Definition of CEM

http://www.kinesis-cem.com/Insights/rewards_of_CEM.html
The Rewards of Customer Experience Management

Just when companies are becoming comfortable with the idea of CRM, a
new term has emerged: customer experience management (CEM). The two
are similar in many ways, not least in that they are both difficult to
define. The premises of CRM and CEM are quite different, however, and
best understood when compared side by side.

The idea behind CRM is that every time a company and a customer
interact, the company learns something about the customer. By
capturing, sharing, analyzing, and acting upon this information,
companies can better manage an individual customer's profitability.

CEM's premise is the reverse. It states that every time a company and
a customer interact, the customer learns something about the company.
Depending upon what is learned from each experience, customers may
alter their behavior in ways that affect their individual
profitability. By managing these experiences, companies can
orchestrate more profitable relationships with their customers.

Next one
http://en.wikipedia.org/wiki/Customer_experience_management
Customer experience management

Customer experience management (CEM) is "the process of strategically
managing a customer's entire experience with a product or a company"
(Schmitt, 2003, p. 17).

Next one

http://64.233.161.104/search?q=cache:RyGU3aPjpUQJ:www.optima.hr/dokumenti/Quest%2520%26%2520Ans.pdf+cisco+implementation+nice+cem&hl=en
Q&A About CEM

7 i already have a CRM system. do i need CEM too? if so, why?

The implementation of CRM is a major step toward building a business
with true value for customers. But CRM ends when the interaction with
the customer ends. It is geared toward effective execution on behalf
of the business, and in some sense CRM does indeed foster loyalty;
thus making it is easy to confuse the two. However, while building
loyalty and a strong brand is a by-product of CRM systems, sometimes
it is achieved and sometimes not. CEM is designed specifically for the
purpose of building and maintaining loyalty, and is therefore
considered a strategic solution that complements CRM.

Old-style suburbs returning to rescue city

Old-style suburbs returning to rescue city
By Darren Goodsir Urban Affairs Editor
July 23, 2005
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Related
What switches a project to fast track - signals coming up
Forget cul-de-sacs that make walking and driving a navigational drama. Take away large above-ground car parks, closeted communities and sprawling, energy-intensive homes that encourage rich residents to stay behind their doors.

In fact, ditch almost every planning principle that has been in vogue in Sydney for the past 15 years. Tomorrow's neighbourhoods, say the planners who are plotting hundreds of new suburbs for 160,000 people, will draw on features from some of our oldest towns and villages in an effort to bring back life and safety. And they will aim to replace what has become an insular, fortress mentality for many residents.

It is a back-to-the-future policy that aims to re-create village squares amid a mix of developments. Schools would be near shops, and walking encouraged over driving.

The Which Sydney Suburbs Work report, released last week by the Department of Infrastructure, Planning and Natural Resources, has guidelines for how new towns in the north-west and south-west will function. It notes bad planning, mainly in towns developed in the 1980s near Baulkham Hills. It explains how mistakes will be avoided.

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The State Government has set aside the sites for up to 30 per cent of the 600,000 homes it believes will be needed in the next 25 years. In some cases, the study is breathtaking in its simplicity, demonstrating how the city's recent sprawl - which has been built often with little or no support services - has seen rows of chillingly similar homes, but communities devoid of life and vibrancy.

The absence of proper planning has also promoted crime.

What is needed, the report concludes, is a return to grid-style suburbs, with multi-storey apartments near the town centres and transport links. More traditional homes - but smaller and less energy-consuming than recent houses - would lie beyond the centres.

Jobs, and a mix of home sizes and styles, are also considered essential. This mimics traditional suburbs in the inner and middle ring areas of Sydney.

The report concluded that a swathe of more recently built suburbs were a shambles and socially insular. They lack a mix of residential, retail and commercial services contributing to people needing to travel regularly outside their neighbourhoods.

This robbed suburbs of character and presence, and promoted excessive car use and a decline in the time residents spent communicating with each other.

The premise is that the solution can largely be found in the traditional pattern of suburban development, the report said.

"In many areas, the network of pedestrian and cycle routes, constructed between houses and across parks to facilitate access to shopping, open space and other services, have provided opportunities for crime, and are not safe to use, particularly at night.

"Often, newer suburbs have more open space than older suburbs, however, parks in these areas often tend to be located on difficult to develop, leftover land. They are poorly located, of a lower quality and less accessible."

The reports for the new land release areas have been placed on public exhibition until October 7.

A new Growth Centres Commission has been established to co-ordinate the building of suburbs. The former head of the Australian Securities and Investments Commission, Alan Cameron, leads the new body. It will also aim to ensure that services and a mix of job, transport and housing styles are developed.

Online retailer rankings

http://www.tmcnet.com/usubmit/2005/Jul/1161704.htm

CORRECTING and REPLACING Online Retailers Deliver Positive Customer Experience; IT Health Not Faring as Well, Keynote Reports
SAN MATEO, Calif. --(Business Wire)-- July 8, 2005 -- Please replace the release dated July 7, 2005 with the following corrected version due to multiple revisions.

