Showing posts with label marketing. Show all posts
Showing posts with label marketing. Show all posts

Sunday, November 24, 2013

X-Event Marketing


Dr. PG Madhavan developed his expertise in Data Analytics as an EECS Professor, Computational Neuroscience researcher, Bell Labs MTS, Microsoft Architect and startup CEO. Overall, he has extensive experience of 20+ years in leadership roles at major corporations such as Microsoft, Lucent, AT&T and Rockwell and startups, Zaplah Corp (Founder and CEO), Global Logic, Solavei and SymphonyEYC He is continually engaged hands-on in the development of advanced Analytics algorithms and all aspects of innovation (12 issued US patents with deep interest in adaptive systems and social networks). More at www.linkedin.com/in/pgmad


This blog is a coming together of a bunch of my past blogs and my reading of a recent book by John Casti called “X-Events”.

PG Blog: “What does ‘Emergent Properties in Network Dynamics’ have to do with Shopping?”; http://pgmadblog.blogspot.com/2012/10/what-does-emergent-properties-in.html?m=1
PG Blog: “Network Dynamics & Coupling: Shannon’s Reverie Reprised . . . “ http://pgmadblog.blogspot.com/2012/11/network-dynamics-coupling-shannons.html?m=1
Book by John Casti, "X-Events: The Collapse of Everything";

Reading X-Events book triggered ideas from some of my past academic work (http://www.jininnovation.com/SoF.PDF) combined with my present startup, “Syzen Analytics” (http://www.SyzenAnalytics.com/), leads me to suggest an interesting way to create “pocket” X-events in Retail Commerce via X-Event Marketing or “XM”!

Let us start at the beginning . . .
1.     Shannon understood the importance of rare events in conveying information. He sought a mathematical formulation to capture this important property of our brains and came up with the definition of “entropy”. As I had made clear in the original blog, this is a fictitious reverie I made up to give one the guts to turn other valuable physical/ practical insights into mathematical forms!

2.     Similarly, from my past research in Neuroscience, I had some strong impressions that have refused to go away despite the passage of decades. One is the activity that precedes the most significant X-Event in each of our lives, Death! Unreplicated and unpublished observations in our neurophysiology labs had shown that one of the surprising events that happen before a mouse with brain in-dwelling electrodes dies is the all-out firing of “complex spike cells” (which when the mouse is alive and performing “place cell” tasks are painfully difficult find and record). In other words, the “natural state” of the brain seems to be excitatory and the work of a healthy brain seems to be to assert control and coordination by keeping the *inhibitory tone* high so that all hell does not break loose (by cells firing away with no coordination or control). I speculate a regime-transition of the sort shown below in death: the right-most picture is indicative of brain cells firing away in an uncontrolled fashion (just before a major “X-Event”, death or epileptic seizure) with the left-most indicative of a properly functioning brain (“nicely” coupled). The next story will illuminate the idea of the middle picture where the “system is uncoupled” with the system poised for all its energy to pile into a single “mode” and create a major suppression of inhibition in the brain.

3.     Following “Shannon’s approach”, how do I make these intuitions mathematical? Let us look at the right-most picture. As I outlined in my “Shannon’s Reverie Reprised” blog, everything is firing away and the potential field will show up equally across the scalp, much like a single “wavefront” that reaches all the regions of the scalp simultaneously. Imagine you are at a beach looking out to the sea and gentle waves are rolling in – let us say in parallel to the beach. If you are standing knee-deep in the water and look in a direction parallel to the beachfront (i.e., up or down the beach), the spatial frequency in your “look direction” (or the frequency of “corrugation”) is 0 cycles/meter! Much like the ocean waves, the single wavefront of activity is nearly “constant” across the distributed neocortex and its relevant strength can be thought of as the power at zero frequency. I happen to know that power at zero frequency is called “Scale of Fluctuation” or “θ” in random field theory. From the previous work of Eric Vanmarcke (“Random Fields”, 1983, with an updated edition in 2010), θ is defined below. I refer you to my blog and academic paper mentioned at the outset for the gory details!
 
