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IBMSPSSMBPDM exam Dumps Source : IBM SPSS Modeler - Business(R) partner Data Mining Associate
Test Code : IBMSPSSMBPDM
Test denomination : IBM SPSS Modeler - Business(R) partner Data Mining Associate
Vendor denomination : IBM
: 25 real Questions
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The Merriam-Webster dictionary defines a “leader” as a person who has commanding authority and influence. The female executives highlighted in the fifth annual Chain Store Age “Top 10 Women in Retail Technology” report — profiled below in alphabetical order — exemplify the innovation and leadership needed to succeed in today’s ever-changing retail environment. They share a record of success that is worthy of emulation by outright their peers.
Kristi Argyilansenior VP, marketing (media, guest engagement and measurement)Target
Kristi Argyilan learned early in her career that a traffic must sojourn in a constant status of change if it wants sojourn relevant. The lesson has helped her transform Target’s approach to customer engagement.
Argyilan has spent her career working with astronomical brands. She started her professional journey as the associate manager, media evolution for Clorox Company in 1992, where she created the media strategy for the company’s largest brands. She went to labor for a variety of advertising agencies, creating media marketing strategies for such companies as Nike, Starbucks, eBay, Dunkin Donuts, TJX and CVS. In 2007, she joined Universal McCann Media Agency as executive VP, global managing partner and quickly moved up the ladder to chief transformation officer.
Throughout outright of these roles, she learned an principal lesson: “Few companies truly view their brand as an asset, and invest in marketing and guest experience accordingly.”
Target, according to Argyilan, is one of these “few companies” that builds an improbable experience resulting in a strong emotional connection between itself and its customers.
“Their commitment to brand through marketing and customer experience made my jump to Target an facile decision,” Argyilan said.
Since joining Target in 2014, Argyilan has been transforming outright paid, owned, earned and shared media channels, focused on strategy, events and measurement. She has moreover been tasked with creating a original even of customer engagement — one the puts the customer in control.
Constant change driven by ever-evolving customer expectations keeps Argyilan on her toes — and makes her relationships with technology providers especially valuable.
“I am in the lucky position to meet with some of the most advanced data, technology and content companies in the world,” she explained. “I gain super excited about the possibilities when you bring different combinations of them to the very table to decipher a guest or traffic problem.”
Argyilan takes the very approach when embarking on transformational projects — initiatives that often require a quicker quicken to market. To sojourn on task, she relies on a team that can offer different points of view that will maintain her end-game on point.
“My brain is hard-wired to judge conceptually and act with only the first few steps laid out in front of me,” she said. “But to truly accomplish transformation at scale, I requisite others whose wiring complements mine. A more diverse group of skill sets can bring ideas together; this results in rapid expansion of stronger ideas and longer term success.”
This mindset has helped Argyilan successfully launch a variety of projects, including Target’s media network. The company’s entry into the advertising traffic offers a high-quality audience-based media product to other advertisers. Additionally, Target is structure strong relationships with companies are moreover changing the marketing and retail landscape, such as Google, Comcast/NBCU, Pinterest and Disney.
“Given the pace of change that society is going through, members of the traffic community don’t absorb the luxury of rest,” Argyilan said. “I learned early in my career that a traffic must continue to change or possibly become extinct. My job is to manage change.”
Julie Averillexecutive VP, CTOLululemon Athletica
When Julie Averill began pursuing her dream of becoming a CIO, she didn’t gain much support.
The fast-rising tech executive recalled that, years back, when she first told people she wanted to subsist a CIO, those who knew what the position entailed told her it was the most difficult job in a company — and the most lonely. They moreover told her as a woman, she would subsist an unlikely candidate.
“But I judge outright that motivated me because it gave me a challenge and I became focused on what it would take,” she added. “Soon it became a real goal I started working toward, then it became a reality.”
Averill started her professional career in 1999 when, armed with an MBA, she took a position as director of project management at a website evolution consultancy, touching on to VP of a fiscal site. In 2003, she joined Nordstrom as VP, selling and marketing systems. She spent a decade there, honing her skills in the demanding and fast-changing world of retail. Among her accomplishments: leading the company’s initiative to deliver store fulfillment capabilities and leading a mobile POS initiative, and integrating Hautelook as a original traffic model for the retailer.
