Tag Archives: #TMRE15

Brand Measurement: Best Practices to Link Results to In-Market Performance

Brand Measurement:
Best Practices to Link Results to In-Market Performance
Jim Lane, President & CEO, Directions Research
Jim Nyce, Former VP Insights, Sun Products |Kraft| Pepsi
This talk centers on how can insights-people can track data
that leads to real market performance.
The old system is broken. The case example that begins the
session was a major CPG brand that was tracked over four hours. The goal was to
track how pricing impacted market share. Market share lost five points of
share. Once they lowered their price again, share rose, but never to its former
glory. The value for the money was stagnant.
What actions got taken based on the tracker?
The moral of the story is that brand tracking needs
Let’s take a quick look back at tracking history:
Brand Health
Assessment’A Very Brief History
Pre 1985: WE had annual attitude & usage
Late ’80s: Continuous Tracking comes to America
’90s-’00′s: Brand Health Tracking Ubiquity
’00′s: Ongoing Brand Health Tracking
The problem was that Brand Health Tracking was insensitive
to marketplace changes, vulnerable to trend disruptions, and rarely actionable.
As well they are expensive, resource intensive, difficult to dovetail with
other data streams. Most damaging, they were not reflective to the market.
Questions: Does your tracker align with market sales? Is
your tracker sensitive to in-market changes?
Make sure trackers are valid, sensitive, cohesive, and
You must think beyond traditional scales to capture reality.
You must win. You have to be the best. You must be first to
Ranking is better than ratings for more realistic data
modeling. Rankings more accurately reflects the category. Rankings overly
normalize the data without taking in contextual and cultural  factors. Warning: once a new brand is
introduced into the herd, the measured changes.
Trackers can use social data as an early warning system.
The main point is that brand tracking is lagging, but the
promise of social, mobile, online, phone, and surveys working together makes
tracking more dynamic and actionable.

Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

Thrive in the Expectation Economy: The Most Exciting and Urgent Trends of 2016 and Beyond

TMRE Keynote Presentation
Thrive in the
Expectation Economy: The Most Exciting and Urgent Trends of 2016 and Beyond
 Maxwell Luthy, Director of Trends and Insight, TRENDWATCHING

Why track consumer
To have a future vision and create products or services two
to five years from now.
The first component of every trend is change: social change,
technological change, environmental change, and economic change.  Yet, basic human needs do not change,
including relationships, community, and survival.
The second component of every trends is innovation. The
first example was Uber’and how quickly consumers change their habits to adapt
to the app and service.
The third component is emerging expectations. Expectations
transfer. One-touch service for amazon, created one touch for Uber, and even go
to tender. This is an economy of expectations. It impacts all of your
The good news is tracking Trends helps you surpass the
Expectation Economy.
1st key
See technology through a lens of basic human needs and wants, not
from the tech buzz.
2nd key
: Explore the sharing economy. Cars. Umbrella.
3rd key thought:
Who do people feel where they are? People are impatient. What are all the
consumer touch points? You can study the Domino’s Everywhere campaign. So, how
do you get to contextual omnichannel?
Consider the use of emoji to understand customer behavior. Think of new
channels’for example, Spotify’s partnership with Uber. Challenge yourself to
think about new context and channels.
4th key
: A compelling brand is still about feelings. Have you explored
two-way transparency between brands and people? Uber rates passengers. In 2016
expect to see more brands rating customers.
Can you use two-way rating and transparency for all
involved. Brand transparency is more important than ever. You must prove you
have a healthy corporate culture’and show the world an inside out view of your
company. People want to like companies and how they treat their employees.
Ask yourself which aspect of you company culture would you
put up on a billboard?
5th key
: Consumers aren’t behaving as they should. Roles are reversed. More
women over 18 are gamers compared to boys. People break all the demographic
behavioral patterns we used to hold as sacred. Why? We have the global brain.
We’ve been urbanized. Lastly, we have cheap digital experimentation. These three
forces shatter all of our expectations of how people should behave according to
gender, age, and class roles.
We are seeing heritage heresy: Playboy is excluding nude
photos. Harley Davidson is planning 35,000 trees. As cultures shift, brands
must adapt their ethos.
The outcome: treat different people differently. Use
taste-led targeting, like Spotify. Fine tune to individual preference.

Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

Capabilities New + Old: Complimentary Practices for Today’s Consumer Reality

Capabilities New +
Old: Complimentary Practices for Today’s Consumer Reality
Sandra Kang, Director, Brand Insights, Digital Insights
& Consumer Affairs, Clorox
Not so long ago, we could take out a TV add, take out a
newspaper add’and win with consumers. Now, it’s all different for the CPG
industry. The, retailers led.
We have moved into the Consumer Led Era. This is the era in
which we compete.
Clorox responds to consumers with a social media team. We
also increasing support our products on many e-tail channels.
We are on a journey to change the way we work. We call it
Sense & Respond marketing.  We have a
cross-functional team that includes a data scientist, an analyst, and insights
person as well as technologists, and others. We are a prototype.
When we came up with the frame work of Sense & Respond,
we saw that we moved from an aggregated, rear-mirror view of consumers, into a
dynamic, predictive, custom view of each consumer.
Change is hard. Innovation can be even harder. The practical
application of this framework means that ‘innovation is hard, you have to be
bold, take risks, and challenge the things we think we know,’ a quote from Carl
Bass, CEO of Autodesk, Inc. 
Lesson one: Back
to basics: Revisit the scope of insights; redefine what it means.
Call-to-action: Redefine what an insight is. Do store
visits. Look at competitors. Play beyond the strategic cloud. Immerse yourself
in what the consumer sees. Next, make allies within the organization. Find
their pain points. Build a rapport.
Lesson two: Research
innovation is not dead. Marketing technology can be a significant enablers of
research innovation.
Call-to-action: Be bold. Be curious. Harness the power of
these new sources of truth, this new world of data.  Turn attitudinal segments on its head. With
big data, they were able to help the Britta brand test four distinct campaigns
to test, then analyze the results. The exercise had the team re-imagine
targeting, segmentation, and attitudinal work.
Lesson three:
Insights, always on.
Call-to-action: Insights is no longer a job for one.
Leverage your business partners. Give them voice. Establish a collaborative
partnership. One-and-done insight creation is a thing of the past. Start with a
hypothesis, and then turn it into a playbook for generating on-going insights. Gather
a team.
Lesson four:
Insight curation, not just creation
Call-to-action: Because three key drivers of change, aim for
customer-centricity. Data is profuse and prolific. The explosion of Martech
means that data is accessible to everyone.
Therefore, we are moving to a three-stage model:
Insight cultivation
Insight curation
Here are the lessons learned:
Let’s be messy
Maintain reasonable expectations
Keep an open mind
Data quality is still a top priority
Make friends internally
Get support of senior leaders
This journey is two to three years old. We are both
unlearning and learning new ways. The goal is to make this the default practice
by 2020.
Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

How to Innovate like a Start Up 101 (for those of us in big companies)

