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Thursday, June 16, 2011


Make your meetings work for you

You don't need another meeting. You need a better way to meet. You need WebEx web conferencing.

What is WebEx
web conferencing?

Web conferencing lets you connect with anyone, anywhere, in real time. WebEx combines desktop sharing through a web browser with phone conferencing and video, so everyone sees the same thing while you talk.

What do you need?

To get the most out of a WebEx web conference, here's all you'll need: A computer or wireless device with an Internet connection An audio connection - either through your computer or phone A webcam (optional)

Why meet online?

When you meet online, you remove many of the constraints that can make meetings a challenge — like getting everyone in the same place at the same time. With WebEx, you can: Save time and money in travel. Easily collaborate with distant colleagues and clients. Eliminate the hassle of emailing files and following up
by phone.
Make your meetings more productive and successful.

It's more than just meetings

Web conferencing lets you do almost anything you can do face-to-face. How you use WebEx is limited only by your imagination. For example: Hold a press conference. Demonstrate a product. Make a sales presentation. Conduct online training. Provide remote support. Collaborate on designs.

WebEx Communications Inc.
is a Cisco company that provides on-demand collaboration, online meeting, web conferencing andvideoconferencing applications. Its products include Meeting Center, Training Center, Event Center, Support Center, Sales Center,MeetMeNow, PCNow, WebEx AIM Pro Business Edition, WebEx WebOffice, and WebEx Connect
. In 2005 David Needle described WebEx as "the leading provider" of certain "online meeting applications".

History

WebEx logo used by WebEx as an independent company

WebEx was founded in 1996[2] under the name ActiveTouch [3][verification needed] by Subrah Iyar and Min Zhu. Zhu had co-founded Future Labs (one of the first companies to produce multi-point document collaboration software) in 1991.[4] Zhu met Iyar, then a vice president and general manager of Quarterdeck, when Quarterdeck acquired Future Labs in 1996. Iyar was named president of Future Labs, which had been made a Quarterdeck subsidiary, and the same year Iyar and Min went on to co-found WebEx. On March 15, 2007, Cisco Systems announced it would acquire WebEx for $3.2 billion.

Traveling Software, now known as LapLink, originally owned a software product called WebEx, which shipped to the public in June 1996. The LapLink product called WebEx was a utility to be run as a companion to be used for offline web browsing, a feature which is now integrated inside of most commercial modern day internet browsers. [5]

Traveling Software originally registered the WebEx trademark in May 1996.[6]

However, in 1999, after the original founder of LapLink returned as CEO, Traveling Software/LapLink.com sold the rights to the WebEx name to the company that is known today as WebEx.[7]

[edit]Securities

Before the purchase by Cisco, WebEx featured in the NASDAQ Global Select Market.[8]

[edit]Cisco acquisition

On March 15, 2007, Cisco Systems announced that it had agreed to pay $57 per share to acquire WebEx. The deal values WebEx at about $3.2 billion, or $2.9 billion when WebEx's cash reserves are factored into the price. WebEx's largest stockholder is Jan Baan with 9% of outstanding shares. In a press release Cisco said WebEx would "become a part of Cisco's Development Organization while maintaining its unique business model".[9] Cisco has also said that its long-term plan is to absorb WebEx at both a technology and a sales level.[10]

There is also increased use of WebEx as an online learning platform and classroom for a diverse set of education providers.[citation needed] The platform has worked for educational institutions because of real-time collaboration using an interactive whiteboard, chat, and VOIP technology that allows audio and video sharing. In distance-learning situations, while replacing the classroom with features, institutions have also looked for security features that are inherently strong in a Cisco powered collaboration environment[citation needed]. The downside is that WebEx is not a free platform like WiZiQ or Moodle and fees are paid per "host" of a classroom or a meeting. Some organizations are, however, beginning to integrate WebEx with Moodle.[11]

[edit]Services

All WebEx applications are built on the MediaTone platform and supported by the WebEx MediaTone Network (originally called the WebEx interactive network),[12] a global network intended for use with on-demand programs. The network was designed by Shaun Bryant, WebEx's Chief Network Architect,[13] and Zaid Ali Sr, Network Architect, to be one of the first SaaS platforms on the internet.

