1. Credentials & Capabilities
“Specializing in understanding people to identify
and influence the cause behind the effects."

2. Table of Contents
• Company Overview…………………………………… 3
• Social Engineering…………………………………….. 7
• Change Management………………………………… 23
• Relationship Marketing…………………………….. 32
• Neurographics Use Cases………………………….. 40

3. “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.)

4. “OUR EXERIENCE IN DIGITAL COMMUNICATIONS AND SOCIAL STRATEGIES
DATE BACK TO THE EARLY DAYS OF THE MAINSTREAM INTERNET.”
Created Joint venture Pioneer
Entrance into Founding OMMA Magazine’s Sold Mass Transit
Mobile Ad to form Neurographics
the digital member of “Media Planning & Interactive to
Network, MindTime and Social
media industry FCBi Buying” award Horizon Media
Ad Infuse Technologies Capital Metrics
Co-founders of
B2B Magazine’s OMMA
“Ad Age Top 25” Launched Global leadership
“Best & Brightest Magazine’s
digital media agency, Burnham development advisors
Media Strategists” “Rising Media
Mass Transit Marketing to the United Nations
award Star” Award
Interactive
• 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

5. “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

6. “OUR DYNAMIC AGENCY MODEL PROVIDES SPECIALIZED AND SCALABLE
RESOURCES TO MEET THE GLOBAL DEMANDS OF YOUR ORGANIZATION.”
“You don’t use your entire brain power “The Internet has allowed us to structure
for every task. Based on the task at our society and business to operate much
hand, the brain utilizes the necessary like one big social brain. We harness its
combination of brain functions to satisfy collective power to support specific project
specific needs to maximize efficiency.” needs, while minimizing waste.”
• Creates operational efficiency and lowers costs Virtual Operations Infrastructure
• 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

7. Social Engineering
“Shifting behavior to maximize the desired
output of integrated social systems."

8. “THE BETTER UNDERSTANDING WE HAVE, THE MORE EMPATHETIC WE BECOME.”
Individual Interpersonal Group Organization
Industry Networks National Global
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.

9. “IT IS TIME FOR A NEW SET OF KEY PERFORMANCE INDICATORS.”
Social capital is the expected collective Social connections are the interactions that
or economic benefits derived from the occur between these individuals and groups.
preferential treatment and cooperation
between individuals and groups.
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.

10. "IN ORDER TO QUANTIFY SHIFTS IN SOCIAL BEHAVIOR,
PEOPLE MUST BE MEASURED AS A COLLECTIVE.”
KEY PERFORMANCE INDICATORS
Social Capital Value:
BENCHMARK
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:
IMPACT
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
ROI
Rate of Return:
Measured pace by which return on investment is achieved

11. “THE MINDTIME FRAMEWORK OF HUMAN THINKING”
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.
MindTime® is a registered trademark of MindTime Inc. ©
2009 MindTime Inc. Patent Pending.

12. “THE MINDTIME WHEEL OF COLLABORATION”
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, The communication exchange
Certainty, and Probability that is managed through the
“Wheel of Collaboration”
As a species we have evolved our
ability to imagine future increases social connections,
possibilities and outcomes (force driving up social capital value
of Possibility), draw from past resulting in collective action.
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.
MindTime® is a registered trademark of MindTime Inc. ©
2009 MindTime Inc. Patent Pending.

13. “CULTIVATING EMPATHETIC RELATIONSHIPS IN AN EFFORT TO INTRODUCE
AND GAIN SUPPORT FOR NEW IDEAS TO DRIVE COLLECTIVE ACTION.”
POSSIBILITY PROBABILITY CERTAINITY
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.

14. “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.

15. “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.

