, so salespeople dont have to spend the time researching their options. I dont want our selling team spending half their day researching tablets, he says. Know You Dont Control Everything This is one of the biggest points of frustration and dissatisfaction for Nchege when it comes to enterprise mobile strategy. Wireless network performance is out of his control. Emowns, or something off the shelf, before it builds an entirely new mobile app. So as it explores the possibility of replacing some laptops with tablets, its looking to leverage existing laptop apps. For example, it has invested heavily in product-ordering software built on C# for laptops, and its now exploring whether it could run some pieces of that software on a tablet. It has tapped Skookum Digital Works, a custom mobile and Web app development shop, to help with this kind of legacy-to-mobile development work, in order to leverage the significant investment its already made. Weve written before about the risk that a companys mobile strategy becomes driven by the first person or group that claims it the first group to write an app. But an app isnt a mobile strategy. Ncheges tactics such as the E-Mag show a CIO trying to keep control of mobile strategy within IT but also make sure that strategy is driven by the business units most pressing needs. Chris Murphy is editor of InformationWeek. Discuss this column, or read other articles by Chris at informationweek.com/chris murphy. Write to him at chris.murphy@ubm.com.
Aug. 19, 2013 4

I dont want our selling team spending half their day researching tablets. Onyeka Nchege,
CIO of Coca-Cola Bottling Co. Consolidated

ployee training isnt always within his control. Consumer-oriented vendors update their devices more often than most IT organizations want. I would like to have control of that myself, so that when your mobile experience isnt a good one, you know its me, Nchege says. Dont Toss Out Past Investments As CCBCC puts more functionality on tablets, it always looks to leverage what it already

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practicalAnalysis
IT As A Cloud Service: New Skills Required
IT organizations face real competition. Business users are deploying sophisticated SaaS applications on their own. Developers are looking first to public cloud IaaS and PaaS platforms to build new applications, reducing the need for internal infrastructure. With every new thirdparty cloud service, more IT budget dollars go outside the door. Whats a CIO to do? IT organizations must become true IT-as-aservice providers. Instead of organizing around traditional technology silos, the vision is to become a modern service provider that offers and orchestrates internal and external IT services. Under this model, corporate IT offers a menu of SaaS, PaaS and IaaS options for business users via a centralized service catalog. Business users are free to pick and choose cloud services that IT has vetted or provides itself. One example is the internal private cloud infrastructure and platform environments IT organizations are deploying for developer use. To compete with Amazon Web Services and Rackspace, some companies are rolling out private cloud environments that let developers do self-serve provisioning and include reusable components and common services. IT organizations must address a set of obvious technology issues to support this model, including integration, identity management and security. But to compete as a service provider, they also need unfamiliar business skills and capabilities. Among them: 1. Product design: Its not enough to just build a private cloud and let it loose. Just as Amazon and Rackspace do, enterprise IT must identify the starting points, bundles and configurations it will offer internally, including CPU, memory, storage, network and other services and components. Postlaunch, the IT organization must respond to user needs and usage and modify its offers accordingly, just as a thirdparty service provider would do. This is easier said than done. 2. Pricing: With cloud service catalogs, many CIOs are implementing chargeback models that bill business users each month for IT services, whether theyre internal or external. To compete with vendors, IT organizations must evolve the pricing of their private cloud services beyond cost-plus models. Pricing must
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reflect market dynamics and provide incentives to keep volumes in-house. 3. PR and marketing: While CIOs dont need to retain PR firms for internal communications, they do need to market and evangelize their services internally. Its not just promotion. Its about understanding customers, from business executives to developers, and communicating your value prop. 4. Demand management: If IT offers a true choice, it might initially be difficult to predict demand for internal services. This is particularly true of private cloud IaaS and PaaS offerings. Although capacity planning has always been a core IT skill, effectively forecasting demand in a competitive environment is a capability few marketing organizations even possess. If this all sounds suspiciously close to product marketing and management, it is. IT departments must effectively become cloud service providers themselves if theyre going to compete as such. Scott Bils is a partner at the Everest Group and a co-founder of Leverhawk. Write to us at iwletters@ubm.com.
Aug. 19, 2013 5

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[COVER STORY]

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Making decisions based on flashy macro trends while ignoring little data fundamentals is a recipe for failure
he saga that has played out at retailer J.C. Penney over the past two years is a cautionary tale: How could two executive teams see the same company so very differently? Now-former CEO Ron Johnson looked at Penney in 2012 and thought it could be more like Apple or Whole Foods, so he made some big changes. He cited detailed data the retailers customers didnt buy until goods were

