About 'chartered management accountants'|Chartered Accountants and the Battle of Manitoba

About 'chartered management accountants'|Chartered Accountants and the Battle of Manitoba

Ｓｅｖｅｒａｌ               ｓｔｕｄｉｅｓ               ｈａｖｅ               ｓｈｏｗｎ               ｔｈａｔ               ｉｎｖｅｓｔｉｎｇ               ａｔ               ａ               ｙｏｕｎｇ               ａｇｅ               ｐａｙｓ               ｏｆｆ               ａｎｄ               ｃａｎ               ｈｅｌｐ               ｃｈｉｌｄｒｅｎ               ｕｎｄｅｒｓｔａｎｄ               ｃｏｍｐｌｅｘ               ｆｉｎａｎｃｉａｌ               ｄｅｃｉｓｉｏｎｓ               ｂｅｔｔｅｒ. ＣＮＢＣ               ｒｅｃｅｎｔｌｙ               ｈｉｇｈｌｉｇｈｔｅｄ               ｈｏｗ               ｎｅｗ               ｇａｍｅｓ               ａｒｅ               ｔａｒｇｅｔｉｎｇ               ｃｈｉｌｄｒｅｎ               ｔｏ               ｔｅａｃｈ               ｔｈｅｍ               ａｂｏｕｔ               ｉｎｖｅｓｔｉｎｇ               ａｎｄ               ｓａｖｉｎｇ. Ｔｈｅｒｅ               ｉｓ               ａ               ｍｏｖｅｍｅｎｔ               ｔｏ               ｍａｋｅ               ｆｉｎａｎｃｉａｌ               ｌｅｓｓｏｎｓ               ａ               ｐａｒｔ               ｏｆ               ｅｖｅｒｙ               ｃｈｉｌｄ'ｓ               ｅｄｕｃａｔｉｏｎ.                Ｅｉｌｅｅｎ               Ｒｅｉｄ,               ａ               ｔｅａｃｈｅｒ               ｆｒｏｍ               Ｍａｒｙｌａｎｄ,               ｅｘｐｌａｉｎｓ               ｔｈａｔ               ｓｈｅ               ｕｓｅｓ               ｔｈｅ               ＪＡ               Ｆｉｎａｎｃｅ               Ｐａｒｋ               Ｖｉｒｔｕａｌ               ｇａｍｅ               ｉｎ               ｈｅｒ               ｌｅｓｓｏｎ               ｐｌａｎｓ. Ｓｔｕｄｅｎｔｓ               ｌｅａｒｎ               ａｂｏｕｔ               ｆｉｎａｎｃｅｓ,               ｂｕｄｇｅｔｓ,               ｓａｖｉｎｇｓ               ａｎｄ               ｂｉｌｌｓ               ａｓ               ｔｈｅｙ               ｇｏ               ｔｈｒｏｕｇｈ               ｔｈｅ               ｏｎｌｉｎｅ               ｐｒｏｇｒａｍ. Ｌｅａｒｎｉｎｇ               ａｂｏｕｔ               ｉｎｖｅｓｔｉｎｇ               ａｔ               ａ               ｙｏｕｎｇ               ａｇｅ               ｃａｎ               ｌｅａｄ               ｓｏｍｅ               ｏｆ               ｔｈｅｍ               ｔｏ               ｐｕｒｓｕｅ               ｃａｒｅｅｒｓ               ｉｎ               ｔｈｉｓ               ｆｉｅｌｄ. Ｔｏｍ               Ｄｙｓｏｎ,               ａ               ｃｏｎｔｒｉｂｕｔｏｒ               ｔｏ               "Ｔｈｅ               Ｐａｌｍ               Ｂｅａｃｈ               Ｌｅｔｔｅｒ,"               ｉｓ               ｏｎｅ               ｅｘａｍｐｌｅ               ｏｆ               ｈｏｗ               ｉｎｖｅｓｔｉｎｇ               ｃａｎ               ｂｅｃｏｍｅ               ａ               ｌｉｆｅｌｏｎｇ               ｐｕｒｓｕｉｔ. Ｄｙｓｏｎ               ｂｏｕｇｈｔ               ｈｉｓ               ｆｉｒｓｔ               ｓｔｏｃｋ               ａｔ               ｔｈｅ               ａｇｅ               ｏｆ               11,               ａｎｄ               ｔｈｉｓ               ｅａｒｌｙ               ｉｎｖｅｓｔｍｅｎｔ               ｓｐａｒｋｅｄ               ｈｉｓ               ｉｎｔｅｒｅｓｔ               ｉｎ               ｆｉｎａｎｃｅｓ. Ｈｅ               ｗｅｎｔ               ｏｎ               ｔｏ               ｇｒａｄｕａｔｅ               ｆｒｏｍ               ｔｈｅ               Ｕｎｉｖｅｒｓｉｔｙ               ｏｆ               Ｎｏｔｔｉｎｇｈａｍ               ａｎｄ               ｊｏｉｎｅｄ               ｔｈｅ               Ｃｈａｒｔｅｒｅｄ               Ｉｎｓｔｉｔｕｔｅ               ｏｆ               Ｍａｎａｇｅｍｅｎｔ               Ａｃｃｏｕｎｔａｎｔｓ. Ｔｈｅ               ｓｔｏｃｋｓ               ｈｅ               ｂｏｕｇｈｔ               ａｔ               11               ｌｅｄ               Ｄｙｓｏｎ               ｔｏ               ｅｖｅｎｔｕａｌｌｙ               ｗｏｒｋ               ａｔ               Ｓａｌｏｍｏｎ               Ｂｒｏｔｈｅｒｓ,               Ｃｉｔｉｇｒｏｕｐ               ａｎｄ               ｔｏ               ｗｒｉｔｅ               "Ｔｈｅ               12%               Ｌｅｔｔｅｒ."                Ｒｅｉｄ               ｅｘｐｌａｉｎｓ               ｔｈａｔ               ｇｉｖｉｎｇ               ｃｈｉｌｄｒｅｎ               ａｃｃｅｓｓ               ｔｏ               ｇａｍｅｓ               ａｎｄ               ｔｏｏｌｓ               ｔｈａｔ               ｔｅａｃｈ               ｔｈｅｍ               ａｂｏｕｔ               ｉｎｖｅｓｔｉｎｇ               ｉｓ               ｃｒｕｃｉａｌ               ｔｏ               ｂｕｉｌｄｉｎｇ               ａｎ               ｅａｒｌｙ               ｕｎｄｅｒｓｔａｎｄｉｎｇ               ｏｆ               ｆｉｎａｎｃｉａｌ               ｍａｒｋｅｔｓ. Ｔｈｉｓ               ａｌｌｏｗｓ               ｔｈｅｍ               ｔｏ               ｂｅ               ｂｅｔｔｅｒ               ｐｒｅｐａｒｅｄ               ｔｏ               ｈａｎｄｌｅ               ｔｈｅｉｒ               ｏｗｎ               ｂｉｌｌｓ               ａｎｄ               ｉｎｖｅｓｔｍｅｎｔｓ               ｏｎｃｅ               ｔｈｅｙ               ｇｒｏｗ               ｕｐ. Ｔｏｍ               Ｄｙｓｏｎ               ｍｅｎｔｉｏｎｓ               ｔｈａｔ               ｅｄｕｃａｔｉｏｎ               ｄｏｅｓ               ｎｏｔ               ｓｔｏｐ               ｏｎｃｅ               ｙｏｕ               ａｒｅ               ｏｕｔ               ｏｆ               ｓｃｈｏｏｌ,               ｓｏ               ｈｅ               ｈａｓ               ｄｅｄｉｃａｔｅｄ               ｈｉｓ               ｔｉｍｅ               ｔｏ               ｗｒｉｔｉｎｇ               ｂｏｏｋｓ               ａｎｄ               ａｒｔｉｃｌｅｓ               ｔｈａｔ               ｈｅｌｐ               ａｄｕｌｔｓ               ｓｔａｙ               ａｈｅａｄ               ｏｆ               ｃｈａｎｇｅｓ               ｉｎ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｍａｒｋｅｔｓ. Ｄｙｓｏｎ               ｅｘｐｌａｉｎｓ               ｔｈａｔ               ｔｈｅ               ｓｔｏｃｋ               ｍａｒｋｅｔ               ｃａｎ               ｐｒｏｖｉｄｅ               ｖａｌｕａｂｌｅ               ｌｅｓｓｏｎｓ               ａｂｏｕｔ               ｔｈｅ               ｗｏｒｌｄ               ｔｈａｔ               ｃａｎ               ｂｅ               ｕｓｅｆｕｌ               ｆｏｒ               ｙｏｕｎｇ               ｉｎｖｅｓｔｏｒｓ. ＣＮＢＣ               ｐｏｉｎｔｓ               ｏｕｔ               ｔｈａｔ               ｆｉｇｈｔｉｎｇ               ｆｉｎａｎｃｉａｌ               ｉｇｎｏｒａｎｃｅ               ｉｓ               ｓｏｍｅｔｈｉｎｇ               ｓｃｈｏｏｌｓ               ａｒｅ               ｓｔａｒｔｉｎｇ               ｔｏ               ｒｅｃｏｇｎｉｚｅ               ａｓ               ａｎ               ｉｍｐｏｒｔａｎｔ               ｐａｒｔ               ｏｆ               ｔｈｅ               ｃｕｒｒｉｃｕｌｕｍ. Ｂｅｆｏｒｅ               ｃｈｉｌｄｒｅｎ               ｇｒａｄｕａｔｅ               ｆｒｏｍ               ｈｉｇｈ               ｓｃｈｏｏｌ,               ｔｈｅｙ               ｎｅｅｄ               ｔｏ               ｈａｖｅ               ｔｈｅ               ｃｈａｎｃｅ               ｔｏ               ｌｅａｒｎ               ａｂｏｕｔ               ｈａｎｄｌｉｎｇ               ｔｈｅｉｒ               ｏｗｎ               ｆｉｎａｎｃｅｓ               ｅｆｆｅｃｔｉｖｅｌｙ.

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Associate Chartered Management Accountant Chartered Global Management Accountant Managerial Accountant Job Description CIMA Global Cima Cost Cima Cgma Qualifications Chartered Global Management Accountant Cgma

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About 'management accounting financial accounting'|Nonprofit Accounting and Financial Management

About 'management accounting financial accounting'|Nonprofit Accounting and Financial Management

Ｍｅｍｏｒａｎｄｕｍ                ＴＯ:               Ｓｕｓａｎ               Ｔｈｏｍｐｓｏｎ,               Ａｓｓｉｓｔａｎｔ                ＦＲＯＭ:               Ｌｅｌａ               Ｋｅｅｌ,               ＥＥＣ               Ｆｉｎａｎｃｉａｌ               Ａｎａｌｙｓｔ                ＤＡＴＥ:               Ｊａｎｕａｒｙ               07,               2011                ＳＵＢＪＥＣＴ:               Ｆｉｎａｎｃｉａｌ               Ａｃｃｏｕｎｔｉｎｇ               ａｎｄ               Ｍａｎａｇｅｒｉａｌ               Ａｃｃｏｕｎｔｉｎｇ                Ｂｏｔｈ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ａｎｄ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｐｌａｙ               ａ               ｒｏｌｅ               ｉｎ               ｐｕｔｔｉｎｇ               ｔｏｇｅｔｈｅｒ               ｆｉｎａｎｃｉａｌ               ｉｎｆｏｒｍａｔｉｏｎ               ｆｏｒ               Ｅｄｄｉｓｏｎ               Ｅｌｅｃｔｒｏｎｉｃｓ               Ｃｏｍｐａｎｙ               (ＥＥＣ). Ｔｈｅｙ               ｗｉｌｌ               ｂｏｔｈ               ｈａｖｅ               ｔｈｅ               ｓａｍｅ               ｕｓａｇｅ               ｗｈｉｃｈ               ｉｓ               ｔｏ               ｐｒｅｐａｒｅ               ａｎｄ               ａｎａｌｙｚｅ               ｆｉｎａｎｃｉａｌ               ｄａｔａ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅ               ｃｏｍｐａｎｙ. Ｔｈｅ               ｐｕｒｐｏｓｅ               ｏｆ               ｂｏｔｈ               ｏｆ               ｔｈｅｓｅ               ａｃｃｏｕｎｔｉｎｇ               ｍｅｔｈｏｄｓ               ｉｓ               ｔｏ               ｐｒｏｖｉｄｅ               ｔｈｅ               ｕｓｅｒｓ               ｗｉｔｈ               ｅｎｏｕｇｈ               ｉｎｆｏｒｍａｔｉｏｎ               ｔｏ               ｍａｋｅ               ｓｏｕｎｄ               ｅｃｏｎｏｍｉｃ               ｄｅｃｉｓｉｏｎｓ               ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ｃｏｍｐａｎｙ. Ｔｈｅｒｅｆｏｒｅ,               ｂｏｔｈ               ｏｆ               ｔｈｅｓｅ               ａｃｃｏｕｎｔｉｎｇ               ｍｅｔｈｏｄｓ               ｗｉｌｌ               ｂｅ               ｖｅｒｙ               ｉｍｐｏｒｔａｎｔ               ｉｎ               ｄｅｔｅｒｍｉｎｉｎｇ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｓｔａｔｕｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ.                Ｔｈｅ               ｒｅｌａｔｅｄ               ｒｅｐｏｒｔｓ               ｆｏｕｎｄ               ｉｎ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｓｅｒｖｅ               ｔｏ               ｃｏｍｍｕｎｉｃａｔｅ               ｅｃｏｎｏｍｉｃ               ｄａｔａ               ｓｐｅｃｉｆｉｃａｌｌｙ               ｔｏ               ｉｎｄｉｖｉｄｕａｌｓ               ｗｈｏ               ａｒｅ               ｅｘｔｅｒｎａｌ               ｔｏ               ｔｈｅ               ｃｏｍｐａｎｙ               ｔｈａｔ               ｈａｖｅ               ｃｏｎｃｅｒｎｓ               ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ. Ｃｏｎｖｅｒｓｅｌｙ,               ｔｈｅ               ｒｅｌａｔｅｄ               ｒｅｐｏｒｔｓ               ｆｏｕｎｄ               ｉｎ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｆｏｃｕｓ               ｏｎ               ｐｒｏｖｉｄｉｎｇ               ｆｉｎａｎｃｉａｌ               ｉｎｆｏｒｍａｔｉｏｎ               ｔｏ               ｔｈｏｓｅ               ｗｉｔｈｉｎ               ｔｈｅ               ｃｏｍｐａｎｙ               ｗｈｏ               ａｒｅ               ｒｅｓｐｏｎｓｉｂｌｅ               ｆｏｒ               ｍａｋｉｎｇ               ｄｅｃｉｓｉｏｎｓ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               (Ａｔｋｉｎｓｏｎ,               Ｋａｐｌａｎ,               Ｍａｔｓｕｍｕｒａ,               &               Ｙｏｕｎｇ,               2007). Ａｌｓｏ,               ａｐａｒｔ               ｆｒｏｍ               ｔｈｅ               ｉｎｔｅｎｔｉｏｎａｌ               ｖｉｅｗｅｒｓ,               ｂｏｔｈ               ｏｆ               ｔｈｅｓｅ               ａｃｃｏｕｎｔｉｎｇ               ｍｅｔｈｏｄｓ               ｗｉｌｌ               ｄｉｆｆｅｒ               ａｓ               ｉｔ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅｉｒ               ｐｕｒｐｏｓｅ,               ｒｅｐｏｒｔｉｎｇ               ｆｒｅｑｕｅｎｃｙ,               ｒｅｐｏｒｔ               ｇｅｎｅｒａｔｉｏｎ,               ａｇｇｒｅｇａｔｉｏｎ               ｌｅｖｅｌ,               ｒｅｇｕｌａｔｉｏｎｓ               ｓｅｔ               ｆｏｒｔｈ,               ａｎｄ               ａｔｔｒｉｂｕｔｅ               ｋｎｏｗｌｅｄｇｅ               ｏｆ               ｅａｃｈ               (Ｇａｒｒｉｓｏｎ,               Ｎｏｒｅｅｎ,               &               Ｂｒｅｗｅｒ,               2010).                Ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｕｔｉｌｉｚｅ               ｈｉｓｔｏｒｉｃ               ｅｃｏｎｏｍｉｃ               ｄａｔａ               ｔｏ               ｃｏｍｍｕｎｉｃａｔｅ               ｔｈｅ               ｗｅｌｌ-ｂｅｉｎｇ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ｐｅｒｆｏｒｍａｎｃｅ               ａｓ               ａ               ｗｈｏｌｅ. Ｔｈｉｓ               ｗｉｌｌ               ｐｒｏｖｉｄｅ               ｔｈｅ               ｅｘｔｅｒｎａｌ               ｖｉｅｗｅｒｓ,               ｓｕｃｈ               ａｓ               ｃｒｅｄｉｔｏｒｓ               ｏｒ               ｌｅｎｄｅｒｓ,               ｗｉｔｈ               ｓｐｅｃｉｆｉｃ               ｄａｔａ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅ               ｐｅｒｆｏｒｍａｎｃｅ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｓｏ               ｔｈａｔ               ｔｈｅｙ               ｃａｎ               ｍａｋｅ               ａｐｐｒｏｐｒｉａｔｅ               ｃｏｎｃｌｕｓｉｏｎｓ               ｏｎ               ｗｈｅｔｈｅｒ               ｔｏ               ｍａｋｅ               ｉｎｖｅｓｔｍｅｎｔｓ               ｉｎ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               ｏｒ               ｌｅｎｄ               ｍｏｎｅｙ               ｔｏ               ｔｈｅ               ｃｏｍｐａｎｙ               ｆｏｒ               ｂｕｓｉｎｅｓｓ               ｏｐｅｒａｔｉｏｎｓ. Ｐｏｔｅｎｔｉａｌ               ｉｎｖｅｓｔｏｒｓ               ｏｒ               ｌｅｎｄｅｒｓ,               ｓｕｃｈ               ａｓ               ｂａｎｋｓ,               ｗｉｌｌ               ｕｓｅ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｒｅｐｏｒｔｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ,               ｌｉｋｅ               ｔｈｅ               ｓｔａｔｅｍｅｎｔ               ｏｆ               ｉｎｃｏｍｅ,               ｂａｌａｎｃｅ               ｓｈｅｅｔ               ｓｔａｔｅｍｅｎｔ,               ａｎｄ               ｃａｓｈ               ｆｌｏｗ               ｓｔａｔｅｍｅｎｔ               ｔｏ               ｕｎｄｅｒｓｔａｎｄ               ｈｏｗ               ｗｅｌｌ               ｗｅ               ａｒｅ               ｄｏｉｎｇ               ａｓ               ｉｔ               ｒｅｌａｔｅｓ               ｔｏ               ｐｅｒｆｏｒｍａｎｃｅ. Ｔｈｅ               ｎｅｃｅｓｓａｒｙ               ｐｅｒｆｏｒｍａｎｃｅ               ｄａｔａ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｂｅｉｎｇ               ｌｏｏｋｅｄ               ａｔ               ｗｉｌｌ               ｂｅ               ｔｈｅ               ｌｉｑｕｉｄｉｔｙ,               ｐｒｏｆｉｔａｂｉｌｉｔｙ,               ａｓｓｅｔ               ａｃｔｉｖｉｔｙ,               ｍａｒｋｅｔ               ｖａｌｕｅ,               ａｎｄ               ｄｅｂｔ               ｒａｔｉｏｓ. Ｔｈｉｓ               ｄａｔａ               ｗｉｌｌ               ｐｒｏｖｉｄｅ               ｔｈｅ               ｖｉｅｗｅｒｓ               ｗｉｔｈ               ａｎ               ａｃｃｕｒａｔｅ               ｌｏｏｋ               ｉｎｔｏ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｓｔａｎｄｉｎｇ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ,               ａｓ               ｗｅｌｌ               ａｓ               ｔｈｅ               ｃｏｍｐａｎｙ               ｃａｐａｂｉｌｉｔｉｅｓ               ｔｏ               ｐｅｒｆｏｒｍ               (Ａｔｋｉｎｓｏｎ,               Ｋａｐｌａｎ,               Ｍａｔｓｕｍｕｒａ,               &               Ｙｏｕｎｇ,               2007).                Ａｓ               ｐｒｅｖｉｏｕｓｌｙ               ｓｔａｔｅｄ,               ｔｈｅ               ｅｘｔｅｒｎａｌ               ｖｉｅｗｓ               ｗｉｔｈ               ｃｏｎｃｅｒｎｓ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               ｗｉｌｌ               ｒｅｌｙ               ｏｎ               ｆｉｎａｎｃｉａｌ               ｄａｔａ               ａｂｏｕｔ               ｔｈｅ               ｃｏｍｐａｎｙ               ｔｏ               ｍａｋｅ               ｄｅｃｉｓｉｏｎｓ. Ｉｎ               ｍａｋｉｎｇ               ｔｈｅｓｅ               ｄｅｃｉｓｉｏｎｓ               ｔｈｅｙ               ｗｉｌｌ               ｅｘａｍｉｎｅ               ｔｈｅ               ｄａｔａ               ｉｎ               ｃｏｍｂｉｎａｔｉｏｎ               ｗｉｔｈ               ｅｃｏｎｏｍｉｃ               ｉｎｆｏｒｍａｔｉｏｎ               ｇｅｎｅｒａｌ               ｔｏ               ｔｈｅ               ｃｏｍｐａｎｙ,               ｓｕｃｈ               ａｓ               ｉｎｆｏｒｍａｔｉｏｎ               ａｂｏｕｔ               ｔｈｅ               ｉｎｄｕｓｔｒｙ               ｉｎ               ｗｈｉｃｈ               ｔｈｅ               ｃｏｍｐａｎｙ               ｆｕｎｃｔｉｏｎｓ. Ｔｈｅ               ｅｘｔｅｒｎａｌ               ｖｉｅｗｅｒｓ               ｗｉｌｌ               ｈａｖｅ               ａ               ｂｒｏａｄ               ｆｏｃｕｓ               ｏｎ               ｄａｔａ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅ               ｐｅｒｆｏｒｍａｎｃｅ               ｏｆ               ｔｈｅ               ｅｎｔｉｒｅ               ｃｏｍｐａｎｙ. Ｉｎ               ａｄｄｉｔｉｏｎ,               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｐｒｏｃｅｓｓ               ｗｉｌｌ               ｏｎｌｙ               ｒｅｐｏｒｔ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｄｅａｌｉｎｇｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｔｈａｔ               ｈａｖｅ               ｔａｋｅｎ               ｐｌａｃｅ               ｉｎ               ｔｈｅ               ｐａｓｔ               (Ａｃｃｏｕｎｔｉｎｇ               ｆｏｒ               Ｍａｎａｇｅｍｅｎｔ,               2009).                Ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｐｒｅｓｅｎｔ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｄａｔａ               ｎｅｃｅｓｓａｒｙ               ｔｏ               ｉｎｔｅｒｎａｌ               ｍｅｍｂｅｒｓ,               ｓｕｃｈ               ａｓ               ｍａｎａｇｅｒｓ,               ｅｘｅｃｕｔｉｖｅｓ,               ｏｒ               ｅｍｐｌｏｙｅｅｓ,               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｗｈｏ               ｗａｎｔ               ｔｏ               ｃｏｎｔｉｎｕａｌｌｙ               ｉｍｐｒｏｖｅ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ. Ｔｈｉｓ               ｆｉｎａｎｃｉａｌ               ｄａｔａ               ｗｉｌｌ               ａｌｌｏｗ               ｔｈｅｍ               ｔｏ               ｍａｋｅ               ｉｎｆｏｒｍｅｄ               ｄｅｃｉｓｉｏｎｓ               ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ,               ｓｕｃｈ               ａｓ               ｗｉｔｈ               ｔｈｅ               ｐｒｏｃｅｓｓｅｓ               ｏｒ               ｐｒｏｄｕｃｔｓ               ｗｅ               ｐｒｅｓｅｎｔ. Ｅｖｅｎ               ｔｈｏｕｇｈ               ｔｈｉｓ               ｆｉｎａｎｃｉａｌ               ｈｉｓｔｏｒｉｃ               ｄａｔａ               ｗｉｌｌ               ｂｅ               ｕｔｉｌｉｚｅｄ               ｔｏ               ａｉｄ               ｉｎ               ｔｈｅ               ｐｒｏｃｅｓｓ               ｏｆ               ｄｅｃｉｓｉｏｎ               ｍａｋｉｎｇ               ａｎｄ               ｆｏｒ               ｕｎｄｅｒｓｔａｎｄｉｎｇ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ,               ｔｈｅ               ｉｎｆｏｒｍａｔｉｏｎ               ｆｏｕｎｄ               ｉｎ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ａｌｓｏ               ｂｅ               ａｃｃｕｍｕｌａｔｅｄ,               ｃｏｌｌｅｃｔｅｄ               ａｎｄ               ａｐｐｌｉｅｄ               ｔｏ               ｔｈｅ               ｐｒｏｃｅｓｓ               ｏｆ               ｄｅｃｉｓｉｏｎｓ               ｍａｋｉｎｇ               ｉｎ               ｒｅｇａｒｄｓ               ｔｏ               ｔｈｅ               ｃｕｒｒｅｎｔ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ,               ａｓ               ｗｅｌｌ               ａｓ               ｐｌａｎｎｉｎｇ               ｆｏｒ               ｔｈｅ               ｆｕｔｕｒｅ               ａｎｄ               ｃｒｅａｔｉｎｇ               ａｎｄ               ｃｏｎｔｒｏｌｌｉｎｇ               ｔｈｅ               ｂｕｄｇｅｔ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ. Ｃｏｎｔｉｎｕｏｕｓ               ｉｎｆｌｏｗ               ｏｆ               ｃｏｓｔ               ｄａｔａ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅ               ｐｒｏｄｕｃｔｉｏｎ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｗｉｌｌ               ａｉｄ               ｉｎｔｅｒｎａｌ               ｖｉｅｗｅｒｓ               ｗｈｅｎ               ｔｈｅｙ               ｎｅｅｄ               ｔｏ               ｄｅｖｅｌｏｐ               ａｎｄ/ｏｒ               ｃｈａｎｇｅ               ｔｈｅ               ｌｉｎｅｓ               ｏｆ               ｐｒｏｄｕｃｔｓ               ｔｈｅ               ｃｏｍｐａｎｙ               ｐｒｏｄｕｃｅｓ,               ｓｕｃｈ               ａｓ               ｗｈｅｎ               ｎｅｗ               ｔｅｃｈｎｏｌｏｇｉｅｓ               ｂｅｃｏｍｅ               ａｖａｉｌａｂｌｅ               ｉｎ               ｗｈｉｃｈ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｒ               ｐｒｏｄｕｃｔｉｏｎ               ｃｏｓｔｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｃｏｕｌｄ               ｂｅ               ｃｏｎｔｉｎｕａｌｌｙ               ｉｍｐａｃｔｅｄ               ｏｒ               ｉｎｆｌｕｅｎｃｅｄ               ｂｙ               ｅｘｔｅｒｎａｌ               ｍａｒｋｅｔｓ. Ａｌｓｏ,               ｈａｖｉｎｇ               ｄｅｔａｉｌｅｄ               ｃｏｓｔ               ｏｆ               ｐｒｏｄｕｃｔｓ               ｔｈｅ               ｃｏｍｐａｎｙ               ｍａｎｕｆａｃｔｕｒｅｓ               ｃａｎ               ｏｆｆｅｒ               ａ               ｂａｓｉｓ               ｆｏｒ               ｍａｋｉｎｇ               ｅｆｆｅｃｔｉｖｅ               ｐｒｉｃｉｎｇ               ｄｅｃｉｓｉｏｎｓ               (Ａｔｋｉｎｓｏｎ,               Ｋａｐｌａｎ,               Ｍａｔｓｕｍｕｒａ,               &               Ｙｏｕｎｇ,               2007).                Ａｓ               ｐｒｅｖｉｏｕｓｌｙ               ｓｔａｔｅｄ,               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｓｔａｔｅｍｅｎｔ               ｒｅｐｏｒｔ               ｉｎｆｏｒｍａｔｉｏｎ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅ               ｃｏｍｐａｎｙ               ｗｉｌｌ               ｂｅ               ｒｅｖｉｅｗｅｄ               ｂｙ               ｉｎｔｅｒｎａｌ               ｖｉｅｗｓ               ｔｏ               ｍａｋｅ               ｉｎｆｏｒｍｅｄ               ｄｅｃｉｓｉｏｎｓ               ａｂｏｕｔ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               ｏｐｅｒａｔｉｏｎｓ. Ｔｈｅｓｅ               ｉｎｔｅｒｎａｌ               ｖｉｅｗｅｒｓ               ｗｉｌｌ               ａｌｓｏ               ｕｓｅ               ｃｏｍｐａｎｙ               ｉｎｆｏｒｍａｔｉｏｎ               ｔｈａｔ               ｉｓ               ｎｏｎ-ｆｉｎａｎｃｉａｌ,               ｓｕｃｈ               ａｓ               ｓａｔｉｓｆａｃｔｉｏｎ               ｒｅｌａｔｅｄ               ｔｏ               ｏｕｒ               ｃｕｓｔｏｍｅｒｓ,               ａｎｄ               ｄａｔａ               ｒｅｌａｔｅｄ               ｔｏ               ｏｕｒ               ｃｏｍｐｅｔｉｔｏｒｓ. Ａｄｄｉｔｉｏｎａｌｌｙ,               ｔｈｅ               ｐｒｏｃｅｓｓ               ｏｆ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｃｏｎｃｅｎｔｒａｔｅ               ｏｎ               ｐｒｅｓｅｎｔ               ａｎｄ               ｐａｓｔ               ｉｎｆｏｒｍａｔｉｏｎ               ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｓｔａｔｕｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ,               ａｓ               ｗｅｌｌ               ａｓ               ｔｈｅ               ｆｕｔｕｒｅ               ｆｏｒｅｃａｓｔｉｎｇ               ｏｆ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｄｅａｌｉｎｇｓ               ｔｈａｔ               ｔｈｅ               ｃｏｍｐａｎｙ               ａｎｔｉｃｉｐａｔｅｓ               (Ａｃｃｏｕｎｔｉｎｇ               ｆｏｒ               Ｍａｎａｇｅｍｅｎｔ,               2009).                Ｔｈｅ               ｄｉｆｆｅｒｅｎｔ               ｔｙｐｅｓ               ｏｆ               ｒｅｐｏｒｔｓ               ｆｏｕｎｄ               ｉｎ               ｔｈｅ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｐｒｏｃｅｓｓ               ｔｈａｔ               ｍｉｇｈｔ               ｂｅ               ｅｘｐｅｃｔｅｄ               ｔｏ               ｂｅ               ｐｒｅｓｅｎｔｅｄ               ｗｉｔｈｉｎ               ｔｈｅ               ｃｏｍｐａｎｙ               ａｒｅ               ｄｅｐａｒｔｍｅｎｔａｌ               ｂｕｄｇｅｔｓ               ａｎｄ               ｍａｉｎ               ｂｕｄｇｅｔｓ               ｆｏｒ               ｔｈｅ               ｕｐｃｏｍｉｎｇ               ｐｅｒｉｏｄ               ｏｆ               ｏｐｅｒａｔｉｏｎ,               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ｐｒｏｃｅｓｓ               ｒｅｐｏｒｔｓ               ａｓ               ｉｔ               ｒｅｌａｔｅｓ               ｔｏ               ｏｕｒ               ｂｕｄｇｅｔ               ｏｎ               ｐｒｏｃｅｓｓｉｎｇ               ｓｐｅｃｉｆｉｃ               ｐｒｏｄｕｃｔｓ               ｉｎ               ｒｅｌａｔｉｏｎ               ｔｏ               ｄａｔａ               ｃｏｓｔ               ａｎｄ               ａｎａｌｙｓｉｓ,               ａｎｄ               ｎｏｎ-ｆｉｎａｎｃｉａｌ               ｄａｔａ               ｒｅｐｏｒｔｓ               ｔｈａｔ               ａｒｅ               ｕｓｅｄ               ｔｏ               ｃｏｍｍｕｎｉｃａｔｅ               ｔｈｅ               ｓｕｃｃｅｓｓｆｕｌｎｅｓｓ               ｏｆ               ａｒｅａｓ               ｓｕｃｈ               ａｓ               ｓａｔｉｓｆａｃｔｉｏｎ               ａｍｏｎｇ               ｃｕｓｔｏｍｅｒｓ               ａｎｄ               ｄａｔａ               ｒｅｌａｔｅｄ               ｔｏ               ｏｕｒ               ｃｏｍｐｅｔｉｔｏｒｓ. Ａｌｓｏ,               ｔｈｅ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｐｒｏｃｅｓｓ               ｗｉｌｌ               ｕｓｅ               ｑｕａｌｉｔａｔｉｖｅ               ｄａｔａ,               ｉｎ               ａｄｄｉｔｉｏｎ               ｔｏ               ｑｕａｎｔｉｔａｔｉｖｅ               ｄａｔａ. Ｔｈｅ               ｓｉｇｎｉｆｉｃａｎｃｅ               ｏｆ               ｉｎｃｌｕｄｉｎｇ               ａｎｄ               ｇｉｖｉｎｇ               ｏｕｔ               ｔｈｉｓ               ｄａｔａ               ｉｓ               ｏｂｖｉｏｕｓ               ｗｈｅｎ               ｔｈｉｎｋｉｎｇ               ａｂｏｕｔ               ｔｈｅ               ｍａｎｙ               ｆａｃｔｏｒｓ               ｔｈａｔ               ｗｏｕｌｄ               ｂｅ               ｅｓｓｅｎｔｉａｌ               ｔｏ               ｋｅｅｐｉｎｇ               ｕｐ               ｔｈｅ               ｐｒｏｄｕｃｔｉｏｎ               ｏｆ               ｔｈｅ               ｐｒｏｄｕｃｔｓ               ｍａｎｕｆａｃｔｕｒｅｄ               ｂｙ               ｕｓ,               ｐａｒｔｉｃｕｌａｒｌｙ               ｉｆ               ｗｅ               ｆａｉｌ               ｉｎ               ｄｅｌｉｖｅｒｉｎｇ               ｑｕａｌｉｔｙ,               ｏｎ-ｔｉｍｅ               ｓｅｒｖｉｃｅ               ｔｏ               ｏｕｒ               ｃｕｓｔｏｍｅｒｓ               (Ｍａｎａｇｅｒｉａｌ               Ａｃｃｏｕｎｔｉｎｇ,               ｎ.ｄ.).                Ａｎｏｔｈｅｒ               ｄｉｆｆｅｒｅｎｃｅ               ｉｎ               ｔｈｅ               ｐｒａｃｔｉｃｅｓ               ｏｆ               ｍａｎａｇｅｒｉａｌ               ａｎｄ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｉｓ               ｔｈｅ               ｄａｔａ               ｒｅｐｏｒｔｉｎｇ               ｆｒｅｑｕｅｎｃｙ               ｅｓｓｅｎｔｉａｌ               ｔｏ               ｅａｃｈ. Ｔｈｅ               ｐｅｒｉｏｄ               ｏｆ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｉｓ               ｃｏｎｓｉｓｔｅｎｔｌｙ               ｒｅｐｏｒｔｅｄ,               ｕｓｕａｌｌｙ               ｏｎ               ａｎ               ａｎｎｕａｌ               ｏｒ               ｑｕａｒｔｅｒｌｙ               ｂａｓｉｓ. Ｔｈｅ               ｒｅｐｏｒｔｓ               ｏｆ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ａｒｅ               ｔｙｐｉｃａｌｌｙ               ｐｒｏｄｕｃｅｄ               ｏｎ               ａｎ               ａｓ               ｎｅｅｄｅｄ               ｂａｓｉｓ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ａｐｐｒｏｐｒｉａｔｅｌｙ               ｐｌａｎ               ａｎｄ               ｃｏｎｔｒｏｌ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ. Ａｌｓｏ,               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｒｅｐｏｒｔｓ               ｗｉｌｌ               ｃｏｖｅｒ               ａ               ｓｅｔ               ｔｉｍｅ               ｐｅｒｉｏｄ               ｓｏ               ｔｈａｔ               ｒｅｌｅｖａｎｃｅ               ｃａｎ               ｂｅ               ｇｉｖｅｎ               ｔｏ               ｔｈｏｓｅ               ｉｎｄｉｖｉｄｕａｌｓ               ｗｈｏ               ｎｅｅｄ               ｔｏ               ａｐｐｌｙ               ａｎｄ               ｕｓｅ               ｔｈｉｓ               ｉｎｆｏｒｍａｔｉｏｎ               ｔｏ               ａｐｐｒｏｐｒｉａｔｅｌｙ               ｐｌａｎ               ａｎｄ               ｃｏｎｔｒｏｌ               ｔｈｅ               ｃｏｎｔｉｎｕｉｎｇ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ. Ｆｏｒ               ｉｎｓｔａｎｃｅ,               ａｓ               ｔｈｅ               ｃｏｍｐａｎｙ               ａｔｔｅｍｐｔｓ               ｔｏ               ａｄｖａｎｃｅ               ｔｈｅ               ｔｉｍｅｌｙ               ｐｒｏｄｕｃｔｉｏｎ               ｏｆ               ｔｈｅ               ｐｒｏｄｕｃｔｓ               ｗｅ               ｍａｎｕｆａｃｔｕｒｅ,               ａ               ｒｅｐｏｒｔ,               ｓｕｃｈ               ａｓ               ｗｅｅｋｌｙ               ｏｒ               ｍｏｎｔｈｌｙ,               ｍａｙ               ｂｅ               ｐｒｏｄｕｃｅｄ               ｔｏ               ｃｏｍｐａｒｅ               ｐｒｏｄｕｃｔｉｏｎ               ｔｉｍｅｓ               ｏｆ               ｔｈｅ               ｐａｓｔ               ｗｉｔｈ               ｐｏｓｓｉｂｌｅ               ｃｈａｎｇｅｓ               ｉｎ               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ｆｕｔｕｒｅ               ｐｅｒｆｏｒｍａｎｃｅ. Ｓｉｍｉｌａｒｌｙ,               ｉｎ               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ａｔｔｅｍｐｔ               ｔｏ               ｏｐｅｒａｔｅ               ｗｈｉｌｅ               ｕｔｉｌｉｚｉｎｇ               ａ               ｄｅｆｅｃｔ               ｐｏｌｉｃｙ               ｏｆ               ｚｅｒｏ,               ｍａｎａｇｅｒｓ               ｍａｙ               ｃａｌｌ               ｆｏｒ               ａ               ｄａｉｌｙ               ｒｅｐｏｒｔ               ｏｆ               ｐｒｏｇｒｅｓｓ               ｏｎ               ｔｈｅ               ｄｅｆｅｃｔｉｖｅ               ｕｎｉｔｓ               ｗｅ               ｐｒｏｄｕｃｅ               ｓｏ               ｔｈａｔ               ｐｒｏｂｌｅｍｓ               ａｒｅａ               ｃａｎ               ｂｅ               ｒｅａｄｉｌｙ               ｉｄｅｎｔｉｆｉｅｄ               ａｎｄ               ｉｍｍｅｄｉａｔｅｌｙ               ａｄｄｒｅｓｓｅｄ. Ｗｉｔｈ               ｔｈａｔ               ｂｅｉｎｇ               ｓａｉｄ,               ｔｈｅ               ｐｒｏｃｅｓｓ               ｏｆ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｃｅｎｔｅｒ               ｏｎ               ｔｈｅ               ｐａｓｔ               ｄａｔａ               ａｎｄ               ｆｉｎａｎｃｉａｌ               ｄｅａｌｉｎｇｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｂｅｉｎｇ               ｃｏｎｓｉｓｔｅｎｔ               ａｎｄ               ｒｅｌｉａｂｌｅ               ｗｈｉｌｅ               ｔｈｅ               ｐｒｏｃｅｓｓ               ｏｆ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｃｅｎｔｅｒ               ｏｎ               ｔｈｅ               ｓｉｇｎｉｆｉｃａｎｃｅ               ａｎｄ               ａｐｐｒｏｐｒｉａｔｅｎｅｓｓ               ｏｆ               ｔｈｅ               ｄｉｆｆｅｒｅｎｔ               ｐｒｏｃｅｓｓｅｓ               ｏｆ               ｏｕｒ               ｐｒｏｄｕｃｔｓ               ｓｏ               ｔｈａｔ               ｍａｎａｇｅｒｓ               ｃａｎ               ｍａｋｅ               ｄｅｃｉｓｉｏｎｓ               ｗｈｉｌｅ               ｕｓｉｎｇ               ａｎｔｉｃｉｐａｔｅｄ               ｄａｔａ               ｓｏ               ｔｈａｔ               ａｎｙ               ｉｓｓｕｅｓ               ｃａｎ               ｂｅ               ｓｐｏｔｔｅｄ               ａｎｄ               ｄｉｒｅｃｔｌｙ               ａｄｄｒｅｓｓｅｄ               (Ｇａｒｒｉｓｏｎ,               Ｎｏｒｅｅｎ,               &               Ｂｒｅｗｅｒ,               2010).                Ｔｈｅ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｒｅｐｏｒｔｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｍｕｓｔ               ｂｅ               ｃｒｅａｔｅｄ               ｔｏ               ｃｏｍｐｌｙ               ｗｉｔｈ               ｔｈｅ               Ｇｅｎｅｒａｌｌｙ               Ａｃｃｅｐｔｅｄ               Ａｃｃｏｕｎｔｉｎｇ               Ｐｒｉｎｃｉｐｌｅｓ               (ＧＡＡＰ)               ａｎｄ               ｔｈｅｙ               ａｒｅ               ｒｅｇｕｌａｔｅｄ               ｂｙ               ｔｈｅ               Ｓｅｃｕｒｉｔｉｅｓ               ａｎｄ               Ｅｘｃｈａｎｇｅ               Ｃｏｍｍｉｓｓｉｏｎ               (ＳＥＣ). Ｔｈｉｓ               ｉｓ               ｄｏｎｅ               ｔｏ               ｅｎｓｕｒｅ               ｔｈａｔ               ａｌｌ               ｉｎｔｅｒｅｓｔｓ               ｒｅｌａｔｅｄ               ｔｏ               ｔｈｅ               ｉｎｖｅｓｔｍｅｎｔｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ａｃｔｉｖｉｔｉｅｓ               ａｒｅ               ｐｒｏｔｅｃｔｅｄ. Ｉｎ               ｃｏｎｔｒａｓｔ,               ｍａｎａｇｅｍｅｎｔ               ａｃｃｏｕｎｔｉｎｇ               ｉｓ               ｎｏｔ               ｅｎｆｏｒｃｅｄ               ｔｏ               ｃｏｍｐｌｙ               ｗｉｔｈ               ａｎｙ               ｒｅｇｕｌａｔｉｏｎｓ               ａｎｄ               ｉｓ               ｓｔａｎｄａｒｄｉｚｅｄ               ｏｎｌｙ               ｂｙ               ｔｈｅｏｒｉｅｓ               ｏｆ               ｅｔｈｉｃｓ. Ｔｈｉｓ               ｉｓ               ｂｅｃａｕｓｅ               ｔｈｅ               ｉｎｆｏｒｍａｔｉｏｎ               ｐｒｅｓｅｎｔｅｄ               ｂｙ               ｍａｎａｇｅｍｅｎｔ               ａｃｃｏｕｎｔｉｎｇ               ｉｓ               ｐｒｏｐｏｓｅｄ               ｆｏｒ               ｉｎｔｅｒｎａｌ               ｖｉｅｗｅｒｓ               ａｎｄ               ｉｓ               ｎｏｔ               ａｖａｉｌａｂｌｅ               ｔｏ               ｔｈｅ               ｐｕｂｌｉｃ               ｌｉｋｅ               ｔｈｅ               ｉｎｆｏｒｍａｔｉｏｎ               ｐｒｅｓｅｎｔｅｄ               ｉｎ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               (Ａｃｃｏｕｎｔｉｎｇ               ｆｏｒ               Ｍａｎａｇｅｍｅｎｔ,               2009). Ｒｅｇｕｌａｔｉｏｎｓ               ｒｅｌａｔｉｖｅ               ｔｏ               ｒｅｐｏｒｔｉｎｇ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｂｅ               ｓｅｔ               ｂｙ               ｍａｎａｇｅｍｅｎｔ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｓｏ               ｔｈａｔ               ｔｈｅ               ｃｏｎｔｅｎｔ               ｃａｎ               ｂｅ               ｕｓｅｄ               ｔｏ               ｍａｋｅ               ｉｎｆｏｒｍｅｄ               ｄｅｃｉｓｉｏｎｓ               ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ. Ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｉｓ               ｌｉｋｅ               ａ               ｔｏｏｌ               ｆｏｒ               ｐｌａｎｎｉｎｇ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               ｓｔｒａｔｅｇｉｃａｌｌｙ               ｂｙ               ｃｏｌｌｅｃｔｉｎｇ               ｄａｔａ               ｔｏ               ｂｅ               ｕｓｅｄ               ｂｙ               ｍａｎａｇｅｍｅｎｔ               ｏｒ               ｏｔｈｅｒ               ｖｉｅｗｅｒｓ               ｔｏ               ｐｌａｎ,               ｏｒｇａｎｉｚｅ,               ｓｔａｆｆ,               ｄｉｒｅｃｔ,               ａｎｄ               ｃｏｎｔｒｏｌ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ａｃｔｉｖｉｔｉｅｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               Ｉｎ               ａｄｄｉｔｉｏｎ,               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｂｅ               ｍｏｒｅ               ｃｏｌｌｅｃｔｉｖｅ               ｉｎ               ｇａｔｈｅｒｉｎｇ               ｒｅｐｏｒｔｓ               ａｓｓｏｃｉａｔｅｄ               ｗｉｔｈ               ｏｐｅｒａｔｉｎｇ               ｔｈｅ               ｂｕｓｉｎｅｓｓ. Ｔｈｅｓｅ               ｒｅｐｏｒｔｓ               ｗｉｌｌ               ｉｎｃｌｕｄｅ               ｔｈｅ               ｄｉｆｆｅｒｅｎｔ               ｄｅｐａｒｔｍｅｎｔｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ,               ａｓ               ｗｅｌｌ               ａｓ               ｔｈｅ               ｄｉｆｆｅｒｅｎｔ               ｐｒｏｄｕｃｔｓ               ｗｅ               ｍａｎｕｆａｃｔｕｒｅ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｂｅ               ａｂｌｅ               ｔｏ               ｍａｋｅ               ｐｒｏｐｅｒ               ｄｅｃｉｓｉｏｎｓ               ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               (Ｇａｒｒｉｓｏｎ,               Ｎｏｒｅｅｎ,               &               Ｂｒｅｗｅｒ,               2010).                