Is Theta as powerful and useful as Shannon’s entropy . . . time will tell. As you see in my academic publication, Theta does have some intriguing properties in the case of 2nd order linear time-invariant systems which may indeed prove useful in the future! Adding results from my simulation and data analysis of machine tool chatter, my summary observation is that:

Large value of Theta can be good or bad. It indicates “Coupling”: *good* coupling as a nicely functioning brain (or lathe) or a *bad* coupling as in death (or chatter)! The key here is that low value of theta can be a “predictor” of impending X-Event!

As you can imagine, if our speculation above holds up, we may be able to predict X-Events (or Taleb’s “black swans”) such as 2008 Great Recession or Tohoku earthquake and eventual tsunami. In the case of Tohoku, a few extra hours of warning may have helped Fukushima engineers reach a consensus and move the power generators to a higher location (thus avoiding the nuclear disaster).

XM:
In this blog on X-Event Marketing (“XM”), my purpose is different. I want to *create* desirable, “pocket” X-Events to beneficial ends!

One of the preconditions of “interesting” dynamics in systems is sufficient “complexity”. This can be taken to mean multiple actors with high degrees-of-freedom, dense interconnections with linear and non-linear coupling and in general, hard to analyze! One such natural system is the “shopper network”.
A modern-day shopper is enmeshed in an ever-varying network of preferences and influences (from friends and family) and embedded in a network distributed in time and space – just the type of complex systems where “interesting” dynamics can arise. We want to create desirable “pocket” X-Events in the shopper network with the purpose of increasing business value for the shopper or the seller or both.


This is the so-called “Purchase Funnel” that an individual shopper goes through when executing a product transaction. The marketing, merchandizing and offer activities are devised to impact the shopper at predetermined points of importance in the shopper’s decision making process. For example, a well-conceived offer delivered via shopper’s mobile phone at the point of “Desire” may precipitate a Purchase “Action” – a win for the seller (in this case both the retailer and the manufacturer of that product; for example, Walmart and Procter & Gamble, respectively).

This was one shopper. Now, you have to consider the shopper being embedded in a network. At this point, it may be useful for you to review my earlier blog, “Social Network Theory” http://pgmadblog.blogspot.com/2013/08/social-network-theory.html, where Barabasi’s work in Network Graphs and the following terms are discussed:
1. Clusters (of friends who “hang out”).
2. Weak links (to your long-forgotten high school classmates).
3. Hubs (politicians and others with massive number of contacts).

Clusters and hubs are some examples of the influence on an individual shopper. There are many such shoppers, all interconnected, when studying the dynamics with a view to creating a “pocket” X-Event. Even this does not complete the complexity picture – the shoppers are distributed in space (you are in NYC and your buddy from Seattle tweets about a cool product that he bought) and time (good and bad product reviews reaches you at various times and not in a synchronized fashion).



That the Shopper Network is sufficiently complex to engender “interesting” dynamics must be beyond a doubt by now! The picture above may be a reasonable representation of the Shopper Network (WITHOUT the time element captured – we will need a video showing the undulations in the ”heat map”). The “heat” shown as ‘yellow’ spots indicate the total dollars spent each day on a particular product on a particular day, aggregated to a county for all of USA. Clearly, this will vary from day-to-day.

How do we capture the dynamics of the Shopper Network picture shown above in a tractable manner so that we can understand the dynamics and then track the effect of any manipulations we do in the network so that we can close the loop to adaptively adjust our manipulations to achieve a desired effect?

This is the essential question of XM. Of course, there are other important questions such as the type and timing of manipulations (Offers to selected customers? A country-wide branding effort? Is it a new product or an existing one? And so on). As a systems engineer, I will find a partner who is more qualified than I am in answering the marketing questions; I will focus on Systems Analytics tools to create a quantitative execution infrastructure to deploy marketeers’ ingenuity!

