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The Five Engines of eCRM

A White Paper Prepared by


MicroStrategy, Incorporated

Contents

eCRM - A Technology-based Marketing Phenomenon ........1


Five Engines of eCRM ......................................................................2
eCRM Megatrends ..............................................................................3
Engine 1: Customer-centric Information Store ....................5
Engine 2: The Analysis and Segmentation Engine ............7
Engine 3: The Personalization Engine ....................................9
Engine 4: The Broadcast Engine ..............................................11
Engine 5: The Transaction Engine ..........................................13
The Five Engines in Action..........................................................16
Conclusions........................................................................................17
Appendix: Engine Technical Specifications ..........................18

eCRM - A TECHNOLOGY- BASED


MARKETING PHENOMENON
Remember Norman Rockwells Saturday Evening Post
illustrations of early 20th century America - pristine
churches, cozy frame houses, small communities and
thriving main streets? They recall an era when small
shops bustled with commerce. There were no chain
stores or national TV advertisements. Families dealt
directly with local shopkeepers who provided them
with personalized service. In return, customers
remained loyal to their main street stores. This was
possible because business proprietors had the ability to:
Remember information about individual customers
- how often they shopped, their demographics,
favorite products and key life events
Analyze (as second nature) this information to
determine inventory, pricing, discounting, credit
policy and offer presentment
Personalize relationships with each customer by
gathering preferences and ensuring tailor-made
shopping experiences

marginal cost. It is now possible for customers to order


goods online and give permission to receive additional
messages with customized, one-to-one communication
about products, shipping schedules, special offers and
other value-added information. This is the essence of
eCRM. None of it was possible five years ago.
eCRM derives from CRM techniques which leveraged
call center and direct marketing technology to market
mass-produced goods and services (e.g., credit cards)
to small market sub-segments. eCRM expands on this
technology by using next generation segmentation and
analysis technologies, comprehensive customer interaction
data, multi-channel communications and one-to-one
interactions to market customized products and services
to ever-more precise segments. (see figure 1)
The eCRM business process can be mapped to the
following integrated activities:

Present offers proactively for purchases, gifts or


services that customers find appealing

designing an interaction based on relevant


information
personalizing every interaction
reaching the customer at the appropriate place
and time
facilitating the interaction and closing the ensuing
transaction

Figure 1 shows the eCRM business process.


Transact with every customer, providing them with
useful information and becoming a trusted source
over time

* See Mckinsey Quarterly, 1999, Volume 4

One-to-One

CRM

Mass Marketing

Reach every
Personalize customer
Design
Facilitate
where
for each
relevant
Information interactions customer
appropriate interaction Transaction

Marketing Approach

Since then, superior economics of mass markets, chain


stores, improved highways and mass advertising via
television and radio created more attractive value
propositions to consumers than the small town shopkeepers customer service strengths. Now, in the early
part of the 21st century, Electronic Customer
Relationship Marketing (eCRM) is making it possible to
recreate an old fashioned customer service experience
in every sector of the economy. Marketing of goods
and services in industries such as retailing, financial
services, healthcare, automotive, steel and agribusiness
is shifting from the mass marketing of standardized
goods to one-to-one marketing of personalized offers.
Web, wireless and voice technologies offer new tools
for companies to get closer to their customers and
configure their value propositions on the fly.
Technology makes it feasible to combine personalized
touch and customized service with mass-market
efficiencies of selling to millions of customers, recreating
the shopping experience of Main Street at near-zero

Traditional
Marketing
One Size Fits All

eCRM

Custom-Made

Product Characteristics

Figure 1: eCRM Expands on CRM


eCRM is one-to-one marketing of custom-made, informationintensive products to millions of customers.

T HE F IVE E NGINES OF eCRM

2. The Analysis and Segmentation Engine - to leverage

this customer information to build a business


campaign strategy and evaluate its success
Companies understand that eCRM has significant
potential, but they face the challenge of building the
required technology infrastructure quickly and cost
effectively. A knee-jerk reaction is to buy off-the-shelf
applications, cobble together a data base of web traffic
and online purchase information and launch an eCRM
initiative. Unfortunately many such efforts have met
with poor results. Recent research indicates that 39%
of online shoppers failed in shopping attempts*, and a
staggering 66% of loaded online shopping carts were
abandoned before the checkout process**. Less than 5%
of unique visitors become customers ***.
A more sound approach is to install a comprehensive
software platform of five engines that together enable
the eCRM business process. These five engines are
(see figure 2 below):
1. The Customer-centric Information Store -

to consolidate information about millions of


customers together with preferences, permissions
and information that may be useful to them

Customer Centric
Information Store

Information

Analysis &
Segmentation Engine

Personalization
Engine

Design relevant
interactions

Personalize for
each customer

3. The Personalization Engine - to personalize the

entire customer experience, configuring unique sets


of messages and offers to each customer
4. The Broadcast Engine - to proactively deliver

information and offers to every customer via the


media of his or her choice
5. The Transaction Engine - to facilitate the interactions

between customer and the company, either


exchanging information or driving transactions
Properly configured, these five engines collectively
form a robust, scalable and flexible platform for
eCRM. Both prefabricated and custom-made software
can be seamlessly integrated into the platform to provide
a virtual shopkeeper to millions of customers. Equipped
with such infrastructure, companies can continually create
significant customer value at Internet speed, automating
the who, what, when, where and how of sales and
marketing. Detailed characteristics of each engine are
discussed in later sections.

Broadcast
Engine

Reach every customer


where appropriate

Transaction
Engine

Facilitate interaction

Transaction

Figure 2: The Five Engines of eCRM


Five engines together provide the platform for an eCRM business process.Without these five engines, eCRM is not a
scalable, defensible business practice for a company.

Source: *The Creative Good. **Business Week. *** The Boston Consulting Group

eCRM M EGATRENDS

FRACTION OF VALUE PROPOSITION


Information

Imagine this eCRM scenario: A customer visits a bricks


and mortar store and registers at a kiosk. Later, at home,
the customer receives a thank you for visiting e-mail
along with a special offer. Intrigued, the customer clicks
on the hyperlink to the online store, gets friendly advice
from a virtual shopping assistant and designs his or her
own wardrobe. A few days later, the customer is alerted
by a dynamically generated phone call that a preferred
sweater style has become available. The customer makes
a purchase by pressing keys on the phone keypad and
picks up the package from the store that evening.
This scenario highlights three key trends of the eCRM
movement: 1) Every business is becoming an information
business 2) Direct marketing is increasingly important
3) The growth of the Value Exchange non-commercial
interactions between customers and companies. These
are eCRM Megatrends.