TMRE Panel
How to Innovate like a Start Up 101 (for those of us in big
Ann Thompson, The
Garage Group
Kristi Zuhlke, Knowledge
Tarrae Schroeder, Kelloggs
Kristine Greiwe, LYFT
Luana Nichifor, Proctor
& Gamble
Ann Thompson began the talk about her big company
background, at Proctor and Gamble. Then, switched to her life no at a start up.
The garage group helps enables corporates to innovate and grow like start ups.
Why should we care about start ups?
Uncertainty’it is the new norm, accept it.
Embrace it.
Speed’faster speed to market wins. Gets faster
Insights’insights are the new commodity. The
question is what do you want to do with it.
Talent’getting talent is the new war. The
increase of those getting an entrepreneur degree has risen 550% over the past
few years.
What do startups do differently?
Operate with minimum resources. Most begin with
two or three people.
Get externally focused. You have to stay
externally focused to win.
Pursue multiple directions. Instead of getting
deadlocked on one direction, start ups are adaptive and pursue several
directions at once.
They iterate and pivot. Fast, too. They pivot
and adapt before corporate American sends a preview deck to upper management.
First question: What are the differences between how a
corporate team or a start up innovates?
Kristi Zuhlke: Start ups move much more quickly.
If I were to go back into corporate work, I’d launch and test things much more
quickly.  You’d learn more, faster.
Decrease the time to learning’that is the difference.
Kristine Greiwe: On the walls of LYFT is a sign
that says Create Fearlessly; creativity is not fostered in a corporate meeting
room. I’d like my team out of the office more, as it fosters a more inspiring
Terrae Schroeder: The system is set up
differently. The goal in a large company is to not fail. Organizationally, the
rewards system and goals are different.
Luana Nichifor: We have five business units,
five markets; so the size can slow you down.
Second question: Can you give us some ideas that you’ve been
able to make a difference at a large organization?
Luana Nichifor: At P&G it can be easier than
at some companies. We try to apply start up thinking wherever possible. We
collapsed a 200-question survey to a much easier instrument.
Kristi Zuhlke: Find companies who you wouldn’t
find in the typical RFP process to find a company that will force you to think
Terrae Schroeder: If you get to the clear
insight, it provides courage to innovate. This clarity can inspire innovations
to move fast.
Kristine Greiwe: I am the first person to do
consumer insights at LYFT, but the brand team is hungry for insights and
consumer data. As a start up, we are resource and time constrained. The second
thing I borrowed from P &G is storytelling, bringing the consumer stories
to life. The way to do it is to get out of the office.
Third question: Have any of you had experiences in the
corporate world where you had to find an answer quickly’and the organization
used the data.
Terrae Schroeder: We are keen on developing the
Institutional Gut. Remember, you are a consumer. Internal intuition is
valuable. Google a question. Build trust in intuition.
Luana Nichifor: It is easier to grow and build insight
depth at an organization. Give them immersive experiences. We have so much
data, too much. We distill the data down to visuals the teams can use for their
power points, which helps a lot.
Final question: each of you on the panel have gumption, so what
is the role of personal risk and leading change.
Kristi Zuhlke: I left the corporate world for a
real startup. At P&G my manager encouraged risks. He’s the CEO of Levi’s
today. In corporate America you actually have a bigger parachute to take risks.
Lead. Take risk. Or, you’ll follow.
Luana Nichifor: There are rewards for risks.
It’s easier to start something for some people. If you encounter a Wow moment,
then you cannot say no.
Some general advice was conveyed in the open question and
answer session:
In terms of trying to force feed a product,
listen to the market. Find the pain points. Solve those. Run test.
Some large corporations are open to working with
Start Ups to solve problems outside of accelerators and pure open innovation
Use your own network for research to move
Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

2015 TMRE: Seth Godin Question and Answer Session

Seth Godin Question
and Answer Session: TMRE, Orlando 2015
Seth Godin is the author of 18 books. His blog is one of the
most popular in the world.

After a keynote about the Connection Economy, Godin made
time for a Q and A for 50 people.

Q: Companies are risk averse and market researchers are even
more risk averse. What is your advice?
A: Reframe the questions. See how people respond. Companies
aren’t conservative; they are afraid. They all want someone to stand up and
shed light. They mistake their purpose as making the stock rise, instead of
making something meaningful. Take actions on small things, build courage, take
responsibility, give credit. Things will change.
Q: What your view of where marketing will be in five years?
A: This is the next big thing’market to the edges, the
freaks, forget mass’market to individuals. The meta trend is the smartphone.
Most teenagers would rather give up their car than their cell phone’amazing.
Q: Can you talk about scarcity verses Abundance?
A: The source of the scarcity mindset is two fold: 1.
Evolution (not enough food for 1 million years and 2. Limited shelf space. Zero
sum game ‘ the shift is that attention is the scare-est resource. How do you
get more attention? Ideas are abundant. You need to build trust.
Q: What is your view on Twitter?
A: The two stupid things Twitter can do is go public and
sell ads’I wrote this in a post before Twitter went public. Instead, they
should offer a tiered platform with power users who don’t see ads. Twitter will
be less fun to use.
Q: You mentioned about The Weird. Please explain.
A: People move away from the center when given a choice.
Look at people’s browser histories. This was inconceivable 50 years ago when we
had three TV channels to choose from. Now, it is fragmented beyond conception.
Q: When you look at market research, you think about the
push tactics you don’t want. So, what can market research do?
A: Start with reframing the questions, make sense of trends,
not history, but pattern matching. You are charged with taste, not data.
Q. Discuss the art and humanity a little more.
A: Understand patterns. As soon as someone creates an
algorithm, humanity changes, outmodes it. 
It’s the quality of the experience of living, of life, of work.
Q. Thank you for using words like generosity or art in the
realm of marketing. Can you help bring value?
A. I would say you wouldn’t say it yet. But I see it at many
companies. Look at Spotify’the CEO knows that if he hires humans at their edge,
it will bring the company more value. When I say generosity, it doesn’t mean
give it away, it means recognize the humanity of the market.
Q: How do you take it personally when you’re told not to
take it personally.
A: They don’t have to like it, but I made it and I have
proud of it. You can say ‘I made it.’
Q: Turning strangers into friends’can you explain?
A: My book Permission Marketing is about this topic.
Marketing you want to get works better than spam. Would the consumer miss you
if you were gone? Do you have permission. The challenge is how you build a brand
where people want to here from you. It requires humility. Find products for
customers, instead of customers for products. Earn that asset first, and the
other stuff falls into place.
Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

