Big Data Lessons from the NSA

One of the biggest news stories lately has been the
revelation that the National Security Agency (NSA) has been using big data from telecommunications
companies to spy on people. The reaction to this story has been divided. While
a portion of the American public has responded with shock, anger and fear,
accusing the federal government of becoming Big Brother and ignoring citizens’
right to privacy, others have defended the surveillance as necessary to our
homeland security and, ultimately, not a big deal.
The merits of whether the government should mine
telecommunications data will likely be debated for many years to come, and it
is probably best to have that debate in the press and at dinner tables across
the nation. However, for market researchers who specialize in data sciences and
big data methodology, there are important lessons to learn (or perhaps to be
reminded of) from the NSA debacle.
There is Huge Value
Locked Away in Your Company’s Big Data

The government is interested in understanding behavior
patterns that look suspicious. They want to know who is communicating with
whom, where these communications take place and how frequently they are occurring.
From this, they can paint a picture of who might be a ‘bad guy’ at risk of
doing harm to the US.
Similarly, data generated from your customers’ transactions
reveal a treasure trove of information. While your company might not be
interested in identifying bad guys, it is likely interested in identifying
brand advocates and detractors.
Utilizing big data analytics, we can learn much about how
your customers use your products and services’information that could never be
learned through a survey. Big data analytics also help discern behavior
patterns that lead your customers to having a poor experience. Likewise, they
can identify fraud, minimize waste and isolate endless opportunities for
improving operational efficiency. Seemingly innocuous data that, when taken
alone, would appear to be meaningless, becomes valuable and actionable when
combined with other data’and data is right in front of you waiting to be
Big Data Doesn’t Tell
the Why Behind the What

If you listen carefully to how politicians and bureaucrats
describe big data surveillance programs, it is clear that mining
telecommunications data is just a starting point. While this data does a
remarkably good job of telling the government what people are doing, it doesn’t
adequately explain why people are doing it. For this, the NSA needs to go back
to the Foreign Intelligence Surveillance Court to request a new court order to
expand the surveillance to allow for eavesdropping, stakeouts and other
‘traditional’ methods of police work.
The same is true with most corporate big data analysis. Big
data reveals what happened but ‘traditional’ qualitative and quantitative
research reveals why it happened. The real magic happens by combining
traditional and big data research in a framework that looks at the way
customers interact with your company holistically. At Market Strategies, we have
created such a framework. It is called the Continuous Improvement Cycle, and it
systematically integrates qualitative, quantitative and big data analytics to
paint a complete picture of your customers, what they are doing, and, most
importantly, why they are doing it. Once you fully understand the what and the
why, you will have the power to make changes that improve both your customers’
experience as well as your bottom line.
Never Forget ‘The
Wall Street Journal Test’

The NSA and other government officials seemed surprised by
the public’s outrage. Collectively, they said the program has been in place for
seven years, and it is simply business as usual. The public is not convinced
and, as a result, the NSA is on the defensive.
In business, as in politics, every action brings with it a
certain amount of risk. In creating a surveillance program, the NSA failed to
consider The Wall Street Journal test. Simply put, this means an organization
should ask itself what would happen if the details of the proposed action were
to become a page one headline in The Wall Street Journal. Would the fallout
outweigh the benefit?
All companies should consider this test before undertaking
any big data analytics project. Big data can be scary and intimidating to the
public, and it is critical to consider the impact to your customers, investors,
regulators and competitors. By taking The Wall Street Journal test in advance,
companies can tweak their big data projects to minimize risks. Companies need
an experienced partner who appreciates the inherent risks associated with big
data analytics and is able to keep them safe while gaining the most value from
the data. Sometimes less data is beneficial in the interest of minimizing
corporate risk. For instance, a company might choose to change privacy
policies, give customers the ability to opt-out or even decide to limit which
data will be included in the analysis. The point is proactive measures can help
avert a crisis or provide a defensible position in times of crisis.
Big Data is Here to

