DOCSLIB.ORG

Data, Trust, and Transparency in Personalized Advertising by Darren

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Data, Trust, and Transparency in Personalized Advertising by Darren Data, Trust, and Transparency in Personalized Advertising by Darren M. Stevenson A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy (Communication) in the University of Michigan 2016 Doctoral Committee: Professor Christian E. Sandvig, Chair Associate Professor Sonya Dal Cin Professor Nicole B. Ellison Professor Shane M. Greenstein, Harvard Business School © Copyright Darren M. Stevenson, 2016 All Rights Reserved For my father who sacrificed much so that I might have opportunities he did not who always encouraged me to do my best ii Acknowledgements I was extremely privileged to pursue doctoral studies. I was also quite fortunate that my particular experience included working alongside so many remarkable people across several stimulating departments and institutions. At each point along the way I received generous intellectual, professional, social, and financial support. As a result, I am indebted to a great number of individuals, academic departments, and organizations willing to support me in various ways during this time. Attempting to recall and thank all those who substantively contributed to my doctoral education and the research reported in this document underscores the collective effort it is to complete a Ph.D., rather than an individualistic endeavor. Additionally, while this dissertation builds directly on the theories, ideas, and in many cases the precise suggestions of numerous colleagues, any errors herein are my own. First and foremost, I am immensely grateful to Christian Sandvig, my Ph.D. supervisor. Christian guided my doctoral studies and this entire research project. Unbeknownst to us at the onset, these efforts would span multiple universities. Still, Christian stuck with me and with the project from beginning to end. I am thankful for his unwavering support over the past few years. Christian essentially introduced me to social science research and then led me to most of the specific ideas, literatures, and methods from which my own work would build upon. For years he routinely encountered my ideas and writing in their rawest form, moments when he would skillfully separate the wheat from the chaff. Often the chaff was quite dense. Yet, he engaged iii this onerous task with patience, reforming and elevating my work with rigor and sophistication. Christian offered me immense freedom in my research program. He tolerated my repeated mistakes. He allowed me to mature as a scholar at my own pace. For these reasons and many others, any successes in this work are largely to his credit, the result of Christian’s dedication as a scholar, mentor, and friend. Additionally, despite the unique intermediary role played by research-intensive universities in relation to people, government, private enterprise, and other organizations, that academic inquiry proceeds first in the interest of the public, above all other interests, is not a given. So it is my hope that Christian’s unfaltering commitment to this ideal, to pursuing research motivated by and conducted in the public’s interest, has permeated both my thinking and the pages of this work. I am also intellectually indebted to the other members of my superb dissertation committee: Sonya Dal Cin, Nicole Ellison, and Shane Greenstein. Each shaped my thinking, research, analysis, and writing in their own unique ways. Along with Christian, this eclectic group demonstrated a richness in thought possible when individuals divergent in expertise, training, and even intellectual commitments converge on a problem of mutual interest. Intermingling these diverse, and occasionally conflicting, viewpoints and advice gave rise to a project that was both more colorful and certainly more enjoyable to work on than what may have emerged under a more uniform team of mentors. I am grateful to these scholars for locating common ground in my research project, for their generous time over the past few years, and for their steadfast dedication to this work and to my broader graduate education. Individually, Sonya Dal Cin was an instrumental guide and considerate sounding board, always willing to offer an ear while keenly articulating my blind spots, the latter of which there iv were many. Sonya always encouraged me to keep an open mind. She gently pulled me back towards her own form of smart objectivity whenever I veered off various academic cliffs. Nicole Ellison provided incisive criticism, perhaps in a way only she can. Nicole offered meticulous feedback and added rigor precisely where I was lacking it. Her contributions not only enhanced this dissertation greatly but, more generally, improved how I came to think about social scientific inquiry and knowledge production itself. Shane Greenstein offered much-needed extramural guidance, doing so with an insider