Engineers love scalars! I suspect it is because having a single control variable is easier to manage than many. Probability theory is replete with reduction to scalars – I am talking about mean, variance, correlation coefficient, Entropy, Theta, . . . The full underlying information is available in the joint probability density functions but they are a bear to handle! So, we reduce it to a scalar – clearly, in the process, we have thrown away MUCH information but what is left is what we plan to use; so our justification for selecting and using a scalar for a particular engineering task is very *operational*.

We will use the scalar, Theta, to answer Shopper Network analysis and control question I asked a few paragraphs earlier.

Scenario: New Product Introduction
Procter & Gamble is going to introduce a new detergent and wants to create a ground-swell of purchase interest (our “pocket” X-Event).

·         P&G introduces the product quietly and collects the heat-map data from T-log data of their partner Retailers.
·         Sysan (our startup) processes the heat-map data: total dollar spent each day on the new detergent, aggregated to a county for all of USA.
·         Sysan calculates Theta (a single number) as the baseline measure.
·         P&G Marketing has developed 2 major tools for the launch of the new detergent: (1) nation-wide TV ad campaign and (2) a 10% cash discount for the first 1 million customers in US.
·         P&G runs a 1-week TV ad campaign and while collecting T-log data.
·         Sysan monitors Theta for the week.
·         P&G suspends the TV ad campaign and starts the cash discount offer.
·         Sysan monitors Theta and finds that Theta is entering a “Decoupled” regime with low values of Theta.
·         Sysan advises P&G to resume the TV ad campaign in an effort to trigger “bad” coupling among various counties of US.
·        This pushes Theta into a high-value, the coupling between counties get tight and a “pocket” X-Event occurs where there is a ground-swell of purchases of the new detergent country-wide!


NOTE that in this fictitious example, P&G would have pretty much done the various marketing campaigns that I speculate here on their own. The KEY point is that P&G does NOT have a scalar (or any) measure to get immediate feedback regarding their efforts, combined for the whole country. The ability to quantify “closed-loop” intervention is the value of our humble scalar, Theta, in X-Event Marketing!

Clearly, what manipulations are best applied to the network and when is an open question. Utilizing Theta, Sysan is developing methods using “massive simulation methods” (for background, please see: John Casti, “Would-Be Worlds: How Simulation is Changing the Frontiers of Science”) that can predict the effect of various interactions at various instances of time and points in space, thus providing guidance for the most effective use of vast sums of money required for ad campaigns and discount offers.

Stay tuned for our initial results . . .

PG

Saturday, October 20, 2012

Analytics: New Insights & Actions in Brief


Facebook connected us in a vast network – this is only a first step. The deep reason for the fascination with social networking can be understood from an example. Shoppers are enmeshed in an ever-changing network of social interactions and preferences; desirable behavior can be made to emerge by perturbing the interactions within the network.

Insight #1: Network embedded data.
Today in Analytics, data are treated as isolated bits of information. In reality, data exist in *embedded* forms in preference and influence networks of the shopper as well as distributed in time and space. There are few if any analytics techniques that explicitly exploit embedding – if new ones do, such techniques will be very powerful.

Insight #2: Closing the Analytics Loop.
Analytics extract meaningful patterns and information from raw data. But what do we do with those insights? The promise of Analytics will be fulfilled only when we close the loop via actions that lead to profitability in the broad sense. Emergent Marketing is an example of closing the loop of “analytics” drawn from retail data and shopper network activity back to the customer generating purchase activity and additional new analytics.

Insight #3: Emergent Marketing.
Emergent Marketing is a low-level multi-node intervention in a human social network that creates the emergence of a ground-swell of a desirable activity (“emergent” activity) without identifiable one-to-one causality. In a “crawl-walk-run” approach to developing full-fledged Emergent Marketing techniques, JIT Branding is a “slow crawl”.

Insight #4: Just-in-time Branding.
JIT Branding using Linear Influence Model (LIM) is a primitive Emergent Marketing tool. LIM models minimally incorporate the dynamics and the ability to perturb the network in a fine-grained manner. The design and number of “contagions” for the emergence of desirable “ground-swells” of activity are also open issues at this time.
·          The true value of LIM modeling for JIT Branding is that key shoppers’ influence functions are estimated from historical data. In general, these influence functions are not available and naïve guesses have to be employed (such as exponential decay).

