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This paper looks at young adults' relationship with digital media. From a commercial perspective the opportunity to deploy these channels to promote consumer recruitment and loyalty is very significant indeed. However, consumer marketing companies will have to learn to meet the needs of this very discerning and highly cynical audience by combining the best creative ideas and strategies with a transformed approach to marketing sales and service, embodying the best of information and communications technology, reliably and securely implemented. Communication networks underpin this report. While teens complain that they have less public space to hang out in, they are making the online world their milieu, their domain where they develop personal relationships and where they play and learn new things. The conclusions cover not only the effect of current market drivers, but also emerging trends that will allow brands to better understand the behaviour of young adults, so as to establish more truthful binds with them.

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This paper documents the outcome of the fi rst in a series of customer relationship management (CRM) research projects sponsored by SAP. It focuses on

is an experienced CRM and board advisor. He worked with IBM for many years and now provides independent advice for many large organisations on systems implementation and related change issues. Merlin Stoneis a leading author and advisor on CRM programme management and implementation. He is Professor of Marketing at Bristol Business School and a Director of Yuksel Ekinciis a Reader in Marketing at Business School in Oxford Brookes University. He specialised in customer satisfaction measurement, quantitative data analysis and user satisfaction with CRM systems.Abstract Although customer relationship management (CRM) has been one of the fastest growing businesses of the new millennium, critics point to the high failure rate of the CRM projects as evidenced by commercial market studies. The purpose of the study is to investigate success and failures of CRM system implementations. We found that the scope, size, complexity and duration of the CRM projects seem to vary quite signifi cantly across fi rms. Poor planning, lack of clear objectives and not recognising the need for business change are the key reasons for CRM failures.

Purpose The purpose of this research is to identify how managers can apply the results of academic research into the concept of business models for creating and evaluating possible models for their businesses. Design/methodology/approach A review of the literature is followed by two case studies, from the airline and logistics industries, followed by recommendations based on both. Findings The findings are that there is relatively weak consensus among academics as to the definition and meaning of a business model and its components, and that the notion of generic business model applies better within rather than between industries, but that the discussion is a very fertile one for developing recommendations for managers. Practical implications The managerial implications of the study are that in their planning and strategizing, managers should factor in a proper analysis of the business model they currently use and one that they could use. Originality/value The study provides a useful addition to the literature on the practical implications of business models.

The research focuses on three areas: database, CRM and general marketing. Research question The authors' basic research question was as follows: To what extent are companies collecting, storing and manipulating INTRODUCTION AND METHODOLOGY The paper examines in depth the state of customer relationship management (CRM) in a number of companies, the majority comprising IT companies. Others include a new business start-up, a not-for-profit organisation, utilities, manufacturing, luxury goods, services, petroleum and a marketing consultancy.