perspective given the subject matter at hand. Shane’s guidance and feedback helped to ground this work in reality. Shane challenged me to consider important questions, considerations I would have otherwise overlooked completely. He is also partially to blame for some of my optimism in regards to the topic under investigation here, which hopefully shows itself at different points in this work. In addition to my committee, I am grateful to a host of additional informal mentors and colleagues who generously provided input and guidance on this work. For some this involved giving regular feedback on my thinking, research, and writing throughout my doctoral studies. Others offered less regular but equally influential feedback at various points along the way. Attempting to enumerate each of these individuals guarantees only that some will be omitted, and a big "Thank you, too!" to those I have unintentionally forgotten. Nevertheless, I wish to thank the following people for their generous time, feedback, and support on various parts of this dissertation project: Alessandro Acquisti, Elaine Adolfo, Van Anderson, Mark Andrejevic, Melissa Aronczyk, Michelle Ash, Cheol Gi Bae, Solon Barocas, James Barrett, Rajeev Batra, Joe Bayer, Catherine Blake, André Brock, Geoff Bowker, Matt Burton, Ergin Bulut, Ryan Calo, Chris Cascio, Jonathan Cave, Melissa Chalmers, Ajaay Chandrasekaran, Cliff Christians, Matt v Crain, Mathias Crawford, Leif Dahlberg, Norm Denzin, Mark Deuze, Steven Doran, Susan Douglas, Nora Draper, Allison Earl, Amy Eaton, Fernando Elichirigoity, Lorenz Engell, Fredrik Enoksson, Sarah Erickson, Ted Faust, Joe Ferrar, Christian Fuchs, Thomas Gambill, Martha Garcia-Murillo, Kelly Gates, Roland Gau, Adam Gerard, Lauren Guggenheim, Kristen Guth, Kevin Hamilton, David Hauser, Nicky Hentrich, James Hay, Bryce Henson, Muzammil Hussain, Annemarie Iddins, Jennifer Ihm, Matt Jackson, Mo Jang, Krishna Jayakar, Joy Yang Jiao, Leslie John, Steve Jones, Karrie Karahalios, Dam Hee Kim, Art Kramer, Ozan Kuru, Nojin Kwak, Tom Levin, Nina Li, Tim Libert, Mike Lorenc, Amanda Lotz, Shantel Martinez, Bob McChesney, Robin Means Coleman, Robert Mejia, Jessica Moorman, Yioryos Nardis, Annemarie Navar-Gill, John Nerone, Russ Neuman, Helen Nissenbaum, Jonathan Obar, J.P. Obley, Didem Ozkul, Karla Palma, Josh Pasek, Ben Pearson, Jean-Christophe Plantin, Alison Powell, Aswin Punathambekar, Charles Ransom, Julia Raz, Colin Rhinesmith, Aimee Rickman, Scott Robinson, John Rogers, Travis Ross, Anita Say Chan, Paddy Scannell, Amit Schejter, Barbara van Schewick, Doc Searls, Scott Selberg, Ashkan Soltani, Stuart Soroka, Paula Treichler, Joe Turow, Ellen Wagner, Daniel Weber, Christo Wilson, Siva Vaidhyanathan, Derek Vaillant, Anghy Valdivia, Dora Valkanova, Yue Wang, ShinJoung Yeo, and Rebecca Yu, along with others who aided this work but whom I am regretfully and unintentionally forgetting. I have also benefited from the support of numerous academic departments and organizations during the past few years. Most notably, these were the Department of Communication Studies, Institute of Social Research (ISR), Media Psychology Laboratory, and Horace Rackham School of Graduate Studies all at the University of Michigan; Center for Internet & Society (CIS) at Stanford Law School; School of Computer Science & Communication at the Royal Institute of Technology (KTH) Stockholm; Institute of vi Communications Research (ICR), College of Media, Center for People & Infrastructures, and Beckman Institute for Advanced Science & Technology all at the University of Illinois at Urbana-Champaign; Donald Bren School of Information & Computer Science at the University of California, Irvine; International Research Institute for Cultural Technologies & Media Philosophy (IKKM) at Bauhaus-Universität, Weimar; Social Science Research Council’s (SSRC) Study Group on Communications and Public Policy; Télécom Ecole de Management at the Institut Mines-Télécom, Paris; Italian Society for Social Studies of Science and Technology; Swedish Foundation for International Cooperation in Research & Higher Education (STINT); Open Technology Institute at the New America Foundation; Searle Center on Law, Regulation, & Economic Growth at Northwestern University's Pritzker School of Law. These institutions, departments, and groups provided collegial environments for learning and in many cases generous financial support towards my research and scholarship. Studying in various departments and organizations also allowed me to engage with a multitude of thoughtful classmates and colleagues, benefitting from these relationships both at work and at play. Often there was too much of the former and too little of the latter, though I am thankful balance managed
Load more

Recommended publications
  • POWER 1-TO-1 CONSUMER ENGAGEMENT at SCALE Contents
