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Most C-level executives say the three key trends in digital business—namely, big data and analytics, digital marketing and social-media tools, and the use of new delivery platforms such as cloud computing and mobility—are strategic priorities at their companies,1 1. Sixty-five percent of respondents say big data and analytics is either a top corporate, top-three corporate, top-ten corporate, or top priority for one to two business units on their organizations' strategic agendas; 68 percent say the same about digital marketing and social tools, and 56 percent about flexible delivery platforms. according to McKinsey's first annual survey on the topic.2 2. The online survey was in the field from April 3 to April 13, 2012, and garnered responses from 1,469 C-level executives representing the full range of industries, regions, and company sizes; 8.5 percent of these executives have a specific technology focus. To adjust for differences in response rates, the data are weighted by the contribution of each respondent's nation to global GDP. The survey asked executives in the C-suite about their companies' adoption of these trends; the extent to which their companies are investing in new digital technologies; the value that they expect to reap from these investments; and the role the IT function plays in driving digital business initiatives forward.
These executives have high expectations for the potential value their companies can generate from the three trends, and one-third even expect digital business to increase operating income by more than 10 percent over the next three years. However, they also report some tough challenges. Nearly half of respondents say their companies' investments in digital initiatives are too small to deliver on their goals. Many executives also cite overall organizational shortcomings and a lack of IT capabilities as barriers to meeting their companies' technology priorities.
Of the three key business technology trends the survey asked about, just more than half of all respondents say their organizations have made two of them—big data and analytics,3 3. For more, see Brad Brown, Michael Chui, and James Manyika, "Are you ready for the era of 'big data'?," McKinsey Quarterly, 2011 Number 4; "Competing through data: Three experts offer their game plans," McKinsey Quarterly, 2011 Number 4; Jacques Bughin, John Livingston, and Sam Marwaha, "Seizing the potential of 'big data'," McKinsey Quarterly, 2011 Number 4; and the full McKinsey Global Institute report, Big data: The next frontier for innovation, competition, and productivity, May 2011. and digital marketing and social tools4 4. For more, see Roxane Divol, David Edelman, and Hugo Sarrazin, "Demystifying social media," McKinsey Quarterly, 2012 Number 2; David C. Edelman, "Four ways to get more value from digital marketing," March 2010; and Jacques Bughin, Angela Hung Byers, and Michael Chui, "How social technologies are extending the organization," November 2011. —at least a top-ten corporate priority on their strategic agendas (Exhibit 1). In fact, for each of the three trends, between 6 and 9 percent say it is their organizations' top corporate priority.
Executives also say their companies view these digital business trends more as offensive strategic weapons than as defensive moves. About half of respondents indicate their organizations' primary objective in addressing big data, digital marketing, or flexible platforms5 5. For more, see Jacques Bughin, Michael Chui, and James Manyika, "Clouds, big data, and smart assets: Ten tech-enabled business trends to watch," McKinsey Quarterly, 2010 Number 4; Michael Chui, Markus Löffler, and Roger Roberts, "The Internet of Things," McKinsey Quarterly, 2010 Number 2; and Bengi Korkmaz, Richard Lee, and Ickjin Park, "How new Internet standards will finally deliver a mobile revolution," McKinsey Quarterly, 2011 Number 3. is using the technology to build a competitive advantage in their existing business. Some executives report even higher aspirations: between 27 and 30 percent say their organizations are looking to these trends to build a new business or tap into new profit pools.
The results indicate that companies are indeed supporting these priorities in their budgets: one-quarter of respondents expect their organizations to spend at least 3 percent of their total cost base on digital business initiatives this year (Exhibit 2). Across sectors, professional services, high tech, and health care and pharma companies are investing the most, with more than four out of ten respondents in those industries saying their organizations will spend at least 2 percent on digital business. Some interesting differences also emerge across roles: 40 percent of CEOs expect investments of at least 3 percent, while only 20 percent of CFOs and 12 percent of chief information officers (CIOs) say the same. The discrepancy suggests the management team may lack clarity or a consistent concept about the investments needed to support digital business.
Digital business ranks high on the agenda
Financial support for digital initiatives
Despite these heavy investments, only about one-third of respondents say they believe their companies are spending enough to build out these capabilities, with almost half saying their companies are underfunding these initiatives by 11 percent or more. Here, responses also diverge by role. Thirty-six percent of CEOs say investments are roughly at the right level, yet only about 30 percent of CFOs and chief operating officers (COOs) say the same; even fewer chief marketing officers (CMOs) and CIOs agree.
For each of the trends, the pace at which respondents say their organizations are adopting different practices varies greatly. With big data, 49 percent say their companies are focusing their efforts on customer insights, segmentation, and targeting to improve overall performance; an even higher share say their companies should focus their efforts on using data and analytics to generate these insights (Exhibit 3). Yet just one-fifth say their organizations have fully deployed data and analytics to generate insights in one business unit or function; only 13 percent use data to generate insights across the company.
