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This notion is fundamental, and is a radical switch in priorities for the interaction between customer and vendor Instead of the transaction being the goal of the interaction, it instead becomes a side effect There are both pragmatic and strategic reasons for an organization to care about VRM On the practical side, the best person to manage data about an individual is the individual herself! This is the one person who wants to make sure that all information about her is correct, especially when dealing with vendors of high importance (phone, gas, electric, credit cards, etc) or high value (providers of goods or services that she greatly likes) In fact, enabling the individual to manage her own information could make a dent in the data quality problems that the Data Warehousing Institute estimates costs businesses $600 billion a year Similarly, a VRM approach where customers explicitly grant access to their information to trusted vendors ensures adherence to privacy laws such as CAN-SPAM More interesting, however, is the strategic benefit to vendors that is inherent in a VRM-based interaction with customers For example, when a customer is searching for information, that is the perfect time for a vendor to get in front of him with information about how that vendor might be able to meet a need (This was the genius behind Google AdWords) When a customer puts a personal RFP out into the marketplace (ref: Sell This Man a Car! wwwsocialcustomer com/2008/03/sell-this-man-ahtml), it is the perfect time to begin a new relationship with a customer When a customer notes that she needs assistance with an existing product, the vendor who can ride to the rescue and make a virtual house call to solve the problem is the one the customer will tell her friends about The benefits are clear to the vendors who are engaged.

CREATE TABLE Dependents ( pname CHAR(20), age INTEGER, policyid INTEGER, PRIMARY KEY (pname, policyid), FOREIGN KEY (policyid) REFERENCES Policies ON DELETE CASCADE ) Notice how the deletion of an employee leads to the deletion of all policies owned by the employee and all dependents who are bene ciaries of those policies Further, each dependent is required to have a covering policy because policyid is part of the primary key of Dependents, there is an implicit NOT NULL constraint This model accurately re ects the participation constraints in the ER diagram and the intended actions when an employee entity is deleted In general, there could be a chain of identifying relationships for weak entity sets For example, we assumed that policyid uniquely identi es a policy Suppose that policyid only distinguishes the policies owned by a given employee; that is, policyid is only a partial key and Policies should be modeled as a weak entity set This new assumption

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One thing that can not be overemphasized is that, at the present time, the VRM movement is extremely nascent The concepts offered in this section are the state of the art as of this writing, in mid-2008 However, as with all organic, community-based efforts, its exact endpoints are nearly impossible to predict Will we end up with tools that grant customers the power and independence to interact on a peer-level with vendors This outcome is likely, and perhaps inevitable Can we predict with any credible certainty a date by which this transition will take

What happens when a shard outgrows your storage and needs to be split Let s say a user has a particularly large friends list that blows your storage capacity for the shard. You need to move the user to a different shard. This can be a major problem. Moving data from shard to shard may require a service shutdown if this isn t designed extremely carefully. Rebalancing must be built in from the start. Google s shards automatically rebalance. For this to work, data references must go through some sort of naming service so they can be relocated. In addition, references must be invalidateable so the underlying data can be moved while you re using it. You can see a simple example of this in figure 5.6.

place, or what it will exactly look like in its final form Those answers, on the other hand, are less clear What we do know, however, is that these changes are afoot, the customer is in (increasing) control, and the direction of movement toward increasing customer power is clear

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