Tracey Mustacchio
Tracey Mustacchio brings more than 20 years of marketing, business development and product management experience to Vivisimo. In her current role as Vice President of Marketing at Vivisimo, Tracey is responsible for the company’s global marketing initiatives, including its go-to-market and product strategies. Prior to joining Vivisimo, Tracey served as Chief Marketing Officer for TraceSecurity, an innovative SaaS-based security compliance provider. Previous to TraceSecurity, Tracey held senior level marketing and product management positions at McAfee, Verisign, Secure Software (acquired by Fortify Software), and Business Evolution (acquired by Kana). During her tenure at McAfee, she led product marketing and product management for all product lines which played a pivotal role in growing revenue from $25 million to more than $900 million. At Business Evolution, she successfully positioned the company as a strategic eCRM provider and was instrumental in the company’s sale to Kana Communication for $140 million. Tracey also operated her own strategic marketing consultancy which specialized in providing marketing and product management consulting to fast growing companies. Tracey earned B.A. degrees in Math/Computer Science and Philosophy from Virginia Wesleyan College where she graduated as 1 of 10 Wesleyan Scholars.
 
Monday, January 23rd, 2012
Our businesses are relentlessly becoming more complex. We are engaging with an expanding network of contractors and partners to get our work done. We are utilizing more diverse channels to reach more customers. We are operating in more countries and in more languages, while we wrestle with more regulations and market variables.
In one sense, this complexity is a dangerous enemy. Complexity can increase the probability that some process somewhere will break or that somebody will do something wrong. Orders get screwed up. Customers get ticked off. Revenue goes out the window.
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Tags: collaboration, competitive advantage, complexity, information organization, information socialization, information technology, ROI, search, Velocity
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Tuesday, December 27th, 2011
Innovation often feels risky. Typically, it entails committing significant resources to something that may not bring about the needed outcome. This uncertainty often causes decision-makers to shy away from innovation.
But as the rules governing business performance continue to mutate, it may be reasonable to look at innovation from the opposite direction: Why are we committing significant resources to something—in this case, the status quo—that will certainly not deliver the needed outcome?
And there is no doubt that our present IT solutions cannot deliver needed outcomes. As Andy McAfee, Principal Research Scientist at the MIT Sloan School of Management’s Center for Digital Business, recently explained, “We have collaboration tools that are not social, and social tools that are not collaborative.”
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Tags: collaboration, data repositories, information socialization, innovation, IT solutions, knowledge management
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Monday, December 12th, 2011
One of the most unfortunate casualties of the current economic downturn is the diminished ability and willingness of business leaders to think seriously and practically about the future. When you’re facing crises in revenue and margins today, there is a natural disinclination to think much about tomorrow. After all, if you don’t survive the present, it doesn’t much matter what’s going to happen in the long term.
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Tags: Big Data, business performance, collaboration, competitive advantage, customer satisfaction, data growth, economic value, Information Optimization, knowledge management, social media
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Monday, November 7th, 2011
Continuing the “Big Data” discussion Stacy started last week, I would like to touch on the area of monetizing customer-relevant big data.
Businesses of all sorts are accumulating data that does not easily lend itself to conventional database/data warehousing models. What they do and don’t do with this data can have a significant impact on their bottom-line business performance.
But it’s good to clarify two points about big data. First point: big data doesn’t just mean lots of data. According to the definition originally put forth by Gartner analyst Doug Laney in 2001, big data involves three attributes: volume, velocity (i.e. the speed at which it is accumulated and/or loses its freshness), and diversity of sources.
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Tags: Big Data, business intelligence, CRM, customer data, ERP, information overload, monetization, vertical market
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Monday, September 26th, 2011
Social media is hot. Being intrinsically social creatures, we have embraced Facebook, Twitter and other forms of digital community at a startling pace. And businesses have jumped on the bandwagon—rightly recognizing that social media represent an epochal opportunity for better customer engagement.
