>1TO1 IN ACTION WHITE PAPER SERIES

Measuring
the Returns From
Social Media
Acxiom............................. 4 Jive.................................. 7
Engaging Consumers with Real-Life Examples of
Direct Social Media Marketing Social CRM

Attensity.. .......................... 5 Lithium.. ............................ 8

Harnessing Social CRM The Business Case for
with LARA Social CRM

eGain.. .............................. 6
Harvesting Social Knowledge
for Customer Service

BRANDED EDITORIAL
 Measuring
the Returns From
Social Media
B y all accounts, social CRM is red hot. And it’s no wonder: Combining the intimacy of
CRM with the breadth of social networks and online communities is a powerful way
to increase customer engagement.
Consider recent statistics: Twitter has surpassed 75 million users, while Facebook recently
reported that it has a whopping 400 million active monthly users. Socialnomics reports that
96 percent of Gen Y consumers have joined at least one social network, and more than 1.5
Now is the time for
million pieces of content (e.g., articles, blogs, links, photos) are shared on Facebook alone
organizations across
each day. Additionally, about one third of bloggers post opinions about products and brands.
industries to use
According to a July 2009 Nielsen survey of 25,000 online consumers from 50 countries, 90
social CRM to get
percent of respondents said they trust product and brand recommendations from people
closer to customers
they know. Socialnomics finds that only 14 percent trust advertisements.
and to react more
With all this influence shifting online, now is the time for organizations across industries
quickly to trends.
to use social CRM to get closer to customers and to react more quickly to consumer trends.
According to industry expert Paul Greenberg, social CRM is a strategy “designed to en-
gage the customer in a collaborative conversation in order to provide mutually beneficial
value in a trusted and transparent business environment.” Ideally, this means combining the
best aspects of CRM and social media to create a strategy that uses deep customer insights
to foster deeper customer relationships. It includes such activities as running a company-
hosted customer community to gather feedback, delivering Twitter-based customer service,
and using information gathered from social networks to track customer sentiment.
Although “soft” benefits like customer engagement are clear, “hard” benefits can be elu-
sive. Placing financial metrics such as return on investment (ROI) around social CRM efforts
has proven to be daunting for many companies, says Don Peppers, founding partner at Pep-
pers & Rogers Group. “We’ve not yet come across any organizations that have been able to
successfully measure social CRM returns using hard financial metrics such as net present
value or increased cash flows,” Peppers says.
Even so, social CRM delivers real impact. Companies can obtain measurable improve-

BRANDED EDITORIAL 2
 Studies by Forrester Research have determined
that the ROI for customer service communities is
nearly 100 percent within 12 months.
ments in their business performance through social CRM
initiatives even if traditional financial metrics can’t easily
be applied. Organizations can harvest social knowledge to
learn more about their customers, concerns, needs, behav-
iors, and preferences. Taking action based on that informa-
tion can help to improve customer satisfaction and build
loyalty. They can use social media channels to listen to cus-
tomer feedback and create forums for product innovation.
This can drive up both engagement and sales. And they can
discover and engage influencers. As many companies are
beginning to discover, power bloggers and Twitterers can
have a dramatic effect on business through brand recom-
mendations and word-of-mouth endorsements.
Call deflection calculations
One area of social CRM where companies can often de-
termine ROI is online communities, says Peppers. For in-
stance, an organization that uses social media to listen to
customers can track how many complaints it intercepts
online and prevents from reaching its call center. Combin-
ing this with estimated cost avoidance delivers a hard-dol-
lar cost savings. By some estimates, each call to a contact
center costs a company about $8. But the cost to resolve
problems online typically costs a fraction of that amount.
The value of call deflection also can be determined by
measuring call volumes before and after a social network
connection has been deployed, says Natalie L. Petouhoff,
Ph.D., an analyst at Forrester Research. The savings can
U.S. Consumer Preferences for Company Usage of Social Media
Identify service/support issues and
contact consumer to resolve
Host an online community on the
company website
Participate in relevant communities
run by consumers
Monitor conversations to research
consumer issues and requirements
Form a group on a third-party site, such
as Facebook, LinkedIn, etc.
0 10
Source: “The ROI of Online Customer Service Communities,” by Dr. Natalie L. Petouhoff, Forrester Research, Inc., June 30, 2009.
BRANDED EDITORIAL 3
then be calculated by multiplying the cost per call against
the number of calls deflected. Studies by Forrester Research
have determined that the ROI for customer service communi-
ties is nearly 100 percent within 12 months, Petouhoff says.
Petouhoff cites as an example Lenovo and its experiences
after it acquired IBM’s PC Computing division in 2005. After
the deal concluded, Lenovo executives noticed that its cus-
tomers were talking about its products in third-party forums,
such as notebookreview.com. Lenovo’s executives were con-
cerned that they were being left out of these conversations.
Consequently, Lenovo launched its own peer-to-peer on-
line community. Its goal was to learn more about customer
views on its products, including features and shipment de-
lays. Although a 2 to 3 percent reduction in support calls
would more than offset the cost of building out the commu-
nity, Lenovo aimed for a 15 percent reduction. Within a year
the company experienced a 20 percent reduction in calls
to its contact center regarding laptops for the U.S. alone,
thanks to direct and indirect call deflection through the on-
line community. Lenovo has also seen an increase in agent
productivity, a shortened problem resolution cycle, and a
reduction in its support costs.
In the pages that follow, learn how your organization can
harness social knowledge, use online communities to foster
peer-to-peer support, listen to conversations that customers
are having in social communities and extract meaning from
them, and collaborate with internal stakeholders on how
best to react effectively to customer feedback.
Agree
Disagree
20 30 40 50 60 70
Percentage of Respondents

