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Marketing ROI in the Era of Big Data:
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1 Center on Global Brand Leadership Marketing ROI in the Era of Big Data: The 2012 BRITE/NYAMA Marketing in Transition Study David Rogers Columbia Business School Don Sexton Columbia Business School New York American Marketing Association
2 Introduction The 2012 BRITE-NYAMA Marketing in Transition Study was conducted in early 2012 by Columbia Business School s Center on Global Brand Leadership and the New York American Marketing Association (NYAMA), in preparation for Columbia s annual BRITE conference on brands, innovation, and technology. The study was made possible with support from Research Now and GreenBook. The aim of the study was to gain a better understanding of changing practices among large corporate marketers in the following areas: data collection and usage, marketing measurement and ROI, and the integration of digital and traditional marketing. The survey found both widespread adoption of new digital tools, and support for the use of new data to drive marketing decisions and measure marketing ROI. However, significant gaps exist between desire and execution as companies strive to measure marketing ROI. The overall picture of marketing by large corporations revealed significant need for improvements in the use of data, the measurement of digital marketing, and the assessment of marketing ROI. Sample findings: 91% of senior corporate marketers believe that successful brands use customer data to drive marketing decisions Yet, 39% say their own company s data is collected too infrequently or not real-time enough And 51% say that a lack of sharing customer data within their own organization is a barrier to effectively measuring their marketing ROI Large firms are much less likely to collect new forms of digital data like mobile data (19%), than they are to collect traditional customer survey data such as on demographics (74%) and attitude (54%) 85% of large corporations are now using social network accounts (e.g. brand accounts on Facebook, Twitter, Google+, Foursquare) as a marketing tool 65% of marketers said that comparing the effectiveness of marketing across different digital media is a major challenge for their business 37% of respondents did not include any mention of financial outcomes when asked to define what marketing ROI meant for their own organization 57% are not basing their marketing budgets on any ROI analysis 22% are using brand awareness as their sole measure to evaluate their marketing spend Page 2
3 Methodology & Survey Questions 253 corporate marketing decision makers, director-level and above, were surveyed online between January 27 and February 8, These professionals are employed at large companies (90% have a global annual revenue of over $50 million; 45% are over $1 billion). Respondents were from diverse industries: 42% were from companies that were primarily business-to-business (b2b), 28% primarily business-to-consumer (b2c), and 30% a combination of b2b and b2c. Research Now conducted this survey on behalf of Columbia Business School and the New York American Marketing Association. Survey respondents represent a random sample of marketing professionals selected from a panel of individuals in the US who have online access to the Internet. Research Now s panel members are invited to participate in market research surveys via invitation, and are validated through a by invitation recruitment process. A downloadable copy of this research report, and a complete list of the survey questions can be found online at: Table of Contents: Methodology & Survey Questions...page 3 Findings: The Failure of Big Data for Marketing So Far...page 4 Marketers Adopt New Digital Tools, But Struggle to Measure Them...page 7 ROI Marketers Know They All Need It, But Can t Even Agree What It Is...page 10 Conclusions...page 15 About the Authors...page 16 Acknowledgements...page 16 About the Research Partners...page 17 Page 3
4 The Failure of Big Data for Marketing So Far A vast and increasing volume of digital data is being generated today by customers, by businesses, by devices and processes. The growth of this big data has fueled the rise of analytics firms, both new startups and established technology companies. [See The Age of Big Data, New York Times, Feb 11, 2012] These firms aim to help business harness data with new tools to mine it, analyze it, and track it in real-time. The promise of big data is to allow for better decision-making at every level of every organization retailers, manufacturers, service providers, even governments and NGOs. In our study, we sought to measure how much progress has been made so far in efforts to use data for marketing. Has the excitement around big data presaged a shift in how marketers conduct their business? We found that so far, big data in marketing is still a work in progress. In many organizations, the effective use of data for marketing decisions lags behind the desire to do so. Following are our key findings. Table 1 Demographic data 74% Types of date collected by marketers Customer transaction data 64% Question: Which of the following kinds of customer data does your marketing department collect or have access to? Customer usage data Social media content created by customers and targets Social network ties and influence between customers and targets 35% 33% 60% Digital Data Traditional data Customer mobile phone/device data 19% All marketers want to be data-driven Nearly all corporate marketing leaders today (91%) believe that successful brands use customer data to drive marketing decisions. This sentiment is extremely consistent, with no industry measured below 83%. Among respondents who are at the CMO level of their organizations, agreement rose to 100%. But many are not collecting the data they need The universal desire to be data-driven is not yet matched by a consistent effort to collect the data necessary to make these real-time decisions. 29% report that their marketing departments have too little or no customer/consumer data. This problem is particularly acute in some industries, such as consumer manufacturing, where 39% report the problem. Page 4
5 39% of marketers say they can t turn their data into actionable insight The new generation of big data analytics is predicated on access to frequent and recent data, not the quarterly omnibus survey panels of traditional market research. And yet, when data is collected by marketers, it is often not appropriate to real-time decision making. 39% of marketers say that their data is collected too infrequently or not real-time enough. The promise of big data is also based on integrating new types of data generated by online activity, such as mobile computing and social media. However, marketers today are still much less likely to collect new forms of digital data like customer mobile device data (19% collect it), and social media data (35%), than they are to collect traditional customer survey data on demographics (74%), usage (60%), and attitudes (54%). This gap is less pronounced in larger firms, however. Companies with over $25 billion in revenues are 40% likely to collect mobile data, and 42% likely to collect data on social media conversations. And if they do collect the data, they may not be sharing and utilizing it effectively. Collecting data is not the only hurdle that marketers must overcome in order to become more data-driven. Two in five marketers (39%) admit that they cannot turn their data into actionable insight. And sheer quantity of data does not appear to be the key problem: 36% report that they have lots of customer data, but don t know what to do with it. Table 2 Biggest challenges to use of big data for marketing We have too little or no customer/consumer data Our data is collected too infrequently or is not real-time enough 29% 39% The lack of sharing data across our organization is an obstacle to measuring the ROI of our marketing 51% We are not able to link our data together at the level of individual customers We aren t using our data to effectively personalize our marketing communications 42% 45% Page 5