There is no denying that big data analytics is here to stay.
Data sciences allows you to learn things about your customers that were
previously impossible to discern. Big data, however, does not exist in a
bubble, and it does not answer all things. To succeed, you need to integrate
big data analytics with the traditional methods that have served you well in
the past. In combination with traditional research methods, big data analytics
allows organizations to get past a sea of chaotic data to proactively isolate
the few individuals that really require attention. This is just as true for the
NSA trying to identify a would-be terrorist as it is for a major telecom
provider trying to identify which customer is likely to churn or to spread
negative word-of-mouth via social networking. The benefits to operational
efficiency and the bottom line are enormous and if your organization is not
harnessing this power, you can be sure your competition is.
Market Strategies is on the leading edge of market
research’s big data revolution. We have created proprietary frameworks that
integrate traditional research and big data analytics, and we know how to
extract value from all of your data assets while proactively managing risk. Let
us help you understand what is happening and why’then, and only then, can you
unleash the power of your company’s big data.
Mishkin will be presenting at TMRE
in Nashville October 21-23. Register for TMRE here: 
About the Author: Greg
Mishkin is a vice president of research and consulting at Market Strategies
International, working across all divisions and serving as the company’s
primary subject matter expert for the wireless communications industry. His
responsibilities include managing and growing key client relationships within
the Communications division while maintaining a special focus on the
integration of large-scale behavioral data with Market Strategies’ traditional
market research solutions. Greg is known for turning extremely complex data
into actionable insights and providing competitive advantages for his clients.
He earned a master’s degree in business administration from Kennesaw State
University in Kennesaw, GA; a master’s degree in clinical psychology from
University of Hartford in Hartford, CT and a bachelor’s degree in psychology
from Union College in Schenectady, NY.
Contact him at 404.601.9561,
or follow him on Twitter @GregMishkin.

Arguments for and against deploying a collaborative social network

Here’s the debate:  

  • Must we have a social network for collaboration at work?  
  • How about with your customers?

On one hand we want everyone’s opinion.  We appreciate that our employees and our customers have information we should collect and synthesize.  But naysayers will always point out why this premise either won’t work or that the information is unreliable.
There are always those folks within a company who are steadfastly against encouraging the use of a social network within a company.  They think their employees should be paying attention to their ‘day jobs’, not frittering away their time surfing the web.  It’s not that they can’t see the benefit of having workers talk to each other or with customers’they just believe this time is misspent. 
This is not a new notion.  That same complaint used to be made about coffee houses even though great ideas came out of these meeting places.  In the 1600′s Anthony Wood, an Oxford academic noted, ‘Why doth solid and serious learning decline, and few or none follow it now in the University’? he asked. ‘Answer: Because of Coffea Houses, where they spend all their time.’  
The smartest people of the time congregated at coffee houses to extend the discussions began at meetings of the Members of the Royal Society, England’s pioneering scientific society.  So too can collaborative social networks provide a place for ongoing collaboration in between episodic events.  You can have a big meeting, and then continue the discussion via a social setting.
Like coffee houses of the past, social networks can provide a lively social and intellectual environment, giving rise to a stream of innovations that can shape the world. We still consider coffee as the official drink of collaboration and networking (at least before 5PM).
The path of using a social network to collaborate at work requires our brains to work differently.  Some studies have shown it will take you 23 minutes to get back on track after posting a status line on either twitter or Facebook and that a social media interruption occurs every 10.5 minutes on average, and people waste 41% of that time on Facebook. Yet, a study published in 2012 by McKinsey & Company, the consulting firm, found that the use of social networking within companies increased the productivity of ‘knowledge workers’ by 20 to 25 percent.
The notion of workers collaborating on line might be inevitable.  A survey by virtual office staffing agency Intelligent Office finds that more and more employees are choosing where they want to work, rather than being assigned a standard workplace location. Specifically, 70% of the employees surveyed work from alternate locations on a regular basis.  You can’t have all your meetings at work if everyone works someplace different.
Here’s another reason why a social network dedicated to collaboration is inevitable.   Most employees spend about a quarter of their time managing e-mail.  They spend about one day of the work week looking for internal information or tracking down the right people. With internal social networks, the message IS the content.  You can find the co-worker you need easily (even if you’ve never met). 
If you can have a central repository of information; of content, employees’ time (spent looking for the information they need) can be cut by a third.
And adoption might be inevitable also because it appears the speed and scale of adoption exceeds other technologies.
One danger the collaborative social network presents is when one voice is worth more than others.  The idea to encourage democracy is a constant challenge.   Just like in ancient Rome, when someone important recommended a book (and had the resources to have scribes make copies), executives today can approve content and tacitly encourage support for any given idea.
The initial promise of social media was to help ideas succeed on their own.  It was thought these open forums would remove the old gatekeepers.  In fact social media is not especially democratic. The most powerful people and institutions have the most Facebook fans and Twitter followers which means that content that serves their interests is much more likely to show up in your newsfeed.
The conclusions to be drawn? Social networks dedicated to collaborative ideation appear to be inevitable.  Methods to keep the process democratic must be part of the deployment strategy.  It takes more than just rolling out a new social network ideation tool’a strategy for nurturing a culture ripe for collaboration must be encouraged.
TOM STANDAGE,  NY Times, June 22, 2013
Writing on the Wall: Social Media – The First 2,000 Years By TOM STANDAGE