Engaging Consumers With
Direct Social Media Marketing
How Businesses Can Embrace an Unfamiliar World
M any marketers find themselves thrust
into a world where they’ve lost control.
While some see the social media frontier as
a great opportunity, many see it as the Wild
West — a place where things can quickly be-
come unmanageable.
Is there an easy way for marketers to ben-
efit from social media? What can be done to
recognize and engage customers who are
active social media influencers?
To meet these challenges, businesses are
turning to direct social media marketing. De-
signed to bring the benefits of direct marketing
to the social media frontier, these solutions
enable businesses to recognize, segment
and engage customers who are social media
users, while also measuring and monitoring
relevant social media activity.
Direct Social Media Marketing
Direct social media marketing combines the
best of online direct marketing with social
media marketing by allowing marketers to
recognize and engage socially active custom-
ers and prospects. In addition, this new model
allows businesses to effortlessly track senti-
ment about their company, its products and
services, and competitors.
This unique direct marketing solution is
able to recognize socially active custom-
ers and prospects within the corporate
database, allowing marketers to leverage
word-of-mouth marketing. Thus, a business
can pinpoint top social influencers among
its clients and provide incentives for them to
share their experiences with their networks.
By mapping and connecting socially active
consumers with existing customer data, busi-
nesses can quickly recognize key social media
influencers. In addition, consumers and pros-
pects can be segmented based on social
media portraits or activity, allowing market-
ers to create unique programs based on each
group’s social media influence.
Direct social media marketing solutions
can also find popular social networks among
>1TO1 IN ACTION WHITE PAPER SERIES
a company’s customer base. With this knowl-
edge, the appropriate social networks can be
targeted to quickly engage prospects, share
As consumers use tools and participate in
activities, marketers begin to gain a compre-
hensive social media picture of their entire
information, create greater exposure and customer database, and can drill down to
promote products. very specific sets of social consumers. Activi-
ties from sites like Facebook, LinkedIn, Twitter
How it works and MySpace can even be tracked down to
The first part of direct social media market- the individual level.
ing begins by recognizing consumers that The level of social media insight avail-
participate in social media. A portrait of each able is broad. For example, at the individual
consumer’s social media activity is created, consumer level, direct social media marketing
and includes specific network use, levels of solutions reveal the networks the consumer
activity, number of friends, and much more. belongs to, as well as group and fan page
Social media intelligence is also pro- memberships. It also determines how many
vided at an aggregate level, including what friends share marketer content and any
customers are saying about the company, specific transactions that resulted from that
its products, key competitors and relevant person’s social media activity. Response can
people. This helps marketers determine the be tracked from an email receipt to social
aggregate pulse of the company’s socially network activity, providing metrics for social
active customers at any given moment, media marketing success all the way to a
enabling quick responses to trends. purchase.
Insight is gained by comparing a list of Direct social media marketing solutions
customer or prospect email addresses against are able to pull insight from all leading
a comprehensive social media database. The social networks including Facebook, Twitter,
result is a social media portrait for each regis- LinkedIn, Plaxo, MySpace, Flickr, blogs and
tered customer and his or her social media many more.
activity. Metrics such as impressions, clicks, down-
With the resulting knowledge, social media loads, uploads, posts, ratings, shares and
segments are created, allowing marketers to purchases can all be tracked to the individ-
engage socially active customers directly and ual level. At the aggregate level, consumer
individually via a variety of delivery mecha- sentiment, site visits, referrals from social
nisms, such as email, twitter and fan pages networks and search engines can also be
to name a few. Common activities include tracked. This allows marketers to build highly
providing tools, widgets, incentives and invi- measurable strategic programs and demon-
tations to social media events. strate quantifiable ROI. g
About Acxiom
A global leader in interactive marketing services, Acxiom connects clients with
their customers through deep customer insight, powering effective and profitable
marketing initiatives and business decisions. Our consultative approach spans
multiple industries and incorporates decades of experience in consumer data and
analytics, information technology, data integration and consulting solutions for
effective marketing across all channels.
For more information about Acxiom, visit www.acxiom.com
BRANDED EDITORIAL 4