6 One of the biggest obstacles to turning data into actionable insight may be a lack of effective data sharing across departments and divisions of the company. In the past, departments such as sales, marketing, customer service, public relations, and supply chain, might each have had their own datasets which they managed separately. But the promise of big data analytics is based on the ability to link these datasets together, in order to better understand interactions between firm, customer, and business partners. Marketers recognize this: 87% agree that capturing and sharing the right data is important to effectively measuring ROI in their own company. For the majority of corporate marketers, though, this kind of data sharing is not yet happening. Over half (51%) say that a lack of sharing customer data across their own organization poses an obstacle to their effectively measuring marketing ROI. Interestingly, this problem is more likely to be reported by marketers below the VP level (56%), vs. more senior marketing leaders (32%). This difference may reflect that the difficulty of sharing data across departments is a problem for those in the trenches, but less visible to CMOs and heads of marketing. Linking shared data at the customer-level is critical for the goals of big data: effective targeting and personalization of marketing efforts where they will matter most. Unfortunately, many companies are not yet achieving these goals. 42% of marketers report that they are not able to link data at the level of an individual customer. Nearly half (45%) are not using data to personalize their marketing communications. And while most companies are able to target their high-value customers (a more longstanding goal), 28% still do not know which high-value customers to focus their marketing on. Recommendations: In order to leverage the opportunities of big data, marketers need to improve their ability to: Collect meaningful customer data from a variety of sources, including real-time data Link that data to metrics developed for measuring marketing ROI Share data across the organization, linking datasets together at the customer level Utilize this shared data to effectively target and personalize marketing efforts to customers 51% of all marketers say that a lack of sharing customer data across their organization is an obstacle to effectively measuring their ROI Page 6
7 Marketers Adopt New Digital Tools, But Struggle to Measure Them The global adoption of mobile computing, social media, and digital content (from YouTube to blogs to ebooks) has transformed consumer behaviors and opened up new opportunities for marketing in every industry. Marketers today face an array of new digital tools that can be harnessed for marketing purposes, from branded apps for smartphones, to online video channels, to their own branded presence on social networks like Facebook. All of these digital tools produce data, often as a tantalizingly public digital footprint by customers. That fact raises the prospect of much more accurate marketing measurement in an increasingly digital world. However, digital data does not necessarily make it easier to link digital marketing to clear business objectives or to measurements of marketing ROI. In our study, we sought to measure how marketers are using the latest digital tools, and how effectively are they being measured. How widely have the newest digital media been adopted by corporate marketers? And are new datasets making it easier for firms to measure marketing ROI, or not? We found that digital media are, indeed, being adopted quite rapidly for marketing purposes, but developing metrics for them is posing challenges for marketers seeking to integrate their traditional and digital marketing efforts. Following are our key findings. Table 3 Adoption rate of new digital tools vs established channels for marketing Digital tools Traditional tools Sponsorship & events marketing Digital content Social network accounts Print advertising Direct mail TV & radio ads Mobile ads (app/sms) 90% 89% 87% 85% 85% 74% 59% 51% Page 7
8 Getting traditional and digital marketing to work better together remains a major goal for 77% of marketing departments The newest digital marketing tools are catching up quickly in widespread corporate adoption Marketers across industries are rapidly adopting many of the latest digital tools for marketing. The vast majority (85%) are now marketing via their own brand accounts on social networks like Facebook, Twitter, Google+, and Foursquare. This is evident across industries, and even 78% of b2b companies reported using social network marketing. Retail and travel/leisure are among the highest adopting industries. Among the lowest are industrial manufacturing and the healthcare/pharmaceutical industry, which was slow to adopt social networks due to its regulatory environment. Still, no industry reported less than 70% adoption. 87% of firms now create marketing-purposed digital content in various forms: white papers, blogs, videos, podcasts, as well as branded phone apps and games. Adoption is higher, not surprisingly, in the communications & publishing industries, but also in technology/electronics, and financial services. B2B firms are slightly more likely than b2c firms to use such content (90% vs 82%). Retail is among the lowest users of digital content for marketing, despite notable cases of success among some brick-and-mortar retailers. Even mobile advertising (ads within mobile apps, or via SMS message) has been adopted by 51% of marketers. Financial services and travel/leisure were among the industries most likely to use it. Although still newer and less standardized than some other digital marketing tools, mobile-only ads have been adopted by 76% of the largest firms, with revenues over $100 billion annually. But these tools are among the least likely to be measured for ROI (despite their profusion of data) Marketing measurement, however, has not kept up with the rapid pace of adoption for new digital media. In particular, measurement of digital marketing with financial metrics (such as market share, revenue, profit, or lifetime customer value) is lagging. Only 14% of those companies using social network marketing are tying these efforts to financial metrics. And only 17% of companies using mobile advertising are tying it to financial metrics. By contrast, firms use financial metrics to measure 41% of their marketing (a longer-established digital tool), and 47% of traditional direct mail marketing. and marketers are struggling to compare their efforts across their various digital media. As the number of marketing tools expands, the challenge of measuring and comparing them grows. 70% of CMOs report that a cross-platform model for ROI is a major goal for their business. But companies adopting digital marketing find this goal difficult to reach. 60% of companies report that comparing the effectiveness of marketing across their different digital media is a major challenge. Page 8
9 Some of this is because digital marketing tools are often measured with metrics that are unique to them e.g. retweets measure customer engagement on Twitter, whereas likes and shares measure it on Facebook. These channel-specific metrics create a particular measurement problem: comparing digital marketing efforts is often like comparing apples to oranges. As shown in Table 4, digital marketing channels are much more likely (vs. traditional marketing channels) to be measured with metrics that cannot be easily compared with other channels. These channel-specific metrics pose an obstacle to the integration of digital and traditional marketing in a single measurement model. Unsurprisingly, 77% of marketers report that getting their traditional and digital marketing to work better together is still a major goal for their business. The issue is being considered at the organizational level as well: 50% of companies report that they have recently, or soon will, re-organize their marketing departments to improve the integration of traditional and digital. Table 4 Use of channel-specific engagement metrics for different marketing channels Digital channels Traditional channels Social network accounts Digital content marketing Mobile ads (app/sms) Direct mail Print advertising TV & radio ads Sponsorship & events 48% 32% 30% 27% 23% 21% 20% 19% Recommendations: In order to effectively harness the capabilities of new digital tools, marketers need to: Set clear business objectives for any digital marketing effort Develop a variety of metrics for new digital tools from audience metrics, to engagement metrics, to financial metrics Develop models that link channel-specific digital metrics (like retweets or Facebook interactions) to universal metrics, including your key performance indicators (KPIs) Continuously innovate new measurement models, as new digital tools and marketing rapidly evolve Page 9
