Special Supplement to

Sponsored by

April 2003

Best Practices in Enterprise Content Management

Andy Moore . . . . . . . . . . . . . . . . . . . 2 The Next Big Thing… AgainTwo years ago, in the very first of these KMWorld White Papers, I floated a radical idea: that content management was poised to supersede all other forms of “data” management as the singlemost important value-enhancing, wealth-creating, asset-leveraging, technology-aided effort that anymodern business could possibly attempt. Last month, I somewhat meekly (for me) suggested that myself-fulfilling prophecy had come to pass: that the term “Content Management” is now the equivalent of, and interchangeable, with “Information Management.” Now I’ll say it with a littlemore force: Content Management is all that matters. . . .

Michael W. Harris, FileNet . . . . . . . . 4 ECM: Make Better Decisions FasterAs content continues to grow exponentially, companies struggle with issues of aggregating, sharingand using various types of content. In fact, content management was ranked the No. 2 priority—second only to security—in Gartner’s 2002 CIO Survey. However, simple and passive managementand delivery of content is no longer adequate to meet the needs of today’s business environment.Today, companies need every advantage to differentiate themselves, to maximize competitive edge and shareholder value. . . .

Mike Hall, Sony Electronics . . . . . . . 6 Intelligent Archiving and Storage for Compliance and Knowledge MiningEmail is no longer just an informal, transient messaging mechanism—it’s a vital part of an organization’s infrastructure. But while the dynamic flow of e-mail is now recognized as the lifebloodof an enterprise, the value of its content is often overlooked. The items held in mailboxes and sharedfolders, for example, are a vital information asset both as a major part of each individual’s knowledge base, and as a significant intellectual property asset of the organization as a whole. . . .

eManage . . . . . . . . . . . . . . . . . . . . . 8 Marrying Records Management and ECMElectronic Records Management is emerging as a key component of enterprise content lifecycle management. It is the ability to systematically capture, process, organize, retain and preserve,provide access with security and finally dispose of official corporate content based on rules definedby the organization and mandated by laws and industry regulations. Today, more than ever,managing content lifecycle has become a key requirement. . . .

Conleth O’Connell, Vignette . . . . . . 9 Unifying the Management of Portals and ContentYou’ve likely seen the trend of departments in your organization creating unique Web sites to accelerate their collaboration or communication with customers, employees or partners. They’velikely labeled it a “portal.” However, as this trend accelerates, it presents both challenges and opportunities for organizations seeking a competitive edge. The key to successfully harnessing portals across your enterprise, and the valuable information contained within them, is to implement a portal management solution. . . .

Angus Bankes, Moreover. . . . . . . . 10 Taking on the Challenge of ECMContent management is a tough job and it’s not going to get any easier. The glut of informationonline continues to grow, not only in the types of content known to the Internet but even more so withthe advent of lightweight publishing tools. Geek and respected journalist alike can now have theirsay. Online publishing can be done easier, quicker and cheaper than ever before, resulting in nearinstantaneous travel of breaking events, instant editorials, and opinions online. . . .

Selected Remarks . . . . . . . . . . . . . 11 The Case for Content ManagementIn the words of White Paper authors, powerful statements regarding the value of enterprise content management.

Lydia Bennett, KVS, Inc. &

the driver for business process is relativelynew and radical.

“We were considered a little bit ‘outthere’ by some of the financial and industryanalysts three years ago. But we knew wewere on the right track because we werevalidating it all along with customers,” saysHarris. They heard over and over thatunstructured content is tied together withthe business process, rules and workflowsthat define how business operates. “Withinthree years, ALL customers will demandenterprise content management that natu-rally includes process management andconnectivity with their line-of-businesssystems,” he predicts.

And Harris warns that “customers won’tbe satisfied with a one-off solution that’srelated only to ‘publishing, formatting andviewing’ content. Which is unfortunatelywhat too many products offer today—there’s not enough of an ROI to convince(customers) to deploy” these non-process-savvy solutions enterprise-wide.

Of course, this is the core message thatFileNet would be expected to deliver: Itsnew P8 architecture is predicated on thelinkage between content, process and con-nectivity. But it’s more than an empty prod-uct pitch. This unified view of the worldaccurately shows how inextricably linkedcontent and process has become.

Here how it has progressed:Level One of the problem is: “I need to

publish documents to the Web.”

Level Two of the problem: “I need topublish documents to the Web in a way thatcomplies with all the regulatory rules I’mforced to work under, and be able to do soin a structured, repeatable way, because Ihave to do it all over again tomorrow.”

Level Three of the problem demandsthat I can aggregate all the various docu-ments and other forms of information andpresent it in such a way that conforms to“the way we do things.” (For example, inorder to pay an accident claim, all the vari-ous documents have to be in the properfolder, in the proper form, so that the peo-ple in my company will process that claimand get the guy paid.)

Moving up a notch to Level Three-and-a-Half: “The customer needs to receive pos-itive assurance that the interaction was valu-able to him. So there needs to be immediateimpact on all the systems and processes thattouch the customer.” So, for example, if Icall with a customer service problem, and aresolution results from the call, I want to goonline and view that resolution-update inmy account.

All the above is mechanics. It’s pluggingaccess into information, tab A into slot B.

Special Supplement to

The Next BigThing...AgainBringing Content to Life

Two years ago, in the very first of these KMWorld White Papers, I floated a radicalidea: that content management was poised tosupersede all other forms of “data” manage-ment as the single most important value-en-hancing, wealth-creating, asset-leveraging,technology-aided effort that any modern busi-ness could possibly attempt. Last month, Isomewhat meekly (for me) suggested that myself-fulfilling prophecy had come to pass: thatthe term “Content Management” is now theequivalent of, and interchangeable, with “In-formation Management.” Now I’ll say it witha little more force: Content Management isall that matters.

Michael W. Harris, SVP of WorldwideProduct Marketing, Strategy & CorporateCommunications, FileNet, sets the stage:“Our customers’ problems are all aboutdriving a decision, whether that meansanswering a question about a loanapproval, or telling an agent how much topay on that insurance claim, or telling aconstituent whether his tax is going toincrease next year, and why. What theyneed is a framework to drive a correct deci-sion quickly.”

And the fuel for that drive is content.“Our strategy is to drive the unity of contentmanagement and process management andworkflow,” continues Harris. “We discov-ered this: Customers know they’ve got acontent management problem. They knowthey’ve got to assemble documents into fold-ers, and store them. But the new questionthey’re increasingly asking is ... Why?”

