In the past year, protecting copyrighted material has inspired heated debate. In fact, since the inception of sites like Facebook, StumbleUpon, and Pinterest, website owners questioned the wisdom of leaving their content open to sharing.

Progressive profiling is not a new concept. Unfortunately, the theory behind it hasn’t been put into practice as much as it should be. This is evident to anyone wishing to join one of the various websites that offer numerous would-be subscribers with registration forms with 15 or more fields to fill in—all to receive a simple newsletter or free download. Long registration forms can, and often do, hinder new sign ups and conversion rates.

Top quality data is the key to running a business effectively. The quality of the data in a list can make or break a company. Lists comprised of inaccurate or outdated data mean wasted time and wasted money. Additionally, following the leads on such a list is inefficient, and unfruitful. Quality is a big consideration in list sourcing. It is vital to manage and update the data from lists regularly. Otherwise, the likelihood of generating any revenue from lists is virtually nil.

With all of the buzz around cloud computing and the introduction of the SaaS (Software as a Service) method of business, it just makes sense that other industries should follow these ideas. This is where Synaxis comes in. Why couldn’t marketing work in the same way?

The following scenario is often the case in most companies. Someone has a revolutionary idea during a board meeting about a new company initiative, and there is a lot of agreement and enthusiasm. However, when it is time to implement the new idea into place, there is dragging of feet. Getting a company dashboard will fit into this category.

If you’re a business owner, you probably keep a close watch on sales return on investment for all of your products or campaigns. But how closely are you watching your marketing ROI? Most business owners don’t realize that they need to monitor marketing return on investment just as closely, if not closer, than sales return on investment. If you’re not, there’s no way to truly gauge how well the business is doing.

We spend a lot of our time working very hard to get sales and marketing teams to work together. And this involves questions like the following. What is an effective way in which marketing teams can refer leads to sales teams? What do sales teams do with the leads handed to them from marketing? What happens if the leads are not fully qualified, or if, after qualification, it is deemed that the client is not ready for a company’s services but soon will be?

At first, it seems that delivery and sales are unrelated and that salespersons have nothing in common with account managers. This is not just a question of personalities. The roles themselves are often seen as completely distinct. Indeed many account managers loath selling, and many salespersons are uninterested in delivery. But is this distinction accurate? And even if it's accurate about the current state of affairs, should we tolerate this distinction?