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One small but highly successful nonprofit decided that it would focus on only one project before developing a more comprehensive technology plan. Realizing that many group members felt hesitant about using computers, it was decided that what was needed most was a resounding success. The project chosen would consist only of creating a simple but accurate database of contributors and potential contributors. However, every single member of the organization would participate. Each was responsible for verifying existing information and for identifying a given number of possible donors. Each attended workshops to learn to use the database and followed written instructions for entering information. It was not until group members felt satisfied that they had a firm grip on the contributors database that they returned to their technology plan and considered future computer development. As might be expected, it was discovered that this was far from the most efficient way of creating a database and errors were not uncommon. However, in the end the project resulted not only in a useful resource but in a group of enthusiastic, computer-literate volunteers as well.

276 Customer(s) (Continued) loyalty, 128 129, 152, 254 needs, 26, 50, 52, 59, 156, 197, 268, 270 perspectives, 50, 59 60 preferences, 26, 36, 166, 175, 197, 231, 270 pro t margin, 56 pro les, comparison of, 169 170 pro tability, see Customer pro tability relationship with, 70 response analysis, 164 retention, 154, 158, 164, 167 168, 170 171 satisfaction, 47, 50, 101, 126, 129, 147 148, 156, 158, 171, 197 segmentation, 121, 128 129, 158, 167, 181 turnover rate, 11 types of, 128 value, see Customer value Customer database marketing systems, 152, 155 156 Customer-focused strategy, 29 Customer intelligence (CI), 99, 146, 149, 152 155 Customer intelligence/customer relationship management (CI/CRM): ABM combined with, 166 codependencies, 161 162 customer pro tability integrated with, 164 167 data mining, 162 163 development of, 152 153, 155 156 gure-eight continuous cycle, 158 161 importance of, 149, 157 158 shareholder wealth creation, 171 trends in, 157 Customer lifetime value (CLV): applications, 99, 167, 169 calculation of, 168 169 de ned, 154 predictive vs. actual, 169 170 Customer pro tability: competitive awareness, 130 customer sales volume related to, 122 124 customer segmentation, 121, 128 129 determination of, 117 118 shing pole graph, 121 measurement of, generally, 165 166, 171 improvement strategies, 126 128, 156 pro le curve, 121, 123 pro t cliff curve, 121, 129 130 pro t distribution matrix, 126 129 pro t contribution layering, 124 126 reporting, 165 166, 169

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The concept of customer relationships is plagued with another problem that impacts on post-sales service. At a corporate level, we talk about customers in terms we would absolutely refuse to accept if they were applied to us. Customer acquisition is one example. No customer wants to be acquired. No customer would agree to be in a relationship in which he or she is regarded as acquired. Would you When we use such terms, we move beyond semantics into action the way we treat customers. The moment a customer is acquired, we move to the next target. We take the acquired customer for granted and stop nurturing for the next level. Why should we, if the acquisition process is complete Customers, however, represent a journey, not a destination. They must be treated as long-term investments and not quarterly results fillers.

The level of cognitive functioning of individuals with autism spans a broad range, from profound mental retardation to superior intellect (Pickett & London, 2005) Although individuals with ASD evidence a range of ability levels, a large percentage of those identi ed with ASD exhibit impaired cognition (E H Cook & Leventhal, 1995; DiCiccoBloom et al, 2006) Additionally, there is a high rate of co-occurrence with epilepsy (see 10) and attentional disorders, including ADHD (see 6), as well as other externalizing disorders (E H Cook & Leventhal, 1995) Overlap and similarities in behavioral manifestations also have been noted with Tourette syndrome (see 7), particularly in relation to echolalia, perseverations, and stereotypic movements (Canitano & Vivanti, 2007; Geurts et al, 2008) Additional associated features include hypersensitivity to sounds, tactile stimulation, or odors Across studies, there are some indications of dif culty with imitation of motor movements.

1-800-Flowers, 112 2TR Sou es Globais, 122 8th Network, 122 ABC Telebuch, 232 Accenture, 8, 204, 208, 212 213, 245 Activism, antiglobalization, 3, 99 Adobe, 138, 245 Advisory Commission on Electronic Commerce (ACEC), 112, 256n 7 Africa, 91 NGO channels in, 175 Agency.

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Motor and movement abnormalities have been identi ed as early as infancy from home videos in some cases, but this is most noticeable in those children who have developmental delays in addition to autism (Ozonoff et al, 2008) Some of the motor dif culties relate to gait, knee exion, and posturing (Damasio & Maurer, 1978; Jansiewicz et al, 2006; Minshew, Sung, Jones, & Furman, 2004; Vilensky, Damasio, & Maurer, 1981) Little research has examined the outcomes of individuals with ASDs, but what research has been done has not been overly optimistic Some of the early research found that 60% to 75% of those with autism had poor outcomes, as de ned by living in institutions and/or not receiving appropriate residential or vocational services (Lotter, 1978).

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