Credentials & Capabilities

“Specializing in understanding people to identify

and influence the cause behind the effects."

• Company Overview…………………………………… 3

• Social Engineering…………………………………….. 7

• Change Management………………………………… 23

• Relationship Marketing…………………………….. 32

• Neurographics Use Cases………………………….. 40

Table of Contents

“WE ALL HAVE A RESPONSIBILITY TO CONTRIBUTE TO SOCIETY

IN A WAY THAT PROMOTES MORAL CONDUCT AND INFLUENCES

SOCIAL CHANGE TOWARDS POSITIVE OUTCOMES.”

We are a global network of communication strategists, marketing engineers, social scientists, and leadership advisors who believe it is necessary to change the relationship dynamics that exist between organizations, institutions, businesses, media, and people to motivate collective action towards positive social change and global sustainability.

This is the process of social engineering.

We apply these techniques in fields that demand a better understanding of the needs of people. (i.e. Social Media and Marketing Communications, Organizational Development and Operations, Training and Education, Civic Engagement, Sales and Partnership Relations, etc.)

“OUR EXERIENCE IN DIGITAL COMMUNICATIONS AND SOCIAL STRATEGIES

DATE BACK TO THE EARLY DAYS OF THE MAINSTREAM INTERNET.”

Entrance into the digital

media industry

Sold Mass Transit Interactive to

Horizon Media

Joint venture to form

MindTime Technologies

OMMA Magazine’s “Media Planning &

Buying” award

• Over 2,000 programs across more than a dozen industry verticals

• Leaders in developing industry standard best practices and guidelines

• Active participants and board directors of leading industry organizations

• Frequent speakers at major industry conferences and events

• Digital and social marketing corporate trainers and educators

• Contributing writers for leading trade publications and blogs

• Pioneers in the field of neurographics and social capital measurement

Founding member of

FCBi

Co-founders of “Ad Age Top 25”

digital media agency, Mass Transit Interactive

OMMA Magazine’s

“Rising Media Star” Award

B2B Magazine’s “Best & Brightest

Media Strategists” award

Created Mobile Ad Network, Ad Infuse

Launched Burnham Marketing

Pioneer Neurographics

and Social Capital Metrics

Global leadership development advisors to the United Nations

“ASIDE FROM OUR EXTENSIVE EXPERIENCE ON SPECIFIC PROJECT WORK,

WE HELPED BUILD AND SHAPE THE DIGITAL COMMUNICATIONS INDUSTRY.”

Beta Test Emerging Technologies

IAB/AAAA’s Industry Standard Terms & Conditions

IAB US Measurement Guidelines

IAB Creative Delivery Guidelines

IAB Billing Best Practices

IAB/MRC Ad Discrepancy Resolution Process

DoubleClick Client Advisory Board

Association for Downloadable Media Board of Directors

212 NY Interactive Ad Club Board of Directors

212 Professional Development Committee

iMedia Summits Advisory Board

Upstream Habitat, 212, AdMonsters Trainers

Cost-Per-Media Plan Development Model

Neurographic Use Cases

“Contemporary Advertising” Text Book

Social Capital Value Modeling

International Neuroscience Management Education

DMA Marketing Data Governance Certified

• Creates operational efficiency and lowers costs

• Reduces employee waste and utilizes specialty skillsets

• More sustainable and requires less resources

• Highly qualified professionals managing each project

• Faster turn around times due to experience and expertise

• Efficient management of overall time and bandwidth

• Increased flexibility permits controlled scalability

• Access to specialized services from around the world

• Improves collaboration and drives innovation

• Local-to-global resources and partnerships

“The Internet has allowed us to structure our society and business to operate much like one big social brain. We harness its collective power to support specific project needs, while minimizing waste.”

“You don’t use your entire brain power for every task. Based on the task at hand, the brain utilizes the necessary combination of brain functions to satisfy specific needs to maximize efficiency.”

Virtual Operations Infrastructure

“OUR DYNAMIC AGENCY MODEL PROVIDES SPECIALIZED AND SCALABLE

RESOURCES TO MEET THE GLOBAL DEMANDS OF YOUR ORGANIZATION.”

Social Engineering

“Shifting behavior to maximize the desired

output of integrated social systems."

Organization Individual

Industry Networks

Group

National

Interpersonal

Global

“THE BETTER UNDERSTANDING WE HAVE, THE MORE EMPATHETIC WE BECOME.”

Everyone has natural resistances which manifest in our decision making process, our communication style, and in our behavior. Once these resistances have been identified by another, one can begin to engage with that individual in a way that overcomes their cognitive dissonance. This is the result of collaborative social learning. Collaborative social learning has the potential to influence people’s behavior in a way that is predictable, fractal, and scalable, which has the ability to drive collective action by cultivating relationships to collaborate towards a unified goal. The same attributes are required to build any relationship: trust, transparency, shared values, empathy, and satisfy each other’s needs.

“IT IS TIME FOR A NEW SET OF KEY PERFORMANCE INDICATORS.”

Many companies still correlate past effects to predict future effects, without understanding causation. Most data lacks human context and does not offer insight into the how and the why behind the who, what, where, and when. It is also becoming increasingly challenging to generate actionable analysis from big data sets, which is requiring the need to establish a new set of metrics that provide greater insight into the motivating drivers of collective action. In order to measure a groups’ relationship to something, they must be measured as a collective and not individual silos. Social capital provides the universal standard for measuring human impact anywhere there is a need to understand the dynamics of social behavior.