Ron Shulkin blogs researches and writes about enterprise technology focused on social media, innovation, voice of the customer, marketing automation and enterprise feedback management.  You can learn more about Ron at his biography web You can follow him Twitter. You can follow his blogs at this Facebook group.  You can connect with Ron on LinkedIn.  
Ron Shulkin is Vice President of the Americas for CogniStreamer??, an innovation ecosystem. CogniStreamer serves as a Knowledge Management System, Idea Management System and Social Network for Innovation. You can learn more about CogniStreamer here . Ron manages The Idea Management Group on LinkedIn (JoinHere).

How to Create Made-to-Order Customer Experience

Welcome to the world that will not wait, where each customer service interaction is driven by the “me” mentality.
According to Google’s “The New Multi-screen World: Understanding Cross-Platform Consumer Behavior,” the average consumer moves among three screens per day to search for information and perform tasks. In addition to potentially being multiscreen, customer service transactions are also often multichannel, performed across a varying combination of platforms including but not limited to phone, email, chat, social media, smartphone, or tablet.
An Ovum study of more than 8,000 consumers shows that 74 percent now use at least three channels when interacting with an enterprise for customer-related issues’and this approach to resolution is completely changing the way support communicates with customers. The consumer is now in control, demanding service anytime, anywhere, via the channel of his or her choice.
Therefore, many big brands have brought back the structure of single-file service by making certain customer support contact information less accessible and siphoning customers through one or two more cost-effective channels like email or live chat. But between the bloggers, the media, and the public outcry on social media, these could not contain consumers who demanded a made-to-order customer experience based on expectations.
So, how does a brand master all the combinations? Destination CRM has shared some insightful answers:
Offer as many customer service channels as possible. Expectations of today’s customer are for service at least via phone, email, and online support portal. Additional channels that prove to be customer service differentiators include live chat, self-service knowledge base, mobile, social media, and video.
Embrace agile channeling. While an organization may offer a variety of customer service channels, you’ll increasingly frustrate customers if they’re not connected.
More and more customers are expecting service and support to be agile. They want service to start an interaction at one point, whether that’s phone or email or help desk, and the brand should be able to carry over that information and continue the conversation as the customer arrives at the next touch point.
Know thy customer. Locked hand in hand with agile channeling is the personalized customer experience. Without aggregated data, information, and feedback from across all channels, you will never have a true 360-degree view of the customer to create a made-to-order customer experience.
With a new generation of customers demanding more and reaching out and voicing their opinions across more channels, brands can only contain the empowered consumer with siloed channels for so long. Customers have figured out their own way to put themselves first.
Amanda Ciccatelli, Social Media Strategist at IIR USA in New York City, has a background in digital and print journalism, covering a variety of topics in business strategy, marketing, and technology. She previously worked at Technology Marketing Corporation as a Web Editor where she covered breaking news and feature stories in the tech industry.  She can be reached at Follow her at @AmandaCicc. 

Miss the 2012 Int’l Shopper Insights in Action Event?

The best minds in the industry met in Amsterdam at the 2nd Annual International Shopper Insights in Action Event in 2012 to connect with like-minded peers to share innovative stories, fresh insights and sure-fire successes.

The event was a great build on the inaugural conference of 2011, probing further into best practices surrounding Shopper Insight and Shopper Marketing.

We heard from retailers, suppliers and agencies/consultancies alike who all shared a common theme, which was captured in the opening speech by the Chairmen, Duncan MacConnol from Kantar Retail and Barry Lemmon from TNS Retail & Shopper and their industry survey which said that category management and shopper understanding dominate the agenda of leading suppliers even more so than last year and the biggest barriers to successful shopper programs are integration and funding.

