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Dealers have to be more informed about their competition (and they nd it easier to be thus informed) because their customers are better informed as a result of the Web. My wife, Helena, and I were confronted with a problem. We had bought a condo in Fort Lauderdale, but our two cars were in Arlington, Virginia. We wanted to move one car to Florida and keep it there. I am not up to driving to Florida, and neither is Helena. So what could we do We used www.Google.com and entered Automobile Transportation. The rst name on the list was www.intercitylines.com, which specializes in moving cars in closed vans. The price was right, and we made a deal then and there on the Web. How could we have found such a rm without the Web The company is in Massachusetts, and it does not advertise in our Yellow Pages. This is what the Web is all about. So what does this mean for those who want to use the Web to sell to consumers today Manufacturers and catalogers need to have a really good site that has pictures and images of all their products and those products features. They need to: Make it easy for customers to look up their products. Have a guide to local dealers by Zip code. Use the Web to sell spare parts that dealers cannot or will not stock. Make it easy to print on a PC what the consumer sees on the Web.

In a medium bowl, combine the orange juice, ginger, sesame oil, and soy sauce. Add salmon. Cover and refrigerate for thirty minutes. Drain the fish and reserve the marinade. Place salmon fillets on a broiler pan lined with foil and oiled. Broil salmon ten to fifteen minutes or until it is opaque in the center. Put the reserved marinade in a saucepan and bring to a boil. In a separate small bowl, mix the cornstarch with the water. Add to the sauce and cook one minute until the mixture has thickened. Serve the salmon with orange sauce on the side.

T A B L E 1 4 - 4

7. As a result of the Life Matters program all but which of the following happened a. Thirty- ve percent more marketing campaigns were run in a 9-month period. b. Customers were ranked by RFM with a maximum score of 125. c. Annual marketing program savings were $3.5 million. d. There were 10 million customer contacts in 9 months, an increase of 25 percent. e. There were 48,000 new accounts opened. 8. In the Bank of Norway case study, all but which of the following resulted a. The bank added 2000 new total customers each month. b. There was a 60 percent conversion rate. c. The new database produced responses of 70 to 80 percent. d. There was an 1100 percent increase in the bank s conversion rate. e. The payback period for the database investment was 12 months. 9. The company rewarded its customers with a. Phone trade-in b. Donations to the Special Olympics c. Free movie rentals d. Price plans based on customer behavior e. All of the above 10. The company s benchmarks from the program included all but which of the following a. Reports produced in a few weeks b. Market-level analysis possible c. Messages that could be tailored to customer segments d. New elds added to the database e. Fields that permitted it to make predictive decisions

Portfolio Performance of the EMA-Like Dynamic Stop as a Function of the ATR Offset and Adaptation Rate Coefficient with an Initial Stop Parameter of 2.5 ATR Units

Tupperware used to be sold through neighborhood parties. They were fun. You saw everyone in the neighborhood, and you got the opportunity to buy some kitchen storage containers that you couldn t buy in stores. There is an old story about a Tupperware salesman who was all thumbs. He arrived at a party with a big box of Tupperware products and a catalog, but he did not seem to know his business. He took each item out of the box and could not remember its name or its price, or even what it was used for. He was an embarrassment to the group. After watching him ounder around for about 10 minutes, members of the party began to help him. They took items out of his box, looked them up in his catalog, and gured out the prices for him. Soon, everyone in the room was assisting this helpless man. By the time the party was over, the man had sold more Tupperware than most salesmen sold in a week. In fact, this was his standard method of operation. He always appeared befuddled. He sold Tupperware by getting customers involved.