And it turns out there are several rea-sons. “They need to comply to regulatoryrequirements, sure,” says Harris. “But theyalso need to comply with their own businessrules and make sure that the content man-agement serves the business process in thebest possible way.” Content managementthat is not designed from the ground up withthe sole purpose of complying and servingthe business process is misguided. And it isdoubtless that many such misguided contentmanagement efforts have been launchedover the years. This notion that content is

April 2003S2

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

most significant business and organizationalrevolution: the drive to leverage knowledge assets(documents, records, information and objectrepositories) and the expertise of knowledgeworkers in order to create true learningorganizations. He can be reached atandymoore@adelphia.net and welcomes feedbackand conversation.

Andy Moore

By Andy Moore, Editorial Director, KMWorld Specialty Publishing Group

"This unified view of the world

accurately shows how inextricably linked

content and process has become."

Special Supplement to April 2003 S3

Important stuff, and not as trivial as it soundswhen you’re a multi-million dollar, interna-tional insurance company, say.

But it’s Level Four of the problem thatwill kill ya. It’s the “DEFCON 5” of businessprocess, and we’re only just scratching thesurface of preparedness. There’s not enoughduct tape and plastic in the world to solve itwithout getting the basic message straight inyour mind. Level Four is: “Take all theabove, and Do It Better.” And believe me,just doing it at all is hard enough. This iswhere many enterprises spend most of theirtime, money and energy.

But facing Level Four means getting anew definition of the role of content. “Wehave a concept of ‘Active Content’, saysHarris, apologizing not a bit for introducinga new slogan to the vernacular. “Contentcan’t just be about capturing and archiving.It can’t just be about creating a PDF andmaking it viewable. Content has life! And ithas to interact and react with other businessprocesses across the organization to trulyhave value.”

It’s hard to avoid the Dr. Frankensteinimagery—“it’s alive!”—but there’s a strongargument to be made that the transformativemoment for document management—whenit changes from its steady state to somethingdifferent—is when content is seen as anactive participant in business process, not adead, passive object. Making this leap will bethe life-altering challenge for business in thenext three to five years. Some will make it;some won’t.

The Difficult I Can Do;The Impossible Takes Longer

My two kids are ages 7 and 9. Because ofthe secret influence of alien intruders some-time in the ‘90s, my kids—like all kids theirage—intuitively understand computergames. They don’t need a manual. Theydon’t do the “orientation” training thatgames come with these days. They just,know, somehow, how to play these damnedgames. (My seven-year-old son can also beatme at chess, but that’s due to good genes onhis mother’s side.)

I noticed the other day that they wereplaying this particular game a lot, andseemed to be always somewhere in the firstfew levels. “Is that all this game does?” Iasked. “Aren’t there more levels?”

“Oh, yeah, but it gets hard after theReally Bad Monster level, so we start allover again.” Their response right now is toplay it safe. They’d rather play in the famil-iar fields than risk venturing into unknownterritory. Educators tell me that their reluc-tance is age-appropriate, and once they’veconquered the easy stuff, they’ll eventuallymove on to where the really good stuff is. Itold my kids this, and they gave me one of

those “parents are so dumb” looks. Whyshould they move on? They are perfectlyhappy to win the battles they know how towin. Why take on the unknown?

Despite the imperative to transform busi-ness processes—“Better Living ThroughContent”—the everyday management ofcontent still remains a key point of pain intoday’s businesses. And as if all those trans-actional documents, contracts, invoices andexpense reports weren’t bad enough, Godgave us e-mail. The management, storage,access and risk management aspects of e-mail are mucking up the works for an awfullot of well-meaning document and recordsmanagers.

Starting life as a software developmenteffort in a hardware world, KVS was origi-nally part of DEC, then of Compaq, beforebeing spun out by its management group asa solutions provider in its own right. Servinginitially as an archiving solution forMicrosoft Exchange, KVS has always seenthe inherent problem and the need for a solu-tion in the massive amount of e-mail beingcreated daily—make that hourly—in everybusiness under the sun. KVS has (sinceabout 1999) sold archiving software formore than 1-1/2 million mailboxes. But theydidn’t stop there.

“There’s obviously value in storinginformation,” says Mary Kay Roberto, VPand General Manager, North America, forKVS. “But there’s much more value inbeing able to use that information to thebenefit of the organization.” The key isfinding out how all that information thatgoes into the “vault” (their product isbrandnamed “Enterprise Vault”) becomesvaluable to some specific responsibility inthe organization. “Our approach is tobuild specific views into (the unstruc-tured) data that are templated around avertical function,” Roberto explains, withthe current emphasis on compliance byfinancial services companies required bythe SEC and other regulatory arms, andfor legal departments that need to reply tocourt subpoenas, etc. Pretty targeted, pret-ty specific stuff.

What’s key—and very interesting in thecontext of this White Paper—is that KVSviews the content repository as a single, cen-tralized vault that contains raw informationthat can be either extremely relevant or not,depending on the business process demand-

ing the information. An e-mail about a lunchmeeting might be seen as innocent junk tome, but that meeting might have been calledin the course of a thread of e-mails that dis-cusses a subject the SEC might find sensi-tive—“Dear Martha, how’s Tuesday for you?Wednesday will be too late, if you knowwhat I mean....”

As we’ve been saying, it’s not merelycontent that matters, it’s the context inwhich it’s applied in the course of doingbusiness. Without that context, the merepublishing, storage and retrieval of contentis meaningless.

But there’s one more inescapable con-clusion: If practically every little e-mail isimportant to somebody, then that has to beone honkin’ humongous vault! It is, and ifSony has anything to do about it, it’ll getmore honkin’ very soon. Sony, according toMichael Hall, product development andmarketing at Sony electronics, has partneredwith KVS specifically because of thisenlightened view of the repository as asource of value to various functional users,and that value varies depending on who’sdoing the searching and why. It’s not a mys-tery, then, that Sony is one of the leaders increating a larger, more reliable near-linestorage medium from the emerging next-generation “blue laser” technology.

“We see ourselves at the very center ofthe enterprise. Behind the scenes, maybe,but absolutely critical,” says Hall, and Icouldn’t agree more. “We choose partners,like KVS, who can leverage our storagecapabilities to make the content useful to abusiness’s goals.”