Ｔｏ               ｃｏｎｃｌｕｄｅ,               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｉｓ               ａｂｏｕｔ               ｒｅｐｏｒｔｉｎｇ               ｓｔａｔｉｓｔｉｃａｌ               ｆｉｎａｎｃｉａｌ               ｎｕｍｂｅｒｓ               ｗｈｉｌｅ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｉｎｖｏｌｖｅｓ               ｇｅｎｅｒａｔｉｎｇ               ｒｅｐｏｒｔｓ               ｆｏｒ               ｍａｋｉｎｇ               ａｐｐｒｏｐｒｉａｔｅ               ｄｅｃｉｓｉｏｎｓ               ｔｏ               ａｃｈｉｅｖｅ               ｏｐｔｉｍａｌ               ｒｅｓｕｌｔｓ               ｒｅｇａｒｄｉｎｇ               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ｐｅｒｆｏｒｍａｎｃｅ. Ｍｏｒｅｏｖｅｒ,               ｔｈｅ               ｄａｔａ               ｉｎｃｌｕｄｅｄ               ｉｎ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｉｓ               ｒｅｐｏｒｔｅｄ               ｓｐｏｒａｄｉｃａｌｌｙ,               ｂｕｔ               ａｔ               ａ               ｍｉｎｉｍｕｍ               ｔｈｅ               ｃｏｍｐａｎｙ               ｍｕｓｔ               ｒｅｐｏｒｔ               ｉｔ               ａｎｎｕａｌｌｙ. Ｃｏｎｖｅｒｓｅｌｙ,               ｔｈｅ               ｒｅｐｏｒｔｉｎｇ               ｐｅｒｉｏｄ               ｏｆ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｍｕｓｔ               ｂｅ               ｃｏｎｔｉｎｕａｌ               ｔｏ               ｅｘａｍｉｎｅ               ｔｈｅ               ｐａｓｔ,               ｐｒｅｓｅｎｔ,               ａｎｄ               ｆｕｔｕｒｅ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ｐｅｒｆｏｒｍａｎｃｅ               ｓｏ               ｔｈａｔ               ｔｈｅ               ｄｅｃｉｓｉｏｎ               ｍａｋｉｎｇ               ｐｒｏｃｅｓｓ               ｃａｎ               ｂｅ               ｅｎｈａｎｃｅｄ               ｔｏ               ｅｎｓｕｒｅ               ｆｉｎａｎｃｉａｌ               ｓｕｃｃｅｓｓ               ｏｆ               ｔｈｅ               ｂｕｓｉｎｅｓｓ               (Ａｃｃｏｕｎｔｉｎｇ               ｆｏｒ               Ｍａｎａｇｅｍｅｎｔ,               2009). Ｅｖｅｎ               ｔｈｏｕｇｈ               ｔｈｅｒｅ               ａｒｅ               ｍａｎｙ               ｄｉｆｆｅｒｅｎｃｅｓ               ｂｅｔｗｅｅｎ               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ａｎｄ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｔｈｅｙ               ａｒｅ               ｓｔｉｌｌ               ｂｏｔｈ               ｃｒｉｔｉｃａｌ               ｔｏ               ｔｈｅ               ｃｏｎｔｉｎｕｉｎｇ               ｓｕｃｃｅｓｓ               ｏｆ               ｔｈｅ               ｏｐｅｒａｔｉｏｎｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ. Ｔｈｅｒｅｆｏｒｅ,               ｉｎ               ｍｙ               ｏｐｉｎｉｏｎ,               ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ａｎｄ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｗｉｌｌ               ｂｅ               ｔｗｏ               ｍａｉｎ               ｂｒａｎｃｈｅｓ               ｏｆ               ａｃｃｏｕｎｔｉｎｇ               ｔｈａｔ               ｔｈｅ               ｃｏｍｐａｎｙ               ｍｕｓｔ               ｕｔｉｌｉｚｅ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｄｅｔｅｒｍｉｎｅ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｈｅａｌｔｈ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ.                Ｒｅｆｅｒｅｎｃｅｓ                Ａｃｃｏｕｎｔｉｎｇ               ｆｏｒ               Ｍａｎａｇｅｍｅｎｔ. (2009). Ｆｉｎａｎｃｉａｌ               ａｃｃｏｕｎｔｉｎｇ               ｖｓ. ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ               -               ｄｉｆｆｅｒｅｎｃｅｓ               ｂｅｔｗｅｅｎ               ｆｉｎａｎｃｉａｌ               ａｎｄ               ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ. Ｒｅｔｒｉｅｖｅｄ               ｆｒｏｍ               ｈｔｔｐ://ｗｗｗ.ａｃｃｏｕｎｔｉｎｇｆｏｒｍａｎａｇｅｍｅｎｔ.ｃｏｍ/ｆｉｎａｎｃｉａｌ_ａｃｃｏｕｎｔｉｎｇ_ｖｓ_ｍａｎａｇｅｒｉａｌ_ａｃｃｏｕｎｔｉｎｇ.ｈｔｍ                Ａｔｋｉｎｓｏｎ,               Ａ.,               Ｋａｐｌａｎ,               Ｒ.,               Ｍａｔｓｕｍｕｒａ,               Ｅ.,               &               Ｙｏｕｎｇ,               Ｓ. (2007). Ｍａｎａｇｅｍｅｎｔ               ａｃｃｏｕｎｔｉｎｇ. (5ｔｈ               ｅｄ.). Ｕｐｐｅｒ               Ｓａｄｄｌｅ               Ｒｉｖｅｒ,               ＮＪ:               Ｐｅａｒｓｏｎ-Ｐｒｅｎｔｉｃｅ               Ｈａｌｌ.                Ｇａｒｒｉｓｏｎ,               Ｒ.,               Ｎｏｒｅｅｎ,               Ｅ.,               &               Ｂｒｅｗｅｒ,               Ｐ. (2010). Ｍａｎａｇｅｒｉａｌ               ａｃｃｏｕｎｔｉｎｇ,               (13ｔｈ               ｅｄ.). Ｎｅｗ               Ｙｏｒｋ,               ＮＹ:               ＭｃＧｒａｗ-Ｈｉｌｌ               Ｉｒｗｉｎ.                Ｍａｎａｇｅｒｉａｌ               Ａｃｃｏｕｎｔｉｎｇ,               (ｎ.ｄ). Ｒｅｔｒｉｅｖｅｄ               ｆｒｏｍ               ｈｔｔｐ://ｗｗｗ.ｃｐａｆｉｎｄｅｒ.ｃｏｍ/ａｃｃｏｕｎｔｉｎｇ/ｍａｎａｇｅｒｉａｌ-ａｃｃｏｕｎｔｉｎｇ.ｈｔｍｌ

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About 'key account management pdf'|Listing of All SAP .pdf Files Relating to R/3 System Config

About 'key account management pdf'|Listing of All SAP .pdf Files Relating to R/3 System Config

Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｉｓ               ｔｈｅ               ｍｏｓｔ               ｗｉｄｅｌｙ               ｕｓｅｄ               ｎａｍｅ               ｆｏｒ               ｔｈｅ               ｄｅｐａｒｔｍｅｎｔ               ｉｎ               ａ               ｃｏｍｐａｎｙ               ｔｈａｔ               ｍａｎａｇｅｓ               ｔｈｅ               ａｄｖｅｒｔｉｓｉｎｇ               ｃｌｏｓｅｄ               ｂｙ               ａｃｃｏｕｎｔ               ｍａｎａｇｅｒｓ               ｏｒ               ｓａｌｅｓ               ｒｅｐｓ. Ｆｕｎｄａｍｅｎｔａｌｌｙ,               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｉｓ               ａ               ｔｅａｍ               ｏｆ               ａｄ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒｓ,               ａｌｔｈｏｕｇｈ               ｔｈｅ               ｏｖｅｒａｌｌ               ｔｅａｍ               ｄｅｓｃｒｉｐｔｉｏｎ               ｉｓ               (ｏｒ               ｓｈｏｕｌｄ               ｂｅ)               ｍｏｒｅ               ｔｈａｎ               ｊｕｓｔ               ｍａｎａｇｉｎｇ               ａｄｓ. Ｔｈｅｓｅ               ａｒｅ               ｔｉｔｌｅｓ               ｔｈａｔ               ｍｉｇｒａｔｅｄ               ｉｎｔｏ               ｔｈｅ               ｉｎｔｅｒｎｅｔ               ｂｕｓｉｎｅｓｓ               ｆｒｏｍ               ｏｔｈｅｒ               ａｄｖｅｒｔｉｓｉｎｇ               ｍｅｄｉａ               ｓｕｃｈ               ａｓ               ｐｒｉｎｔ               (ｅｓｐｅｃｉａｌｌｙ               ｐｅｒｉｏｄｉｃａｌｓ),               ｒａｄｉｏ,               ａｎｄ               ｔｅｌｅｖｉｓｉｏｎ. Ｈｏｗｅｖｅｒ,               ｅｘｃｅｐｔ               ｆｏｒ               ｔｈｅ               ｇｅｎｅｒａｌ               ｄｅｓｃｒｉｐｔｉｏｎ,               ｔｈｅｓｅ               ｖａｒｉａｎｔ               ｆｏｒｍｓ               ｏｆ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｍｅｎｔ               ａｒｅ               ｎｏｔｈｉｎｇ               ａｌｉｋｅ,               ａｎｄ               ｔｈｅｙ               ｓｈｏｕｌｄ               ｎｏｔ               ｂｅ               ｔｒｅａｔｅｄ               ｔｈｅ               ｓａｍｅ               ｗａｙ. Ｏｎｌｉｎｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｉｓ               ａｒｇｕａｂｌｙ               ｔｈｅ               ｍｏｓｔ               ｉｎｔｅｎｓｅ,               ｔｅｃｈｎｉｃａｌ,               ａｎｄ               ｄｉｆｆｉｃｕｌｔ               ｆｏｒｍ               ｏｆ               ａｄ               ｔｒａｆｆｉｃｋｉｎｇ,               ａｎｄ               ｉｔ               ｗｏｕｌｄ               ｂｅｈｏｏｖｅ               ａｎｙ               ｃｏｍｐａｎｙ               ｗｉｔｈ               ａｎ               ｉｎｔｅｒｎｅｔ               ｖｅｎｔｕｒｅ               ｔｏ               ｄｅｖｅｌｏｐ               ａｎｄ               ｍａｎａｇｅ               ｉｔｓ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｔｅａｍ               ａｓ               ｓｅｒｉｏｕｓｌｙ               ａｓ               ｔｈｅｉｒ               ＩＴ,               ｗｅｂ               ｐｒｏｄｕｃｔｉｏｎ,               ｅｄｉｔｏｒｉａｌ,               ｓａｌｅｓ,               ｍａｒｋｅｔｉｎｇ,               ａｎｄ               ｏｔｈｅｒ               ｓｔａｆｆｓ.                Ｍａｎｙ               ｖｅｎｔｕｒｅｓ               ｈａｖｅ               ｎｏ               ｆｏｒｍａｌ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｄｅｐａｒｔｍｅｎｔ,               ｒａｔｈｅｒ               ｔｈｅｙ               ｈａｖｅ               ｏｎｅ               ｏｒ               ｔｗｏ               ａｄ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒｓ. Ｗｈｉｌｅ               ｔｈｅｉｒ               ｓａｌｅｓ               ｆｏｒｃｅ               ｇｒｏｗｓ,               ａｓ               ｗｅｌｌ               ａｓ               ｒｅｌｉａｎｃｅ               ｏｎ               ｉｎｔｅｒｎｅｔ               ｒｅｖｅｎｕｅｓ               (ｗｈｉｃｈ               ｃａｎ               ｂｅ               ｓｉｇｎｉｆｉｃａｎｔ               ｉｆ               ｉｔ               ｉｓ               ｔｒｅａｔｅｄ               ａｓ               ａ               ｂｕｓｉｎｅｓｓ               ａｎｄ               ｎｏｔ               ｇｉｖｅｎ               ａｗａｙ               ａｓ               ａ               ｂｏｎｕｓ               ｔｏ               ｐｒｉｎｔ               ｏｒ               ｏｔｈｅｒ               ａｄｖｅｒｔｉｓｉｎｇ),               ａ               ｆｏｒｍａｌ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｄｅｐａｒｔｍｅｎｔ               ｍｕｓｔ               ｂｅ               ｆｏｒｍｅｄ               ａｎｄ               ｍａｎａｇｅｄ               ｂｙ               ａｎ               ｅｘｐｅｒｉｅｎｃｅｄ               ｐｒｏｆｅｓｓｉｏｎａｌ.                Ｃｏｍｍｏｎｌｙ               ｔｈｅｙ               ｈａｖｅ               ｗｅｂ               ｐｒｏｄｕｃｅｒｓ               ｏｒ               ｏｔｈｅｒ               ｔｅｃｈｎｉｃａｌ               ｏｒ               ａｄｍｉｎｉｓｔｒａｔｉｖｅ               ｅｍｐｌｏｙｅｅｓ               ｍａｎａｇｅ               ｏｎｌｉｎｅ               ａｄｖｅｒｔｉｓｉｎｇ               ｆｏｒ               ｓａｌｅｓ               ｒｅｐｓ. Ｗｈｉｌｅ               ｔｈｉｓ               ｍｉｇｈｔ               ｗｏｒｋ               ｔｅｍｐｏｒａｒｉｌｙ,               ｗｈｅｎ               ａ               ｓａｌｅｓ               ｓｔａｆｆ               ｉｓ               ａ               ｓｉｎｇｌｅ               ｐｅｒｓｏｎ               ｗｉｔｈ               ｌｅｓｓ               ｔｈａｎ               ａ               ｈａｎｄｆｕｌ               ｏｆ               ｃａｍｐａｉｇｎｓ,               ｔｈｉｓ               ｉｓ               ａ               ｓｔｒｕｃｔｕｒｅ               ｔｈａｔ               ｃａｎｎｏｔ               ｈｏｌｄ               ｕｐ               ｔｏ               ｓｃａｌｉｎｇ,               ｑｕａｌｉｔｙ               ａｓｓｕｒａｎｃｅ,               ｙｉｅｌｄ               ｖｉｓｉｂｉｌｉｔｙ,               ｓｔｒｅｓｓ               ｍａｎａｇｅｍｅｎｔ,               ａｎｄ               ｏｐｔｉｍａｌ               ｗｏｒｋｆｌｏｗ               ｓｔｒａｔｅｇｉｅｓ. Ｅｍｐｌｏｙｅｅｓ               ｗｈｏ               ｖｏｌｕｎｔｅｅｒ               ｔｏ               ｗｅａｒ               ｔｈｅ               ｈａｔ               ｏｆ               "ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ"               ｉｎ               ａｄｄｉｔｉｏｎ               ｔｏ               ｔｈｅｉｒ               ｎｏｒｍａｌ               ｗｏｒｋｌｏａｄ               ｏｆｔｅｎ               ｆｉｎｄ               ｔｈｅｍｓｅｌｖｅｓ               ｓｔｕｃｋ               ｗｉｔｈ               ｉｔ               ｆｏｒｅｖｅｒ,               ｐｒｅｓｓｕｒｅｄ               ｔｏ               ｍａｎａｇｅ               ｉｍｍｅｄｉａｔｅ               ｔａｓｋｓ               ｆｏｒ               ｓａｌｅｓ               ｒｅｐｓ,               ｗｈｉｃｈ               ｍａｙ               ｎｏｔ               ｅｖｅｎ               ｂｅ               ｒｅｌａｔｅｄ               ｓｐｅｃｉｆｉｃａｌｌｙ               ｔｏ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｍｅｎｔ. Ｓｕｃｈ               ｅｍｐｌｏｙｅｅｓ               ｂｕｒｎ               ｏｕｔ               ｑｕｉｃｋｌｙ,               ｓｔｒｕｇｇｌｉｎｇ               ｗｉｔｈ               ｉｒｒｅｃｏｎｃｉｌａｂｌｅ               ｐｒｉｏｒｉｔｉｅｓ               ａｎｄ               ｕｎａｂｌｅ               ｔｏ               ｍｅｅｔ               ｑｕａｌｉｔｙ               ｅｘｐｅｃｔａｔｉｏｎｓ               ｆｒｏｍ               ｉｎｔｅｒｎａｌ               ａｎｄ               ｅｘｔｅｒｎａｌ               ｃｕｓｔｏｍｅｒｓ               ａｎｄ               ｍａｎａｇｅｒｓ.                Ａｓ               ｓｕｃｃｉｎｃｔｌｙ               ｓｔａｔｅｄ               ｂｙ               Ｄｏｕｇ               Ｗｉｎｔｚ,               ｆｏｕｎｄｅｒ               ｏｆ               ＤＭＷ               ＭｅｄｉａＷｏｒｋｓ,               "Ｂｙ               ｆａｒ,               ｔｈｅ               ｍｏｓｔ               ｏｖｅｒ               ｗｏｒｋｅｄ,               ｕｎｄｅｒ-ａｐｐｒｅｃｉａｔｅｄ,               ｍｉｓｕｎｄｅｒｓｔｏｏｄ               ｒｅｓｏｕｒｃｅ               ｉｎ               ａｎｙ               ｏｎｌｉｎｅ               ｃｏｍｐａｎｙ               ｉｓ               ｔｈｅ               ａｄ               ｔｒａｆｆｉｃｋｅｒ. Ｔｈｉｓ               ｉｓ               ａ               ｊｏｂ               ｔｈａｔ               ｃａｎ               ｔｒａｎｓｆｏｒｍ               ｔｈｅ               ｍｏｓｔ               ｉｎｔｅｌｌｉｇｅｎｔ,               ｒａｔｉｏｎａｌ,               ｍｏｔｉｖａｔｅｄ               ａｎｄ               ｃｏｎｓｃｉｅｎｔｉｏｕｓ               ｉｎｄｉｖｉｄｕａｌ               ｉｎｔｏ               ａ               ｈｉｇｈ-ｓｔｒｕｎｇ,               ｉｒｒｉｔａｂｌｅ,               ｅｒｒｏｒ-ｐｒｏｎｅ               ｅｍｐｌｏｙｅｅ. Ａｎｄ               ＴＨＩＳ               ｉｓ               ｔｈｅ               ｉｎｄｉｖｉｄｕａｌ               ｗｈｏ               ｉｓ               ｒｅｓｐｏｎｓｉｂｌｅ               ｆｏｒ               ｔａｋｉｎｇ               ｅｖｅｒｙ               ｂｉｔ               ｏｆ               ｒｅｖｅｎｕｅ               ｙｏｕｒ               ｓａｌｅｓ               ｇｒｏｕｐ               ｇｅｎｅｒａｔｅｓ               ａｎｄ               ｍａｋｉｎｇ               ｓｕｒｅ               ｉｔ               ｄｅｌｉｖｅｒｓ               ａｓ               ｐｒｏｍｉｓｅｄ,               ｏｎ               ｔｉｍｅ,               ｗｉｔｈ               ａｃｃｕｒａｔｅ               ｒｅｐｏｒｔｉｎｇ."               1                Ｃｏｎｃｅｎｔｒａｔｉｎｇ               ｏｎ               ｓｔａｆｆ               ｓｉｚｅ,               ｓｔａｆｆ               ｓｔｒｕｃｔｕｒｅ,               ｐｒｏｆｅｓｓｉｏｎａｌ               ｌｅａｄｅｒｓｈｉｐ,               ｊｏｂ               ｄｅｓｃｒｉｐｔｉｏｎ               ｆｏｃｕｓ,               ａｎｄ               ｃｌｅａｒｌｙ               ｃｏｍｍｕｎｉｃａｔｅｄ               ｓｔａｆｆ               ｓｅｒｖｉｃｅｓ,               ｗｉｌｌ               ｔｒａｎｓｌａｔｅ               ｔｏ               ｓｔｒｏｎｇｅｒ               ｏｎｌｉｎｅ               ｒｅｖｅｎｕｅｓ.                Ｓｔａｆｆ               Ｓｉｚｅ                Ｔｈｅ               ｓｉｚｅ               ｏｆ               ａｎ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｓｔａｆｆ               ｄｅｐｅｎｄｓ               ｏｎ               ａ               ｎｕｍｂｅｒ               ｏｆ               ｆａｃｔｏｒｓ,               ｉｎｃｌｕｄｉｎｇ               ｈｏｗ               ｍａｎｙ               ｓｉｍｕｌｔａｎｅｏｕｓ               ａｄ               ｃａｍｐａｉｇｎｓ               ｎｅｅｄ               ｔｏ               ｂｅ               ｍａｎａｇｅｄ               ｐｅｒ               ｍｏｎｔｈ,               ｗｈｅｔｈｅｒ               ｃａｍｐａｉｇｎｓ               ｓｔａｒｔ               ａｎｄ               ｓｔｏｐ               ｍｉｄ-ｍｏｎｔｈ               ａｎｄ               ｈｏｗ               ｌｏｎｇ               ｔｈｅｙ               ｒｕｎ,               ｗｈａｔ               ｂｕｙ               ｔｙｐｅ               ｉｓ               ｕｓｅｄ               ａｎｄ               ｈｏｗ               ｉｎｖｅｎｔｏｒｙ               ｉｓ               ｆｏｒｅｃａｓｔｅｄ               ｖｓ               ｈｏｗ               ｍｕｃｈ               ｉｓ               ｓｏｌｄ               (ｆｏｒ               ｍａｎｙ               ＣＰＭ               ａｎｄ               ＳＯＶ               ｒｅｖｅｎｕｅ               ｍｏｄｅｌｓ),               ｔｈｅ               ｑｕａｌｉｔｙ               ｏｆ               ｔｈｅ               ａｄ               ｓｅｒｖｅｒ               (ｅｓｐｅｃｉａｌｌｙ               ｗｉｔｈ               ｒｅｇａｒｄ               ｔｏ               ｒｏｔａｔｉｏｎ               ｂｅｈａｖｉｏｒ               ａｎｄ               ｒｅｐｏｒｔｉｎｇ               ｉｎｔｅｌｌｉｇｅｎｃｅ),               ｈｏｗ               ｍａｎｙ               ａｄｓ               ａｒｅ               ｒｉｃｈ               ｍｅｄｉａ,               ｉｎｔｅｒｓｔｉｔｉａｌｓ,               ｐｒｅｓｔｉｔｉａｌｓ,               ｏｒ               ｔｅｘｔ               ａｄｓ               ｖｓ               ｗｈｏ               ｉｍｐｌｅｍｅｎｔｓ               ａｎｙ               ｎｏｎ               ａｄ-ｓｅｒｖｅｒ               ｃｏｍｐｏｎｅｎｔｓ               ｏｆ               ｔｈｅ               ａｄ               (ｓｕｃｈ               ａｓ               ａ               ｗｅｂ               ｐｒｏｄｕｃｅｒ               ｏｒ               ｅ-ｎｅｗｓｌｅｔｔｅｒ               ｐｒｏｄｕｃｅｒ),               ｔｈｅ               ｑｕａｌｉｔｙ               ｏｆ               ｔｈｅ               ａｄ               ａｇｅｎｃｉｅｓ               ａｎｄ               ｏｔｈｅｒ               ｍｅｄｉａ               ｂｕｙｅｒｓ               (ｅ.ｇ. ｄｏ               ｔｈｅｙ               ｈａｖｅ               ａ               ｈａｂｉｔ               ｏｆ               ｉｎｃｏｒｒｅｃｔｌｙ               ｉｍｐｌｅｍｅｎｔｉｎｇ               ｃｌｉｃｋＴＡＧ               ｃｏｄｅ               ｉｎ               Ｆｌａｓｈ               ＡｃｔｉｏｎＳｃｒｉｐｔ,               ｏｒ               ｓｅｎｄｉｎｇ               ｍａｔｅｒｉａｌｓ               ｌａｔｅ?),               ｈｏｗ               ｍｕｃｈ               ｏｆ               ｔｈｅ               ａｄｖｅｒｔｉｓｉｎｇ               ａｒｅ               ｔｈｉｒｄ               ｐａｒｔｙ               ｄｅｌｉｖｅｒｅｄ               (ｐａｒｔｉｃｕｌａｒｌｙ               ＣＰＭ               ｔｈｉｒｄ               ｐａｒｔｙ               ａｄｓ               ｗｉｔｈ               ｖｅｒｔｉｃａｌ               ｏｒ               ｄｅｍｏｇｒａｐｈｉｃ               ｔａｒｇｅｔｉｎｇ               ｃｒｉｔｅｒｉａ),               ｈｏｗ               ｍａｎｙ               ｓａｌｅｓ               ｒｅｐｓ               ａｒｅ               ｓｅｌｌｉｎｇ               ｏｎｌｉｎｅ               ａｄ               ｃａｍｐａｉｇｎｓ,               ａｎｄ               ｈｏｗ               ｍｕｃｈ               ｏｆ               ｔｈｅ               ａｂｏｖｅ               ｉｓ               ｅｘｐｅｃｔｅｄ               ｔｏ               ｉｎｃｒｅａｓｅ               ｅａｃｈ               ｍｏｎｔｈ?                Ｈｅｒｅ               ａｒｅ               ｓｏｍｅ               ａｎａｌｏｇｉｅｓ               ｔｏ               ｒｅｍｅｍｂｅｒ:                *               Ｏｎｅ               ｓａｌｅｓ               ｒｅｐ               ｗｉｔｈ               ｔｅｎ               ｃａｍｐａｉｇｎｓ               ｉｓ               ｅａｓｉｅｒ               ｆｏｒ               ｏｎｅ               ｔｒａｆｆｉｃｋｅｒ               ｔｏ               ｍａｎａｇｅ               ｔｈａｎ               ｔｗｏ               ｓａｌｅｓ               ｒｅｐｓ               ｗｉｔｈ               ｆｉｖｅ               ｃａｍｐａｉｇｎｓ               ｅａｃｈ. Ｔｈｅ               ｒｅａｓｏｎ               ｉｓ               ｂｅｃａｕｓｅ               ｓａｌｅｓ               ｒｅｐｓ               ｃａｎ               ｔｈｅｍｓｅｌｖｅｓ               ｃｏｎｔｒｉｂｕｔｅ               ｔｏ               ｗｏｒｋｌｏａｄ               ａｂｏｖｅ               ａｎｄ               ｂｅｙｏｎｄ               ｔｈｅ               ｔｅｃｈｎｉｃａｌ               ａｓｐｅｃｔｓ               ｏｆ               ｓｅｔｔｉｎｇ               ｕｐ               ａｎ               ａｄ               ｆｌｉｇｈｔ               ｉｎ               ａｎ               ａｄ               ｓｅｒｖｅｒ. Ｓｏｍｅ               ｒｅｐｓ               ｍａｙ               ｆｅｅｌ               ｔｈｅ               ｎｅｅｄ               ｔｏ               ｍｉｃｒｏ-ｍａｎａｇｅ               ｔｈｅｉｒ               ｃａｍｐａｉｇｎｓ,               ｓｏｍｅ               ｍａｙ               ｓｅｌｌ               ｍｏｒｅ               ｄｉｆｆｉｃｕｌｔ               ｂｕｙ               ｔｙｐｅｓ               ｔｈａｎ               ｏｔｈｅｒｓ               ｏｒ               ｏｖｅｒｓｅｌｌ               ｔｈｅｉｒ               ｉｎｖｅｎｔｏｒｙ               ｗｈｉｃｈ               ｐｕｔｓ               ｓｔｒｅｓｓ               ｏｎ               ｆｏｒｅｃａｓｔｉｎｇ               ａｃｃｕｒａｃｉｅｓ               (ｅｓｐｅｃｉａｌｌｙ               ｉｎ               ａｎ               ｅｎｖｉｒｏｎｍｅｎｔ               ｗｉｔｈ               ｉｍｐｒｅｓｓｉｏｎ               ｓｐｉｋｅｓ               ｃａｕｓｅｄ               ｂｙ               ｍａｒｋｅｔｉｎｇ               ｅｆｆｏｒｔｓ). Ｏｎｅ               ｐｅｒｓｏｎａｌｉｔｙ               ｍａｙ               ｆｅｅｌ               ｃｏｍｆｏｒｔａｂｌｅ               ｅｍａｉｌｉｎｇ               ａ               ｔｒａｆｆｉｃｋｅｒ               ｗｈｅｎ               ｔｈｅｙ               ｎｅｅｄ               ｔｏ,               ａｎｏｔｈｅｒ               ｍａｙ               ｆｅｅｌ               ｔｈｅｙ               ｎｅｅｄ               ｔｏ               ｃａｌｌ               ａｌｍｏｓｔ               ｄａｉｌｙ,               ｓｏｍｅｔｉｍｅｓ               ｅｖｅｎ               ｆｏｒ               ｉｎｆｏｒｍａｔｉｏｎ               ｏｒ               ａｎ               ａｓｓｉｇｎｍｅｎｔ               ｔｈａｔ               ｉｓｎ'ｔ               ｉｎ               ｔｈｅ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ'ｓ               ｐｕｒｖｉｅｗ.                *               Ｔｗｅｎｔｙ               ａｄｓ               ｗｉｔｈｏｕｔ               ｉｍｐｒｅｓｓｉｏｎ               ｇｕａｒａｎｔｅｅｓ               ａｒｅ               ｅａｓｉｅｒ               ｆｏｒ               ｏｎｅ               ｔｒａｆｆｉｃｋｅｒ               ｔｈａｎ               ｆｉｖｅ               ｃａｍｐａｉｇｎｓ               ｗｉｔｈ               ｉｍｐｒｅｓｓｉｏｎ               ｇｕａｒａｎｔｅｅｓ,               ｅｓｐｅｃｉａｌｌｙ               ｉｎ               ａ               ｓｈａｌｌｏｗ               ｉｎｖｅｎｔｏｒｙ               ｐｏｏｌ. Ｃｌｅａｒｌｙ               ｓｅｌｌｉｎｇ               ｏｎ               ａ               ＣＰＭ               ｂｕｙ               ｔｙｐｅ,               ｗｈｉｃｈ               ｕｓｕａｌｌｙ               ｈａｓ               ａｎ               ｉｍｐｒｅｓｓｉｏｎ               ｇｏａｌ,               ｒｅｑｕｉｒｅｓ               ｓｏｍｅ               ｆｏｒｅｃａｓｔ               ｏｆ               ａｖａｉｌａｂｌｅ               ｉｎｖｅｎｔｏｒｙ               ｓｏ               ｔｈａｔ               ｔｈｉｓ               ｇｏａｌ               ｃａｎ               ｂｅ               ｄｅｌｉｖｅｒｅｄ               ｂｙ               ｔｈｅ               ｃａｍｐａｉｇｎ'ｓ               ｅｎｄ               ｄａｔｅ. Ｔｈｉｓ               ｃａｎ               ｂｅ               ｅｘｔｒｅｍｅｌｙ               ｄｉｆｆｉｃｕｌｔ               ｗｈｅｎ               ｍｕｌｔｉｐｌｅ               ＣＰＭ               ａｄｓ               ａｒｅ               ｓｈａｒｉｎｇ               ａ               ｓｌｉｃｅ               ｏｆ               ｉｎｖｅｎｔｏｒｙ               ｔｈａｔ               ｈａｓ               ｖｅｒｙ               ｌｉｔｔｌｅ               ａｖａｉｌａｂｉｌｉｔｙ,               ａｎｄ               ａｄｄｉｔｉｏｎａｌｌｙ               ｗｈｅｎ               ＣＰＭ               ｄｅａｌｓ               ｏｖｅｒｌａｐ               ｍｕｌｔｉｐｌｅ               ｄｅｍｏｇｒａｐｈｉｃ               ｃｒｉｔｅｒｉａ               ｏｒ               ｖｅｒｔｉｃａｌ               ｔａｒｇｅｔｓ.                *               Ｔｗｅｎｔｙ               ＲＯＳ               (ｒｕｎ-ｏｆ-ｓｉｔｅ)               ａｄｓ               ａｒｅ               ｅａｓｉｅｒ               ｆｏｒ               ｏｎｅ               ｔｒａｆｆｉｃｋｅｒ               ｔｈａｎ               10               ｏｖｅｒｌａｐｐｉｎｇ               ｔａｒｇｅｔｅｄ               ａｄｓ. Ｆｏｒ               ｅｘａｍｐｌｅ,               ｉｆ               ｔｗｏ               ａｄｓ               ａｒｅ               ｔａｒｇｅｔｉｎｇ               Ｖｅｒｔｉｃａｌ               1               ａｎｄ               Ｖｅｒｔｉｃａｌ               2,               ｔｗｏ               ａｄｓ               ａｒｅ               ｔａｒｇｅｔｉｎｇ               Ｖｅｒｔｉｃａｌ               2               ａｎｄ               Ｖｅｒｔｉｃａｌ               3               ｏｎ               ａ               ｓｐｅｃｉｆｉｃ               ｉｎｄｕｓｔｒｙ               ｔａｒｇｅｔ,               ｔｗｏ               ａｄｓ               ａｒｅ               ｔａｒｇｅｔｉｎｇ               Ｖｅｒｔｉｃａｌ               1               ａｎｄ               Ｖｅｒｔｉｃａｌ               3               ｏｎ               ａ               ｇｅｎｄｅｒ               ｄｅｍｏｇｒａｐｈｉｃ,               ａｎｄ               ｆｏｕｒ               ａｄｓ               ａｒｅ               ＲＯＳ               ｗｉｔｈ               ｔｈｅ               ｓａｍｅ               ｇｅｎｄｅｒ               ｄｅｍｏｇｒａｐｈｉｃ. Ｉｎ               ｓｕｃｈ               ａｎ               ｅｎｖｉｒｏｎｍｅｎｔ,               ｄｅｍａｎｄｉｎｇ               ｔｈａｔ               ａｎ               ｉｎｅｘｐｅｒｉｅｎｃｅｄ               (ｏｒ               ｅｖｅｎ               ａ               ｓｅａｓｏｎｅｄ)               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ               ｆｉｇｕｒｅ               ｏｕｔ               ｗｈｙ               ｏｎｅ               ａｄ               ｉｓ               ｏｎ               ｓｃｈｅｄｕｌｅ               ｗｈｉｌｅ               ａｎｏｔｈｅｒ               ｉｓ               ｆａｉｌｉｎｇ               ｔｏ               ｍｅｅｔ               ｉｔｓ               ｇｏａｌｓ,               ｏｒ               ｗｈｙ               ｏｎｅ               ａｄ               ｈａｓ               ｔｗｉｃｅ               ｔｈｅ               ｃｌｉｃｋ-ｔｈｒｕ               ｒａｔｅ               ａｓ               ａｎｏｔｈｅｒ,               ｍｉｇｈｔ               ｔｗｉｓｔ               ｔｈｅｉｒ               ｂｒａｉｎ               ｉｎｔｏ               ａ               ｐｒｅｔｚｅｌ.                *               Ｔｗｅｎｔｙ               ＧＩＦ               ｏｒ               ＪＰＧ               ａｄｓ               ａｒｅ               ｅａｓｉｅｒ               ｆｏｒ               ｏｎｅ               ｔｒａｆｆｉｃｋｅｒ               ｔｈａｎ               10               ｔｈｉｒｄ               ｐａｒｔｙ               ｄｅｌｉｖｅｒｅｄ               ａｄｓ. Ｍｏｓｔ               ａｄ               ａｇｅｎｃｉｅｓ               ｐｒｅｆｅｒ               ｔｏ               ｕｐｌｏａｄ               ａｄｓ               ｉｎｔｏ               ｔｈｅｉｒ               ｏｗｎ               ａｄ               ｓｅｒｖｅｒ               ａｎｄ               ｈａｎｄ               ａ               ｐｕｂｌｉｓｈｅｒ               ａｎ               ａｄ               ｔａｇ               ｔｈａｔ               ｃａｌｌｓ               ｔｈｅ               ＧＩＦ               ｏｒ               ＪＰＧ,               ｒａｔｈｅｒ               ｔｈａｎ               ｐａｓｓ               ａｌｏｎｇ               ｔｈｅ               ｒａｗ               ｍａｔｅｒｉａｌｓ. Ｔｈｉｓ               ｗａｙ               ｔｈｅｙ               ｃａｎ               ｔｒａｃｋ               ｔｈｅｉｒ               ｉｍｐｒｅｓｓｉｏｎｓ               ａｎｄ               ｃｌｉｃｋｓ               ｉｎ               ａ               ｓｉｎｇｌｅ               ｒｅｐｏｒｔ               ｆｏｒ               ｔｈｅｉｒ               ｃｌｉｅｎｔ               ｒａｔｈｅｒ               ｔｈａｎ               ｃｏｌｌｅｃｔｉｎｇ               ｍｕｌｔｉｐｌｅ,               ｖａｒｉａｎｔ               ｒｅｐｏｒｔｓ               ｆｒｏｍ               ａｌｌ               ｔｈｅ               ｐｕｂｌｉｓｈｅｒｓ               ｗｈｏ               ａｒｅ               ｄｅｌｉｖｅｒｉｎｇ               ｔｈｅ               ａｄ. Ｕｎｆｏｒｔｕｎａｔｅｌｙ               ｔｈｉｒｄ               ｐａｒｔｙ               ａｄｓ               ａｒｅ               ｓｕｂｊｅｃｔ               ｔｏ               ｄｉｓｃｒｅｐａｎｃｉｅｓ               ｂｅｔｗｅｅｎ               ｔｈｅ               ａｄ               ａｇｅｎｃｙ'ｓ               ａｄ               ｓｅｒｖｅｒ               ａｎｄ               ｔｈｅ               ｐｕｂｌｉｓｈｅｒ'ｓ               ａｄ               ｓｅｒｖｅｒ,               ｓｕｃｈ               ｔｈａｔ               ｔｈｅ               ｐｕｂｌｉｓｈｅｒ               ｕｓｕａｌｌｙ               ｈａｓ               ｔｏ               ｏｖｅｒ-ｄｅｌｉｖｅｒ               ｔｈｅ               ａｄ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｍｅｅｔ               ｔｈｅ               ｃｏｎｔｒａｃｔｅｄ               ｇｏａｌ. Ａｎｄ               ｔｈｅｒｅ               ｉｓ               ｎｏ               ｗａｙ               ｏｆ               ｋｎｏｗｉｎｇ               ｆｏｒ               ｓｕｒｅ               ｈｏｗ               ｆａｒ               ｔｏ               ｏｖｅｒ-ｄｅｌｉｖｅｒ               ｂｅｆｏｒｅ               ｔｈｅ               ｃａｍｐａｉｇｎ               ｓｔａｒｔｓ,               ｂｅｃａｕｓｅ               ｔｈｅ               ｄｉｓｃｒｅｐａｎｃｙ               ｃａｎ               ｓｗｉｎｇ               ｂｅｔｗｅｅｎ               5%               ａｎｄ               20%               ｆｏｒ               ｕｎｋｎｏｗｎ               ｒｅａｓｏｎｓ. (Ｉｔ               ｓｈｏｕｌｄ               ｎｏｒｍａｌｌｙ               ｓｔａｙ               ｂｅｌｏｗ               8%,               ｂｕｔ               ｉｆ               ｗｉｓｈｅｓ               ｗｅｒｅ               ｐｅｎｎｉｅｓ...)                Ｉｆ               ａ               ｃｏｍｐａｎｙ               ｎｅｅｄｓ               ｔｏ               ｋｎｏｗ               ｗｈａｔ               ｔｈｅ               ｔｒｕｅ               ｓｔａｆｆｉｎｇ               ｒｅｑｕｉｒｅｍｅｎｔｓ               ａｒｅ               ｆｏｒ               ａｎ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｄｅｐａｒｔｍｅｎｔ,               ｅｓｐｅｃｉａｌｌｙ               ａ               ｓｔａｒｔｕｐ               ｏｒ               ａ               ｒｅ-ｏｒｇ,               ｉｔ               ｉｓ               ｔｈｅｒｅｆｏｒｅ               ａｄｖｉｓａｂｌｅ               ｔｏ               ｈｉｒｅ               ａｎ               ｅｘｐｅｒｉｅｎｃｅｄ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｍａｎａｇｅｒ               ｏｒ               ｃｏｎｓｕｌｔａｎｔ               ｔｏ               ｅｖａｌｕａｔｅ               ｔｈｅ               ｅｎｖｉｒｏｎｍｅｎｔ               ａｎｄ               ｍａｋｅ               ｓｔａｆｆｉｎｇ               ａｎｄ/ｏｒ               ｏｕｔｓｏｕｒｃｅｄ               ｒｅｃｏｍｍｅｎｄａｔｉｏｎｓ.                Ａｓ               ａ               ｒｕｌｅ               ｏｆ               ｔｈｕｍｂ,               ｉｆ               ｔｈｅｒｅ               ｉｓ               ｍｏｒｅ               ｔｈａｎ               ｏｎｅ               ｓａｌｅｓ               ｒｅｐ,               ｔｈｅｒｅ               ｓｈｏｕｌｄ               ｂｅ               ｍｏｒｅ               ｔｈａｎ               ｏｎｅ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ. Ｅａｃｈ               ｔｉｍｅ               ａ               ｎｅｗ               ｓａｌｅｓ               ｒｅｐ               ｉｓ               ａｄｄｅｄ               ｔｏ               ｔｈｅ               ｓａｌｅｓ               ｔｅａｍ,               ｔｈｅ               ｐｏｔｅｎｔｉａｌ               ｗｏｒｋｌｏａｄ               ｆｏｒ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｉｎｃｒｅａｓｅｓ               ｖａｓｔｌｙ. Ｃｌｅａｒｌｙ               ｉｔ               ｉｓ               ｎｏｔ               ｗｉｓｅ               ｔｏ               ｊｕｓｔ               "ｔｈｒｏｗ               ｂｏｄｉｅｓ"               ｉｎｔｏ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｔｏ               ｍａｎａｇｅ               ｔｈｅ               ｗｏｒｋｌｏａｄ. Ｉ               ｈａｖｅ               ｍａｎａｇｅｄ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｆｏｒ               ｏｖｅｒ               20               ｓａｌｅｓ               ｒｅｐｓ               ｗｉｔｈ               ｏｖｅｒ               2000               ｃｏｎｃｕｒｒｅｎｔ               ａｃｔｉｖｅ               ａｄ               ｆｌｉｇｈｔｓ               (ｍａｎｙ               ｏｆ               ｔｈｅｍ               ｈｕｇｅｌｙ               ｔａｒｇｅｔｅｄ               ｔｈｉｒｄ-ｐａｒｔｙ               ＣＰＭ               ｃａｍｐａｉｇｎｓ)               ｕｓｉｎｇ               ｊｕｓｔ               ｔｗｏ               ｓｔａｆｆ               ｐｅｏｐｌｅ,               ｗｈｉｃｈ               ｗｏｕｌｄ               ｎｏｔ               ｈａｖｅ               ｂｅｅｎ               ｐｏｓｓｉｂｌｅ               ｗｉｔｈｏｕｔ               ｔｈｅ               ａｕｔｏｍａｔｉｏｎ,               ｐｒｏｃｅｓｓ               ｅｎｆｏｒｃｅｍｅｎｔ               ａｎｄ               ｎａｍｉｎｇ               ｃｏｎｖｅｎｔｉｏｎｓ               ｔｈａｔ               Ｉ               ｅｓｔａｂｌｉｓｈｅｄ               ｔｏ               ｆａｃｉｌｉｔａｔｅ               ｔｈｅ               ｒｅｐｏｒｔｉｎｇ               ｐｒｏｃｅｓｓ. Ｂｅｃａｕｓｅ               ｗｅ               ｗｅｒｅ               ｓｃａｌｉｎｇ               ｕｐ,               Ｉ               ｈａｄ               ｈｉｒｅ               ａｎ               ｏｕｔｓｏｕｒｃｅｄ               ｔｒａｆｆｉｃｋｉｎｇ               ｓｅｒｖｉｃｅ               ｔｏ               ｓｕｐｐｌｅｍｅｎｔ               ｏｕｒ               ｗｏｒｋｌｏａｄ               ａｎｄ               ｌａｔｅｒ               ｂｅｇｉｎ               ｈｉｒｉｎｇ               ｔｗｏ               ｍｏｒｅ               ｅｍｐｌｏｙｅｅｓ.                Ｒｅｃｏｇｎｉｚｉｎｇ               ｔｈｅ               ｄｅｍａｎｄｓ               ｏｎ               ａｄ               ｔｒａｆｆｉｃｋｉｎｇ               ａｎｄ               ｂｅｉｎｇ               ａｂｌｅ               ｔｏ               ｃｌｅａｒｌｙ               ｒｅｐｏｒｔ               ｔｈａｔ               ｗｏｒｋｌｏａｄ               ｔｏ               ｅｘｅｃｕｔｉｖｅ               ｏｆｆｉｃｅｒｓ               ｓｏ               ｔｈａｔ               ｔｈｅｙ               ｃａｎ               ｍａｋｅ               ｉｎｆｏｒｍｅｄ               ｄｅｃｉｓｉｏｎｓ               ｉｓ               ｏｎｅ               ｏｆ               ｔｈｅ               ｃｈａｌｌｅｎｇｅｓ               ｆｏｒ               ｔｈｅ               ｈｅａｄ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ.                Ｓｔｒｏｎｇ               Ｌｅａｄｅｒｓｈｉｐ                Ｗｈｅｎ               Ｉ               ｗａｓ               ｆｉｒｓｔ               ｈｉｒｅｄ               ｔｏ               ｂｅ               ａ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ               ｉｎ               1998,               ｆｏｕｎｄｉｎｇ               ｔｈｅ               ａｄ               ｏｐｓ               ｄｅｐａｒｔｍｅｎｔ               ｆｏｒ               Ｍａｉｌ.ｃｏｍ,               ｉｎ               ｔｈｅ               ｉｎｔｅｒｖｉｅｗ               ｍｙ               ｈｉｒｉｎｇ               ｍａｎａｇｅｒ               ｓａｉｄ,               "Ｗｅ               ｄｏｎ'ｔ               ｗａｎｔ               ａ               'ｙｅｓ'               ｍａｎ."               Ｗｈａｔ               ｄｉｄ               ｓｈｅ               ｍｅａｎ               ｂｙ               ｔｈａｔ?                Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｗｏｒｋｅｒｓ               ａｒｅ               ｇｅｎｅｒａｌｌｙ               ａｎａｌｙｔｉｃａｌ               ａｎｄ               ｔｅｃｈｎｉｃａｌ               ｐｅｏｐｌｅ,               ａｎｄ               ｍｏｓｔ               ｏｆ               ｔｈｅｉｒ               ｉｎｔｅｒｎａｌ               ｃｕｓｔｏｍｅｒｓ               ａｒｅ               ｓａｌｅｓ               ｒｅｐｓ               ｗｈｏ               ａｒｅ               ｇｅｎｅｒａｌｌｙ               ｅｘｐｒｅｓｓｉｖｅ               ａｎｄ               ｆｏｒｃｅｆｕｌ. Ｅａｃｈ               ｐｅｒｓｏｎａｌｉｔｙ               ｔｙｐｅ               ｉｓ               ｗｈａｔ               ｉｔ               ｈａｓ               ｔｏ               ｂｅ. Ｓａｌｅｓ               ｐｅｏｐｌｅ               ｈａｖｅ               ｔｏ               ｄｒｉｖｅ               ｐａｓｔ               ｔｈｅ               'ｎｏ'               ｔｈｅｙ               ｇｅｔ               ｆｒｏｍ               ｐｒｏｓｐｅｃｔｉｖｅ               ｃｌｉｅｎｔｅｌｅ               ｉｎ               ｃｒｅａｔｉｖｅ               ａｎｄ               ｓｏｍｅｔｉｍｅｓ               ａｇｇｒｅｓｓｉｖｅ               ｗａｙｓ. Ｔｈａｔ               ｔｒａｉｔ               ｍａｋｅｓ               ｔｈｅｍ               ｓｋｉｌｌｅｄ               ａｔ               ｓｅｌｌｉｎｇ. Ａｄ               ｏｐｓ               ｐｅｏｐｌｅ,               ｏｎ               ｔｈｅ               ｏｔｈｅｒ               ｈａｎｄ,               ｈａｖｅ               ｔｏ               ｍｅｔｈｏｄｉｃａｌｌｙ               ａｔｔｅｎｄ               ｔｏ               ｔｈｅ               ｔｅｃｈｎｉｃａｌ               ａｓｐｅｃｔｓ               ｏｆ               ａｄ               ｓｅｒｖｉｎｇ               ｗｈｉｌｅ               ｋｅｅｐｉｎｇ               ａ               ｇｏｏｄ               ａｔｔｉｔｕｄｅ,               ａｎｄ               ｔａｋｅ               ｇｒｅａｔ               ｃａｒｅ               ｔｏ               ｄｏｃｕｍｅｎｔ               ｔｈｅｉｒ               ａｓｓｉｇｎｍｅｎｔｓ               ｂｅｃａｕｓｅ               ｔｈｅｙ               ｗｉｌｌ               ｏｔｈｅｒｗｉｓｅ               ｆｉｎｄ               ｔｈｅｍｓｅｌｖｅｓ               ｔｈｅ               ｔａｒｇｅｔ               ｆｏｒ               ｂｌａｍｅ               ｗｈｅｎ               ａｎｙｔｈｉｎｇ               ｇｏｅｓ               ｗｒｏｎｇ.                Ｉｆ               ａ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ               ｓｉｍｐｌｙ               ｄｉｄ               ｗｈａｔ               ｅｖｅｒ               ａｎｙ               ｓａｌｅｓ               ｒｅｐ               ａｓｋｅｄ               ｔｈｅｍ               ｔｏ               ｄｏ,               ｔｈｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｄｅｐａｒｔｍｅｎｔ               ａｎｄ               ｔｈｅ               ｗｈｏｌｅ               ｓａｌｅｓ               ｉｎｉｔｉａｔｉｖｅ               ｗｏｕｌｄ               ｂｅｃｏｍｅ               ｕｎｒａｖｅｌｅｄ. Ｏｎｅ               ｓａｌｅｓ               ｒｅｐ               ｍａｙ               ｃａｌｌ               ａ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ               ｏｎ               ｔｈｅ               ｐｈｏｎｅ               ａｎｄ               ｓａｙ,               "Ｉ               ｋｅｅｐ               ｒｅｆｒｅｓｈｉｎｇ               ｍｙ               ｗｅｂ               ｂｒｏｗｓｅｒ               ａｎｄ               Ｉ               ｄｏｎ'ｔ               ｓｅｅ               ｍｙ               ａｄ               ｉｎ               ｒｏｔａｔｉｏｎ. Ｍａｋｅ               ｍｙ               ｃａｍｐａｉｇｎ               ｒｕｎ               ｆａｓｔｅｒ."               Ａ               'ｙｅｓ'               ｍａｎ               ｍｉｇｈｔ               ｔｈｅｎ               ｍａｋｅ               ｉｔ               ｈａｐｐｅｎ               ａｔ               ｔｈｅ               ｅｘｐｅｎｓｅ               ｏｆ               ｏｔｈｅｒ               ｃａｍｐａｉｇｎｓ,               ｃａｕｓｉｎｇ               ｄａｍａｇｅ               ｔｏ               ｏｔｈｅｒ               ｓａｌｅｓ               ｒｅｐｓ'               ａｃｃｏｕｎｔｓ. Ｔｈｉｓ               ｎｏｔ               ｏｎｌｙ               ｔａｒｇｅｔｓ               ｔｈｅ               ｔｒａｆｆｉｃｋｅｒ               ｆｏｒ               ｂｌａｍｅ               ｗｈｅｎ               ｏｔｈｅｒ               ｃａｍｐａｉｇｎｓ               ｆａｉｌ,               ｉｔ               ｄａｍａｇｅｓ               ｔｈｅ               ｙｉｅｌｄ               ｐｏｔｅｎｔｉａｌ               ｏｆ               ｔｈｅ               ｉｎｖｅｎｔｏｒｙ               ａｓ               ｗｅｌｌ               ａｓ               ｃｌｉｅｎｔ               ｅｘｐｅｃｔａｔｉｏｎｓ.                