10 ROI Marketers Know They All Need It, But Can t Even Agree What It Is In this study, we tried to learn which organizations believe that they are doing well with respect to measuring marketing ROI. What are they doing that allows them to succeed in measuring marketing ROI? What are some of the barriers organizations face in measuring marketing ROI? How does knowing their marketing ROI affect how they view and use metrics? We found that some organizations are satisfied with their ability to measure marketing ROI. They have achieved that success through leadership and persistence. In turn, their knowledge of their marketing ROI allows them to base their marketing spending decisions on a financial foundation. Marketers think that they should be measuring their marketing ROI Marketers know that they need to justify their decisions financially. 70% say that their marketing efforts are under greater scrutiny than ever. 39% go so far as to say that they consider it important to spend only on marketing activities where the financial effects can be measured. but many managers aren t measuring marketing ROI either consistently or effectively. Only 43% of organizations are establishing their marketing budgets based on marketing ROI analysis. By contrast, 68% base their marketing budgets in part on historical spending, and 28% on gut instincts. When it comes to specific marketing spending decisions, 21% are using financial metrics for little or none of those specific decisions, and 7% are making all or most of those spending decisions with no metrics at all. Instead of marketing ROI, managers continue to use many traditional metrics such as recall, brand favorability, purchase intention, and willingness to recommend. Of those using some kind of universal metric, 22% make all or most of their marketing decisions with brand awareness alone. What organizations are satisfied with their measurement of marketing ROI? Overall, 45% of the organizations surveyed are satisfied with their ability to measure marketing ROI. Those most likely to be satisfied with their ability to measure marketing ROI are large organizations (55.5%) - sales of $25 billion or more - and service organizations (48.8%). Only 33.1% of consumer product organizations and only 26.1% of industrial product organizations are satisfied with how they measure marketing ROI. Satisfaction depends on your viewpoint: 54% of CMO s are satisfied with their ability to measure marketing ROI, but only 43% of those below the vice president level are satisfied perhaps because they are closer to the problem of determining how to most effectively measure marketing ROI. 57% are not basing their marketing budgets on any ROI analysis Page 10
11 37% of respondents did not include any mention of financial outcomes when asked to define what marketing ROI meant for their own organization To what extent is marketing ROI used for decision-making? Among the roughly half of marketers that are very or somewhat satisfied with their ability to measure marketing ROI, 57% use marketing ROI for their budget decisions and 59% use financial metrics to evaluate their marketing spend. 54% go as far as to say they consider it important to try to spend only when they have financial metrics. Understanding what marketing ROI is In the organizations surveyed, however, managers do not appear to have a consistent understanding of what marketing ROI is. When asked to define marketing ROI, 37% of the respondents did not mention financial effects and 82% did not mention that ROI consists of both financial return and spending. 31% think that just measuring the audience you reach is marketing ROI. Even when prompted, 19% do not think that measuring the financial impact of our marketing is marketing ROI. In place of marketing ROI, many traditional measures are used. 37% of the respondents claimed that they used brand awareness as a universal metric to make marketing decisions. More troubling, of those using brand awareness, more than 60% said it was their only marketing ROI measure. To be useful, brand awareness must be coupled with some measure of brand perception. Brand awareness by itself is a lagging indicator of brand strength. Using it as the sole or main measure to make marketing decisions is truly managing by looking in the rear view mirror. How can an organization improve its ability to measure marketing ROI? Specific actions appear to improve the ability to measure marketing ROI (Table 5). Companies are much more likely to be satisfied with their marketing ROI measurement if they provide incentives to both their employees and to their research vendors. Compensation is the most effective incentive for employees while setting objectives is most effective for vendors most likely because if the vendors achieve objectives, they might expect repeat business. Table 5 Incentives and satisfaction with ability to measure marketing ROI Performance objectives Compensation plans Incent employees 24.2% 15.5% 46.3% 63.1% Recognition programs 25.8% 54.8% Satisfied Dissatisfied Incent marketing vendors 67.8% Performance objectives 13.6% 60% Compensation plans 11.4% Page 11
12 Table 6 Culture 52.2% 72.4% Importance of drivers and barriers to measuring marketing ROI Leadership Data 51.0% 52.6% 88.9% 87.3% Tools 56.1% 81.8% Skills 47.1% 77.1% Drivers Barriers Process 49.0% 81.5% All the respondents considered leadership and data the most important drivers of success in measuring marketing ROI (Table 6). While little difference was found in the use of data by those satisfied and not satisfied with their ability to measure marketing ROI, there appear to be differences in leadership. Organizations satisfied with measuring marketing ROI tend to use more metrics in general than organizations that are less satisfied (Table 7) and their leaders set measurable objectives for marketing actions (Table 8). Table 7 Set measurable objectives for all campaigns 21.1% 56.1% Use of metrics and satisfaction with ability to measure marketing ROI Audience metrics Channel engagement metrics 20.0% 18.8% 60.0% 75.0% Universal engagement metrics 14.3% 54.3% Financial metrics 21.2% 58.6% Satisfied Dissatisfied No metrics 11.8% 58.8% Page 12
13 Table 8 Important to spend only when have financial metrics 21.0% 54.0% Attitude toward metrics and satisfaction with ability to measure marketing ROI All right if some marketing measured only with engagement 26.3% 47.8% Some aspects of marketing cannot be measured 26.2% 46.7% Marketing metrics accepted by finance 18.7% 57.9% Satisfied Dissatisfied If cut marketing by 10%, know sales impact 26.8% 48.6% Achieving success in measuring marketing ROI Measuring marketing ROI for most organizations is a work in progress. The factor most highly associated with satisfaction with measuring marketing ROI is time spent working on it (Table 9). There appears to be a clear learning curve for understanding how to measure marketing ROI. Continuing to work on measuring marketing ROI does move the organization forward. In addition, organizations satisfied with their ability to measure marketing ROI tend to stay there, while other organizations can move from dissatisfaction to satisfaction, even over two years. Among organizations surveyed, 22% of those dissatisfied became satisfied after two years, while only 3% of those who were satisfied became dissatisfied over the same period. Table 9 Years spent measuring marketing ROI and satisfaction with ability to measure marketing ROI 0 Years 8.3% 1-2 Years 46.2% 3-5 Years 51.2% Satisfied More than 5 Years 63.8% Page 13
14 22% are using brand awareness as their sole measure to evaluate their marketing spend Outcomes Organizations that report satisfaction in their ability to measure marketing ROI utilize it in their decisions, but they also understand that all decisions need not be made with marketing ROI (Table 8). As one would expect, they are savvier with respect to the financial effects of their marketing decisions and, for example, are more likely to be able estimate the financial impact of any cuts in their marketing budgets. Recommendations Above all, get started. Start with the basics of determining marketing ROI so you will create the largest impact on your organization: Make sure you re using some kind of metrics on most of your marketing. Be ready to invest in getting some kind of data relevant to your measures. Make coordinating your traditional and digital media campaigns a goal. Set specific measurable objectives for all your campaigns. Put ROI in stated objectives for all your vendors (so they know your expectations to retain them or to cut them loose). Link marketing ROI to employee compensation, perhaps a bonus. Start today as the pay off and learning curve will likely take a few years. Then, move on to ROI best practices: Make sure your marketing metrics are accepted by finance. Make sure your data is: timely, actionable, linked at the customer-level, used to personalize marketing and target customers. Share your data across your organization. Page 14