Social connections are the interactions that occur between these individuals and groups.

Social capital is the expected collective or economic benefits derived from the preferential treatment and cooperation between individuals and groups.

Social Capital Value: Quantified return generated from measured interactions

Cost Per Social Connection: Expense required to obtain a specific desired action

Net Return Per Social Connection Incremental value created from each desired action

Cumulative Culture Adaptation Rate: Measured pace by which collaborative social learning occurs

Increase in Social Capital Value: Incremental value created as a result of resource allocation

Return on Investment: Incremental return generated from social capital investments

Rate of Return: Measured pace by which return on investment is achieved

KEY PERFORMANCE INDICATORS

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IMPA

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BEN

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MA

RK

"IN ORDER TO QUANTIFY SHIFTS IN SOCIAL BEHAVIOR,

PEOPLE MUST BE MEASURED AS A COLLECTIVE.”

“THE MINDTIME FRAMEWORK OF HUMAN THINKING”

MindTime® is a registered trademark of MindTime Inc. © 2009 MindTime Inc. Patent Pending.

The abstract world of our thoughts is where our egos reside – where we imagine ourselves and our circumstances as we were, as we are, and as we wish to be. This is the world of time. And time gives dimensionality to thought. Time gives rise to the three most fundamental thoughts humans can conceive of: Possibility, Certainty, and Probability As a species we have evolved our ability to imagine future possibilities and outcomes (force of Possibility), draw from past experiences and learn from them (force of Certainty), and to develop strategies for managing things in the present (force of Probability). These are the three most fundamental thoughts us humans can conceive of.

“THE MINDTIME WHEEL OF COLLABORATION”

The communication exchange that is managed through the

“Wheel of Collaboration” increases social connections, driving up social capital value resulting in collective action.

MindTime® is a registered trademark of MindTime Inc. © 2009 MindTime Inc. Patent Pending.

The abstract world of our thoughts is where our egos reside – where we imagine ourselves and our circumstances as we were, as we are, and as we wish to be. This is the world of time. And time gives dimensionality to thought. Time gives rise to the three most fundamental thoughts humans can conceive of: Possibility, Certainty, and Probability As a species we have evolved our ability to imagine future possibilities and outcomes (force of Possibility), draw from past experiences and learn from them (force of Certainty), and to develop strategies for managing things in the present (force of Probability). These are the three most fundamental thoughts us humans can conceive of.

“CULTIVATING EMPATHETIC RELATIONSHIPS IN AN EFFORT TO INTRODUCE

AND GAIN SUPPORT FOR NEW IDEAS TO DRIVE COLLECTIVE ACTION.”

There are four main elements that influence the spread of a new idea: the innovation, the communication channels, time, and a social system. A strong communication strategy increases social connections, maximizing social capital value, resulting in collective action. We develop communication strategies based on the cognitive needs and resistances of people which influence the causational drivers of decision making to move towards a desired action. Consensus implies ‘shared interest’ and agreement among various actors and stakeholders to induce collective action, which is achieved through an effective communication exchange and collaboration. Collective action is thus an indicator of maximizing social capital and crossing the chasm increases social capital value and ROI, which improves success probability.

POSSIBILITY CERTAINITY PROBABILITY

“PERFORMING A VALUE ALIGNMENT ANALYSIS IS REQUIRED TO INFLUENCE

SOCIAL CHANGE AND TO QUANTIFY A RETURN ON YOUR INVESTMENT.”

Value alignment analysis can be applied to any groups or segments of people regardless of size and scale; from the organization level all the way up to the global population and all social systems in between. This will not just establish benchmarks, but will also determine the communication attributes that will maximize resonance, as well as identify areas for improvement.

“IN ORDER TO TRULY UNDERSTAND SOMEONE,

YOU MUST SEE THE WORLD AS THEY DO.”

The rise of big data now allows for hundreds of data points to be mined and aggregated in an attempt to better understand predictable behaviors. However, people are not defined based on disparate data points. We now have far greater insight – and the technology to measure - how and why people behave the way that they do with greater predictability and certainty. In our highly fragmented and socially connected digital world, it is becoming increasingly more important to connect with people based on their values, needs, resistances, interests, cultures, and communication preferences. To see people in this way requires a different lens. Neurographics has far greater influence over people’s perception and behavior, than other demographics and psychographics. By omitting neurographics from their collected metrics, researchers leave themselves without a universal framework of human understanding with which to deliver predictive, conclusive, and actionable results from their analysis.

“DEVELOPING A SEGMENTED COMMUNICATION STRATEGY BASED ON PEOPLE’S

NEUROGRAPHIC ARCHETYPES IS REQUIRED TO SHIFT PERCEPTION AND BEHAVIOR.”

While there are three primary forces of thinking that make up human cognition, each of us differ in the degree that we utilize each. MindTime measures these differences and we develop archetypes by layering common thinking styles with behavioral attributes. While there are millions of variations within the MindTime framework, a 10-archetype model is sufficient for most purposes.

PAST PAST-PRESENT PRESENT-PAST PRESENT PRESENT-FUTURE

FUTURE-PRESENT FUTURE FUTURE-PRESENT PAST-FUTURE INTEGRATED

10 – Archetype Framework Model

“WHEN YOU KNOW HOW PEOPLE THINK YOU CAN COMMUNICATE AND

CONNECT WITH THEM IN A WAY THAT YIELDS PREDICTABLE OUTCOMES.”

