Innovator Final 12/4 12/4/03 4:18 PM Page 17

JUDGES
In addition to Don Peppers and
Martha Rogers, Ph.D., the panel
of judges include accomplished
business leaders, adept in
customer-driven strategies.

Roy Barnes
Marriott Vacation Club International
John Deighton, Ph.D.
Harvard Business School
Prasanna Dhore
The Dreyfuss Corp.
Sheryl Kingstone
The Yankee Group
Gary Lemke
RealMarket
Chris McCann
1-800-Flowers.com
Jack Mitchell
Mitchell’s of Westport
Brian Murphy
Peter Prock
ratiopharm
Anita Rubino
Nielsen Media
Tim Ruder
Washington Post
Newsweek Interactive TWO POINTS EMERGE FROM THIS YEAR’S 1TO1
Jan Suter INNOVATOR AWARDS. The first: Customer strategy has truly
Syngenta Agro S.A.S.
Ed Thompson gone global. This year’s winners come from Peru, Ireland, South Korea
Gartner
the U.S and other countries. In fact, three awards were given to com-
Tom Trezise
DuPont panies for global and regional excellence. Three won for regional
Dennis Upton
Brother International work. The second point: Building the value of the customer base is
Roger Wakelin now a necessary part of growing a company. The winners represent
Merial Limited
Fred Wiersema ideas with impact. Look at the quotes that lead each page and you’ll
The Customer Strategy Group
see the basis for great thinking. The stories reflect that spirit. We call
John Yelland
Hewlett-Packard them the 1to1 Innovator Awards. But each is nothing without results.
Innovator Final 12/4 12/4/03 4:18 PM Page 18

1to1
innovator
awards 2003
GLOBAL
WINNER
Cendant Mobility
Danbury, Conn.

r esolving an issue with just one phone call is

every customer’s dream. Actually doing it when
you receive more than a million phone calls each
year is no easy feat. Still, that was Cendant Mobili-
ty’s ultimate vision when it launched Project
Resolve, an internal initiative aimed at answering
customer questions more quickly and professionally.
As a provider of relocation services to more than
2,000 businesses worldwide, Cendant Mobility helps
some 100,000 customers each year with transfer-
related real estate transactions. Each relocating
employee is assigned to a consultant and service is
coordinated exclusively by phone. Before Project
Resolve, the caller had to answer a series of questions
for the consultant to retrieve his/her file and only 52
percent of “first call” inquiries could be answered.
At the heart of Project Resolve was eContact, soft-
ware by Avaya that recognizes the incoming phone
number, links it to the customer file in the database,
“The world directs the call to the assigned consultant and dis-
ed “The Phone Zone” video in which employees,
including President Kevin Kelleher, illustrated the
best and worst telephone counseling practices.
While the total cost of Project Resolve was
$740,000, the company estimates it will save more
than one million dollars each year based on
increased productivity and call resolution. Customer
voice mail usage has declined 57 percent and one-
call resolution has grown by 60 percent. In addition,
98 percent of customers now receive a callback with-
in two hours of an unresolved call or voice mail.
A commitment to excellence and integration
in the contact center led to a huge positive
impact for Cendant. Change management
to implement the process also helped.
Judge Chris McCann, president of 1-800-Flow-
ers.com, called Cendant Mobility’s approach very
focused. “A clear understanding of customer impact

leaders in plays the customer profile on the consultant’s

screen. After installing it, the company made a series
was in place. Overall, communication, training,
measurement and the process improvement cycle
innovation of organizational changes to ensure the consultants are exemplary.”