Most respondents say their companies use digital marketing techniques either to position and brand material across channels or to engage customers through social-media channels at least selectively, while the adoption of other practices is more modest (Exhibit 4). When asked about specific uses of social technologies, a slight majority say their companies use them to improve customer engagement, while fewer have deployed these tools internally or with business partners. And our experience suggests that companies are still building the foundations for new delivery platforms such as cloud or mobile; not surprisingly, respondents say their own organizations' efforts are focused on the more basic functions in these areas. Forty-four percent report the deployment of mobile access for internal business applications, and 34 percent say their organizations use cloud computing. Fewer executives report the use of more advanced technologies, such as smart sensors to automate or control internal processes and systems, which only 16 percent say their companies have deployed at least selectively.
Focus on generating customer insights
Digital marketing used to cross channels
While their companies' current use of digital technologies indicates substantial room for growth, executives are by and large optimistic about the future implications of these trends (Exhibit 5). Executives at privately owned companies report even higher expectations than their public-company counterparts: 39 percent at private companies expect income to increase by at least 10 percent, while only 24 percent at public companies say the same.
Income expectations are upbeat
The survey also asked respondents to compare the value they have generated from digital business at their own companies with that of their competitors (Exhibit 6). More executives say they have outperformed competitors in their use of big data and analytics than in applying any other trend. At the sector level, even larger shares of executives in health care and pharma (56 percent) and at business-to-consumer companies (50 percent) say the same about big data. Compared with their fellow executives, CIOs are more bearish across the board: only 30 percent expect their companies to generate more value than competitors from big data, for example, compared with 46 percent of CEOs.
Data and analytics generate more value
Despite their optimism, executives consistently cite two challenges in fulfilling the promise of digital technologies: organizational structures and shortcomings in their infrastructure and IT systems, which can be too inflexible or ill equipped to take advantage of a data-rich world (Exhibit 7). In part, the technology infrastructure challenge explains why the CIOs are much likelier than all other executives to believe more investment will be required to deliver on their organizations' priorities.
The results also reveal some interesting findings about the role the CIO and the IT function play in moving digital initiatives forward. More than half of executives say their CIOs are supportive and directly engaged in these initiatives, though one-quarter say these executives are not engaged at all. Responses about the broader IT organization reveal even less involvement at the functional level: only 14 percent say their companies' IT functions are spearheading new digital-business efforts. While 39 percent say their IT functions actively engage with or support these efforts, nearly one-third say the function is supportive but lacks the capabilities to deliver on goals.
Organizational and technological challenges
The broader organizational issues identified in the question about challenges indicate that executives must think carefully about how to carry out digital business initiatives in their organizations. This challenge may be the most revealing, as it speaks to the potential need for a different operating paradigm—and the fact that traditionally siloed functions (for example, marketing, product development, or IT) could obstruct a dynamic approach to digital business that requires speed and flexibility to create the most value. Also required is a new approach to managing talent by utilizing flexible team structures, engaging outside collaborators, and increasing corporate tolerance for failure.
Executives and companies also need to focus on building and acquiring the skills necessary to carry out a digital business agenda. In our experience, good people are scarce in each of these three technology areas, as companies compete for talent not only within their industries but also with high-tech firms and start-ups. Companies should be resourceful in developing homegrown skills wherever possible, as well as creative in finding or contracting for the talent to implement their strategies most effectively.
At companies where the IT leadership is actively engaged and sponsors digital business activities, respondents are far likelier to say their organizations capture more value than competitors: 44 percent say so, compared with 24 percent at companies where the CIO plays a more passive role. This difference suggests that active participation by the CIO contributes significantly to achieving digital business leadership and further highlights companies' need for an active CIO who is engaged and credible across the business.
Contributors to the development and analysis of this survey include Brad Brown and Johnson Sikes, a director and consultant, respectively, in McKinsey's New York office.
October 2011—Companies are learning to use large-scale data gathering and analytics to shape strategy. Their experiences highlight the
principles—and potential—of big data.more
October 2011—MIT professor Erik Brynjolfsson, Cloudera cofounder Jeff Hammerbacher, and Butler University men's basketball coach Brad Stevens reflect on the power of data.more
April 2012—As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here's how senior leaders can harness social media to shape consumer decision
making in predictable ways.more
November 2011—Our fifth annual survey on the way organizations use social tools and technologies finds that they continue to seep into many organizations, transforming business processes and raising performance.more
August 2010—Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment.more
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There's a reason companies fear experimenting with the sales force: it is the engine that drives revenue. No matter how patched up or spluttering that engine may be, the thought of overhauling it fills senior executives with dread. To keep sales flowing, companies will make piecemeal ongoing repairs as long as they can.
Yet extraordinary economic times force companies to take every opportunity to cut costs and arrest declining revenues and margins. Unfortunately, fear and the belief that it isn't possible to be both fast and precise often result in two common mistakes: trimming only back-office staff and functions or instituting across-the-board cost cuts that include frontline sales reps. While both mistakes are understandable, they're likely to yield disappointing results.