Ｒｕｌｅｓ,               ｐｒｏｃｅｓｓ,               ｃｌｅａｒ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ａｎｄ               ｅｎｆｏｒｃｅｍｅｎｔ               (ｗｉｔｈ               ｃｉｖｉｌｉｔｙ)               ａｒｅ               ｃｒｉｔｉｃａｌ               ｉｎ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ,               ｉｎ               ａｄｄｉｔｉｏｎ               ｔｏ               ｃｏｎｓｔａｎｔ               ｉｍｐｒｏｖｅｍｅｎｔ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｈｅｌｐ               ｓａｌｅｓ               ｂｕｉｌｄ               ａ               ｂｉｇｇｅｒ               ａｎｄ               ｂｅｔｔｅｒ               ｉｎｉｔｉａｔｉｖｅ. Ｔｈｅ               ｓｔａｆｆ               ｎｅｅｄｓ               ｔｏ               ｂｅ               ｌｅｄ               ｂｙ               ｓｏｍｅｏｎｅ               ｗｉｔｈ               ｅｘｐｅｒｉｅｎｃｅ               ｉｎ               ｄｒｉｖｉｎｇ               ｔｈｏｓｅ               ｓｔｒａｔｅｇｉｅｓ. Ｈｅ               ｏｒ               ｓｈｅ               ｍｕｓｔ               ｈａｖｅ               ａ               ｈｉｓｔｏｒｙ               ｏｆ               ｍａｎａｇｉｎｇ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒｓ,               ｅｓｔａｂｌｉｓｈｉｎｇ               ａｎｄ               ｅｎｆｏｒｃｉｎｇ               ｇｕｉｄｅｌｉｎｅｓ,               ｓｔｒｅａｍｌｉｎｉｎｇ               ｗｏｒｋｆｌｏｗ,               ｂｕｉｌｄｉｎｇ               ｒｅｇｕｌａｒ               ｒｅｐｏｒｔｓ               ｔｏ               ｃａｌｃｕｌａｔｅ               ｙｉｅｌｄｓ               ａｎｄ               ｏｔｈｅｒ               ｍｅｔｒｉｃｓ,               ａｎｄ               ｌｅａｒｎｉｎｇ               ｈｏｗ               ｔｏ               ｓａｙ               'ｎｏ'               ｔｏ               ｐｅｏｐｌｅ               ｗｈｏ               ａｒｅ               ｅｎｇｉｎｅｅｒｅｄ               ｎｏｔ               ｔｏ               ｔａｋｅ               'ｎｏ'               ｆｏｒ               ａｎ               ａｎｓｗｅｒ,               ｗｉｔｈｏｕｔ               ｌｏｓｉｎｇ               ｈｉｓ               ｏｒ               ｈｅｒ               ｃｏｏｌ               ａｎｄ               ｓｏｕｒｉｎｇ               ｉｎｔｅｒｐｅｒｓｏｎａｌ               ｒｅｌａｔｉｏｎｓｈｉｐｓ. Ｔｈａｔ               ｐｅｒｓｏｎ               ａｌｓｏ               ｍｕｓｔ               ｂｅ               ｍｏｔｉｖａｔｅｄ               ｔｏ               ｆｉｇｕｒｅ               ｏｕｔ               ｈｏｗ               ｔｏ               ｔｕｒｎ               ｔｈａｔ               'ｎｏ'               ｉｎｔｏ               ａ               ｆｕｔｕｒｅ               'ｙｅｓ'               ｂｙ               ｒａｍｐｉｎｇ               ｕｐ               ｔｈｅ               ｍｅｃｈａｎｉｃｓ               ａｎｄ               ｓｅｒｖｉｃｅｓ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ,               ｄｒａｗｉｎｇ               ｕｐｏｎ               ｗｈａｔ               ｅｖｅｒ               ｒｅｓｏｕｒｃｅｓ               ａｒｅ               ａｖａｉｌａｂｌｅ,               ｏｒ               ｄｒａｗｉｎｇ               ｕｐ               ａ               ｃｌｅａｒ               ｂｕｓｉｎｅｓｓ               ｃａｓｅ               ｆｏｒ               ｍｏｒｅ.                Ｉｎ               ｔｈｅ               Ｕ.Ｓ. ｔｈｉｓ               ｒｏｌｅ               ｓｈｏｕｌｄ               ｂｅ               ａｔ               ｔｈｅ               ｄｉｒｅｃｔｏｒ-ｌｅｖｅｌ               ｏｒ               ｈｉｇｈｅｒ,               ｏｒ               ｐｒｅｆｅｒａｂｌｙ               ｗｉｔｈ               ａ               ｒａｎｋ               ａｔ               ｌｅａｓｔ               ｅｑｕａｌ               ｔｏ               ｗｈｏｍｅｖｅｒ               ｉｓ               ｔｈｅ               ｈｅａｄ               ｏｆ               ｓａｌｅｓ               (ｉｄｅａｌｌｙ               ｓｕｃｈ               ｔｈａｔ               ｂｏｔｈ               ｒｅｐｏｒｔ               ｔｏ               ｔｈｅ               ｓａｍｅ               ｈｉｒｉｎｇ               ｍａｎａｇｅｒ). Ｔｈｅ               Ｄｉｒｅｃｔｏｒ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｃａｎ               ｒｅｐｏｒｔ               ｔｏ               ａ               ＣＯＯ,               ＣＦＯ,               ＣＴＯ,               ｏｒ               ａ               ｓｉｍｉｌａｒ               ｅｘｅｃｕｔｉｖｅ               ｏｒ               ｓｅｎｉｏｒ               ｍａｎａｇｅｒ,               ｄｅｐｅｎｄｉｎｇ               ｏｎ               ｔｈｅ               ｓｉｚｅ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ. Ｔｈｅ               ｒｏｌｅ               ｓｈｏｕｌｄ               ｎｏｔ               ｒｅｐｏｒｔ               ｔｏ               ｔｈｅ               ｈｅａｄ               ｏｆ               ｓａｌｅｓ.                Ｔｈｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｔｅａｍ               ｌｅａｄｅｒ               ａｎｄ               ｔｈｅ               ｓａｌｅｓ               ｔｅａｍ               ｌｅａｄｅｒ               ｗｉｌｌ               ｂｅ               ｃｌｏｓｅ               ｐａｒｔｎｅｒｓ               ｉｎ               ｔｈｅ               ｏｎｌｉｎｅ               ｒｅｖｅｎｕｅ-ｄｒｉｖｉｎｇ               ｂｕｓｉｎｅｓｓ,               ｍｅｅｔｉｎｇ               ｒｅｇｕｌａｒｌｙ               (ａｔ               ｌｅａｓｔ               ｏｎｃｅ               ａ               ｍｏｎｔｈ,               ｉｆ               ｎｏｔ               ｏｎｃｅ               ａ               ｗｅｅｋ)               ａｂｏｕｔ               ｔｈｅ               ｓｔａｔｕｓ               ｏｆ               ｉｎｖｅｎｔｏｒｙ               ａｎｄ               ｃａｍｐａｉｇｎ               ｄｅｌｉｖｅｒｙ,               ｅｆｆｅｃｔｉｖｅ               ＣＰＭｓ               ａｎｄ               ｏｎｌｉｎｅ               ｒｅｖｅｎｕｅ               ｔｒｅｎｄｓ               ｓｕｃｈ               ａｓ               ｋｅｙ               ｐｅｒｆｏｒｍａｎｃｅ               ｉｎｄｉｃａｔｏｒｓ               (ＫＰＩｓ),               ｔｈｉｒｄ               ｐａｒｔｙ               ｄｉｓｃｒｅｐａｎｃｉｅｓ               ｏｒ               ｏｔｈｅｒ               ｔｅｃｈｎｉｃａｌ               ｉｓｓｕｅｓ               ｉｆ               ａｎｙ,               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ａｂｏｕｔ               ｐｏｔｅｎｔｉａｌ               ｃａｍｐａｉｇｎｓ               ｔｈａｔ               ａｒｅ               ｎｏｔ               ｃｕｒｒｅｎｔｌｙ               ｄｅｌｉｖｅｒａｂｌｅ               ａｎｄ               ｗｈａｔ               ｔｏ               ｄｏ               ａｂｏｕｔ               ｉｔ,               ａｎｄ               ｏｔｈｅｒ               ｆｕｔｕｒｅ               ｉｍｐｒｏｖｅｍｅｎｔｓ. Ｉｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｆｏｒ               ｔｈｅ               ｔｗｏ               ｒｏｌｅｓ               ｔｏ               ｄｅｖｅｌｏｐ               ｍｕｔｕａｌ               ｒｅｓｐｅｃｔ               ｆｏｒ               ｔｈｅ               ｏｔｈｅｒ'ｓ               ｄｅｍａｎｄｓ               ａｎｄ               ｐｒｅｓｓｕｒｅｓ.                Ｓａｌｅｓ               ｉｓ               ｐｒｉｍａｒｉｌｙ               ｍｏｔｉｖａｔｅｄ               ｂｙ               ｃｏｍｍｉｓｓｉｏｎ,               ｎｏｔ               ｙｉｅｌｄｓ,               ｓｏ               ｔｈｅｒｅ               ｉｓ               ａ               ｐａｔｔｅｒｎ               ｗｈｅｒｅｉｎ               ａ               ｓａｌｅｓ               ｒｅｐ               ｗｉｌｌ               ｄｏ               ａｎｙｔｈｉｎｇ               ｔｈｅｙ               ｃａｎ               ｔｏ               ｃｌｏｓｅ               ａ               ｎｅｗ               ｃａｍｐａｉｇｎ,               ｅｖｅｎ               ｉｆ               ｉｔ'ｓ               ｏｎｅ               ｔｈａｔ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｃａｎｎｏｔ               ｙｅｔ               ｄｅｌｉｖｅｒ               ｗｉｔｈｏｕｔ               ｉｍｐｒｏｖｅｍｅｎｔｓ               ｔｏ               ｔｈｅ               ｓｉｔｅ'ｓ               ａｄ               ｔａｇｓ,               ｏｒ               ｔｏ               ｔｈｅ               ｄａｔａｂａｓｅ               ｔｈａｔ               ｗｏｕｌｄ               ｎｅｅｄ               ｔｏ               ｆｅｅｄ               ｓｕｂｓｃｒｉｐｔｉｏｎ               ｄｅｍｏｇｒａｐｈｉｃｓ               ｉｎｔｏ               ｔｈｅ               ａｄ               ｔａｇｓ,               ｏｒ               ｂｅｃａｕｓｅ               ｔｈｅｒｅ               ｉｓｎ'ｔ               ｅｎｏｕｇｈ               ａｖａｉｌａｂｌｅ               ｉｎｖｅｎｔｏｒｙ,               ｏｒ               ｓｏｍｅ               ｏｔｈｅｒ               ｒｅａｓｏｎ. Ａ               ｐｒｏｆｅｓｓｉｏｎａｌ               ａｎｄ               ｅｘｐｅｒｉｅｎｃｅｄ               ｈｅａｄ               ｏｆ               ｓａｌｅｓ               ｗｉｌｌ               ｎｏｔ               ｆｕｎｃｔｉｏｎ               ｔｈｉｓ               ｗａｙ,               ａｎｄ               ｗｉｌｌ               ｒｅｉｇｎ               ｂａｃｋ               ｈｅｒ               ｓｔａｆｆ               ｐｅｎｄｉｎｇ               ｃｏｎｓｕｌｔａｔｉｏｎ               ｗｉｔｈ               ｔｈｅ               ｈｅａｄ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ,               ｏｒ               ｅｌｓｅ               ｈｅｌｐ               ｔｏ               ｅｎｆｏｒｃｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｗｏｒｋｆｌｏｗ               ｐｒｏｃｅｄｕｒｅｓ               ｉｆ               ａ               ｒｅｐ               ｉｓ               ａｔｔｅｍｐｔｉｎｇ               ｔｏ               ｃｉｒｃｕｍｖｅｎｔ               ｔｈｅｍ               ｉｎ               ｔｈｅ               ｉｎｔｅｒｅｓｔ               ｏｆ               ｔｉｍｅ.                Ｔｈｅ               ｈｅａｄ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｍｕｓｔ               ｂｕｉｌｄ               ｐｒａｃｔｉｃａｌ               ａｎｄ               ｉｎｔｕｉｔｉｖｅ               ｐｒｏｃｅｄｕｒｅｓ               ａｎｄ               ｓｔｒｉｃｔｌｙ               ｅｎｆｏｒｃｅ               ｔｈｅｍ               ｉｎ               ｏｒｄｅｒ               ｔｏ               ｍｉｎｉｍｉｚｅ               ｃａｍｐａｉｇｎ               ｆａｉｌｕｒｅ               ａｎｄ               ｍａｘｉｍｉｚｅ               ｉｍｐｒｅｓｓｉｏｎ               ｙｉｅｌｄｓ. Ｃｏｏｐｅｒａｔｉｏｎ               ｗｉｔｈ               ｔｈｉｓ               ａｇｅｎｄａ               ｉｓ               ｍａｎｄａｔｏｒｙ,               ａｎｄ               ｉｆ               ｔｈｅ               ｈｅａｄ               ｏｆ               ｓａｌｅｓ               ｉｓ               ｎｏｔ               ｃｏｏｐｅｒａｔｉｖｅ,               ｏｒ               ｕｎｗｉｌｌｉｎｇ               ｔｏ               ｗｏｒｋ               ｗｉｔｈ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｏｎ               ｒｅａｌｉｓｔｉｃ               ａｌｔｅｒｎａｔｉｖｅｓ,               ｔｈｅ               ｒｅｌａｔｉｏｎｓｈｉｐ               ｂｅｔｗｅｅｎ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ａｎｄ               ｔｈｅ               Ｓａｌｅｓ               ｔｅａｍ               ｃａｎ               ｂｅ               ｔｒｏｕｂｌｅｓｏｍｅ               ａｎｄ               ｓｔｒｅｓｓｆｕｌ. Ｔｈｉｓ               ｉｓ               ｗｈｙ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｓｈｏｕｌｄ               ｎｏｔ               ｒｅｐｏｒｔ               ｔｏ               ｔｈｅ               ｈｅａｄ               ｏｆ               ｓａｌｅｓ,               ｂｅｃａｕｓｅ               ｉｔ               ｉｎｃｒｅａｓｅｓ               ｔｈｅ               ｒｉｓｋ               ｏｆ               ｐｌａｃｉｎｇ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｉｎｔｏ               ａ               ｎｏ-ｗｉｎ               ｓｃｅｎａｒｉｏ. Ｅｖｅｎ               ｉｆ               ｔｈｅ               ｈｅａｄ               ｏｆ               ｓａｌｅｓ               ｉｓ               ｆａｉｒ               ａｎｄ               ｌｅｖｅｌ-ｈｅａｄｅｄ,               ｗｉｔｈ               ａ               ｌｏｔ               ｏｆ               ｒｅｓｐｅｃｔ               ｆｏｒ               ｗｈａｔ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｃａｎ               ａｎｄ               ｃａｎｎｏｔ               ｄｏ               ａｎｄ               ｗｈａｔ               ｔｈｅｉｒ               ｇｏａｌｓ               ａｒｅ,               ｔｈａｔ               ｐｅｒｓｏｎ               ｍａｙ               ｓｏｍｅｄａｙ               ｌｅａｖｅ               ｔｈｅ               ｃｏｍｐａｎｙ               ｏｒ               ｍｏｖｅ               ｉｎｔｏ               ａｎｏｔｈｅｒ               ｐｏｓｉｔｉｏｎ               ａｎｄ               ｂｅ               ｒｅｐｌａｃｅｄ               ｗｉｔｈ               ｓｏｍｅｏｎｅ               ｗｈｏ               ｉｓｎ'ｔ               ｏｎ               ｔｈｅ               ｓａｍｅ               ｐａｇｅ.                Ｂｕｔ               ｓｕｐｐｏｓｉｎｇ               ｔｈｅｒｅ               ｉｓ               ｎｏ               ｈｅａｄ               ｏｆ               ｓａｌｅｓ               ａｔ               ａｌｌ? Ｓｏｍｅ               ｏｒｇａｎｉｚａｔｉｏｎｓ               ａｒｅ               ｂｕｉｌｔ               ｂｙ               ａｃｑｕｉｒｉｎｇ               ｓｍａｌｌｅｒ               ｃｏｍｐａｎｉｅｓ               ｗｉｔｈ               ｔｈｅｉｒ               ｏｗｎ               ｓａｌｅｓ               ｓｔｒｕｃｔｕｒｅｓ. Ｔｈｅ               ｐｙｒａｍｉｄａｌ               ｒａｎｋｉｎｇ               ｍｏｄｅｌ,               ｗｈｅｒｅｉｎ               ａｌｌ               ｓａｌｅｓ               ｒｅｐｓ               ｕｌｔｉｍａｔｅｌｙ               ｒｅｐｏｒｔ               ｔｏ               ａ               ｓｉｎｇｌｅ               ｈｅａｄ               ｏｆ               ｓａｌｅｓ,               ｉｓ               ｔｈｅ               ｏｐｔｉｍａｌ               ｓｔｒｕｃｔｕｒｅ,               ｂｕｔ               ｓｏｍｅ               ｃｏｍｐａｎｉｅｓ               ｌｉｖｅ               ｗｉｔｈ               ａ               ｍｏｒｅ               ｏｒ               ｌｅｓｓ               ｃｏｏｐｅｒａｔｉｖｅ               ｄｅ-ｃｅｎｔｒａｌｉｚｅｄ               ｍｏｄｅｌ. Ｉｎ               ｓｕｃｈ               ａｎ               ｅｎｖｉｒｏｎｍｅｎｔ               ｔｈｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｄｉｒｅｃｔｏｒ               ｓｈｏｕｌｄ               ｒｅｐｏｒｔ               ｔｏ               ａｎ               ｅｘｅｃｕｔｉｖｅ               ｏｆｆｉｃｅｒ               ｉｎ               ｔｈｅ               ｃｏｍｐａｎｙ               ｗｈｏ               ｉｓ               ａｓ               ｃｅｎｔｒａｌ               ａｓ               ｐｏｓｓｉｂｌｅ,               ａｎｄ               ｗｈｏ               ｕｎｄｅｒｓｔａｎｄｓ               ａｎｄ               ｓｕｐｐｏｒｔｓ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｃｈａｌｌｅｎｇｅｓ. Ｔｈｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｔｅａｍ               ｌｅａｄｅｒ               ｍｕｓｔ               ｔｈｅｎ               ｂｅｇｉｎ               ａ               ｌｉｎｅ               ｏｆ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｗｉｔｈ               ｅａｃｈ               ｓｅｎｉｏｒ               ｓａｌｅｓ               ｒｅｐ               ｆｏｒ               ｔｈｅ               ｄｉｆｆｅｒｅｎｔ               ｂｕｓｉｎｅｓｓ               ｕｎｉｔｓ               ｏｒ               ｐｕｂｌｉｓｈｅｒｓ               ｏｗｎｅｄ               ｂｙ               ｔｈｅ               ｃｏｎｇｌｏｍｅｒａｔｅ. Ｉｎ               ｓｕｃｈ               ａ               ｓｃｅｎａｒｉｏ,               ａ               ｒｅｇｕｌａｒ               ｇｒｏｕｐ               ｍｅｅｔｉｎｇ               ｏｒ               ｃｏｎｆｅｒｅｎｃｅ               ｃａｌｌ               ｗｏｕｌｄ               ｂｅ               ｈｉｇｈｌｙ               ｒｅｃｏｍｍｅｎｄｅｄ.                Ｆｏｃｕｓ               ａｎｄ               Ｃｌａｒｉｔｙ                Ｅｍｐｌｏｙｅｅｓ               ｐｅｒｆｏｒｍ               ｂｅｔｔｅｒ               ｗｉｔｈ               ｆｏｃｕｓ. Ｍｉｘｉｎｇ               ｄｉｆｆｅｒｅｎｔ               ｊｏｂ               ｄｅｓｃｒｉｐｔｉｏｎｓ               ｔｈａｔ               ｍｉｇｈｔ               ｓｏｕｎｄ               ｌｉｋｅ               ｔｈｅｙ               ｃａｎ               ｃｏ-ｅｘｉｓｔ,               ｓｕｃｈ               ａｓ               ａ               ｗｅｂ               ｐｒｏｄｕｃｅｒ               ａｎｄ               ａ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ               ｉｎ               ｔｈｅ               ｓａｍｅ               ｒｏｌｅ,               ｃａｎ               ｃｒｅａｔｅ               ｔｒｅｍｅｎｄｏｕｓ               ｄｉｆｆｉｃｕｌｔｉｅｓ               ｔｈａｔ               ｗｉｌｌ               ｉｎｅｖｉｔａｂｌｙ               ｒｅｓｕｌｔ               ｉｎ               ｅｍｐｌｏｙｅｅ               ｒｅｔｅｎｔｉｏｎ               ｃｈａｌｌｅｎｇｅｓ               ａｎｄ               ｆａｉｌｉｎｇ               ｃａｍｐａｉｇｎｓ. Ｉ               ｃａｌｌ               ｔｈｉｓ               ｔｈｅ               "Ｓｗｉｓｓ               Ａｒｍｙ               Ｋｎｉｆｅ"               ｐｈｉｌｏｓｏｐｈｙ,               ｗｈｅｒｅ               ａ               ｃｏｍｐａｎｙ               ｄｉｓｇｕｉｓｅｓ               ｔｈｅ               ｆａｃｔ               ｔｈａｔ               ｔｈｅｙ               ｄｏ               ｎｏｔ               ｗａｎｔ               ｔｏ               ｉｎｖｅｓｔ               ｉｎ               ｅｎｏｕｇｈ               ｓｔａｆｆ               ｔｏ               ｍｅｅｔ               ｉｎｔｅｒｎａｌ               ｗｏｒｋｌｏａｄ               ｄｅｍａｎｄｓ               ｂｙ               ｓｔａｔｉｎｇ               ｔｈａｔ               ｍｕｌｔｉｔａｓｋｉｎｇ               ｉｓ               ａ               ｄｅｓｉｒａｂｌｅ               ｔｒａｉｔ               ｃａｐａｂｌｅ               ｏｆ               ｑｕａｌｉｔｙ               ｒｅｓｕｌｔｓ.                Ｔｈｅ               ｆａｃｔｓ               ａｒｅ               ｑｕｉｔｅ               ｔｈｅ               ｏｐｐｏｓｉｔｅ. Ｄｏｕｂｌｉｎｇ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｕｐ               ｗｉｔｈ               ｗｅｂ               ｐｒｏｄｕｃｉｎｇ,               ｂｉｌｌｉｎｇ,               ｏｒ               ａｎｙ               ｏｔｈｅｒ               ｆｕｎｃｔｉｏｎ               ｗｉｌｌ               ｌｅａｄ               ｔｏ               ａ               ｈｉｇｈｅｒ               ｐｒｏｂａｂｉｌｉｔｙ               ｆｏｒ               ｅｒｒｏｒ,               ｍｉｓｃｏｍｍｕｎｉｃａｔｉｏｎ,               ｔｉｍｅ               ｍａｎａｇｅｍｅｎｔ               ｃｏｎｆｌｉｃｔｓ,               ａｎｄ               ｉｒｒｅｃｏｎｃｉｌａｂｌｅ               ｐｒｉｏｒｉｔｉｅｓ.                Ｆｏｒ               ｅｘａｍｐｌｅ,               ｉｆ               ａ               ｗｅｂ               ｐｒｏｄｕｃｅｒ               ｎｅｅｄｓ               ｔｏ               ｆｉｎｉｓｈ               ｂｕｉｌｄｉｎｇ               ａ               ｍｉｃｒｏｓｉｔｅ               ｂｙ               ｅｎｄ               ｏｆ               ｄａｙ               ａｎｄ               ｓｕｄｄｅｎｌｙ               ａ               ｓａｌｅｓ               ｒｅｐ               ｃａｌｌｓ               ａｎｄ               ｓａｙｓ               ｔｈｅｉｒ               ｔａｒｇｅｔｅｄ               ＣＰＭ               ｃａｍｐａｉｇｎ               ｉｓ               ｆａｉｌｉｎｇ               ａｎｄ               ｉｔ               ｎｅｅｄｓ               ｔｏ               ｂｅ               ｒｅｂｏｏｋｅｄ               ｂｙ               ｅｎｄ               ｏｆ               ｄａｙ,               ｈｏｗ               ｄｏｅｓ               ｏｎｅ               ｐｅｒｓｏｎ               ｐｒｉｏｒｉｔｉｚｅ               ｔｈｅｓｅ               ｔｗｏ               ｉｍｐｏｒｔａｎｔ               ａｓｓｉｇｎｍｅｎｔｓ? Ｐｒｏｂａｂｌｙ               ｂｏｔｈ               ｃａｎｎｏｔ               ｂｅ               ｄｏｎｅ               ｂｙ               ｔｈｅ               ｓａｍｅ               ｐｅｒｓｏｎ               ｏｎ               ｔｈｅ               ｓａｍｅ               ｄａｙ,               ａｎｄ               ｔｏｍｏｒｒｏｗ               ｍａｙ               ｈａｖｅ               ｏｔｈｅｒ               ｓｃｈｅｄｕｌｅｄ               ｐｒｉｏｒｉｔｉｅｓ.                Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｗｏｒｋｌｏａｄ               ｃｏｍｅｓ               ｉｎ               ｓｐｉｋｅｓ. Ｏｎ               ｍａｎｙ               ｄａｙｓ               ｔｈｅｒｅ               ａｒｅ               ａ               ｌｏｔ               ｏｆ               ｒｅｑｕｅｓｔｓ               ａｎｄ               ａｌｌ               ｏｆ               ｔｈｅｍ               ａｒｅ               ｉｍｐｏｒｔａｎｔ,               ｂｕｔ               ｔｈｅｙ               ｃａｎｎｏｔ               ｂｅ               ａｄｅｑｕａｔｅｌｙ               ｍａｎａｇｅｄ               ｉｆ               ｔｈｅ               ｓａｍｅ               ｗｏｒｋｅｒ               ｍｕｓｔ               ｍｕｌｔｉｔａｓｋ               ｗｉｔｈ               ｏｔｈｅｒ               ｊｏｂ               ｄｅｓｃｒｉｐｔｉｏｎｓ               ｔｈａｔ               ｄｅｍａｎｄ               ｈｅｒ               ａｔｔｅｎｔｉｏｎ.                Ｉ               ｈａｖｅ               ａｌｓｏ               ｓｅｅｎ               ｎｏｎ-ｔｅｃｈｎｉｃａｌ               ｅｍｐｌｏｙｅｅｓ               ｓｕｃｈ               ａｓ               ｃｏｎｔｅｎｔ               ｅｄｉｔｏｒｓ               ｆｉｅｌｄ               ｔｒａｆｆｉｃｋｉｎｇ               ｒｅｑｕｅｓｔｓ,               ｂｕｔ               ｔｈｅｙ               ａｒｅｎ'ｔ               ｅｑｕｉｐｐｅｄ               ｗｉｔｈ               ｔｈｅ               ｓｋｉｌｌｓ               ａｎｄ               ｅｘｐｅｒｉｅｎｃｅ               ｔｏ               ｄｉａｇｎｏｓｅ               ａｎ               ａｄ               ｔｈａｔ               ｉｓｎ'ｔ               ｒｏｔａｔｉｎｇ               ｅｖｅｎｌｙ               ｅｎｏｕｇｈ,               ｏｒ               ｗｈｙ               ａ               ｔｈｉｒｄ               ｐａｒｔｙ               ａｄ               ｈａｓ               ａｎ               ｕｎｓｉｇｈｔｌｙ               30%               ｄｉｓｃｒｅｐａｎｃｙ               ｒａｔｅ               ａｓ               ｏｆ               ｌａｓｔ               ｗｅｅｋ. Ｔｈｉｓ               ｐｅｒｓｏｎ               ｍｉｇｈｔ               ｂｅ               ｉｎｃｌｉｎｅｄ               ｔｏ               ｓｉｍｐｌｙ               ｂｌａｍｅ               ｔｈｅ               ａｄ               ｓｅｒｖｅｒ(ｓ)               ｂｅｃａｕｓｅ               ｔｈｅｒｅ               ｉｓ               ｎｏｗｈｅｒｅ               ｅｌｓｅ               ｔｏ               ｔｕｒｎ,               ａｎｄ               ｏｖｅｒ-ｕｓｅ               ｃｕｓｔｏｍｅｒ               ｓｕｐｐｏｒｔ               ｗｈｉｃｈ               ｍａｙ               ｄｒｉｖｅ               ｕｐ               ａｄ               ｓｅｒｖｉｎｇ               ｃｏｓｔｓ               ａｎｄ               ｅｖｅｎ               ｌｅａｄ               ｔｏ               ａｎ               ｉｎｃｏｒｒｅｃｔ               ｓｏｌｕｔｉｏｎ               ｔｏ               ｔｈｅ               ｐｒｏｂｌｅｍ               (ｉｆ               ａｎｙ               ａｔ               ａｌｌ).                Ｐｓｙｃｈｏｌｏｇｉｃａｌ               ｒｅｓｅａｒｃｈ               ｐｕｂｌｉｓｈｅｄ               ｉｎ               2001               ｂｙ               ｔｈｅ               Ｕ.Ｓ. Ｆｅｄｅｒａｌ               Ａｖｉａｔｉｏｎ               Ａｄｍｉｎｉｓｔｒａｔｉｏｎ               ａｎｄ               ｉｎ               2009               ｂｙ               Ｓｔａｎｆｏｒｄ               Ｕｎｉｖｅｒｓｉｔｙ               ｄｅｍｏｎｓｔｒａｔｅ               ｔｈａｔ               ｍｕｌｔｉｔａｓｋｉｎｇ               ｄｏｅｓ               ｎｏｔ               ｉｎｃｒｅａｓｅ               ｐｒｏｄｕｃｔｉｖｉｔｙ. Ｔｈｅ               2001               ｓｔｕｄｙ               ｓｔａｔｅｄ,               "ｓｕｂｊｅｃｔｓ               ｌｏｓｔ               ｔｉｍｅ               ｗｈｅｎ               ｔｈｅｙ               ｈａｄ               ｔｏ               ｓｗｉｔｃｈ               ｆｒｏｍ               ｏｎｅ               ｔａｓｋ               ｔｏ               ａｎｏｔｈｅｒ. Ｂｅｃａｕｓｅ               ｔｉｍｅ               ｃｏｓｔｓ               ｉｎｃｒｅａｓｅｄ               ｗｉｔｈ               ｔｈｅ               ｃｏｍｐｌｅｘｉｔｙ               ｏｆ               ｔｈｅ               ｔａｓｋｓ,               ｉｔ               ｔｏｏｋ               ｓｉｇｎｉｆｉｃａｎｔｌｙ               ｌｏｎｇｅｒ               ｔｏ               ｓｗｉｔｃｈ               ｂｅｔｗｅｅｎ               ｍｏｒｅ               ｃｏｍｐｌｅｘ               ｔａｓｋｓ. Ｔｉｍｅ               ｃｏｓｔｓ               ｗｅｒｅ               ａｌｓｏ               ｇｒｅａｔｅｒ               ｗｈｅｎ               ｓｕｂｊｅｃｔｓ               ｓｗｉｔｃｈｅｄ               ｔｏ               ｔａｓｋｓ               ｔｈａｔ               ｗｅｒｅ               ｒｅｌａｔｉｖｅｌｙ               ｕｎｆａｍｉｌｉａｒ."               2                Ｗｉｔｈ               ｒｅｇａｒｄ               ｔｏ               ｔｈｅ               ｒｅｓｕｌｔｓ               ｏｆ               ｔｈｅ               2009               ｓｔｕｄｙ,               ｃｏ-ｒｅｓｅａｒｃｈｅｒ               Ｃｌｉｆｆｏｒｄ               Ｉ. Ｎａｓｓ               ａｔ               Ｓａｎｆｏｒｄ               Ｕｎｉｖｅｒｓｉｔｙ               ｂｌｕｎｔｌｙ               ｓｔａｔｅｄ,               "Ｍｕｌｔｉｔａｓｋｅｒｓ               ｗｅｒｅ               ｊｕｓｔ               ｌｏｕｓｙ               ａｔ               ｅｖｅｒｙｔｈｉｎｇ."               Ｔｈｅ               ｓｔｕｄｙ'ｓ               ｌｅａｄ               ｉｎｖｅｓｔｉｇａｔｏｒ               Ｅｙａｌ               Ｏｐｈｉｒ               ｓｔａｔｅｄ,               "Ｗｅ               ｔｈｏｕｇｈｔ               ｍｕｌｔｉｔａｓｋｅｒｓ               ｗｅｒｅ               ｖｅｒｙ               ｍｕｃｈ               ｉｎ               ｃｏｎｔｒｏｌ               ｏｆ               ｉｎｆｏｒｍａｔｉｏｎ. Ｉｔ               ｔｕｒｎｓ               ｏｕｔ,               ｔｈｅｙ               ｗｅｒｅ               ｊｕｓｔ               ｇｅｔｔｉｎｇ               ｉｔ               ａｌｌ               ｃｏｎｆｕｓｅｄ."               3                Ｒｏｎ               Ａｓｈｋｅｎａｓ,               ｗｈｏ               ｃｉｔｅｄ               ｔｈｅ               2009               ｓｔｕｄｙ               ｉｎ               ｈｉｓ               ｂｌｏｇ               ｆｏｒ               Ｈａｒｖａｒｄ               Ｂｕｓｉｎｅｓｓ               Ｒｅｖｉｅｗ,               ｗｒｏｔｅ,               "Ｉｆ               ｄｏｚｅｎｓ               ｏｆ               ｐｅｏｐｌｅ               ａｒｅ               ｒｅｄｕｃｉｎｇ               ｔｈｅｉｒ               ｅｆｆｅｃｔｉｖｅｎｅｓｓ               ｂｙ               ｍｕｌｔｉｔａｓｋｉｎｇ,               ｔｈｅｎ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｒｕｎｓ               ｔｈｅ               ｒｉｓｋ               ｏｆ               ｂｅｉｎｇ               ｔｉｅｄ               ｕｐ               ｉｎ               ｋｎｏｔｓ."               4                Ｔｈｉｓ               ｉｓ               ｎｏｔ               ｔｏ               ｓｔａｔｅ               ｔｈｅ               ｏｐｐｏｓｉｔｅ               ｅｘｔｒｅｍｅ:               ｔｈａｔ               ａｌｌ               ｍｕｌｔｉｔａｓｋｉｎｇ               ｓｈｏｕｌｄ               ｂｅ               ａｖｏｉｄｅｄ. Ｔｈａｔ               ｉｓ               ｎｏｔ               ｐｏｓｓｉｂｌｅ,               ｎｏｒ               ｉｓ               ｉｔ               ｐｒａｃｔｉｃａｌ. Ｈｏｗｅｖｅｒ               ｔｈｅ               ｔａｓｋｓ               ａｓｓｉｇｎｅｄ               ｔｏ               ａｎ               ｅｍｐｌｏｙｅｅ               ｓｈｏｕｌｄ               ｈａｖｅ               ａ               ｓｔｒｏｎｇ               ｒｅｌａｔｉｏｎｓｈｉｐ               ｗｉｔｈ               ｏｎｅ               ａｎｏｔｈｅｒ. Ｉｔ               ｉｓ               ｅａｓｉｅｒ               ｆｏｒ               ａ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ               ｔｏ               ｂｅ               ｉｎｔｅｒｒｕｐｔｅｄ               ｆｒｏｍ               ｒｕｎｎｉｎｇ               ａｎ               ｉｎｖｅｎｔｏｒｙ               ｆｏｒｅｃａｓｔ               ｂｙ               ａ               ｒｅｑｕｅｓｔ               ｔｏ               ｓｗｉｔｃｈ               ｏｕｔ               ａ               ｌｉｖｅ               ａｄ,               ｔｈａｎ               ｔｏ               ｂｅ               ｉｎｔｅｒｒｕｐｔｅｄ               ｆｒｏｍ               ｓｗｉｔｃｈｉｎｇ               ｏｕｔ               ａ               ｌｉｖｅ               ａｄ               ｂｙ               ａｎ               ｕｒｇｅｎｔ               ｒｅｑｕｅｓｔ               ｔｏ               ｗｒｉｔｅ               ｎｅｗ               ＸＭＬ               ｆｏｒ               ａ               ｃｒｉｔｉｃａｌ               ｇｌｉｔｃｈ-ｆｉｘ               ｉｎ               ｔｈｅ               ｃｏｍｐａｎｙ'ｓ               ｐｒｏｐｒｉｅｔａｒｙ               ｃｏｎｔｅｎｔ               ｍａｎａｇｅｍｅｎｔ               ｓｙｓｔｅｍ               (ＣＭＳ).                Ｔｈｅ               ｓｔｒａｔｅｇｙ               ｉｓ               ｔｏ               ｔａｋｅ               ａｄｖａｎｔａｇｅ               ｏｆ               ａｎ               ｅｍｐｌｏｙｅｅ'ｓ               ｎａｔｕｒａｌ               ｓｋｉｌｌ               ｓｅｔｓ               ａｎｄ               ｉｎｔｅｒｅｓｔｓ               ｗｉｔｈ               ｔａｓｋｓ               ｔｈａｔ               ａｒｅ               ａｓ               ｃｌｏｓｅｌｙ               ｒｅｌａｔｅｄ               ｔｏ               ｉｔ,               ａｎｄ               ｅａｃｈ               ｏｔｈｅｒ,               ａｓ               ｐｏｓｓｉｂｌｅ.                Ｄｅｆｉｎｉｎｇ               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒｓ,               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒｓ,               ａｎｄ               Ａｎａｌｙｓｔｓ                Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｍｕｓｔ               ｂｅ               ｃｌｅａｒｌｙ               ｄｅｆｉｎｅｄ               ａｎｄ               ｃｏｍｍｕｎｉｃａｔｅｄ               ｔｏ               ｔｈｅ               ｃｏｍｐａｎｙ,               ｅｓｐｅｃｉａｌｌｙ               ｔｏ               ｔｈｅ               ｄｅｐａｒｔｍｅｎｔｓ               ｗｈｏ               ｉｎｔｅｒａｃｔ               ｗｉｔｈ               ｉｔ. Ｔｈａｔ               ｉｓ:               ｗｈａｔ               ｔｈｉｓ               ｓｔａｆｆ               ｄｏｅｓ               ｉｎ               ｔｈｉｓ               ｏｒｇａｎｉｚａｔｉｏｎ,               ａｎｄ               ｗｈａｔ               ｔｈｉｓ               ｓｔａｆｆ               ｄｏｅｓ               ｎｏｔ               ｄｏ. Ｏｔｈｅｒｗｉｓｅ,               ｉｔ               ｉｓ               ｎｏｔ               ｕｎｕｓｕａｌ               ｆｏｒ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｔｏ               ｂｅｃｏｍｅ               ｔｈｅ               ｇｏ-ｔｏ               ｇｒｏｕｐ               ｆｏｒ               ｗｈａｔｅｖｅｒ               ａｎｏｔｈｅｒ               ｄｅｐａｒｔｍｅｎｔ               ｏｒ               ｅｍｐｌｏｙｅｅ               ｎｅｅｄｓ,               ｅｖｅｎ               ｔａｓｋｓ               ｏｒ               ｄａｔａ               ｕｎｒｅｌａｔｅｄ               ｔｏ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ. Ｆｏｒ               ｅｘａｍｐｌｅ,               ｕｎｌｅｓｓ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｈａｓ               ａ               ｓｉｔｅ               ｔｒａｆｆｉｃ               ａｎａｌｙｓｔ               ｏｎ               ｓｔａｆｆ,               ｉｔ               ｓｈｏｕｌｄ               ｎｏｔ               ｆｉｅｌｄ               ｒｅｑｕｅｓｔｓ               ｆｏｒ               ｐａｇｅ               ｖｉｅｗ               ｒｅｐｏｒｔｓ               ｏｒ               ａｎａｌｙｓｉｓ. Ｏｒ,               ｉｆ               ｔｈｅ               ｓｔａｆｆ               ｉｓ               ｎｏｔ               ｒｅｓｐｏｎｓｉｂｌｅ               ｆｏｒ               ｓｅｎｄｉｎｇ               ｅ-ｎｅｗｓｌｅｔｔｅｒｓ,               ｉｔ               ｓｈｏｕｌｄ               ｆｉｅｌｄ               ｒｅｑｕｅｓｔｓ               ｆｏｒ               ｅｍａｉｌ               ｓｅｎｄｓ               ｏｒ               ｏｐｅｎｓ,               ｏｒ               ｓｕｂｓｃｒｉｐｔｉｏｎ               ｄａｔａｂａｓｅ               ｉｎｑｕｉｒｉｅｓ.                Ｔｈａｔ               ｄｏｅｓｎ'ｔ               ｍｅａｎ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｃａｎｎｏｔ               ｔａｋｅ               ｏｎ               ｔｈｏｓｅ               ｒｏｌｅｓ,               ｂｕｔ               ｉｔ               ｗｉｌｌ               ｎｅｅｄ               ｔｏ               ｂｅ               ｓｔａｆｆｅｄ               ａｐｐｒｏｐｒｉａｔｅｌｙ               ａｎｄ               ｅｑｕｉｐｐｅｄ               ｗｉｔｈ               ｔｈｅ               ｒｅｑｕｉｒｅｄ               ｔｏｏｌｓ               ａｎｄ               ａｃｃｅｓｓ. Ａ               ｎｅｗｓｌｅｔｔｅｒ               ｐｒｏｄｕｃｅｒ,               ａ               ｓｉｔｅ               ｔｒａｆｆｉｃ               ａｎａｌｙｓｔ               ａｎｄ               ａ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ               ｓｈｏｕｌｄ               ｎｏｔ               ａｌｌ               ｂｅ               ｔｈｅ               ｓａｍｅ               ｐｅｒｓｏｎ. Ｔｈｅｓｅ               ｓｈｏｕｌｄ               ｂｅ               ｔｈｒｅｅ               ｄｉｆｆｅｒｅｎｔ               ｅｍｐｌｏｙｅｅｓ               ｗｏｒｋｉｎｇ               ｔｏｇｅｔｈｅｒ,               ｗｈｅｔｈｅｒ               ｉｎ               ｔｈｅ               ｓａｍｅ               ｄｅｐａｒｔｍｅｎｔ               ｏｒ               ｓｅｐａｒａｔｅ               ｏｎｅｓ.                Ｔｈｅｒｅ               ｉｓ               ａ               ｃｏｍｍｏｎ               ｌｉｓｔ               ｏｆ               ｔａｓｋｓ               ｔｈａｔ               ａｒｅ               ｔｈｅ               ｒｅｓｐｏｎｓｉｂｉｌｉｔｙ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ. Ｓｏｍｅ               ｏｆ               ｔｈｅｓｅ               ｔａｓｋｓ               ｍａｙ               ｔａｋｅ               ａ               ｆｅｗ               ｍｉｎｕｔｅｓ,               ｏｔｈｅｒｓ               ｍａｙ               ｔａｋｅ               ｍａｎｙ               ｈｏｕｒｓ,               ｏｒ               ｅｖｅｎ               ｄａｙｓ               ｏｆ               ａｔｔｅｎｔｉｏｎ. Ｔｈｅｓｅ               ｔａｓｋｓ               ｃａｎ               ｂｅ               ｄｉｖｉｄｅｄ               ｉｎｔｏ               ｔｈｒｅｅ               ｂａｓｉｃ               ｃａｔｅｇｏｒｉｅｓ               ｏｆ               ｆｏｃｕｓ:               Ｔｅｃｈｎｉｃａｌ,               Ａｄｍｉｎｉｓｔｒａｔｉｖｅ,               ａｎｄ               Ａｎａｌｙｔｉｃａｌ.                Ｉｔ               ｍａｋｅｓ               ｓｅｎｓｅ               ｔｏ               ｓｕｂｄｉｖｉｄｅ               ｔｈｅｓｅ               ｔａｓｋｓ               ｔｏ               ｉｎｃｒｅａｓｅ               ｆｏｃｕｓ. Ｙｏｕ               ｃａｎ               ａｓｓｉｇｎ               ｔｈｅ               ｔｅｃｈｎｉｃａｌ               ｗｏｒｋ               ｔｏ               ａ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ,               ｔｈｅ               ａｄｍｉｎｉｓｔｒａｔｉｖｅ               ｗｏｒｋ               ｔｏ               ａ               ｃｌｉｅｎｔ               ｓｅｒｖｉｃｅｓ               ｍａｎａｇｅｒ,               ａｎｄ               ｔｈｅ               ａｎａｌｙｔｉｃａｌ               ｗｏｒｋ               ｔｏ               ａｎ               ａｎａｌｙｓｔ. Ｔｈｉｓ               ｒｅｄｕｃｅｓ               ｐｒｉｏｒｉｔｙ               ｊｕｇｇｌｉｎｇ               ａｎｄ               ｈｅｌｐｓ               ｔｏ               ｒｅｄｕｃｅ               ｅｒｒｏｒ,               ａｓ               ｉｔ               ｔａｋｅｓ               ａｄｖａｎｔａｇｅ               ｏｆ               ｔｈｅ               ｔｅｃｈｎｉｃａｌ               ｓｋｉｌｌｓ               ｏｆ               ｏｎｅ               ｅｍｐｌｏｙｅｅ,               ｔｈｅ               ｐｅｏｐｌｅ               ｓｋｉｌｌｓ               ｏｆ               ｓｅｃｏｎｄ               ｅｍｐｌｏｙｅｅ,               ａｎｄ               ｔｈｅ               ａｎａｌｙｔｉｃａｌ               ｓｋｉｌｌｓ               ｏｆ               ａ               ｔｈｉｒｄ.                Ｔｈｅ               ｆｕｎｃｔｉｏｎｓ               ｃｏｕｌｄ               ｂｅ               ｄｉｖｉｄｅｄ               ｔｈｉｓ               ｗａｙ:                Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ               (ＴＭ)                               *               Ｓｅｔ               ｕｐ               ｎｅｗ               ａｄｓ               ｉｎ               ａｎ               ａｄ               ｓｅｒｖｅｒ,               ｏｒ               ａｄｄｉｔｉｏｎａｌ               ａｄｓ               ｔｏ               ｅｘｉｓｔｉｎｇ               ｃａｍｐａｉｇｎ,               ｏｒ               ｓｗｉｔｃｈ               ｏｕｔ               ｏｌｄ               ｃｒｅａｔｉｖｅｓ               ｆｏｒ               ｎｅｗ               ｏｎｅｓ                               *               Ｗｏｒｋ               ｗｉｔｈ               ｃｌｉｅｎｔ               ｏｎ               ａ               ｔｈｉｒｄ               ｐａｒｔｙ               ｔａｇ               ｔｈａｔ               ｉｓｎ'ｔ               ｔｅｓｔｉｎｇ               ｐｒｏｐｅｒｌｙ                               *               Ｗｏｒｋ               ｗｉｔｈ               ｃｌｉｅｎｔ               ｏｎ               ｐｒｏｐｅｒ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ               ｏｆ               ｔｈｅ               ｃｌｉｃｋＴＡＧ               ｃａｌｌ               ｉｎ               Ｆｌａｓｈ               ＡｃｔｉｏｎＳｃｒｉｐｔ                               *               Ａｄｊｕｓｔ               ｏｒ               ｒｅｂｏｏｋ               ｃａｍｐａｉｇｎ               ｐａｒａｍｅｔｅｒｓ                               *               Ｍｏｎｉｔｏｒ               ｄａｉｌｙ               ｃａｍｐａｉｇｎ               ｄｅｌｉｖｅｒｙ                               *               Ｐｒｏｖｉｄｅ               ｒｅｇｕｌａｒ               ｄｅｌｉｖｅｒｙ               ｒｅｐｏｒｔｓ               (ｗｅｅｋｌｙ,               ｍｏｎｔｈｌｙ,               ａｎｄ/ｏｒ               ｕｐｏｎ               ｃｏｍｐｌｅｔｉｏｎ               ｏｆ               ｃａｍｐａｉｇｎｓ)                               *               Ｄｉａｇｎｏｓｅ               ａｄ               ｓｅｒｖｉｎｇ               ｐｒｏｂｌｅｍｓ               ａｎｄ               ｗｏｒｋ               ｗｉｔｈ               ｔｈｅ               ａｄ               ｓｅｒｖｅｒ'ｓ               ｃｕｓｔｏｍｅｒ               ｓｕｐｐｏｒｔ                Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ               (ＣＳＭ)                               *               Ｍａｎａｇｅ               ｔｈｅ               ｄａｓｈｂｏａｒｄ               ｏｒ               ｅｍａｉｌ               ｉｎｂｏｘ               ａｎｄ               ｅｉｔｈｅｒ               ｆｉｅｌｄ               ｉｎｑｕｉｒｉｅｓ               ｏｒ               ｒｅｄｉｒｅｃｔ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ａｓ               ｎｅｃｅｓｓａｒｙ                               *               Ｃｈａｓｅ               ｍａｔｅｒｉａｌｓ               ｆｏｒ               ｎｅｗ               ｉｎｓｅｒｔｉｏｎ               ｏｒｄｅｒｓ,               ｉｎｃｌｕｄｉｎｇ               ｎｅｗ               ｏｒ               ｍｉｓｓｉｎｇ               ｍａｔｅｒｉａｌｓ               ｓｕｃｈ               ａｓ               ｃｌｉｃｋ               ＵＲＬ               ｏｒ               ａ               ｍｉｓｓｉｎｇ               ａｄ               ｓｉｚｅ                               *               Ｃｈａｓｅ               ｉｎｓｅｒｔｉｏｎ               ｏｒｄｅｒｓ               ｆｏｒ               ｍａｔｅｒｉａｌｓ               ｔｈａｔ               ｃｏｍｅ               ｉｎ               ｅａｒｌｙ                               *               Ｍａｋｅ               ｓｕｒｅ               ｉｎｓｅｒｔｉｏｎ               ｏｒｄｅｒｓ               ａｒｅ               ｓｉｇｎｅｄ,               ｃｏｍｐｌｅｔｅ,               ａｎｄ               ｃｌｅａｒ                               *               Ｍａｋｅ               ｓｕｒｅ               ｔｈｅ               ｓａｌｅｓ               