By Michael Healey
@yeomantechnolog

marked down about 27%, for example to justify putting an end to discounting and instituting everyday value prices. He pointed to a study showing that the optimal product mix is 25% private label and a 75% branded portfolio, so he reduced emphasis on Penneys private labels, such as St. Johns Bay and Arizona Jeans, which made up about 40% of its revenue. Johnson deemphasized e-commerce, slashing the companys online product

lineup, while adding in-store destination shops such as Sephora. The result? A sharp drop in sales, from $17 billion in 2011 to $12.9 billion last year, and a pink slip for Johnson in April, after just 17 months on the job. Enter new CEO Myron Ullman, brought back after retiring from his first stint running Penney. Ullman sees the retailers data and declares private-label brands the most profAug. 19, 2013 6

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BLINDED BY BIG DATA

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itable with the highest sales productivity, so hes bringing such lines back and plans to heavily promote them. The retailer will also reinvest aggressively in e-commerce. Clearly we gave up a lot of Internet business, which were happy to take back, Ullman said on a recent conference call. We dont know what went on inside Penneys data mining sessions (the company didnt respond to interview requests). But based on what we see with our clients, its safe to say this: Even in the age of big data analytics, getting the right answers is tough. In some cases, in fact, big data makes decision-making more difficult, and not for the reason you may think. In most organizations, big data mining prioritizes activities such as social media monitoring and macro trend analysis the shiny stuff that can dazzle even experienced executives while sidelining routine little data, which includes detailed financials, customer and vendor records, product quality information, customer service data, and supporting sales stats such as store traffic, website visits and CRM information. Thats a mistake any organization makes at its peril. But at most companies, theres virtually no data governance to balance the weight given to flashy big data and less blingy

little data when making business decisions. Right now, some of you are Googling data governance or assuming youre covered because of your master data management or business intelligence warehouse policies. But data governance isnt just about the technical or security aspects of data. Its about level-setting how all data is used throughout the company and creating a framework for everyone, not just IT. Unfortunately, almost nobody is there yet. A recent Forrester survey of 123 data management professionals found that only 14% of respondents rate their data governance maturity at a high (8%) or very high (6%) level,

defined in part as incorporating the business and IT in a concerted effort to continuously improve data across the company. Let that sink in. Only 14% of the small subset of organizations that have data governance policies think theyre where they need to be, even as data volumes surge. At the most basic level, governance starts with the rules that govern financial reporting and regulatory compliance. These structures are reinforced by ERP and CRM platforms. Your data warehouse also has logic and structure thats likely in lockstep with finance. In other words, little data has some level of baked-in quality control inherited data governance,

What Is Your Organizations Approach To Data Analysis?

Abacus-like: If its not tied to accounting, no one cares

6% 22%
Limited: Some groups dig into nonfinancial sources, but cross-departmental analysis is limited to financial data

Leading: Its core to how we do business, and we have a dedicated staff thats constantly modeling, mining and scraping to help predict and gain insight

33%

39%

Guiding: Its core to almost every part of the organization, but were not quite there with predictive use

Data: InformationWeek 2013 Big Data Survey of 257 business technology professionals at organizations with 50 or more employees, September 2012 Aug. 19, 2013 7

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so to speak. For most companies, thats about the extent of it. Dont blame the IT organization. For years technologists have been all over their pieces of the governance puzzle: security, compliance and stability. Plenty of reference groups and councils are weighing in, including the Data Governance Society, IBM Data Governance Council and Data Governance Professionals Association. Any number of vendors from giants such as IBM, Hewlett-Packard and SAS Institute to specialists including Informatica, Varonis and Collibra/Trillium are happy to sell you data governance tools. As data management expert and InformationWeek contributor Rajan Chandras points out in a recent column, the problem isnt a shortage of products. Its a shortage of clarity and vision. Well add one more problem: a lack of money. Gartner maintains that for information governance to be successful, company investments must increase fivefold by 2016, across people, processes and technologies. Is that money coming out of ITs pocket? Not if theres any justice. Our 2013 InformationWeek Big Data Survey shows that the biggest users of data are department-level analysts and senior executives, and 64% of respondents report that ideas for data initiatives come from groups
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What's The Top Barrier To Successful Use Of Big Data At Your Organization?
No barriers exist Other Lack of data sources to analyze Lack of IT staff expertise