and creativity were available to field incoming calls. For example,

it reduced the amount of time spent by consultants
Meanwhile, overall customer satisfaction ratings
have risen from 63 to 67 percent, which Cendant
will also be on administrative tasks in a workday to 15 percent expects will translate into higher levels of client
and reassigned that work to others. Training includ- retention and new business. ■
world leaders in
everything else.”
Harold R. McAlindon
GLOBAL
WINNER
Eastman Kodak Company
Rochester, NY

i f there’s a lesson to be learned from Eastman

Kodak’s New Digital Camera Owners (NDCO)
program it’s that online marketing can be successful
at driving offline sales. NDCO revealed that for every
dollar new digital camera owners spent online,
another eight dollars is spent offline. This is a signif-
icant development in the photographic industry as
the market shifts from traditional film processing to
digital capture and printing solutions.
Kodak launched NDCO in the face of stiff competi-
tion from other strong brands including Hewlett-
Packard, Olympus and Sony in an effort to drive sales of
digital camera accessories and other high-margin prod-
ucts such as inkjet paper and related consumables. The
program also sought to build brand loyalty and give
users of non-Kodak consumables a reason to switch.
Its strategy was to be the “friendly digital mentor,”
enabling users to create digital prints by incorporat-
ing techniques and accessories for better digital pic-
ture-making. E-mail was the primary form of
communication. Following a purchase, Kodak sent e-
mail messages every eight to 10 days for the first
month then every two to three weeks thereafter. A
A complex product needed a higher level
of customer communication and Kodak
stepped up through e-mail.
multimedia “webinar” also was created to lead con-
sumers through the specifics of their camera model.
Kodak’s goal was 30 percent readership of its
NDCO communication. It achieved 40 percent. At
the same time, 54 percent of “readers” were influ-
enced to buy Kodak products offline while 45 percent
were driven to switch to Kodak consumables. Results
were determined by analytic firm iKnowtion as well
as from tracking measures that were built into the e-
mail system. NDCO was executed using E.piphany AP
Platform, a $1.5 million implementation, which
Kodak reports was recouped in nine months.
Judge Gary Lemke, president of RealMarket, says
NDCO shows “excellent focus on building long-term
customer relationships in the context of the product
offering.”
Kodak is expanding NDCO by developing other
mailings that are triggered by levels of readership,
behaviors and situational activity. ■