Content at the center of the enterprise,and driving every business process? Soundslike a brave new world. Get ready.

To find out what the other participantsin this White Paper have to say about theintersection of content and process, quicklyturn to page 11. ❚

Andy Moore is an editor by profession and temperament, havingheld senior editorial and publishing positions for more than twodecades. Moore is currently serving as Editor-in-Chief of KMWorld(formerly ImagingWorld) Magazine. Moore also acts as a contracteditorial consultant and conference designer. As KMWorld’s SpecialtyPublishing Editorial Director, Moore acts as chair for the current seriesof “Best Practices White Papers,” overseeing editorial content, con-ducting market research and writing the opening essays for each ofthe white papers in the series. Moore, based in Camden, Maine, canbe reached at andymoore@adelphia.net

"It's not merely content that matters,

it's the context in which it's applied in

the course of doing business."

change. Business today requires activatingcontent to solve real business issues.

Enter Enterprise Content Management(ECM), which supports the business decision-making process by leveraging content, processand connectivity. While basic content man-agement technologies and tools have been inexistence for more than 20 years, it is the in-tegration of these same technologies today thatpromises even more powerful and rapidly at-tainable results. Unlike traditional, niche doc-ument management and Web content man-agement technologies, ECM helps businessesachieve better business results by enablinggreater access to content, optimizing businessprocesses and connecting disparate systems,people, applications and databases. This en-ables companies to more effectively manageand leverage content that drives their businessto make better decisions faster.

ECM’s Role in Enhancing Decision Making

ECM promotes rapid decision making ina number of ways. First, it allows businessesto apply business rules to automate processes,reducing the need for human intervention inroutine or low-risk decisions. This enablescompanies to apply valuable human resourceswhen there is an exception (for example, aloan amount over a pre-established value) re-quiring a human decision.

Speed is of the essence in this equation.The faster you can process a business trans-action, the more transactions you process. Themore transactions you can process, the moreclients and more businesses you service, andthe more revenue you generate. Faster deci-sion making not only shortens cycle time, itreduces handling costs—and ultimately in-creases profitability.

Additionally, ECM aggregates the rightcontent and delivers it to the right people at the“critical moment” when a decision must be ex-ecuted, so they have all the information neces-sary to make real-time decisions. This also sub-stantially reduces the likelihood that employees

will make poor decisions, helping the companymanage its exposure to risk. While it’s difficultto capture the cost of wrong decisions withinthe enterprise, it’s easy to appreciate their cu-mulative effect. One wrong decision may costyou money—many wrong decisions may putyour company out of business.

Defining Active ContentImagine a business that has a handle on all

of its content, yet no processes in place to ex-ecute business decisions based on this con-tent. Now consider the flipside: a business thathas comprehensive processes in place, yetlacks the ability to capture and manage thecontent critical to providing the right contextfor decision making.

The simple management and delivery ofcontent does not provide sufficient value in to-day’s business environment. Content by natureis event-driven. Events trigger the use, creationand management of content and associatedprocesses. In fact, most business situations re-quire content, process and connectivity to vary-ing degrees. They must work together to facil-itate information exchange. And connectivityis key, as many organizations have “stove-piped” applications, creating obstacles for dataand content exchange.

Harnessing the power of content, processand connectivity, ECM “activates” content bycreating relationships between documents,Web pages, folders, etc. and the processes andbusiness systems that are critical to the opera-tion. “Active” content reacts to changes orevents and is put to work to solve businessproblems in real-time. (Imagine a runner,crouched at the starting line, poised to take offat the exact second the starting gun fires.)

Content becomes “active content” when itis: 1) proactively delivered when and where itis needed to accelerate decisions; 2) when it isenabled to react to business or transactionalevents, and 3) when its context can launch

Special Supplement to

ECM: Make BetterDecisions FasterThrough a Focus on Content, Process and Connectivity

As content continues to grow exponentially,companies struggle with issues of aggregat-ing, sharing and using various types of con-tent. In fact, content management was rankedthe No. 2 priority—second only to security—in Gartner’s 2002 CIO Survey. However, sim-ple and passive management and delivery ofcontent is no longer adequate to meet theneeds of today’s business environment.

Today, companies need every advantageto differentiate themselves, and to maximizecompetitive edge and shareholder value. Costand revenue aspects are more important thanever before, as is the need to deliver compre-hensive value-added customer service in re-sponse to an increasingly sophisticated anddemanding consumer base. Key to achievingthese goals is improving the way decisionsare made. Let’s face it—to a great extent, thequality and quantity of decisions made by acompany determine its competitiveness.

Better, Faster Business Decision Making

Consider that across industries and aroundthe world, critical business decisions that de-fine an organization's very existence are madehundreds and thousands of times each day.Loan applications are being accepted (or de-nied), manufacturing designs are approved (ordenied), insurance is granted (or denied). Themethods of arriving at these decisions, andtheir outcomes, have a significant impact onthe financial health and reputation of a com-pany, as well as its ability to meet return on in-vestment, response time and cycle time goals.

Better, faster decision making is chal-lenging for most organizations due to the factthat the information required to make vitalbusiness decisions is spread throughout thecompany in multiple formats, IT systems, lo-cations, business units, even time zones. Tofacilitate decision making, content and datamust be shared across applications, businessprocesses and organizational boundaries toincrease responsiveness and knowledge ex-

April 2003S4

Michael W. Harris issenior vice presidentof Worldwide ProductMarketing, Strategy & CorporateCommunications andis responsible fordriving FileNet’s long-term productplans, pricing,packaging, andcorporatecommunications, all

with a focus on Enterprise Content Managementproducts and solutions.

Michael W.Harris welcomes your comments regardingthis feature.You can reach him via email atmharris@filenet.com or at 714-327-3998.FileNet will beexhibiting at booth #1313,at the AIIM 2003 Expositionand Conference at the Jacob K.Javits Convention Centerin New York April 7-9.

Michael W. Harris

By Michael W. Harris, SVP of Worldwide Product Marketing,Strategy & Corporate Communications, FileNet

Special Supplement to April 2003 S5

business processes or updates to enterprisebusiness applications.

Active Content in ActionApplying the active content concept, com-

panies can use business rules to automateprocesses, reducing the need for human in-tervention in routine or low-risk decisions.This automation eliminates both the cost andpotential for errors associated with human-based workflow, and allows companies to ap-ply expert human resources when and wherethey can add the most value to the decision-making process.