In 2014, Averill joined REI as VP, information technology. Less than two years later, her dream became a reality when she was named the first CIO of the outdoor apparel and gear retailer, amenable for technology solutions across the company, including stores, digital experiences, marketing and analytics, strategic merchandising, convoke center, supply chain, and data centers/cloud infrastructure.
In 2017, Averill joined Lululemon Athletica as executive VP, CTO, attracted by the athletic apparel brand’s mission of “putting the customer first.” She keeps a sharp eye out for innovations that create engaging and memorable experiences for customers through outright channels, and moreover for ones that empower store associates and traffic partners to subsist more efficient and effective.
Averill, who is tasked with preparing Lululemon for international growth, has created a strong, global technology team that is balanced between the retailer’s corporate basis in Vancouver and Seattle.
Averill shares her expertise on various community and non-profit boards. She is an independent director for fast-growing retailer Indochino, where she provides strategic counsel on the custom menswear company’s technology infrastructure and growth strategy.
At home, Averill often counsels her teenage children on their own career goals, encouraging them to focus less on planning their career, and more on applying themselves.
“It’s about understanding what’s uniquely you and being haughty of that,” she added. “Set goals, command people about them, and labor hard.”
Susan Carroll-BoserVP of IS & ITWhite Castle Management Company
Technology has always been a family affair for Susan Carroll-Boser.
White Castle Management Company’s VP of IS & IT got her first taste of technology from her tech-savvy parents. Her father held IT positions spanning programming to network security at Ohio Bell, AT&T and IBM. He moreover set up a network of Unix computers at her childhood home, making Carroll-Boser “comfortable with computers long before personal computers were the norm,” she recalled.
She got even more exposure during annual “Bring your Daughter to labor Day” visits at her father’s various offices. “It made a lasting impression,” she said.
Meanwhile, her mother implemented an ERP system for their family traffic during Carroll-Boser’s college years, a spin “that made everything flow better,” she said. “The scheme that you could transform your traffic process with something so simple intrigued me.”
After graduating from Keller Graduate School of Management of DeVry University with an MBA in information technology, she joined White Castle in 1994 — kicking off a 24-year career with the company. Initially, she focused on administration and support, and then took on analyst positions. Soon, she transitioned into management roles, where she was increasingly exposed to more opportunities, she explained.
She spent 15 years as director of IS, and was recently promoted to VP of IS & IT, a spin she credits to her fire for innovation.
Among the initiatives she is most haughty of embrace efforts to pinpoint and subside internal loss. Additionally, Carroll-Boser is bullish on the company’s Team Member App, “a shared platform that allows us to grow and meet outright needs,” she explained.
White Castle is currently testing the app on “Wi-Fi only” smart watches, a huge spin since “mobility on the floor is the denomination of the game in a restaurant,” she explained.
She moreover championed the company’s loyalty program. Determined to create her own methodology, she applied for a patent.
“Our goal was to drive behavior change segmentation for increased check and visits, but they wanted an entirely different methodology,” she said. “I designed the methodology, and the patent was applied to the entire team of developers.”
Carroll-Boser is most driven by initiatives that labor on many platforms, and serve different audiences in a customized way. To that end, she is evaluating simulated intelligence around security (both internal and cyber), data mining, and the impact of natural language processing (NLP) AI on ordering and customer champion operations.
Kim Williams-CzopekVP, digital commerceLilly Pulitzer
Kim Williams-Czopek knows the underhand to improving the customer experience — create an emotional connection with shoppers. This philosophy fits well with Lilly Pulitzer, where she is VP of digital commerce.
“Increasingly, we’re seeing that customers expect greater relevance than ever before, and you can only subsist apropos to a customer if you personalize their experience,” she explained in a blog on Monetate’s website.
For Williams-Czopek, this means learning what the customer — not the retailer — wants.
“We requisite to walk a mile in their customer’s shoes,” she said in the blog. “We can’t just assume they are going to behave the route they want them to.”
Williams-Czopek started focusing on customer-centric experiences some 22 years ago, long before it became an industry strategy. One of her first experiences occurred early in her career, when she was a senior project manager and director of usability and information design for Nexiv Internet Design back in 2000. She oversaw both formal and formal lab-based usability testing sessions. The user responses helped her develop and better operating processes. dinky did she know that this background would assist her develop user experiences at Lilly Pulitzer 16 years later.
At Lilly Pulitzer, her team uses “a variety of systems … to track quantitative measures of success,” she explained.