Reducing back-office sales staff and functions in the belief that this will hurt revenues less than reducing the number of frontline sales reps may have worked in the past, but greater complexity has made support functions essential to effectiveness. Also, not all sales efforts are equal, especially in a downturn. It's crucial to determine where cuts will hurt customer perceptions and adversely affect their buying behavior; otherwise, important investments will be eliminated while low-value ones survive.
To avoid these mistakes, companies should consider a fundamentally different approach. First, examine the customer portfolio. How much effort really goes into each customer and transaction? Which services does each of them need? What are their real profit margins? Which customers and markets are growing and which are shrinking? Understanding customers allows companies to focus sales resources where they are needed and to cut waste, not value. In fact, the sales force can become better and less expensive if organizations reject some traditional practices, such as assuming that big customers need or want big sales coverage, and embrace opportunities to become more efficient by sharing knowledge and resources.
This approach presents a change-management challenge, but economic times make it essential. In our experience, it helps companies to address most sales-related costs quickly and carefully, to cut them sustainably by 10 to 30 percent, and to minimize the risk of jeopardizing future growth.
A major telecom company wanted both to reduce sales force costs and to maintain its revenue. It decided to cut back-office support and protect the frontline sales staff—after all, executives reasoned, salespeople make sales. Unfortunately, while costs did fall, frontline sales reps began undertaking support tasks, such as creating reports, tracking orders, and developing sales materials. These additional duties, which reduced the amount of time that reps could spend with customers, weakened revenues. When managers realized what was happening, they began to circumvent the back-office hiring freeze by employing junior frontline sales staff to do back-office work.
Since even junior sales reps are on average more expensive than support staff, the result was the worst of both worlds: a less efficient yet more expensive support organization. What's more, embedding support roles within each region's frontline sales force meant that economies of scale were lost and best practices weren't shared. A few years later, the telco rethought its cost position and support infrastructure, essentially abandoning its sales force strategy. This was a tough lesson—and one that many companies should learn, for the telco was far from alone in thinking that it makes sense to insulate the frontline sales force from cost cuts.
The other common mistake is to cut sales force costs across the board, on the theory that if frontline and back-office resources decline equally, the result will simply be to increase the work burden on the remaining employees. But that isn't the only result. Cost cutting without regard to the profiles, importance, or potential of customers risks losing not only low-margin ones (which may be dispensable from an economic standpoint) but also their high-value counterparts. Meanwhile, the sales force may be left without the resources needed to capitalize on opportunities once the economy recovers.
There's a simple, overriding principle for companies to follow when they reduce their sales costs: do no harm. Small changes can have large unintended consequences, so companies must walk a fine line between reducing expenses and maintaining resources sufficient to protect current revenue and future growth. The key to these cuts is to be systematic—identify the effective sales channels; and promote efficiency in the sales organization.
Most companies base their allocation of sales resources on the size of the customer: big accounts generally get more coverage than little ones, though a few small, high-potential accounts get extra coverage. But imagine a different approach—one that takes into account the real profitability of each customer and the opportunity (size and growth) it represents and that distinguishes between highly complex, competitive transactions and simple ones. The reason to take this approach is straightforward: in most industries, the move that has the single biggest impact on sales force costs is adopting a sales model that makes desirable customers profitable to serve.
To gain a deep understanding of the needs and economic value of customers, companies must analyze the size, service costs, and true profitability of deals, not just their gross margins.1 1.
For more on establishing service levels, see Thomas Baumgartner, Roland H. John, and Tomas Nauclér, "Transforming sales and service," mckinseyquarterly.com, November 2005. Some customers buy big, for example, but the cost of serving them leaves little room for profit. Others make small orders but are inexpensive to service and thus highly profitable. In addition, the trajectory of all customers is unique: you would usually prefer a growing to a shrinking one, and in these economic times you can't assume that any company is financially secure. Knowing how to find stable, profitable customers through micromarket targeting can help determine the appropriate sales channel and coverage model.2 2.
For more on matching resources to micromarket opportunities, see David Court, "The downturn's new rules for marketers," mckinseyquarterly.com, December 2008.
Consider the case of a business-to-business (B2B) wholesale company, which found that as a result of its high-cost, face-to-face model for prospecting and managing accounts, only 45 percent of them were profitable. What's more, even its most profitable accounts could have been more so if it had invested in contract compliance and in efforts to make frequent contact with the people actually placing orders.
The company's response to this discovery was twofold. First, it moved all prospecting and account-management activities for smaller customers to telephone sales, with strong Web-based transaction support. That cut total sales costs by more than half and doubled the number of profitable customers in this segment, to 90 percent. Second, for larger customers, the company assigned a team of telephone sales reps to contact the purchasing staffers who control individual orders. This move ensured that the people who actually make the daily buying decisions receive intensive service and reduced the senior managers' need for expensive face-to-face contact with procurement managers (Exhibit 1).