Closed-loop Analytics:
Insights from analytics can be “closed” in multiple ways: via the shopper, via merchandising and via many stages of the supply chain. Our focus is on closing the loop via the shopper; they involve advertisements, discounts or loyalty programs plus new approaches.
1.       Proximity Marketing using Passive Organic Search - implemented (New).
2.       Viral Marketing using Shop Ally™ - ready for implementation (relatively NEW).
3.       Emergent Marketing using JIT Branding™ - technology ready (brand NEW).

More details at . . .
o    “Emergent Marketing: A New Force in Social Commerce”http://pgmadblog.blogspot.com/2012/10/emergent-marketing-new-force-in-social.html
o     “What does ‘Emergent Properties in Network Dynamics’ have to do with Shopping?” http://pgmadblog.blogspot.com/2012/10/what-does-emergent-properties-in.html
o     "Business IPTV Service – A New Cloud Business Vertical" http://pgmadblog.blogspot.com/2009/09/advertisers-are-always-looking-for-ways.html


Dr. PG Madhavan was CTO Software Solutions at Symphony Teleca Corp. Previously, he was the CTO & VP Engineering for Solavei LLC and the Associate Vice President--Technical Advisory for Global Logic Inc.  PG has 20+ years of software products, platforms and framework experience in leadership roles at major corporations such as Microsoft, Lucent, AT&T and Rockwell and startups, Zaplah Corp (Founder and CEO), Solavei and Aldata. Application areas include retail, mobile, Cloud, eCommerce, banking, enterprise, consumer devices, M2M, digital ad media, medical devices and social networking in both B2B and B2C market segments.  He is an innovation leader driving invention disclosures and patents (12 issued US patents) with a Ph.D. in Electrical & Computer Engineering.  More about PG at www.linkedin.com/in/pgmad

Friday, October 12, 2012

What does ‘Emergent Properties in Network Dynamics’ have to do with Shopping?


Dr. PG Madhavan was CTO Software Solutions at Symphony Teleca Corp. Previously, he was the CTO & VP Engineering for Solavei LLC and the Associate Vice President--Technical Advisory for Global Logic Inc.  PG has 20+ years of software products, platforms and framework experience in leadership roles at major corporations such as Microsoft, Lucent, AT&T and Rockwell and startups, Zaplah Corp (Founder and CEO) and Solavei. Application areas include mobile, Cloud, eCommerce, banking, retail, enterprise, consumer devices, M2M, digital ad media, medical devices and social networking in both B2B and B2C market segments.  He is an innovation leader driving invention disclosures and patents (12 issued US patents) with a Ph.D. in Electrical & Computer Engineering. More about PG at www.linkedin.com/in/pgmad

Can you think of a framework that considers everything that humans do? Such an attempt borders on hubris! In any case, is there a “concept” (or concepts) under which we can understand all human-scale activity? Try ‘Emergent Properties in Network Dynamics’ concept on for size! We will explore how this concept holds up by thinking about a practical day-to-day “shopper scenario”.

Facebook connected us in a vast network – this is only a first step. The deep reason for the fascination with social networking can be understood from the shopper example. Shoppers are enmeshed in an ever-changing network of social interactions and preferences; desirable behavior can be made to emerge by perturbing the interactions within the network.

Let us explore the fundamentals . . .

Thinking About Network Dynamics:
We know networks – social networks, neuronal networks, societal networks, family networks and so on. They are characterized by nodes and connections among them. There is another important network characteristic – it’s “dynamics” or changes over time. Time is only one of the possible fabrics over which networks evolve (or explode); another could be “space”.