WebEx Application Suite The firm provides a suite of applications designed for business processes such as sales, support, training and marketing processes:

  • WebEx Meeting Center - recreates face-to-face meetings with real-time data, application-, voice- and video-sharing capabilities.
  • WebEx Sales Center - features automatic attention notification to alert sales professionals when they are losing a prospect’s attention, branded prospect portals providing a secure location to share information, and real-time sales analytics and reporting.
  • WebEx Training Center provides facilities for trainers, including breakout-session support and learner testing, tracking and reporting. In 2010 an on-demand LMS module was added , a component of the overall E-learning Suite
  • WebEx Support Center - allows support agents to identify, resolve and track customer issues within a secure, online support session
  • WebEx Event Center - intended for web seminars and events; WebEx Event Center includes automated lead-scoring, email-invitation management and an event-producer dashboard
  • WebEx LiveStream - intended for large events (100 - 200,000 attendees) that require onsite production, TV-quality video, voice, and powerpoint.
  • WebEx Consulting Services - expert teams can provide education, content, and delivery related to building online sales teams, universities, marketing programs, etc.
  • WebEx WebOffice - an on-demand collaboration suite designed for small businesses, with a document manager, group calendar, database manager, task manager and other collaborative business tools.
  • MeetMeNow and PCNow
    • MeetMeNow - a lightweight web meeting application for individuals, allowing them to conduct unlimited instant meetings with up to 15 attendees. Does not include custom-branded site.
    • PCNow - allowing users to securely access remote computers by using a mobile phone or web browser.

The company acquired Intranets.com in 2005, providing entrance into the small- and mid-size business market through the company's customer base of businesses with fewer than 100 employees. It acquired the ability to offer online collaboration tools such as discussion forums, document sharing and calendaring while Intranets.com provided access to the WebEx communications environment for its customers.[14]

On February 21, 2006, AOL and WebEx announced plans to launch a business version of AOL's instant-messaging software, AIM Pro, with additional features to help workers collaborate using conferencing tools offered by WebEx.

On September 26, 2006, the company announced plans to offer a web collaboration "mashup" platform called "WebEx Connect".[15]

[edit]Legal proceedings and inquiries

[edit]Goldman Sachs securities fraud investigation

As a result of a securities fraud investigation initiated by the SEC and by various state Attorney General offices, Goldman Sachs faced charges of issuing unfair research, including coverage of WebEx, and IPO violations. WebEx management allegedly dictated to Goldman Sachs analysts what the research should and should not include. WebEx maintains the management's information was accurate.[16] Another charge accuses Goldman Sachs of violating securities law in its allocation of shares in WebEx's initial public offering.[17]

[edit]Raindance lawsuit for patent infringement

On September 27, 2005, WebEx sued Raindance Communications, Inc., a competitor, for patent infringement. On October 14, 2005, Raindance filed a countersuit against WebEx for patent infringement. Both parties sought both damages and an injunction enjoining further acts they claim to be infringing on patents.[18] On March 31, 2006, the parties agreed to the dismissal of both actions, releases of claims for past infringement, payments associated with those releases, and cross-licenses to each other's patents. The agreement resulted in Webex receiving $1.0 million from Raindance.

[edit]


RELATIONSHIP MARKETING


Relationship Marketing was first defined as a form of marketing developed from direct response marketing campaigns which emphasizes customer retention and satisfaction, rather than a dominant focus on sales transactions.[citation needed]

As a practice, Relationship Marketing differs from other forms of marketing in that it recognizes the long term value of customer relationships and extends communication beyond intrusive advertising and sales promotional messages.[citation needed]

With the growth of the internet and mobile platforms, Relationship Marketing has continued to evolve and move forward as technology opens more collaborative and social communication channels. This includes tools for managing relationships with customers that goes beyond simple demographic and customer service data. Relationship Marketing extends to include Inbound Marketing efforts, (a combination of search optimization and Strategic Content), PR, Social Media and Application Development. Relationship Marketing is a broadly recognized, widely-implemented strategy for managing and nurturing a company’s interactions with clients and sales prospects.[citation needed] It also involves using technology to organize, synchronize business processes, (principally sales and marketing activities), and most importantly, automate those marketing and communication activities on concrete marketing sequences that could run in autopilot, (also known as marketing sequences). The overall goals are to find, attract and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. [1] Once simply a label for a category of software tools, today, it generally denotes a company-wide business strategy embracing all client-facing departments and even beyond. When an implementation is effective, people, processes, and technology work in synergy to increase profitability, and reduce operational costs.[citation needed

Development

Relationship Marketing refers to a long-term arrangement where both the buyer and seller have an interest in providing a more satisfying exchange. This approach attempts to transcend the simple purchase-exchange process with a customer to make more meaningful and richer contact by providing a more holistic, personalized purchase, and uses the experience to create stronger ties.