Understanding the needs of customers and the economic value those needs represent requires an analysis of more than just gross margins.
This story has two lessons. First, many customers don't want or need expensive face-to-face interaction. In fact, a shift to telesales may actually increase satisfaction and renewal rates for certain customers, which may otherwise have difficulty coping with inconsistent levels of face-to-face contact from sales reps preoccupied by larger accounts. For this B2B, the switch meant that the company not only got in touch with smaller customers more frequently but also understood their buying histories, which were immediately available on the desktops of telesales reps.
Second, the same customer may need more than one service channel. Winning a large account often requires the efforts of a senior manager supported by product specialists. But telesales reps may be better at maintaining accounts and driving penetration—an approach that both lowers service costs and improves customer satisfaction. For this wholesaler, the switch to telesales made local purchasers the primary point of contact and lessened the burden on procurement managers who negotiate big deals.
The primary task for any sales organization is to maximize the amount of time reps spend selling while ensuring that they sell the right products to the right customers. That's even more important during difficult economic times, when customers resist committing themselves and sales reps must pursue renewals and new business aggressively.
Freeing up the time of sales reps is easier said than done, however. The solution is to identify, understand, and eliminate anything that makes them less efficient. Most reps spend lots of time on non-revenue-generating activities, from customer service to administrative tasks such as travel and expense reporting. Many companies try to relieve that burden by hiring back-office staff—only to see back-office costs rise and sales productivity remain flat.
One retail power company took a different approach, creating a back office deliberately proportioned to undertake specific support activities and reviewing it every six months to ensure that it didn't become a sacred cow. The company also increased its sales quotas and coverage ratios—each sales rep's territory—to ensure that freed-up time was devoted to selling.
Making sure that sales reps sell isn't the only important thing. A less well-understood problem is focusing them on activities likely to drive results. Consider the experience of another B2B wholesaler that wanted to eliminate waste, variability, inflexibility, and other problems that diminish the revenues a sales force can generate. First, the company made its sales process and reps more efficient by creating a model to predict the needs and spending of customers. Using information such as their size, industries, and previous buying histories, the model ranked them by opportunity. It also provided reps with weekly reports to ensure that they focused on products clients were likely to buy.
Meanwhile, the company sought to make the performance of its sales reps less variable by improving the productivity of low performers through the sharing of best practices. Sales reps were now encouraged to follow a standard operating model, including weekly schedules for interacting with customers, pocket guides and tools, and sales call templates. For many salespeople, adopting such practices required a significant change in mind-set and behavior, so the transformation included efforts to identify role models and comprehensive training in communications to reinforce systems and processes (see sidebar, "Managing sales force change in tough times"). As a result of these changes, the company reduced the number of sales reps by 12 percent and is on track to increase revenue by as much as 30 percent.
Managing sales force change in tough times
Tough economic times make many workers uncomfortable; they crave stability, not upheaval. Salespeople are hardly different, and they present unique challenges that complicate change efforts even in the best of times. First, they're independent and entrepreneurial; they tend to act primarily in their own and their customers' best interests. Second, the decentralized nature of a sales organization makes it harder to communicate, coordinate, and adopt changes. Finally, companies must shepherd a number of stakeholders with divergent objectives—frontline reps, back-office support, customers, channel partners, and managers, for example—through any transformation. The companies that are most successful at overcoming these obstacles concentrate on a few tactics.
Articulate and communicate the value of change for everyone. A medical-product company, for example, wanted to underline the value created by shifting low-priority accounts to telesales and freeing up time for salespeople to pursue higher-priority accounts. It therefore changed the sales reps' compensation structure to emphasize those accounts.
Tailor the new sales strategy at the local level. Change imposed from above makes employees nervous. To avoid that outcome, a global high-tech manufacturer involved managers from more than 30 countries in adapting its strategy to local conditions and conducted workshops that clarified the strategy's relevance for sales reps in each region.
Create demand pull from the front line. The medical-product company generated enthusiasm through a pilot program assigning a telesales team to support sales reps. They soon had 30 percent more time to spend on high-potential accounts because of the burden picked up by the telesales team, which quickly achieved conversion rates equal to or higher than theirs. Within a few months, salespeople were clamoring to join the program. Although it was initially deployed across only 25 percent of the company, it accounted for a sub- stantial increase in returns on sales and was rolled out to the rest of the organization within the year.
Measure and reward change. To alleviate the anxiety that can accompany change, companies must reassure employees that those who embrace change will be rewarded. Both the high-tech and medical-product companies carefully tracked the performance of the sales reps, tied their incentives to transition milestones, and aligned their compensation with clear targets. These companies also made sure that everyone knew—and celebrated—when the sales organization met critical goals.
Use the change process to upgrade capabilities. Not everyone can change. Another medical-product company found that about a third of its sales force had the ability and will to do so, another third was willing to try, and the remainder declined to participate. Over time, sales reps viewed the departure of their recalcitrant colleagues as a positive step that helped the company recruit new talent to make the organization stronger.
