Special Supplement to

Sponsored by

January 2003

Andy Moore . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Overture Article: The Punctuated Acceleration of ValueOscar Wilde once remarked that he could never become a communist because “it takes uptoo many evenings.”

I know what he means. I’ll never be an economist for the same reason. I COULDhave been watching the game, or playing with my kids or sleeping. But instead, onenight last week I found myself flipping through the channels, and I stopped for aminute at one of those smarty-pants book shows on C-SPAN. The guy, whose name Idon’t remember, was making a point just that moment about the phenomenon of“punctuated acceleration” and how it appears in every complex system, from earthquakes in Peru to the real-estate market. . . .

Peter Auditore, Hummingbird. . . . . . . . . . . . 4 The New Business IntelligenceToday, the world of unstructured data is fraught with chaos, confusion, redundancy andsloth-like business processes that are completely and totally dependent on human distribution of various types of paper documents, forms, contracts, policies, proceduresand records. Adding to this chaos is an ever-growing mountain of emails and theirattachments—now considered legal business records. Organizations worldwide are alsochallenged with the management of many new object types including audio files, videofiles, diagrams, illustrations, etc.

Many companies and government agencies are realizing the importance of managingand leveraging disparate unstructured information sources throughout their organizations, and this has given new life to the knowledge management industry. . . .

Ramana Venkata, Stratify. . . . . . . . . . . . . . . . 6 Leveraging Unstructured Information to Enhance Business IntelligenceA product manager responsible for deciding new product strategy ... a vice presidentof customer service responsible for maintaining high levels of customer satisfaction ...These two examples highlight the need for competitive and business intelligence applications that can query, analyze and mine large amounts of unstructured data,discover analytical insights into relevant trends, patterns and relationships, and seamlessly provide this information to decision-makers. Companies today confront thechallenge of extracting insights and knowledge from vast amounts of unstructuredinformation and applying them for competitive advantage. . . .

Jill Konieczko, LexisNexis . . . . . . . . . . . . . . . . 8 The Next Evolutionary Step for Corporate Intranets and InternetsAs the amount of news and information available electronically continues to mushroom, many organizations face the challenge of streamlining relevant content foremployees and customers—both current and potential. Ideally, key internal and external audiences would have easy access to targeted industry news and informationthat is relevant to—even integrated with—the organization’s own content. The goalsinclude the following: to enhance productivity; to allow for informed business decision-making; and to position the organization as savvy and proactive in the context of broader industry trends and events. . . .

Dan Schimmell, OneSource. . . . . . . . . . . . . . . 9 When Internal Content Meets External Business InformationAny decision is only as good as the information behind it. Companies know thataccurate information is their most important asset—capable of shedding vital insighton current customers, prospects, competitors, partners and suppliers. However, suchinformation is also volatile, highly perishable, often scarce and costly: professionalswho develop client relationships spend 16% of their work week obtaining, reviewingand evaluating information. One study of the U.S. business community estimates thetotal annual cost at $107 billion. . . .

Best Practices inBusiness & Competitive Intelligence

now (even though my family could use thespace). The prices for houses in my area(eastern coastal Maine) are definitely at“peak” status right now. Lots of reasons forthat, and all are irrelevant. If history can betrusted, prices will top out, and return tosome more reasonable level. A little higherthan last year, maybe, but not at the inflat-ed level of today.

Why am I telling you this? I usually usethis column (for which I am eternally grate-ful to my partners Paul and Kathy and toKMWorld, by the way) as a sort of intro andsummary of the content in the followingpages. But I am breaking with that for thisissue. Because, as I barely listen to the talk-ing head on C-SPAN, I can’t help but realizethat a cycle of punctuated acceleration hasdefined the information industry for as longas I can remember, and probably traces backto the earliest moments of the informationage ... telegraph, railroads, telephone, thewhole magilla.

Take, for example, (to use Silvio’s euphe-mism from The Sopranos) “this thing we do.”The modern-day content and knowledgemanagement marketplace started, in myopinion, with the advent of imaging and doc-ument-capture technology in the late ’80s.Companies like Sigma Imaging (started by aNew York City dentist and some ex-Kodak

guys) propelled the concept of documentimaging to paper-intensive and time-sensitivecustomers (in this case, the Blue Cross/BlueShield market) as a means to reduce paperhandling and, I kid you not, to recover someof the square feet of floor space occupied byfiling cabinets. Remember, in New York,square feet actually means something.

The market sort of bubbled along, with“file-cabinet replacement” as the primaryvalue proposition, as though all of corporateAmerica was gonna clean out the attic andhave a big yard sale.

But then a renaissance of understandingblossomed, almost overnight. Because some-one noticed that great economies and produc-tivity gains could be achieved by the simulta-neous and (nearly) instant access to what wasin the documents, shared among severalworkers at just about the same time. Suddenly,the value proposition of imaging changedfrom one of “getting rid” of something to oneof “getting value” from something. The abili-ty to handle the physical paper itself lost itsglamour; the value became tied to two things:first, the process; then, later, the content.

Special Supplement to

The PunctuatedAcceleration of ValueToday’s Information Is Tomorrow’s Wealth

Oscar Wilde once remarked that he couldnever become a communist because “ittakes up too many evenings.”

I know what he means. I’ll never be aneconomist for the same reason. Take tonightfor example. I COULD have been watchingthe game, or playing with my kids or sleep-ing. But instead, while flipping through thechannels, I stopped for a minute at one ofthose smarty-pants book shows on C-SPAN.

The guy, whose name I don’t remember,was making a point at just that momentabout the phenomenon of “punctuatedacceleration” and how it appears in everycomplex system, from earthquakes in Peruto the real-estate market. It’s apparently partof “chaos theory,” in which believers insistthat even apparently random actions withinthe universe have a kind of predictablerhythm, if you just wait long enough to seeit. Like, you know, forever.

Accelerated punctuation is part of that. It,basically, is a big boom-and-bust cycle. Theusual example is an earthquake—the platesof the Earth slowly create tension in geo-graphic time that builds and builds until—pow!—everything changes in real time.

But the earthquake example misses oneof the fundamental lessons of punctuatedacceleration: That “progress” in a complexsystem (such as an economy) may seem tobe merely a series of spikes and crashes atrandom intervals. But the overall net gainincrementally grows with each spike. Forinstance, stock markets famously go throughbear and bull cycles, with an occasion earth-quake such as the dot.com spike.