We concentrate on impacting the key stages of the decision making process. By evaluating people’s social learning, communication, and relationship building needs, we can help you build strategies that resonate with how people think, what they believe, and how they make decisions, while providing context to all of your other behavioral and attitudinal data. A person’s neurographic archetype will determine the fundamental drivers of all human interaction, which can positively affect every decision he or she makes. More importantly, all human interaction is dependent on their relationship with the subject. This means that whether or not I interact with something – anything – it will be based on my cognitive needs.

“AN INDIVIDUAL’S APPROACH TOWARDS SPECIFIC DECISIONS WILL

BE DEPENDENT ON HIS OR HER NEUROGRAPHIC ARCHETYPE.”

The types of decisions someone needs to make will be determined by the relevancy, demand, and messaging resonance of the receiving communication. The time required for someone to take action will be based on one’s neurographic archetype. Someone’s neurographic archetype can also influence the number of decisions and series of decisions required to take a particular action. By compressing the decision making time lag, you can improve collaborative social learning and expedite the time to action.

Dimensional Thought Process

?

“THE RIGHT COMMUNICATION STRATEGY CREATES EFFICIENCY

THROUGH RELEVANCY WHILE INCREASING SOCIAL CAPITAL VALUE.”

A communication strategy that is designed around a person’s cognitive needs will be much more effective and will have far greater impact. Refining your communication to satisfy people’s needs creates efficiency throughout the decision making process. By streamlining the decision making process you increase your rate of return. This results in decreasing the time lag to action, which generates a return on your investment in a much shorter period of time. This is how we approach predictive modeling.

Dimensional Thought Process

!

“THE EXPONENTIAL IMPACT OF COLLABORATIVE SOCIAL LEARNING

INCREASES THE CUMULATIVE CULTURE ADAPTATION RATE.”

Cultural adaptation is the result of satisfying individual needs to influence the attitudinal shifts of the collective society as a whole through collaborative social learning. Social fusion is the fluidity of information and transfer of knowledge resulting from integrated communication streams.

Societal conditioning is the process of using these integrated communication streams to drive adoption of new ideas to stimulate collective action. This moves from influencing isolated decisions to conditioning habitual social behaviors. Over time, collective commonalities will supersede individual differences to form a unified value system. This leads to greater economic and social sustainability on all levels.

“GLOBAL SUSTAINABLE THINKING IS HOW WE DELIVER REAL SOCIAL

CHANGE THAT BENEFIT THE NEEDS OF ALL HUMANITY.”

Our approach has the potential of impacting all pillars of society, in a measurable and quantifiable way. Progress is achieved by people; both internal and external to any organization. Sustainable thinking is necessary for not just creating operational efficiencies, but also dictates how successful you interact with society. Once a sustainable level of integrated thinking is achieved at the organizational level, it becomes a seamless process for designing and executing outreach programs that deliver a desired collective action.

“THIS APPROACH CREATES OPERATIONAL EFFICIENCY AND INCREASES

ROI BY MAXIMIZING SOCIAL CAPITAL TO DRIVE COLLECTIVE ACTION.”

An overarching social responsibility and sustainability strategy can lead to greater long term growth and stability while delivering positive social change and human impact. Leveraging this approach to change management creates the necessary structure that yields a much deeper understanding and cohesion between people, both internally and externally to any organization. This is the process required to contribute to the greater societal good, while quantifying a return on your investments and accomplishing your business objectives. When integrated properly, we all achieve positive ROI.

Organizational Development Communication Strategies

• Maximize investment in human capital

• Provides an optimized team structure

• Boost morale and minimize turnover

• Generate greater team collaboration

• Infrastructure that drives innovation

• Streamline processes and work flow

• Increase return and improve stability

• Maintain a sustainable growth trajectory

• Develop more effective messaging

• Satisfy people’s unique needs

• Overcome cognitive dissonance

• Strengthen individual relationships

• Improve perception and reputation

• Impact key stages of decision making

• Shorten time lag to desired action

• Influence shifts in social behavior

Change Management

“Stimulating collaboration and innovation

for long term growth and sustainability."

“DIFFERENT THINKING STYLES ARE MORE CONDUCIVE TO SPECIFIC FUNCTIONS

AND CAN VARY IN EFFECTIVENESS WITHIN THE STAGES OF COLLABORATION.”

Organizational challenges are caused by people and the result of communication frictions, cognitive resistances, and learning requirements. Aside from experience and expertise, it is important to assess each individual’s thinking style prior to assigning specific roles and responsibilities. By understanding these differences in one another, you can infuse empathy into the collaboration process, which in turn exponentially increases your social capital value.

The Force of Probability:

Present Perspective

How can I do it? Organized Executes Manages

Process Oriented Thinks actionably

Manages outcomes

The Force of Possibility:

Future Perspective

What could I do? Entrepreneurial

Innovative Problem solving Drives change Thinks quickly Opportunistic

The Force of Certainty:

Past Perspective

What do I know about it? Rational

Gathers evidence Data driven

Driven to understand Thinks deeply

Avoids risk

“ONCE YOU IDENTIFY THE NATURAL STRENGTHS AND RESISTANCES OF ONE

ANOTHER, YOU CAN DETERMINE HOW BEST TO COLLABORATE AS A TEAM.”

A person’s work style includes communication style, environmental needs, behavioral tendencies and management needs. We can provide considerable insight into each person’s working style demonstrating a clear picture of how (and why) they operate the way they do. We will assess the group’s transactional relationships, as there can be so much wasted time and energy in simple day-to-day interactions and communication. By connecting this analysis to individual roles and responsibilities we can identify where improvements in process and team structure can be implemented.