5% 7%

2%4%
Budget constraints

Training users on tools

9% 11%
Lack of big data management tools

38%

11%
More important priorities for IT

13%
Lack of a business interest

Data: InformationWeek 2013 Big Data Survey of 257 business technology professionals at organizations with 50 or more employees, September 2012

outside of IT. And the No. 1 barrier to successful use of big data? Budget constraints. Just 8% of survey respondents identify crossfunctional teams or strategy groups as primary drivers of data initiatives. A mix of perspectives might have put Penney on a better course. Almost 40% of the respondents to our survey call their data analysis approaches either limited or abacus-like. Hardly the kind of operation that earns huge new investments. Avoiding missteps is more about awareness and education than creating a new technology stack. Three steps taken in parallel will

bring this issue to the forefront: Assess, educate and challenge. Step 1: Assess First, document your governance maturity level. Assessment models are available from the industry groups and vendors mentioned above. Notable examples include the IBM Data Governance Council and DataFlux Model. Kalido and Informatica offer nifty online assessment tools to help establish what level of collaboration, quality control and management you have today. Key questions
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Internal Data Sources

To what extent are the following internal data sources used as part of your data analysis and reporting programs?
Exists and is integrated into our data analysis strategy Exists with ad hoc access Exists, but we dont use it Does not exist within our organization

Financial accounting applications

54%
Detailed sales and product data

32% 33% 38% 40% 48% 35% 49% 37% 34% 32% 37% 43% 13% 26% 9% 9% 27% 24%

10% 21% 18%

4%

37%
CRM applications

35%
Email files

up for quick wins. No need to establish timelines or budgets, either. The goal of all these models is the same: Securely manage data across the entire company, making sure data is accurate and can be used to make better decisions. Its a great concept, but youll need to take the next two steps to show senior management why this assessment stage is critical. Step 2: Educate This step involves expanding and refreshing the sales dashboards and key performance indicators that are the lifeblood of most management teams. Ninety percent of our 2013 InformationWeek 500 Survey organizations use or plan to use dashboards for key metrics by more than 20% of employees. Thats the good news. The bad news is that your dashboards have probably gotten stale, presenting a collection of year-over-year data that rarely prompts action. One exec whos knee deep in dashboards is QVC CIO Linda Dillman.Today, Dillmans leading technology at the $8.5 billion-a-year homeshopping and e-commerce retailer, but she spent 18 years at Wal-Mart, a pioneer in using analytics to drive merchandise decisions. QVC is known for its TV sales pitches, but about a third of its revenue comes from e-commerce. Among
Aug. 19, 2013 9

29%
Internal server logs

4% 3%

25%
Detailed sales data from resellers or partners

19% 17%
Phone logs

33% 8% 15%

Unstructured network data (Office files, images)

14% 14% 12% 17% 30%

Smartphone data (including location tracking) Unstructured data stored on end user devices

15%

Data: InformationWeek 2013 Big Data Survey of 257 business technology professionals at organizations with 50 or more employees, September 2012

include: Who is responsible for data quality do we need formal data stewards? How engaged is the entire business in the policymaking process? Which security and privacy controls do we have in place? Are they cominformationweek.com

plete, adequate and up to date? The purpose of this exercise is to get an honest assessment of where your company stands today. No overstating to avoid looking bad later on or sandbagging to set yourself

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the companys data-intensive initiatives: Better customizing the content a registered shopper sees on QVCs website based on profile and history. We asked Dillman what data analytics mistakes she sees teams making. She cited two best practices. One: Start with a data architecture that can answer as much as you can possibly ask, she says, instead of taking the question or the project or the purpose you have today and architecting for that. Two: Focus on actionable insights that your colleagues really care about. Theres so much information available today and so many questions to ask of it that you can churn on that data forever and never turn it into something actionable, Dillman warns. Will the answer change what you offer customers, how quickly you can get products to them or how much profit the company makes? When deciding what data to analyze or what stats to put on a dashboard, pick information that matters without forgetting little data. Wed add: Expand dashboards to bring in external data sources that paint the broadest possible picture of the business, and build links between activities and results. We recommend focusing on two areas in particular: >> High-level sales team events, including
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External Data Sources

To what extent are the following external data sources used as part of your data analysis and reporting programs?
Exists and is integrated into our data analysis strategy Exists with ad hoc access Exists, but we dont use it Does not exist within our organization

Government statistics or other public records

26%
Web analytics data

30% 42% 26% 23% 34% 37% 20% 34% 30% 14% 14% 22% 12% 15% 16%

14% 19%

30% 17% 39% 51% 38%

22%
Geolocation

19% 14% 13% 12%

RFID data from your supply chain

Sensor data directly related to products or services sold Third-party data services (Dun & Bradstreet, MDR, MCH) Social network data (Facebook, Twitter)