15 Conclusions Chief Marketing Officers face a dynamic and challenging environment for marketing today. They will find no simple answers to effectively measuring marketing ROI amidst the growth of big data and new digital marketing tools. Innovative marketing and effective measurement will both be works in progress that require leadership, agility, and constant learning. To lead effectively, CMOs should focus on five key leadership imperatives: 1. Set objectives first. It is critical that all marketing efforts be focused on delivering on key business objectives, or KPIs (key performance indicators). Even with new technologies like social networks and mobile advertising, experimentation needs to quickly give way to focused strategies linked to clear objectives that are set in advance. 2. Design metrics to ensure marketing is linked to those objectives. Once objectives are set, marketers need to develop appropriate metrics for any marketing effort that will be able to measure whether and how it is succeeding. Last year s metrics should not determine what this year s objectives can be. ( I know how to measure it, so that must be my goal. ) Rather, marketers must be prepared to develop new metrics and new measurement models as they develop innovative marketing programs, in order to clearly tie these to their intended objectives. 3. Gather the right data for those metrics. Once metrics are set, they should be used to identify what types of data are required. Marketers must avoid the temptation to analyze or purchase data simply because it is available, brand new, or being promoted by a vendor. By starting from defined marketing objectives, and from the metrics chosen to measure them, marketers can clearly identify which data they need, and which they do not. 4. Communicate to the entire organization what your objectives are, and how they are being measured. With a process for effective marketing measurement in place, it is essential that all relevant staff be aligned. That includes knowing what the firm s key marketing objectives are, knowing how they are being measured, and responding to incoming data in order to continuously improve marketing efforts, and innovate new ones. 5. Evaluate and reward employees in part on how well objectives are achieved. Once employees understand the organization s marketing objectives and the metrics being used to measure them, evaluation and compensation should be linked in part to their measurable success. By demonstrating that measurable results matter to everyone in the marketing department, CMOs give all employees the initiative to show leadership of their own at every stage of the marketing process. Page 15
16 About the Authors David Rogers is the Executive Director of BRITE at Columbia Business School and the faculty director of the school s Executive Education program on Digital Marketing Strategy. He is the founder and host of the Center on Global Brand Leadership s acclaimed BRITE conference on brands, innovation and technology. Rogers is a widely recognized leader on digital strategy and brands, known for his unique insights into customer networks. His latest book is The Network Is Your Customer: 5 Strategies to Thrive in a Digital Age, published by Yale University Press. Rogers speaks at conferences worldwide on the ways that digital technologies are transforming business strategy. He received the award for Brand Leadership at the 2009 World Brand Congress and has appeared on CNN, CNBC, Marketplace, Reuters, MSN Money, and Channel NewsAsia. David has advised and consulted on marketing and digital strategies for leading companies in the consumer packaged goods, technology, pharmaceutical, food & beverage, telecom, hospitality, non-profit, and media industries. Contact: Don Sexton is Professor of Marketing and Professor of Decisions, Risk, and Operations, and Faculty Director, Center for International Business Education and Research, Columbia University. His articles have appeared in numerous journals such as the Harvard Business Review, Journal of Marketing, Journal of Marketing Research, and Management Science. His best-selling books, Marketing 101 and Branding 101, have been translated into several languages including Chinese, Turkish, Russian, Vietnamese, Polish, Romanian, and Indonesian. Don s most recent book, Value Above Cost: Driving Superior Financial Performance with CVA, the Most Important Metric You ve Never Used (Wharton), explains how marketing drives financial performance and is also available in Chinese. He serves on the board of the NY-AMA, is President-Elect of the Association for International Business Education and Research (a consortium of 33 universities), and is an advisor to the Marketing Accountability Standards Board. He received the 2011 Marketing Trends Award for his work on marketing and branding strategy. Don is the founder of The Arrow Group, Ltd., a company that has provided consulting and training services to such companies as GE, IBM, Unilever, Pepsi, Sony, DuPont, Pfizer, Volkswagen, Citibank, Boeing, and Verizon. Contact: Acknowledgements Special thanks are due to Randall Ringer, President of the New York American Marketing Association, for proposing this project, championing it, assembling the necessary partners, and guiding our efforts with expert advice and insight. The study would not have been possible without the critical support of Leonard Murphy (GreenBook), Morgan Buckley (Research Now), and Matthew Quint (Columbia Business School Center on Global Brand Leadership). Special thanks to Kartik Pashupati and Melanie Courtright (Research Now) for the survey programming and fielding, and to Sylvia Chu and Michael Dudley (Verse Group) for the visual design of this report. Page 16
17 About the Research Partners Center on Global Brand Leadership The Center on Global Brand Leadership was founded at Columbia Business School in 1999 and has grown into the leading global forum on brands. The mission of the center is to turn the research and intellectual capital of academia s foremost thinkers on branding into practical tools and insights for real-world application. The Center has worked with a wide range of sponsor companies to develop a variety of thought leadership including: conferences, case studies, videos and webinars, and sponsored research. More details at The Center s flagship BRITE conference on brands, innovation, and technology presented was founded in 2008 and is presented each spring at Columbia University. BRITE 12 included John Hayes (CMO, American Express), Marc Speichert (CMO, L Oreal USA), and Bob Garfield (host of On the Media, editor for Ad Age). More details at: The New York American Marketing Association (NYAMA) helps marketing professionals navigate to success in today s dynamic business environment. We serve the marketing community by giving members opportunities to push the boundaries of marketing, expand their skills and exchange ideas with other experienced professionals. The BRITE/NYAMA study is one example of how we are contributing to the advancement of marketing. More details at: Research Now is the leading global online sampling and online data collection company. With over 6 million panelists in 38 countries worldwide, Research Now enables companies to listen to and interact with real consumers and business decision makers in order to make key business decisions. Research Now offers a full suite of data collection services, including social media sampling, and operates the Valued Opinions Panel and e-rewards Opinion Panels. The company has a multilingual staff located in 24 offices around the globe and has been recognized for four consecutive years as the industry leader in client satisfaction. Visit to learn more. GreenBook brings stimulating, practical, and timely resources to marketers and market researchers on both sides of the table. Through its targeted multi-media platform, GreenBook offers effective marketing and lead generation opportunities to businesses that communicate with buyers and users of market research. More details at: Page 17
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Advice for Inventors
Should I Manufacture or License My Invention?by Product For Profit
I recently attended my local Inventors Association (Inventors Alliance in Northern California) and noticed that Inventors kept asking Andrew Krauss (President of Inventors Alliance) about the differences between Manufacturing and Licensing a product. New Inventors were confused about what these terms meant and wanted to learn more about the factors to consider when deciding which way to go for their own product. So I thought I'd take a minute to discuss both options as this comes up all of the time in my workshops and classes as well.