When a person is appropriately matched with a position that exploits one’s cognitive strengths, there is an immediate increase in productivity, morale, and retention. This leads to greater human utility, which in turn, reduces operating costs and improves social capital value and ROI through collective action. Creating operational efficiencies is necessary to scale and manage sustainable growth. Many of the challenges that your organization may encounter typically reside within four key buckets:

PROCESS SCALABILITY MANAGEMENT EDUCATION

“NEUROGRAPHICS CAN HAVE A DRAMATIC IMPACT ON THE ORGINAZATION’S

CULTURE AND IT’S ABILITY TO INNOVATE AND COLLABORATE EFFECTIVELY.”

Role Fit

Job Satisfaction

Communication Issues

Individual Challenges

Team Dynamics

Project Management

Growing Pains

When a person is in the wrong job for their thinking style it takes more energy and time to deliver a lesser result. By identifying people’s thinking styles and the thinking style which would be most suited to a specific job, we can increase capacity and improve on product quality. This would help to maximize productivity and ultimately reduce the amount of time that's required to complete certain tasks and deliverables, leading to an improvement in overall organizational bandwidth.

A person who is unhappy in their work, or lacks satisfaction is not going to invest themselves as fully in what they do. Measuring people’s job satisfaction can be a simple way to identify this potential for low productivity. We would look for any connection between job satisfaction and thinking style (there is often a connection between the two).

Poor communication between people creates mistakes and impacts how quickly things get done. By focusing on individuals’ thinking styles we can teach everyone within the organization to realize why they are having difficulties understanding the communication of others. We will develop a set of communication personas that can be used as a guide in developing custom training programs and improving work flow.

Individual Challenges affect individual and collective bandwidth, and need to be addressed individually. A person’s thinking style presents them with both their ‘thinking assets’ with which they contribute, but it also presents them with challenges that they need to overcome when working with others. These can come in the form of resistances or miss application or misunderstanding of how to use their thinking style.

We will assess the group’s transactional relationships. There can be so much wasted time and energy in simple day to day interactions and communication. By understanding people’s thinking , it is a very effective way to ‘see’ and predict the effectiveness of transactional relationships. By connecting this analysis to individual roles and responsibilities we can identify where improvements in process and team structure can be implemented.

Birds of a feather flock together. Put the right thinking styles in the room and you get a very productive meeting. Put the wrong ones in, and everybody may be very polite, but, nothing happens; there is no magic. And sometimes there are sparks. Building external facing teams is essential. A well rounded team is going to be more proficient at meeting project demands. The team should all be well versed in their colleagues thinking styles in order to maximize productivity.

Ensuring that there is an awareness among managers and leaders of thinking styles at work, their impact on every aspect of organizational success, and what the implications are for cutting a member of staff, or adding one, is essential to success. We can provide the necessary intelligence to make decisions around cut backs and hiring. Mapping which thinking styles succeed in any given role and which thinking styles manage that talent best is like having a road map to success.

P

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P M

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P M

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P M

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Work Styles

Includes communication style, environmental needs, behavioral tendencies and management needs (and there are other more subtle needs such as self-esteem building). we can provide considerable insight into each person’s working style providing them with a clear picture of how (and why) they operate the way they do. After mapping an individual’s thinking style it’s a matter of one-on-one coaching and awareness building for the individual and their manager. P M

E S

“IN ORDER TO BE FUTURE-READY, YOU MUST FIRST ASSESS THE

SOCIAL INNOVATION MATURITY OF YOUR ORGANIZATION.”

An honest evaluation of your key areas for improvement and level of commitment is required to prioritize where we should be concentrating our efforts to yield the greatest impact. Once we have determined where efficiencies can be created, we will establish the necessary processes and work flow integration strategies to support your change management needs.

Novice Intermediate Optimized

What is the focus of innovation and development and how does it align with the organization's objectives?

Reactive & short-term Aligned to corporate objectives Drives competitive advantage

Is there an organization-wide commitment to change management? Do your sponsors enable your program to grow?

Informal / part-time Assigned executive role Dedicated senior executive role

How and who is responsible for the regulation and control of the organizational development and innovation program?

Undefined & uncontrolled Defined but not fully developed Clear ownership & responsibility

Is the innovation and collaboration process formalized and widely used throughout the organization?

Sporadic Process defined by limited adoption Repeatable process & used in all areas

Is the culture receptive to change and does the organization encourage experimentation and innovative behaviors?

Risk averse Pockets of innovative behavior Experimentation valued & widespread

Who are you engaging with and how? How is collaborative social learning being maximized internally and externally?

Siloed & limited Internal collaboration Internal & external co-creation

Are people empowered? Do you give people the ability to think and act creatively to solve critical problems?

Self-directed Limited training Formalized program

What resources and methods do you have to implement new ideas? How integrated is "social" into this aspect?

Serendipitous Defined but not constrained Multiple defined channels

Is innovation and social capital investments being measured and is success clearly defined and communicated?

Simple / no measurement Balanced scorecard Strategic & shared

Do you have a suite of collaboration and social technologies in place and a broad set of methodologies to use them?

Limited technologies & tools Variety of technologies or methods Multiple approaches & methods used

Skills & Capabilities

Implement & Execute

Measurement & Metrics

Tools & Technology

Strategy

Sponsorship

Governance

Process

Culture

Engagement

“KNOWING WHICH LIFE CYCLE STAGE YOU ARE AT ACROSS ALL OF YOUR

ORGANIZATIONAL ATTRIBUTES WILL PRIORITIZE HOW WE BRIDGE THE GAPS.”