16. “DEVELOPING A SEGMENTED COMMUNICATION STRATEGY BASED ON PEOPLE’S
NEUROGRAPHIC ARCHETYPES IS REQUIRED TO SHIFT PERCEPTION AND BEHAVIOR.”
PAST PAST-PRESENT PRESENT-PAST PRESENT PRESENT-FUTURE
10 – Archetype Framework Model
FUTURE-PRESENT FUTURE FUTURE-PRESENT PAST-FUTURE INTEGRATED
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.

17. “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.

18. “AN INDIVIDUAL’S APPROACH TOWARDS SPECIFIC DECISIONS WILL
BE DEPENDENT ON HIS OR HER NEUROGRAPHIC ARCHETYPE.”
Dimensional Thought Process
?
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.

19. “THE RIGHT COMMUNICATION STRATEGY CREATES EFFICIENCY
THROUGH RELEVANCY WHILE INCREASING SOCIAL CAPITAL VALUE.”
Dimensional Thought Process
!
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.

20. “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.

21. “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.

22. “THIS APPROACH CREATES OPERATIONAL EFFICIENCY AND INCREASES
ROI BY MAXIMIZING SOCIAL CAPITAL TO DRIVE COLLECTIVE ACTION.”
Organizational Development Communication Strategies
• Maximize investment in human capital • Develop more effective messaging
• Provides an optimized team structure • Satisfy people’s unique needs
• Boost morale and minimize turnover • Overcome cognitive dissonance
• Generate greater team collaboration • Strengthen individual relationships
• Infrastructure that drives innovation • Improve perception and reputation
• Streamline processes and work flow • Impact key stages of decision making
• Increase return and improve stability • Shorten time lag to desired action
• Maintain a sustainable growth trajectory • Influence shifts in social behavior
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.

23. Change Management
“Stimulating collaboration and innovation
for long term growth and sustainability."

24. “DIFFERENT THINKING STYLES ARE MORE CONDUCIVE TO SPECIFIC FUNCTIONS
AND CAN VARY IN EFFECTIVENESS WITHIN THE STAGES OF COLLABORATION.”
The Force of Possibility: The Force of Probability: The Force of Certainty:
Future Perspective Present Perspective Past Perspective
What could I do? How can I do it? What do I know about it?
Entrepreneurial Organized Rational
Innovative Executes Gathers evidence
Problem solving Manages Data driven
Drives change Process Oriented Driven to understand
Thinks quickly Thinks actionably Thinks deeply
Opportunistic Manages outcomes Avoids risk
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.

25. “ONCE YOU IDENTIFY THE NATURAL STRENGTHS AND RESISTANCES OF ONE
ANOTHER, YOU CAN DETERMINE HOW BEST TO COLLABORATE AS A TEAM.”
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
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.

26. “NEUROGRAPHICS CAN HAVE A DRAMATIC IMPACT ON THE ORGINAZATION’S
CULTURE AND IT’S ABILITY TO INNOVATE AND COLLABORATE EFFECTIVELY.”
When a person is in the wrong job for their thinking style it takes more energy and time to deliver a lesser result. By S
Role 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
Fit that's required to complete certain tasks and deliverables, leading to an improvement in overall organizational bandwidth.
M
S
Job 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
Satisfaction connection between job satisfaction and thinking style (there is often a connection between the two). M
Includes communication style, environmental needs, behavioral tendencies and management needs (and there are other
E S
Work 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
Styles P M
style it’s a matter of one-on-one coaching and awareness building for the individual and their manager.
Poor communication between people creates mistakes and impacts how quickly things get done. By focusing on individuals’ E S
Communication thinking styles we can teach everyone within the organization to realize why they are having difficulties understanding the
Issues communication of others. We will develop a set of communication personas that can be used as a guide in developing custom
P M
training programs and improving work flow.
Individual Challenges affect individual and collective bandwidth, and need to be addressed individually. A person’s thinking E S
Individual style presents them with both their ‘thinking assets’ with which they contribute, but it also presents them with challenges that
Challenges they need to overcome when working with others. These can come in the form of resistances or miss application or P M
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 E S
Team interactions and communication. By understanding people’s thinking , it is a very effective way to ‘see’ and predict the
Dynamics effectiveness of transactional relationships. By connecting this analysis to individual roles and responsibilities we can identify
P M
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 S
Project wrong ones in, and everybody may be very polite, but, nothing happens; there is no magic. And sometimes there are sparks.
Management Building external facing teams is essential. A well rounded team is going to be more proficient at meeting project demands.
P M
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 S
Growing organizational success, and what the implications are for cutting a member of staff, or adding one, is essential to success. We
Pains can provide the necessary intelligence to make decisions around cut backs and hiring. Mapping which thinking styles succeed in
M
any given role and which thinking styles manage that talent best is like having a road map to success.