Harnessing Social CRM with LARA
Listen-Analyze-Relate-Act
T he way customers want to interact with
companies is changing every day. These
days, it is far less common for a customer to
pick up the phone and call a company’s help
desk. That customer more commonly will
turn to the internet – to web communities
and self-help portals to answer their ques-
tions. How can the enlightened company
use this trend to their advantage?
This shift to the internet has opened new
opportunities for companies to more ef-
fectively LISTEN to customer conversations,
ANALYZE those conversations, RELATE the
information within those conversations to
existing information within their enterprise,
and then ACT on those conversations. We
call this the LARA methodology.
LISTEN
The first step involves ascertaining where
your customers are talking about you, and
designing a listening program that enables
you to better understand what they are say-
ing. We often find that a company’s “social
media listening” efforts belong with one
group, their “CRM listening efforts” are in
another group, and their survey listening is
in yet a third group. Marketing, sales, and
customer service all have important informa-
tion that must be shared to create a complete
picture. This is where text analysis can help.
ANALYZE
Text analysis is not search. “Search” was
specifically designed to enable you to quick-
ly find relevant documents that contain a
term of interest. Search only really indexes
keywords. It doesn’t understand what text
is really about, and it’s not able to give you
a big picture of the information that tweets,
posts, and other documents contain. Be-
cause search is document-centric and relies
on keywords, it’s hard with search to get
the big picture. How can you look at a set
of search results and get answers to ques-
tions like: What do people think about my
company? What problems are they having?
>1TO1 IN ACTION WHITE PAPER SERIES
What do they like about me vs. my compe-
tition? What ideas do they have? Who is
thinking of switching or buying something?
suite of products that use the listen-analyze-
relate process to drive action.
It’s a very manual process. g Attensity Service seeks out information
“Search” starts with you feeding a sys- from expert forums and customer commu-
tem words to look for. “Text analysis” starts nities, and text analysis is used to extract
with the text itself and lets it tell a story. It the problem and solution pair, as well as the
“reads” through documents, extracts the products and issues the social CRM interac-
key entities, relationships, and sentiments tion is about. This information can then be
from that text, and then gives that text a added to internal information, related to a
unique “barcode” of all that information corporate ontology and knowledgebase,
that can be used in downstream operations. added to intelligent decision trees, and pro-
Text analysis can be used to shed light on vided via Attensity’s self-service portal for
compliments, complaints, questions, is- search and guided navigation.
sues, suggestions, reasons for purchase,
intent (to buy, to leave), and so forth. g Attensity Respond uses the LARA process
to automatically “read” emails, tweets, and
RELATE posts and react accordingly, automatically
Next, you want to relate this information to answering an email about a refund policy,
the structured data that exists, to reveal the routing an unhappy customer’s tweet to
why’s behind the numbers. And we’ll help customer service or a social media team, or
you break down the informational silos that automatically routing a “threatening to sue”
exist in your organization. For example, posting as a mobile alert for legal to review.
you might want to better understand how
the content or sentiment expressed in cus- g Attensity Analyze uses text analysis for
tomer emails affects call center time-to-res- data mining operations, allowing you to see
olution time, how many of a product that reports on customer sentiment, complaints,
customers are expressing issues with have compliments, and other information as eas-
shipped, or how various actions affect your ily as you can report on inventory levels and
net promoter scores. sales figures. Companies like JetBlue and
Whirlpool are using this system to better
ACT understand their customers and gain early
Using all of this information, your organiza- warning on issues, enhancing loyalty and
tion can then more effectively act. Attensity responsiveness. g
provides a complete customer experience
About Attensity
Attensity provides software applications based on semantic technologies to find,
understand, and use information trapped in text to drive decision-making. With more
than 500 installations worldwide, Attensity software is used by government agencies
and innovative enterprises like Airbus, Charles Schwab, Bosch, JetBlue, Travelocity
and Vodafone to track trends, identify patterns, detect anomalies, reduce threats, and
improve customer satisfaction and retention.
For more information about Attensity, visit www.attensity.com
BRANDED EDITORIAL 5
 >1TO1 IN ACTION WHITE PAPER SERIES