Stage I: Innovation Principles have decided to open the doors and execute the activation plan. No systems are in place as of yet but should be mapped out in concept. Plans are fuzzy on the details; concept driven mostly by a vision or dream. Personal inventory (“gut check”) must be performed in order to determine whether there is enough conviction to weather the storms and stay the course with a lack of systems and lack of support.

Stage II: Validation Progress is created by pursuing any and all opportunities that arise, but organization is relying typically on a few key initiatives to gain traction and support. There is typically a struggle to bring the new ideas and concepts to scale. A lot of mistakes are made, and often times new ideas will be replaced with better ones. Leaders are hands-on and participate in the day-to-day work.

Stage III: Integration Organization is on a high – the ideas / concepts have been proven, and momentum is building. Dreams are now bigger – if you can succeed doing it for a few, why not for the collective? Organization is strongly driven wanting to consume and devour everything in its path. Every opportunity is pursued and opportunities are often uncovered without knowing fully whether or not the organization can deliver. Everything is “now!” Lack of information or poor velocity of information affects executive decision-making, often causing a lot of fires. Change is driven by disasters, direction determined by which disaster is the biggest.

Stage IV: Consensus Organization starts looking and feeling stable. Information systems are in place, and the culture shifts from leadership to management. Some of the chaotic drive begins to get reined in – controls are put in place around workflows and behaviors that may not be well-accepted. There is a definite contrast and feeling of “old vs. new” inside the organization. The organization is now able to seriously consider its long-term potential. Bad news tends to move far slower than good news. Turf protection and turf wars may exist.

Stage V: Collective Action The optimum growth position where the organization achieves balance between control and flexibility. Gross margins are at 60%, with 30% of returns being invested back into the organization. The organization operates in a clear, focused, and committed matter. Front-line and external-facing employees are the eyes and the ears of the organization. Bad news moves as quickly (or quicker) than good news. The culture is balanced equally between Leadership and Management. Infrastructure is trusted by all employees. Organization is in a constant stage of change which is supported and encouraged by all staff.

“BENCHMARKS MUST FIRST BE ESTABLISHED TO DETERMINE SUCCESS

PROBABILITY AND TO QUANTIFY YOUR RETURN ON INVESTMENT.”

We will perform a gap analysis and needs assessment to help define our project parameters and expectations for what can be achieved through our efforts. This will help to solidify our role in the process and establish a way-of-working. From here we can determine actual scope of work, structure terms of service, key milestones, and a deliverables timeline.

O = Overall E = Executive M = Management I = Individual

I. Innovation II. Validation III. Integration IV. Consensus V. Collective Action

STAGE STAGE

O E M I O E M I

Competitive Landscape 4.39 4.75 3.89 5.00 Migration Management 3.71 3.25 3.89 3.75

O E M I O E M I

Innovation & Sustainability 4.00 3.75 3.67 4.80 Change Readiness 3.50 3.25 3.50 3.40

O E M I O E M I

Roles & Responsibilities 3.39 3.25 3.00 4.20 Motivation & Happiness 3.65 4.00 3.65 3.25

O E M I O E M I

Infrastructure Alignment 2.78 2.75 2.67 3.00 Process & Work Flow 3.56 3.75 3.56 3.00

O E M I O E M I

Cultural Adapability 4.17 4.25 3.78 4.80 Group Performance 3.89 3.50 3.89 4.20

O E M I O E M I

Goal Integration 4.39 4.25 4.33 4.60 Training & Development 4.83 4.75 5.11 4.40

O E M I O E M I

Resource Deployment 3.00 3.00 2.75 3.40 Project Management 3.29 2.75 3.33 3.75

O E M I O E M I

Mentor & Leadership 2.12 1.50 1.88 3.00 Collaboration & Sharing 3.08 2.75 3.29 3.00

MEAN

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IV

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“INTERNAL AND EXTERNAL CROWDSOURCING EXPONENTIALLY DRIVES

INNOVATION AND STIMULATES COLLABORATIVE SOCIAL LEARNING.”

Through our alliance partnership with Spigit, we can operationalize innovation and collaboration through prediction, workflow and real-time analytics. This will allow you to get a diversity of opinions essential to innovation and collaboration by activating the crowd to surface the best ideas that will result in meaningful and high impact outcomes. This assures there is consensus across actors and stakeholders, which increases success probability of collective action prior to substantial investments.

INN

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V

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INT

EG

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“INTERNAL AND EXTERNAL STAKEHOLDER ALIGNMENT AND COMMITMENT IS

NECESSARY FOR CHANGE MANAGEMENT AND LONG TERM SUSTAINABILIY.”

Project Planning

Application Modeling

Organizational Development

Communication Strategies

Sustainable Thinking

Self-Sustaining Capability

Problem identification and define project parameters Perform a general needs assessment and gap analysis Actualize scope of work and set budget requirements Establish terms of service and construct strategic roadmap

Alignment of objectives with development needs Validate measurement variables and methodology Identify key performance indicators and milestones Build efficiency and optimization models to quantify impact

Perform a process, governance, and cultural climate audit Assess operations, infrastructure design, and work flow Implement design thinking to leverage individual strengths Optimize organizational structure to maximize collaboration

Evaluate people’s social learning and communication style Align decision making process with relationship building needs Determine motivating attributes that drive collective action Tactical considerations to overcome cognitive dissonance

Empathetic relationships established internally and externally Cultural adaptation rate exponentially creates social change Integrated thinking stimulates innovation and implementation Priorities shift from short term gains to long term stability

Best practices, process guidelines, and optimized work flow Systems integration to manage growth and scale Ongoing training and professional development support Transition responsibilities and activities to human resources

CHANGE MANAGEMENT DEPLOYMENT PROCESS

INT

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Relationship Marketing

“Infusing empathy to cultivate high value

brand relationships to deliver social change."