Unfortunately, as is often the case, many marketing managers are thinking exclusively in terms of the messages they can push out to their customers—rather than capitalizing on a unique and powerful opportunity to understand their customers.
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Tags: customer engagement, customer knowledge, Facebook, LinkedIn, social listening, social media, text analytics, Twitter
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Monday, September 12th, 2011
Some business and technology decision-makers are rather hesitant about making significant new investments in technology right now. To their way of thinking, it isn’t prudent to spend on a new customer solution implementation right now because demand for their current products is so uncertain. In their minds, it’s better to wait until things pick up a bit. Then, they say, they’ll consider investing in some fancy-schmancy new technology.
This way of thinking is, however, exactly wrong—especially today.
There are three reasons in particular why the failure to invest in a competitively differentiated customer engagement now is completely wrong-headed:
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Tags: competitive advantage, customer, customer experience, demand, institutional knowledge, investment, market, technology
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Monday, July 25th, 2011
One of the most common problems we have in business is language. Words mean different things to different people. So we often don’t communicate as effectively as we should—even though we think we’re expressing ourselves with perfect clarity.
“CRM” is a great example of this problem. Because of the rise of CRM applications, people will often tell you “We’re doing CRM”—when what they really mean is “We’ve implemented a CRM application.”
CRM applications, of course, can be great. The CRM databases that provide the foundation for these applications are invaluable. They provide a unified repository for structured customer data that organizations can slice and dice in order to both better respond to the needs of individual customers and discern trends in specific market segments. And they layer essential workflow automation on top of these databases so that customer-facing staff can take fact-based actions wherever and whenever it’s appropriate to do so.
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Tags: application, communicate, CRM, customer experience, CXO, database, market, repository, social media, software, Unified Communications
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Saturday, May 21st, 2011
According to Charles Green, “The more credible, reliable, and intimate a company is, the more likely a customer will be to trust it. Capability has to do with a company’s reputation for telling the truth, or being accurate in its statements to and interactions with a customer. Reliability refers to actions rather than statements. A reliable company is one that will do what it is supposed to do. Intimacy relates to safety, security, or integrity. An intimate company is one that will keep important personal information secure and private, for instance. Self-orientation: This reduces the trust quotient. It is about your motives and the things you care about. Can I trust you to think beyond your own self-interest?”
To begin the discussion we defined trust in the context of an organization and its clients and concluded that trust is the lifeline for any organization. Here are further highlights from the conversation:
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Tags: customer experience, customer trust, reputation, self-orientation
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Monday, May 16th, 2011
Gartner describes today’s customers as “digital natives”— the way they shop, the way they purchase, and the service they expect have dramatically changed. How do we deliver exceptional experiences to these customers when their expectations change almost daily? They grew up online and have no idea how to exist without the internet. Online shopping, 24/7 information access, and instant answers are not nice to haves but expected. With today’s Gen Y/millennial/digital native customer “purchasing $150 billion in goods a year, and influencing another $50 billion of Baby Boomer’s family purchases” the pressing question is how do we delight these Gen Y customers? We explored this all important question at one of our #CXO tweet chats with Gen Y CEO Daniel Newman. Here is a summary:
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Tags: #CXO tweet chats, customer experience, customer knowledge, CXO, digital natives, Gen Y, Gen Y customers
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Monday, May 16th, 2011
Words matter. They are what we use to communicate. So they affect how we sell to and service our customers.
The problem is that we often use different words than our customers do. We may think of our products as “competitively priced,” but our customers may think of them as “cheap.” We may describe our products as designed for the “visually impaired,” but our customers may think of themselves as “blind.” We may direct people to the “bursar’s office,” but our customers are looking for “where to pay my bill.”
So how do we figure out where our language it at odds with our customers? (more…)
Tags: Customer eXperience Optimization (CXO), language, online customer service, search engine optimization (SEO), search terms
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