    THE Marketer’s Field Guide 2017 Edition POWER 1-TO-1 CONSUMER ENGAGEMENT AT SCALE Contents What’s Inside 3 Chapter 1: The Age of Intelligent Marketing 4 Chapter 2: What Is Salesforce for Marketing? 6 Chapter 3: Advertising 8 Chapter 4: Sales Reps 10 Chapter 5: Digital Commerce 12 Chapter 6: Email Marketing 14 Chapter 7: Mobile Messaging 16 Chapter 8: Customer Mobile Apps 18 Chapter 9: Employee Apps for Productivity and Collaboration 20 Chapter 10: Employee Apps for Insights and Intelligence 22 Chapter 11: Connected Products 24 Chapter 12: Social Media 26 Chapter 13: Communities 28 Chapter 14: Customer Service 30 Chapter 15: Consumer Journey Management 32 Chapter 16: Artificial Intelligence 34 Chapter 17: Data Management 36 Summary 38 2 | Contents What’s Inside Great marketing is about putting the consumer at the center of every interaction with a brand — across every experience with its products, its marketing, and its salespeople and service agents. Brands like Lyft, Amazon, and Fitbit all do this by delivering personalized, connected experiences throughout the consumer journey. In the pages ahead, we’ll take a look at: • Marketing in the Age of Intelligent Marketing • An introduction to Salesforce for Marketing • Customer success stories and product features We’re here to help marketers exceed consumer expectations, becoming Trailblazers by creating relevant experiences across the entire consumer lifecycle — from awareness, to advocacy, and everything in between. That’s what makes us the most intelligent platform for delivering connected, personalized real-time consumer experiences. That’s Salesforce for Marketing. The Age of Intelligent Marketing Today, consumers expect a 1-to-1 relationship with your brand.
    [Show full text]
  • The Significant of Personalization in Customer Ex- Perience Design
    Saimaa University of Applied Sciences Faculty of Business Administration Lappeenranta Degree Program in International Business Nguyen Hoang Phu The Significant of Personalization in Customer Ex- perience Design Thesis report 2017 Abstract Nguyen Hoang Phu The Significant of Personalization in Customer Experience Design,44,1 Saimaa University of Applied Sciences Faculty of Business Administration Lappeenranta Degree Program in International Business Bachelor’s Thesis 2017 Instructor: Ms. Emmi Maijanen, The objective of this study was to introduce new concept in customer service which is called “Personalization”. The theoretical framework of this concept was built from the foundations of Customer Relationship Management and Customer Experience Management. Data was collected through various sources: academic books, research articles, experts’ blogs. The study of empirical includes the analysis of case company Amazon. It was carried out using the qualitative approach comprises of document analysis and semi-structured interview. The outcomes of the study show that there are potentials and rooms to grow for “Personalization” in the future. Therefore, it encourages enterprises to consider investing in developing proper Customer Relationship Management systems in order not to fall behind in associating services besides actual products. The concept can be implemented to different types of industry and scale of enterprise. Hence, through the analysis and data provided in the study, companies and consumers can identify a new trend as well as acknowledge
    [Show full text]
  • Making the Transition to the Cloud
    WHITE PAPER THE CONNECTED RETAILER How retail businesses can better connect with shoppers through insightful collaboration and innovation. EXECUTIVE SUMMARY Shoppers want their brick-and-mortar buying experiences to be as easy as their interactions with retailers online. Accustomed to the one-click simplicity of the web, today’s customers expect to quickly find the item they’re looking for, immediately learn more about products and assume retailers will quickly address their needs on the fly. Too often, though, physical stores can fall short of these high expectations. Shoppers don’t have the high-quality experience they expect. They don’t find the products they want in stock or get the personal service they demand. When a store fails to meet shoppers’ expectations, that’s when customers begin to look elsewhere, either at another store or online. Through the use of a sophisticated digital strategy, retailers can provide customers with the seamless shopping experiences they crave. Solutions such as mobile devices, mobile beacons, wearables and advanced data analytics empower the sales associate and personalize retail interactions for the customer. When deployed thoughtfully and effectively, these emerging technologies help retailers connect with their customers like never before. CONNECTED RETAILER CDW.com/retail | 800.800.4239 2 A New Era of Customer Service the retailer can email deals the next winter for related items In years past, when most people did their shopping in such as motor oil and rock salt. neighborhood stores, retailers knew their customers’names It is essential that retailers have a digital strategy in and their buying habits.