But with each spike, the decline back tonormalcy isn’t quite total. There is enoughmomentum to return the system to some spotjust a little bit higher than before, and off itgoes toward the next climb. And with eachgreat swing of this spike and crash pendu-lum, a little bit of upward progress is main-tained. The overall effect, if you took anaverage, is slow, steady, healthy progress.

This is basically why I wouldn’t evenTHINK about buying a new house right

January 2003S2

Andy Moore haswatched and reportedon the emergence ofmany newtechnologies, fromindependenttelecommunicationsthrough networkingand informationmanagement. Mostrecently, Moore hascovered the decade’smost significant

business and organizational revolution: the drive toleverage knowledge assets (documents, records,information and object repositories) and the expertiseof knowledge workers in order to create true learningorganizations. He can be reached atandymoore@adelphia.net and welcomes feedback andconversation.

Andy Moore

By Andy Moore, Editorial Director, KMWorld Specialty Publishing Group

“With each great swing of this spike

and crash pendulum, a little bit of upward

progress is maintained.”

Special Supplement to January 2003 S3

The Advance of Process AutomationProcess management took center stage in

the document technologies with the emer-gence of workflow tools that automated notjust the capture of document images, but thedelivery and routing of those digital docu-ments within a company. Restricted todepartmental apps (such as insurance claims,mortgage loans) that revolved around trans-actions, workflow was dynamite as a pro-ductivity tool. In fact, the speed with whichorganizations could now respond to cus-tomers, settle claims and get paid created anentirely new competitive landscape that rip-ples through our Customer Relationshipworship still today.

Workflow represented a rapid shift in theevolution of document management—apunctuation. Smart people who recognized itat the time, such as Bruce Silver and Delphi’sTom Koulopoulos, were spot-on when theyidentified workflow as the most significant“real” change in the information businesssince the typewriter.

This marketplace glided on that crest forquite a while. Small, incremental technologysteps were taken, mostly aimed at fine-tun-ing and perfecting the minutiae of imagingand workflow—things like compression andstorage management, scanner speeds andfeeds, visual workflow tools, better moni-tors. It was another time of slow but steadyprogress, the kind that sustains but doesn’tcompletely nourish.

The next value leap is a little closer tohome, and more familiar to the current citi-zens of the knowledge management world.All the advances in document search andretrieval have led us unstoppably to the con-clusion that, with all this information at ornear our fingertips, there must be a way todirect it toward our advantage. I mean, thereis no way I can have terabytes of customerdata, sales trends, customer info and not beable to profit from it. Right?

Sure, I guess ... but how? An awful lot ofpre-KM experiments made that assumptionwithout much proof. The “Field of DreamsSyndrome” infected nearly all the efforts toovercome departmental barriers, technologi-cal hurdles and cultural realties. We wouldplow the cornfield under, by god, and buildan Elysian Field of knowledge nirvana. Withphysical barriers removed, the permeabilityof our enterprises would allow goodness andlight to fill each corner.

We built it all right ... but they didn’tcome. Why not?

Well, I think it’s because we misreadthe last few years. Again. We thought it wasanother period of punctuated acceleration;but it was in fact a time of steady improve-ment. The systems and support infrastruc-tures we’ve been building were not the end,but the means. I think we’re now reachingthe point at which plate tectonics are about

to do their thing, and a great rush of valuewill soon whoosh over us. Again.

By the way, I don’t want to leave theimpression that we’ve reached the end of theline. There’s far too much evidence that oneman’s renaissance is the next guy’s oldschool. But it’s important to make these leapswithout prejudice. I think the themes intro-duced in this paper and continuing over thenext few issues represent one of those periodsof punctuated acceleration of value.

New Wealth CreationListen. There is a slow, steady drumbeat in

the background. You’ll read in this paper thatit has many names ... the New BusinessIntelligence, Lifecycle Management, Internal-External Content Integration. But underlyingall these terms and viewpoints is a consistentand persistent truth; that finally, the pieceshave all come together that will allow busi-nesses large and small to create wealth andvalue from their information resources.

Sure ... I’ve been saying that all along,right? Not quite. I’ve been saying that infor-mation resources can be leveraged in such away that certain incremental advantages (interms of innovation, in terms of competitiveadvantage, in terms of productivity enhance-ments) can be gained. And that’s good stuff,and it means life gets marginally better formost of us—some more, some less, andoverall it’s a steady incline.

But there’s a huge difference between thepreservation of existing wealth and the cre-ation of new wealth. And I don’t just meandollars, but actual, nourishing wealth. I’venever believed more than I do right now thatNew Wealth will be created in the next fourto six years. And that it will emerge from thework that you’re looking at right now.

There are tons of examples of brilliantinnovators who are, as a friend recently said“not just mining the gold from information,but creating jewelry.” Take the examplesclose by in this White Paper: companies likeStratify are finding the means to re-defineyour information stores in such a way thatnew associations and hidden artifacts emergeas fresh, new opportunities. New opportuni-

ties ... that’s not small talk. Ramana Venkata,Co-Founder & Chief Technology Officer ofStratify, told me that he sees the perception ofthe value of knowledge creation and discov-ery as “a part of a new corporate ethos.”

Other companies, such as Hummingbird,also residing in these pages, believe sostrongly that knowledge is the key to valuecreation that they base their businessesaround the discovery, application and sharingof those knowledge-creating resources.

Now, there needs to be a word or two ofcaution. Such great punctuations have oftenbeen thwarted. Peter Auditore points out inthese pages (in the context of Web services,in this case) that the same market leaderswho have it in their power to propel ustoward our next punctuation also have themeans to really mess it up. Competitivesquabbling, standards squashing and eco-nomic reality will probably dampen some ofthe enthusiasm I have, and hope you share.It certainly wouldn’t be the first time a greatopportunity was messed up by relativelytrivial forces.

But that doesn’t mean that skepticismand resistance should prevail. I happen tothink that we are standing at the opening ofa new era. You might think you’ve heard itall before.

What’s really interesting is that ... we’reboth right.

So, anyway, getting back to Oscar Wilde.That innocent channel surfing and the guyon C-SPAN have now turned into the lostevening that you are reading right now.

And it’s late, and there’s a lot of stuff todo tomorrow. ❚

Andy Moore is an editor by profession and temperament, havingheld senior editorial and publishing positions for more than twodecades.Moore is currently serving as Editor-in-Chief of KMWorld (for-merly ImagingWorld) Magazine. Moore also acts as a contract editorialconsultant and conference designer.