Avoid Getting Ripped Off By Get Rich Quick Schemesby Spencer Lanoue
Important Considerations For Starting A Businessby Spencer Lanoue
Innovation Enterprise Conference - For Inventorsby Ron Docie Sr.
Looking for Investors for your New Inventionby Spencer Lanoue
Anatomy of an Invention Scam - Part 1by Ron Docie Sr.
Can Small Scale Really Sell Products to Major Retail?by Product For Profit
Selling Your Inventions To Major Retailersby Product For Profit
Selling Your Inventions To Major Retailers: What Not To Do (And What 95% Of People Tend To Do!)
Mom Inventors Make Millions With Kids 'Boogie' Productby Product For Profit
Submiting Your Patent Or Idea To A Company Can Be Challengingby Ron Docie Sr.
Hem Gems and Your Denim: How Good Products Present Simple Solutions to Widespread Problemsby Ashton Audall
A Look into a Direct Retail TV Company - Lenfest Media Groupby Alexis
We've all seen them. At first, we used to see them only late at night and for anyone who hasn't slept well, you know what I mean. Now we see them through out the day and on almost every channel. I'm talking about direct response television ("DRTV"). One form of DRTV that is commonly known is called the infomercial. Ring a bell for you? One interesting company involved in the DRTV space is Lenfest Media Group.
Mom Inventor Turns Millionaire With Simple Product Ideaby Product For Profit
Inventor Success Stories That Inspire: The Slinkyby Product For Profit
Every Kid Wanted One: Ever heard of the Slinky? The fun toy that sold more than 250 million units worldwide!The creators of the Slinky were just ordinary people that came up with a simple product idea. And that simple product idea produced more wealth then they could have ever possibly imagined!

subset: commoncrawl


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An authentic chettinad cuisine prepared with mutton and spices.Chettinad cuisine is one of the spiciest and the most aromatic in India.
- Mutton cubes (small) - 1 kg
- Green chilli -10
- Red chilli whole - 20
- Garlic ginger paste - 30 gm
- Whole garlic peeled - 80 gm
- Peeled small onion (shallots) -100 gm
- Saunf - 7 gm
- Curry leaves - a few
- Salt to taste
- Cinnamon sticks - 3 gm
- Refined oil - 70 ml.
- Coriander powder - 200 gm
- Mustard seed - 10 gm
- Tomato - 300 gm
Boil the mutton cubes with coriander powder salt, ginger-garlic paste, half the red chilli and crushed green chilli till it is 90 per cent done. (Use minimum water as far as possible).
Heat oil, add deseeded whole red chilli, mustard seeds and saunf. When the saunf crackles, add sliced garlic and sauté till golden brown. Then add the sliced shallots and sauté till it turns brown. Now, add the curry leaves. Add the boiled mutton along with the water present. Cook till dry and mutton is done.


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Well-known member
It's easy for me to add chicks to my site but when it comes to dudes they just aren't interested. I'm hoping with bobster's Sportsbook addon http://xenfluence.com/ that I can entice the many dudes on my contacts list to join by letting them know they can bet on games. Other than Sportsbook I don't know what else I can do to attract dudes to the site. Do any of you have any gender issues with recruiting?


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Chrissy Teigen is over the Laurel v. Yanny debate, just like you
The internet is often divided on various issues, but it's a rare occasion to see the web simultaneously meltdown over one specific topic. That's exactly what happened yesterday in what history will call The Great Laurel/Yanny Debate of 2018 – or, maybe we'll just call it that.
A Reddit user shared a short audio clip that quickly caused internet controversy after YouTuber Cloe Feldman asked the now infamous question, "What do you hear?! Yanny or Laurel?" When the video played, some people heard "Laurel" while others clearly heard "Yanny." As the post made the social media rounds, many were left dumbfounded by what they did or didn't hear.
Celebs got in on the action too, including Ellen Degeneres, who heard "Laurel." But Chrissy Teigen, who initially joined the debate on Twitter, and even got her parents involved, quickly led the charge to end the internet madness. She's over it!


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Robert Kaufmann has been a criminal defence lawyer for over 13 years, with 8 of those years as an Accredited Specialist in Criminal Law as endorsed by the Law Society of NSW.
He has represented many satisfied clients over those years in serious charges before the Supreme Court, District Court, Local Court, NSW Crimes Commission and Childrens Court, including murder, sexual assault (specialising in child sexual assaults and historic sexual assaults), robbery, and drug offences including drug supply and drug importation. He has had great success in trials and hearings, both as a criminal law advocate and also working together with some of Sydney's most experienced criminal law barristers.
Robert also represents clients on appeal or sentence or conviction before the NSW Court of Criminal Appeal.
He also represents clients charges with driving offences, including drink driving, always with excellent results that often include no loss of licence or minimal time off the road.
Robert's clients find him to be intelligent, compassionate, insightful and dedicated to their case. He has a comprehensive knowledge of the court system and the criminal laws of NSW which means that after your first conference with him you are left knowing you have chosen the right lawyer to handle your criminal case, no matter how complex. Every case is important to Robert Kaufmann and as he works on every case personally each and every client knows they are getting the very best legal representation every time. Robert Kaufmann accepts private retainer and Legal Aid NSW grants of aid. He is a member of the specialist Serious Crime Panel, General Crime Panel, specialist Children's Crime Panel, the specialist Sexual Assault Communication Privilege panel and the Metropolitan Duty Scheme Panel.
Call Robert Kaufmann now on 1300 777 529 or send through an enquiry on the link above to arrange a time for him to meet with you and discuss your criminal or traffic case in a free consultation. Be like many hundreds of other people who were caught up in the criminal justice system and needing to find the right lawyer. To get the right result you need the right lawyer. Robert Kaufmann – your ticket to a successful result.


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"Wealthiest Nation on Earth"? Brunei Objects!
Trying to convince religious leaders to support his nationalized health care bill, Obama used lofty language about our "moral obligations", etc. He added,
"In the wealthiest nation on Earth, we are neglecting to live out that call." -Barak Obama, 8/19/09
What measurement is he using when he calls us the wealthiest nation? What makes him think we are "wealthy"?
-Is he talking about the escalating rate of mortgage delinquencies, as cited here?
-Or maybe the current state of our Social Security fund?
-Or was he referring to the fact that the United States' Total Debt Obligations, at $78 Trillion, exceeds the TOTAL Global GDP?
Unfortunately for MaoBama, we do indeed count debt obligations when assessing net worth. Is now the right time to point out that "wealthiest" does not mean the same thing as "wealthy"?
One could argue that the nations of Brunei and Palau are wealthier (see CIA World Factbook chart of nations' external debts).