    [Show full text]
  • THE CASE for PERSONALIZATION Make a Lasting Impression by Being More Human with Your Marketing
    WHITE PAPER THE CASE FOR PERSONALIZATION Make a lasting impression by being more human with your marketing 1 The Demand for Personalization As humans, we all want depending on your point of view) for this transformation in to be recognized and consumer expectations. Every remembered. These day, brands are creating new, desires are very real to us innovative, and personalized experiences. Netflix has taken this for personalization, for meaningful as consumers, too. That’s to a new level, experimenting with experiences, and for relevant why out of almost 1,000 interactive programs like “Black engagement. Customers will align consumers, 92 percent Mirror: Bandersnatch” that offer themselves and purchase from brands a choose-your-own-adventure that recognize them as individuals at say they would stop viewing experience to individualize every step of their journey, and brands purchasing from a brand the direction and outcome of the that make experiences as simple and after three or fewer bad storyline. As these kinds of advances convenient as possible. occur, personalization becomes customer experiences. second nature for us as consumers 26 percent of those – and we expect similar experiences Personalization is no would stop after just one wherever we go and whenever we shop. longer an option. It’s bad experience - all this the key to keeping according to Gladly’s Research bears this out. According to your customers 2019 Customer Service an Accenture study, over 75 percent of consumers are more likely to engaged – and Expectations Survey.1 purchase from retailers that know spending. their name and purchase history and We appreciate being offered provide recommendations that are personalized recommendations for appropriately on-taste.2 Another study Here’s the reality for retail marketers products or content that is relevant to from Infosys reveals that 74 percent today: personalization is no longer us as individuals.
    [Show full text]
  • Effects of Personalized Marketing on Brand Performance at Coca Cola Kenya
    International Journal of Science and Research (IJSR) ISSN (Online): 2319-7064 Index Copernicus Value (2013): 6.14 | Impact Factor (2015): 6.391 Effects of Personalized Marketing on Brand Performance at Coca Cola Kenya Pharis Mushemi Mugwe1, Dr. Assumptah Kagiri2 1MBA, Jomo Kenyatta University of Science and Technology 2Supervisor, Jomo Kenyatta University of Science and Technology Abstract: The purpose of this study was to find out the effects of implementation of personalized marketing strategies on the performance of Coca-Cola Company Kenya. The paper reviewed past research and theories regarding personalized marketing and how it affects the performance of firms. The researcher employed both qualitative and quantitative approaches in carrying out the study. The objectives of this study were to: establish the effect of personalized branding, social media marketing and personalized emailing on the performance of Companies within Kenya. The study adopted a descriptive research design. Stratified random sampling method was used to represent the population and to pick a sample of respondents who were provided with questionnaires. It targeted the management staff and subordinate employees of the Coca-Cola depots and sampled 200 respondents using stratified random sampling. Primary data was collected through the use of questionnaires and secondary data too was used. Data from customers of the organization selected was collected using a questionnaire while Descriptive statistics technique with the aid of SPSS and Ms.Excel was used to analyze the quantitative data while deductive approach was utilized to analyze the qualitative data. The data obtained will be summarized in a report to provide a descriptive analysis characteristic unit.