As KMWorld’s Specialty Publishing Editorial Director, Moore acts aschair for the current series of “Best Practices White Papers,” overseeingeditorial content, conducting market research and writing the openingessays for each of the white papers in the series.Moore,based in Camden,Maine,can be reached at andymoore@adelphia.net

“The pieces have all come together

that will allow businesses to create

wealth and value from their

information resources.”

have their unstructured house in order willbe unable to compete in a knowledge-basedeconomy that mandates empowerment ofthe workforce. In an effort to corral theirever-growing intranets, many companieshave deployed enterprise information por-tals as the first step in this empowermentprocess. However, the majority of them areessentially portals to nowhere that present anever-ending labyrinth of URLs with limit-ed access to the right information that couldoptimize a business process or stimulateinnovation. These portals to nowhere lackthe basic information management infra-structure, like a document management sys-tem, that delivers on the promise of infor-mation utopia and bring actionable informa-tion into the decision-making process.

At Hummingbird we are in the businessof data warehousing the unstructured world.It’s what we call the “new business intelli-gence.” Over the past year, I have presentedHummingbird’s concept of an enterpriseinformation management system (EIMS) tomore than 500 companies in North America.And during each presentation I ask howmany companies have information manage-ment/document management systems thatextend beyond their legal departments. Theshocking reality is that less than 10% ofthese companies had their unstructuredhouse in order; this significantly contrastsmarket research pundits who estimate thatapproximately 50% to 60% of organizationsworldwide have enterprisewide informationmanagement systems.

So from a big-picture perspective therereally is not much difference between a tra-ditional data warehouse implementation andan enterprise content/document manage-ment system. Without a 360º view of allinformation related to your business part-ners and/or customers it is very difficult toimplement a successful CRM project, forexample. Perhaps this is why many CRMinitiatives have failed; the difficulties inachieving an encompassing view of the cus-tomer which bridges the gap between struc-tured and unstructured data.

Several years ago, Intuit began a CRMinitiative that didn’t involve traditional datawarehousing, as we know it, but focused on

the creation of a web-based knowledge sys-tem that leveraged existing unstructuredinformation sources about its customer base.The customer service center initiative wasfocused on increasing the effectiveness ofcustomer service reps and their ability tohandle calls.

Through its constant interaction with cus-tomers since the company’s inception in1983, Intuit had amassed a huge internalknowledge base about its own products,which it uses to find known solutions to prob-lems customers may encounter. Intuitdeployed a single, unified search engine fromHummingbird to support customer servicecenters and facilitate their goal of providingsuperior customer service.

“Our internal knowledge base is alwayssearched first in an effort to find a knownsolution to a problem being reported by acustomer,” said Alice Adair, Manager ofSystems Development for Intuit’s SystemSupport Department. “The success of theknowledge base searches directly affects ourability to provide superior service to our cus-tomers, and reduces costs associated withhandling support calls.”

The good news is a massive worldwidetransformation of unstructured data sourceshas begun. The very concept of “unstruc-

tured” may well be a thing of the past, sincea paper document that has been scanned anddigitized with metadata is no longer unstruc-tured. Many from the BI data-warehousingworld might argue that a document in digi-tized form has limited structure. But thereality is once a digitized document is in aDM system library with appropriate meta-data, it can be easily accessed, archived, cat-egorized/indexed, distributed and almostinstantly retrieved. In fact if you look at anyDM system deployment you’ll find manysimilarities to a typical data warehouse ordata mart. A DM system uses a server-basedlibrary component and, usually, a back-endRDBMS as a repository. Not so very differ-ent from a data warehouse...

What we’re doing at Hummingbird isleveraging our BI tools in the world of DMand information management.

Moore: In your literature you talk aboutthe transformation of information into intel-

Special Supplement to

The New Business Intelligence

The worlds of structured and unstructureddata are becoming increasingly difficult toparse. Business Intelligence, once the do-main of the data warehouse/data mart keep-ers, has evolved to embrace all forms of in-formation regardless of its “form,” structureor lack of it.

In fact, it seems self-evident that the 80%of the world’s information residing outsideof databases would hold the lion’s share ofimportant customer, process and competitivevalue. And as we speak, the volume isincreasing and the gap between structuredand unstructured data is growing.

Yet, despite the pressure, it is only recent-ly that enterprises are finally seeking ways totruly understand and then leverage what theyhave in their document and content reposito-ries. Over the course of a few days in earlyNovember, we corresponded with PeterAuditore, the well-traveled Worldwide VP ofMarketing for Hummingbird, about this dis-connect, and the growing interest in this“New Business Intelligence.” —Andy Moore

Moore: The term “Business Intel-ligence”—once pretty clearly associatedwith the analytics and interpretation ofhard data from data warehouses—is beingredefined. How does Hummingbird definebusiness intelligence these days?

Auditore: Today, the world of unstruc-tured data is fraught with chaos, confusion,redundancy and sloth-like business process-es that are completely and totally dependenton human distribution of various types ofpaper documents, forms, contracts, policies,procedures and records. Adding to this chaosis an ever-growing mountain of emails andtheir attachments—now considered legalbusiness records. Organizations worldwideare also challenged with the management ofmany new object types including audio files,video files, diagrams, illustrations, etc.

Many companies and government agen-cies are realizing the importance of manag-ing and leveraging disparate unstructuredinformation sources throughout theirorganizations, and this has given new life tothe knowledge management industry.

Maintaining organizational competitive-ness is the primary driver in the next waveof “e-business.” Organizations that don’t

January 2003S4

An Interview with Peter J. Auditore Vice President U.S. Marketing, Hummingbird USA

"Organizations thatdon't have their

unstructured house in order will be

unable to compete in a knowledge-based

economy."

Special Supplement to January 2003 S5

ligence. At what point does this transforma-tion from one steady state to another occur?When the information is delivered to thehuman? When the human responds to it?When it’s collaborated on ... ?

Auditore: In the most simplest and broad-est sense, what we mean is that once informa-tion is transformed to a digital format (a doc-ument, record policy procedure, etc.), then itcan be leveraged across the organizationthrough an information management systemto empower others. As we know, informationexists in many forms in any organization andis most often classified in terms of tacit,explicit and structured information sources.The legal vertical market segment overall islight years ahead of the rest of the world andhas long understood the value of intellectualassets. The key to this equation is getting theright or relevant information to empower theindividual and organization as a whole, andthen information becomes intelligence oractionable knowledge.