c 2003 Carlson Marketing Group, Inc. All rights reserved. Peppers & Rogers Group is a Carlson Marketing Group Company. 1
Innovator Final 12/4 12/4/03 4:18 PM Page 19
“It is better to have enough ideas for some of them to be
wrong, then to be always right by having no ideas at all.”
Edward De Bono
GLOBAL
WINNER
Fifth Third Bank
Cincinnati, Ohio
o ne of the basic tenets of a one-to-one
marketing initiative is to upsell and
retain customers. Fifth Third Bank in Cincin-
nati recognized the importance of this theory.
Since following this practice, the company has
seen a 400-percent return on its event-trigger
marketing investment in the first six months.
Fifth Third sought to lower account closures
and diminish account attrition among cus-
tomers. The company had outstanding new
account growth and high account closure
rates. Further, 90 percent of retail deposits were
held by 20 percent of its customers. It became
vital to Fifth Third not to lose them.
To better manage its customer relation-
ships and to more completely understand its
customers’ financial needs and delivery
channel preferences, Fifth Third embarked
on an enterprise-wide customer initiative
called “Save or Sell” with several goals.
The company wanted to stem attrition
GLOBAL
WINNER
Hewlett-Packard
Oslo, Norway
n o big secret that the global IT market
had a tough 2002. Sales were plum-
meting and competition was fierce. The dou-
ble shot of lower sales and rampant
cost-cutting made profits tough to come by.
Something innovative needed to be done to
deal with the situation.
Hewlett-Packard’s Norway division saw a
novel approach. Rather than compete solely
on price and direct distribution, as its com-
petitors did, it decided to commit to a con-
tact center based strategy that would
position the company to achieve better rela-
tionships with its best resellers. It wanted
that new strategy to achieve a 30-percent
sales increase and a 20-percent customer
handling decrease.
In November 2002 the telephone account
management team (TAM) was formed to
gather information from its customer base
and make communications more proactive
and focused. TAM recruits staffers with sales
and marketing degrees, and develops their
c 2003 Carlson Marketing Group, Inc. All rights reserved. Peppers & Rogers Group is a Carlson Marketing Group Company.
rates that were sometimes as high as nine out
of 10 accounts, and to better manage cus-
tomer accounts.
By deploying Harte-Hanks’ Allink Daily
Deposit Builder, a behavior-driven marketing
application, Fifth Third can examine customer
data to see unusual changes that occur in
accounts. More than 900 banking locations
have had access to the system since March
2002 to spot anomalies. When an unusual
transaction is noted, such as when a direct
deposit stops, the customer service representa-
tives from the branch can contact the account
holder to ask if he needs additional banking
services to better manage his finances.
In addition to increased customer satisfac-
tion, service and retention, the sales teams
now average two sales to every five calls, ver-
sus the previous one sale to every 10 to 20
calls. On the customer side, of the customers
who touched through the Allink DDB/SOS
skills through 30 ongoing two-tier training
courses. The technology being used was key,
but HP focused more on the human aspects,
according to sales manager Lars Rinnan. The
team has taken the lead role in collecting all
customer contact and usage of data. That
data includes cross-channel files on all divi-
sions within the customer’s enterprise,
results on segments and products and value-
based campaign segmentation.
How do you beat a global IT
downturn and discount tactics
from the competition? HP formed
highly trained telephone account
teams to help consolidate data
and use the new information to
gain a competitive foothold.
program, new account attrition was cut by 50
percent; household attrition was lowered by
31 percent; and an additional $16 million in
Triple-digit ROI resulted from the
bank’s investment in cross-selling and
up-selling customers. Now it not
only serves customers better, it has
better tools to keep and grow them.
deposits and investments were generated.
Fifth Third Bank has since expanded to
include both business deposits and consumer
credit and plans to roll out the program to
additional branches. In the next year, Fifth
Third also wants to implement another solu-
tion from Harte-Hanks that will look to
reduce redemption rates from people who
cash out of their investments. ■
HP Norway currently uses all its customer
information (histories, activities, leads) to
build customer purchasing models, to distrib-
ute leads and to build specification tools.
While the commitment was daring, the
simple planning and execution of the con-
tact center beat even the most aggressive
goals. Each TAM member sold $2.05 million
of IT equipment per quarter. With a cost of
$14,000 per member, the ROI from the TAM
initiative was 1,400 percent. The closing rate
on all TAM leads is 85 percent.
“This was a well-done effort to get better
and more value from existing resources,”
says Innovators judge Fred Wiersema from
The Customer Strategy Group. “It’s almost a
textbook approach that may have the poten-
tial for adoption in other parts of HP.”
Next, HP plans to take the TAM approach
into the Sales Force Automation arena to dif-
ferentiate its sales team from competitors. It
will specifically focus on the small to mid-
market prospects. ■
2
Innovator Final 12/4 12/4/03 4:18 PM Page 20

1to1
innovator
awards 2003
GLOBAL
WINNER
Intrawest
Vancouver, British Columbia, Canada

i t’s rare to see a company launch a customer-

focused marketing effort and recoup its invest-
ment the first year. That’s exactly what happened at
Intrawest, developer and operator of 10 ski resorts, 30
golf courses and other vacation destinations across
North America. The company sought to maintain
double-digit growth last year even as the economy,
war and the SARS scare slowed leisure travel.
Although resort visitors represent a small segment
of the population, Intrawest didn’t have the tools to
conduct a targeted marketing campaign. Further-
more, it needed to sign up previous customers for sea-
son passes within a critical but narrow window. In
short, it had just three months to design and imple-
ment a marketing automation solution that would
generate $3 million in its first year.
After evaluating six vendors, Intrawest installed
Unica’s Affinium Model for predictive modeling
and Affinium Campaign for campaign manage-
“The innovate ment. It also established an internal CRM group to
To drive traffic to its Panorama Resort in British
Columbia, for instance, Intrawest created models to
predict which previous customers were most likely
to respond to its promotions. Materials then were
mailed in multiple waves to 7,735 households. The
customers the models predicted would visit booked
at a rate that was 133 percent above those who were
included but not identified by the models.
The new tools have improved the quality and
Predictive modeling and campaign
management help a resort management
company identify high-value segments.
quantity of the company’s campaigns, which grew
from 50 in one year to over 1,000. Consequently,
the company’s $3 million revenue goal was exceed-
ed by 30 percent. Judge Jan Suter of Syngenta Agro
S.A.S. termed the results “amazing,” particularly
given that the CRM capabilities were implemented