These two themes were reflected throughout the conference speeches, whether it was Magz Fallon from Coca-Cola who delved into the central funding and putting category drivers into the brand planning process to achieve the right focus on shopper, to Anders Fisker Olesen and Camilla Blicher from Arla Foods who reinforced this message with the tale of extraordinary measures they went to, in order to execute their vision for the Cheese Category in Denmark, following extensive consumer & shopper insights into the purchase decision hierarchy which re-framed the way the company thought about the shopping process for cheese. 

Revealing golden nuggets and whistle-stopping actionable insights, our provocative speakers inspired us to take risks, learn from mistakes and be patient until others follow. We captured a clear picture of key shopper differences in the US, Europe and China and the ten commandments of the new shopper manifesto.

We discovered that market share and loyalty are not objectives; rather, they are outcomes of a successful strategy. And finally, the new journey is about being whole-minded from sofa to shelf and winning the moments that matter ‘ really listening to what shoppers and consumers care about and love.

signupbuttonWe proudly present this executive summary from the 2nd Annual International Shopper Insights in Action Event – download it here.

Download The International Shopper Insights in Action 2012 Executive Summary to see the breadth and depth of the content covered. Plus, make sure you are opted in to be alerted when the 5-7 November 2013 program becomes available.

Your Answer May Depend On What Chair You Sit In

People lie.  That’s a fact.  Sometimes when they don’t even mean to lie.  The situation, the way you ask the question, the surroundings’ all contribute to folks’ responses.  But you can optimize your chances for the truth by manipulating external forces.

Here are some variables you can pay attention to for your next Focus Group or Collaborative Collective Intelligence Challenge’
Bigger Is NOT Better
It all depends on how you ask the question.  If you offer a product that is ‘double sized’, ‘king sized’, people will think it is worth more whether it is truly bigger or not.  Studies show people are willing to pay more for equivalent portions with larger sounding labels.  In fact they ate less of a portion when it had a larger sounding label.
Doubting Thomas Notes Details
If you want people to pay attention to details, the minor differences in your new product’If you want people to give your offering a fighting chance’Put them in a distrustful state.  If your audience thinks they might be hoodwinked, they’ll put a keen eye on the topic at hand.  A distrustful frame of mind causes people to pay attention to dissimilarity, including how things may be different from stereotypes.
I Must Be Right’Everyone Agrees With Me
There is a famous notion that the winning project is the one suggested by THPPITR (The Highest Paid Person In The Room). If you ever wondered why these CXO’s are comfortable with this path, they’re not acting with guile’it’s likely because they think everyone in the room agrees with them.  Studies show senior executives will assume everyone shares their values.  They can even project their moods on to others. 
If these senior executives are part of your ideation team, you might want to figure out a way to democratize the process so their opinions and votes are of the same value as other team members.
Wrap Up
This reminds me of something I heard in a college course entitled ‘How to lie with statistics’.  They pointed out that a company who sold toothpaste asked dentists what toothpaste they preferred.  The fact was they kept asking more and more dentists until they finally got a sample where ’9 out of 10′ dentists agreed their toothpaste was the best.  They might have had to ask a few thousand groups of ten until they got there’but they were quite patient and required a certain response.
The Truth?  You can’t handle the truth!  Or maybe you can’t necessarily trust what you’re hearing if the situational circumstances are skewed against you, or in the favor of a choice you wouldn’t prefer. 
Yap, A. et al., ‘The Erogonomics of Dishonesty:  The Effet of Incidental Posture on Stealing, Cheating, and Traffic Violations,’ Pscyhlogical Science (forthcoming).

Zell, E. & Bernstein, M., ‘You May Think You’re Right’Young Adults Are More Liberal than They Relize,’Social Psychological and Personality Science (forthcoming).

Just, D. & Wansink, B., ‘One Man’s Tall is Another Man’s Small:  How the Framing of Portion Size Influcences Food Choice, ‘ Health Economics (forthcoming).

Posten, A.-C. & Mussweiler, T., ‘When Distrust Frees Your Mind’, Journal of Perosnialty and Social Psychology (forthcoming).

Overbeck, J. & Droutman, V., ‘One for All: Social Power Incrases Self-Anchoring of Traits, Attitudes, and Emotions,’ Psychological Science (forthcoming).
Ron Shulkin blogs researches and writes about enterprise technology focused on social media, innovation, voice of the customer, marketing automation and enterprise feedback management.  You can learn more about Ron at his biography web You can follow him Twitter. You can follow his blogs at this Facebook group.  You can connect with Ron on LinkedIn.  
Ron Shulkin is Vice President of the Americas for CogniStreamer??, an innovation ecosystem.  CogniStreamer serves as a Knowledge Management System, Idea Management System and Social Network for Innovation.  You can learn more about CogniStreamer here .  Ron manages The Idea Management Group on LinkedIn (JoinHere).

