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If you are going to give anyone credit for starting the CRM craze, it would have to be Don Peppers, with ample support from his partner and coauthor, Martha Rogers. Peppers s involvement with the concept, which Rogers and he call Marketing 1:1, dates from the summer of 1989. While working as a New York advertising-agency executive, Peppers received a last-minute assignment to give a speech at a meeting of the American Advertising Federation on the topic of the future of media. With little time to prepare, Peppers cobbled together a presentation that made two essential points. First, said Peppers, the new media would be different from the old media in a number of ways, including the following: 1. It would be individually addressable. In other words, instead of yelling at potential customers in groups one message to many you would be able to speak softly to them, one at a time, and even customtailor your message. 2. The media would be two way. You could speak to your customer and your customer would be able to respond. In other words, instead of engaging in monologue, you could have a real dialogue. 3. The new media would be cheap very cheap. In the past, if you wanted to address customers individually, about the only choice you had was the slow, cumbersome, and expensive postal system. And, if

Keep the disk (or drive, or card) in a safe place. If you use a jump drive that you also use for other purposes, make sure you don t erase the userkey.psw file. That s the file needed for password recovery.

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In order to keep Wall Street happy and make the projections the company had been promising, Mattel had asked major retailers in the quarter previous to DeRose s arrival to buy additional product millions of dollars worth with a promise from Mattel that the retailers would later get special discounts and special programs to assist them in moving the extra inventory Mattel s salespeople expressed serious concerns about the practice of inventory loading to DeRose They viewed it as a time bomb because they felt retailers like Toys R Us could never unload the glut of goods Their concerns appeared valid, because DeRose soon discovered that Mattel customers were still jammed with excessive inventory and he felt that forecasts put forth by the company were not achievable He told the con dant, I began to ring the alarm bell to Jill.

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I suggested that it was early enough in the year that actions could be taken to protect the pro tability by basically pulling in the reigns, such as reducing advertising for the year I was saying that we had severe problems that needed to be addressed In a memo to Barad, he stated that the company was short some $40 million to meet its projections for the year, and that Mattel should determine collectively how to address the pro t fallout As DeRose looked further into the matter, it became very apparent that Barad was a major factor in the inventory loading effort, that.

development processes in place before the next economic boom gives everyone another good excuse to ignore the problem. That means we have to get busy now. One of the thorniest issues facing software developers is human nature, or more precisely, our prejudices about the way we deal with creativity. As a species, we tend to believe that creative processes are inherently individualistic. We are not accustomed to organizing creative processes and we often assume that creativity itself is largely unmanageable, as if it were a force of nature beyond our control. When we think of creativity in the sciences, we imagine the lonely inventor in a cluttered workshop or the mad scientist in an isolated castle. We do not imagine teams of individuals with different strengths and varying degrees of talent. Instead, we see a solitary genius with a global view, a Renaissance man with every possible skill required to get the job done . . . all by himself. What a guy! I am embarrassed to admit that this delusion is especially prevalent among software developers. What is missing from the lone-inventor fantasy is the reality of collaboration, which depends on many people with different viewpoints coming together to solve a complex problem.

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