Trend 1: Every Business is an Information Business


In addition to deriving value from physical goods and
services, consumers increasingly value information.
Amazon.com's value proposition to customers includes
community forums for various literary and musical
subsets. Each forum includes recommendations from
like-minded individuals, reader reviews, interviews with
authors and artists and other useful information. eBay,
Priceline.com and E-LOAN have also emerged as new
information-value based businesses.
Traditional bricks and mortar businesses have begun
to follow suit. Toys R Us, the large toy retailer, has
significantly increased the information intensity of its
value proposition to customers. In addition to buying
toys, customers can check out product reviews from a
web site, sign up for email reminders for birthdays or
track their order status. In the healthcare industry, one
health maintenance organization introduces individuals
with chronic health conditions to virtual communities
of other patients and experts. In the entertainment
industry, a major video retailer emails personalized
news and information about upcoming movies, events
and fan club material to customers based on their rental
preferences. Not just in retail and healthcare, but across
the board, in industries ranging from manufacturing to
financial services, information intensity is increasing as
part of businesses value propositions to customers (see
figure 3).

* See Mckinsey Quarterly, 1999, Volume 4

Information

Merchandise

Merchandise

1995

2002

Figure 3: Changes in Value Proposition


Information intensity is an increasing component of a
companys value proposition to its customers. Today, every
company is an information business, regardless of the
sector of the economy.

Trend 2: Ascendancy of Direct Marketing


Strong brands will always be important, but brands will
be built increasingly through direct one-to-one marketing.
Mass marketing compresses an economic signal indicating
a value proposition. Why compress a value proposition
when unlimited bandwidth is available to personalize
and amplify that message for each potential customer?
Inexpensive multi-media, multi-channel offer presentment
and integrated campaign analysis capability make the
economics of direct marketing superior to one size fits
all marketing efforts. Significant redirection of marketing
spending is at hand. A recent study of the automobile
industry by McKinsey and Company* suggests that, in the
near future, direct marketing efforts will consume 80% of
all marketing spending (see figure 4 below).

Current Focus

Future Direction
89%

Mass-Media
Marketing

20%

Direct
Marketing
80%

11%

Source: Mckinsey Quarterly, 1999, Vol. 4

Figure 4: Trends in Marketing Spending


The shift from mass-media marketing to direct marketing
is likely to sweep across many sectors of the economy,
ranging from high tech to bricks and mortar businesses.

Trend 3: The Value Exchange


The Value Exchange is a mutually beneficial exchange
of valued information between a company and its
customers. Both parties give and receive information
that is valuable to the other and in the process, build
a lasting relationship. For example, P&G sponsors a
web site devoted to parental concerns on child rearing.
From the ongoing dialog on parenting, P&G gains
valuable information on customers product concerns,
demographics and buying habits. This information
enhances P&Gs decisions on product features,
promotions and pricing for Pampers and other child
care products. In the Value Exchange model, 90% of
customer/company interactions are information transfers,
only 10% are transactions.
The Value Exchange is an emerging dominant business
practice in the Internet Age. Email, cell phones, Net TV,
WAP phones and data-driven automated broadcasting
make it possible to generate hundreds of millions of
personalized touches per day at low cost (see figure 5).
For example, costs of bank/customer interaction have
fallen from $1.50 at a branch to less than 1 by email.
With this cost structure, banks can afford to be patient
and have more frequent contact with every customer
and ultimately make attractive offers at the appropriate
time (e.g., a car loan to a graduating student).

** Customers.com by Patricia B. Seybold and Ronnie T. Marshak, 1999

Autom
ated
Call

Web
Page

Direc
t Ma
il

Telem
arketi
ng
Rep

Sales Store
Perso
n

Email

Frequency
of Contact

Cost Per
Contact

Tra
Sales veling
Perso
n

Traditional direct marketing activities have been restricted


to direct mail campaigns, phone center calling and
assessments of their effectiveness. eCRM-based direct
marketing involves more than making standardized
product offers to different customers at different times.
It includes one-to-one offers as well as the capability to
allow customers to design custom product features.
Patricia Seybold** suggests that customers will demand
self-service in their product feature selection and will
pay a premium for that flexibility. Mattel, the maker of
the popular Barbie doll, is an excellent example of a
company that understands this. At www.barbie.com,
users can specify Barbies clothing, complexion, make-up
and accessories and ask for their personalized doll to be
shipped to their preferred address. These custom-made
Barbies cost twice the price of standard product. Mattel
benefits in more ways than the premium price. They
require less inventory at stores, get even more detailed
information on what customers want and how customer
preferences vary by geography and demographics.

Figure 5: The Changing Economics of Customer


Interactions
Rapid changes in the economics of customer interaction
make it feasible to generate millions of personalized messages
per day to reach customers anywhere, at any time. This
translates to more e-services opportunities for companies.

Collective Impact of Trends


By aligning with these eCRM trends, a company can
improve along several dimensions simultaneously:
the number of customers contacted, the number of
contacts per customer and the range of product and
service attributes offered. Existing customers can be
offered new types of services and product bundles
that provide them with high value. Also, eCRM helps
companies attract new customers through superior targeting, campaign management and execution. The overall
impact on company performance can be significant.
These trends, combined with customer preference for
personalized service and rapid technological advances,
set the stage for the five engines (Customer-centric,
Information Store, Analysis and Segmentation,
Personalization, Broadcasting and Transaction). When
deployed, a company will be positioned for 21st century
eCRM. Each of these engines is outlined in greater detail
in the following sections.