Aside from cycle time and cost advantages,automated workflow also assists companies incomplying with security and privacy regula-tions by limiting file access to only designatedpersonnel and providing audit trails.

The value of active content can be observedwhen a customer calls with a common queryabout a service request (for example, a policychange). This query is the event that createsthe need to use, create and manage content.Specifically, this event triggers a requirementto identify, locate and extract specific contentrelated to the status of the request. The data andcontent related to the sales order process maybe located in various systems and applications(i.e., a CRM system, a customer database, orperhaps a third-party contract managementsystem). Connectivity is then necessary to ag-gregate, integrate and update this broad range

of content that exists in different locationsacross the enterprise. As a result, these inquirescan be serviced more quickly and accuratelythan ever before and new or updated informa-tion can be immediately captured and sharedwith the rest of the organization.

Companies using ECM to activate theircontent are seeing significant ROI. For ex-ample:◆ CNA Insurance lowered claims handling

costs by 11 percent and improved claimsprocessing productivity by 53 percent. CNAnow pays 1.7 million claims automatically,and 93 percent are paid within 28 days.

◆ The Missouri Public Services Commission,which regulates 1,100 public utilitiesstatewide, has seen average productivitysavings of an hour and a half a day per em-ployee—an estimated ROI of more than $3million a year.

◆ Standard Bank of Africa, which operates674 outlets throughout South Africa, has

seen improvements in productivity of 140percent turnaround on financial decisionsreduced from seven days to an average ofseven minutes, and reductions in headcountby 50 percent to 60 percent in one location,resulting in significant cost savings.

Empowering Your Business with ECMToday’s ECM technology is more accessi-

ble and easier to deploy than ever before, whichmeans if you’re not incorporating ECM intoyour business, your competition probably is.

When sourcing ECM technology, be sure tolook for a vendor that offers the full range ofECM capabilities, yet offers a modular ap-proach so you can purchase only what you needand add more capabilities as your needs change.This “one-stop shopping” also reduces the risksassociated with contracting multiple vendors, aswell as lowers total cost of ownership.

Look for products that offer enterprise-level scalability and flexibility to handle themost demanding and complex content, busi-ness process and application integration chal-lenges. Finally, look for critical integration ca-pabilities, which will ensure your new ECMtechnology will “play nicely” with existing in-frastructure and legacy systems.

The end result will be an ECM system thatdelivers compelling ROI—in the form of im-proved business agility, response and cycletime, as well as lower transaction costs. Butthe killer ROI will come in the form of better,faster decision making, ensuring that the over-all health, reputation and market share of yourorganization continues to grow. ❚

FileNet Corporation (Nasdaq:FILE) helps organizations make betterdecisions by managing the content and processes that drive their busi-ness.FileNet’s Enterprise Content Management (ECM) solutions allowcustomers to build and sustain competitive advantage by managingcontent throughout their organizations, automating and streamliningtheir business processes, and providing the full-spectrum of connectiv-ity needed to simplify their critical and everyday decision making.

FileNet ECM solutions deliver a comprehensive set of capabilitiesthat integrate with existing information systems to provide cost-effective solutions that solve real-world business problems.

Since its founding in 1982, more than 3,800 organizations, including80 of the Fortune 100, have come to depend on FileNet solutions forhelp in managing their mission-critical content and processes.

Headquartered in Costa Mesa, Calif., the company markets its inno-vative solutions in more than 90 countries through its own globalsales, professional services and support organizations, as well as viaits ValueNET® Partner network of resellers, system integrators andapplication developers.Enterprise Content Management aids decision making through a focus on content,process and connectivity to other applications,databases and systems.

"Today's ECM technology is more accessible

and easier to deploy than ever before, which

means if you're not incorporating ECM into your

business, your competition probably is."

vant information is continuously evaporatingout of the organization.

A Further IssueThe total body of unstructured informa-

tion in the organization is itself an informa-tion asset, ready to be explored and exploit-ed. It is possible to envisage advanced toolsin this space that will take advantage of thefact that not only is there a massive amountof raw information stored within the organi-zation, but also the metadata defining howthat information was routed or shared is alsorecorded. If that data is fully interpreted andexploited then there are very exciting oppor-tunities for using it to re-engineer businessesand maximize the effectiveness of theiremployees. Needless to say, if the body ofinformation is continuously reduced throughevaporation, or if it is distributed in thou-sands of local and personal stores, then it isnot in a position to be exploited.

Legal DiscoveryGiven the growing number of corporate

lawsuits and increased issuance of govern-ment subpoenas, implementing e-mailretention polices has become a must-do. Youdon’t have to be a corporate giant under sus-picion to have your e-mail requested as partof legal discovery in a lawsuit or inquiry.Thanks to Federal Rules of Civil Procedureand many similar state rulings, corporate e-mail is recognized as a discoverable form ofelectronic information, which must be pro-duced on demand if requested. The burdenis often on your legal counsel to produce therequested data; the problem is, producing e-mail for electronic discovery is an extreme-ly expensive and labor-intensive task.Without the proper tools, locating and sift-ing through enormous volumes of e-mailand attachments can prolong legal defensework and possibly cripple your ability torespond. As many enterprises have learned,it’s better to be prepared than be surprisedduring the discovery process.

Regulatory ComplianceApart from its use as a knowledge store,

there is another more pragmatic and oftenmandatory reason to manage unstructuredinformation properly, and that is the law. Inmany sectors, especially finance, pharmaceu-ticals and government, there are already legalmandates to retain some or all of informationcontained in e-mail. Surprisingly, manyorganizations simply apply general backupprinciples to their e-mail hoping they willnever have to retrieve the content. In today’sbusiness climate, with increasing scrutinyfrom regulatory bodies that demand strict e-mail retention policies, the most effective andpragmatic approach is to implement intelli-

Special Supplement to

Intelligent Archiving andStorage for Complianceand Knowledge Mining

E-mail is no longer just an informal, tran-sient messaging mechanism—it’s a vital partof an organization’s infrastructure. But whilethe dynamic flow of e-mail is now recog-nized as the lifeblood of an enterprise, thevalue of its content is often overlooked. Theitems held in mailboxes and shared folders,for example, are a vital information assetboth as a major part of each individual’sknowledge base, and as a significant intel-lectual property asset of the organization asa whole. This means that the problem ofmanaging e-mail is not just one of keeping itmoving and preventing it from clogging upfrontline storage. Now it’s also about pro-tecting and fully utilizing the contents of e-mail—a “knowledge management” problemin the literal sense.