“COLLABORATIVE SOCIAL LEARNING WITH CONSUMERS CULITVATES DEEP

BRAND RELATIONSHIPS AND INCREASES YOUR SOCIAL CONNECTIONS.”

Allow consumers to lead their own journey. As marketers, you can help consumers through the journey, but don’t try to create it for them. Assure tactics, metrics, and attribution are used appropriately based on where people are in the decision making process. By collaborating with consumers, you will satisfy your marketing needs by maximizing your social capital, which drives a desired collective action, resulting in a far greater return on your investment.

“THE USE OF NEUROGRAPHICS OPENS UP YOUR POTENTIAL PROSPECT

POOL DRIVING BUSINESS GROWTH AND SCALABILITY.”

Current targeting and optimization models are designed to narrow in on only a small group of consumers to capture those actively in market for a particular product or service, ostracizing a large segment of the population that include a significant percentage of potential customers. Focusing only on the low hanging fruit limits category growth and will damage the long term trajectory of your business. The use of neurographics widens the funnel to bring in more potential customers.

DEMOGRAPHICS

PSYCHOGRAPHICS

BEHAVIORAL

ATTITUDINAL

ACTIVE

NEU

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NEU

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GEOGRAPHICS

“USE CASES FOR NEUROGRAPHICS WITHIN THE

MARKETING COMMUNICATIONS PROCESS.”

Product Ideation

Persona Development

Web Development

Media Mix & Weighting

Creative & Messaging

Measurement

Customer Service

Social

CRM

2) Determine the products and services that most interest customers, key prospects, and target audience.

3) Understand how your prospects and customers need to be communicated to at each brand touch point.

5) Develop creative and messaging that addresses specific needs and motivations based on how someone makes a decision.

4) Create Web sites that provide people the information they need, when they need it.

6) Target messages towards high-value consumer segments at the optimal frequency levels required to maximize impact.

7) Layer and correlate neurographic data with demographic, attitudinal, and behavioral data for more efficient marketing analytics for optimization.

8) Deliver more personalized customer service based on how customers need to be communicated to and with what specific information.

9) Create loyalty programs that drive participation, as well as manage brand behaviors and attrition through a segmented contact strategy.

10) Leverage brand advocates and communicate with potential prospects in a way that both are most comfortable with.

Organizational Development 1) Assure product development and marketing teams are structured optimally to maximize productivity.

“DEPLOYING TACTICS THAT SUPPORT THE STAGES OF THE CONSUMER

JOURNEY WILL MAXIMIZE IMPACT AND MINIMIZE WASTE.”

It is not enough to include media and marketing tactics just for the sake of checking a box on your marketing mix spreadsheet. Each and every tactic has its benefits and its weaknesses depending on how each are utilized to achieve your business goals and campaign objectives. Consumer behavior is not siloed, so neither should your tactics. An integrated media and marketing mix is necessary to understand the halo effect, as well as performance attribution.

1) BENCHMARKING & OPPORTUNITY IDENTIFICATION

2) MEDIA TESTING & REFINEMENT

3) OPTIMIZATION & APPLIED LEARNING

PHASE MEDIA TACTIC

Programmatic Buying

Behavioral Real-Time Bidding Search Marketing

Programmatic Buying + Premium Sponsorships

Behavioral Real-Time Bidding Search Marketing

Contextual Editorial Promotions

Programmatic Buying + Premium Sponsorships

Behavioral Real-Time Bidding Search Marketing

Contextual Editorial Promotions

Scale most effective tactics and media mix

Programmatic buying is the most cost-effective media tactic which will allow us to identify the greatest media opportunities for reach, efficiency, and scale.

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“IDENTIFYING OUR PLANNING VARIABLES IS THE FIRST STEP IN THE MEDIA

PLANNING PROCESS AS THEY INFLUENCE BOTH THE STRATEGY AND TACTICS.”

Prior to developing the media strategy, we must first establish marketing parameters to assure tactics are deployed and managed optimally. Before we proceed, we must first determine how much budget is being allocated towards specific initiatives, what the business objectives are, assure that the creative strategy will satisfy objectives, and identifying measures for success.

Media Budgets

Media Consumption Habits

Industry Vertical Considerations

Campaign Objectives

Targeting Criteria

Creative Strategy

Promotion / Value Proposition

Key Performance Indicators

Historical Performance

Specific Guidelines / Terms

Channel Selection

Media Weighting

Reach & Frequency

Tactics Utilized

Vendors Considered

Rates and Pricing Models

Budget Allocation

Deal Structure

Ad Units and Formats

Terms & Conditions

PARAMETERS INFLUENCE

“WE HAVE OUR OWN IN-HOUSE TRADING DESK SOLUTION WHICH GIVES US

DIRECT ACCESS TO REACH THE MAJORITY OF THE INTERNET UNIVERSE.”