Laura Furmanski is an associate principal in McKinsey's Silicon Valley office, and Rodolfo Luzardo is an associate principal in the Miami office.
Most companies provide some level of bid and pricing support, but few treat it strategically. As a result, small groups of decentralized sales support staffers—or even sales reps themselves—prepare for initial discussions with prospective customers or fill out responses to bids and requests for proposals. This is hardly the most effective approach: because individual reps and teams see only a small fraction of a company's interactions, they may fail to use its best thinking.
A large IT service provider tackled this problem by creating a centralized group to drive costs down and effectiveness up. A small, highly skilled team within the group prepared key bids and monitored conversion rates. Another part of it conducted win–loss reviews to understand why bids did or didn't work, how competitors positioned themselves against the company, and how customers responded to that positioning. Using insights from the review process, yet another team in the centralized group prepared highly effective, simple-to-use internal training and marketing materials (Exhibit 2).
An IT service provider encouraged its sales reps to use a standard operating model, including centralized support for preparing bids and conducting postmortems.
This approach has two compelling benefits. First, it increases win rates by using the whole company's best thinking, drawn from experience with similar offerings (and those of competitors) across the sales cycle. Second, it lowers costs by ensuring that key proposals and materials are prepared centrally rather than forcing people in the field to reinvent them continually. Both benefits are now critical, for tight budgets make it even more important to focus sales resources on the best opportunities, and superior information can make all the difference.
Companies shouldn't relax after winning business, when they undertake tasks such as provisioning and reporting orders. An inefficient postsales back office not only diminishes the quality of customer service but is also costly, both directly and because it forces frontline reps to spend time correcting mistakes. Consider the experience of a large European telecom provider that expended about 3 days of actual work time on its order process, though it lasted about 47 days from end to end. The company's analysis revealed that less than 60 percent of the activities in the process added value.
Eliminating the waste called for two major changes. First, the company segmented its back office to separate high-value, high-complexity issues from low-value, low-complexity ones. That separation, allowing basic sales to flow through a less rigorous process, lowered the number of exceptions and other special requests. More-complex deals were handled appropriately, reducing error rates and rework. Second, the company minimized hand-offs by cross-training people and reducing the number of single-function departments. Wait times between handoffs fell and the quality of the work improved as a feeling of ownership over the process increased. The bottom line was that operational metrics improved significantly: work-in-progress orders fell by 60 percent, the order backlog by 84 percent, and lead times by 29 percent; overall productivity rose by 295 percent (Exhibit 3).
Inefficient postsales processes diminish the quality of customer service and drive up costs.
Sales teams typically resist change; they not only worry that it will imperil relationships with clients and revenue but also wonder why a company would risk tinkering with a sales force that gets the job done, even imperfectly. These teams fear the unknown rather than change itself. And the unknown is particularly frightening today: the order books of many sales reps are drying up, and their bonuses—and sometimes jobs—are on the line.
What if sales teams knew that change would improve customer satisfaction and retention or that profit margins would widen, sales costs fall, and compensation increase? Suppose they knew that frontline reps would get more time to sell, while back-office resources would be focused more appropriately? Most important, what if they realized that companies can make changes quickly yet thoughtfully? Speed is crucial during a downturn, but the pressure to act contributes to poor, rushed decisions.
Being thoughtful needn't mean being slow: many companies can identify cost-saving opportunities and settle on an implementation strategy in less than three months. In fact, a few things can happen immediately. They include testing to find telesales opportunities; having the sales force carry out a detailed time accounting for one to two weeks to learn where selling capacity is used; centralizing the preparation of bids (in particular, sharing successful bid information, a move that often quickly curbs unneeded price discounting); and investigating key postsales processes to determine the number of handoffs. Such moves have helped many companies find quick wins that make sales-improvement efforts self-funding within two quarters.
This approach also helps focus near-term priorities. Not everything must be done at once, and some things may not have to be done at all. A company's specific actions depend on several factors, including its current state, as well as its need and capacity for change. Some companies may realize the bulk of their savings by matching sales resources with customers more appropriately. Others may already have finely tuned sales channels but benefit from centralizing support resources. In fact, there's perhaps only one universal truth: being smarter about the way a company cuts its sales force costs greatly improves the odds of success.
Anupam Agarwal is an associate principal in McKinsey's Silicon Valley office, Eric Harmon is a principal in the Dallas office, and Michael Viertler is a principal in the Munich office.
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Customized items can be personalized with options such as your name, your favorite number, and/or designs. Some options may be limited by league rules.


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The Safina Center (Blue Ocean Institute)
80 North Country Road Setauket, NY 11733 631-675-1984
The Safina Center will use your generous support
to educate and inspire others,
promote solutions and accelerate change.
No gift is too small or too large! Unless you want to remain anonymous, we will list your name as a donor to The Safina Center in our next Annual Report.