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New Campaign Seed
The World
The Nature of the World
We aren't sure of the state of the world outside our own lands as any map made prior to the last few decades are wildly inaccurate. When comparing and contrasting the maps, in the last few hundred years the landscape has changed greatly- mountains where there was once rolling plains, swamps where there once stood deserts and lakes in the middle of what was once cities if the maps are to believed.
The last hundred years or so has seen the beginning of a renaissance kindled among the intelligent races. People have begun attempting to remake the maps of this new world, while those who consider themselves scholars are seeking to gather into conclaves, and in more populated areas, colleges. They seek to teach others the wisdom they have gleaned and spread the education to the mostly unlettered masses. This creates a need for trade between communities, farmers to grow produce, and soldiers to protect it all.
There is still much that needs done however. We know where the Elven forests are, but we have no way to contact any of the Elves who live there. Any who enter their woods either wake up to their food replaced with directions on how to exit the area, or are simply never heard from again. Not even those of Elf blood have made contact with their forest cousins.
The Dwarves are only slightly better. They will trade and communicate but only through their own merchants. None are allowed entry to the Dwarven tunnels much less the Thaigs or Kingdoms. Apparently even their own traders are no longer allowed entry to the Kingdoms. They are forced to resupply at the Thaigs closest to the surface and then sent back out. None will speak of the state of the Dwarven Kingdoms, however.
Halflings and Gnomes still count themselves among our allies though the former are mostly nomadic and roam the country side while the latter confine themselves to their work. The Halfling nomads have aided us greatly with the mapping process though, and Gnomish science has brought many wonders back to us.
Orc camps, while not necessarily open to travelers are willing to trade game and goods with caravans and offer protection to any who are willing to abide by their laws and camp near enough to their walls.


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Electronically controlled APT.line™
Temperature range from 5 °C above room temperature to 100 °C
Digital temperature setting with an accuracy of a tenth of a degree
Adjustable fan speed
Inner glass door
2 chrome-plated racks included
Controller time functions
MS controller with several timer functions


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It's your last day to buy my book TANK at 99 cents! It will shoot up to 3.99 tomorrow. Don't wait! Buy today!
Tyler Wilde moves to Black Widow, Texas, to join the Blue Guardians, a local biker club that helps abused women and children. He's intent on starting his life over, but a small piece of his past collides with his present when he runs into the local waitress, Annie Carter.
Annie's the girl of his boyhood dreams, and Tyler can't wait to get reacquainted with her. Only problem is, Annie's engaged. But what has Tyler more troubled than the diamond on her finger is the bruise that graces her arm. To make matters worse, Annie's abuser and intended husband is also the town's Chief of Police.
Tyler is determined to offer Annie a safe haven, but she refuses his help until her life is hanging by a thread.


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Lemon Appathon....a 48 hours coding challenge
Sale Date Ended
Page Views : 108
App-A-Thonis a straight 48hrs coding saga wherein application developers and others including graphic designers, interface designers and project managers intensively involve in application development on Android, IOS and Windows projects. It is an opportunity for those who aspire to become Entrepreneur, for those who want to create something for their own and make a difference. The contest is organized by Lemon Ideas Innovations Pvt. Ltd. for IT professionals and students (Designers, developers).
Appathon is a challenge for techi keeda's in Web Development, Mobile Application Development to come and execute a given idea in the time span of 48 hours (3 days) in Digital world. There are so many social problems which needs attention and solution. Appathon tries to recognize such social problems for which a technical solution can be provided to build a smart city.
Indian government is trying to develop such technological solutions for day-today societal problem to make every city a smart city by building more transparent and reliable platforms.
Appathon is one such platform where students are given problem statements based on social issue and will ask the participants to provide a technological solution to it. This is a step to contribute to the novel concept of Indian government.
Over the weekend, there will be interactions from top industry individuals, activities and prizes to be won. Alive team and mentors will be there to talk through participant problems and ideas and help them to bring their idea to life.
Event framework:
Event Venue: Lemon Incubation Lab, Lambent IT Park (GlobalLogic Building), Harihar Nagar, Besa, Nagpur.


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I have a couple of exciting projects to post about today!
I recently did some illustrations for Nikole Herriott of Herriott Grace. She wanted to post a recipe on her blog, Forty Sixth at Grace, and asked that I paint some instructional illustrations, as well as the ingredients needed for the recipe, (cloud shaped ice cream sandwiches!). It was so much fun! You can find her blog post here, with a downloadable PDF of the recipe.
Also, over the past month I've done a few illustrations for The New York Times Magazine!
They were for the "Lives" op-ed column, on the back page of the magazine. The first story I was asked to illustrate was for an article titled "The Secret Life of a Rock Dad". It was written by Clay Tarver, previously of a 90's band called "Chavez", and his struggles with becoming a "rock dad".
The second was for this week's issue, and was titled "The Letting Go", written by Siddhartha Mukherjee, and is a beautifully written essay on the differences between the death rituals of India and North America. Below is pictured the illustration I did for it, of a ganga, or Indian funeral boat.


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« The Fix: IVR Surveys & Response Rates | Main | A Million Visits »
July 14, 2006
Lieberman Push Polls?
While public polls have been few and far between in the Connecticut Democratic primary, reports of "push polling" have been bubbling up through the blogosphere. Some of the most recent have been quite detailed and worthy of further discussion, if only because, from what I can tell, these do not deserve the "push poll" label. Rather, the calls described appear to be internal campaign polls testing negative messages.
I have seen two sets of reports. The first round drew the usual over-the-top rhetorical blasts. Calls received in Connecticut in late June were described as by supporters of Ned Lamont as "Lieberman push polling" (here, here and here), as well as "Lieberman's Latest Dirty Trick," and "the sleaziest of campaign tactics" (by Kos himself).
The most recent and interesting report comes from a correspondent of BranfordBoy on the blog My Left Nutmeg. The respondent took detailed notes on all of the questions and concluded, "today, I received my first recognizable Push Poll." The report is worth reading in full, because this call was almost certainly an internal campaign poll and not something that deserving of the label "push poll" (a point echoed -- to their credit -- by both My Left Nutmeg and the Connecticut Blog).
I have discussed push polling in more detail previously, but the defining characteristic of a true "push poll" is fraud. It is not a poll at all -- not an effort to measure either existing opinions or reactions to political argument -- but rather an attempt to spread a rumor under the guise of a survey. True "push polls," those that are aptly described as "the sleaziest of campaign tactics," typically involve untrue or outrageous attacks that the purveyors do not dare communicate openly. The true "push poll" is usually just a question or two: A question about vote preference, the scurrilous attack and then a quick goodbye. Since the "push pollster" does not care about measuring or counting anything, they do not waste time on questions about other issues or demographics.