For example, law firms treat the Web as ifit were a giant data warehouse, and it reallyis. Most data warehousing efforts, however,are focused internally, and normally only onRDBMS data that has been profiled, cleansedand transformed from transactional systemsand other data sources within the organiza-tion. Law firms are now employing intelli-gent agents to farm the Web and exploit itsinformation sources (not just LexisNexis,Factiva, West Law, etc.) to empower theorganization and push relevant information toknowledge workers.

We just finished a large DM systemimplementation with the European Court ofHuman Rights (ECHR), where now anyonein the world can access 600,000 documentsstored at the court—all decisions, judgmentsand related papers. The ECHR rules on viola-tions of human rights for 800 million peoplein 43 member states. The President of ECHR,Luzuis Wildhaver, describes this implementa-tion as “not only a major technical achieve-ment, but also a significant development ininternational human rights whose influencewill be felt well beyond the borders ofEurope.” Last year this system (www.echr.coe.int) had 20 million hits and is saving theECHR approximately $750,000 a year on postage.

You mentioned collaboration in yourquestion and I would like to address it from atechnical and organizational behavior per-spective. There are many forms of collabora-tion enabled by technology—interactive Webconferencing/video conferencing, email,communities of interest and best practiceswithin portals, expert systems and collabora-tive eCommerce, etc. Many organizationsapproach collaboration from an informationtechnology perspective, rather than looking atorganizational behavior. This is a major chal-lenge facing many business unit managersand IT alike. More than 90% of the cost of

product development is in its design; this iswhere collaboration hits home.

Moore: The financial news surroundingenterprise software vendors has not been greatlately. What will the impact of service-orient-ed architectures (so-called Web services) haveon enterprise computing, and business in gen-eral? And how will these “de-coupled” servic-es change the vendor landscape?

Auditore: When I think of Web services,it’s like the movie “Back to the Future.”Distributed, or object-oriented, computingemerged in the early 1990s and held greatpromise, however, it was never implemented

in multi-vendor enterprise computing envi-ronments and overall has been a failure. Thevalue proposition behind distributed comput-ing revolved around an object paradigm,where applications/features/functionalitywould be broken up into individual objectsand brokered out from a server like a black-jack dealer in Las Vegas. For example youcould be using a stripped down word proces-sor and when you needed a spell checker itwould simply fly down the network as anobject/service.

One of the most important standardsbehind distributed computing was CORBA(Common Object Request BrokerArchitecture) and it has enjoyed limited suc-cess. The reality is that the vast majority ofapplications in enterprise computing envi-ronments today are RPC-based fat clients.

With Web services, CORBA and ActiveX are back in a new shape and form; we havejust changed the acronyms to XML, UDDI,SOAP, WSDL, J2EE and of courseMicrosoft’s .NET. CORBA was a huge dis-appointment because of a wide variety ofissues—most notably performance—andeven Java programmers have dumped (IIOP)InterOrb protocol because it is just too diffi-cult to learn and use.

Last year the IT herds rambled out ofcontrol trampling on everything XML, andnow, according to Gartner, there are morethan 140 different XML iterations in themarket. XML, however, was never designedto function as a point-to-point EAI technolo-gy as it is primarily being used today. Tim

Berners-Lee’s vision of XML is to create asemantic web where machines become intel-ligent and understand each other. Now itsounds like “Blade Runner...”

In the mid 1990s I created an acronymcalled TPRC—Technology PerceptionReality Check—in an effort to bring somesense of reality to our technology realm.When the TPRC process is applied to WebServices we soon realize that we are talkingabout standards that are two years down theroad. Hummingbird is supporting thesestandards in all of our products and willcontinue to do so as they evolve, and we arecurrently members of the Web ServicesInteroperability Organization (WSI) andthe JSR168 working group.

Rarely are standards fit for business-crit-ical enterprise computing. The real issuewith standards is that if one vendor can’tdominate a standards body to their advan-tage, then individual vendors will tweak thestandards to enhance their products, interop-erability, features, functionality and perform-ance to gain competitive advantage.

Perhaps the greatest of all open standardsis the personal computer. Unlike Apple, IBMchampioned it and delivered the standards tothe market. Now many vendors can easilyassemble a personal computer because ofstandard modules that are industry accepted.The hallmark of Hummingbird has been ourability to support open standards and makeevery other vendor’s stuff work together inenterprise multi-vendor computing environ-ments. We built a $100 million dollar busi-ness on one of the most open and interoper-able standards that ever succeeded in theindustry, the X Window System. EvenApple’s new operating system X is based onthis standard.

We believe that Web Services will enableus to bridge the gap between J2EE and .NET.In fact, today, most of our products alreadysupport XML, SOAP and UDDI. However,we will take a neutral position in the market,continuing to develop in Java, but also sup-porting Microsoft .NET as best we can.

Many Fortune 500 organizations aredeploying multiple application server plat-forms. This is not the case in small andmidrange organizations. More importantly,the technology that evolves from the WebServices arena should provide a platform forcreating new and innovative business modelsthat IT and LOB managers can leverage intotheir business processes. ❚

The Hummingbird Enterprise

Hummingbird Enterprise delivers on its mission by providing abusiness-critical suite of EIMS components enabling organizations toprovide employees, partners, customers and suppliers with the abilityto easily access, find, analyze, manage, and collaborate on enterprisecontent across a wide variety of formats, languages, and platforms.Before you build the portal or KM system to nowhere, where nobodycan find anything, have an EIMS system in place and deliver on thepromise of KM.

"Rarely are

standards fit for

business-critical

enterprise

computing."

Taxonomies organize unstructured infor-mation by providing hierarchically organizedtopics that can be used to categorize vastamounts of information. Based upon theextent and granularity of the taxonomy, aswell as extracted metadata and categoriza-tion accuracy, business intelligenceapplications can leverage the taxonomy todiscover hidden semantic and causal rela-tionships between topics, including:◆ new relationships between topics in real

time;◆ hidden semantic neighbors and net-

works between topics; and◆ emerging and historical patterns, trends

and causal relationships.

Total Taxonomy Lifecycle ManagementDeveloping and managing enterprisewide

taxonomies and their associated classificationmodels as critical resources for businessintelligence applications involves a five-stepprocess that we designate as Total TaxonomyLifecycle Management. Each of these phasesshould involve a combination of automatedtechnologies, advanced analytics, and humanoversight.