point is the drive the deployment. The group then conducted a

series of multi-faceted marketing initiatives during
“in a very short time.”
Now that it can identify high-value segments,
pivotal moment key seasonal purchasing periods. Automated cam- Intrawest wants to boost bookings during low occu-

when talented paigns to promote lodging packages and other

cross-sell opportunities also were used.
and motivated
people seek the
opportunity to
act on their ideas GLOBAL
WINNER
Memorial Hermann Healthcare System
Houston, Texas
and dreams.”
W. Arthur Porter
w hen Memorial Hermann Healthcare System
in Houston, became Texas’ largest non-profit
healthcare system through several hospital acquisi-
tions, preferred customer volume declined and cus-
tomer satisfaction remained stagnant.
Memorial Hermann recognized that it needed to
develop and integrate a customer strategy. Customer
data resided in several databases, resulting in informa-
tion-rich/knowledge-poor data sources. The organiza-
tion also had no correlation between employee
behavior and customer expectations because front-line
employees had no customer service accountability.
With the help of the Turning Point Group, it devel-
oped a customer vision and strategy that included a
customer database compiled from five data sources; an
intranet-based marketing campaign tracking tool; and
preferred customer satisfaction tracking tools that pro-
vide a dashboard for measurement. Two teams were
also developed—the Call Standards Team and the
Memorial Hermann Experience Team—to develop
standards for on-the-phone customers and face-to-face
customer interaction standards.
By utilizing preferred customer feedback, Memorial
Hermann improved communication at the hospital
pancy periods by making the right offer to the right
person through the right channel at the right time. ■
and increased awareness of products and services by
targeting preferred customers before, during and after
their hospital stays.
To develop initiatives in association with the CRM
vision, the Customer Guide Team, Membership Pro-
gram Redesign team and the Customer Lifecycle Test
Team, launched related deliverables. Some of those
include a patient and visitor guide that promotes all
hospitals as one system; communications that target
A series of acquisitions led to runaway
growth and messy customer communications.
Enter database management.
customers by lifestyles; direct mail programs that
offered rewards to preferred customers; and a plan to
acquire preferred customers.
All program goals were exceeded or met, including
improved customer satisfaction scores of 8.5 points, an
increase in employee mystery shopper results from 76
percent to 93 percent.
To build upon this platform, Memorial Hermann’s
CRM department has developed a 12-month plan to
deliver employee training. ■