27. “IN ORDER TO BE FUTURE-READY, YOU MUST FIRST ASSESS THE
SOCIAL INNOVATION MATURITY OF YOUR ORGANIZATION.”
Novice Intermediate Optimized
What is the focus of innovation and development and how does it align with the organization's objectives?
Strategy
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?
Sponsorship
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?
Governance
Undefined & uncontrolled Defined but not fully developed Clear ownership & responsibility
Is the innovation and collaboration process formalized and widely used throughout the organization?
Process
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?
Culture
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?
Engagement
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?
Skills & Capabilities
Self-directed Limited training Formalized program
What resources and methods do you have to implement new ideas? How integrated is "social" into this aspect?
Implement & Execute
Serendipitous Defined but not constrained Multiple defined channels
Is innovation and social capital investments being measured and is success clearly defined and communicated?
Measurement & Metrics
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?
Tools & Technology
Limited technologies & tools Variety of technologies or methods Multiple approaches & methods used
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.

28. “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.

29. “BENCHMARKS MUST FIRST BE ESTABLISHED TO DETERMINE SUCCESS
PROBABILITY AND TO QUANTIFY YOUR RETURN ON INVESTMENT.”
MEAN STAGE MEAN STAGE
O E M I O E M I
Competitive Landscape 4.39 4.75 3.89 5.00
I Migration Management 3.71 3.25 3.89 3.75
I
O E M I O E M I
Innovation & Sustainability 4.00 3.75 3.67 4.80
III Change Readiness 3.50 3.25 3.50 3.40
III
O E M I O E M I
Roles & Responsibilities 3.39 3.25 3.00 4.20
I Motivation & Happiness 3.65 4.00 3.65 3.25
I
O E M I O E M I
Infrastructure Alignment 2.78 2.75 2.67 3.00
I Process & Work Flow 3.56 3.75 3.56 3.00
III
O E M I O E M I
Cultural Adapability 4.17 4.25 3.78 4.80
I Group Performance 3.89 3.50 3.89 4.20
II
O E M I O E M I
Goal Integration 4.39 4.25 4.33 4.60
II Training & Development 4.83 4.75 5.11 4.40
IV
O E M I O E M I
Resource Deployment 3.00 3.00 2.75 3.40
III Project Management 3.29 2.75 3.33 3.75
III
O E M I O E M I
Mentor & Leadership 2.12 1.50 1.88 3.00
I Collaboration & Sharing 3.08 2.75 3.29 3.00
IV
O = Overall E = Executive M = Management I = Individual
I. Innovation II. Validation III. Integration IV. Consensus V. Collective Action
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.

30. “INTERNAL AND EXTERNAL CROWDSOURCING EXPONENTIALLY DRIVES
INNOVATION AND STIMULATES COLLABORATIVE SOCIAL LEARNING.”
CONSENSUS
INTEGRATION
VALIDATION
INNOVATION
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.