Harvesting Social Knowledge

for Customer Service
Five steps to Social Knowledge Success!

C ommunity-based knowledge creation for

customer service is not that new. How-
ever, enabled by the ubiquity and ease of use
Figure 1: eGain Social Knowledge Opportunity MatrixTM Figure 2: eGain Social Knowledge
Harvesting & Customer Service FrameworkTM

of the Web and social networking tools, it Deep Dive, Deep Dive,
Low High Platinum Service
has gone to a new level, leading to the phe- Gold Service

HIGH
nomenon of “social knowledge.” While more
B2C

prevalent in B2C, social knowledge is also

SOCIAL KNOWLEDGE VALUE

starting to matter in B2B sectors.
How can companies harvest the best of Omit, Scoop,
Low Moderate
Self Service Platinum Service
social knowledge for the service they offer

LOW
B2B

through their contact centers? How should

they engage with customers on social web-
sites? The following five-step plan will help
increase the odds of success in harvesting so-
cial knowledge for customer service.
1. Assess the opportunity
Does the business generate enough social
knowledge? What is the nature of the busi-
ness and customer queries?
Social knowledge creation has been more
common in B2C because it is easier to attain
“critical mass” with more contributors and
less specialized knowledge. This means a
bigger harvesting opportunity in B2C than
in B2B. As for inquiry types, they fall broadly
into four categories—informational, transac-
tional, diagnostic, and advisory. Informational
and transactional queries tend to be less
complex than diagnostic and advice-seeking
ones. Informational and transactional queries,
therefore, are more likely to be resolved by
social knowledge (Figure 1).
2. Identify high-value knowledge
Social knowledge contributors have varying
levels of reputation, prolificacy, and influence,
which most social networking tools measure
(number of posts, acceptance rate, number
of connections, etc.). The Social Knowledge
Value™ (SKV) of contributors can be estimat-
ed by using a combination of these metrics.
Knowledge from high-SKV contributors is
ideal for “deep dive” harvesting, while that
from low-SKV contributors can be ignored or
skimmed (Figure 2).
HIGH COMPLEXITY LOW COMPLEXITY
(DIAGNOSTIC & ADVICE QUERIES) (INFORMATIONAL & TRANSACTIONAL QUERIES)
3. Engage current customers
Customers are critical to the initiative —both
as knowledge contributors and posters of
queries. Businesses need to make sure that
queries posted on social sites are resolved
quickly, especially if they are from high life-
time value customers, whom you usually
provide “platinum service” (e.g. proactive
offer to chat). The risk of non-resolution of
customer queries is high on social sites be-
cause of broad market exposure. When high-
value customers are also high-SKV contribu-
tors, they not only present an opportunity for
deep-dive knowledge harvesting but are also
important for collaborative product develop-
ment and social brand management.
4. Harvest and unify
Contact centers need to make sure that social
knowledge goes through the same robust
quality control processes as internally-gener-
ated knowledge, so that it can be made part
of a common multichannel knowledge base.
Likewise, social customer interactions should
be added to other multichannel interactions
as part of a unified Customer Interaction Hub
(CIH), which consolidates interactions, knowl-
edge, business rules, analytics, and admin-
istration in one place for better customer
experience, service consistency, and process
efficiencies. With the hub approach, agents
or community managers don’t need to “fly
LOW HIGH
LIFETIME FINANCIAL VALUE
blind”—they can view customers’ traditional
and social interactions with the business for
rapid, context-aware resolution.
5. Account for industry-specific and legal factors
Social monitoring tools, social knowledge,
and robust customer service compliance
workflows can help businesses in sectors
such as pharmaceuticals and personal care
products to track adverse incident reports and
act on them rapidly in compliance with regu-
lations. Also, all businesses should make sure
they are not violating copyright laws while
harvesting content from social websites.
When this step-by-step approach is imple-
mented, social knowledge is bound to add sig-
nificant value to any enterprise in the form of
improved customer loyalty, enhanced brand
equity, lower cost of knowledge creation, and
reduced costs. g
About eGain
eGain is the leading provider of
multichannel customer service and
knowledge management software for
on-site or on-demand deployment.
For more information about eGain,
visit www.egain.com