ｒｅｐｓ               ａｒｅ               ｗｅｌｌ               ｉｎｆｏｒｍｅｄ                               *               Ｒｅｓｐｏｎｄ               ｔｏ               ｄｅｌｉｖｅｒｙ               ｒｅｐｏｒｔ               ｒｅｑｕｅｓｔｓ               ａｎｄ               ｐｒｏｖｉｄｅ               ｒｅｇｕｌａｒ               ｄｅｌｉｖｅｒｙ               ｒｅｐｏｒｔｓ               (ｗｅｅｋｌｙ,               ｍｏｎｔｈｌｙ,               ａｎｄ/ｏｒ               ｕｐｏｎ               ｃｏｍｐｌｅｔｉｏｎ               ｏｆ               ｃａｍｐａｉｇｎｓ)                               *               Ｍａｋｅ               ｓｕｒｅ               ｃｌｉｅｎｔ               ｉｓ               ｗｅｌｌ               ｉｎｆｏｒｍｅｄ               ａｎｄ               ｓａｔｉｓｆｉｅｄ                               *               Ａｎｓｗｅｒ               ｃｌｉｅｎｔ               ｉｎｑｕｉｒｉｅｓ               ａｎｄ               ｆｉｌｌ               ｏｕｔ               ＲＦＰｓ               ("ｒｅｑｕｅｓｔ               ｆｏｒ               ｐｒｏｐｏｓａｌ"               ｆｏｒｍｓ)                               *               Ｍｏｎｉｔｏｒ               ｄａｉｌｙ               ｃａｍｐａｉｇｎ               ｄｅｌｉｖｅｒｙ                Ａｎａｌｙｓｔ                               *               Ｐｒｏｖｉｄｅ               ｒｅｇｕｌａｒ               ｙｉｅｌｄ               (ｅｆｆｅｃｔｉｖｅ               ＣＰＭ)               ｒｅｐｏｒｔｓ               ｆｏｒ               ｓｅｎｉｏｒ               ｏｒ               ｃｏｒｐｏｒａｔｅ               ｍａｎａｇｅｍｅｎｔ                               *               Ｒｅｓｐｏｎｄ               ｔｏ               ｉｎｖｅｎｔｏｒｙ               ｆｏｒｅｃａｓｔ               ｒｅｑｕｅｓｔｓ               (ａｖａｉｌａｂｌｅ               ｉｎｖｅｎｔｏｒｙ               ｑｕｅｒｉｅｓ,               ｏｒ               "ａｖａｉｌｓ")               ａｎｄ               ｐｒｏｖｉｄｅ               ｆｏｒｅｃａｓｔｓ               ｒｅｇｕｌａｒｌｙ                               *               Ｒｅｓｐｏｎｄ               ｔｏ               ｄｅｌｉｖｅｒｙ               ｒｅｐｏｒｔ               ｒｅｑｕｅｓｔｓ               ａｎｄ               ｐｒｏｖｉｄｅ               ｒｅｇｕｌａｒ               ｄｅｌｉｖｅｒｙ               ｒｅｐｏｒｔｓ               (ｗｅｅｋｌｙ,               ｍｏｎｔｈｌｙ,               ａｎｄ/ｏｒ               ｕｐｏｎ               ｃｏｍｐｌｅｔｉｏｎ               ｏｆ               ｃａｍｐａｉｇｎｓ)                               *               Ｍｏｎｉｔｏｒ               ｄａｉｌｙ               ｃａｍｐａｉｇｎ               ｄｅｌｉｖｅｒｙ                Ｓｏｍｅ               ｏｆ               ｔｈｅ               ｔａｓｋｓ               ｏｖｅｒｌａｐ               ｒｏｌｅｓ,               ｏｒ               ｃａｎ               ｂｅ               ｄｉｖｉｄｅｄ               ａ               ｌｉｔｔｌｅ               ｄｉｆｆｅｒｅｎｔｌｙ               ａｔ               ｔｈｅ               ｄｉｓｃｒｅｔｉｏｎ               ｏｆ               ｔｈｅ               ｄｅｐａｒｔｍｅｎｔ               ｈｅａｄ,               ｂａｓｅｄ               ｏｎ               ｔｈｅ               ｓｐｅｃｉｆｉｃ               ｎｅｅｄｓ               ｏｆ               ｔｈｅ               ｃｏｍｐａｎｙ. Ｙｉｅｌｄ               ｒｅｐｏｒｔｉｎｇ,               ｆｏｒ               ｅｘａｍｐｌｅ,               ｉｓ               ｏｆｔｅｎ               80%               ｏｆ               ｔｈｅ               ｗｏｒｋｌｏａｄ               ｏｆ               ａｎ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               Ｄｉｒｅｃｔｏｒ,               ａｎｄ               ｉｎｖｅｎｔｏｒｙ               ａｖａｉｌａｂｉｌｉｔｙ               ｆｏｒｅｃａｓｔｉｎｇ               ｍｉｇｈｔ               ｂｅ               ｓｈａｒｅｄ               ａｍｏｎｇ               ｔｈｅ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒｓ               ｕｎｌｅｓｓ               ｉｔ               ｉｓ               ｔｏｏ               ｉｎｔｅｎｓｅ.                Ｔｈｉｓ               ｉｎｔｅｒｎａｌ               ｓｔｒｕｃｔｕｒｉｎｇ               ｈａｓ               ｗｏｒｋｅｄ               ｆｏｒ               ｍｅ,               ａｎｄ               ｍａｎｙ               ｏｎｌｉｎｅ               ｃｏｍｐａｎｉｅｓ. Ｔａｋｉｎｇ               ｃｌｉｅｎｔ               ｓｅｒｖｉｃｅｓ               ｗｏｒｋ               ａｗａｙ               ｆｒｏｍ               ｔｈｅ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ               ｉｓ               ｅｓｐｅｃｉａｌｌｙ               ｈｅｌｐｆｕｌ,               ａｓ               ｓｏｍｅ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒｓ               ｄｏｎ'ｔ               ｈａｖｅ               ｔｈｅ               ｇｒｅａｔｅｓｔ               ｐｅｏｐｌｅ               ｓｋｉｌｌｓ,               ａｎｄ               ｓｏｍｅ               ｃｌｉｅｎｔ               ｓｅｒｖｉｃｅｓ               ｍａｎａｇｅｒｓ               ｄｏｎ'ｔ               ｈａｖｅ               ｔｈｅ               ｇｒｅａｔｅｓｔ               ｔｅｃｈｎｉｃａｌ               ｓｋｉｌｌｓ. Ａ               ｇｏｏｄ               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ               (ＣＳＭ)               ｃａｎ               ｂｅ               ａ               ｐｏｗｅｒｆｕｌ               ａｓｓｅｔ               ｔｏｗａｒｄ               ｓｔｒｅｎｇｔｈｅｎｉｎｇ               ｒｅｌａｔｉｏｎｓｈｉｐｓ               ｗｉｔｈ               ｃｌｉｅｎｔｓ               ａｓ               ｗｅｌｌ               ａｓ               ｂｅｔｗｅｅｎ               ｉｎｔｅｒｎａｌ               ｅｍｐｌｏｙｅｅｓ. Ａｓ               ｒｅｐｏｒｔｅｄ               ｂｙ               Ｍｅｄｉａ               Ｂｕｓｉｎｅｓｓ               Ｏｎｌｉｎｅ               ｉｎ               2008:               "Ｄａｎ               Ｈｉｒｓｈ,               ｐｕｂｌｉｓｈｅｒ               ｏｆ               ＩＤＧ'ｓ               Ｎｅｔｗｏｒｋ               Ｗｏｒｌｄ,               ｓａｉｄ               Ｎｅｔｗｏｒｋ               Ｗｏｒｌｄ'ｓ               ｅｉｇｈｔ-ｐｅｒｓｏｎ               ｃｌｉｅｎｔ               ｓｅｒｖｉｃｅｓ               ｇｒｏｕｐ               'ｈａｓ               ｂｅｃｏｍｅ               ａ               ｐｏｉｎｔ               ｏｆ               ｄｉｆｆｅｒｅｎｔｉａｔｉｏｎ               ｆｏｒ               ｕｓ,               ａｎｄ               ｗｅ               ｈａｖｅ               ｍａｄｅ               ａ               ｓｉｚａｂｌｅ               ｉｎｖｅｓｔｍｅｎｔ               ｉｎ               ｉｔ.'"               5                Ｉｎ               ｍｙ               ｅｘｐｅｒｉｅｎｃｅ,               ｏｒｇａｎｉｚａｔｉｏｎｓ               ｗｉｔｈ               ｃｌｅａｒｌｙ               ｄｅｆｉｎｅｄ               ＣＳＭｓ               ｈａｖｅ               ａ               ｓｔｒｏｎｇｅｒ               ｑｕａｌｉｔｙ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｓｅｒｖｉｃｅ,               ｗｈｅｔｈｅｒ               ｔｈｅｙ               ａｒｅ               ｐｕｂｌｉｓｈｅｒｓ,               ａｄ               ａｇｅｎｃｉｅｓ,               ｏｒ               ａｄ               ｎｅｔｗｏｒｋｓ.                Ｄｉｆｆｅｒｅｎｔｉａｔｉｎｇ               ｙｏｕｒ               ｓｔａｆｆ               ｈｅｌｐｓ               ｔｏ               ｓｕｂ-ｄｉｖｉｄｅ               ｔｈｅ               ｄｅｍａｎｄ. Ｅａｒｌｉｅｒ               Ｉ               ｓａｉｄ               ｔｈａｔ               ｏｎｅ               ｓａｌｅｓ               ｒｅｐ               ｗｉｔｈ               ｔｅｎ               ｃａｍｐａｉｇｎｓ               ｉｓ               ｅａｓｉｅｒ               ｆｏｒ               ｏｎｅ               ｔｒａｆｆｉｃｋｅｒ               ｔｈａｎ               ｔｗｏ               ｓａｌｅｓ               ｒｅｐｓ               ｗｉｔｈ               ｆｉｖｅ               ｃａｍｐａｉｇｎｓ               ｅａｃｈ. Ｗｉｔｈ               ｔｈｅ               ａｂｏｖｅ               ｗｏｒｋｆｌｏｗ               ｓｔｒａｔｅｇｙ,               ｔｈｅ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ'ｓ               ｊｏｂ               ｍａｙ               ｂｅ               ｎｅａｒｌｙ               ｔｈｅ               ｓａｍｅ               ｅｉｔｈｅｒ               ｗａｙ,               ｂｕｔ               ｔｈｅ               ｃｌｉｅｎｔ               ｓｅｒｖｉｃｅｓ               ｍａｎａｇｅｒ'ｓ               ｗｏｒｋ               ｉｓ               ｈａｒｄｅｒ               ｗｉｔｈ               ｔｗｏ               ｓａｌｅｓ               ｒｅｐｓ               ｔｈａｎ               ｗｉｔｈ               ｏｎｅ. Ｔｈｉｓ               ａｌｌｏｗｓ               ｆｏｒ               ｄｉｆｆｅｒｅｎｔ               ｓｃａｌｉｎｇ               ｏｐｐｏｒｔｕｎｉｔｉｅｓ               ａｎｄ               ｗｏｒｋｆｌｏｗ               ｍａｎａｇｅｍｅｎｔ.                Ｉｎ               ｇｅｎｅｒａｌ,               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               ｓｉｔｓ               ｉｎ               ｂｅｔｗｅｅｎ               ｔｈｅ               ｃｌｉｅｎｔ,               ｔｈｅ               ｓａｌｅｓ               ｒｅｐ,               ａｎｄ               ｔｈｅ               ｔｒａｆｆｉｃ               ｍａｎａｇｅｒ,               ｋｅｅｐｉｎｇ               ｗｏｒｋ               ｏｒｇａｎｉｚｅｄ               ａｎｄ               ｄａｔａ               ｓｔｒｅａｍｉｎｇ               ｓｍｏｏｔｈｌｙ               ａｎｄ               ｃｌｅａｒｌｙ. Ｔｈｅｙ               ｍａｋｅ               ｓｕｒｅ               ｔｈａｔ               ｔｈｅ               ｓａｌｅｓ               ｒｅｐ'ｓ               ｐａｐｅｒｗｏｒｋ,               ｆａｃｔｓ,               ｐｒｏｐｏｓａｌｓ,               ｆｏｌｌｏｗ-ｕｐｓ               ａｎｄ               ｐｒｏｊｅｃｔ               ｒｅｑｕｅｓｔｓ               ａｒｅ               ｉｎ               ｏｒｄｅｒ               ａｎｄ               ｄｏｎ'ｔ               ｆａｌｌ               ｏｆｆ               ｔｈｅ               ｒａｄａｒ,               ｔｈｅｙ               ｍａｋｅ               ｓｕｒｅ               ｔｈｅ               ｃｌｉｅｎｔｓ               ａｒｅ               ｈａｐｐｙ               ａｎｄ               ｗｅｌｌ               ｉｎｆｏｒｍｅｄ,               ａｎｄ               ｔｈｅｙ               ｍａｋｅ               ｓｕｒｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｈａｓ               ｅｖｅｒｙｔｈｉｎｇ               ｔｈｅｙ               ｎｅｅｄ.                Ｈｏｗｅｖｅｒ               ｙｏｕ               ｃａｎ               ａｌｓｏ               ｄｉｆｆｅｒｅｎｔｉａｔｅ               ｂｅｔｗｅｅｎ               ｔｗｏ               ｄｉｆｆｅｒｅｎｔ               ｔｙｐｅｓ               ｏｆ               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒｓ:               ｏｎｅ               ｋｉｎｄ               ｗｏｒｋｓ               ｆｏｒ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ,               ｔｈｅ               ｏｔｈｅｒ               ｋｉｎｄ               ｗｏｒｋｓ               ｆｏｒ               ｔｈｅ               ｓａｌｅｓ               ｓｔａｆｆ.                Ｔｈｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ＣＳＭ               ｉｓ               ｍｏｓｔｌｙ               ａ               ｐｏｓｔ-ＩＯ               ａｄｍｉｎｉｓｔｒａｔｏｒ,               ｍａｎａｇｉｎｇ               ｗｏｒｋ               ａｆｔｅｒ               ｔｈｅ               ＩＯ               ｉｓ               ｓｉｇｎｅｄ               ａｎｄ               ｅｘｅｃｕｔｉｎｇ               ｔｈｅ               ｒｅｑｕｉｒｅｍｅｎｔｓ               ｉｎ               ｔｈｅ               ＩＯ               ｂｙ               ｒｅｄｉｒｅｃｔｉｎｇ               ｉｔ               ｔｏ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ,               ｅｍａｉｌ               ａｎｄ               ｗｅｂ               ｐｒｏｄｕｃｅｒｓ,               ｗｅｂｉｎａｒ               ｐｒｏｄｕｃｅｒｓ,               ａｎｄ               ｓｏ               ｆｏｒｔｈ.                Ｔｈｅ               Ｓａｌｅｓ               ＣＳＭ               ｉｓ               ｍｏｓｔｌｙ               ａ               ｐｒｅ-ＩＯ               ａｄｍｉｎｉｓｔｒａｔｏｒ,               ｓｅｒｖｉｎｇ               ａｓ               ａｎ               ａｔｔａｃｈé               ｆｏｒ               ｓａｌｅｓ               ｒｅｐｓ. Ｉ               ｈａｖｅ               ｓｅｅｎ               ｍａｎｙ               ａｃｃｏｕｎｔ               ｍａｎａｇｅｒｓ               ｂｅｃｏｍｅ               ｆｒｕｓｔｒａｔｅｄ               ｂｅｃａｕｓｅ               ｔｈｅｙ               ｄｏｎ'ｔ               ｈａｖｅ               ｅｎｏｕｇｈ               ｉｎｆｏｒｍａｔｉｏｎ               ａｖａｉｌａｂｌｅ               ｔｏ               ｔｈｅｍ               ｗｈｅｎ               ｔｈｅｙ               ｎｅｅｄ               ｉｔ,               ａｎｄ               ｗｉｌｌ               ｃａｌｌ               ａｎｙｂｏｄｙ               ｔｈｅｙ               ｃａｎ               ｔｏ               ｇｅｔ               ｔｈａｔ               ｄａｔａ,               ｏｆｔｅｎ               ｓｔａｒｔｉｎｇ               ｗｉｔｈ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ. Ｉｆ               ｔｈｅ               ｃｏｍｐａｎｙ               ｄｏｅｓ               ｎｏｔ               ｙｅｔ               ｈａｖｅ               ｄａｓｈｂｏａｒｄｓ               ｏｒ               ｏｔｈｅｒ               ｔｏｏｌｓ               ｔｈａｔ               ｅａｓｉｌｙ               ｐｌａｃｅ               ｉｎｖｅｎｔｏｒｙ,               ｅ-ｎｅｗｓｌｅｔｔｅｒ,               ａｎｄ               ｓｉｔｅ               ｔｒａｆｆｉｃ               ｄａｔａ               ｉｎ               ｆｒｏｎｔ               ｏｆ               ｓａｌｅｓ               ｓｏ               ｔｈａｔ               ｔｈｅｙ               ａｒｅ               ｗｅｌｌ               ｉｎｆｏｒｍｅｄ               ｄｕｒｉｎｇ               ａ               ｃａｌｌ,               ｔｈｅｎ               ｓｏｍｅｏｎｅ               ｏｕｇｈｔ               ｔｏ               ｃｏｎｓｏｌｉｄａｔｅ               ｔｈａｔ               ｉｎｆｏｒｍａｔｉｏｎ               ａｎｄ               ｒｅｐｏｒｔ               ｉｔ               ｔｏ               ｔｈｅｍ               ｒｅｇｕｌａｒｌｙ. Ｔｈａｔ               ｗｏｕｌｄ               ｂｅ               ｔｈｅ               ｄｕｔｙ               ｏｆ               ａ               Ｓａｌｅｓ               ＣＳＭ               ｐｅｒｓｏｎ.                Ｔｈｅｒｅ               ａｒｅ               ｃｏｍｐａｎｉｅｓ               ｗｈｏ               ｈａｖｅ               ｍａｎｙ               ｍｏｒｅ               ｓｐｅｃｉａｌｉｚｅｄ               ＣＳＭｓ               ａｎｄ               ｍａｙ               ｇｉｖｅ               ｔｈｅｍ               ｄｉｆｆｅｒｅｎｔ               ｔｉｔｌｅｓ               ｂｕｔ               ｉｔ'ｓ               ｔｈｅ               ｊｏｂ               ｄｅｓｃｒｉｐｔｉｏｎｓ               ｔｈａｔ               ａｒｅ               ｉｍｐｏｒｔａｎｔ.                "Ａｔ               Ｔｈｏｍａｓ               Ｐｕｂｌｉｓｈｉｎｇ'ｓ               Ｍａｎａｇｉｎｇ               Ａｕｔｏｍａｔｉｏｎ,               Ｊｏａｎｎｅ               Ｈｏｇａｎ,               ＶＰ-ｅ-ｍｅｄｉａ,               ｏｖｅｒｓｅｅｓ               ｔｈｅ               ａｄｖｅｒｔｉｓｉｎｇ               ｓｕｐｐｏｒｔ               ｆｕｎｃｔｉｏｎ,               ｗｈｉｃｈ               ｒｅｓｉｄｅｓ               ｉｎ               ｍｕｌｔｉｐｌｅ               ｄｅｐａｒｔｍｅｎｔｓ:               ｏｎｅ               ｐｅｒｓｏｎ               ｉｎ               ｓａｌｅｓ               ａｎｄ               ｍａｒｋｅｔｉｎｇ               ｓｕｐｐｏｒｔｓ               ｗｅｂｉｎａｒｓ,               ｔｗｏ               ｐｅｏｐｌｅ               ｉｎ               ｃｌｉｅｎｔ               ｓｅｒｖｉｃｅｓ               ｓｕｐｐｏｒｔ               ｌｅａｄ-ｇｅｎ               ｐｒｏｇｒａｍｓ,               ａｎｄ               ａ               ｆｏｕｒｔｈ               ｈａｎｄｌｅｓ               ｉｍｐｒｅｓｓｉｏｎ-ｂａｓｅｄ               ｏｎｌｉｎｅ               ａｄ               ｕｎｉｔｓ               ａｓ               ｗｅｌｌ               ａｓ               ｐｒｉｎｔ               ａｄｖｅｒｔｉｓｉｎｇ               ｐｒｏｄｕｃｔｉｏｎ."6               (ｅｍｐｈａｓｉｓ               ｍｉｎｅ)                Ａｌｔｈｏｕｇｈ               Ｉ               ｗｏｕｌｄ               ｓｅｐａｒａｔｅ               ｐｒｉｎｔ               ａｎｄ               ｏｎｌｉｎｅ               ｃｌｉｅｎｔ               ｓｅｒｖｉｃｅｓ,               ｔｈｉｓ               ｉｓ               ａ               ｓｏｌｉｄ               ｅｘａｍｐｌｅ               ｏｆ               ｈｏｗ               ｔｏ               ｏｒｇａｎｉｚｅ               ｊｏｂ               ｄｅｓｃｒｉｐｔｉｏｎｓ.                Ｓｔａｆｆｉｎｇ               ｉｎ               ｔｈｉｓ               ｗａｙ               ｓｏｌｖｅｓ               ａ               ｌｏｔ               ｏｆ               ｅｘｃｅｓｓ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｗｏｒｋｌｏａｄ               ａｎｄ               ｅｒｒｏｒｓ               ｃａｕｓｅｄ               ｂｙ               ｉｎｃｏｍｐｌｅｔｅ               ｏｒ               ｖａｇｕｅ               ｉｎｓｅｒｔｉｏｎ               ｏｒｄｅｒｓ,               ｍｉｓｃｏｍｍｕｎｉｃａｔｉｏｎ,               ｏｒｐｈａｎｅｄ               ｐｒｏｊｅｃｔ               ｒｅｑｕｅｓｔｓ               ｏｒ               ｉｎｑｕｉｒｉｅｓ,               ａｎｄ               ｓｔｒｅｓｓ               ａｎｄ               ｃｏｎｆｕｓｉｏｎ               ｆｒｏｍ               ｌａｃｋ               ｏｆ               ｆｏｃｕｓ.                Ｓｔａｆｆｉｎｇ               Ｍｏｄｅｌｓ                Ｔｈｅ               ｆｏｌｌｏｗｉｎｇ               ｓｔａｆｆｉｎｇ               ｍｏｄｅｌｓ               ａｒｅ               ｒｏｕｇｈ               ｓｕｇｇｅｓｔｉｏｎｓ,               ａｓ               ｅｖｅｒｙ               ｐｕｂｌｉｓｈｅｒ'ｓ               ｃｕｌｔｕｒｅ               ａｎｄ               ｒｅｑｕｉｒｅｍｅｎｔ               ｉｓ               ｄｉｆｆｅｒｅｎｔ. Ｏｎｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｍｉｇｈｔ               ｈａｖｅ               ｍａｎｙ               ｓｉｔｅｓ               ｅａｃｈ               ｗｉｔｈ               ｍｉｎｉｍａｌ               ｉｎｖｅｎｔｏｒｙ,               ａｎｏｔｈｅｒ               ｍｉｇｈｔ               ｈａｖｅ               ａ               ｓｉｎｇｌｅ               ｓｉｔｅ               ｗｉｔｈ               ａ               ｌｏｔ               ｏｆ               ｉｎｖｅｎｔｏｒｙ. Ａｎ               ｏｒｇａｎｉｚａｔｉｏｎ               ｍａｙ               ｈａｖｅ               ｍｏｒｅ               ｆｏｃｕｓ               ｏｎ               ｅ-ｎｅｗｓｌｅｔｔｅｒ               ａｄｖｅｒｔｉｓｉｎｇ,               ｏｒ               ｓｉｔｅ               ａｄｖｅｒｔｉｓｉｎｇ,               ｏｒ               ｍｏｂｉｌｅ               ｄｅｖｉｃｅ               ａｄｖｅｒｔｉｓｉｎｇ. Ａｎ               ａｄ               ｎｅｔｗｏｒｋ               ｏｒ               ａｄ               ａｇｅｎｃｙ               ｍｉｇｈｔ               ｂｅ               ｓｔｒｕｃｔｕｒｅｄ               ａ               ｌｉｔｔｌｅ               ｄｉｆｆｅｒｅｎｔｌｙ.                