Levels and Benefits of Giving
Supporter – $10 – $99.
e-newsletters, blogs & online annual report
Friend – $100-499.
all of the above plus our printed annual report and invitations to Safina Center Events
Advocate – $500-999.
all of the above plus a signed copy of one of Carl Safina's books (your choice.)
Sponsor – $1,000-4,999.
all of the above plus a signed copy of a second Carl Safina book (your choice), a DVD of the first season of Saving the Ocean on PBS (11 episodes) and recognition at our annual fundraising event.
Benefactor – $5,000 – 9,999.
all of the above plus signed copies of remaining Carl Safina books (6 total) plus lunch with Carl in NYC, at Lazy Point, NY (Long Island) or in another mutually convenient location.
Investor – 10,000+
all of the above plus a fishing trip with Carl Safina near Montauk, NY (catch and release, just boating, or beach walk, if you prefer.) Mutually convenient time and date to be determined.
The Safina Center (formerly Blue Ocean Institute) is a recognized New York State charitable corporation and a 501(c) 3 for tax purposes. (EIN 61-1406022) Your contributions are fully deductible to the extent permitted by law. More info in our latest annual report.
We are recognized by Intelligent Philanthropy for our commitment to transparency.
Questions? CONTACT US by Email or Phone: 631-632-3763


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Description:HP StorageWorks 82Q 8GB PCI-e FC HBA Dual PortPart Number(s)Manufacturer Part# AJ764ANote:Please specify low profile or full height in comments box at checkout-Thank you
Overview:The HP 8Gb PCIe Fibre Channel Host Bus Adapters brings datacenter infrastructure components to a higher level of performance and efficiency with the ability to deliver twice the I/O performance of 4Gb HBAs. An 8Gb FC HBA purchased today is backward compatible with 4 and 2 Gb storage networks and will protect future investments. When using storage intensive applications such as backup/restore database transactions virtualization and rich media the increased performance of the 8 Gb infrastructure enables more rapid storage and retrieval of critical information.Specifications: CategoryControllerSub-CategoryAdapterGeneration82QPart NumberAJ764AProducts ID457985ManufacturerHPProduct TypeHost Bus AdapterPerformance8GBNumber of ChannelsDual PortSlot Type SupportedPCI Express 2.0 to Fibre ChannelPort Speed8GBOperating Temperature32° to 131° F (0° to 55° C)PCIe ConnectorPCIe x8 [ Manufacturers Specs]


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Mariano Rivera career Saves
Mariano Rivera, considered by many to be the best closer ever, set the MLB record for career saves. Use this database to explore how he did it and watch as he adds to the record.
Advanced search
These are the top aggregated results based on the search you performed. Below that are the details on each individual save.
Top teamsView full list »
Top stadiums
- Yankee Stadium (old) 231
- Yankee Stadium (new) 76
- Camden Yards 40
- Tropicana Field 35
- Fenway Park 33
Top final outsView full list »
Showing of 624 records
Showing of 624 records


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TradeTracker will help you with this objective by providing you with the most reliable and intuitive proprietary software solution in the affiliate marketing industry.
Our tracking and linking technology is unique and provides real benefits in terms of your bottom line.
Our client led approach means that we are always focussed on your business goals. We will be constantly monitoring your campaigns to ensure maximum revenues are achieved.
TradeTracker offers online publishers the chance to generate income from their web sites. This is possible by promoting advertisers participating in TradeTracker's unique campaigns.
TradeTracker is the only affiliate network that offers various linking techniques: Standard, Direct and now the unique CleanLinking system. See what the various linking techniques can do for you.
The strength of TradeTracker lies in its ability to focus on the clients' objectives and really understand what is going to make the campaign successful for both the affiliates and the merchants.
Interested in working at TradeTracker? Take a look at the overview of job opportunities. TradeTracker offers challenging, international, roles in a rapidly growing company.


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Shop Our Family of Brands
Many Cherry Moon Farms favorites are now available in sugar free varieties! Indulge your sweet tooth with guilt free gourmet delights like truffles, chocolates & toffee. Send sugar free treats to friends and family who are diabetic or who are watching their sugar intake! When the sweet craving hits, spoil yourself without spoiling your diet, with sugar free gourmet delights!
So many sweets! So little time! It seems that the range and diversity of sweet delights available grows bigger by the day. The candy section at the supermarket takes up an entire isle and at Christmas, Easter and Halloween; there is no end to the amount of yummy chocolates, bonbons, toffee and other sweets available! This is not joyful news for those of us who are trying to watch our weight or who have dietary restrictions. Despite the growing selection of delicious candy and gourmet treats, it's still hard to find gourmet goodies that are sugar free. Cherry Moon Farms comes to the rescue with a fabulous collection of genuinely delicious gourmet sugar free treats, that are made with the same care and craftsmanship you have come to expect from us, just without the sugar!