Information EvaporationMost organizations today have typically

done little or nothing in the way of an infor-mation retention policy for e-mail. Theytend to concentrate primarily on the practicalissue of controlling storage growth by limit-ing mailbox sizes and applying storage quo-tas, with little thought being given to pre-serving the content. As users hit their quotalimit enforced by the administrators, they areautomatically prevented from sending oreven receiving e-mail, which immediatelyputs them under pressure to do housekeep-ing with little or no direction as to whatshould be retained and how. As a result,important items tend to be deleted, moved toprivate stores or forwarded to external mailsystems. Unfortunately, information movedout of central systems is information lost.This situation is exacerbated by regular staffturnaround; when people leave the organiza-tion, privately stored information goes withthem. Administrators also jump on thechance to delete past employee mailboxesrather than leaving them to consume storage.The overall effect is that important and rele-

April 2003S6

By Lydia Bennett, KVS Inc. & Mike Hall, Sony Electronics

Special Supplement to April 2003 S7

gent e-mail archiving and WORM technolo-gies. As a result there is an immediate oppor-tunity to harness information mining andsearching technology to implement audit andsupervisory functions. Even the legal impli-cations of deleting the e-mail, which inessence is a legal record, need to be consid-ered. If not managed properly, the risk of severe penalties now seems almostinescapable wherever litigation can apply.

Content Archiving with KVS Enterprise Vault

Content archiving software, including e-mail archiving, should be designed for alle-viating the pains, pressures and risk compa-nies feel from the explosive growth of infor-mation in messaging and collaborative sys-tems. From legal and regulatory compliance

and risk mitigation to infrastructure andmigration challenges, good archiving soft-ware should bring industrial strength to e-mail and collaboration systems by protectingand preventing a company’s intellectual cap-ital from becoming lost or dormant. KVSdeveloped its flagship product, EnterpriseVault, precisely to meet these goals.

Sony, one of the hundreds of KVS cus-tomers, attests to the importance and rele-vancy of Enterprise Vault. “Most corporatee-mail systems are the backbone for sharinginformation for many companies. If youdon’t apply some sort of e-mail storage,archive, retrieval and lifecycle managementsystem, you need more and more exchangeservers to cope with the PST files. As theamount of e-mail flying between themincreases, the amount of data increases asdoes the time and cost involved in back up

and restore,” said Max Griffiths, a Sony UKLtd Network and Server Team Leader.“With Enterprise Vault, we are able to takethe old, infrequently used e-mail out of thesystem and securely store it. In doing so, wecan keep our Exchange system lean and getgood speed for our users. Without it, ourday-to-day database would just get biggerand slower.”

Sony also wanted to find a full solutionthat would provide lifecycle management ofe-mails and access to older e-mails. “Wewanted a system that would remove the risksassociated with PST storage, as well asimprove legal compliance through e-maillifecycle management,” Griffiths adds. “Alot of the products we looked at were not100% stable. Enterprise Vault is one of thefew robust, comprehensive e-mail manage-ment systems on the market.”

Protecting Information with Sony OpticalWhile RAID is the most commonly used

storage technology, its rewriteable character-istics fall short of meeting the guidelines ofregulatory markets. The addition of anOptical Library System provides companieswith the means to create a regulatory com-pliant high-performance storage solution.Because optical drives support both WORMand rewriteable media, optical libraries canstore information required to meet legal andregulatory guidelines on WORM media,while the rewriteable media provides eco-nomical storage load balancing with theRAID. And because of optical’s high-per-formance seek times and transfer rates, usersmay not distinguish if they are retrievinginformation from an optical drive or RAID.This performance advantage, combined withthe disk caching and prefetch features ofoptical library management software, caneffectively make the media swap times asso-ciated with optical libraries virtually trans-parent to the users. ❚

KVS Inc.and Sony Electronics offer industry-leading products and technolo-gies to help businesses address the challenges highlighted in this article:

◆ An intelligent and efficient e-mail and content archiving product;◆ Compliance Accelerator to ensure regulatory compliance, includ-

ing supervisory functions;◆ Discovery Accelerator to provide corporations with a

cost-effective and efficient way to retain, manage, and searchyour e-mail and attachments;

◆ Multifunction Optical drives with compliant WORM (Write OnceRead Many) and high performance rewriteable storage technology.

To find out more about Enterprise Vault from KVS please visit us athttp://www.kvsinc.com.You may also contact us via e-mail atinfo@kvsinc.com, or by phone at +1 877-358-2858.

For more information on Sony's optical products, emailmike.hall@am.sony.com or visit www.storagebysony.com/oem

Win a chance to receive a free, personalized ROI study fromKVS and find out how Enterprise Vault can save you moneywhile optimizing your Microsoft Exchange Environment.Simply e-mail info@kvsinc.com with the subject line “I want towin a free ROI study”and you will be contacted with thedetails of this exciting opportunity.

The City of Oceanside, CA, recog-nizes the value and importance of thecontent being generated and receivedvia government e-mail. Oceanside policystates that all e-mails associated with theconduct of the City are considered publicrecords and must be retained at a mini-mum for two years. The preserved e-mailmust also be easily accessible for bothCity management and fulfillment of pub-lic records requests as similarly definedby Federal Freedom of Information Act(FOIA) standards.

While this aggressive retention policywas initiated to protect and better servecitizen interest, the City e-mail systembecame flooded with critical public infor-mation, creating numerous issues forOceanside’s existing Microsoft Exchangeenvironment:

◆ City e-mail records were being lost ordeleted by human error;

◆ Backups failed to adequately supportrecovery requests;

◆ Lack of search functionality maderetrieving City e-mail difficult.

To solve these problems, the City ofOceanside implemented Enterprise Vaulte-mail content archiving from KVS Inc.to address recovering lost e-mail andassured compliance to public recordsrequests and City policy.

“Enterprise Vault dramatically simplifiesour e-mail management and recoveryprocess,” said Michael Sherwood, CIO of

the City of Oceanside. “The amount oftime saved by restoring e-mail throughEnterprise Vault vs. backup is immense.What used to take us hours now takes fiveminutes.”