24% 54% 41% 40%

27%

12% 11% 8%

Sentiment analytics about your brand Unstructured data stored in the cloud (Office 365, Google Docs)

Data: InformationWeek 2013 Big Data Survey of 257 business technology professionals at organizations with 50 or more employees, September 2012

outbound calls, sales rep site visits and proposals generated, or activity levels from your CRM system. >> Online influences and activities, including social traffic, paid search impressions, actual site visits and certain key behaviors,

such as quote requests, product views and live chat stats. Continue to expand the dashboard to include a multiyear trend analysis separate from the standard week over week, quarter to quarter, year over year structure. Remember, the economic slump of the past
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five years has pushed businesses into a DMZlike stance: Just hold ground versus last year. This shortsighted view keeps companies from spotting bigger trends. In Penneys case, average store sales had been decreasing steadily for five years while website sales grew during the same period. Unfortunately, Johnson deemphasized e-commerce, focusing on stores first, a strategy that negated the positive impact the website had previously generated. Your goal with any new dashboard? Use it as a tool to educate executives on the impact various sales and marketing activities have on

the bottom line and how they can use comprehensive data sets to understand emerging post-recession trends. In other words, start to forge the link between big and little. Step 3: Challenge Youve assessed your maturity level and done some education on integrating large data sets into your sales operations. Now its time to challenge bad data habits. We all have them product sales reports whose totals dont match the numbers from

Critical Data
How effective is your organization at identifying critical data and using it to make decisions?

Not at all effective Extremely effective Slightly effective

4% 16%

9%

Very effective

33%

38%
Moderately effective

Data: InformationWeek 2013 Big Data Survey of 257 business technology professionals at organizations with 50 or more employees, September 2012
informationweek.com

channel reports; customer details that dont match the information in the CRM system; or my favorite, internal survey results that are just plain inaccurate because of inadequate sample sizes and bias testing. Ferret out and fix these issues. Your company may have a document that outlines rules of segmentation, validity testing and sample sizes, for example, but when was the last time it was updated or used for an audit? Take sample sizing. The customer service, operations, marketing or a consultant team comes up with a focus group, survey or internal study that makes a series of recommendations. This research is often part of a budget request but is rarely challenged. Lets be clear: A survey of 500 customers isnt a completely accurate indicator of your customer bases behavior if you have 70,000 customers. If you want your data to have a 95% confidence level of +/- 3%, youll need 1,801 responses, adjusted based on company size, market segment or geography. Another data set to challenge is Web analytics, likely used daily for critical decisions. The holy grail of marketing is a set of tools that can slice e-commerce data, showing not only where a site visitor came from but also building out a multivisit model that illusAug. 19, 2013 11

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trates relationships among different types of traffic. But is that data accurate? Depends on several factors. Device and software privacy settings can skew visitor data. For consumer traffic, the anonymizers growing in popularity in the wake of NSA revelations can mask visitor origination and even device type and OS info. And that spike in traffic from Boston? It may be part of an enterprise private cloud that routes traffic through a gateway. Regardless of what visitor data your companys analytics platform captures, it may not jibe with the data gathered by back-end transaction systems. In most of our client engagements, e-commerce analytics compared with actual sales is typically 92% to 98% accurate. In other words, when we audited transactions against final Web sales shipped, end-to-end tracking is missing up to 8% of the time. One client with a fairly old ERP system could link only 75% to 80% of orders back to correspon-

ding Web data. Thats a huge problem; in fact, in our InformationWeek 2013 Analytics, BI and Information Management Survey, data quality problems were cited as a top barrier to adopting analytics or BI products on an enterprisewide basis by 45%, the No. 1 answer. Take the time to audit e-commerce analytics data against resulting shipment and invoices from your ERP system. This would likely be an internal review, says Jeff Solomon, a senior partner at CPA firm Levine, Katz, Nannis & Solomon. Standards like SAS 70 dont really address this, so its up to the organization to build up their understanding of the data relationship and check its accuracy. So what do these three steps get you? More data on your dashboard that many wont understand and a mob of ticked-off analysts whove been publicly challenged? Perhaps. But you need to fix the stuff thats broken now before big flashy data overruns your enterprise and strangles that all-important

little data. We dont want to appear dismissive of macro and social trends. The problem is that companies should have put governance models in place before big data exploded onto the scene. IT organizations may have been ready for it, but the rest of the company wasnt. Big data blew the lid off the fragile structures most of us have in place, and that wont fix itself. Heck, some of todays marketing departments probably manage more data in the cloud than whats in their companies data warehouses. Nonetheless, IT still has a role. Maybe CIOs cant singlehandedly fix broken decision-making processes that allow companies to get blinded by big data. But the steps outlined above should open a broader discussion. Michael Healey is the president of engineering and research firm Yeoman Technology Group. Find more stories by him at informationweek.com/michaelhealey. You can write to us at iwletters@ubm.com.