Those who are familiar with the Rocky Mountain Chocolate Factory will know that they make some of the best gourmet chocolates available, but what you mightn't know is that they also make the most delectable sugar free treats. Rocky Mountain Sugar Free Chocolates & Toffee is a heavenly collection of assorted sugar free chocolates, and no sugar added English toffee. A box of these epicurean delights makes a sweet and delicious sugar free gift.
With expanding waistlines and unforgiving fashion trends, many adults today are discovering that they just can't indulge in candy the way they used to. Why do kids get to have all the fun? Show your support of equal rights for all sweet-toothed Americans! Send sugar free treats to a diabetic friend or someone watching their weight.
Send sugar free gift baskets for birthdays, thank you gifts, or just to brighten someone's day. Everyone should be allowed to indulge their sweet tooth every now and then and with delicious gourmet delights from Cherry Moon Farms, everyone can experience a gourmet sweet treat without the sugar!


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The Brother MFC 7300C is a Multifunction Color Printer ideal for the home or home office. This printer has the ability to fax, scan, copy, and print giving the users the capability to complete any project from home. The printer can produce high quality graphics and projects at resolutions up to 1200 x 1200 color dpi. It can print at speeds up to 12 pages per minute for black and white documents and 10 pages per minute for color projects. And with individual Brother ink cartridges, you take control of ink usage, only replacing the color that runs out. The printer also features a USB interface for simple setup and connectivity.
The Brother MFC 7300C ink cartridges eject Laser Precision Inkjets for vibrant and rich colors and black inks. In addition, the printer recognizes and prints directly onto envelopes, cards, and a variety of photo / presentation paper. This is a compact printer that will easily be able to fit any desktop or work area. The printer also has a convenient 100 sheet Input Tray for less paper exchanges and a 20 page Automatic Document Feeder for unassisted faxing, scanning, and copying. This affordable and durable printer also has a flat-bed scanner making copying and scanning quick and convenient. This device can also hold up to 100 speed dials for quick faxing and can broadcast to 158 locations.
To help lower operating costs, cheap ink cartridges are available in Compatible form. The best value being offered is the 10 Pack of Compatible Brother LC 04 Series cartridges containing 4 black, 2 cyan, 2 magenta, and 2 yellow cartridges. For individual purchase and still a great deal you can get the Brother Compatible LC04BK black ink cartridge, the Brother Compatible LC04C cyan ink cartridge, the Brother Compatible LC04M magenta ink cartridge, and the Brother Compatible LC04Y yellow ink cartridge. Also offered are the original manufactured cartridges in the Genuine Brother LC04BK black ink cartridge, the Genuine Brother LC04C cyan ink cartridge, the Genuine Brother LC04M magenta ink cartridge, and the Genuine Brother LC04Y yellow ink cartridge.


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The Stock clips online video library full of top quality footages, with more than 700 000 stock videos in high definition. Download royalty free clips with license.
Advertise on our website and get high relevant traffic from Stock-clip.com. Become a part of professional network of TOP videographers. Stock clips web site gives you an access to our large and rapidly growing library of clip, video, footage & movie professionals.
Sign up and get even more.


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Our most luxurious sheet set! Made from 100% Egyptian cotton for soft, breathable comfort, this opulent 1200 thread count sheet set is soft and durable with a smooth and crisp fabric. The damask weave creates a woven stripe pattern for sophisticated style. An updated color palette adds a pop of color to any bedroom!
Full Size:
Fitted sheet: 54" x 75" + 15"
Flat sheet: 81" x 96"
Standard pillowcases: 20"x 32"
Queen Size:
Fitted sheet: 60" x 80" + 15"
Flat sheet: 90" x 102"
Standard pillowcases: 20"x 32"
King Size:
Fitted sheet: 78" x 80" + 15"
Flat sheet: 108" x 102"
King pillowcases: 20"x 42"
California King:
Fitted sheet: 72" x 84" + 15"
Flat sheet: 108" x 102"
King pillowcases: 20" x 42"
Easy Care: Wash warm with like colors. Rinse cold. Do not bleach. Tumble dry warm. Remove promptly. Warm iron if desired.
Complete the look with an additional matching pillow case pair 435-305.
PLEASE NOTE: We make every effort to ensure colors are represented accurately online. Due to possible variances in manufacturer dye lots, however, colors may vary slightly from what is depicted.
Sheets can be made from many different fabrications. Various fibers and weaves are ultimately responsible for the particular performance characteristics of a sheet set.
Thread Count
Quality sheets are often defined by the thread count of the fabric. Thread count is the number of woven threads in one square inch of fabric. Higher thread counts create higher-quality, more durable weaves that generally feel smoother and softer. Lower thread counts can pill and feel rough, but are affordable and aptly serve their purposes. Common thread counts range from 180 to 1,200. While important, thread count does not alone determine how a fabric performs and feels. Also consider the yarn size and ply when determining the level of quality you desire.