31. “INTERNAL AND EXTERNAL STAKEHOLDER ALIGNMENT AND COMMITMENT IS
NECESSARY FOR CHANGE MANAGEMENT AND LONG TERM SUSTAINABILIY.”
 Problem identification and define project parameters
DISCOVERY
Project
INTEGRATED PROJECT MANAGEMENT
 Perform a general needs assessment and gap analysis
 Actualize scope of work and set budget requirements
Planning  Establish terms of service and construct strategic roadmap
 Alignment of objectives with development needs
Application
DESIGN
 Validate measurement variables and methodology
 Identify key performance indicators and milestones
Modeling  Build efficiency and optimization models to quantify impact
 Perform a process, governance, and cultural climate audit
Organizational Assess operations, infrastructure design, and work flow
BUILD

 Implement design thinking to leverage individual strengths
Development  Optimize organizational structure to maximize collaboration
 Evaluate people’s social learning and communication style
Communication
CAUSE
 Align decision making process with relationship building needs
 Determine motivating attributes that drive collective action
Strategies  Tactical considerations to overcome cognitive dissonance
 Empathetic relationships established internally and externally
Sustainable
EFFECT
 Cultural adaptation rate exponentially creates social change
 Integrated thinking stimulates innovation and implementation
Thinking  Priorities shift from short term gains to long term stability
TRANSITION
 Best practices, process guidelines, and optimized work flow
Self-Sustaining  Systems integration to manage growth and scale
 Ongoing training and professional development support
Capability  Transition responsibilities and activities to human resources
CHANGE MANAGEMENT DEPLOYMENT PROCESS

32. Relationship Marketing
“Infusing empathy to cultivate high value
brand relationships to deliver social change."

33. “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.

34. “THE USE OF NEUROGRAPHICS OPENS UP YOUR POTENTIAL PROSPECT
POOL DRIVING BUSINESS GROWTH AND SCALABILITY.”
GEOGRAPHICS
DEMOGRAPHICS
PSYCHOGRAPHICS
NEUROGRAPHICS
NEUROGRAPHICS
ATTITUDINAL
BEHAVIORAL
ACTIVE
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.

35. “USE CASES FOR NEUROGRAPHICS WITHIN THE
MARKETING COMMUNICATIONS PROCESS.”
1) Assure product development and marketing teams
Organizational Development
are structured optimally to maximize productivity.
2) Determine the products and services that most
Product Ideation
interest customers, key prospects, and target audience.
3) Understand how your prospects and customers need
Persona Development
to be communicated to at each brand touch point.
4) Create Web sites that provide people the information
Web Development
they need, when they need it.
5) Develop creative and messaging that addresses specific needs
Creative & Messaging
and motivations based on how someone makes a decision.
6) Target messages towards high-value consumer segments at
Media Mix & Weighting the optimal frequency levels required to maximize impact.
7) Layer and correlate neurographic data with demographic, attitudinal, and
Measurement behavioral data for more efficient marketing analytics for optimization.
8) Deliver more personalized customer service based on how customers
Customer Service
need to be communicated to and with what specific information.
9) Create loyalty programs that drive participation, as well as manage brand
CRM behaviors and attrition through a segmented contact strategy.
10) Leverage brand advocates and communicate with potential
Social prospects in a way that both are most comfortable with.

36. “DEPLOYING TACTICS THAT SUPPORT THE STAGES OF THE CONSUMER
JOURNEY WILL MAXIMIZE IMPACT AND MINIMIZE WASTE.”
PHASE MEDIA TACTIC
Programmatic Buying
SOCIAL INTEGRATION & CRM
1) BENCHMARKING & Behavioral Real-Time Bidding Search Marketing
OPPORTUNITY Programmatic buying is the most cost-effective media tactic which will allow us to
IDENTIFICATION identify the greatest media opportunities for reach, efficiency, and scale.
Programmatic Buying + Premium Sponsorships
2) MEDIA TESTING & Behavioral Real-Time Bidding Search Marketing
REFINEMENT
Contextual Editorial Promotions
Programmatic Buying + Premium Sponsorships
3) OPTIMIZATION & Behavioral Real-Time Bidding Search Marketing
APPLIED LEARNING
Contextual Editorial Promotions
Scale most effective tactics and media mix
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.