Design Your Own Event Experience at TMRE 2013

Whether you are joining us for the first time or have been
with us for years, you can trust that TMRE will
deliver an entirely NEW and UNIQUE experience. TMRE is the industry’s most
trusted and supported event accelerating executive development through
practical visionary learning which future proofs the industry.

“Last year was my first ever TMRE conference and now it will always be a
staple in my professional development schedule. It’s the only place where
you can interact and borrow market research ideas with peers from so many
different industries.  Each session provides great takeaways that you can
leverage in your day-to-day as well as insightful keynote speakers that prompt
our community to think about the broader impact research has on the world. For
me, attending TMRE is my yearly reminder of why I love doing

Kassandra M. Barnes, Research & Content Manager, CareerBuilder

Proven value is the TMRE difference:

  • NO recycled speakers
  • NO regurgitated content                                                  
  • NO secondhand conversations
  • NO repurposed ideas
  • NO commercials from the platform

All NEW for 2013
  • Interactive workshops focused on presentation skills,
    strategic thinking, storytelling, business improv and data visualization.
  • New symposia on Digital Insights & Cross Media
    Measurement, User Insights & Customer Experience, Youth & Millennials
    AND Competitive & Business Intelligence.
  • New tracks on Big Data & Predictive Analytics, Your New
    Hyrbid Skillset, Brand Engagement, Transformational Leadership, Predictive
    Insights & Futuring and Strategic Planning.

  • Quality sessions on the topics that matter to you most:
    Shopper Insights, Mobile & Social Insights, Disruptive Technologies &
    Breakthrough Methodologies.
  • Qualify for TMRE Ambassadors Status: Piloted in 2012 to rave
    reviews, the TMRE Ambassador Program recognizes and rewards our most loyal
    attendees and passionate brand advocates. The TMRE Ambassador program is open
    those who have been with The Market Research Event from the start and attend
    annually and whose attendance at the 2013 will be at least their 5th time
    attending, AND those who believe in the brand so strongly that they want to
    help us spread the word.  Find out how to qualify here:

TMRE Flashback recapping some of our most favorite topics
and sessions.
October 21-23,
Nashville, TN
Mention code TMRE13LINK & Save 15% off the standard
Register today:

Nothing new comes from repeat performances. When it matters most, choose TMRE.
The TMRE Team

Stand Out from the Crowd: Create Innovative Customer Experiences

How can your business create an innovative customer experience (CX) that helps your stand out? It’s harder than one might think.
According to a recent Forester report, ‘Customer Experience Innovation Demystified,’ everyone talks about innovation, but no one knows quite what it is or how to get it. Today, the biggest driver for CX innovation is differentiation that will distinguish a company in the marketplace. Thirteen percent of respondents are shooting for a better CX than any company in any industry. The report states ‘innovation that drives differentiation and long-term value is the key to getting there.
Additionally, more and more companies want innovation. Customers have higher expectations than ever, upstarts are using technology to compete, and competitive advantages do not last long. Forrester points to customers being wow’d by new apps like Google Now, to Warby Parker’s Net-based competition with established retailers like LensCrafters, and to USAA’s short-lived advantage with its mobile check deposit app.
However, the strategy and planning do not match the ambition. Three-quarters of respondents focus on making incremental improvements, not radical ones. And, less than a third said they connect CX improvements with results that have business consequences. Not to mention, the majority of respondents said their companies plan CX innovation by watching their competitors or companies in other industries, 62 percent expect technological improvements will help them innovate, and only 53 percent develop ways to understand customer needs.

Ultimately, Forrester says that CX innovation differs from normal innovation processes because it goes beyond traditional methods. CX improvement enhances current customer needs, while innovation solves unmet ones. Companies need to reframe their business opportunities as meeting customers’ unmet needs. To do so, of course, involves looking at the company’s CX from the customer’s needs.