Ｂｕｔ               ｎｏ               ｍａｔｔｅｒ               ｈｏｗ               ｙｏｕ               ｄｅｓｉｇｎ               ｙｏｕｒ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｓｔａｆｆ,               ｋｅｅｐ               ａ               ｓｈａｒｐ               ｅｙｅ               ｏｎ               ｉｎｔｅｒｎａｌ               ｄｅｍａｎｄ. Ｉｆ               ｙｏｕ'ｒｅ               ａｎ               ｏｎｌｉｎｅ               ｐｕｂｌｉｓｈｅｒ,               ｙｏｕ               ｓｈｏｕｌｄ               ｎｏｔ               ｐｅｒｍｉｔ               ｙｏｕｒ               Ｓａｌｅｓ               ｄｅｐａｒｔｍｅｎｔ               ｔｏ               ｉｎｖｅｎｔ               ｎｅｗ               ｓｉｔｅｓ,               ｎｅｗ               ｅ-ｎｅｗｓｌｅｔｔｅｒｓ               ｗｉｔｈ               ｄｉｓｐｌａｙ               ａｄｓ               ｉｎ               ｔｈｅｍ,               ｎｅｗ               ｗｅｂ               ｓｉｚｅｓ               ａｎｄ               ａｄ               ｐｏｓｉｔｉｏｎｓ,               ａｎｄ               ｎｅｗ               ｂｕｙ               ｔｙｐｅｓ               ｏｒ               ｔａｒｇｅｔｉｎｇ               ｓｃｈｅｍｅｓ               ｗｉｔｈｏｕｔ               ｃｏｎｓｕｌｔｉｎｇ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｔｏ               ｓｅｅ               ｉｆ               ｉｔ               ｃａｎ               ｍａｎａｇｅ               ｔｈｅ               ｉｎｃｒｅａｓｅ               ｏｆ               ｗｏｒｋ               ｗｉｔｈｏｕｔ               ｓｔａｆｆｉｎｇ               ｕｐ               ｏｒ               ａｕｔｏｍａｔｉｎｇ               ｆｕｒｔｈｅｒ. Ａｌｌ               ｉｎｎｏｖａｔｉｖｅ               ｓａｌｅｓ               ｉｄｅａｓ               ｆｏｒ               ｅａｒｎｉｎｇ               ｎｅｗ               ｒｅｖｅｎｕｅｓ               ｍｕｓｔ               ｂｅ               ｅｖａｌｕａｔｅｄ               ａｇａｉｎｓｔ               ｉｍｐｌｅｍｅｎｔａｔｉｏｎ               ａｎｄ               ｏｐｅｒａｔｉｏｎａｌ               ｃｏｓｔｓ               ａｎｄ               ｒｅｓｏｕｒｃｅｓ               ａｓ               ｄｅｔｅｒｍｉｎｅｄ               ｂｙ               ｔｈｅ               ｈｅａｄ               ｏｆ               ｔｈｅ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｓｔａｆｆ,               ａｎｄ               ｓｅｎｉｏｒ               ｍｅｍｂｅｒｓ               ｏｆ               ｏｔｈｅｒ               ａｆｆｅｃｔｅｄ               ｓｔａｆｆｓ. Ｔｈｉｓ               ｍｕｓｔ               ｂｅ               ｅｎｆｏｒｃｅｄ               ａｔ               ｔｈｅ               ｅｘｅｃｕｔｉｖｅ               ｌｅｖｅｌ               ａｎｄ               ｃｌｅａｒｌｙ               ｃｏｍｍｕｎｉｃａｔｅｄ               ｗｉｔｈ               ｃｏｏｐｅｒａｔｉｏｎ               ｆｒｏｍ               ｔｈｅ               ｈｅａｄ               ｏｆ               Ｓａｌｅｓ.                Ｔｈｅ               ｂｅｌｏｗ               ｍｏｄｅｌｓ               ａｒｅ               ｎｏｒｍａｌ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ｓｔａｆｆｓ               ｗｈｉｃｈ               ｄｏ               ｎｏｔ               ｍａｎａｇｅ               ｅ-ｎｅｗｓｌｅｔｔｅｒ               ｏｒ               ｌｉｓｔ-ｒｅｎｔａｌ               ｐｒｏｄｕｃｔｉｏｎ,               ｗｅｂ               ｐｒｏｄｕｃｔｉｏｎ,               ｓｉｔｅ               ｔｒａｆｆｉｃ               (Ｏｍｎｉｔｕｒｅ,               Ｇｏｏｇｌｅ               Ａｎａｌｙｔｉｃｓ,               ｅｔｃ),               Ｆｌａｓｈ               ｄｅｖｅｌｏｐｍｅｎｔ               ｏｒ               ｃｒｅａｔｉｖｅ               ｄｅｖｅｌｏｐｍｅｎｔ. Ｔｏ               ｉｎｔｒｏｄｕｃｅ               ｔｈｏｓｅ               ｔａｓｋｓ               ｉｎｔｏ               ｔｈｉｓ               ｄｅｐａｒｔｍｅｎｔ,               ｙｏｕ               ｎｅｅｄ               ａｄｄｉｔｉｏｎａｌ               ｈｉｒｅｓ               ｗｉｔｈ               ｔｈｅ               ａｐｐｒｏｐｒｉａｔｅ               ｓｋｉｌｌｓ. Ｉｎ               ａ               ｌａｒｇｅ               ｏｒｇａｎｉｚａｔｉｏｎ,               ｔｈｅ               ｓｔａｆｆ               ｃａｎ               ｂｅｌｏｎｇ               ｔｏ               ａ               Ｍｅｄｉａ               Ｏｐｅｒａｔｉｏｎｓ               ｄｅｐａｒｔｍｅｎｔ               ｍａｎａｇｅｄ               ｂｙ               ａ               ｖｉｃｅ               ｐｒｅｓｉｄｅｎｔ               ｗｈｏ               ａｌｓｏ               ｏｖｅｒｓｅｅｓ               ｖｉｄｅｏ               ａｄｖｅｒｔｉｓｉｎｇ,               ｍｏｂｉｌｅ               ａｄｖｅｒｔｉｓｉｎｇ,               ａｕｔｏｍａｔｉｏｎ               ａｎｄ               ｓｉｔｅ               ｄｅｖｅｌｏｐｍｅｎｔ,               ｅｍａｉｌ               ｄｅｖｅｌｏｐｍｅｎｔ,               Ｆｌａｓｈ               ａｎｄ               Ｃｒｅａｔｉｖｅ               Ｄｅｓｉｇｎｅｒｓ,               ａｎｄ               ｓｏ               ｆｏｒｔｈ.                Ａｎｄ               ｄｏｎ'ｔ               ｆｏｒｇｅｔ:               Ｔｒａｆｆｉｃ               ｍａｎａｇｅｒｓ               ａｒｅ               ｐｅｒｍｉｔｔｅｄ               ｔｏ               ｈａｖｅ               ｖａｃａｔｉｏｎｓ               ｔｏｏ! Ｅｖｅｒｙ               ｅｍｐｌｏｙｅｅ               ｉｎ               ｔｈｉｓ               ｓｔａｆｆ               ｓｈｏｕｌｄ               ｈａｖｅ               ａ               ｆｕｎｃｔｉｏｎａｌ               ｂａｃｋｕｐ. Ｎｅｖｅｒ               ｂｏｔｔｌｅｎｅｃｋ               ｗｏｒｋｌｏａｄ               ｔｈｒｏｕｇｈ               ａ               ｓｉｎｇｌｅ               ｐｅｒｓｏｎ               ｗｈｏ               ｉｓ               ｔｈｅ               ｏｎｌｙ               ｏｎｅ               ｗｈｏ               ｋｎｏｗｓ               ｈｏｗ               ｔｏ               ｄｏ               ｉｔ. Ｉｔ               ｐｌａｃｅｓ               ｙｏｕｒ               ｂｕｓｉｎｅｓｓ               ａｔ               ｒｉｓｋ.                Ｍｏｄｅｌ               1:               Ｓａｌｅｓ               ｓｔａｆｆ               ｏｆ               2-3               ｗｉｔｈ               5-10               ｎｅｗ               ｏｒ               ｒｅｖｉｓｅｄ               ｍｏｎｔｈｌｙ               ｃａｍｐａｉｇｎｓ               ｅａｃｈ,               ａｌｌ               Ｆｌａｔ               Ｆｅｅ               (ｎｏ               ｉｍｐｒｅｓｓｉｏｎｓ               ｇｏａｌｓ,               ｎｏ               ｍａｎａｇｅｄ               ｓｈａｒｅ               ｏｆ               ｖｏｉｃｅ),               ａｌｌ               ＲＯＳ,               ａｂｏｕｔ               50%               ｔｈｉｒｄ-ｐａｒｔｙ               ｄｅｌｉｖｅｒｅｄ               ｃｒｅａｔｉｖｅｓ. Ａｂｏｕｔ               0-6               ｅｘｐｉｒｉｎｇ               ｈｏｕｓｅ               ａｄｓ               ｐｅｒ               ｑｕａｒｔｅｒ.                Ｄｉｒｅｃｔｏｒ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ                               *               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ                Ｍｏｄｅｌ               2:               Ｓａｌｅｓ               ｓｔａｆｆ               ｏｆ               4-5               ｗｉｔｈ               5-10               ｎｅｗ               ｏｒ               ｒｅｖｉｓｅｄ               ｍｏｎｔｈｌｙ               ｃａｍｐａｉｇｎｓ               ｅａｃｈ,               ｏｖｅｒ               90%               Ｓｈａｒｅ               ｏｆ               Ｖｏｉｃｅ               (ＳＯＶ),               ａｌｌ               ＲＯＳ,               ａｂｏｕｔ               80%               ｔｈｉｒｄ-ｐａｒｔｙ               ｄｅｌｉｖｅｒｅｄ               ｃｒｅａｔｉｖｅｓ. Ａｂｏｕｔ               0-12               ｅｘｐｉｒｉｎｇ               ｈｏｕｓｅ               ａｄｓ               ｐｅｒ               ｑｕａｒｔｅｒ.                Ｄｉｒｅｃｔｏｒ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ                               *               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ                               *               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ                Ｍｏｄｅｌ               3:               Ｓａｌｅｓ               ｓｔａｆｆ               ｏｆ               5-6               ｗｉｔｈ               5-10               ｎｅｗ               ｏｒ               ｒｅｖｉｓｅｄ               ｍｏｎｔｈｌｙ               ｃａｍｐａｉｇｎｓ               ｅａｃｈ,               ｏｖｅｒ               90%               ＣＰＭ               ａｄｖｅｒｔｉｓｉｎｇ               (ｉｍｐｒｅｓｓｉｏｎ               ｇｏａｌｓ),               50%               ｏｒ               ｍｏｒｅ               ｏｎ               ｖｅｒｔｉｃａｌ               ｔａｒｇｅｔｓ,               ａｂｏｕｔ               80%               ｔｈｉｒｄ-ｐａｒｔｙ               ｄｅｌｉｖｅｒｅｄ               ｃｒｅａｔｉｖｅｓ. Ａｂｏｕｔ               0-24               ｅｘｐｉｒｉｎｇ               ｈｏｕｓｅ               ａｄｓ               ｐｅｒ               ｑｕａｒｔｅｒ.                Ｄｉｒｅｃｔｏｒ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ                               *               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ                               *               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ                               *               Ａｎｏｔｈｅｒ               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ               ｏｒ               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ               ｄｅｐｅｎｄｉｎｇ               ｏｎ               ｂａｌａｎｃｅ               ｏｆ               ｗｏｒｋｌｏａｄ                               *               Ａｎａｌｙｓｔ                Ｍｏｄｅｌ               4:               Ｓａｌｅｓ               ｓｔａｆｆ               ｏｆ               20-30               ｗｉｔｈ               5-20               ｎｅｗ               ｏｒ               ｒｅｖｉｓｅｄ               ｍｏｎｔｈｌｙ               ｃａｍｐａｉｇｎｓ               ｅａｃｈ,               ｓｏｍｅ               ｓｉｔｅｓ               ｏｖｅｒ               90%               ＣＰＭ               ａｄｖｅｒｔｉｓｉｎｇ               (ｉｍｐｒｅｓｓｉｏｎ               ｇｏａｌｓ),               50%               ｏｒ               ｍｏｒｅ               ｏｎ               ｖｅｒｔｉｃａｌ               ｔａｒｇｅｔｓ,               50%               ｏｒ               ｍｏｒｅ               ｏｎ               ｄｅｍｏｇｒａｐｈｉｃ               ｏｒ               ｇｅｏｇｒａｐｈｉｃ               ｔａｒｇｅｔｓ,               ａｂｏｕｔ               5-10%               ｐｏｔｅｎｔｉａｌｌｙ               ｏｎ               ｃｏｎｔｅｘｔｕａｌ               ｔａｒｇｅｔｓ,               ａｂｏｕｔ               80%               ｔｈｉｒｄ-ｐａｒｔｙ               ｄｅｌｉｖｅｒｅｄ               ｃｒｅａｔｉｖｅｓ. Ａｂｏｕｔ               0-24               ｅｘｐｉｒｉｎｇ               ｈｏｕｓｅ               ａｄｓ               ｐｅｒ               ｑｕａｒｔｅｒ.                Ｓｅｎｉｏｒ               Ｄｉｒｅｃｔｏｒ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ                               *               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ:               Ｒｅｇｉｏｎ               1               (ｏｒ               Ｓｉｔｅ               /               Ｎｅｗｓｌｅｔｔｅｒ               Ｇｒｏｕｐ               1)                               *               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ:               Ｒｅｇｉｏｎ               2               (ｏｒ               Ｓｉｔｅ               /               Ｎｅｗｓｌｅｔｔｅｒ               Ｇｒｏｕｐ               2)                               *               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ:               ｐｒｅ-Ｓａｌｅｓ                               *               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ:               ｐｏｓｔ-Ｓａｌｅｓ                               *               Ｄｅｌｉｖｅｒｙ               Ａｎａｌｙｓｔ               (ａｖａｉｌａｂｉｌｉｔｙ               ｆｏｒｅｃａｓｔｉｎｇ,               ｐａｃｉｎｇ               ｒｅｐｏｒｔｓ,               ｃａｍｐａｉｇｎ               ｃｏｍｐｌｅｔｉｏｎ               ｒｅｐｏｒｔｓ)                               *               Ｙｉｅｌｄ               Ａｎａｌｙｓｔ               (ｙｉｅｌｄｓ,               ｅｆｆｅｃｔｉｖｅ               ｒｅｖｅｎｕｅｓ,               ｋｅｙ               ｐｅｒｆｏｒｍａｎｃｅ               ｉｎｄｉｃａｔｏｒｓ,               ｃｏｍｐａｒａｔｉｖｅ               ａｎａｌｙｓｉｓ)                Ｍｏｄｅｌ               5:               Ｓａｌｅｓ               ｓｔａｆｆ               ｏｆ               30-40               ｗｉｔｈ               5-20               ｎｅｗ               ｏｒ               ｒｅｖｉｓｅｄ               ｍｏｎｔｈｌｙ               ｃａｍｐａｉｇｎｓ               ｅａｃｈ,               ｓｏｍｅ               ｓｉｔｅｓ               ｏｖｅｒ               90%               ＣＰＭ               ａｄｖｅｒｔｉｓｉｎｇ               (ｉｍｐｒｅｓｓｉｏｎ               ｇｏａｌｓ),               ｓｏｍｅ               ｓｉｔｅｓ               ａｌｌ               Ｓｈａｒｅ               ｏｆ               Ｖｏｉｃｅ,               ｓｏｍｅ               ｓｉｔｅｓ               50%               ｏｒ               ｍｏｒｅ               ｏｎ               ｖｅｒｔｉｃａｌ               ｔａｒｇｅｔｓ,               ｓｏｍｅ               ｓｉｔｅｓ               50%               ｏｒ               ｍｏｒｅ               ｏｎ               ｄｅｍｏｇｒａｐｈｉｃ               ｏｒ               ｇｅｏｇｒａｐｈｉｃ               ｔａｒｇｅｔｓ,               ｓｏｍｅ               ｓｉｔｅｓ               ａｂｏｕｔ               5-10%               ｏｎ               ｃｏｎｔｅｘｔｕａｌ               ｔａｒｇｅｔｓ,               ａｂｏｕｔ               80%               ｔｈｉｒｄ-ｐａｒｔｙ               ｄｅｌｉｖｅｒｅｄ               ｃｒｅａｔｉｖｅｓ               ｔｈｒｏｕｇｈｏｕｔ,               ａｂｏｕｔ               10%               Ｆｌａｓｈ               ｃｒｅａｔｉｖｅｓ               (ｉｎｃｌｕｄｉｎｇ               ｓｏｍｅ               ｔｒａｖｅｌｌｉｎｇ               ｏｒ               ｅｘｐａｎｄｉｎｇ               ａｄｓ),               ｓｅｖｅｒａｌ               ｉｎｔｅｒｓｔｉｔｉａｌｓ               ｐｅｒ               ｍｏｎｔｈ,               ｏｎｅ               ｏｒ               ｔｗｏ               ｍｉｃｒｏｓｉｔｅｓ               ａ               ｑｕａｒｔｅｒ,               ａｎｙ               ｎｕｍｂｅｒ               ｏｆ               ｓｐｏｎｓｏｒｓｈｉｐｓ               ｏｒ               ｒｏａｄｂｌｏｃｋｓ               ａ               ｍｏｎｔｈ               ｏｎ               ｄｉｆｆｅｒｅｎｔ               ｓｉｔｅｓ               (ｉｎｃｌｕｄｉｎｇ               ｄｉｓｐｌａｙ               ａｄｓ               ｉｎ               ｅ-ｎｅｗｓｌｅｔｔｅｒｓ). Ｔｗｏ               ｄｏｚｅｎ               ｅｘｐｉｒｉｎｇ               ｈｏｕｓｅ               ａｄｓ               ｐｅｒ               ｑｕａｒｔｅｒ.                Ｖｉｃｅ               Ｐｒｅｓｉｄｅｎｔ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ               ａｎｄ               Ｙｉｅｌｄｓ                *               Ｄｉｒｅｃｔｏｒ               ｏｆ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ                               **               Ｓｅｎｉｏｒ               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ                               ***               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ:               Ｒｅｇｉｏｎ               1               (ｏｒ               Ｓｉｔｅ               /               Ｎｅｗｓｌｅｔｔｅｒ               Ｇｒｏｕｐ               1)                               ***               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ:               Ｒｅｇｉｏｎ               2               (ｏｒ               Ｓｉｔｅ               /               Ｎｅｗｓｌｅｔｔｅｒ               Ｇｒｏｕｐ               2)                               ***               Ｔｒａｆｆｉｃ               Ｍａｎａｇｅｒ:               Ｒｅｇｉｏｎ               3               (ｉｆ               ｎｅｅｄｅｄ               ｂａｓｅｄ               ｏｎ               ｗｏｒｋｌｏａｄ)                *               Ｓｅｎｉｏｒ               Ａｎａｌｙｓｔ                               **               Ｄｅｌｉｖｅｒｙ               Ａｎａｌｙｓｔ               (ａｖａｉｌａｂｉｌｉｔｙ               ｆｏｒｅｃａｓｔｉｎｇ,               ｐａｃｉｎｇ               ｒｅｐｏｒｔｓ,               ｃａｍｐａｉｇｎ               ｃｏｍｐｌｅｔｉｏｎ               ｒｅｐｏｒｔｓ,               ｃｌｉｅｎｔ               ｒｅｐｏｒｔｓ)                               **               Ｙｉｅｌｄ               Ａｎａｌｙｓｔ               (ｙｉｅｌｄｓ,               ｅｆｆｅｃｔｉｖｅ               ｒｅｖｅｎｕｅｓ,               ｋｅｙ               ｐｅｒｆｏｒｍａｎｃｅ               ｉｎｄｉｃａｔｏｒｓ,               ｃｏｍｐａｒａｔｉｖｅ               ａｎａｌｙｓｉｓ)                *               Ｄｉｒｅｃｔｏｒ               ｏｆ               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ                               **               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ               1:               ｐｒｅ-Ｓａｌｅｓ                               **               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ               2:               ｐｒｅ-Ｓａｌｅｓ                               **               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ               1:               ｐｏｓｔ-Ｓａｌｅｓ                               **               Ｃｌｉｅｎｔ               Ｓｅｒｖｉｃｅｓ               Ｍａｎａｇｅｒ               2:               ｐｏｓｔ-Ｓａｌｅｓ               (ｉｆ               ｎｅｅｄｅｄ               ｂａｓｅｄ               ｏｎ               ｗｏｒｋｌｏａｄ)                Ｎｏｔｅｓ                1Ｂｕｒｎ               Ｏｕｔ               ｉｎ               Ａｄ               Ｏｐｅｒａｔｉｏｎｓ,               ｂｙ               Ｄｏｕｇ               Ｗｉｎｔｚ. ｉＭｅｄｉａ               Ｃｏｎｎｅｃｔｉｏｎ:               6               Ｊｕｎ               2005. ｈｔｔｐ://ｗｗｗ.ｉｍｅｄｉａｃｏｎｎｅｃｔｉｏｎ.ｃｏｍ/ｃｏｎｔｅｎｔ/6058.ｉｍｃ                2Ｅｘｅｃｕｔｉｖｅ               Ｃｏｎｔｒｏｌ               ｏｆ               Ｃｏｇｎｉｔｉｖｅ               Ｐｒｏｃｅｓｓｅｓ               ｉｎ               Ｔａｓｋ               Ｓｗｉｔｃｈｉｎｇ,               ｂｙ               Ｊｏｓｈｕａ               Ｓ. Ｒｕｂｉｎｓｔｅｉｎ               (Ｆｅｄｅｒａｌ               Ａｖｉａｔｉｏｎ               Ａｄｍｉｎｉｓｔｒａｔｉｏｎ)               ａｎｄ               Ｄａｖｉｄ               Ｅ. Ｍｅｙｅｒ               ａｎｄ               Ｊｅｆｆｒｅｙ               Ｅ. Ｅｖａｎｓ               (Ｕｎｉｖｅｒｓｉｔｙ               ｏｆ               Ｍｉｃｈｉｇａｎ). Ｊｏｕｒｎａｌ               ｏｆ               Ｅｘｐｅｒｉｍｅｎｔａｌ               Ｐｓｙｃｈｏｌｏｇｙ:               Ｈｕｍａｎ               Ｐｅｒｃｅｐｔｉｏｎ               ａｎｄ               Ｐｅｒｆｏｒｍａｎｃｅ               2001,               Ｖｏｌ               27,               Ｎｏ               4,               763-797:               2001.                4Ｃｏｇｎｉｔｉｖｅ               ｃｏｎｔｒｏｌ               ｉｎ               ｍｅｄｉａ               ｍｕｌｔｉｔａｓｋｅｒｓ,               ｂｙ               Ｅｙａｌ               Ｏｐｈｉｒ,               Ｃｌｉｆｆｏｒｄ               Ｎａｓｓ,               ａｎｄ               Ａｎｔｈｏｎｙ               Ｄ. Ｗａｇｎｅｒ. Ｐｒｏｃｅｅｄｉｎｇｓ               ｏｆ               ｔｈｅ               Ｎａｔｉｏｎａｌ               Ａｃａｄｅｍｙ               ｏｆ               Ｓｃｉｅｎｃｅｓ:               24               Ａｕｇ               2009. ｈｔｔｐ://ｗｗｗ.ｐｎａｓ.ｏｒｇ/ｃｏｎｔｅｎｔ/ｅａｒｌｙ/2009/08/21/0903620106.ｆｕｌｌ.ｐｄｆ+ｈｔｍｌ                Ａｌｓｏ               ｓｅｅ               Ｔｈｅ               Ｍｅｄｉｏｃｒｅ               Ｍｕｌｔｉｔａｓｋｅｒ               ｂｙ               Ｒｕｔｈ               Ｐｅｎｎｅｂａｋｅｒ. Ｔｈｅ               Ｎｅｗ               Ｙｏｒｋ               Ｔｉｍｅｓ:               29               Ａｕｇ               2009. ｈｔｔｐ://ｗｗｗ.ｎｙｔｉｍｅｓ.ｃｏｍ/2009/08/30/ｗｅｅｋｉｎｒｅｖｉｅｗ/30ｐｅｎｎｅｂａｋｅｒ.ｈｔｍｌ                5Ｔｏ               Ｍｕｌｔｉｔａｓｋ               Ｅｆｆｅｃｔｉｖｅｌｙ,               Ｆｏｃｕｓ               ｏｎ               Ｖａｌｕｅ,               Ｎｏｔ               Ｖｏｌｕｍｅ,               ｂｙ               Ｒｏｎ               Ａｓｈｋｅｎａｓ. Ｈａｒｖａｒｄ               Ｂｕｓｉｎｅｓｓ               Ｒｅｖｉｅｗ:               10               Ｓｅｐ               2009. ｈｔｔｐ://ｂｌｏｇｓ.ｈｂｒ.ｏｒｇ/ｃｓ/2009/09/ｔｏ_ｍｕｌｔｉｔａｓｋ_ｅｆｆｅｃｔｉｖｅｌｙ_ｆｏｃｕｓ.ｈｔｍｌ                6Ｓｅｒｖｉｃｅ               ｓｔａｒｔｓ               ｗｉｔｈ               ｔｈｅ               ｓａｌｅ:               Ｓｅｌｌｉｎｇ               ｏｎｌｉｎｅ               ａｄｖｅｒｔｉｓｉｎｇ               ｒｅｑｕｉｒｅｓ               ａ               ｆｏｌｌｏｗ-ｕｐ               ｐｒｏｃｅｓｓ               ｎｏｔ               ｎｅｅｄｅｄ               ｉｎ               ｐｒｉｎｔ,               ｂｙ               Ｍａｒｉｅ               Ｇｒｉｆｆｉｎ. Ｍｅｄｉａ               Ｂｕｓｉｎｅｓｓ               Ｏｎｌｉｎｅ:               Ｆｅｂ               2008.

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