Managing an Exchange environmentof 1200 users, Oceanside’s IT departmentmust regularly process public recordsrequests for City e-mail as well as addi-tional requests to restore City e-mailfrom backup. With Enterprise Vault inplace, Oceanside has reduced the searchand retrieval time of its e-mail requests by 95%.

Enterprise Vault Mailbox Archivingstreamlined Oceanside’s environment byeliminating any need for mailbox quotasor message size restrictions, and itsJournaling feature automatically capturesand saves a copy of every message pass-ing through the Exchange server. Lost oraccidentally deleted e-mail is a thing ofthe past because users can search andretrieve their archived e-mail directlyfrom Outlook, and the City can instantlysearch and fulfill all public recordsrequests via a centrally accessible archiveof all City e-mail.

“On the legal side, Enterprise Vaultenables us to recover not only messagesbut also attached documents via the key-word search feature. It allows us tosearch text within an attachment andthat’s another great time saving feature,”said Sherwood.

The City of Oceanside—A Case Study in E-Mail Retention

archival, preservation and persistence; and theaccess, retrieval, redaction and disseminationof these archived records.

Next-generation electronic records man-agement solutions need to extend their tradi-tional records lifecycle management func-tionality to encompass technologies that canmanage content lifecycle along the followingguidelines:◆ Capture content declared as official cor-

porate records;◆ Interpret the content of these records and

process them based on content policiesdefined by the organization;

◆ Authentically store, preserve and securethese records;

◆ Provide access to the content, free fromdependency on where it is stored (physi-cally or as part of a superset of other con-tent); and

◆ Provide an auditable process for the iden-tification, archiving, retention and disposi-tion of content based on corporate policies,and legal and industry regulations.The above must be provided seamlessly

within the content management environment.It must be also applied to the content while itremains in its native environment and inte-grated with the existing business processes. Inaddition, this technology must be extended toan ever-increasing variety of document for-mats stored in a wide variety of sources.

Leading Edge Records Management

Most current records management prod-ucts are self-contained and closed systemstargeted at the RM professionals. Theseproducts require the physical migration ofdocuments from their source repositories totheir own proprietary repositories, which ul-timately leads to the creation of isolated is-lands of information that are disjointed fromthe rest of other corporate content.

Leading Edge Records management mustbe able to integrate seamlessly into the con-tent management environment so that docu-ments and records are handled in a seamlessmanner (with the additional controls imposedon the records):◆ It must manage records, apply security to

them, perform retention and disposition ac-tions on them while they remain in their na-tive repositories;

◆ It must provide simultaneous support formultiple types of record repositories;

◆ It must maintain the integration of docu-ments that become records with businessprocesses; and

◆ It must interpret the content of recordsbased on corporate policies and subse-quently apply actions to these records basedon these policies.

The benefits of such an approach are nu-merous and include:◆ Direct bottom line benefits, such as:

leverage of existing IT infrastructures,procedures, and personnel; reduced totalcost of ownership; improved productivityand efficiency; reduced legal risks; andelimination of expensive and unreliablemigration of records between stores.

◆ Indirect, intangible benefits, such as:improved access to corporate knowledge;and higher user acceptance.

◆ Better customer service through: effec-tive and efficient servicing of external (pub-lic, corporate, etc.) information requests;and compliance with privacy and access toinformation regulations and laws. ❚

eManage provides key technology components to be embedded inenterprise content management solutions, and has been a pioneer indeveloping innovative software solutions for electronic records man-agement and email archiving and lifecycle management.These solu-tions address the market needs for intelligent content interpretationand processing, content lifecycle management and archiving.eManage products enable organizations to improve productivity,reduce the total cost of ownership of its’messaging infrastructure,mitigate legal costs and risks, ensure compliance with corporate poli-cies and enable regulatory compliance.

eManage enjoys a top tier leading position in North America as aprovider of electronic records management and email managementsolutions.eManage products are U.S.DoD 5015.2 certified and compliantwith several industry regulations such as SEC 17a-4,HIPAA,FDA rule 11and Canadian PIPEDA/C6.Headquartered in Ottawa,Canada,eManagemarkets its innovative solutions worldwide through a network of distrib-utors,OEM partners,value added resellers and system integrators;withcustomers in government,securities,healthcare,utilities and banking.

Special Supplement to

Marrying RecordsManagement andEnterprise ContentManagement

Electronic Records Management is emerg-ing as a key component of enterprise con-tent lifecycle management. It is the abilityto systematically capture, process, organize,retain and preserve, provide access with se-curity and finally dispose of official corpo-rate content based on rules defined by theorganization, and mandated by laws and in-dustry regulations. Records Management isan emerging infrastructure function, and ul-timately, a component of ECM.

Rescuing Corporate KnowledgeToday, more than ever, managing content

lifecycle has become a key requirement by allenterprises regardless of their industry focus.It is now widely accepted that organizationslacking a clear program for implementingcontent lifecycle management solutions mayfail to systematically capture their corporatecontent, organize it in a corporate classifica-tion, preserve it and manage it. These organi-zations run the risks of accidental or some-times deliberate destruction of official con-tent, the unnecessary and expensive retentionof obsolete content, and most importantly theloss of a key asset in the organization—“cor-porate knowledge”—resulting ultimately innon-compliance with legal and regulatoryobligations. The capabilities required to deliv-er such seamless solutions include the receiptand processing of records for storage,

April 2003S8

By eManage Inc.

Special Supplement to April 2003 S9

formation,” then deliver it to the device andformat the user needs or desires.

◆ Managing portal growth. As the needfor portals across the enterprise grows, ITorganizations have to find a way toquickly assemble and deploy new portalsbased on a standard set of capabilities andconfigurable applications. IT has to main-tain control over mission-critical aspectsof these portals, such as authentication,hosting and failover, while distributingthe day-to-day management of the siteand the information to the business userswho need it.

Vignette’s Portal Solution

Vignette’s platform for creating, deploy-ing and managing enterprise Web applicationsensures that organizations gain maximum ad-vantage from their IT infrastructure, informa-tion and customer interactions. IT teams gainthe power of a comprehensive suite of infor-mation management and delivery capabilitiesfor departmental and enterprise portal de-ployments through:

◆ Comprehensive content integration, appli-cation adapters, multi-level workflow, datatransformation and syndication tied to a“virtual content repository” model that ac-cesses and manages enterprise informationand business processes, and delivers themin context.