The corrected release reads:

ONLINE RETAILERS DELIVER POSITIVE CUSTOMER EXPERIENCE; IT HEALTH NOT FARING AS WELL, KEYNOTE REPORTS

-- Amazon.com and Barnes & Noble Provide Best Online Customer Experience, L.L. Bean in Third Place

-- Williams-Sonoma and Walmart Provide Best Online Service Levels, Eddie Bauer in Third Place

-- Barnes & Noble Provides Customers Top Search and Product Research Functions

-- Walmart Built to Handle High User Loads

New competitive intelligence from Keynote Systems (Nasdaq:KEYN), The Internet Performance Authority(R), reports the online retail industry provides visually descriptive Web pages that meet customer expectations, but at times offset optimal speed and reliability.

Bezos article

http://www.alwayson-network.com/comments.php?id=10754_0_3_1_C

Jeff Bezos Reaches for the Stars
Jeff Bezos has just launched a brand-new company, and nothing about it—not the product, not the approach—is like Amazon.com.
Jeff Bezos [Amazon.com] | POSTED: 07.13.05 @07:30

This past fall, Amazon.com's founder and CEO, Jeff Bezos, sat down for an interview with Josh Quittner of Business 2.0. The meeting was part of the Churchill Club's annual "Dinner with Jeff Bezos." At this year's event, Mr. Bezos talked about how he went about building up Amazon.com, and why he's taking an entirely different approach with his new venture. Part Six of nine.

Quittner: If you were starting a business today, what would it be? I love the story about how you came upon online retail and you did it in a very methodical way. If you applied that same set of structures to what you see going on around you today, where would you say the big opportunity is?

Bezos: This isn't really an answer to that question exactly in the way you intended, but I am funding a new company today. And I'm going about it pretty much in the opposite way of how I started Amazon.com. With Amazon, I made a list of 20 different products and ranked them by a bunch of different criteria. It was extremely analytical.

Quittner: Why don't you tell us that story? You were at D. E. Shaw.

Bezos: I was, and I came across the fact that web usage was growing 2,300 percent a year. This was in the spring of 1994. Now, very few things grow at 2,300 percent a year, so I was very skeptical of the claim and asked a methodological guy to look into it. His name was John Quarterman—

Quittner: He didn't know what baseline web usage was.

Bezos: But he could measure the growth rate because he had sniffers at certain key internet hubs and he could watch how many packets were flowing by in web format; and so he could just measure the growth rates without even knowing the baseline usage. So once I believed that it was really growing that fast, then it was pretty clear that anything growing that fast—even if it had a fairly small baseline usage at the time and was fairly invisible, as it was for most people in 1994—would someday be everywhere. The question in my mind was: is there a business plan that makes sense in the context of this very rapid growth rate? I just started to delve into this. I thought "Wow, I'm one of the few people in the world who knows that the web is growing at 2,300 percent a year."


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Quittner: Even though [that fact] was actually published on the web.

Bezos: Even though it was published on the web in the spring of 1994. So of course, there were a lot of people working on a bunch of related stuff. There were people thinking of the software tool space. Mark Andreessen and Jim Clark were already hard at work on what would become Netscape Communications. They called it Mosaic at the time. You looked around and there were a lot of people working on this.

But one of the things that was still very early and very rudimentary, although there were some early efforts, was e-commerce. There were actually rules at that time which prohibited commerce on the internet because it was a government-funded entity, but already those rules were being broadly flouted. It was also clear that they already had plans to open it up to commerce within the next year. All those things were moving in the right direction, and so the question that I asked was: "What's the first, best product to sell online?"

I went to the Direct Marketers Association and got the list of all the things that were sold remotely. Apparel was the number one remote sales category. Gourmet food was number two. Way down at the bottom of the list were books, and the books category was only on there because of things like the Book of the Month Club, because there really are no paper catalogs to speak of that sell books.

I was sorting through these things. If you used the web in 1994, with the primitive browsers and the technology that was available at the time, it was a pain. The browser was always crashing and things didn't work right and your bandwidth was tiny, even if you had the best modem available at the time.

I concluded that if you could do something any other way, that other way would be preferable to doing it on the web. You didn't want to do apparel on the web, even though it was the best category, because apparel you could do very effectively through catalogs and through stores. This was my criteria: picking a category where you could substantially improve the customer experience along a dimension that could only be done on the web.

It turns out that selection is a very important customer experience driver in the book category. It also turns out that you can't have a big, paper book catalog; it's totally impractical. There are 50,000 new books published every year and you can't even have a big superstore. The biggest superstores have 175,000 titles and there are only about three that big. So that became the idea: let Amazon.com be the first place where you can easily find and buy a million different books.

Quittner: So using that same kind of logic today?

Bezos: As I said, I am funding a new company and I'm using the opposite logic.

Quittner: This one didn't work out so badly.

Bezos: Yes. But now I'm funding a company called Blue Origin that is building a space vehicle. This is just something I've wanted to do since I was five, so there was no analytical process involved in making that decision whatsoever.

Quittner: And you're doing it near the ranch where you used to summer?

Bezos: It's in Texas, but it's actually not that near my grandfather's ranch. This is in West Texas. We chose the location there in West Texas to do the launches from because it is such a remote place.

Quittner: I read somewhere that you get a phenomenal number of people applying for jobs there every year.

Bezos: You know, space is one of those things that a lot of people are very passionate about. I'm a defender of NASA because I look around, and I can't find any other government organization that inspires five-year-olds. At least they win on that count. That's actually a pretty big deal.


Part One: Bezos Admits His Mistakes

Part Two: No TV Ads for Amazon.com

Part Three: Way Beyond Books

Part Four: Google is No Threat

Part Five: Back from the Dead