37. “IDENTIFYING OUR PLANNING VARIABLES IS THE FIRST STEP IN THE MEDIA
PLANNING PROCESS AS THEY INFLUENCE BOTH THE STRATEGY AND TACTICS.”
PARAMETERS INFLUENCE
Media Budgets Channel Selection
Media Consumption Habits Media Weighting
Industry Vertical Considerations Reach & Frequency
Campaign Objectives Tactics Utilized
Targeting Criteria Vendors Considered
Creative Strategy Rates and Pricing Models
Promotion / Value Proposition Budget Allocation
Key Performance Indicators Deal Structure
Historical Performance Ad Units and Formats
Specific Guidelines / Terms Terms & Conditions
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.

38. “WE HAVE OUR OWN IN-HOUSE TRADING DESK SOLUTION WHICH GIVES US
DIRECT ACCESS TO REACH THE MAJORITY OF THE INTERNET UNIVERSE.”
 An integrated in-source or out-source white label solution
 Avoid monthly minimums from trading desk technology providers
Sample List of 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
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.

39. “WE PRIDE OURSELVES ON OUR EFFICIENT PROCESS AND WORK FLOW TO
ASSURE WE ISOLATE PERFORMANCE VARIABLES AND QUANTIFY ROI.”
• Brand development
Business
INTEGRATED PROJECT MANAGEMENT
• Fiscal goal setting and marketplace conditions
• Consumer research and insights
Strategy • Segmented messaging and communication
• Budget allocation to support fiscal goals
Marketing • Audience segmentation prioritization
Parameters • Promotions calendar and campaign scheduling
• Establish marketing and campaign objectives
• Assessment of current and past initiatives
Strategic • Creative and web development strategy
• Identify key performance indicators
Planning • Media selection and media weighting
• Determine tactical executions
• Develop testing variables
Measurement • Implement necessary tracking tools/technologies
Program • Build reporting templates and data sets (i.e. dashboards)
• Create tracking process for media mix modeling
• Media research
Media • Identify media vehicles and content environments
• Pricing models and creative executions
Buying • ROI projections and market penetration
• Media contracting, trafficking, billing, and reconciliation
• Cross tabulation of behavioral and attitudinal data sets
Actionable • Multiple attribution engagement scoring
Analysis • Quantify cross media effectiveness
• Media Interpretation, optimization and insight
RELATIONSHIP MARKETING MANAGEMENT PROCESS

40. Neurographics
“Applying human context and relevance
to marketing data and intelligence."

41. 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.

42. Brand Attribute Resonance
PRODUCT IDEATION
PROBABILITY
PRESENT THINKING
Challenge
Marketers spend a lot of money on extensive research to Automotive
determine the brand attributes that will be used to Example
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 CERTAINTY POSSIBILITY
for insuring acceptance in the market and provide insight PAST THINKING FUTURE THINKING
for building the brand personality.

43. 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.

44. 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
Future Thinking Attributes Past Thinking Attributes
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.
Present Thinking Attributes

45. Messaging Resonance
CREATIVE DEVELOPMENT
PROBABILITY
PRESENT THINKING
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 CERTAINTY POSSIBILITY
neurographic profiles to maximize impact, minimize PAST THINKING FUTURE THINKING
waste, and provide scale.

46. 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. PROBABILITY
PRESENT THINKING
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. CERTAINTY POSSIBILITY
PAST THINKING FUTURE THINKING

47. 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.

48. 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 “The better understanding we have,
in communication styles can be a source of great friction. the more empathetic we become.”
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.

49. 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.

50. 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.

51. VARIANCE EXPLAINED What really drove people’s opinions?
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.

52. For more information or to learn more contact: “Specializing in
Jason Burnham understanding people.”
Social Engineer
(917) 686-4816
@jasonmburnham
in/jasonburnham
jason@burnhammarketing.com
www.burnhammarketing.com