    [Show full text]
  • Personalizing the Customer Experience: Driving Differentiation in Retail
    Retail Practice Personalizing the customer experience: Driving differentiation in retail Today’s customers expect a personalized experience when they are shopping. An effective personalization operating model, featuring eight core elements, can help retailers and brands keep pace. by Erik Lindecrantz, Madeleine Tjon Pian Gi, and Stefano Zerbi © Thomas Barwick/Getty Images March 2020 Today’s retail environment is challenging from data to create one-to-one personalization. almost any perspective because of price pressure Customers receive offers that are targeted not from discounters, market disruption from online just at customers like them, with brands targeting players, and increased price transparency for at the segment level with broad-based offers, but shoppers. Traditional differentiation approaches at them as individuals, with products, offers, and in retail—such as a unique selection or strategic communications that are uniquely relevant to them.2 pricing and promotions—are not as effective as they once were, as competitors can easily imitate them. But differentiation is still possible through Understanding how personalized approaches in which retailers create personalization pays off unique experiences tailored to individual customers. Given customers’ expectations, retailers must respond to the demand for personalized Highly personalized customer experiences, when experiences not only to differentiate themselves offered to millions of individual customers by using but just to survive. When done right, though, proprietary data, are difficult for competitors to personalization allows retailers to do more imitate. When executed well, such experiences than merely survive: it enables them to thrive. enable businesses not only to differentiate Personalization at scale (in which companies have themselves but also to gain a sustainable personal interactions with all or a large segment of competitive advantage.
    [Show full text]
  • One Step Closer to Personalized Marketing Kent Groves of Merkle | November 18, 2014
    One Step Closer to Personalized Marketing Kent Groves of Merkle | November 18, 2014 Don’t blink! Over the last at Scale (AAS) – defined as the opportunity to create 12-24 months, another competitive advantage through the delivery of targeted, major shift has occurred personalized customer experiences – is the driving force in digital healthcare that enables this type of customized communication. By marketing. Alongside the leveraging this approach, we can cost effectively figure tectonic shifts caused out to whom and how we should offer personalized, by the Affordable Care digital experiences. Act (ACA) and the launch of exciting wearables Digital is being weaved within brand plans with like Google Glass, Apple increased spend year over year. While pharma’s digital Watch, and Fitbits, the investment is predicted to grow to $1.47 billion in 2017 ability to execute individualized programs at scale is from a projected $1.18 billion in 2013, it is currently now a reality. The discipline of data-driven, customer- projected to grow at a slower pace (5.9%) when centric marketing, now powered by audience buying, compared to other industries. The automotive and programmatic search, and experience personalization, consumer packaged goods industries’ digital spends, signals a growing performance gap between traditional for example, are projected to increase annually by 13.1% mass marketers and the new breed of addressable and 12.6%, respectively. Pharma investments vary in experience architects focused on overcoming personal comparison to other industries due to privacy concerns, barriers to the unresolved health challenges facing regulatory issues and prescription medicine and patent America, and the world today.
    [Show full text]
  • Personal Data Processing Policy
    PERSONAL DATA PROCESSING POLICY (website, customers and prospects) Cisbio Bioassays is a business-to-business (B2B) company and in most cases, the information we process concerns legal entities and not individuals. Nevertheless, behind the companies, there are men and women. Respect for your privacy and the protection of your personal data is a priority and constant concern for Cisbio Bioassays, who have adopted a "privacy by design" approach. This notably implies that your personal data is protected by default both in terms of the system design and Cisbio Bioassays internal practices. Everyone in our company that is required to view or use personal data has been trained to respect the applicable law and the issues of confidentiality. Data processing is performed transparently within the rights granted to you by the laws and regulations, but also by this personal data processing policy. The protection of your privacy is ensured from end to end, from the design of the application to the erasure of your data. Cisbio Bioassays ensures a high level of protection in accordance with the European standards for the protection of personal data to all its customers and users, whatever their country of origin and, subject to legal and regulatory obligations, regardless of where they access the services. OUR PRINCIPLES, OUR ETHICS Our ethics on privacy protection and personal data is based on the following principles: • Transparency and loyalty: you know what information is collected, by whom, by what means and for which use. At any moment you can also request details on the processing implemented by contacting our services.