BRANDED EDITORIAL 6

Real-Life Examples of Social CRM
Jive Software customers put Social CRM into practice for real business results.
W ith all the marketing chatter about So-
cial CRM, it can be hard to separate the
hype from reality. Instead, take your cues from
these leading companies, which are applying
Social CRM right now to drive real business
results. It’s no coincidence they all use Jive
Social Business Software, the most compel-
ling and comprehensive solution available for
both engaging customers authentically and
enabling unparalleled transparency.
Bank of America
Bank of America’s Small Business Online
Community builds customer relationships by
helping their customers be more successful,
and they provide a number of online tools to
help their customers:
g Their rich online community gives BofA’s
small business clients a new way to pro-
mote their businesses as well as learn from
their peers and BofA experts.
g Online forums encourage users to post
questions for an expert response.
“Craigslist” posting capabilities allow
g
members to exchange services and offer
discounts to other members.
g A “yellow pages” directory of community
members enables them to contact each
other directly.
g Bank of America has essentially become
a hub for connections, conversations, and
commerce for small businesses with this
community.
And, of course, members are encouraged to
submit content—such as business success sto-
ries. In short, BofA’s online community for small
business owners is a win/win for everyone.
Premier Farnell
Premier Farnell is a billion-dollar global dis-
tributor of electronic components. Powered
by Jive SBS, Premier Farnell’s community,
element14, bridges the information divide
while seamlessly connecting the community
experience to their ecommerce strategy. ele-
ment14 captures the attention of design engi-
neers early in the design cycle and offers:
g An unmatched resource pool of unbiased
content.
g A way to reduce the time they spend on
research.
g Access to recommendations from peers as
well as insight from industry experts.
g A simple interface that dynamically gener-
ates products from their product catalog
that relates to the content being viewed by
the member.
As a combined online technology resource
and Social Business Software platform, ele-
ment14 is a brilliantly straightforward strat-
egy to increase engagement with their target
audience while simultaneously increasing
website conversion rates and sales.
Charles Schwab
The Charles Schwab Corporation (Nasdaq:
SCHW) is a leading provider of financial
services, with more than 300 offices and 7.6
million client brokerage accounts, 1.5 mil-
lion corporate retirement plan participants,
687,000 banking accounts, and $1.3 trillion in
client assets.
Charles Schwab leverages Jive for its active
trading community to deepen client relation-
ships, increase customer wealth and engender
loyalty among active investors. The commu-
nity is an invitation-only community for cus-
tomer traders with a minimum trade activity
level of 36 trades a year on a portfolio of more
than $25,000 in assets. This minimum was in-
tentionally set low to encourage participation.
The company’s community objectives were
straightforward:
Create a sense of community among ac-
g
tive Schwab investors.
g Deepen relations and engender loyalty.
g Gain client insights to improve Schwab
offerings.
g Raise awareness/use of these products.
BRANDED EDITORIAL 7
>1TO1 IN ACTION WHITE PAPER SERIES
In a short period of time, not only did Charles
Schwab register 10,000 users, they also found
that trading community members are not only
significantly more active traders but also more
profitable — community members make 80%
more trades annually than non-members.
National Instruments
National Instruments transforms the way
engineers and scientists around the world
design, prototype, and deploy systems with
graphical programming software and modu-
lar hardware with their popular product called
LabVIEW.
Social CRM to National Instruments means
leveraging Jive to accomplish 3 fundamental
goals:
1. Monitor and measure the conversations
going on in Twitter, Facebook, and across
the social web.
2. Share those insights and collaborate
around potential response and future strat-
egies within an employee community.
3. Engage back in the social web, not only en-
listing product evangelists and addressing
questions in real-time, but also driving as
many conversations as possible to occur
on their company-owned public commu-
nity where the broader NI team is highly
engaged.
Powered by Jive SBS, National Instruments
has been recognized by top-tier analysts as
a leader in bringing social to every aspect of
their business. g
About Jive
The brands that drive the global
economy including Intel, NIKE Inc.,
SAP, T-Mobile and Yum! Brands
use Jive Software.
For more information about Jive,
visit www.jivesoftware.com