c 2003 Carlson Marketing Group, Inc. All rights reserved. Peppers & Rogers Group is a Carlson Marketing Group Company. 3
Innovator Final 12/4 12/4/03 4:19 PM Page 21
1to1
innovator
awards 2003
GLOBAL
WINNER
MINI USA
Woodcliff Lake, NJ
n ot many brands list “smile factor” as one of
the elements they want to communicate in
a strategic campaign management initiative. But
not a lot of brands are like MINI.
Beginning in December 2002, the company that
makes the ultra-compact car and the quirky adver-
tising wanted to do nothing less than “re-invent
how automotive shopping is done online and make
the MINI an iconic brand,” according to customer
experience specialist James Finnegan. It also wanted
to drive a consistent flow of leads to the local deal-
er base. It already had a full-featured Web site to
support this goal. Next it set out to define the dif-
ferent stages in the customer buying experience and
design specific treatments for each customer group.
Thirteen individualized treatments were
designed. For example, registrants at the MINI site
were sent an e-mail providing information about
the car’s design, handling and “smile factor.” Users
“Innovation is who expressed interest in the brand, but did not
the creation of fully register were sent e-mails inviting them to
become “MINI Insiders.” Full registrants were sent
the new or the a user name and password and an invitation to
design their own car, using a palette of colors and
re-arranging accessories. Registrants who built their own MINI
received an e-mail encouraging them to send that
of the old in
a new way.”
Michael Vance
GLOBAL
WINNER
Scotiabank
Toronto, Ontario, Canada
c ompetition in the Canadian financial ser-
vices market has been growing due to the
arrival of new banks. At the same time, more dis-
criminating customers with higher expectations of
their financial institutions have emerged. Ontario-
based Scotiabank has capitalized on these changes.
The bank’s effort was based on modeling. First, a sta-
tistical data model tracked each customer’s individual
deposit transaction pattern. The statistical models
were updated monthly and eight months of transac-
tion history were analyzed. That’s more than 600 mil-
lion transactions. The information then set in motion
a series of automated events within Scotiabank’s cam-
paign management system from Unica. The system
compares customers’ transactions with their personal
thresholds, isolates those that are larger than normal,
checks customer profiles for marketing permissions,
segments customers based on contact history then
An unsettled marketplace gave this bank
an opportunity to get closer to customers
through better analytics.
c 2003 Carlson Marketing Group, Inc. All rights reserved. Peppers & Rogers Group is a Carlson Marketing Group Company. 4
Web Page to their local dealer. Those users next saw
an e-mail introducing them to the MINI online
“owner’s lounge” and the car’s warranty plan. And
after the customer visited the dealer and made a
purchase, an e-mail urged them to “mess with per-
fection” and customize the new car with accessories
like extra chrome and decals.
Innovative e-mail campaigns had a huge
impact on a brand that prides itself on
breaking the rules.
Each version of the targeted e-mails produced a
different response. Taken as an aggregate, MINI
sent more than 200,000 e-mails from January to
October 2003. The average click-through rate was
22 percent and conversion to actual customers was
11 percent. Most e-mail campaigns will only con-
vert 1-2 percent of all recipients. In terms of driving
leads to local dealers, the campaign proved to be a
powerful engine, with 83 percent of all dealer leads
originating from the online channel. Industry aver-
age is 20 to 25 percent.
Based on analysis of the 2003 results, MINI plans to
define even more subsets of its customer base. The e-
mail campaign will then be expanded accordingly. ■
releases a file of customized sales leads.
The company sends the electronic leads to the desk-
tops of its 5,000-member sales staff. The system allows
the sales leads to be distributed immediately, linking
the leads directly to live customer profiles. Branch
managers then contact customers via telephone to dis-
cuss their financial situation. The objective of each call
is to set up a face-to-face meeting to address immediate
financial needs. Finally, customer contacts, follow-up
meetings and sales results are recorded in the system
and linked with the original sales lead for analysis.
Throughout a regional two-month pilot in 2002
and since its national rollout in November 2002, the
program has achieved results. Some include a 52-
percent lift over the non-contact control group; a
new balance growth of 23 percent among contacted
customers; and improved sales force efficiency with
a time savings of three to five minutes per lead.
Building upon the success of the Significant
Deposit Event-Triggered Sales Lead Program, Scotia-
bank has since launched four additional event-trig-
gered initiatives, including a Significant Withdrawal
Event-Triggered sales lead campaign. ■
Innovator Final 12/4 12/4/03 4:19 PM Page 22
GLOBAL
WINNER
Telefonica del Peru
Lima, Peru
t o a consumer, here’s what Telefonica del
Peru looked like: If you had an issue with
cable TV service you contacted its cable TV
division. Problems with cell phones or long
distance service, took you to a separate Tele-