◆ Observation, analytics, segmentation, im-plicit and explicit personalization and meta-tagging that matches user needs with in-formation from virtually any data sourceacross the enterprise.

◆ The most advanced portal frameworkavailable today that quickly configures,deploys and manages multiple advancedenterprise portals.

◆ Modular, reusable out-of-the-box manage-ment console and desktop integrationscombined with best practices and packagedservice offerings.

◆ Completely integrated with Vignette’s flag-ship content management for sophisticatedenterprise information management needs.

The Benefits of Vignette’s Portal ApproachAll businesses want to increase revenue,

improve productivity and decrease costs. WithVignette’s portal capabilities at the core of theirunified Web strategy, organizations can:

◆ Target and deliver complete informationin context to customers, suppliers, em-ployees and partners.

◆ Deliver customized information that im-proves productivity by enabling users tomake informed business decisions.

◆ Reduce ownership costs across all enter-prise Web applications by deploying andmanaging all portal capabilities through aunified management console.

◆ Gain competitive advantage through rapidassembly and deployment of applicationsto meet tactical business needs.

◆ Reduce the deployment risk associated withbuying from multiple vendors and having tointegrate their often-incompatible products.

With Vignette, organizations can quicklyassemble, deploy and manage multiple on-line portal applications that capitalize on theirinfrastructure, information and interactionsto deliver the information users need, whenthey need it. Vignette’s capabilities have beenput to the test in more than 2,000 live site im-plementations. ❚

Not all portals are created equal.Visithttp://www.vignette.com/eval for a free evaluation guide forcontent management and portal solutions. See how the combinationof Vignette and Epicentric can get you up and running faster, andreduce your ownership costs on your Web initiatives.

Unifying the Managementof Portals and Content

You’ve likely seen the trend of departmentsin your organization creating unique Web sitesto accelerate their collaboration or communi-cation with customers, employees or partners.They’ve likely labeled it a “portal.” However,as this trend accelerates, it presents both chal-lenges and opportunities for organizationsseeking a competitive edge.

The key to successfully harnessing portalsacross your enterprise, and the valuable in-formation contained within them, is to im-plement a portal management solution that in-tegrates the infrastructure, information andinteractions that users have within these ap-plications. This unified and comprehensiveapproach ensures that across all lines of busi-ness, users have access to the right informa-tion to make informed decisions and applica-tions that scale to the needs of the entireorganization.

Portal Challenges

The promise of an enterprise portal is tocreate a window into relevant informationand applications for each user. But with theexponential growth of information and thecomplexity of enterprise applications, por-tals can serve to either complicate or sim-plify the lives of users, depending on sev-eral key factors:

◆ Location of information. Most organiza-tions process and store business-critical in-formation in multiple data locations. Datais created and housed in silos within and, insome cases, outside the organization. Thechallenge is to provide users with unifiedaccess to this information without incurringthe costs and headaches of creating and syn-chronizing new data repositories.

◆ Information in context. With access to somuch information and so many businessprocesses, users can become overwhelmed.The challenge for portals is to consider el-ements of a user’s organizational role (e.g.demonstrated preferences, implied inter-ests, business rules) and perform a contentusage analysis to determine the “right in-

Conleth O’Connell ischief technology officerat Vignette Corporation,where he manages thetechnical direction andis responsible fordriving new producttechnology initiatives.O’Connell joinedVignette in 1996 as oneof the company’s firstengineers.He has morethan 18 years of

software product development and projectmanagement experience.

O’Connell has demonstrated Vignette’s support for openstandards by participating in standards committeesincluding the World Wide Web Consortium and the WebServices Interoperability Organization.O’Connell holds amaster’s degree and Ph.D.in Computer and InformationScience from Ohio State University.He was a member ofthe original XML Working Group that produced XML 1.0.

Conleth O’Connell

By Conleth O’Connell, Chief Technology Officer, Vignette® Corporation

information. The content manager has a num-ber of conflicting interests to address:

◆ Providing information that is comprehen-sive but not surplus to requirements;

◆ Empowering people to manage their owninformation searching but with an elementof control;

◆ Using the open Internet but ensuring re-sults are reliable and accurate; and

◆ Giving access to the open Internet but us-ing internal business applications as thefirst point of contact.

Aggregation addresses many of the chal-lenges of content management— it offers sin-gle point access, it mirrors the existing trendfor on-line searching, it offers breadth ofsources and it is completely automated. Thereare still, however, some problems inherent toaggregation which Moreover addresses asfollows:

Access to the right sources: Most ag-gregators crawl the Internet, collect head-lines and deliver those headlines as headlinelinks. With less sophisticated solutions,however, what you get is information over-load—an abundance of headlines deliveringinformation of varying quality. Moreover ad-dresses this problem by using a powerfulcombination of automated and human editorsto select which online sources to use and thenscours those sources on a continual basis. Thedifference can be seen in the quality and re-liability of information that is provided.Christine Bennett, Editorial Program Man-ager at Microsoft Information Services, choseMoreover as a result of its “breadth of cover-

age and quality of information”. Moreoverprovides comprehensive online news cover-age delivered in real time via multiple deliv-ery mechanisms to more than 50,000 em-ployees across Microsoft.

Relevance: Many of today’s search en-gines provide fast and efficient searchingacross the Internet. Moreover powers over65% of these searches resulting in moreclassified and organized content retrieval.Jim Lanzone, Vice President of ProductManagement at search engine Ask Jeeves,explains why they chose Moreover to en-hance their offering: “We selected MoreoverTechnologies to supply our news feed be-cause the sophistication of its technologysolves the unique challenges inherent tosearch engines.” Moreover adds qualitativedata, called metadata, to online sources. Themetadata added includes information basedon publisher source information and articlesubject matter, enabling very controlled cat-egorization of information based on type ofpublication, location, category, media typeand so on. The metadata opens the door topowerful filtering capabilities like Al-taVista’s News 2.0 search product and forcorporate customers produces very specificand tailored information results.

Variety of Different Formats: Onlineinformation is published in a variety of for-mats. Moreover’s technology normalizesthese formats and converts them into XML,thus ensuring universal compatibility withany technology platform. As a result, prod-ucts can be quickly and easily integrated intoany business application. Moreover also hasa reputation for pioneering new technolo-gies like RSS and has partnered with manyof the leading names in technology, includ-ing PeopleSoft, Autonomy, IBM's Web-Sphere and Inktomi.