Make sure you have precisely measured your mattress for its length, width and height. Most mattresses are usually made in specific standard sizes, but there is the possibility of slight variances. Deep pockets will be required for Eurotop or pillow top mattresses.


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Master Calendar
Admitted Student Open House III
From site: News & Events
This event takes place each day from April 13th, 2014 to April 14th, 2014.
Date: Monday, April 14th, 2014
Time: 1:00 pm
Location: Registration in Mayer Hall, events held in Pearsons, Science Center, and other campus venues.
Sponsored by: Admissions
Contact: Kate Virgo, Admissions, 608-363-2500
For more information about Admitted Students Open Houses, please contact the Admissions department at 608-363-2500. Invitation required.
This event occurs on:
- Sunday, April 13th, 2014
- Monday, April 14th, 2014


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Use your account on our other websites:
Our other sites you have recently visited:
Feel confident and relaxed on holiday with our detailed guide to the perfect swimwear for you. No matter your shape or style, we've got all the options - and your figure - perfectly covered.
Sort By:
4 Items Found for Swimsuits
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Delaware Valley Consumers' CHECKBOOK
A Crescent Travel Reviews, Ratings, and Complaints
How does A Crescent Travel rate? Subscribe to Delaware Valley Consumers' CHECKBOOK for unbiased reports, customer reviews, and ratings on 62 local Travel Agencies.
CHECKBOOK provides:
- Award winning articles and ratings reports compiled from more than 175,000 Delaware Valley Consumers' CHECKBOOK area consumer ratings by Consumers' CHECKBOOK and Consumer Reports magazine subscribers who have used these companies and professionals.
- Thousands of hours of undercover price shopping.
- Review of complaints received by local consumer agencies such as Better Business Bureau (BBB) and attorney general offices.
- In-depth research.
- No advertising.
- No ballot-box stuffing.
- Nonprofit
- Read CHECKBOOK's free advice on choosing local travel agencies.
A Crescent Travel8012 Pine Rd
Philadelphia, PA 19111
Phone: 215-722-8600
"Easy-to-follow charts map out everything from price and reliability to quality of customer service."
"CHECKBOOK's strength is its listings, which name names, some undoubtedly in your neighborhood. It suggests which businesses are worth a try — and which, by implication, to treat warily."
A Consumers' CHECKBOOK Subscriber
I just had replacement windows put in. All the firms I contacted were rated well in CHECKBOOK and the firm I picked was fabulous. It's the first place I look if I need something locally.


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Master Calendar
Free coffee at the OIE
This event takes place each month on the 1st Monday from November 4th, 2013 to December 2nd, 2013.
Date: Monday, December 2nd, 2013
Time: 8:30 am
Duration: 1 hour, 30 minutes
Location: Office of International Education
Sponsored by: Office of International Education
Contact: email@example.com, Josie Inaldo: 363-2659
Celebrate the first Monday of each month with the Office of International Education and hot cup of coffee. Get there early and enjoy a fresh donut and get information about the month's International Club and OIE events. BYOM (Bring your own mug!)
This event is free and open to the campus community.
This event occurs on:
- Monday, November 4th, 2013
- Monday, December 2nd, 2013


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Single Cylinder Deadbolt and Leverset Combo
Leading the industry toward offering better residential locks for more secure homes, Medeco residential hardware offers the protection expected from the gripsets UL437 Listed cylinder. In addition, solid brass hardware enhances the look and value of the home with beautiful designs and high quality construction.
Medeco Combo series of leversets and knobsets combines the beautiful design and high lever performance of it's residential line with the high security and physical protection of it's Maxum Deadbolts. Options ranging from keyed entry to passage knobsets and leversets paired with single cylinder to captive function deadbolts, Medeco's combos are sure to satisfy any level of security or function you are looking for.
- Solid brass construction for strength and durability.
- UL437 Listing assures superior pick and drill resistance.
- ANSI / BHMA A156.5 Grade 1 Certification assures consistent quality for heavy use applications.
- 1" Hardened Steel Bolt
- Double locking action makes Medeco locks virtually pickproof.
- 5-Pin Original Medeco Cylinder Technology
- Two Year Warranty
Additional Medeco Links
This Medeco item can also be referenced by the following color/finish specific model #:
- Medeco RL-9811X2-05*
Bright Brass
- Medeco RL-9811X2-10*
Satin Brass Blackened
- Medeco RL-9811X2-19*
Satin Nickel
*Discontinued model or finish
More Than Just a Store - Your Reasons to Shop
Discover the best online deals for the RL-9811X2 and everything else for your home from the leading online home improvement store.
We're committed to providing you with the best assortment of Medeco products with over 400 warehouses across the country.
Our knowledgeable product specialists work to bring you the best prices on every product and provide unmatched customer service. Your satisfaction is our highest priority!
Installation Resource Center
Whether you are installing the product yourself or hiring a professional, our installation Resource Center has everything you need to get your project done. Visit the Installation Resource Center to get started.