fonica phone company. And if you wanted to
inquire about Internet service while signing
up for a business phone account, the
employee wouldn’t have the information or
authority to get that done.
Telefonica market manager Javier Ramos
Perez says in 1999 the company’s customer
relationships were “chaos.” Satisfaction rates
hovered at 55 percent. Top customers
protested more about service than they
praised it. That has changed. Thanks to a
sweeping commitment to customer strategy,
Telefonica has reorganized itself around its
Most Valuable Customers, and in the process
now presents an integrated telecommunica-
tions service company.
The change has been accomplished
through a program called Cliente Preferente.
Its main objectives were to reduce churn,
improve cross-sell and up-sell opportunities,
and increase customer knowledge so that
MVC relationships could be developed. First
GLOBAL
WINNER
Vodafone Ireland Plc
Dublin, Ireland
v odafone Ireland is an example of using
innovation to improve process and per-
formance that’s far from broken. The coun-
try’s leading mobile phone operator has a
customer base of more than 1,765,000 peo-
ple and a total of 1,500 employees. Vodafone
holds 56 percent of the market share in Ire-
land, with total mobile penetration at 79 per-
cent. With most of its customer contact
handled by a traditional reactive contact cen-
ter, a new initiative in September 2002 repo-
sitioned its focus and revenue goals.
Vodafone Ireland wanted to develop a sales
training program to shift the mindset of the
Customer Service Reps to a sales and market-
ing mindset.
The initiative was called Next Best Activity
—NBA. It used existing customer data to
maximize the individual effort of each con-
tact center agent and matched that effort
with the needs of each contact-center cus-
tomer. An internal marketing effort first posi-
tioned the NBA strategy to call-center
c 2003 Carlson Marketing Group, Inc. All rights reserved. Peppers & Rogers Group is a Carlson Marketing Group Company. 5
a combination of in-house and outsourced
technology was developed to clean the com-
bined database. Then unique customer
codes were built leading to the segmentation
of MVCs. Rewards and loyalty programs for
those customers were developed, reaching
across all the different Telefonica divisions.
The program is based on two-way customer
communication. A customer contacts the
company to complain or inquire about ser-
vices. After a contact center agent gets the
proper information, settles the issue with
the customer and takes advantage of sales
opportunities, the customer can also be
enrolled in rewards programs, service dis-
counts and newsletters.
The centralized call center was launched
with a specialized customer care division to
assure a higher level of service. All Cliente
Preferente employees were given special
training with an emphasis on developing a
one-to-one culture.
“This was a strategically comprehensive
New strategy makes a murky
company clear to its best customers.
employees, who were trained in putting the
“right product in front of the right customer
at the right time,” says Ailish Ryan, sales
development manager, CRM Programs. Cus-
tomer data and usage patterns were analyzed
for each individual customer. Instead of
reacting and fixing mobile phone complaints
they would now identify the customer’s
NBA, such as “Call a Friend” services or text
alerts. MIS development to track this activity
was installed as well. A sales incentive
scheme was developed to restructure the
compensation of the employees.
The NBA program worked on two levels.
Internally, agents earned an average of 10
A company that already maintained
a strong leadership position used a
new contact-center customer initiative
to increase its ability to anticipate
problems and increase revenue.
Creativity
is thinking up
new things.
Innovation is
doing new things.
Theodore Levitt
effort that clearly defined the long-term plan
from a customer focused perspective,” said
Innovators judge Tim Ruder, VP marketing
for Washington Post/Newsweek Interactive.
“It had clear goals, clear metrics, clear execu-
tion—very well done.”
Telefonica is still building performance
indicators for each business unit. In 1999
only 51 percent of all customers felt that the
Cliente Preferente program was worth partic-
ipating in. That has skyrocketed to 99.2 per-
cent this year. Overall customer satisfaction
(on a 0 to 10 scale) has jumped from seven in
1999 to eight in 2003. ■
percent more money on top of their base pay.
They have a wider skill set and increased
training opportunities. On a revenue level,
222,929 NBA opportunities were generated
on average per month. Those resulted in
97,359 actual NBA offers and 14,899 conver-
sions. Average monthly NBA revenue:
$558,918. Average cost: $29,178.
Vodafone has also counted a 5- to 6- per-
cent uplift in customer satisfaction with
proactive information and services provided
during inbound contacts.
“Next Best Activity approach clearly shows
customer insight anticipation and respon-
siveness based on ROI and customer experi-
ence focus,” says judge John Yelland, director
of CRM marketing, worldwide operations, at
Hewlett-Packard.
For next steps Vodafone will take the NBA
program even closer to one-to-one market-
ing, incorporating new customer metrics
such as customer value, customer segment
and previous product usage. ■
Innovator Final 12/4 12/4/03 4:19 PM Page 23