Consider the time before flight. Communicable diseases in one region of the world were not very likely to spread to far-flung regions in days. After airplanes, the space dimension “shrank”; SARS and AIDs spread much more rapidly among the human network to many parts of the world. So dynamics of the network in some cases have an important spatial dimension and the dynamics changes as new inventions and technologies proliferate. New developments can also render spatial dimension insignificant for certain “infections”. Think of the Internet and the spread of information. Before the Internet, news of Chinese leadership intrigues would have taken a long time to reach US shores. With the Internet, as far as information spread is concerned, space dimension is largely obliterated.

Thinking About Emergent Properties:
Why do we talk about “emergent” instead of “emerging”? The Joint Information Systems Committee in the UK has a convenient definition: “In systems theory emergent properties of the system are those that can’t be explained in a reductionist manner, that is to say, by the actions of the constituent parts of the system, but rather which arise from the interaction from those parts. The basic idea is well captured in the ordinary language phase ‘the whole is more than the sum of the parts’. Emergence can be observed in both the natural and the social world. A common example from nature is colour. Elementary particles have no colour, but when they are combined into atoms, they begin to absorb specific wavelengths of light.”

This definition is a good springboard to our understanding of the Emergent Properties concept. Remember your high school Physics? You know of atoms and nuclei and electrons. You can combine them to form molecules such as H2O or water. Water has some physical properties such as viscosity, surface tension, etc., that are not apparent at the atomic level. Water can go through “state transitions” under certain conditions (such as lowered temperature) to become ice. Ice has an “emergent” property of being a solid, totally unsuspected when it was water. Sometimes, you need external agents such as impurities (or intentional catalysts) to “seed” the crystallization process into ice. Water under certain other conditions (say, heat) can transition to another state such as vapor which has very different physical properties from ice. These state transitions and resulting emergent properties are the stuff of Nobel Prizes. Anderson (1977 Nobel winner) has made important contributions to concept of emergent phenomena (http://en.wikipedia.org/wiki/Emergent_phenomena).

The website above explores emergent phenomena in philosophy, religion, art and human sciences; there are brief discussions on topics such as emergent properties and processes in physical systems, biological systems, economics, the World Wide Web and the Internet. Cuts a very wide swath indeed!

In summary, an emergent behavior or emergent property can appear when a number of simple entities operate in an environment, forming more complex behaviors as a collective. Though not widely accepted in Complexity theory circles, I also believe that “seeds” are important in precipitating emergent behaviors (lower temperature is a necessary condition for water to freeze but not sufficient; impurities (“seeds”) are required for crystallization to occur). A group of shoppers connected by social networks can exhibit emergent behavior (of increased foot traffic to a store location) if we seed the network with the appropriate spot-discounts spread across portions of the social network.

Putting Emergent Properties & Network Dynamics Together:
Consider our brain – billions of neurons and trillions of synapses. Neuron bodies tend to cluster together into nodes or ganglia. Network connectivity among them is via long axons or short dendrites. In recent years, Neuroimaging scientists have made a living out of locating specific activity or emotion or intelligence at specific brain sites. Such images are produced by massive averaging of activities over subjects, task and time; considering how human being processes information on the go in milliseconds, these experimental conditions have little similarity!

Also, consider the recent revelations about “junk DNA”. “Coding DNA” was where all the action was supposed to be. But lo and behold, we now find that junk DNA dynamics determines when the coding happens and in what sequence and proportion, which is what gives rise to proteins that can create various disease states. Similarly, I believe that it is the dynamics of neuronal network that codes for information storage and processing. In other words, there is no physical locus of a CPU-like intelligence processor or RAM-like memory store. The pattern of neuronal activity (akin to junk DNA dynamics) over the space of the brain and over time determines the information processing that goes on in our brains. So if you look for a brain location to explain a specific human activity, just like considering Coding DNA only, you will get a partial and frustrating picture that is tantalizing but never complete in explaining how thoughts or actions happen!

Network Dynamics picture complicates life considerably. Current medical research tools are totally inadequate to measure specific activity of many millions of neuronal nodes and connections over time and space while an intact human being is performing complex tasks. Therefore, we have to resort to “concepts” instead of testable theories at this time. Let us embrace Network Dynamics as a valid concept for modeling the activity of the brain, society, family, etc.