1. Create Taxonomy. Enterprise tax-onomies must accurately reflect the structureof a document corpus together with the com-pany's business objectives. Companies caneasily leverage existing forms of organization

by importing an XML file of an existing tax-onomy or by creating a taxonomy directlyfrom a file system or webserver. More impor-tantly however, advances in taxonomy andcategorization software now enable compa-nies to create a taxonomy from any corpus ofunorganized documents, by automatically“clustering” documents based on statisticaland/or semantic criteria and then organizingthese topics hierarchically into a taxonomy.

2. Define Classification Models.Classification models define how a docu-ment should be classified into particular top-ics in the taxonomy. However, no single clas-sification technology can accommodate allthe various categorization tasks and businessobjectives that organizations must enact.From Stratify’s perspective, overcoming thischallenge requires an architecture that sup-ports multiple classification technologies, or“classifiers” (for example, statistical, key-word and Boolean), acting in parallel to pro-duce highly accurate document classifica-tions. Developing classification models canoften take advantage of the clustering analy-sis used to create taxonomies. For example,as part of the process the system can auto-matically create the training sets required todefine the statistical classifier, eliminatingthe manual effort previously required toidentify relevant documents for each topic.Companies should always have the flexi-bility to use these classifiers in any combina-tion to define topics, and create businessrules between topic definitions.

3. Test and Assess ClassificationAccuracy. The accuracy of classificationmodels must be tested and evaluated in real-time without disrupting production environ-ments. Topic definitions should be evaluatedagainst test documents, with insights into howand why documents are classified into varioustopics as well as the degree of overlapbetween topics. Based upon the results theclassification models can be easily modified.

Special Supplement to

Leveraging UnstructuredInformation to EnhanceBusiness Intelligence

A product manager is responsible fordeciding new product strategy. As input tohis decision-making he requires in-depth,up-to-the-minute competitive and marketanalysis, including information on competi-tors’ products, partner activities, govern-mental policies, and emerging scientific andtechnical advances.

A vice president of customer service isresponsible for maintaining high levels ofcustomer satisfaction. He needs to be ableto rapidly identify emerging trends and pat-terns so they can be addressed immediate-ly, analyze his call center volume, and iden-tify causal agents responsible for new trou-ble tickets.

These two examples highlight the needfor competitive and business intelligenceapplications that can query, analyze andmine large amounts of unstructured data,discover analytical insights into relevanttrends, patterns and relationships, andseamlessly provide this information todecision-makers. Traditional intelligencegathering applications are based uponstructured, numerical data stored in rela-tional databases or specialized data miningsoftware. Companies today confront the chal-lenge of extracting insights and knowledgefrom vast amounts of unstructured infor-mation and applying them for competitiveadvantage.

January 2003S6

Ramana Venkata isresponsible for Stratify’sproduct and technologyvision.He has extensiveexperience in researchand development inclient-centric datamining, knowledgemanagement,visualization andrelational databases.Most recently,Venkataserved as a research

scientist at Intel’s Microcomputer Research Lab.

Venkata is completing his Ph.D.research in ScientificComputing and Computational Mathematics at StanfordUniversity.He holds a Master of Science degree inMechanical Engineering from Stanford University and aBachelor of Technology degree in Mechanical Engineeringfrom the Indian Institute of Technology,Chennai.

Ramana Venkata

By Ramana Venkata, Co-founder & Chief Technology Officer, Stratify

Special Supplement to January 2003 S7

4. Refine and Optimize Taxonomy.Taxonomies must be continuously refined andoptimized to ensure their ongoing relevance tochanging corporate objectives and informa-tion trends. For example, changing markets,products and governmental regulations mustall be accommodated if the organization ofinformation in the taxonomy is to remainrelevant to researchers and business intelli-gence applications.

Historically these operations havedepended upon significant numbers of sub-ject matter experts, taxonomists, and infor-mation scientists to manually review andrevise taxonomies, with their scope usuallylimited to narrowly focused applications.As taxonomies increasingly assume busi-ness critical roles within information inten-sive enterprises, a clear need for automatedmethods to help refine taxonomies hasdeveloped. In response, companies such asStratify have introduced new functionalityenabling customers to automatically:◆ add or recommend new granular topics to

the taxonomy, or aggregate sub-optimaltopics together;

◆ optimize the structure of a taxonomy tomore accurately reflect changing busi-ness conditions; and

◆ optimize the training sets that are used todefine the statistical classifier for specifictopics.5. Publish Taxonomy and Classify

Documents. Categorization software shouldbe able to access and categorize unstructuredinformation of any format located in variousrepositories throughout the enterprise, aswell as on external sites and those requiringuser authentication for access. Publishing ataxonomy enables the software to crawl andcategorize new documents, making themavailable to researchers and business intelli-gence applications.

Our experiences with a wide variety ofenterprise customers clearly illustrate the benefits of managing the total taxonomy lifecycle using a combination of automation,advanced analytics and human oversight atevery step. Automated techniques acceleratecreating, refining and optimizing taxonomies,but ultimately can never be fully cognizant ofreal-world considerations that we take forgranted with human experts. Analyticalexplanations regarding how and why the soft-ware produces specific results are crucial forsubject matter experts to tune the taxonomyand classification models appropriately.These information managers are the ultimatearbiters who ensure that taxonomies satisfyour application requirements and corporateobjectives. Combining these three factors—automation, analytics and human oversight—into a highly scalable platform with an inte-grated interface to manage the taxonomy life-cycle is a prerequisite for the development ofthe next generation of business intelligenceapplications.

Business IntelligenceTaxonomy and categorization software can

provide entirely new business intelligencecapabilities previously unavailable from tradi-tional analytical and data mining tools. In addi-tion, while taxonomies offer an intuitive navi-gation metaphor for browsing complex knowl-edgebases, new functions for analyzing andmining unstructured information offer a hostof additional opportunities for advanced visu-alization technologies that can be integrateddirectly into decision-making processes.

Discover new relationships: Confrontedby high volumes of changing unstructuredinformation, analysts face the challenge ofidentifying new and emerging topics. Analystscan leverage the clustering algorithms used increating and refining taxonomies to immedi-ately identify new topics and update their pro-duction taxonomies as needed. The clusteranalysis can provide important informationregarding the relative strength of specific top-ics as well as identify core documents andsources responsible for the generation of specific topics.