1to1
innovator
awards 2003
GLOBAL
WINNER
Waters Corp.
Milford, Mass.

w aters Corp. became the dominant supplier of

analytical equipment to life scientists world-
wide by following the fundamental credo of its
additional revenue, while a 30-day reduction in sales-
cycle time has added another $300,000 to the bottom
line. Its service business, a former cost center, now
founder: Know your customer better than the compe- accounts for 18 percent of its revenue worldwide. Last
tition. So, when growth and acquisitions left the com- year the company, which employs 3,500, generated a
pany with 30 separate data systems that couldn’t share record $890 million in sales.
customer information effectively, management moved
quickly to install a single, integrated, enterprise-wide
“The process system. Its vision was to present a single face to its tens
A cleaner, more precise customer list
has made Waters one of the industry’s
of thousands of customers across all sales, marketing
of innovation and service channels. At the same time, it wanted to
best examples of ROI.

is, of course, convert its service business into a profit generator.

Since Waters’ back-office operation was built by
never-ending.” SAP, it elected to leverage that investment by
installing mySAP CRM software, including modules
Alan Greenspan
for Internet sales, field sales and marketing campaign
management. To date, the $5.1 million investment
has yielded a net return of $2 million in the form of
increased revenue generation, cost savings and
improved processes.
For example, a cleaner, more precisely segmented
customer list has enabled Waters to reduce the number
of pieces it mails while experiencing a 50 percent
increase in response rates. The ability to qualify sales
leads more efficiently has led to more than $800,000 in
1to1 Innovator Awards judge, Dennis Upton, CIO of
Brother International Corp., said Waters’ “initiative
and vision reflect a business view toward oneness of
purpose. The backing of top management along with
working with an incumbent vendor has driven their
process into the fabric of the company.”
From here, Waters hopes to extend its integration
beyond its enterprise to include customer laborato-
ries. Connectivity with customers could give
Waters the ability to troubleshoot its equipment
preemptively, scanning to see if it needs mainte-
nance and dispatching a service engineer before
something needs repair. ■