E NGINE 1: T HE C USTOMER - CENTRIC


I NFORMATION S TORE
A unified view of every customer
eCRM initiatives depend on a 360-degree customer
view. A Customer-centric Information Store integrates
data from disparate information sources such as web
sites, transactional systems, operational databases, call
centers, enterprise resource planning systems and third
party data (see figure 6 below). This engine enables
companies to recognize and respond accurately to
customers, whether they purchase products through a
physical store; telephone a call center, or browse a web
site. Consequences of an incomplete customer view are
often harsh. Presenting customers with inappropriate
offers that dilute loyalty and trust, stall eCRM efforts.
Figure 7 on the following page illustrates instances
of incomplete customer-centric information.
Construction of a Customer-centric
Information Store
Developing a Customer-centric Information Store
requires large-scale integration of disparate data from
multiple sources. Three factors are critical to its success:

Clickstream
Data
(e.g., Accrue,
NetGenesis)

ERP Data
(e.g., SAP,
JD Edwards,
Peoplesoft,
Baan)

Scalability: Companies tend to underestimate the volume

of data that is required for developing a comprehensive


360-degree view of customers and visitors. Clickstream
data alone can consume several gigabytes every day.
Transactional data, third party and ERP data add
exponentially to the volume. Detailed, atomic level
capture and retrieval of every customers profile,
preferences and transaction history places additional
capacity demands on the technology architecture.
Companies must plan for terabyte sized Customer-centric
Information Stores.
Flexibility: The Customer-centric Information Store
must accommodate multiple data models and database
architectures, and allow for integration with other
back-end information systems. Without this flexibility,
the usefulness of this engine will diminish over time.
Customer information stores are dynamic, growing
entities that have to keep up with every customers
interaction with the company.
High Performance: Speed and accuracy of access to

customer-centric information is essential for enabling


a true value exchange with customers. Likewise, the
ability to aggregate information at differing levels of

Sales Force
Automation
(e.g., Siebel)

3rd Party
Data
(e.g., Acxiom,
Polk)

Transactional
Data

Call Center
Data

INTEGRATED
3rd Party
Content Feeds
(e.g., Weather,
News, Finance,
etc..)

CUSTOMER CENTRIC
INFORMATION STORE

Legacy
System Data
(e.g.,Oracle)

Figure 6: 360-Degree Customer Information


Successful eCRM depends on an integrated view of a customer. This requires combining data from multiple sources.

abstraction (e.g., transaction, customer, and zip code)


makes it possible to discern patterns of customer
behavior (e.g., sizes of clothing sold by zipcode). In
automotive engineering, sports car engines provide the
ability to drive at high speeds, turn around tight corners
precisely and deliver flawless performance on by-lanes,
country roads or highways. Similarly, a high performance
Customer-centric Information Store provides accurate
information that can be captured in any part of the
information store at any level of granularity with
maximum flexibility and responsiveness to demand.

The Customer Information Store provides the


foundation for successful eCRM
Effectively applied, the Customer-centric Information
store decreases customer attrition rates and improves
retention. Over time, the Customer-centric Information
Store forms an inventory of customer trust and loyalty,
becoming a valuable corporate asset and giving an
enterprise a source of competitive advantage.

Key Benefits of a Customer-Centric Information


Store are:
Ensures an informed and seamless dialog with
customers across all touch points, i.e. presenting
a single face to the customer

Achieves consistency of facts and definitions across


corporate functions
Coordinates information between bricks and mortar
and online initiatives
Formulates an increasingly rich picture of each and
every customer as data volume increases
Presents a unified data set for analytically-rich
campaign formulation, execution and testing

SCENARIO

ACTION

PROBLEM

SOLUTION

Compromising the Offer:


Customer Erik Jones has
shopped several times online for
sleeping bags, but always
abandons product before
purchasing

Web marketing campaign


ensues, offering Erik a discount
on sleeping bags

Erik has been pricing sleeping


bags online and purchasing at
the brick and mortar store

Integrate all Data

Making the Wrong Offer:


Customer Sarah Gebian buys a
heavy metal CD online as a gift

Marketer sends Sarah several


promotional discounts on heavy
metal music

Sarah avoids purchasing at site


again because she is constantly
pestered by heavy metal
promotions a music genre she
hates

Integrate all Data

Figure 7: Partial Knowledge is Misleading


What happens when store transactional data is not integrated with clickstream data.

E NGINE 2: T HE A NALYSIS AND


S EGMENTATION E NGINE
Perfecting Customer Segmentation
Building trusted customer relationships depends on
accurate customer segmentation. The Analysis and
Segmentation Engine performs business analysis,
segmentation and prediction so that customer interactions
take place in an appropriate and personalized manner.
Without this engine, eCRM lacks the intelligence to be
effective - even if it has massive volumes of customercentric information.

Current Analysis and Segmentation Techniques


There are three major categories of analysis and
segmentation techniques: Online Analytical Processing
(OLAP), Data Mining and Statistics. Briefly, OLAP tools
perform complex queries on a database, Data Mining
tools discover unforeseen associations using patternmatching algorithms, and Statistical tools perform complex
mathematical operations on sets of data*. Each technique
has its strengths. Figure 8 displays typical eCRM application types and the best match with each of the three
techniques.

APPLICATION TYPE

QUERY EXAMPLES

Customer Loyalty

Customers by length of the customer relationship

OLAP STATISTICS DATA MINING

Customers who have bought multiple products over time


Top ten customers according to frequency of visits
Customer Profitability

Online sales per month compared to total sales


Top and bottom ten products sold online
Online and physical store customer correlation

Click Stream Anaysis

Visitors segmented by propensity to click through advertisements


Average number of pages visited per customer
Most popular entry and exit pages

Wireless Channel
Effectivness

Visitors segmented by propensity to click through advertisements


Wireless site visitors by new, returning, registered, or unregistered visitors
Correlation among income level, product group, and region

Market Basket Analysis

Top five additional items purchased in the same transaction as the top ten products
Customer percentage owning product Y who responded to marketing campaign
Top three items that are most likely purchased in the same transaction

Customer Service
Performance

Customer complaints by complaint type, salesperson, and region


Average time for customer complaint to be resolved through call center
Correlate fault reports by product, organizational unit and outcome status

Customer Satisfaction

Conversion ratings of customers by product, region, and demographics


Promotional and non-promotional sales to analyze promotion effectiveness
Sales of promotional items per month compared to last year's sales

Campaign Management

Portion of transactions containing at least one promotional item


Sales and inventory for first week of promotions A, B, and C
Sales volume during promotional and non-promotional periods

Figure 8: Strengths of Three Analysis and Segmentation Techniques


OLAP covers a broad swath of eCRM analysis types, ranging from customer loyalty and profitability to campaign
management. Statistics and Data Mining are more specialized in their applicability to eCRM.

* For a more detailed treatment of these topics, please refer to


Relational OLAP: An Enterprise-Wide Data Delivery Architecture MicroStrategy White Paper, 1994

Successful eCRM analysis and segmentation


starts with OLAP, supported by Statistics and
Data Mining
As Figure 8 suggests, no one technique covers the gamut
of eCRM applications. eCRM requires a combination of
Statistics, Data Mining, and OLAP solutions to perform
rapid, accurate and consistent customer segmentation.

data is stored, and the middle tier applications that are


used for complex analytical operations. This approach is
essential for extracting maximum benefit from an integrated Customer-centric Information Store. The hybrid
will successfully hypothesize, target a
sub-segment of customers, and verify results. Figure 9
illustrates the power of the hybrid approach for typical
marketing problems.