Accelerate Growth Through the Strategic Integration of Research During the Innovation Process

Accelerate Growth
Through the Strategic Integration of Research During the Innovation Process
Stephanie Cunningham, Associate Director, Global Insights
Business Lead’Specialty Division, The Clorox Company
Jody McInerney, Senior Vice President, Burke, Inc.
Stephanie began with crisis, a story about the kitty litter
business. Competitive pressures were high. Market share was being lost. They
needed a new product, in a hurry. From concept to packaging, they needed it all:
RTB, packaging design, product name, name and product fit with top benefits,
and fully baked complete concepts to test against legacy products and
competitive products.
Clorox had five weeks to cram in eight months of work before
the end of the fiscal year and their plan to retailers.
They had limited time and were forced to explore
non-traditional methods.
They called Burke, Inc. for help, and began the Accelerated
Learning Labs??, a methodology designed to shorten the learning curse and allow
teams to get more done in less time.
Accelerated Learning Labs?? focus efforts into a single-day
or real-time learning.
Steps of framing an Accelerated Learning Lab??
Gather Participants
Choose subgroup
Refine Ideas as a Team
This methodology provided a way for the Fresh Start team to
get the results they needed in their timeframe.
The Fresh Step team pushed back at first at this method.
There was fear of the unknown, no proof that it would work, and questions about
the output. This process requires a high-performing team to execute, so it was
critical to get all of the internal stakeholders to suspend disbelief and
deeply participate in the process.
For each of these client fears, there was a solution. There
was the trust of working with a supplier with whom they’ve had a decade-long
relationship. They set expectations about the level of involvement. They also
engaged creative teams and agency partners from the outset.
In the end, the whole Fresh Step group (Innovation manager,
brand manager, designers, consultant team, and marketing manager) all dove in
as a unified cross-functional team.
Once aligned, the team moved forward with
Three-in-person sessions in one market
Total of 102 participants (34 per session)
1.5 hours of quantitative evaluations
1.5 hours of qualitative probing with small
groups of six-eight.
Understanding the most compelling message’the RTB’was the
prime mover in this scenario. The, we moved into package design that needed to
stand out at shelf. We tested a total of 18 names. Then, took the names and
packaging and tested fit with the benefit (RTB).
Consumers provided ways to improve the benefit, the
look-and-feel, the imagery, and the name. They were invaluable in driving
iteration after iteration that made the product more desirable in the market.
They planned the five-week sprint in weekly segments with
things that had to be completed each week.
So, was it a success? Yes. They met the impossible timeline.
Since launch, Clorox has done more rigorous testing and the product that was
launched has tested very well each time. Plus, the market accepted and embraced
the product.
The ability to learn in the moment, given the tight
timelines, was instrumental to hitting the condensed timeline.
Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