    [Show full text]
  • Hyper-Personalization Vs. Segmentation
    Hyper-personalization vs. Segmentation: Has Big Data made customer segmentation redundant? Capgemini Consulting & ESSEC Chair for VSM – Vente et Stratégie Marketing (Sales & Marketing Strategy) Chair for CSM – Communication et Stratégies de Marque (Communication & Brand Strategies) Foreword 1. Evolution of segmentation techniques: from mass segmentation to hyper-personalization 2. Evolving customer behaviors call for a shift in segmentation: we can no longer segment as we did before 3. New technologies can make hyper-personalization a reality 4. Limitations of hyper-personalization and challenges regarding its perceived value A renewed collaboration between the ESSEC Business School & Capgemini Consulting The year 2016 marks the comeback of joint publications between Capgemini Consulting and the ESSEC Business School, in particular the Chair for VSM – Vente et Stratégie Marketing (Sales & Marketing Strategy), joined this year by the Chair for CSM – Communication et Stratégies de Marque (Communication & Brand Strategies). Since its inception, the objective of the VSM Chair has been to provide training and education in the areas of sales and marketing, while the focus of the CSM Chair has been on communication. The two chairs have started working closely together given the ever- increasing overlap between these two functions. Thus, through the programs run by these two chairs, students and the academic team that mentors them are looking to understand and forecast the strategic trends of the marketing, sales and communications professions, within various business sectors and environments. Notably, Capgemini Consulting has been supporting students from both these chairs for a few years now, either through long-term mentoring on consulting engagements that the students are assigned to for partner companies, or by organizing conferences that enable collaboration and the drafting of POVs on future trends.
    [Show full text]
  • Browsercookies Und Alternative Tracking-Technologien: Technische Und Datenschutzrechtliche Aspekte
    Browsercookies und alternative Tracking-Technologien: technische und datenschutzrechtliche Aspekte Inhaltsübersicht 1. Einleitung 2. Tracking und Datenschutz 2.1. Personenbezogene Daten 2.2. Nutzungsdaten 2.3. Pseudonyme Daten 2.4. Anonyme Daten 2.5. Praktische Relevanz der Unterscheidung 3. Browser-Cookies 3.1. First- und Third-Party-Cookies 3.2. Einsatz von Browser-Cookies zur Messung, Steuerung und Profilbildung 3.3. Cookies und Datenschutz 3.3.1. Datenschutzrechtliche Regelungen im Telemediengesetz (TMG) 3.3.2. Die Cookie-Richtlinie 3.3.3. Fazit 4. Alternative Tracking-Technologien 4.1. Browser-basierte Technologien 4.1.1. Fingerprinting 4.1.2. Common-IDs 4.1.3. eTag 4.1.4. Local Storage (auch Web Storage, DOM Storage) 4.1.5. Flash-Cookies 4.1.6. Authentication Cache 4.2. Mobile app-basierte Technologien 4.2.1. Device abhängige IDs von Apple iOS 4.2.2. Device abhängige IDs von Google Android 4.3. Datenschutzrechtliche Aspekte bei alternativen Tracking-Technologien 5. Selbstregulierung in Deutschland (DDOW) 5.1. Technologieneutraler Geltungsbereich 5.2. Die Informationspflichten 5.3. Die Kontrollmöglichkeiten für Verbraucher 5.4. Weitere Verpflichtungen 6. Ausblicke – Regelungen einer künftigen Datenschutzgrundverordnung 1. Einleitung Im Internet versteht man unter Tracking die quantitative Messung und das Nachvollziehen des Nutzerverhaltens auf Websites sowie in einem weiteren Nutzungskontext die Messung von Werbeeinblendungen zum Zweck der Auslieferungskontrolle und -steuerung. Ein verlässlich funktionierendes Tracking, das eindeutige Ergebnisse über alle benötigten Metriken liefert und zugleich eine optimale Aussteuerung erlaubt, ist für Webangebote und werbetreibende Unternehmen im heute bestehenden wirtschaftlichen Konkurrenzumfeld absolut unerlässlich. Den technologischen Schlüssel zu einem leistungsfähigen Tracking liefert bis heute das Browsercookie, das häufig auch einfach nur als „Cookie“ bezeichnet wird.