The new breed of analysis and segmentation is built


on iterative, Collaborative ROLAP (Relational OLAP)
tools and adds the best features of Statistical and Data
Mining analysis techniques. Together, they iterate a final
answer to analytical questions. eCRM marketing campaigns are inherently iterative since they require ad-hoc
questions about customer preferences, demographics and
transaction patterns. With Collaborative ROLAP, campaign formulation evolves through experimentation and
discovery. Iteration takes place between a server, where

Business Situation: Company X has spent $


millions on successive marketing campaigns.
Customer retention fails to improve. Profitability is
dropping. Wall Street analysts are asking tough
questions..

QUESTION

1
2
3
4
5

Who are our most frequent


shoppers?

Benefits of the Analysis and Segmentation Engine


Precise targeting of customer segments
Quantifiable, scientific basis for managing
customer interactions
Deeper, more insightful understanding of
customer demand patterns
Clear understanding of customer profitability
Determination of product/service attribute preferences
Identification of customer attrition risk factors

Challenge: Chief Marketing Officer suspects that


current personalized marketing campaigns are
wrongly targeted. Calls for best talent to run the
numbers and make recommendations for new
campaign effort.

ANALYSIS & SEGMENTATION ACTIVITY

Hypothesis from focus group interviews:


Frequent customers may shop at company Xs store
because they are conveniently located, not because
they are brand loyal. They could defect easily.

TECHNICAL APPLICATION
Query the database, applying statistical
functions to determine the top 20% of
frequent shoppers

Frequent Shoppers

??
? ?
? ?

What do they have in


common?

Attributes of
Frequent Shoppers

Do they live close to our


stores?

Frequent Customers
living near physical
store

Establish correlation between


location and sale frequency data

How can we resegment


them?

Verification of 3
customer segments

Verify 3 new customer segments:


frequent customers not living near a store,
frequent customers living near a store and
infrequent customers living near a store

How can a campaign be


constructed to reach these
three segments?

Integration of
segment details

Campaign A
Frequent Customers
Cross-sell and up-sell, ensuring continuing brand
loyalty
Anticipate additional products that customer values

Using Data Mining tools, identify


trends in the frequent customer segment

Campaign B
Frequent and Convenience-Based Customers
Offer coupons for products with affinities to
products bought by this segment
Offer incentive promotions to reward frequent
shoppers

OLAP queries the database for detailed


customer information on the three segments

Campaign C
Convenience-Based Customers
Promote simpler ways for customer to shop
Leverage geographic advantage and market
basket analysis to increase each transaction
value

Figure 9: The Power of an eCRM Analysis and Segmentation Engine


A powerful new breed of analysis and segmentation is emerging - iterative, Collaborative ROLAP. This allows companies to
sub-segment their customer base with increasingly sophisticated precision. The example above demonstrates how it can be
leveraged in a marketing campaign.

*Relational refers to relational database technology - a type of data representation that is


widely accepted as most suitable for ad-hoc analysis of data.

E NGINE 3:
T HE P ERSONALIZATION E NGINE
Personalization through technology
New technology makes it possible to personalize
products and services for large numbers of customers
in a cost-effective manner, by lowering the marginal
cost of personalization. Until now, personalized attention
and service were labor intensive and not scalable to
serve a large customer base without high costs.
Naturally, most companies provide personalized attention
to a small group of selected clients who are worth it.
Today, every Amazon.com customer gets personal
recommendations for books - in large part due to
Amazons personalization technology. The addition of
thousands of customers to Amazons base has a minimal
marginal effect on their cost to sustain this high level of
service. This scalable personalization is unprecedented
in business history.
Achieving this level of one-to-one service requires a
robust Personalization Engine. Engine 3 identifies
appropriate messages and offers necessary to create
valued one-to-one customer relationships with millions

of customers. It builds customer profiles, enables


customized products and services offerings and fosters
trusted relationships. The Personalization Engine leverages
the Customer-centric Information Store to provide a virtual
storekeeper who knows each customer, looks out for
their needs and knows when and how to reach them.

Customer Experience Personalization (CEP):


Moving beyond Rules, Filters and Inferences
Classic approaches to personalization fall into three
broad categories: Rules-based, Collaborative Filtering
and Inference Models (see figure 10 below). Customer
Experience Personalization (CEP) utilizes all three
approaches in conjunction with large volumes of
information to create a uniquely holistic experience
for each individual customer.
CEP Personalization is Database driven

CEP is proactive and data driven. For example, regular


National Weather Service reports on pollen count could
be used in conjunction with patient profiles to alert
specific asthma patients to renew their allergy medication.
This is superior to personalization that solely relies on
static information about customer transaction patterns.

PERSONALIZATION TECHNIQUE

DESCRIPTION

EXAMPLE

LIMITATIONS

Rules-based

Uses pre-specified rules


to take action

Send any customer from


a New Jersey zip code
a Frank Sinatra poster
offer

Rules require continuous manual change


Conflict resolution between rules require additional
rule-making

Collaborative
Filtering

Automatically compares
attributes of one set of
customer data with other
customers and provides
ideas for personalization

John likes suspense


novels. Others who have
purchased suspense
novels also typically buy
jazz CDs. So, offer John
a jazz CD.

Requires clear attribute definition for each


product type
Relies on an extensive base of similar customers

Inference Models

Uses data mining models


for finding patterns in
customer behavior

Sue likes to visit the


customer chat room
before making a purchase
over $1000. She has not
visited any chat rooms in
her last ten visits. She is
not in a buy mode.

Limited applicability for new customers


Requires complex statistical routines

Figure 10: Characteristics of Three Personalization Approaches


Traditional personalization techniques are limited. A more comprehensive approach is required for true Customer
Experience Personalization that is database driven, leverages customer subscription information and goes beyond the web.

Leveraging subscription-based information

Breaking away from the web

Customers and visitors dislike information clutter. Given


a chance, they will clearly indicate their preferences for
the type of information they like to receive, the periodicity of subsequent communication and the device for
reaching them. This information is a powerful tool to
enhance the level of personalization of customer experience. For example, a customers self-stated interest in
receiving news on Federal interest rate changes can be
leveraged by a bank to package news of an impending
rate hike with an offer for a low-interest credit card or
home equity loan. A good Personalization Engine
should include a set of tools to create subscription
services and interfaces that provide in-a-box capability.

