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Multi-channel marketing has been the talk for quite some time, but it seems many loyalty marketing professionals still struggle with creating a consistently seamless experience for multi-channel loyalty. Your customers can now shop online or in-store, may contribute to your social media spaces via mobile, and engage with your brand on Facebook. Does your loyalty marketing program track and reward all the different types of engagement and brand love that your fans are displaying? Or are you stuck in a one-track mode, dishing out rewards for only one, narrowly defined type of action? Look ahead and keep watch as the technology avail

able shifts to accommodate rewarding ALL the little ways your customers demonstrate their loyalty -- and get on board!

This works because as much as we might try to mask our inner intentions and emotions, the language centers in our brain broadcast our inner secrets in subtle ways. Like a poker player’s ‘tell,’ the character and frequency of the words we use reveal a lot about our inner psychological states. Liars tend to avoid talking about themselves in the first person. Depressed and suicidal people speak a lot more about their bodies and health than happy people. By assembling a team of the world’s fanciest psychologists, linguists, programmers, and bartenders, we have put together behavioral models that allow our system to detect lies, narcissism, depression, and senility ten times better than any jackass in a suit can on CNN.

Why the spike? A good chunk of it, I assume, has to do with the death of Whitney Houston the day before, and viewers who wanted to see how the biggest stars in music responded to the loss of a peer.

Big, live TV events are big events on Twitter and Facebook, which generate lots of online chatter and drive more eyeballs back to the TV screen, where they inspire even more chatter. Cue virtuous cycle.

. It says it attracted a million visitors to the various sites and iPad/iPhone apps it operated over the three days leading up to the show. It says it attracted a peak of 165,000 concurrent viewers to a livestream of pre-Grammys red carpet coverage Sunday afternoon.

In an interview with The Paris Review twenty years ago, Don DeLillo mentioned that “lists are a form of cultural hysteria.” From the vantage point of today, you wonder how much anyone—even someone as routinely prescient as DeLillo—could possibly have identified list-based hysteria in 1993.

prioritizes

The list gives a structure—a numerical narrative—to a text that would otherwise lack any kind of internal architecture. If you wanted to write something about, say, the phrases people use on Twitter that you find highly irritating, you can get away with not making any kind of over-all, analytical point by imposing the framework of a list. The enumeration itself, the getting to the end of the counting, becomes the point of the writing (and the reading). It’s not simply a jumbled heap of complaints about how people talk on Twitter; it’s a list, and in this sense it means business.

This is a very appealing metaphor, because it largely absolves anyone who was involved in the media from any blame for failing to see the writing on the wall or failing to move quickly enough to change their behavior or their corporate culture.

But is this true? Disruption guru Clay Christensen, also associated with Harvard, has written about how industries — including the car-manufacturing business and the steel industry — have failed to adapt because they didn’t appreciate just how disruptive new entrants or new technologies would be. And it’s arguable that the media industry in the 1990s and early 2000s also failed to appreciate just how disruptive the web would be to their business and to journalism in general. Should we blame them for that? I think we should blame them a little, and here’s why: because there were senior people in the industry who saw the disruption coming — saw it clearly, appreciated the implications, and talked about the potential damage. These weren’t voices crying in the wilderness, but fairly powerful players. To take just one example, there was Knight Ridder excecutive Kathy Yates, who ran the company’s digital unit, and eventually grew frustrated with the industry and moved on to Women.com and then CBSMarketwatch.