Conclusion

In general, it’s an exciting bewilderingand, above all, challenging time for the in-formation industry and content managers.New tools, new formats and new resourcesmean that there is more and more informa-tion available. As the volume of online in-formation continues to grow at such a rapidrate, content managers need to look to solu-tions such as Moreover Technologies, whichenable them to gain control of this informa-tion, improve the way users search for on-line content and ultimately provide the rightinformation to the right people at the righttime. ❚

Moreover Technologies, Inc. is a provider of real-time informationmanagement solutions, delivering essential online information intime to impact business decisions. If you are interested in learningmore about Moreover Technologies, please visit www.moreover.com

Special Supplement to

Taking on the Challenge of ECM

Content management is a tough job and it’snot going to get any easier. The glut of in-formation online continues to grow, not onlyin the types of content known to the Inter-net but even more so with the advent oflightweight publishing tools such as Move-able Type and Google’s Blogger. Geek andrespected journalist alike can now have theirsay. Online publishing can be done easier,quicker and cheaper than ever before, re-sulting in near instantaneous travel of break-ing events, instant editorials, and opinionsonline. Indeed, by the end of 2002, therewere 3 million web sites, 3 billion pages,and 500,000 Blogs online, but only a frac-tion of which could be considered news-worthy.

Today, four out of five people turn to theInternet first for their information needs, re-flecting the fact that most business critical in-formation appears first, and often exclusivelyonline. As information continues to meta-morphose, it becomes less defined, more dis-persed and, by default, more difficult to man-age. The greater the number of onlinesources, the more difficult it becomes to keeptrack of which sources to read. And while theideal content management solution utilizesboth aggregated and syndicated solutions, itis the fluid nature of Internet content thatposes the greatest challenge.

The Content Manager’s ChallengeWhile Internet content plays a mission

critical role in creating a comprehensive con-tent management solution, the challenge ishow best to leverage and control this online

April 2003S10

By Angus Bankes, Founder, CTO, Moreover Technologies, Inc.

“As information continues to metamorphose, it

becomes less defined, more dispersed and, by

default, more difficult to manage.”

Special Supplement to April 2003 S11

The Case for Content ManagementIn the words of White Paper authors, powerful statements regarding the

value of enterprise content management:

It is now widely accepted that organizations lackinga clear program for implementing content lifecycle man-agement solutions may fail to systematically capture theircorporate content, organize it in a corporate classifica-tion, preserve it and manage it.These organizations runthe risks of accidental or sometimes deliberate destruc-tion of official content, the unnecessary and expensiveretention of obsolete content,and most importantly theloss of a key asset in the organization—“corporate knowl-edge”—resulting ultimately in non-compliance with le-gal and regulatory obligations.

“Marrying Records Management and ECM”By: eManage

Imagine a business that has a handle on all its content,yet no processes in place to execute business decisionsbased on this content. Now consider the flipside: a busi-ness that has comprehensive processes in place,yet lacksthe ability to capture and manage the content critical toproviding the right context for decision making.The sim-ple management and delivery of content does not pro-vide sufficient value in today’s business environment.

“ECM: Make Better Decisions Faster”By: Michael W.Harris

FileNet

The total body of unstructured information in the or-ganization is itself an information asset, ready to be ex-plored and exploited.It is possible to envisage advancedtools in this space that will take advantage of the fact thatnot only is there a massive amount of raw informationstored within the organization, but also the metadatadefining how that information was routed or shared isalso recorded. If that data is fully interpreted and ex-ploited then there are very exciting opportunities for us-ing it to re-engineer businesses and maximize the effec-tiveness of their employees.

“Intelligent Archiving and Storage for Compliance and Knowledge Mining”

By: Lydia Bennett, KVS Inc. & Mike Hall, Sony Electronics

Today, four out of five people turn to the Inter-net first for their information needs, reflecting thefact that most business critical information appearsfirst, and often exclusively online. As informationcontinues to metamorphose, it becomes less de-fined, more dispersed and, by default, more difficultto manage. The greater the number of onlinesources, the more difficult it becomes to keep trackof which sources to read. And while the ideal con-tent management solution utilizes both aggregatedand syndicated solutions, it is the fluid nature of In-ternet content that poses the greatest challenge.

“Taking on the Challenge of ECM”By: Angus Bankes

Moreover

You’ve likely seen the trend of departments inyour organization creating unique Web sites to ac-celerate their collaboration or communication withcustomers, employees or partners. They’ve likely la-beled it a “portal.”However, as this trend accelerates,it presents both challenges and opportunities for or-ganizations seeking a competitive edge. The key tosuccessfully harnessing portals across your enter-prise, and the valuable information contained withinthem, is to implement a portal management solu-tion that integrates the infrastructure, informationand interactions that users have within these appli-cations. This unified and comprehensive approachensures that across all lines of business, users haveaccess to the right information to make informed de-cisions and applications that scale to the needs ofthe entire organization.

“Unifying the Management of Portals and Content”By: Conleth O’Connell

Vignette®

www.infotoday.com

Produced by:

KMWorld MagazineSpecialty Publishing Group

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

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

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

www.kmworld.com

Moreover Technologies, Inc.330 Pine StreetSan Francisco, CA 94104

PH: 415.989.0600FAX: 415.989.0922E-mail: info@moreover.comWeb: http://www.moreover.com

eManage Inc.1565 Carling Avenue, Suite 502Ottawa Ontario K1Z 8R1

PH: 613.728.7510FAX: 613.728.8566E-mail: info@emanagecorp.comWeb: http://www.emanagecorp.com

Vignette Corporation1601 S. Mopac ExpresswayAustin TX 78746-5776PH: 512.741.4300FAX: 512.306.4500E-mail: usinfo@vignette.comWeb: http://www.vignette.com

FileNet Corporation3565 Harbor Blvd.Costa Mesa CA 92626

PH: 800.FileNet or 714.327.3400FAX: 714.327.3490Web: http://www.filenet.com

KVS Inc.600 Six Flags Drive, Suite 650Arlington TX 76011

PH: 877.358.2858 or 817.635.1800FAX: 513.528.6853E-mail: info@kvsinc.comWeb: http://www.kvsinc.com

Sony Electronics Inc.3300 Zanker RoadM/S SJ3k2San Jose, CA 95134

PH: 603.672.5483 or 408.425.1310E-mail: rick.thong@am.sony.comWeb: http://www.storagebysony.com/oem