Web-content personalization is necessary, but not sufficient, for CEP. A customer who responds positively to
a cleverly worded email may prefer brevity and clarity
in voice mail messages. True personalization demands
that each customer experience is rich and appropriately
tailored by the type of device. This provides greater
degrees of freedom to an eCRM initiative. Armed with a
powerful Personalization Engine, a company can provide
unique experiences to the same customer on different
devices. An added benefit of this is formulation of an
increasingly richer picture of customer preferences for
presentation and promotion.
Figure 11 illustrates how CEP achieves integrated
personlization across five important dimensions: who,
what, where, when and how.

Trading Service

School Service

Complaint Service

WHO:

STOCK BROKER:

PARENT:

SALES ACCOUNT

Who should be sent information services?


Dynamically generated lists from the analysis and

Trading Service

School Service

EXECUTIVE:
Complaint Service

segmentation engine coupled with subscriptionbased information generate a target list for
interaction.
Summary of detailed portfolio analysis

Voice synhesized report of school

Spreadsheet with customer complaints

by industry sector

closings in an interactive voice

sorted by severity level

response menu

and product type

Delivery via pager

Delivery via cell phone

Delivery via web

After 6pm must be notified

During school days, must be

Notify when critical customer

When should information services be sent to

instantly of unusual international

notified of child related school

complaints are made, notify via

customers? The CEP engine analyzes customer


behavior to offer products and services at the
time potential customers need them most.

stock trading volumes

closings via telephone.

email from 9-5pm, via

WHAT:
What content should be included in these
customer information services?

WHERE:
Where should the customer information service
be delivered? This involves effectively utilizing
knowledge of customer contactpoints (e.g.,
email, phone, WAP phone, pager).

WHEN:

HOW:
How should the information be incorporated into
the customer information service? CEP will
dynamically alter content and format information
to effectively deliver it though the appropriate
customer communication device.

phone after 5pm.

via. pager

Hello Jane, your


children's schools are getting
out early:
Press 1 for closure reason
Press 2 for traffic reports
Press 3 for weather reports

Figure 11: Customer Experience Personalization in Action


Customer Experience Personalization (CEP) breaks new ground in who, what, where, when and how to personalize for
each customer. CEP is more data intensive, goes beyond the web, and leverages user subscriptions to create value-added
services like the examples shown above.

10

E NGINE 4: T HE B ROADCAST E NGINE

Percent of Companies
40%

The Broadcast Engine enabling 24/7 customer


interactions:
Continuous customer interaction and value exchange
require 24/7 access to customers. While the web is
becoming increasingly pervasive, few customers are
on-line all day. However, they are increasingly reachable
through other communication devices. A recent META
Group study projects that the average number of
communication devices per consumer will quadruple
in the next three years (see figure 12).

35%
30%
25%
20%
15%
10%
5%
0%
1999 2000 2001 2002 2003
Source META Group 1999

Number of Devices
per Customer
4
3.5

Figure 13: Growth in Corporate Use of Wireless


Device Technology
Most companies are increasingly using wireless technology
for business operations. Implication: Integrated web,
wireless and voice capability is an eCRM requirement.

3
2.5

Characteristics of a Broadcast Engine

Multi-Media/Multi-Channel (MMMC) Capability: Static

1.5
1
0.5
0
1999 2000 2001 2002 2003
Source META Group 1999

Figure 12: Growth in Personal Communication Devices


Consumers have a growing appetite for multiple communication channels. Implication: eCRM initiatives need to
leverage this phenomenon.

A growing appetite for non-web communication is not


just a consumer phenomenon, but a business shift as
well. Corporate use of wireless technology is increasing
dramatically (see figure 13). Successful eCRM requires
an engine that reaches millions of customers wherever
they are: at home, via phone or TV set-top box; at
work, via email; or on the road via WAP phone or
pager. A scalable Broadcast Engine that is built on an
open architecture and supports all communication
devices enables this level of customer interaction.

text email has limited appeal and increasingly resembles


junk mail. Multi-media communication that combines
graphics, video and audio stimulates increased viewership. Reaching customers through the channels of their
choice is even more important. An email from an online
brokerage informing a client of a 20% fall in a stock is
useless if the customer is not online. Such information is
best delivered to the customers cell phone or pager.
Multi-channel broadcasting of personalized information
enables recipients to rapidly transform information into
action. An intelligent Broadcast Engine identifies and
delivers information by web, wireless and voice. It uses
text-to-speech synthesis, and capitalizes on the media
possibilities offered by each device.
Open Architecture: Rapid technological change
has brought new information sources, as well as
communication and information transfer services.
An open architecture allows for the integration of new
data sources and transmission methods as they emerge
(e.g., broadband media). In order to be open and
flexible, the architecture should adhere to Internet
protocols, have broad data base support, and open,
documented APIs. The open nature of the Broadcast
Engine will allow it to keep pace with e-business as it
continues to evolve.

11

Scalability: The Broadcast Engine must be capable of


reaching millions of users. Without large-scale reach,
eCRM initiatives will stall as a business grows.

Broadcast Engine Benefits


Integrated Channel Strategy: With multi-channel
capability, companies can leverage each channels
unique benefits. Few customers would like constant
interruptions on their cell phones giving them promotional
material. But a crisp voice message relating a significant
shift in stock prices would be appreciated. A tempting
product offer in a well crafted, graphically rich format is
best sent to a desktop PC email box connected through
a high bandwidth link. A Broadcast Engine enables an
integrated and flexible communications strategy for each
individual customer.
Increased Customer Switching Costs: Competitors are
a mouse click away on the web, so customers costs of
switching to other sites are low. Customers switching
costs increase as the number of channels of interaction
with the company increases. Fewer customers are likely
to shift to a new service provider if they have to renew
email addresses, cell phone numbers, and WAP phone
alert service numbers. A Broadcast Engine with
multi-channel capability increases the likelihood
of customer retention.

12

Speed to Transaction: The Broadcast Engine delivers

offers anytime and anywhere. The likelihood of brokering


or consummating a transaction increases dramatically
when a company can reach the customer first. A video
retailer can alert film buffs about new video releases
through a voice mail or pager and secure transactions
faster than stores that merely have web sites or storefronts.
The Broadcast Engine accelerates the speed of a
transaction cycle and allows a company to be first
to transaction.