    [Show full text]
  • Buzzboard the B2SMB Data and Insights Report Oct 2018
    Data and Insights The New Foundation for Relationships with SMBs The massive power of Cloud-based data collection, analysis and distribution are making dramatic changes in how B2SMB service providers engage with SMBs across the board. The pivot point for this change is the CRM. This White Paper evaluates the current state of data in CRMs, and presents key issues and opportunities to dramatically improve performance and the overall customer experience for SMBs. One of a series of White Papers on the rapidly evolving B2SMB space. SECTIONS 01 PERSONALIZATION 05 Marketing’s Holy Grail 02 URL 12 The Key to Unlocking Deep Data Table of 03 CRM DATA CONTENTS 16 The Ugly Truth 04 CRM DATA 20 The Reason for Optimism 05 B2SMB MARKETING 23 The Future State V.02 Created by BuzzBoard SECTIONS 06 01 Personalization: Old vs. Personalization 2.0 08 02 SMBs Seek Trusted Advisors, Not Salespeople 03 The Benefits of Personalization Extend from 10 B2C to B2SMB Marketing 04 The SMB’s URL: Key to Unlocking Deep Data and 13 Analysis for Personalization 2.0 Charts and Gain Deep Insights for Personalized 05 14 Conversations ILLUSTRATIONS 06 Usability Analysis of SMB Records for 17 Personalization 2.0 18 07 Consequences of Poor Quality CRM Data 19 08 Multiple, Non-Standardized Sources of CRM 21 09 CRM Performance Improvement 10 The Future State of Data & Analytics for 26 B2SMB Providers Created by BuzzBoard Introduction This White Paper is designed for B2SMB managers seeking the The new model is characterized by the uptake of massive best practices in marketing to and engaging with their SMB amounts of data from multiple sources (internal and external to prospects and customers.
    [Show full text]
  • Understanding Ad Blockers
    Understanding Ad Blockers A Major Qualifying Project Submitted to the Faculty of Worcester Polytechnic Institute In partial fulfillment of the requirements for the Degree of Bachelor of Science In Computer Science By _________________________________ Doruk Uzunoglu March 21, 2016 _______________________ Professor Craig E. Wills, Project Advisor Professor and Department Head Department of Computer Science ABSTRACT This project aims to provide useful information for users and researchers who would like to learn more about ad blocking. Three main research areas are explored in this project. The first research area provides general information about ad blocking tools and aims to explore ad blockers from a user’s perspective. The second research area provides analyses regarding third­party sites that appear on popular first­party sites in order to explore the behavior of third­parties. Finally, the third research area provides analyses regarding filter lists, which are sets of ad filtering rules used by ad blocking tools. The third research area aims to convey the differences and similarities between individual filter lists as well as sets of filter lists that form the defaults of ad blocking tools. 1 ACKNOWLEDGEMENTS I would like to thank Professor Craig Wills for advising my project, providing insight, and gathering the popular third­party domains data which I analyzed as part of this project. In addition, I would like to thank Jinyan Zang for sharing the third­party data regarding mobile apps, which they have gathered as part of their 2015 paper named “Who Knows What About Me? A Survey of Behind the Scenes Personal Data Sharing to Third Parties by Mobile Apps.” The data provided by Jinyan Zang was also analyzed as part of this project.
    [Show full text]