Contagious: How to Make Products, Ideas, and Behaviors Catch On

TMRE Keynote Presentation
Contagious: How to Make Products, Ideas, and Behaviors Catch On
By Jonah Berger, Professor of Marketing, The Wharton School
at the University of Pennsylvania
Berger starts the keynote session by playing a game, Which
is Tastier
? Where two images are shown: broccoli and a cheeseburger.
The vote is cast: the majority vote, you guessed it, for the
cheeseburger. The point is simple. We all know we should eat more broccoli but
the cheeseburger beckons us.
The analogy of tasty then gets turned to ideas. Which ideas
are Tastier?
Some of the ideas are like broccoli’they are good for us,
but not desired, not catching on.
The curse of knowledge plagues the researcher.  We have to overcome what we know and
communicate in a way people will try and spread it. 
As an overview, we will explore these three, key points:
How we make ideas tastier
How we craft our insights that make people more
likely to listen
How we can use word-of-mouth to spread the idea
He asks the audience: What is the science of why people
share? Let’s tour the main points. Let’s learn about the science of social
transmission through storytelling.
Berger showed a slide proving that word-of-mouth is at least
twice as effective as advertising, according to a McKinsey study.
The first hack he shared was based on his experience in
academia. Two copies of the same book were sent to him; the second had a note
encouraging him to pass along to a colleague who may enjoy it. Berger’s point:
find the influencers and give them something to spread, and it comes across as
a recommendation.
So, why do people
? Here are the top driving six factors:
Social currency
Practical Value
One way to get others to share our ideas is to make them
look good, look smarter’this is the basis of social currency.
We share things that send desired signals of who we are, our
ideal self. So do brands. How can you make your brand tribe feel smart and
in-the-know, on the inside track? If people feel special sharing our stuff,
they will.
One facet of social currency is finding the Inner
Remarkability’something surprising, novel, or interesting. Berger used the
Blendtec blending an iPhone example as the Will it Blend campaign. Blenders
sales went up 700% as a result.
The more you can show rather than tell, the more powerful.
So, what is a Trigger: something that is top-of-mind
because it is tip-of-tongue.
Consideration is 80% of purchase, and getting in the
consideration sphere is the most important part of the strategy.
Here are the four questions for getting value from triggers:
Who do we want to triggers?
When do they want to be triggered?
What is in the environment at that time?
How can we connect to the environment?
The last tactic discussed is Stories. Facts and data bore
everyone. Stories are vessels of information, a Trojan Horse, a carrier of
information. Stories imbue the emotional shorthand of a brand. Stories are the currency
of conversation.
Berger’s advice: first, find your kernel. What do you want
to pass on, to share? Then, how can you make others feel special about it,
in-the-know, and share.
Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

New Frontier of Consumer Research

TMRE 2015 Session
New Frontier of
Consumer Research
Olga Diamandis, Senior Manger, Open Innovation, Mattell
Three key things are happening that are changing research:
Crowdsourcing, big data, and artificial intelligence.  We will mine these dimensions, but first
let’s take a brief look at the history of marketing research.
The field was born in the 1930s with the Likert Scale. This scale becomes
the primary tool to measure consumer attitude. Then, the internet drastically
changed things in the 1990s. Once web sites became dynamic and data was easy to
handle crowdsourcing.
enabled researchers to crowdsource around the globe. Everything from toys, car
design, to a country’s constitution have been crowdsourced.
For Mattell crowdsourcing became a tool for creating new
characters in their Little People line, reducing the time spent in Market
Big Data creates
new opportunities. From behavioral data to predictive analytics, Big Data
shortens the time to generate insights. Every human leaves a digital trail that
can be cross-analyzed. In the Connected Era the amount of data will spike even
What Big Data means for advertising is hyper targeting,
creating meaning and relevance for consumers.
allows us to track everything without consumer reported data,
decreasing consumer biases. AI, in this realm, includes peer reviews (such as
reviews on Amazon.com) and consumer ratings.
AI also helps us understand ourselves better. What movies we
like. We words we use most often. In time, Siri will take a more proactive
role, recommending places to eat and things to do based on our user patterns.
I know I can go online and find an answer to a question
simply now. Then, I’m thinking that machines can handle the search and the
critical thinking. Revolutionary. I get excited and overwhelmed, but so
excited. The future is limitless, but we have to be adaptive to take advantage
of this emerging mode of the market.
Michael Graber is the
managing partner of the Southern Growth Studio, an innovation and strategic
growth firm based in Memphis, TN. Visit
www.southerngrowthstudio.com to learn more.