Media is the distribution channel for mass communication. The commoditization of media management technologies is creating a market of little competitive differentiation. The real difference that drives efficiency and effectiveness is the experience of the individuals managing these integrated platforms. Our project managers are considered the most experienced in the industry, so you can feel confident that your programs are being managed by seasoned veterans.

An integrated in-source or out-source white label solution

Avoid monthly minimums from trading desk technology providers

Faster turn-around time than any other digital media tactic

One of the most cost effective media tactics available in the market

Expand the reach and scalability of your digital media campaigns

Auction based media helps to lower all of your “cost per” metrics

Assure campaigns are being managed by seasoned professionals

Eliminate need to spend time and money to vet countless providers

Minimize internal resources, bandwidth, and operational costs

Sample List of Providers

“WE PRIDE OURSELVES ON OUR EFFICIENT PROCESS AND WORK FLOW TO

ASSURE WE ISOLATE PERFORMANCE VARIABLES AND QUANTIFY ROI.”

Business Strategy

Marketing Parameters

Strategic Planning

Measurement Program

Media Buying

Actionable Analysis

RELATIONSHIP MARKETING MANAGEMENT PROCESS

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• Brand development

• Fiscal goal setting and marketplace conditions

• Consumer research and insights

• Segmented messaging and communication

• Budget allocation to support fiscal goals

• Audience segmentation prioritization

• Promotions calendar and campaign scheduling

• Establish marketing and campaign objectives

• Assessment of current and past initiatives

• Creative and web development strategy

• Identify key performance indicators

• Media selection and media weighting

• Determine tactical executions

• Media research

• Identify media vehicles and content environments

• Pricing models and creative executions

• ROI projections and market penetration

• Media contracting, trafficking, billing, and reconciliation

• Develop testing variables

• Implement necessary tracking tools/technologies

• Build reporting templates and data sets (i.e. dashboards)

• Create tracking process for media mix modeling

• Cross tabulation of behavioral and attitudinal data sets

• Multiple attribution engagement scoring

• Quantify cross media effectiveness

• Media Interpretation, optimization and insight

Neurographics

“Applying human context and relevance

to marketing data and intelligence."

ORGANIZATIONAL DEVELOPMENT

Challenge

Different thinking styles are more conducive to certain types of job functions and responsibilities than others. Without understanding the group’s various thinking styles, it prohibits you from knowing whether or not each person is being utilized to his or her optimal potential and assuring that the team is properly structured.

Use Case

By assessing each individual’s cognitive strengths and resistances, in conjunction with experience, area of expertise, and personal needs, you can begin to address the other variables that cause inefficiency and impact growth in order to provide a complete evaluation of the organization. This will assure you unlock everyone’s true potential while creating a team dynamic that minimizes areas of weakness.

Implication

When a person is appropriately matched with a position that exploits one’s cognitive strengths, there is an immediate increase in productivity, morale, and retention. This leads to greater human utility, which reduces operating costs and improves profit margins.

PRODUCT IDEATION

Challenge

Marketers spend a lot of money on extensive research to determine the brand attributes that will be used to differentiate value proposition and drive the go-to-market communication strategies. Determining what types of products and attributes will resonate with different consumer segments prior to going to market is a tall task.

Use Case

By performing a neurographic segmentation analysis of current customers and high value prospects of comparable products you can identify the composition and distribution of thinking styles to determine which attributes will be at the core and area of focus for potential customers.

Implication

Brand attributes will resonate differently with each thinking style and should be mapped accordingly. This understanding of your target prospects will determine what types of features and specifications will be essential for insuring acceptance in the market and provide insight for building the brand personality.

PROBABILITY PRESENT THINKING

POSSIBILITY FUTURE THINKING

CERTAINTY PAST THINKING

Brand Attribute Resonance

Automotive Example

PERSONA DEVELOPMENT

Challenge

The marketing world has contrived a complex set of graphics (i.e. demographics, psychographics) with which to understand its audience. All of these are being used to develop personas; fictitious representations of people and their buying habits. Hundreds of data points are data mined and aggregated in an attempt to serve the audience or even individuals with just the right message to get them to take action. However, one hundred data points a person do not make.

Use Case

By evaluating your audience’s key motivations, learning, and communication style, you can build strategies that resonate with how your audience thinks, what they believe, and how they make decisions, while providing the necessary human context to all of your other behavioral and attitudinal data sets.

Implication

By understanding the causational drivers of the decision making process, deeper insight into how to best serve an individual’s needs immediately become exposed.

WEB DEVELOPMENT

Challenge

What we think are great sites and strong product attributes may not necessarily address the key motivations of your audience. People visit and interact with web sites for a variety of reasons and navigate content in different ways based on thinking style.

Use Case

Because each neurographic requires different types of information and in different formats, dynamic web content that is delivered based on a person’s thinking style is most powerful. A design and layout that targets the largest thinking style composition, combined with content that is required by the outlying thinking styles, will still create greater efficiencies.

Implication

As web sites and their content is being planned and developed it will be essential to understand what thinking style you are catering to in order to maximize the user experience and provide potential customers with the necessary information required to swiftly move them from consideration to purchase.

Future Thinking Attributes Past Thinking Attributes

Present Thinking Attributes

CREATIVE DEVELOPMENT

Challenge

The greatest amount of waste can occur from not having an effective creative strategy, since a substantial amount of the marketing budget is allocated towards creative development and the media deployment of creative and messaging. Brand cohesion across all marketing communications is required to build awareness, familiarity, and perception.