Within the social, family or brain network and their dynamics, how do behaviors and actions arise? How can we modify them? For example, if we had a societal network dynamics model for infections, can we modify (and eventually stop) the spread of viruses such as AIDs or flu? How do pandemic patterns emerge in these networks and can we predict them so that we can position first responders at the right place ahead of time?

Putting Emergent Properties & Network Dynamics To Work:
Let us consider a down-to-earth business problem and see how we can apply the concept of Emergent Properties in Network Dynamics. We are all shoppers at one time or the other (mostly weekly for household items) – let us see how we can make shopping delightful and profitable for both the shopper and the retail shop using the concept of Emergent Properties in Network Dynamics.

Retailer wants two issues addressed: (1) how to attract shoppers and (2) how to encourage a specific shopper action such as purchasing an item. To attract shoppers in general, retailer can make the aisles wider, décor attractive, etc. To encourage me, a specific shopper, to make a purchase the retailer can recommend specific items to me for purchase (a la Amazon Recommendations). Both involve Network Dynamics since in one case, all shoppers are “connected” in some fashion or the other (by the simple fact that they shop at this store) and in the individual shopper case, I am networked to bunch of my friends and relatives whose shopping preferences affect mine. Utilizing our new-found concept of Emergent Properties in Network Dynamics, the retailer’s objective is to (a) represent and understand emergent properties such as collective behaviors and (b) design interventions in the network so that desirable actions emerge and undesirable actions are suppressed (applicable to both the individual shopper as well as to a group of shoppers).

Let us map the concepts of Emergent Properties and Network Dynamics to the shopper scenario. At this point, it will be helpful if you review the Social Network section of my earlier blog, “So-Mo-Clo Framework for CUS”, http://pgmadblog.blogspot.com/2012/07/so-mo-clo-framework-for-cus-dr.html.

If a social network graph of the shoppers at this particular store was created, you will see that some shoppers are well-connected (called “Hubs” denoted by “H” in the figure) but most are “Clusters” and “Cluster Groups” corresponding to our family, work and play groups. This is a one-time or “static” map of the network. Denoting its dynamics is not easy in such a graph.

If we recreated this network graph at some time intervals and considered a collection of them, we may be able to see the dynamics of the overall network graph (in practical terms, this is difficult to visualize since there are many nodes and they may change positions).



A more tractable problem is to track an individual shopper over time (or space) and give up on the much more desirable collective evolution (purely due to the limitations of current techniques). Any individual shopper can be denoted by his “attributes”. Attributes could be physical (such as height and weight), products he buys or attributes of the products he buys (cheap, sweet, fried, etc.). In abstract terms, Shopper exists as a point in an A-dimensional space where A is the number of independent attributes (this is similar to denoting a location in physical space as a point on an X-Y graph but in this case, with many more than 2 dimensions). Over time, if we repeatedly measure this shopper’s attributes (such as likes and dislikes of various products), his location (marked by “X” in the figure) in the A-dimensional graph will move around as his likes and dislikes change. If we connect these points (fuzzy blue path), we will get a “trajectory” in the state space (or attribute space in this case) of this particular shopper denoting dynamics over attributes. We will call this “Shopper Attribute Map”.

(For the initiated, this sets the stage for eigen-decomposition of shopper “attribute space”. Even though, Attributes 1 through A may be independent, they may not be the best set of orthogonal coordinates to represent the shopper – the eigenvectors are always the best (due to ‘compactness’). It is also likely that a set of axes less than A will represent the shopper better. This reduced eigen-representation forms the basis of most of the sophisticated recommendation engines).

So now we have a somewhat satisfactory pair of methods to represent the network and dynamics. How do we bring in Emergent Properties into the picture? Remember that the retailor wants two things: (1) attract shoppers and (2) a specific shopper action.

A trivial method to attract all shoppers is for the retailor to give away a crisp $100 bill to every shopper when they check out – every shopper in the neighborhood and beyond will show up! However, his business situation may not allow such an intervention. Retailor wants to create a state transition using more of a business friendly intervention such that a desirable emergent property appears (such as a step-change increase in foot traffic).

