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A stop, placed a certain number of volatility units away from the current price, will have a consistent probability of being triggered in a given amount of time, regardless of the market Use of standardized measures permits meaningful comparisons across markets and times EQUALIZATION OF DOLLAR VOLATILITY Just as exits must be held constant across entry models, risk and reward potential, as determined by dollar volatility (different from raw volatility, mentioned above), must be equalized across markets and eras This is done by adjusting the number of contracts traded Equalization of risk and reward potential is important because it makes it easier to compare the performance of different entry methods over commodities and time periods Equalization is essential for portfolio simulations, where each market should contribute in roughly equal measure to the performance of the whole portfolio.

BMW developed a unique program for building a relationship with prospects even before the prospect made a rm decision to purchase a car. The process was called Extending the Dialogue. BMW produces luxury cars that have a erce customer brand loyalty. At the time that BMW started this program, the entire luxury car marketplace was sharply down sales were 9 percent below the previous year s sales. In addition, BMW s key competitors, Mercedes Benz and Lexus, were expanding their product lines with strong product offerings. The start of the new BMW program was a real-time prospect scoring system that identi ed BMW s best prospects. The program was set up to communicate with these targeted prospects over a 6-week period. Before the program could begin, Kay Madati, director of relationship marketing, the genius behind the program for BMW, asked msdbm of Los Angeles for help in overcoming a number of signi cant obstacles: Twelve different data systems had to be combined into a common marketing database. BMW had to get multiple departments to cooperate with one another and to share their data freely with a central source. BMW had to create an environment in which there was unsel sh sharing of response and sales information among competing vendors. The company had to get a highly successful and independent dealer organization to share its information with BMW. It had to get prospects to describe their purchase intentions. It had to recognize that high-end consumers do not respond well to direct marketing efforts because they receive them from many companies.

The issue of dollar volatility equalization arises because some markets move significantly more in dollars per unit time than others Most traders are aware that markets vary greatly in size, as reflected in differing margin requirements, as well as in dollar volatility The S&P 500, for example, is recognized as a big contract, wheat as a small one; many contracts of wheat would have to be traded to achieve the same bang as a single S&P 500 contract Table II-l shows, broken down by year and market, the dollar volatility of a single contract.

It had to deal with the fact that many consumers computer equipment had slow Internet connections and Web browsers (like AOL) that could not receive HTML emails. BMW had not yet computed the lifetime value of its customers. At rst, BMW could not deliver personalized content about the products that the customers owned or were interested in. BMW lacked a scoring system to determine who would be a great or a valuable prospect. In the past, BMW had not used accurate methods of evaluating success, such as control groups. BMW had to shift from being an entirely product-oriented company to being a customer-oriented company.

Dollar Volatilities (First Line) and Number of Contracts Equivalent to 10 New S&P 500s on 12/31/l 998 (Second Line) Broken Down by Market and Year

The system that msdbm designed for BMW worked this way: First, BMW and msdbm pro led and analyzed current owners to determine who would make the best prospects, relying on both customer-supplied and appended data from 13 different sources. They decided to concentrate marketing dollars on these best prospects, using a 6-week communication program that involved both direct mail and email. They created lifetime value tables for the owners of new and used cars. They got a strong manager to work with the various vendors, internal departments, and dealers to encourage them to share information. They developed a process and methodology for a true relationshipbuilding system using not only the Internet but also data from BMW s legacy systems, changing and updating all systems so that they could receive and use responses from the prospects. They surveyed participants to receive feedback on the program, re ne the process, and improve the delivery system. They set up a control group to determine the effectiveness of the program.