Machine learning is moreover section of the mix, a solution that helps Williams-Czopek and her team better understand what the customer wants, when they want it, and deliver a more apropos experience faster, according to the blog.
Direct access to customer feedback has helped Lilly Pulitzer create a mobile channel. The company partnered with Mobify to launch a progressive web app (PWA), which functions similar to a mobile app, but is accessed through a search engine query and mobile browser. The first week it launched, mobile traffic jumped 80% and mobile revenue rose 33% compared to a year earlier. Mobile has become the company’s highest traffic channel, according to a company statement.
Customer feedback moreover helped Lilly Pulitzer redesign its e-commerce site and add functionality to better meet shoppers’ expectations, such as multi-ship capabilities, a buy online, pickup in store service, and a store locator.
“We absorb a mission to deliver superior digitally-driven retail experiences to their customers, and their original platform … gets us closer to achieving that mission,” she added.
At press time, Williams-Czopek was no longer with Lilly Pulitzer.
Carissa GanelliChief digital officerSubway
Carissa Ganelli has one mission as Subway’s chief digital officer: “to deliver as much value as feasible to their customers.”
Ganelli, a marketing veteran with almost 30 years experience, describes herself as “a rabid customer and fan of Subway, even before I worked for the company.”
Ganelli joined the company as VP of marketing technology in 2016 — just as Subway embarked on its five-year transformation effort. amenable for the company’s digital media and co-leading the digital division, Ganelli focused heavily on executing outright web, social media, email and digital advertising campaigns.
Driven by the potential benefits of personalization, she and her team spearheaded the company’s digital overhaul, which included launching a more responsive website, deploying on-site digital signage, and most importantly, re-launching the company’s mobile app.
The relaunch was an immediate success, producing 25% month-over-month growth in mobile app orders, and the growth of mobile users jumped by 100%. Similarly, the company’s original website doubled its e-commerce orders, she reported.
“We created five years’ worth of evolution within two years, and the results absorb been incredible,” Ganelli said. “Our iOS mobile app moreover has a 4.7-star rating in Apple’s App store — the highest rating their company has ever seen.”
Promoted to chief digital officer in July 2017, Ganell’s first job was to launch the company’s original loyalty program. Available through Subway’s mobile app, the program features digital coupons and offers. Customers rate $2 for every $50 they spend, and moreover receive “surprise rewards” based on frequency of visits.
Within six weeks of launching the program, the company saw 15% growth in loyalty members. It has moreover proved a conduit to attract younger, original customers who may not absorb been loyal customers previously, according to Ganelli.
To further appeal to these original customers, Ganelli saw an opportunity to digitally recreate the “personal touch.” Ganelli and her team to launched a moneyed communications services (RCS) platform earlier this year which is soundless in limited tests due to wireless carrier support.
Unlike static text messages sent on a “white screen,” RCS messages contain multimedia data, including color, images, and other media, including short videos. Currently, the test targets customers with specific meal deals, and among customers that receive the messages, “we are seeing tremendous results,” Ganelli said. For example, a cost promotion deal on two Footlong subs produced a 140% heave in conversion rate, and a meal deal test produced a 60% heave in click rate over SMS.
Additionally, Subway features a chatbot interface, providing the company with a platform that fosters two-way conversations with customers.
“We are transforming a 53-year feeble company’s history and using digital channels to build their affordable food more accessible,” Ganelli added. “That is something to subsist haughty of.”
Seemantini GodboleExecutive VP, CIOLowe’s Cos.
Amid a major restructuring of executive staff at Lowe’s Companies, one of the retailer’s newest appointments is an accomplished tech veteran who is tasked with leveraging technology to champion the company’s long-term innovation efforts, such as interactive customer experiences and mobile payments.
Seemantini Godbole joined the home improvement giant as its executive VP and CIO in November, and she brings with her an impressive resume. Godbole, who has 25 years of global technology experience, joined the company from Target where she most recently served as senior VP, digital and marketing technology. Throughout almost nine years with the discounter, she held various leadership roles and helped lead Target’s digital technology transformation, including the re-architecture of the company’s digital platforms and the implementation of agile product management.
Godbole moreover introduced technology for original customer experiences, including the mobile applications, buy online and pick up in-store and ship from store programs, guest order fulfillment, digital wallet, localized pricing, and customer loyalty and engagement offerings.