According to Liam Alvey,[1] relationship marketing can be applied when there are competitive product alternatives for customers to choose from; and when there is an ongoing and periodic desire for the product or service.

Fornell and Wernerfelt[2] used the term "defensive marketing" to describe attempts to reduce customer turnover and increase customer loyalty. This customer-retention approach was contrasted with "offensive marketing" which involved obtaining new customers and increasing customers' purchase frequency. Defensive marketing focused on reducing or managing the dissatisfaction of your customers, while offensive marketing focused on "liberating" dissatisfied customers from your competition and generating new customers. There are two components to defensive marketing: increasing customer satisfaction and increasing switching barriers.

Modern consumer marketing originated in the 1960s and 1970s as companies found it more profitable to sell relatively low-value products to masses of customers. Over the decades, attempts have been made to broaden the scope of marketing, relationship marketing being one of these attempts. Arguably, customer value has been greatly enriched by these contributions.

The practice of relationship marketing has been facilitated by several generations of customer relationship management software that allow tracking and analyzing of each customer's preferences, activities, tastes, likes, dislikes, and complaints. For example, an automobile manufacturer maintaining a database of when and how repeat customers buy their products, the options they choose, the way they finance the purchase etc., is in a powerful position to develop one-to-one marketing offers and product benefits.

In web applications, the consumer shopping profile can be built as the person shops on the website. This information is then used to compute what can be his or her likely preferences in other categories. These predicted offerings can then be shown to the customer through cross-sell, email recommendation and other channels.

Relationship marketing has also migrated back into direct mail, allowing marketers to take advantage of the technological capabilities of digital, toner-based printing presses to produce unique, personalized pieces for each recipient. Marketers can personalize documents by any information contained in their databases, including name, address, demographics, purchase history, and dozens (or even hundreds) of other variables. The result is a printed piece that (ideally) reflects the individual needs and preferences of each recipient, increasing the relevance of the piece and increasing the response rate.

[edit]Scope

Relationship marketing has also been strongly influenced by reengineering. According to (process) reengineering theory, organizations should be structured according to complete tasks and processes rather than functions. That is, cross-functional teams should be responsible for a whole process, from beginning to end, rather than having the work go from one functional department to another. Traditional marketing is said to use the functional (or 'silo') department approach. The legacy of this can still be seen in the traditional four P's of the marketing mix. Pricing, product management, promotion, and placement. According to Gordon (1999), the marketing mix approach is too limited to provide a usable framework for assessing and developing customer relationships in many industries and should be replaced by the relationship marketing alternative model where the focus is on customers, relationships and interaction over time, rather than markets and products.

In contrast, relationship marketing is cross-functional marketing. It is organized around processes that involve all aspects of the organization. In fact, some commentators prefer to call relationship marketing "relationship management" in recognition of the fact that it involves much more than that which is normally included in marketing.

Martin Christopher, Adrian Payne, and David Ballantyne[3] at the Cranfield School of Management claim that relationship marketing has the potential to forge a new synthesis between quality management, customer service management, and marketing. They see marketing and customer service as inseparable.

Relationship marketing involves the application of the marketing philosophy to all parts of the organization. Every employee is said to be a "part-time marketer". The way Regis McKenna (1991) puts it:

"Marketing is not a function, it is a way of doing business . . . marketing has to be all pervasive, part of everyone's job description, from the receptionist to the board of directors.

[edit]Approaches

[edit]Satisfaction

Relationship marketing relies upon the communication and acquisition of consumer requirements solely from existing customers in a mutually beneficial exchange usually involving permission for contact by the customer through an "opt-in" system.[4] With particular relevance to customer satisfaction the relative price and quality of goods and services produced or sold through a company alongside customer service generally determine the amount of sales relative to that of competing companies. Although groups targeted through relationship marketing may be large, accuracy of communication and overall relevancy to the customer remains higher than that of direct marketing, but has less potential for generating new leads than direct marketing and is limited to Viral marketing for the acquisition of further customers.