The Business Case for Social CRM
How to Profit from Connected Customers
T he era of 1-to-1 marketing is over. It may
seem odd to say this in 1to1, but it’s true.
And you can profit by it.
In the heyday of Internet 1-to-1 marketing,
enterprises built vast databases detailing their
customers’ demographic information and
purchase histories, with the goal of present-
ing them precisely tailored web offers and
personalized service at the contact center. En-
terprises had much more information about
customers than those customers had about
the products they were buying.
With the advent of the social web, the
balance has tipped. Most Internet users are
members of multiple online communities and
social networks, and at any given time they
can participate in any of thousands of conver-
sations about products or services that busi-
nesses are selling to them.
Savvy enterprises have already learned how
to harness the power of social customers. For
example:
g FICO has increased sales by 66 percent to
their customers who participate in a com-
munity devoted to personal finance. Without
any prompting, their customers help them
promote FICO to their peers.
g Sage Software has increased beta program
participation by 300%, implemented hundreds
of customers’ suggestions, and raised their
Net Promoter Score by an astounding 20% by
inviting customers to innovate with them.
g Linksys by Cisco saves $10 million in support
costs each year by creating an environment
where customers can support their peers.
These successes are examples of Social CRM.
Social CRM is the enterprise’s response to the
customers’ ownership of the conversation. It
is a business strategy buttressed by technolo-
gies that enable engagement, participation,
and collaboration among members of an or-
ganization’s customer network.
>1TO1 IN ACTION WHITE PAPER SERIES
Instead of 1-to-1, it’s time to think many-
to-many.
How Does It Work?
While there are many details to an effective
Social CRM strategy, leading practitioners
almost always do three things well:
g Listen to the conversations that customers
are having, in whatever channel they occur,
and extract meaning from them. If you’re just
listening to conversations that customers
are having with you at the call center or via
e-mail, you are missing trends that will im-
“Listen to your customers, connect them
pact your business.
into a customer network, and empower
them to do great things. Analyze. Repeat.”
g Connect customers to one another, creating
a customer network. In particular, if you don’t
know who your most influential customers
are, you’re missing a huge opportunity for How Can I Learn More?
authentic, low-cost promotion, support, and The best way to learn more is to listen to
innovation. the conversations, connect with others, and
empower yourself with facts.
g Empower customers to do great things, and
give them a platform to share those great Some good resources are:
things with everyone they know. When given
the opportunity and the tools, your custom- g http://lithosphere.lithium.com - Lithium’s
ers will constantly surprise you with how in- online community, where practitioners from
novative, helpful, and — yes —understanding leading companies like Lenovo, T-Mobile, and
they can be. Best Buy are active every day.
Implement strategies in these areas and ana- g #scrm on Twitter - search for #scrm on Twit-
lyze the results to refine those strategies, and ter to find a wealth of information and a group
you can unlock millions of dollars of value by of experts eager to share what they know. g
turning customers into your secret weapon.
About Lithium Technologies
Lithium is the leading provider of Social CRM solutions for the enterprise. Work-
ing with market leaders such as Best Buy, Sony, AT&T, Research In Motion Limited
(RIM), Univision, and PayPal, Lithium is delivering the next generation of customer
relationship management by unlocking the value of the social customer network.
For more information about Lithium, visit www.lithium.com
BRANDED EDITORIAL 8
 Acxiom Corporation
1.888.3ACXIOM
www.acxiom.com

Attensity Corporation
2465 E. Bayshore Road, Ste 300
Palo Alto, CA 94303
(650) 433-1700
sales@attensity.com
Follow us: http://twitter.com/attensity

eGain Communications Corporation

345 E. Middlefield Road,
Mountain View, CA 94043
US: (800) 821-4358
EMEA: +44-(0)1753-464646
info@egain.com
www.egain.com

Lithium Technologies, Inc.

6121 Hollis St., Ste. 4
Emeryville, CA 94608
(510) 653-6800
www.lithium.com

Jive Software
877-495-3700
www.jivesoftware.com
Join the conversation:
jivesoftware.com/jivespace

For information on upcoming installments of the

1to1 In Action White Paper Series, contact:

Michael Dandrea Dara Brooks

203-642-5525 203-642-5343
michael.dandrea@1to1.com dara.brooks@1to1.com

BRANDED EDITORIAL 9