Without interventions or “seeding” to precipitate emergent properties, we are left to simply simulating/ modeling collective shopper behavior. This in itself is useful in that we can observe patterns such as Hubs and Clusters. More interestingly, just as cooling and seeding (with impurities or catalysts) engendered the emergent property of “solid” from water, the retailer can identify the conditions and interventions to attract all shoppers. Understanding of how infections spread in a network helps him in this effort. Linear Infection (or Influence) Model introduced in my blog mentioned earlier (“So-Mo-Clo Framework for CUS”) provides the methodology.

“Viral” marketing is an exact analog of the Infection Model. Using the social networks of the shoppers, the retailer can offer store-credits to a “Cluster Group” if they can reach some purchasing target as a group (such as buy 10 items of a specific brand in 2 days) – very useful in clearing the store shelf of about-to-expire merchandise. Using the “Hub” to spread this viral message, the retailor may be able attract an even larger contingent of shoppers to his store.

Retailer also wants to precipitate a specific buying behavior (treated as an emergent property here) within a specific customer. It is well-known that the most opportune time to influence a shopper and set the stage for conversion to purchase is during the purple-shaded portion (Interest-Desire-Action phase) of the Purchase Funnel in the figure. “Proximity” marketing identifies shopper’s interest via techniques such as Passive Organic Search and proffers immediate spot-discounts via shopper’s mobile phone or other in-shop displays. It may appear that influencing an individual shopper is not a “network” emergent property since an individual is identified and separately targeted for a spot-deal that is tailored to him. The point to note, however, is that for the most effective targeting of a promotion or offer to a particular shopper, we have to consider him as a node in a network that includes his social network which creates latent influences and perhaps also his “Shopper Attribute Map” made up of his likes and dislikes. Merging of these two gives the most complete and powerful network graph of the shopper to guide the Proximity marketing actions.

Lessons Learned:
·         Collection of Shoppers forms a social network.
·         An individual’s social graph and her attribute map constitute her total network.
·         Networks have temporal (and spatial) dynamics which are hard to model; an approximate approach is to recompute them repeatedly.
·         Shopper and her attributes may be modeled more compactly using their eigenvector space (in other words, distance metrics can be ortho-normalized which will improve recommendation systems).
·         Influence/ Infection model can be used to proactively study emergent properties due to interventions allowing fine-tuning of marketing strategies (Viral or Proximity) before actual deployment.

What does Emergent Properties tell us? If we want specific shopping behaviors, we need to remember that the shopper is embedded in a social graph and an attribute map. Viral and Proximity marketing are but primitive techniques to perturb the network. Embedding produces many influences and constraints on the shopper that may be varying.

For predictable success, new marketing techniques will emerge designed to create desirable emergent behaviors (beyond using one-to-one causal relationships) in a cohort of shoppers in their network-embedded state; let us call it “Emergent Marketing” as opposed to the traditional “resultant” marketing that is cause-and-effect aimed at a stand-alone individual.

Some general comments:
·         Hubs in the networks should be afforded “concierge-level” customer support because of their wide influence.
·         Products can also have “social graphs”; they are nodes of a network that are connected by links such as manufacturer, low-cal, green or organic, salty, and many more. Such a Product Social Graph will find applications in merchandising which will be of interest to CPG manufacturers and Retailors.
·         New frontiers of R&D lie in merging People and Product social graphs, improving the modeling of dynamics in social graphs and better perturbation techniques (“Emergent Marketing”) to create purposeful emergent properties in the network and its dynamics.

Within the current state of the art, we are limited in fully describing the network dynamics of shoppers. We have to rely on the shopper social graph (and the relationships along with decoding messages being passed among the nodes) and an individual’s Shopper Attribute Map. Given the graph and map as a-priori information and the Influence Model, we can design interventions via viral and proximity marketing to create certain desirable emergent buying behaviors of the shopper as an individual or shoppers as a collective.