The 4 Phases of Customer Maturity

These days the list of things that can go wrong in creating and managing the processes that comprise the execution of the customer experience is endless. Despite the complexities in managing all aspects of the customer experience, companies’ intentions are in the right place.
In fact, a Forrester study has revealed that companies are ambitious when it comes to customer experience (CX). Forty-seven percent of executives use CX as a competitive differentiator in their industry. But their efforts are weak as just 53 percent measure CX quality consistently, leaving half without a way to tell if they’re succeeding. Additionally, less than a third track everything the firm is doing to improve experience. Only 15 percent follow a design process ‘ meaning that 85 percent of firms have no systematic approach to determine what a differentiated CX looks like.
Forrester found that CX leaders achieve customer maturity when they follow a path: Repair, Elevate, Optimize, and Differentiate. Recently, Principle Analyst Megan Burns shared the four requirements necessary to advance each phase with 1to1 Media.
1. Repair
Before they set out to create experiences that satisfy customers, firms should first fix the experiences that pain customers. By doing that, CX leaders begin to change the way their businesses operate. In these initial steps, they must identify problematic customer experiences, prioritize the fixes, coordinate implementation, and measure results.
2. Elevate
In this phase, Burns says to share customer insights routinely, measure thoughtfully, and use the metrics to reward. Most importantly, take best practices and made them standard.
3. Optimize
To take CX from OK to good, companies need to develop sophisticated CX toolkits. That’s why, in phase 3, customer experience leaders should: model the relationship between CX and business results, build strong experience design practices, and sharpen employees’ CX skills.
4. Differentiate
Burns said that organizations that succeed at differentiating their CX do so because they’re unwilling to think differently. This requires companies to deploy advanced research techniques to mine for new types of insights. It also requires the development of a business architecture that’s based on customer journeys instead of internal processes.

Amanda Ciccatelli, Social Media Strategist at IIR USA in New York City, has a background in digital and print journalism, covering a variety of topics in business strategy, marketing, and technology. She previously worked at Technology Marketing Corporation as a Web Editor where she covered breaking news and feature stories in the tech industry.  She can be reached at Follow her at @AmandaCicc. 

From Words to Pictures: The Shift of Digital Marketing

Attention all digital marketers ‘ customer behavior is experiencing a major change, and it’s going to affect how you engage with and grow your audience. Specifically, it involves a migration away from text towards a much more emotional medium ‘ images. Turns out, between Facebook, Instagram, and Tumblr, consumers share 5,000 images every second of every single day.
Today, in order to be relevant and loved, your brand must think visuallyy and cross-channel. Marketing without words enables you to tap into the power of images ‘ emotions. Images cause people to react, and those reactions can humanize your brand.
Smart brands are investing in capacity-building now. They’re learning to measure visual engagement, testing visual campaigns, creating visual content, and leveraging the content fans have created. These brands are generating awareness and revenue while it is still easy to stand out from the crowd. Apu Gupta, CEO and co-founder of Curalate, a marketing platform for the visual web, shared withForbes interesting examples of how brands are using these new visual platforms include:
Collaborate with Fans’Visually
Auto brand Buick turned to Pinterest to source the interior and exterior design elements of their new 2013 Encore, asking nine leading design, food, and fashion bloggers to create thematic boards based on each individuals’ passions and lifestyle. Buick’s designers then took inspiration from these boards, which included summer-inspired photography, the chevron pattern, and recipes, to impact the vehicle color, texture and feel. In addition to generating 17 million unique visitors, followers, and users across their social properties, the campaign gave Buick the opportunity to engage with their community visually, generating strong emotional connections and provided the brand with insight on the lifestyle of its consumers.
Creative Optimization
In addition to social media, innovative brands are trying to repurpose images from Pinterest and Instagram for the purposes of the image in a display ad. Ben and Jerry’s asked fans to post photos of themselves enjoying ice cream on Instagram accompanied by the hashtag #captureeuphoria. Two-dozen of these fan photos were then selected for and used in print and outdoor advertisements.
Social Proof
Retailer Free People’s ecommerce site now enables and encourages consumers to upload photos of themselves wearing Free People clothing on specific product pages. The authenticity of seeing real people celebrating Free People’s products provides an endorsement for potential buyers to see.

So marketers, know your brand identity and your brand voice. Even if you don’t have your own content to share, act as a curator and share content that fits your brand’s personality. 

A Look at the History and Future of Predictive Analytics and Big Data

How is the ‘big bang’ effect in predictive analytics changing modern life? 

This infographic illustrates how innovations over the past 70+ years have led to a new era that will revolutionize research and development, touch every type of business, fundamentally change the way individuals make personal decisions, and enable governments to reinvent the way they operate.