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Business Contacts
SALES CONTACTSWEST
Western U.S. (Pacific and Mountain states) and Western Canada (British Columbia, Alberta) Western Regional Sales Director, Sandra Kupiec (415) 947-6922, sandra.kupiec@ubm.com Strategic Account Director, Vanessa Tormey (805) 284-6023, vanessa.tormey@ubm.com Account Manager, Ashley Cohen (415) 947-6349, ashley.i.cohen@ubm.com Account Manager, Vesna Beso (415) 947-6104 vesna.beso@ubm.com Account Executive, Silas Chu (415) 947-6330, silas.chu@ubm.com Sales Executive, Matthew Cohen-Meyer (415) 947-6214, matthew.meyer@ubm.com Sales Assistant, Lynn Van (415) 947-6157, lynn.van@ubm.com Strategic Accounts District Manager, Mary Hyland (516) 562-5120, mary.hyland@ubm.com Account Manager, Jennifer Gambino (516) 562-5651, jennifer.gambino@ubm.com Account Executive, Thomas Pitts (212) 600-3170, thomas.pitts@ubm.com Sales Assistant, Devin Rosenberg (212) 600-3157, devin.rosenberg@ubm.com

MARKETING
VP, Marketing, Winnie Ng-Schuchman (631) 406-6507, winnie.ng@ubm.com Director of Marketing, Monique Lutrell (415) 947-6958, monique.luttrell@ubm.com Marketing Assistant, Hilary Jansen (415) 947-6205, hilary.jansen@ubm.com

UBM TECH
Paul Miller CEO Robert Faletra CEO, Channel Marco Pardi President, Events Scott Mozarsky President, Media and Partner Solutions Kelley Damore Chief Community Officer David Michael CIO Simon Carless Exec. VP, Game & App Development and Black Hat Lenny Heymann Exec. VP, New Markets Angela Scalpello Sr. VP, People & Culture

AUDIENCE DEVELOPMENT
Director, Karen McAleer (516) 562-7833, karen.mcaleer@ubm.com Email: customerservice@informationweek.com Phone: (888) 664-3332 (U.S); (847) 763-9588 (outside U.S.)

SALES CONTACTSNATIONAL
Dr. Dobbs Sales Director, Michele Hurabiell (415) 378-3540, michele.hurabiell@ubm.com District Sales Manager, Steven Sorhaindo (212) 600-3092, steven.sorhaindo@ubm.com Sales Specialist, Sal Silletti (212) 600-3029, salvatore.silletti@ubm.com

ADVERTISING AND PRODUCTION

Publishing Services Manager, Lynn Choisez (516) 562-5581 Fax: (516) 562-7307

MAILING LISTS
Specialists Marketing Services Inc. (631) 787-3008 x3020 PeterCan@SMS-Inc.com

SALES CONTACTSEAST
Midwest, South, Northeast U.S. and Eastern Canada (Saskatchewan, Ontario, Quebec, New Brunswick) Easter Regional Sales Director, Michael Greenhut (516) 562-5044, michael.greenhut@ubm.com District Manager, Jenny Hanna (516) 562-5116, jenny.hanna@ubm.com District Manager, Cori Gordon (516) 562-5181, cori.gordon@ubm.com Inside Sales Manager East, Ray Capitelli (212) 600-3045, raymond.capitelli@ubm.com Sales Assistant, Anna Maria Charalambous (212) 600-3193, annamaria.charalambous@ubm.com

SALES CONTACTSMARKETING AS A SERVICE

Director of Client Marketing Strategy, Jonathan Vlock (212) 600-3019, jonathan.vlock@ubm.com

REPRINTS AND RIGHTS

For article reprints, e-prints, and permissions, please contact: Wrights Media, (877) 652-5295, ubmreprints@wrightsmedia.com Back Issues Phone: (888) 664-3332 (U.S.); (847) 763-9588 (outside U.S.) Email: customerservice@informationweek.com

SALES CONTACTSEVENTS
Senior Director, InformationWeek Events, Robyn Duda (212) 600-3046, robyn.duda@ubm.com

BUSINESS OFFICE
General Manager, Marian Dujmovits

EDITORIAL OFFICE
Fax (516) 562-5200 UBM LLC 600 Community Drive Manhasset, N.Y. 11030 (516) 562-5000 Copyright 2013. All rights reserved.

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