E NGINE 5:
T HE T RANSACTION E NGINE
Interactions lead to trusted relationships
An effective Transaction Engine promotes information
exchange between every customer and the enterprise.
Like the small town shopkeeper who often conversed

Information
Gathering

with his customers and remembered significant details,


the Transaction Engine maintains customer contact and
transmits information to the Customer-centric
Information Store for later use. Leveraging the other
four eCRM Engines, the Transaction Engine develops
informed life-long customer relationships. (See example
in figure 14)

CUSTOMER ACTIVITY

DATA
SOURCES

Customer John Smith visits auto


manufacturer website for information
on SUVs.

Manufacturer
Website

Retrieve information from website

John wants to know Consumer Reports


ratings on SUVs.

Consumer
Reports

Search for external information initiated. Results broadcast to customer

John solicits opinions from other SUV


enthusiasts.

Automobile
Magazines

SUV articles from Car and Driver


and Road and Track are faxed
to John

John would like to test drive specific


models.

Dealer
Database

Text to speech call is generated


with data-driven voice menu to let
John arrange a time for a test drive

2
3
4
Transaction
Negotiation

Dealer
John wants to review Dealer Invoice price
and Manufacturer's Suggested Retail prices. Database

Dealership warehouse queried


for price information

John is interested in trade-in prices and


leasing information.

Dealer
Website

John is pointed to trade-in form at


dealer web site. John fills in the data
and is given "Blue Book" values

John's wife Jane wants to know how much


insurance they require for the SUV.

Insurance
Portal

Text-to-speech call is generated


with insurance options/prices and
a menu offering to fax policies
and forms to John

At the dealer's office, John wants specifics


on extended warranties.

Manufacturer
Website

Manufacturer sends warranty


information, satisfaction rating and
customer comments to John's WAP
phone

John and Jane decide to buy the car and


put in delivery requirements.

Dealer
Database

Information from the brick and


mortar store is recorded.

10

John and Jane sign all the paperwork and


complete the transaction.

Manufacturer
Website

Existing customer info is queried


to minimize paperwork

John and Jane decide to drive their SUV


to Florida for a vacation.

Travel Site

John is sent a web link for maps,


travel guides and campground
information

Two months later, John visits a jamboree


for off-road vehicles.

Dealer/
Manufacturer
Database

John is sent an email with an


invitation to special events
organized by the manufacturer
and dealer

7
Transaction
Closure

PostTransaction
Service

BACK-END TRANSACTION
ENGINE ACTIVITY

11
12

Figure 14: The Transaction Engine in Action


The Transaction Engine brokers information flow throughout a customers buying cycle. It facilitates information gathering,
transaction negotiation, transaction closure and post-transaction service.The example above shows the Transaction Engine
assisting a customer who is shopping for an automobile.

13

Brokering Informed Transactions


The Transaction Engine facilitates the value exchange
and provides a single interface to any set of information
sources. The Transaction Engine also acts as a third-party
purchase facilitator for the consumer. The consumer
provides relevant preferences via any device, and the
Transaction Engine vends the relevant information.
Smart consumers want trustworthy product information
before every potential purchase. To gain confidence in
their product purchases, customers will interact with
many vendors to gather information, conduct comparative
analysis and then decide which products to buy. The
Transaction Engine promotes and ultimately brokers
customer transactions.
Maintaining Customer Touch Points
The Transaction Engine manages the flow of information
and services through each customer device and provides

appropriate value-added features and functionality. This


is achieved by integrating closely with the Broadcasting
and Personalization Engines. The Table below shows
examples of the Transaction Engines value-added
services for several popular customer interaction
devices (see figure 15).

Avoiding Inundation
Companies will have billions of interactive customer
contacts a year. They have to avoid inundating customers
with unwanted information and services. Through the
utilization of subscription methods (via web, wireless
or voice) customers can sign up for unique interactive
information services based on their own preferences.
The Transaction Engine performs this function, keeps
track of the customer subscriptions and uses this
information to initiate interactions with individual
customers (see figure 16).

DEVICE

TRANSACTION ENGINE SERVICES

Web

Serves personalized web pages


Provides shopping cart functionality
Includes standard forms for commonly used functions (e.g., log in, log out)
Provides one-click purchase mechanisms

Email

Serves HTML pages


Provides personlized hyperlinks to shopping/special areas
Attaches documents, spreadsheets, sound clips to standard email

Phones

Incorporates dynamic voice response menus


Includes phone session management functions (e.g., prompts)
Provides streaming audio
Incorporates speech synthesis and speech recognition
Provides push-button mechanisms

WAP Phones (Wireless Application Protocol)

Enable mobile commerce and interactive information analysis

Personal Digital Assistants & Pagers

Provides response options (e.g. one button response email)

Set-top TV box

Inserts streaming audio and video


Provides one-click purchase mechanisms

Figure 15: Leveraging Every Device


Every type of communication device can be enabled for transactions. A good transaction engine is responsible for
providing built-in facilities to leverage all major category of consumer devices.

14

Positive Attitudes on Commercial Email


% response
45 % With prior permission
7 % Unsolicited
Source INT Strategies, MicroStrategy

Figure 16: Attitudes About Commercial Email


Most consumers dislike unsolicited communication; eCRM
initiatives must minimize the risk of inundating the customer. They can do this by seeking customer permission.

Importance of Permission
Without the customers permission, a company is
locked out of a potentially lucrative relationship. As part
of the value exchange, customers grant companies the
permission to interrupt the flow of their daily life with
interactions. This is of significant value to the company
as it represents the customers trust and loyalty. These
translate directly to superior economics for campaigns
in terms of higher response rates and lower conversion
costs (see figure 17). Permissioning capabilities are a
core characteristic of The Interaction Engine.

Learning Relationships
Permission-based interaction allows enterprises to
engage in learning relationships with customers. With
every interaction with the customer, corporations learn
more about particular customers product, service, and
contact preferences. In order for customers to receive
comparable service from competitors they would have
to re-teach the competitor their preferences. This
represents a switching cost for customers which serves
to enhance customer retention. Figure 18 represents the
mutual benefits of a learning relationship.

CUSTOMER

COMPANY

Higher value

Increased
profitability

Higher trust
Better service
Timely, useful
information

Customer loyalty
More customer
knowledge
Effective
campaigns

Figure 18: Increasing Value of a Learning Relationship


eCRM fosters a win-win outcome. Both company and
customer see increasing returns in a mutually beneficial
relationship.
2.25%

Purchase
Response
Rate

Permissionbased
Email

1.5%

Direct Mail

Web Banner
0.01%
$2

$25-45

TV
Newspaper

$100

Customer Sales Conversion Costs


Source INT Strategies, MicroStrategy

Figure 17: Response Rates and Conversion Costs


Having a customers permission changes the economics
of one-to-one campaigns. They are less expensive and
more effective.