Use Case

It is necessary to use images and messaging that resonate with the neurographic you are speaking to. Different verbs, nouns, and adjectives used within creative copy for all communications (i.e. web site, advertising, social media, CRM, etc.) are imperative in order to impact consumer perception in a positive way.

Implication

Creative imagery and messaging that speaks to the needs and motivations of each archetype is required to move prospects through the purchase funnel.

Creative should be designed and targeted based on neurographic profiles to maximize impact, minimize waste, and provide scale.

PROBABILITY PRESENT THINKING

POSSIBILITY FUTURE THINKING

CERTAINTY PAST THINKING

Messaging Resonance

MEDIA MIX & WEIGHTING

Challenge

The highly fragmented digital world is making it difficult to reach and engage with specific consumer segments based on traditional advertising models. The guiding principals marketers historically used for direct response and branding initiatives have become highly inefficient. This is requiring companies to adopt new philosophies and best practices.

Use Case

Depending on the content categories you advertise within and which target audience you are reaching, the media providers you select as part of a media campaign will also need to be reviewed and planned against the neurographic composition of your audience. This will also determine which media tactics will be required to effectively engage your target’s thinking style.

Implication

Media consumption habits are driven by a person’s thinking style. Where you advertise and the types of creative formats and tactics used should be optimized based on the neurographic you are marketing to. Technology has advanced where archetypes can be reverse engineered for neurographic targeting.

PROBABILITY PRESENT THINKING

POSSIBILITY FUTURE THINKING

CERTAINTY PAST THINKING

MEASUREMENT

Challenge

Businesses spend over $14 billion a year deploying over 3.6 million market research surveys. Unfortunately, most results are flawed and yield biased results! According to new research, the driving forces that are behind how and why people think and behave the way they do have a far greater influence over people’s opinions and sentiments, than most other demographics and psychographics.

Use Case

You must understand “HOW” and “WHY” consumers behave to move prospects from awareness, to consideration, to action – which is based on insight derived from neurographics. MindTime questions are integrated into existing research survey deployment mechanism to identify each respondent’s thinking style and correlated with all other data sets for richer insights and more accurate results.

Implication

By omitting thinking style from their collected metrics, researchers leave themselves without a universal framework of human understanding with which to deliver predictive, conclusive, and actionable results.

CUSTOMER SERVICE

Challenge

People will solicit customer service support in a way that is most conducive to his or her thinking style. Some may prefer email, while others will want to speak with someone directly. All too often, there are personality conflicts between the communication needs of the customer and the demeanor and communication style of the customer service representative. These differences in communication styles can be a source of great friction.

Use Case

Imagine if you could understand how people think, how they see themselves, the world, and others, and how they really prefer to be addressed. Now, imagine the advantages this would give you. You would have insight into how best to relate to and approach people, and beyond that, how to fruitfully maintain your ongoing relationship with them.

Implication

You would be able to analyze people’s actions and attitudes and correlate them with the way they actually think. And because individuals’ thinking styles correspond to different ways of doing things, you could reasonably and accurately predict how they will respond to different information and types of communication.

“The better understanding we have,

the more empathetic we become.”

CRM

Challenge

It is much more expensive to acquire new customers than it is to retain existing ones. Building customer loyalty and retention is a primary objective for most businesses. As a result, there is a constant need to understand how best to engage current customers and high value prospects in a way that is sensitive to their needs and desired frequency of brand communications.

Use Case

We all have natural resistances which manifest in our decision making process, our communication style, and in our behavior. Once these resistances have been identified by another, one can begin to engage with that individual in a way that overcomes their cognitive dissonance. This can influence people’s behavior in a way that is predictable, fractal, and scalable.

Implication

A person’s thinking style is the basis for all social learning, communication, and relationship building.

Marketers can use this information to reach people at a more personal level while spending less money by managing fewer campaigns and strategies.

SOCIAL & CULTURAL

Challenge

The rise of the Internet and the global masses that now have direct access, allow us all to share and learn from one another in an unprecedented way. Marketers inability to have control over how people share their perceptions, beliefs, and opinions about products leaves marketers frustrated and incapable of determining the most efficient and cost effective use of social media.

Use Case

Because the world of thinking is fractal, similar to individual thinking styles, the same dynamic is true in social networks, at a community level, as well as on a regional, national, or cultural level. Birds of a feather, flock together.

Implication

People tend to congregate and engage with those who have the same thinking style, as it is most comfortable for them. Because thinking style is the force that drives our behavior, it is only natural that those with similar beliefs, interests, professions, areas of expertise, etc. will share a similar thinking style. Therefore, it is essential that you communicate to these societies in a way that is comforting and acceptable.

VARIANCE EXPLAINED

Challenge

Regional thinking style is a major factor in shaping perceptions of, and intentions towards consumption and preference. Cultures are shaped by human thinking. The different thinking styles all contribute their part, but not always equally. Regardless of country, thinking style, and its interaction with other demographics collected (age, income, gender, etc), influenced people’s responses to a greater extent than any one other variable measured.

Use Case

If a specific audience is to be targeted, you must take into account the neurographic archetype of the targeted audience, as well as the cultural neurographic composition of the country. The differences in cultural make up of countries should be understood as a filter affecting people’s responses living within a given culture.

Implication

Without a clear understanding of the target audiences’ and the cultural neurographic composition, it is not possible to create messaging that will resonate and stimulate the desired behavior.

What really drove people’s opinions?

Jason Burnham Social Engineer (917) 686-4816

@jasonmburnham in/jasonburnham jason@burnhammarketing.com www.burnhammarketing.com

“Specializing in understanding people.”

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