REGIONAL WINNERS

ASIA StarHub Pte Ltd. ASIA Amway

PACIFIC
WINNER Singapore
PACIFIC
WINNER Korea Ltd.
Seoul, Korea
StarHub, a Singapore-based info-communications company providing information, communica-
tions and entertainment services, has committed to answering 95 percent of its 400,000 monthly A network of independent business owners
incoming calls within 15 seconds. But its routing mechanism in place couldn’t accommodate this (IBOs) sells Amway’s products, ranging from cos-
need. With a projected annual customer growth rate of 30 percent, it became apparent that it had metics to vitamins. At Amway Korea Ltd., the
to implement a system that could meet its customer-service demands. full potential of that network was not being real-
StarHub revamped its IVR applications to provide callers with self-help capabilities, which ized. The organization couldn’t collect IBO
allows customers to obtain the latest information on StarHub’s products and services. StarHub has inputs or manage ordering procedures. There
empowered callers to choose. As a result, StarHub is experiencing faster call times, fewer aban- were also few IBO incentive promotions in place.
doned calls and shorter call wait times. That translates into a 13-percent increase in incoming calls; The company implemented an “I-Focus Market
a 10-percent reduction of billing calls; and a 23-percent increase in agent productivity. ■ Project” to change that. The process transitioned
the company into an organized and seamless
organization and ultimately realized a $23-mil-
LATIN
AMERICAN Merial S.A. lion profit in the first four months.
The I-Focus framework includes three process
WINNER Montevideo, Uruguay
programs. The Lifecycle Management program
At Merial South America, a price battle was raging from the sale of generic drugs. The Uruguay aims to provide the IBOs with training
pet and livestock pharmaceutical and vaccine provider ended up with prices almost 10 times programs. With the Premium Services program
higher than that of its counterparts dispersing generic drugs. came the contact center, Web site and IP
Jose Maria Penco, business manager at Merial S.A., says that a one-to-one strategy at the end user services. In tandem, Onyx developed a cam-
level was the only way to sustain the company’s market leadership. The goal was to retain key end paign management tool, and I3 deployed a
users with high lifetime value by cross selling and up selling to them. For example, Merial’s top 20 contact center. Now, the call center agents have
percent of customers were given special discounts on amenities, such as car rentals, hotels and a consolidated view of the customer. ■
restaurants. As a result, Merial maintained its customer base despite the competition’s low prices. EMEA Regional Winners were
Sales and profits estimated for 2003 are 29.6 percent higher than 2002. Other Innovator Award EMEA
WINNERS Hewlett-Packard and
Winner in the Latin American Region: Telefonica del Peru. ■ Vodafone Ireland

c 2003 Carlson Marketing Group, Inc. All rights reserved. Peppers & Rogers Group is a Carlson Marketing Group Company. 6
Innovator Final 12/4 12/4/03 4:19 PM Page 24

About the 1to1 Innovator Awards

Now in their third year, Peppers & Rogers Group's 1to1 Innovator Awards honor companies that have set in motion outstanding
customer-driven solutions within their business. The awards recognize the impact of customer-based initiatives in an organization.
A diverse panel of 19 judges from around the world, including Don Peppers and Martha Rogers, Ph.D., cofounders of Peppers &
Rogers Group, select the winners. The judging panel represents a broad array of customer-centric business perspectives from inde-
pendent academic, analyst, consulting and end-user sectors. Using statistical methodologies that were supported by SAS tools, the
judges' scores were compiled and overall values were assigned for each entry. These valuations were based on both qualitative
assessment as well as multi-level quantitative scoring in the universal program categories of strategy, implementation and results.

For the first time in 2003, awards were given in regional categories in EMEA, Asia-Pacific and Latin America. For more information
on the awards or to request a 2004 entry form, please visit www.1to1.com or email awards@1to1.com

About Peppers & Rogers Group

Peppers & Rogers Group is a management consulting firm recognized as the world's leading authority on customer-based business
strategy. Founded in 1993 by Don Peppers and Martha Rogers, Ph.D., the firm is dedicated to helping companies compete and win
by identifying differences within their customer base, and using that insight to maximize the value of each and every customer rela-
tionship. Led by 1to1® Magazine, Peppers & Rogers Group's independent media division extends its thought leadership and client
experience to more than 250,000 readers every week, through a broad array of print, interactive and custom publications.

Peppers & Rogers Group is a Carlson Marketing Group company, with headquarters in Norwalk, Connecticut. The firm main-
tains a global client list that includes AT&T Wireless, Bayer Corporation, Bentley Systems, BMW of North America, LLC, Boise
Office Solutions, DuPont, Ford Motor Company, Hewlett-Packard, Jaguar Cars, Lincoln-Mercury, Lowe’s, Merial, Microsoft Busi-
ness Solutions, Roche, SAP, Scottish Power, Telesp, The United States Postal Service, Verizon, Visa International, Wolters Kluwer
and Wyeth Nutrition.