15

T HE F IVE E NGINES IN A CTION


Heres the eCRM scenario outlined earlier: A customer
visits a bricks and mortar store and registers at a kiosk.
Later, at home, the customer receives a thank you for
visiting email along with a special offer. Intrigued, the
customer clicks on the hyperlink to the online store,
gets friendly advice from a virtual shopping assistant
and designs his or her own wardrobe. A few days later,
the customer is alerted by a dynamically generated phone
call that a preferred sweater style has become available.
The customer makes a purchase by pressing keys on
the phone keypad and picks up the package from the
store that evening.
In the above example, the Customer-centric Information
Store (Engine 1) provides an integrated view of both
online and offline interactions between a company and
the customer. Likewise, the Analysis and Segmentation
Engine (Engine 2) helps to determine the type of
sweater the customer is likely to purchase. The

Customer Centric
Information Store

Analysis &
Segmentation Engine

Personalization Engine (Engine 3) provides the customized


wardrobe and shopping experience. The Broadcast
Engine (Engine 4) reaches out to the customer and
presents him or her with a unique bargain, while the
Transaction Engine (Engine 5) facilitates the flow of
information between the customer and company and
closes the ensuing transaction. This eCRM scenario is
made possible by an underlying technology infrastructure
powered by the Five Engines working together in a
seamless, integrated manner (see figure 19).
Increasingly, customers demand this level of personal,
attentive, value-added shopping experience. They
demand the one-to-one interaction that their grandparents
enjoyed, but presented to them in contemporary ways at
reasonable prices. Figure 20 shows another example of
using the eCRM Engines to create value for customers by
providing attractive service and product offerings at
appropriate times. The Five Engines play a central role in
enabling important facets of a companys interactions
with customers - permission, advice, trust and speed to
transaction.

Personalization
Engine

Broadcast
Engine

Transaction
Engine

Figure 19: The Five Engines of eCRM


Five engines together provide the platform for an eCRM business process.Without these five engines, eCRM is not a
scalable, defensible business practice for a company.

16

C ONCLUSIONS
The eCRM tsunami has begun and executives in every
major company will have to formulate and execute
an eCRM strategy rapidly in order to keep up with
competition. Since eCRM is an enterprise-wide
phenomenon, senior executives and general mangers
drive these activities in most companies. This white
paper was created to clarify critical technology issues
on eCRM in understandable terms without compromising
accuracy. The principal thesis can be underscored by
the following:

eCRM is a new chapter in Relationship Marketing


eCRM technology allows companies to build one-to-one
relationships with millions of customers. Through
numerous interactions, companies provide on-going
value to customers and gradually gain their confidence,
trust and loyalty. Companies now have the tools to
cost-effectively practice it on a unprecedented scale.
eCRM goes beyond the Web
The Internet is going wireless and reaches into popular
consumer devices like PDAs, land line phones, mobile
phones, WAP phones, pagers and set-top TV boxes.
Effective eCRM initiatives go beyond the PC-based
web and leverage the entire range of communications
technology in an integrated manner. The contemporary
version of the early American shopkeeper moves
smoothly from store, to web, to any device, anywhere
to serve customers.
Companies with the best customer data win
Classic factors of production capital, labor, technology
have diminishing strategic value in todays global, fluid,
surplus-ridden economy. Customer information and
trusted relationships have become the scarce factors
of economics. Companies that gather and organize
data around customers and use them intelligently to
maintain trusted customer relationships eventually win
in the marketplace.
eCRM technology is a strategic investment
Building a patchwork quilt of applications is neither
cost-effective nor flexible for the continuous rollout
of eCRM functionality. However, an effective platform
based on powerful customer information stores,
Analysis and Segmentation, Personalization,
Broadcasting and Interaction engines can form the
basis for competitive advantage.

9:00 AM
Trigger Event:
A tanker runs aground
offshore causing a major
spill in an ecologically
sensitive area.

Customer-centric Information Store


stores the incoming news report.

John Smith who is registered with


a financial services institution that
uses eCRM techniques, has a
portfolio with significant investment
in the oil industry. The spill suggests
increased stock volatility in this
sector. The Analysis and Segmentation
Engine selects investors such as John
for special messaging.
The Personalization Engine compares
John's portfolio to a well-balanced
standard and retrieves other market
and analyst information suggesting
movement in petroleum stocks.
Messages with this and alternative
investment choices are prepared for
routing via web, wireless, and voice.
The email is routed and John's cell
phone is called. John wants to know
more about the spill. A voice synthesis
of the oil company's respons is
read out.
John checks his email, and approves
the recommendation. He puts in a sell
order for several of his oil and
transportation sector investments and
a buy order for three low Beta utility
sector stocks.
The Market opens in New York at
9:30am and The Transaction Engine
confirms the order placement and
completion with a call to John's cell
phone at 9:32am. John avoids a
downturn in these sectors.

9:32 AM
John Smith's portfolio is
rebalanced and riskadjusted. The Smith
family's financial security
is protected.

Figure 20: Collapsing Time and Space to Serve Customers


In the above example, a financial services firm practicing
eCRM techniques swiftly acts on new information to serve
their clients.

17

A P P E N D I X : E N G I N E T E C H N I C A L S P E C I F I C AT I O N S
Engine 1: Customer-centric Information Store Engine Specifications
INTEGRATED CUSTOMER INFORMATION
Interfaces to multiple data sources and databases
Flexible database schemas to support multiple business models
and different types of customer information

Built-in tools for extraction, transformation and loading of data


Support for meta-data structures

DATA ACCESS
Online access to atomic level transaction information
Data mart capability to generate sub-sets of database for specific
applications or users

Real-time synchronization of information


Ability to drill across, drill down and drill up across all available
data

SCALABILITY, FLEXABILITY AND PERFORMANCE


Support for multi-tera byte data volumes
Support for a large number of concurrent users
Real-time monitoring and management of threads, caches and other data warehouse resources

Engine 2: Analysis and Segmentation Engine Specifications


COMPUTATIONAL FEATURES AND FUNCTIONS
Support for complex functions
- Statistical
- Financial
- Rank and time ordering
- Iterative
- Multi-dimensional

Support for analysis types


- Market basket
- Cross-sell and up-sell
- Correlation
- Cluster
- Campaign response behavior

DATA ACCESS FLEXIBILITY


Ability to handle star, snowflake, arbitrary and many-to-many
data models
Access to transaction level information