These processes can be run on a regularbasis to proactively inform analysts ofchanging conditions. For example, basedupon a daily analysis of a set of informationsources, a product manager can be immedi-ately notified when a key competitor launchesa new product, at the same time havinginstant access to the set of related informa-tion from a variety of sources—includingpress releases, news items, analyst reports,etc. Simultaneously he could receive notifi-cation of changes in third-party supplierforecasts, revenue projections and commoditycontracts necessary for his product.

Discover semantic neighbors: No sin-gle taxonomy structure can capture, modeland represent all possible (especially newand emerging) relationships between topics.The ability of taxonomy and categorizationsoftware to map new semantic neighborsand networks creates enormous opportuni-ties for business and competitive intelli-gence applications.

1. The software can discover first-ordersemantic neighbors, i.e. topics that, whiledirectly related, are not captured in the organ-ization of a given taxonomy. This enablesusers to identify topics as they become perti-nent to their areas of interest. The softwarecan also ascertain the importance of theserelationships based upon their semanticstrength, enabling users to focus their atten-tion on those key relationships that can con-tribute substantively to their research interests.

2. The software can map new semanticnetworks connecting remote topics in the tax-onomy. By mining the implicit relationshipsbetween topics by virtue of the existence ofeven single documents, the software can con-struct semantic maps, uncovering indirect

relationships that can be critical for businessand competitive intelligence.

For example, while many companiesorganize Linux software within a technologyarea of the taxonomy, the software could high-light new relationships emerging betweenLinux, EU member states, and specificEuropean consortia that could be instrumentalwhen developing new software products forthe European market.

Discover historical trends: When thesoftware utilizes a database to manage taxonomies, document categorizations andmetadata, it is able to provide business intel-ligence applications historical data-miningcapabilities. It is easy to visualize historicalchanges to the taxonomy and topic activity, aswell as the activity of specific informationsources in the context of the taxonomy, pro-viding valuable inputs to analysts. Finally,analysts can interrogate semantic networks inthe context of the taxonomy to identify causalagents. The semantic strength between topicscan be tracked over time, and changes to thenetwork can be located precisely.

Returning to one of our initial examples, ifthe textual entries that document troubletickets in the CRM system are categorizedwithin a taxonomy, the system can proactive-ly visualize emerging patterns or repeatedproblems and identify particular topics orcausal relationships that require the vice pres-ident’s attention. Companies can focus theirresponse on the cause and not just the symp-tom being reported, leverage that knowledgewithin ongoing decision-support systems, andincrease customer satisfaction and retention.

ConclusionBusiness intelligence applications that

can integrate knowledge extracted fromunstructured information, which constitutes85% of corporate data, enable companies toact faster and smarter. Taxonomy and catego-rization platforms that can organize, classifyand leverage high volumes of unstructuredinformation extend the reach of businessintelligence applications, enabling them toquery, analyze and mine this previously inaccessible information. Integrating thesenew capabilities directly into business deci-sion processes will directly benefit compa-nies, providing them critical insights intotheir environment and enabling them to actwith focus and speed. ❚

Stratify, Inc.—Discover More ™

Stratify is the emerging leader in unstructured data managementsoftware.The Stratify Discovery System™ is a complete enterprise soft-ware platform that helps companies harness today’s vast corporateinformation overload by automating the process of organizing, classify-ing and leveraging the business-critical,unstructured information that isusually found in documents, presentations and Web pages.

Named as one of the winners in Computerworld’s InnovativeTechnology Awards 2002,Stratify is headquartered in Mountain View,CA.For more information about Stratify,please visit www.stratify.com.

content integration—launched two tools in2001 that allow corporations to access, sortand incorporate directly relevant industrynews in an intuitively accessible manner.

LexisNexis™ Intranet Publisher (LNIP)allows an organization to post applicablenews and critical business information onits Intranet. A designated administrator canselect, annotate and disseminate relevant,reliable and organized content to specificgroups of people within an enterprise. Sinceit can be custom-packaged with links andeditorial comments, such content canenhance business decision-making and beintegrated easily with internal reports.

LexisNexis™ Web Publisher (LNWP)provides access to premium content from over4,000 sources spanning 2,000 topics. ThroughLexisNexis SmartIndexing Technology™,this vast repository is scanned for on-target,exactly relevant articles and data, which thenare captured and displayed in a format consis-tent with the overall “look and feel” of theorganization’s Web site.

Integration of Industry News EnhancesInternet and Intranet Sites

Just over a year after the launch,LexisNexis commissioned an independentstudy to evaluate whether the use of thesetools to integrate external content intoorganizations’ Intranets and public Websites indeed is a value-added feature. Threeclients who each use a publisher tool partic-ipated in the study:◆ A nonprofit membership organization,

the Insurance Information Institute◆A global real estate and property investment

management firm, Jones Lang LaSalle◆ A machinery importer and distributor,

United GrindingThe researchers confirmed that demand

exists for the skillful integration of relevantexternal news and information with an orga-nization’s internal content, on Internet andintranet sites alike. (For the full case studies,visit http://www.lexisnexis.com/infopro/reference/whitepapers.shtml.)

While the three organizations differvastly in scope, structure and industry, they

reported many common objectives and pri-orities in enhancing their internal or exter-nal Web presence:

◆ Trusted, reliable sources for external newsand information

◆ Breadth and depth of content◆ Capacity for refined searches through a

sophisticated taxonomy◆Ability to match existing site’s look and feel◆ Minimal investment of client time on li-

censing or copyright logistics◆ Accessible and proactive customer serv-

ices and technology supportSimilarly, strong parallels were identi-

fied among these organizations whenresults were discussed, with all three citingthe following advantages:

◆ Enhances productivity—Staff membersspend less time searching for informationand more time acting upon it.

◆ Drives decision-making—The LexisNexispublisher tools facilitate the conversion ofknowledge into business intelligence.

◆ Bolsters new business efforts—With Lexis-Nexis Intranet Publisher, employees staytuned to opportunities for business expan-sion based on current events. With Lexis-Nexis Internet Publisher, Web site visitsbecome daily routine for key external au-diences, which can include both currentand potential members and customers.