[edit]Retention

A key principle of relationship marketing is the retention of customers through varying means and practices to ensure repeated trade from preexisting customers by satisfying requirements above those of competing companies through a mutually beneficial relationship[4][5] This technique is now used as a means of counterbalancing new customers and opportunities with current and existing customers as a means of maximizing profit and counteracting the "leaky bucket theory of business" in which new customers gained in older direct marketing oriented businesses were at the expense of or coincided with the loss of older customers.[6][7] This process of "churning" is less economically viable than retaining all or the majority of customers using both direct and relationship management as lead generation via new customers requires more investment.[8]

Many companies in competing markets will redirect or allocate large amounts of resources or attention towards customer retention as in markets with increasing competition it may cost 5 times more to attract new customers than it would to retain current customers, as direct or "offensive" marketing requires much more extensive resources to cause defection from competitors.[8] However, it is suggested that because of the extensive classic marketing theories center on means of attracting customers and creating transactions rather than maintaining them, the majority usage of direct marketing used in the past is now gradually being used more alongside relationship marketing as its importance becomes more recognizable.[8]

It is claimed by Reichheld and Sasser [9] that a 5% improvement in customer retention can cause an increase in profitability of between 25 and 85 percent (in terms of net present value) depending on the industry. However Carrol, P. and Reichheld, F.[10] dispute these calculations, claiming they result from faulty cross-sectional analysis. Research by John Fleming and Jim Asplund indicates that engaged customers generate 1.7 times more revenue than normal customers, while having engaged employees and engaged customers returns a revenue gain of 3.4 times the norm.

According to Buchanan and Gilles,[11] the increased profitability associated with customer retention efforts occurs because of several factors that occur once a relationship has been established with a customer.

  • The cost of acquisition occurs only at the beginning of a relationship, so the longer the relationship, the lower the amortized cost.
  • Account maintenance costs decline as a percentage of total costs (or as a percentage of revenue).
  • Long-term customers tend to be less inclined to switch, and also tend to be less price sensitive. This can result in stable unit sales volume and increases in dollar-sales volume.
  • Long-term customers may initiate free word of mouth promotions and referrals.
  • Long-term customers are more likely to purchase ancillary products and high margin supplemental products.
  • Customers that stay with you tend to be satisfied with the relationship and are less likely to switch to competitors, making it difficult for competitors to enter the market or gain market share.
  • Regular customers tend to be less expensive to service because they are familiar with the process, require less "education", and are consistent in their order placement.
  • Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into better customer satisfaction in a virtuous circle.

Relationship marketers speak of the "relationship ladder of customer loyalty". It groups types of customers according to their level of loyalty. The ladder's first rung consists of "prospects", that is, people that have not purchased yet but are likely to in the future. This is followed by the successive rungs of "customer", "client", "supporter", "advocate", and "partner". The relationship marketer's objective is to "help" customers get as high up the ladder as possible. This usually involves providing more personalized service and providing service quality that exceeds expectations at each step.

Customer retention efforts involve considerations such as the following:

  1. Customer valuation - Gordon (1999) describes how to value customers and categorize them according to their financial and strategic value so that companies can decide where to invest for deeper relationships and which relationships need to be served differently or even terminated.
  2. Customer retention measurement - Dawkins and Reichheld (1990) calculated a company's "customer retention rate". This is simply the percentage of customers at the beginning of the year that are still customers by the end of the year. In accordance with this statistic, an increase in retention rate from 80% to 90% is associated with a doubling of the average life of a customer relationship from 5 to 10 years. This ratio can be used to make comparisons between products, between market segments, and over time.
  3. Determine reasons for defection - Look for the root causes, not mere symptoms. This involves probing for details when talking to former customers. Other techniques include the analysis of customers' complaints and competitive benchmarking (see competitor analysis).
  4. Develop and implement a corrective plan - This could involve actions to improve employee practices, using benchmarking to determine best corrective practices, visible endorsement of top management, adjustments to the company's reward and recognition systems, and the use of "recovery teams" to eliminate the causes of defections.

A technique to calculate the value to a firm of a sustained customer relationship has been developed. This calculation is typically called customer lifecycle value.