Ability to drill down from summary data to detailed reports

RECORDING AND TRACKING


Calculate complex relationship metrics like LTV, customer profitability, customer wallet share
Business performance ananlysis by segment, product, time, channel
ROI calculations for marketing campaigns

Historical or time-based analysis on existing data


Customer profile creation
Easy reporting and graphing capabilities

Engine 3: Personalization Engine Specifications


PRESENTATION SUPPORT
Conditional graphing and charting capabilities
XML (extensible mark-up language) and XSL (extensible style
language) support
Plain English messaging capability
Dynamic generation (on the fly) of charts and graphs

Excel spreadsheet attachment support


URL incorporation into messages
Multiple device support (e.g., all email types, all cell phone configurations)

RECIPIENT LIST GENERATION


Dynamic event-driven generation (e.g., change in interest rates)
Customer-subscription based list formulation
Analysis-based targeting of recipients (e.g., top 10%)

18

Time-based targeting (e.g., every weekday)


Exception-based (e.g., triggered by abnormal conditions)

Engine 4: Broadcast Engine Specifications


MULTI-MEDIA/ MULTI-CHANNEL (MMMC) EXECUTION
Dynamically generate XML and XSL code
Support for XML with XSL design interfaces for: HTML, plain text,
WML, TML
Support for email, fax, automated call centers, pager devices, cell
phones, snail mail, WAP devices and web site broadcasts and
future broadband media devices

Unified broadcast content management


Multilingual support to allow for the generation and execution of
campaigns that span multiple languages

OPEN ARCHITECTURE
Adherence to Internet Protocols: XML, HTTP, SMTP, WAP, SMPP
COM/DCOM: programming techniques that allow for bundling
and application customization

Broad data source support via ODBC for Oracle, DB2, SQL
Server, Informix, Teradata, and all other DB types
Open API for acquiring personalized data and content from any
source

SCALABILITY
High throughput: Tens of millions of personalized e-mails per day
24/7 availability/fault tolerances in relation to DB, web server,
network and mail server

Cluster architecture with delivery engines and primary distribution


management

Engine 5: Transaction Engine Specifications


INFORMATION FLOW
Link to multiple transaction servers (e.g., ATG, InterWorld)
Screen scrape from web sites (i.e. login to web-sites and mimic
human user interaction)

Support dynamic generation of dialog with customers (e.g., voice


menus)

MULTI-MEDIA MULTI-CHANNEL SUPPORT


XML based interaction dialogs
XSL - XML combination to customize data

Support e-mail, web, WAP devices, 2-way pagers, phones, and


future interactive devices

FLEXIBILITY
Clustered architecture
Integration with custom applications

Tools for building custom applications

RELIABILITY
Built-in fault tolerant features

Use of best practice security and cryptographic protocols

19

MicroStrategy has more than 800 customers around the world doing business in every industry.
This is a sampling of these valued customers.
AT&T WIRELESS

ECKERD

MERCEDES BENZ

PUBLIX SUPER MARKETS

AIR CANADA

EDDIE BAUER

MERCK-MEDCO

RALSTON PURINA

ALLIED SIGNAL

FEDERAL-MOGUL

MERISEL AMERICAS INC.

ROYAL BANK OF CANADA

ALTAVISTA SHOPPING.COM

FEDERATED SYSTEMS

METROCALL

ROYAL TRUST

AMERICAN EXPRESS TRAVEL SERVICES

FIRST UNION

MIRROR GROUP

SARA LEE BRANDED APPAREL

AMERITRADE

FOOD LION

MONSANTO

SHOPKO

AMICA MUTUAL

FOX ENTERTAINMENT

NA. ASSOC. OF SECURITIES DEALERS

SMITHKLINE BEECHAM

BARCLAYS GLOBAL

GE CAPITAL FLEET SERVICES

NETRADIO.COM

SNAP.COM

BELK

GLAXO WELLCOME

NDC HEALTH INFORMATION SERVICES

SPIEGAL

BELL ATLANTIC

GTE MOBILNET

NIELSEN MEDIA RESEARCH

SPRINT

BELL SOUTH

HALLMARK

NIKE

STARKIST

BEST BUY

HANNAFORD BROS. CO.

NINE WEST

TELEGLOBE CANADA

BEVERAGE DATA NETWORK

HARRIS TEETER

OHIO DEPARTMENT OF EDUCATION

THE LIMITED

BLOCKBUSTER

HUD

PACIFICARE HEALTH SYSTEMS

THE POLK COMPANY

BLOOMINGDALES

IBM

PAYLESS CASHWAYS

THOMSON FINANCIAL

BUDGET RENT A CAR

INTERSTATE NATIONAL CORP.

PAYLESS SHOESOURCE

TURNER ENTERTAINMENT GROUP

CABLE AND WIRELESS

JD EDWARDS

PETCO

UNITED AIRLINES

CALVIN KLEIN

KMART

PETSMART

UNITED STATES POSTAL SERVICE

CHUBB & SONS

KOCH INDUSTRIES

PREMIER

UNUM INC.

CNET

KOHLS

PROVANTAGE

USAA

CONOCO

LA CAIXA

VICTORIAS SECRET

CONTINENTAL AIRLINES

LEVI STRAUSS & CO.

VISA INTERNATIONAL

CVS PHARMACY

LEXIS-NEXIS

WARNACO

DAYTON HUDSON CORP.

LEXMARK

WARNER BROTHERS STUDIO STORE

EARTHLINK

LITTLEWOODS

WESTERN DIGITAL

LOYALTY MANAGEMENT GROUP


LOYOLA UNIVERSITY
MCI WORLDCOM
MEDIAONE
MENS WAREHOUSE

20

Worldwide Headquarters
MicroStrategy Incorporated
8000 Towers Crescent Drive
Vienna,Virginia 22182
U.S.A.
703.848.8600
703.848.8610 Fax
info@microstrategy.com
www.microstrategy.com
European Headquarters
MicroStrategy Ltd.
St. Martins Place
51 Bath Road
Slough
Berkshire SL1 3UF
United Kingdom
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44 (0)1753.826101 Fax

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Worldwide Presence
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The material presented is based upon information that we consider reliable, but we do not represent that it is accurate
and complete. No person should consider our distribution of this material as making any representation or warranty
with respect to such material and should not rely upon it as such.
COPYRIGHT NOTICE. Copyright 1999 MicroStrategy Incorporated, 8000 Towers Crescent Drive, Vienna, Virginia
22182 U.S.A. All rights reserved
TRADEMARKS: MicroStrategy, Strategy.com, Intelligent E-Business, MicroStrategy Web, MicroStrategy Telecaster,
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