In this case, the poll described by the BranfordBoy's correspondent has all the hallmarks of an internal campaign poll, most likely conducted on behalf of the Lieberman campaign. It asks some questions to identify likely primary voters, a job rating for Lieberman, favorable ratings for Bush, Dodd, Lamont and Lieberman, vote questions on the Gubernatorial and Senate primaries, a "certainty" follow-up regarding the Senate vote (that the pollster uses to identify soft or "persuadable" supporters of each candidate), a battery of five questions measuring whether various traits apply to Lieberman or Lamont, and a set of questions to gauge reactions to the recent campaing debate. Finally, just before asking a series of demographic questions, the survey poses two negative arguments (or "messages") about Lamont. As reported by the blog correspondent:
Do the following questions make you feel a little less, more much less comfortable with Ned Lamont:
He refuses to release his tax information. At this point, I told the pollster that the statement was incorrect, and that she was acting unethically by repeating it. She asked the question and I told her it made me feel much less comfortable with Joe Lieberman that people would be repeating such false information.
She went on to ask about how Ned Lamont's claim that he would outlaw all earmarks made me feel. I repeated that this was false information and it made me much less comfortable with Joe Lieberman. I urged her to stop repeating false information.
Note two things about these questions. First, they come at the end of the survey, after questions that measure current vote preference or perception of the candidates. This is the standard format commonly used by campaign pollsters, including yours truly.
Second, consider the content of the questions. I certainly do not want to get into an argument about how fair or appropriate these charges may be, but both questions involve arguments that Joe Lieberman made openly in the Lamont-Lieberman debate. Lieberman challenged Lamont to release his tax returns, and when Lamont did not answer directly, Lieberman concluded, "he is saying he will not release his returns." According to the Stamford Advocate, however, the next day Lamont "changed his mind" and "decided to release his 2005 tax return 'upon filing.'"
When asked by Lieberman during the debate whether he would support "earmarks that are good," Lamont replied: "I think we should outlaw these earmarks. I think they corrupt the political process. I think they are written by lobbyists and they're wrong."
Although the first round of reports on calls labeled as "push polls" did not have the same question-by-question specificity as the report from the My Left Nutmeg correspondent, most mention questions describing Lamont's wealth and background and claims that he voted with Republicans as a Greenwich Selectman. Again, I will leave it to others to debate the accuracy of those claims, but they closely resemble arguments made by Lieberman in the debate an in his paid advertising.
My point is that the "arguments" tested mirror the campaign rhetoric of the Lieberman campaign and appear designed to test reactions to that rhetoric. As such, they deserve the same level of scrutiny as any charge or statement made in the political realm. Blatantly untrue statements are unethical, whether part of a poll, a campaign mailer or a television ad. But as one learns from following debates in the blogosphere, truth on such questions is often in the eye of the beholder. Those on opposite sides of an issue have a way of reaching very different conclusions about the same set of objective "facts." Such disagreements are often what politics is all about. Negative rhetoric alone does not deserve to be labeled a "dirty trick," nor does the testing of such rhetoric constitute a "push poll."
Finally, a point of clarification: I saw several comments in these reports speculating about a legal requirements for pollsters to identify themselves. Federal does make it illegal to conduct fundraising or telemarketing under the guise of a survey, but as far as I know, no federal
or state law requires survey researchers using live interviewers to identify themselves or their clients. Automated calls appear to be an exception. Also, most research firms consider it good practice to identify the name of the call center on request.
The ethical code "Respondent Bill of Rights" of the Council for Marketing and Opinion Research (CMOR) -- an organization that includes many of the large survey call centers -- obligates its members to recommends that its members identify the research company's name and the nature of the survey (but not the identity of the client) to respondents on request.
CORRECTION: The "annonymous" commenter below is right, at least about Wisconsin. Although I had checked on Friday, I was unaware of the Wisconsin law that obligates those who conduct surveys in that state on behalf of political campaigns to disclose who paid for the poll to the respondents on request. I am also told that a similar law exists in Virginia, although I have not yet been able to locate the text of any such law.
Further, as should be evident from the strike-thru corrections above, I misstated the nature of the CMOR Respondent Bill of Rights. CMOR is not a standard setting organization (like AAPOR, MRA, ESOMAR or CASRO), and thus recommends, but does not require, that its members abide by the terms of the Respondent Bill of Rights.
My apologies to all.
Related Entries - Push "Polls"
Posted by Mark Blumenthal on July 14, 2006 at 05:06 PM in Push "Polls" | Permalink
Check out the Connecticut For Lieberman blog! It's a laugh riot.
Posted by: Edward | Jul 15, 2006 2:30:12 AM
Really informative post
Posted by: jr | Jul 15, 2006 4:37:38 PM
Nice post. I don't like Joe Lieberman or his positions, but I understand what you are saying. Politics is negative, so after the standard who are you voting for questions you ask questions to see how you can best change/cement that vote.
Posted by: Robert P | Jul 16, 2006 8:41:23 PM
"but as far as I know, no federal or state law requires survey researchers using live interviewers to identify themselves or their clients."
Better look up Wisconsin and Virginia...
Posted by: anonynmous | Jul 17, 2006 11:31:36 AM
Great post. I respect your views and look forward to your future work.
Posted by: Call Cruncher | Jul 17, 2006 4:14:32 PM
MP Said:
True "push polls," those that are aptly described as "the sleaziest of campaign tactics," typically involve untrue or outrageous attacks that the purveyors do not dare communicate openly.
But later you said: Lamont "changed his mind" and "decided to release his 2005 tax return 'upon filing.'"
Therefore it was untrue, and was not openly communicated, because Lieberman only openly communicated it BEFORE Lamont released the tax returns.
So as my reading of your post, it does meet your definition of push polling.
PS - Why doesn't 'blockquote' work?
Posted by: rob | Jul 18, 2006 10:40:46 AM
To Rob:
Not sure if saying "Yeah, I will release my 2005 returns upon filing' is the same as actually releasing them. If he hasn't given a hard date or given the hard data, then reasonable minds may differ on whether or not he is refusing to release the data, and therefore whether the question is in or out of bounds is very debatable.
Posted by: dave | Jul 18, 2006 12:08:26 PM
I live in Connecticut and have received a couple of survey phone calls but as a matter of practice, I will not answer polling questions unless the caller identifies his client, and in these cases they refused to do so, and so I declined to answer their questions.
Posted by: DBL | Jul 18, 2006 1:30:50 PM
The point isn't that these charges are true or untrue. The point is that a push poll is a very different thing than a regular benchmark poll. Push polls are tools to disseminate messages, just like TV ads, direct mail pieces and the like. The point is to communicate a message to influence a vote. As such they go out to far more people than a standard poll, and only consist of a few questions to hold costs down.
A "push poll" that included all of the questions Leiberman's poll included would be a lousy campaign tool, because it would cost about $10 per person reached. This compares to under a dollar per call for a standard campaign call. No campaign would do this, not because it's unethical, but becasue it's a stupid waste of resources.