◆ Offers a cost-efficient alternative—Re-searchers and information professionals—relieved of the daily barrage of straight-forward “get-me” requests—can focusinstead on big-picture strategic topics.The LexisNexis publisher tools help these

and many other organizations stay abreast ofkey industry developments in the market-place—information that can be critical to thebottom line. Each organization touts the ben-efit of using these tools to help position itsintranet or Internet site as the place to go forcorporate and industry knowledge. Fromthere, the conversion into business intelli-gence is well within reach. ❚

1 The May 2001 Super I-AIM™ (Information AboutInformation Markets) Study by Outsell, Inc.,a Burlingame,Calif.-based information research and advisory firm, analyzed 6,300knowledge workers from 20 industries. For more information,visit www.outsellinc.com.

LexisNexis is a global leader in comprehensive and authoritativelegal,news and business information and tailored applications. Its onlineservices combine searchable access to over four billion documents fromthousands of sources. A member of Reed Elsevier plc [NYSE: ENL; NYSE:RUK],LexisNexis is headquartered in Dayton,Ohio,USA,and does businessin 100 countries with 12,000 employees worldwide. The company offersan extensive range of products and customized tools that address job-specific and organization-wide information needs, driving productivityand confident decision-making.

Special Supplement to

The Next Evolutionary Step forCorporate Intranets and InternetsTools That Integrate Relevant, Continually Updated External Content

As the amount of news and informationavailable electronically continues to mush-room, many organizations face the chal-lenge of streamlining relevant content foremployees and customers—both currentand potential.

Ideally, key internal and external audi-ences would have easy access to targetedindustry news and information that is relevantto—even integrated with—the organization’sown content. The goals include the following:◆ To enhance productivity◆ To allow for informed business decision-

making◆ To position the organization as savvy and

proactive in the context of broader industrytrends and eventsAccording to a 2001 Outsell, Inc. study,

while 98% of U.S. businesses have a corpo-rate intranet, fewer than one-third ofemployees turn to that internal site for exter-nal news and business information. Instead,they spend an average of eight hours a weeksearching the Internet for such content—aninefficiency that costs U.S. businessesroughly $107 billion a year.1

As for the Internet, the trend continuesfor organizations to view their public Webpresence as more than simply an electronicversion of a company brochure. Instead,more visionary executives position a Website as a resource for clients and other exter-nal audiences, relying on content to attractand retain regular visitors.

To do so, an Internet site must effec-tively integrate relevant content from trust-ed outside sources to complement corpo-rate information. Topics might include reg-ulatory hot buttons under discussion inWashington; the latest competitor initia-tives, personnel changes or other news;international policy or trade issues thatdirectly affect transactions and the bot-tom line; and, of course, where and howthe organization itself appears in the news.

Two LexisNexis Tools CatalyzeIntranet/Internet Advancement

LexisNexis™—having recognized ademand for the streamlining of such external

January 2003S8

By Jill Konieczko, MLS, LexisNexis

Special Supplement to January 2003 S9

files. They run deep on business and topicterms but don’t perform well for taggingcompanies with a unique identifier—the keyentity in a customer-focused application.They lack global breadth below the top fewthousand companies and they almost alllack the hierarchical corporate family infor-mation necessary to identify and tag refer-ences to subsidiary operations of diversemulti-national corporations.

The Tools FactorTools and services to apply taxonomies

have likewise focused on auto-classificationof textual information, using advancedtechniques that analyze the distribution orpresence of key words and phrases. Whiletextual classification approaches havebecome quite sophisticated, they have a sig-nificant weakness: they fall down when itcomes to handling structured (database-driven) information.

Much critical business information (suchas corporate profiles, key contacts, opportu-nity assessments, purchase history and muchmore) resides in databases. In fact, themajority of client data needed to populate aCRM or customer portal is exactly this kindof structured database-driven information.

Integrating structured company datarequires maintaining a controlled universeof key corporate data and deploying sophis-ticated matching algorithms. Such algo-rithms utilize data points like address,phone, and postal code and don’t just rely oncompany name. And because no companylimits its sales to publicly traded companies,common taxonomies like stock ticker don’tcover the necessary universe of companies.

The Complete SolutionA complete content integration solution

must handle structured and unstructured data,making it accessible from a single point in acustomer portal or CRM system.

A comprehensive solution should include:◆ A broad, integrated taxonomy that covers

companies, topics, industries/lines of busi-ness, and geographies equally well. Thetaxonomy should encompass both meta-data for textual documents (e.g., callreports, news stories) and structured com-pany data (e.g., corporate profiles and saleshistories). Applying an extensive taxonomyto internal data creates an organized, inter-related dataset that can be explored and fil-

tered quickly and accurately. And if thattaxonomy is supported and maintained by acommercial business information service,a seamless link to external content canbe established more easily.

◆ Support for company aliases, formernames, common identifiers (like ticker andCUSIP), and subsidiary names. The taxon-omy should support mapping to a varietyof commercial company identifier.

◆ Complete integration with industry stan-dards like SIC and ISO codes as well asother proprietary schemes. Any com-mercial taxonomy that ignores standardcodes is not robust enough.

◆ Auto-classification tools to apply a taxon-omy to unstructured text documents witha high degree of accuracy.

◆ Automated matching tools to map struc-tured company files to a common com-pany taxonomy.

◆ Editorial review as well as automatedmatching and classification techniques,because no automated tool can performmatching to the high degree of certaintyand completeness required for CRM orcustomer portals.

◆ An ongoing maintenance program to keepup with name changes, effects of mergersand acquisitions, etc.When internal content is wisely integrated

with external business information, the resultis a new level of business intelligence thataffects the entire customer life cycle. Salespreparation is better, close ratios are higher,risk is mitigated, due diligence is robust,insight is deeper, responses are faster, and con-fidence is greater throughout. ❚

OneSource provides Web-based business information to pro-fessionals who need quick access to reliable corporate, industry andmarket intelligence. Contact OneSource at 978.318.4300 or visitwww.onesource.com

When Internal Content MeetsExternal Business Information

Any decision is only as good as the infor-mation behind it. Companies know thataccurate information is their most impor-tant asset—capable of shedding vitalinsight on current customers, prospects,competitors, partners and suppliers.However, such information is also volatile,highly perishable, often scarce and costly:professionals who develop client relation-ships spend 16% of their workweekobtaining, reviewing and evaluating infor-mation. One study of the U.S. businesscommunity estimates the total annual costat $107 billion (Outsell, Inc., 2002).