Lessons from Three Years of Content Marketing: What Works and Why

Christian Kugel (VP, Consumer Analytics & Research at AOL) wrapped up Tuesday with a powerful presentation on a hot topic ‘ Content Marketing. Similar to Social Media, Content Marketing is an area that some people are still looking for proof of its effectiveness. Kugel shared AOL’s lessons in Content Marketing over the last three years ‘ specifically what works and why. Here’s a quick recap of what he shared’

Do Content Marketing programs work to drive brand metrics? Definitively, yes. Their studies showed that Content Marketing increased affinity, consideration, and ‘interest in learning more.’

Useful practical content was most effective’.

AOL looked at the effectiveness of content under different levels of brand presence. One way they tested this was by bookmarking content between two 15 second spots (Pre-roll and Post-roll). Ultimately, they found that more brand presence vs. less is generally a good thing. 78% of people that saw the scenario involving the bookmarked content felt like the level of inclusion of brand was ‘just right.’

In order to meet these three key areas, Kugel recommended segmenting by ‘moments.’ He listed 8 types of content moments:

By analyzing content in a moments-based segmentation approach they were able to look at how each moment segment engaged with content across motives, topics, and formats. For example, 21% of people consumed an online article or blog post (content format) to ‘be in the know’ (moment segment). The most successful Content Marketing will match moments (motives, topics, and formats).


Isaiah Adams is the Manager of Social Media Development at Optimization Group, a marketing research and analytics firm that uses cutting edge technology to help clients make fact-based decisions. Follow Optimization Group on Twitter @optimizationgrp 

How to Communicate Superior Value through your Product Claims

Jee Ahn (Senior Consumer Insights Manager at The Clorox Company) and Paul Janssen (VP North America at SKIM) started the afternoon session off with a bang by talking about how Clorox has been able to communicate their superiority in categories with not much differentiation.

A common approach to this problem is to create hard-hitting comparative claims to help differentiate the brands. With all else equal, consumers choose the one with the highest perceived value (benefit).
Brand comparisons can successfully contribute toward reaching certain goals. By leveraging positive associations consumers have with a more established brand, a brand can:

— Establish credibility for new entrants
— Help overcome specific barriers to purchase, such as quality concerns

There are, however, also serious risks involved with using brand comparisons.

— Is often judged negatively (bashing)
— Can remove focus from the key benefit
— Can undermine a brand’s credibility

How does Clorox communicate superior value without these side effects? By understanding that consumer perception equals realty. As an example they listed two claims side-by-side. One claim said, ’10x more moisturizers), while the other claim said, ’1/4 moisturizing cream.’ Consumers preferred the claim of ’10x more’.’ because there is no context or understanding about how valuable ’1/4 moisturizing cream’ actually is.

3 Principles of Creating Superior Value Perception

#1 Always focus on the key benefits

— Position yourself on the basis of what matters to consumers

#2 Make your promise tangible

— Be specific in how much value (benefit) you have to offer

#3 Creatively define your benchmark

— It is not about comparing per se but about establishing a sense of superiority

So, what do you do when the primary benefit is experiential (subjectivity is the norm) and most of these principles don’t apply? For instance, taste is not something you can claim, but rather something you can show.

#1 Use compelling taste descriptors to bring the product experience to life. 

— It will help consumers paint a mental picture of the delicious taste they are looking for (e.g. ‘Fresh butter taste’).

#2 Emphasize the quality or origin of the ingredients, not the process. 

— Consumers know that good quality ingredients result in a better, tastier product, so leverage this association. Origin instills trust and triggers associations of quality that ladder up to better taste perceptions.

#3 Support your message with attractive visuals. 

— Appealing pictures are more powerful than words and help build mental models of what the text is all about.

Isaiah Adams is the Manager of Social Media Development at Optimization Group, a marketing research and analytics firm that uses cutting edge technology to help clients make fact-based decisions. Follow Optimization Group on Twitter @optimizationgrp