Retention strategies also build barriers to customer switching. This can be done by product bundling (combining several products or services into one "package" and offering them at a single price), cross selling (selling related products to current customers), cross promotions (giving discounts or other promotional incentives to purchasers of related products), loyalty programs (giving incentives for frequent purchases), increasing switching costs (adding termination costs, such as mortgage termination fees), and integrating computer systems of multiple organizations (primarily in industrial marketing).

Many relationship marketers use a team-based approach. The rationale is that the more points of contact between the organization and customer, the stronger will be the bond, and the more secure the relationship.

[edit]Application

Relationship marketing and traditional (or transactional) marketing are not mutually exclusive and there is no need for a conflict between them. A relationship oriented marketer still has choices at the level of practice, according to the situation variables. Most firms blend the two approaches to match their portfolio of products and services.[citation needed] Virtually all products have a service component to them and this service component has been getting larger in recent decades.[citation needed]

[edit]Internal marketing

Relationship marketing also stresses what it calls internal marketing. This refers to using a marketing orientation within the organization itself. It is claimed that many of the relationship marketing attributes like collaboration, loyalty and trust determine what "internal customers" say and do. According to this theory, every employee, team, or department in the company is simultaneously a supplier and a customer of services and products. An employee obtains a service at a point in the value chain and then provides a service to another employee further along the value chain. If internal marketing is effective, every employee will both provide and receive exceptional service from and to other employees. It also helps employees understand the significance of their roles and how their roles relate to others'. If implemented well, it can also encourage every employee to see the process in terms of the customer's perception of value added, and the organization's strategic mission. Further it is claimed that an effective internal marketing program is a prerequisite for effective external marketing efforts. (George, W. 1990)

[edit]The six markets model

Christopher, Payne and Ballantyne (1991) from Cranfield University goes further. They identify six markets which they claim are central to relationship marketing. They are: internal markets, supplier markets, recruitment markets, referral markets, influence markets, and customer markets.

Referral marketing is developing and implementing a marketing plan to stimulate referrals. Although it may take months before you see the effect of referral marketing, this is often the most effective part of an overall marketing plan and the best use of resources.

Marketing to suppliers is aimed at ensuring a long-term conflict-free relationship in which all parties understand each others' needs and exceed each others' expectations. Such a strategy can reduce costs and improve quality.

Influence markets involve a wide range of sub-markets including: government regulators, standards bodies, lobbyists, stockholders, bankers, venture capitalists, financial analysts, stockbrokers, consumer associations, environmental associations, and labor associations. These activities are typically carried out by the public relations department, but relationship marketers feel that marketing to all six markets is the responsibility of everyone in the organization. Each market may require its own explicit strategies and a separate marketing mix for each.

[edit]Live-in Marketing

Live-in Marketing is a term used to describe a variant of marketing and advertising in which the target consumer is allowed to sample or use a brands product in a relaxed atmosphere over a longer period of time. Much like product placement in film and television LIM was developed as a means to reach select target demographics in a non-evasive and much less garish manner than traditional advertising.

[edit]History

While LIM represents an entirely untapped avenue of marketing for both big and small brands alike it is not an all that novel an idea. With the rising popularity of experiential and event marketing[12] in North America and Europe, as well as the relatively high ROI in terms of advertising dollars spent on experiential marketing compared to traditional big media advertising, industry analysts see LIM as a natural progression.

[edit]Premise

LIM functions around the premise that marketing or advertising agencies go out on behalf of the brand in question and find its target demographic. From that point forward avenues such as sponsorship or direct product placement and sampling are explored. Unlike traditional event marketing, LIM suggests that end-users will sample the product or service in a comfortable and relaxed atmosphere. The idea behind this technique is that the end-user will have as positive as possible an interaction with the given brand thereby leading to word-of-mouth[13]communication and potential future purchase. If the success of traditional event and experiential marketing is shared with LIM then it could indicate quite a lucrative and fairly low-cost means of product promotion. However, due to the fact that this means of advertising is still in its infancy more research is required to determine the true success of such campaigns. Because LIM is a fairly new concept many agencies are only now beginning to incorporate it into their advertising and marketing portfolios. The first such company to explicitly offer LIM services was Hostival Connect in late 2010. It is expected that more and more agencies will begin to sell LIM type campaigns.

[edit]