Aside from the enormous cost of ad hocresearch conducted by “information ama-teurs,” having the best-possible businessintelligence available is crucial to a com-pany’s competitive advantage. Educatingsales teams on new industries, keeping rela-tionship managers up-to-date on significantcustomer events, analyzing the financialhealth of prospects and suppliers, mappingcorporate parents and subsidiaries, followingchanges in executive staffs—all these com-bine to keep every customer-facing part ofthe organization on top of its game.

Why, then, do corporations determinedto arm their professionals with outstandingbusiness intelligence often fail in this mis-sion? As documented time and again, thevast majority of internal client informationapplications, such as customer portals andCRM installations, fail to achieve theirfull potential. Why?

Their failure is not due to a lack of data-base skills or people or dollars. Instead, fail-ure is usually due to:◆ insufficient in-house content expertise;◆ inadequate business information taxon-

omy; and◆ poor—or no—tools.

The Expertise FactorContent optimization and taxonomy

development are specialized fields. Mostinternal corporate staff are not experiencedenough to create a robust information solu-tion without expert help.

The Taxonomy FactorThe classification regime applied to your

information can make all the difference.Most taxonomy solutions being offered

on the market have been focused only onunstructured (text) documents, like news

Dan Schimmel is presidentand chief executive officerof OneSource InformationServices, Inc. UnderSchimmel’s direction,OneSource has become aleading provider ofbusiness informationsolutions to more than800 corporations in theUnited States and Europe.

In 2002, OneSource wasranked seven in The

Boston Globe’s 2002 selection of 100 top performingpublicly held companies in Massachusetts. For the pastseveral years, OneSource has been named to the EContent100, an annual recognition by EContent Magazine, theleading digital content strategies and resourcespublication.

Mr. Schimmel holds an MBA from the Harvard BusinessSchool and a BA from Harvard University.

Daniel Schimmel

By Dan Schimmell, President and CEO, OneSource Information Services

Special Supplement to January 2003S10

tions, no off-the-point content ... just a high-impact source for useful information.

As an amplifier, KMWorld White Paperscan add volume to the message of a smaller,specialized vendor that you may not haveheard from yet. Many of the sponsors ofKMWorld White Papers don’t have the cloutor the resources to run massive PR cam-paigns and marketing programs. What theyDO have, however, are solutions that can bedeployed in your organization that will bring

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group has created an editorial calendar (seebelow) for a full calendar year. Sponsorsare able to pinpoint specific issues wheretheir message will be in the proper contextto reach an audience in search of their kindof solution, and their kind of solution only.

Our editors review all submissions foradherence to strict editorial guidelines. Wedo not allow “hype.” We DO allow reasonedexplanations of their solutions, and how theycan help. As a “business solutions” paper, wehave every desire for our sponsors’ messagesto come through loud and clear.

Our editorial calendar is not immovable.If you have a suggestion for a new topic, ver-tical market or technology space to explore,please contact us. ❚

Andy Moore, andymoore@adelphia.netKathryn Rogals, kathy_rogals@kmworld.comPaul Rosenlund, paul_rosenlund@kmworld.com

KMWorld Best PracticesWhite Papers:The Whys and Wherefores of a Business Solutions Series

The KMWorld Best Practice White Paper Se-ries serves sometimes as a filter, sometimesas an amplifier and sometimes as a simplecommunications link between those whohave business goals to reach, and those whohave the solutions to help achieve those goals.

As a filter, KMWorld White Papers nar-row down to specific subject areas with eachissue—see below. You can focus on one sub-ject at a time, and immerse yourself in thebest solutions available to you from the larg-er “technology” marketplace. No distrac-

The 2003 “Best Practices” Series...JanuaryBusiness & Competitive IntelligenceMails December 20, 2002

FebruaryHealthcare & InsuranceMails January 27, 2003

MarchCollaborative e-CommerceMails February 21, 2003

AprilEnterprise Content ManagementMails March 21, 2003

MayEnterprise PortalsMails April 23, 2003

JuneGovernmentMails May 22, 2003

July/AugustCustomer Relationship ManagementMails July 9, 2003

Septembere-LearningMails August 22, 2003

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November/DecemberKnowledge ManagementMails November 1, 2003

When You're a Global Business Driver,It's Good to Have an Owner's Manual

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InfoToday 2003, the premier conference and exhibition for the electronic information and knowledge management communities, will be held May 6-8,2003, at the New York Hilton in New York, New York. KnowledgeNets 2003,sponsored by KMWorld magazine, is one of three featured events of InfoToday 2003 and provides complete coverage of knowledge management and its applications within today’s organization.

KnowledgeNets 2003 includes practical programs and case studies on thetheories, practices, processes, tools, and solutions for enterprise knowledgenetworks. Topics at this conference include the following:

KnowledgeNets will feature a Content Management Symposium—a specialafternoon focused on content management for information professionals,covering all aspects of CM. The symposium will begin with a plenary keynoteaddress followed by breakout sessions on a range of CM topics, includingcontent management technology and software selection, information architecture, taxonomies, deployment issues, best practices, and case studies. As in past years, KnowledgeNets 2003 will include two concurrenttracks during the 3-day InfoToday 2003 conference.

If your job is to plan, manage, or deploy KM strategies or systems, corporateintranets and portals, or e-learning initiatives, then KnowledgeNets 2003is for you.

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For information on participating in the next white paper in the “Best Practices” series. contact:paul_rosenlund@kmworld.com or kathy_rogals@kmworld.com • 207.338.9870

Kathryn Rogals Paul Rosenlund Andy Moore207-338-9870 207-338-9870 207-236-0331kathy_rogals@kmworld.com paul_rosenlund@kmworld.com andymoore@adelphia.net

For more information on the companies who contributed to this white paper, visit their Web site or contact them directly:

www.kmworld.com

Stratify, Inc.501 Ellis StreetMountain View CA 94043

PH: 650.988.2000FAX: 650.988.2159E-mail: info@stratify.comWeb: www.stratify.com

LexisNexis9443 Springboro PikeP.O. Box 933Dayton OH 45401

PH: 800.227.4908E-mail: newsales@lexisnexis.comWeb: www.lexisnexis.com

OneSource Information Services, Inc.300 Baker AvenueConcord MA 01742

PH: 800.554.5501 or 978.318.4300FAX: 978.318.4690E-mail: sales@onesource.comWeb: www.onesource.com

Hummingbird Ltd.1 Sparks AvenueToronto Ontario M2H 2W1

PH: 877.FLY.HUMMFAX: 416.496.2207E-mail: getinfo@hummingbird.comWeb: www.hummingbird.com