Posted by: Dan | Jul 18, 2006 1:37:11 PM
My policy is to hang up when I receive unsolicited calls for whatever purpose. I violated my own policy one time when the caller managed to squeeze in that he was polling radio listening patterns. I told him that I would participate only for the reason that I don't listen to the radio!!
Posted by: noah | Jul 19, 2006 8:50:36 AM
Push-polling isn't some new or rare phenomenon. It's done almost daily by the MSM.
Posted by: TexasRainmaker | Jul 19, 2006 9:20:56 AM
As a CT voter, I got a very odd call a few weeks ago, which was definitely trying to influence me in the guise of a poll, but did not name a candidate.
The overt theme was if I was happy that "giant money-making corporations" or words to that effect, were not paying their "fair share" (definitely that phrase) of taxes, particularly in regard to paying for the internet, and if the internet should be supported exclusively by taxpayers, especially American ones.
There was also a secondary, more covert thrust that the internet should not be controlled by any one country, i.e. the US, but should be run by the United Nations or some equivalent internet administrator paid for by corporate taxes.
I have tried to see if any of the major CT Senate or House candidates have take up these positions actively, but have not noticed anything along these lines.
Any ideas?
Posted by: Joe Y | Jul 19, 2006 5:27:35 PM
I am sorry, but you do not get to define the term "push polls." The first time I heard of "push polls" was in the mid 1990s in Texas. The meaning of the term push polls at the time was that campaigns paid for polls that were unidentified (and presented as being non-paretisan), but that the poll questions were not primarily meant to get information, but to "push" the interviewee in one direction or another - hence the term "push polls." The fraud is not in the information, but in the misrepresentation of the motives of the caller (which psychologically is very important in terms of affecting the thinking of the call recipient). The first time I heard of push polls being used to spread false information was in the 2000 South Carolina campaign (I am sure it was done before) - but that is different from traditional "push polling." From a psychological perspective the traditional "push poll" is probably more effective than that Bush false information "push poll."
Your explanation of a push poll makes no sense when you consider that it is called a push poll. Don't make things up to protect your friends!!!!
Posted by: Wilbur | Jul 20, 2006 2:12:08 AM
The definition of push poll used in this article is the same as the one used by the American Association of Political Consultants
and the American Association For Public Opinion Research
The media and others often misuse use the phrase
Posted by: Leo Simonetta | Jul 20, 2006 9:35:02 AM
Please see this definition from the National Council on Public Polls (NCPP)
It is primarily a telemarketing technique, which can also spread disinformation - not a disinformation spreading technique. It seems political consultants have the same worth in this instance as everything else.
Posted by: Wilbur | Jul 20, 2006 8:19:04 PM
By the way, what is really frightening about this is how political consultants define deviancy downwards and allow people like Karl Rove set the bar on deviancy. Before South Carolina 2000 push polling was considered deviant and low form politics. Then Rove makes the horrific everyday and political consultants say the old telemarketing techniques of push polling aren't really push polling anymore, and therefore they are all right - now you have to spread vicious lies in your push polls to be deviant and be true "push polling." The is something really morally wrong with the current political consultant class IMO.
Posted by: Wilbur | Jul 20, 2006 8:26:59 PM
The National Council on Public Polls (NCPP) defintion is essentially the same as AAPOR's and AAPC's.
This is from the NCPP's definition:
"A "Push Poll" is a telemarketing technique in which telephone calls are used to canvass vast numbers of potential voters, feeding them false and damaging "information" about a candidate under the guise of taking a poll to see how this "information" effects voter preferences. In fact, the intent is to "push" the voters away from one candidate and toward the opposing candidate. This is clearly political telemarketing, using innuendo and, in many cases, clearly false information to influence voters; there is no intent to conduct research. "
From AAPOR's:
"A push poll is an insidious form of negative campaigning disguised as a political poll that is designed to change opinions, not measure them."
"Push polls typically "call" thousands of people. The people called are not a representative sample of voters. Instead, they're people who are targeted because they're thought to be undecided voters or supporters of a rival candidate."
And from the Political Consultants:
"In a true opinion survey, research firms interview on a small random sample of the population to be studied, typically ranging from up to a thousand interviews for a major statewide study to as few as 300 in a congressional district. With so-called "push-polls," the objective is to reach a very high percentage of the voters.
The interviews conducted by real polling firms generally range in length from at least five minutes for even the shortest of tracking questionnaires to more than 30 minutes for a major benchmark study. So-called "push-poll" interviews are typically designed to last 30 to 60 seconds."
It seeems to me that the key points are; many more people are called than would be called in a actual opinion survey, the survey is very short, the data is not collected or analyzed and the purpose is to convince not to measure intentions. It is essential a form of tele-marketng posing as an opinion survey.
Posted by: Leo Simonetta | Jul 21, 2006 11:29:21 AM
And...uhm...even with selective quotes what you wrote essentially agrees with what I said, don't you think? Polls presented as non-partisan but meant to push individuals that MIGHT also spread false information. They are short, but they also work better if people think they are legitimate. That is why the actual push poll can be placed at the end of what seems a legitimate poll. This was done in Texas in the 1990s all the time (look it up). This is what Lieberman did.
Posted by: Wilbur | Jul 21, 2006 7:48:04 PM
Lamont in fact did release his 2005 tax return. Therefore, that question is false and biased. Ergo... push poll. QED.
Posted by: | Jul 23, 2006 1:23:06 PM
The comments to this entry are closed.


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Tamil superstar Vijay paid a secret visit to the Marina beach here to extend support to thousands of young protesters against the ban on Jallikattu, a source said.
Tamil superstar Vijay paid a secret visit to the Marina beach here to extend support to thousands of young protesters against the ban on Jallikattu, a source said. On Friday night, Vijay joined thousands of supporters who have been protesting against the ban on the popular and ancient bull-taming sport.
"He didn't participate in the fast organised by the Nadigar Sangam as he wanted the limelight to stay on the youngsters. Hence, he decided to join them on ground on Friday night. He covered his face with a handkerchief and silently joined protesters at Marina beach," a source close to the actor told IANS.
On Friday, the central government gave its nod to an ordinance enabling the holding of Jallikattu as proposed by the Tamil Nadu government.
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— Vijay (@actorvijay) January 17, 2017
Earlier, in a video message, Vijay said: "Law was not created to rob people off their tradition and rights, but to protect it. Jallikattu is every Tamilian's identity. Those who are protesting against the ban on Jallikattu are united by the feeling that they are Tamilians, but not out of compulsion or political pressure. I bow down to each and every one of them."
On the career front, he is gearing up for the shoot of his next yet-untitled Tamil outing with director Atlee.
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