Prior to Target, Godbole spent three years as the director of technology at Travelocity, where she directed e-commerce evolution for the company’s European air, hotel and car operations. Before that, she spent almost 12 years at Sabre Holdings, where she held a variety of senior technology leadership roles.
Marvin R. Ellison, Lowe’s president and CEO, described Godbole as “a proven retail executive” who brings “extensive expertise in transforming digital platforms to drive outstanding results by focusing on the technology needed to better the customer and associate experience. I am confident Seemantini is the right leader to further Lowe’s technology efforts for the future.”
For example, Lowe’s continues to step up its commitment to using digital experiences that enable customers to envision how to design and build their homes. Recently, the company launched the Lowe’s Vision app. It leverages augmented (AR) and virtual reality (VR) to enable shoppers to originate planning their renovation needs before they even set foot inside a store.
Other 3D services embrace Lowe’s “Holo-room How To” virtual reality-based classes, where a virtual reality headset and set of controllers immerses shoppers in a DIY project.
The company is moreover exploring the long-term role of mobile payments.
Angela Hsusenior VP of marketing and e-commerceLamps Plus
Angela Hsu’s fire for learning original things, particularly when it comes to technology, has helped shape her into an e-commerce and digital marketing leader.
Hsu’s retail journey dates back 25 years when she joined Warner Bros. as director, global original traffic development, for the company’s international stores division. While working at Warner Bros., she learned about retail merchandising, operations and marketing, and used these strategies while working on the company’s global expansion.
After a stint as director, product management and marketing at real estate site move.com, Hsu jumped back into retail, joining Lamps Plus in 2003 as VP, Internet traffic and marketing, and tasked with growing the company’s fledgling e-commerce business.
“In 2003, Lamps Plus was a category leader in brick-and-mortar, but relatively original in e-commerce. I saw an opportunity to build a dissimilarity using my background in retail, analytics and technology,” said Hsu, who became senior VP of marketing and e-commerce in 2017.
During her 16-year tenure at Lamps Plus, the company has grown into the nation’s largest lighting retailer. And Hsu has grown her team to more than 40 people focused on site strategy, SEO, analytics, marketing, PR and social media, marketplace (e.g., Amazon, Walmart), as well as creative services in video, web vivid design and content. Such a wide scope of responsibilities build it faultfinding for her to smash down internal silos between lines of business.
“Implementing innovation requires key stakeholders throughout the company to labor together,” Hsu said. “It is faultfinding to share visions, encourage ideas, and solicit feedback to build positive everyone is on board.”
At any given time, Angela can subsist involved in multiple projects. Her accomplishments this year included leading a website personalization initiative, increasing the quicken of Lamps Plus’ mobile website by nearly 40%, and scaling its AB testing to an enterprise wide operation.
Fluent in three languages — and experienced in the global retail market — Hsu is exploring opportunities to sell Lamps Plus designs through global e-commerce marketplaces, with a special focus on Asia. The company currently sells exclusive designs on Amazon and Walmart.com.
Artificial intelligence is another priority. Lamps Plus uses AI to monitor order status, and to champion a chatbot for Facebook and SMS text messages. The next arrangement is to enter voice-assisted commerce with Google Home and Alexa.
“Innovation is an absolute necessity for us to compete and continue growing the company’s profitability,” she added. It’s moreover in my DNA. I thrive when I find original technology solutions that decipher their challenges or recall their customer experience to the next level.”
Ramiya IyerGroup VP IT, digital stores and RxAlbertsons Cos.
Ramiya Iyer had originally planned to supervene in her family’s footsteps and labor in finance. But she got bitten by the technology bug back in 1993, when she started writing code while interning as an auditor for the status Bank of India.
“I realized I had a knack for technology and never looked back,” she said.
In 2001, Iyer made the jump to retail technology, joining Walmart’s online division as a senior software engineer.“It was my entry into retail and it was addictive,” she said. She spent the next 13 years touching up the ranks at Walmart’s and Sam’s Club’s online divisions.
After a two-year stint at Levi Strauss & Co. as VP, e-commerce, Iyer joined Albertsons Cos. in 2017 as group VP IT digital and marketing, merchandising. Just about a year later, she was named group VP IT digital stores and Rx. Among her many responsibilities: transforming the company’s legacy systems.
“I account this transformation a rebirth that is giving the company a fresh start,” she said. “Transformation is about revamping systems to build a astronomical impact and drive customer interaction.”
This philosophy guided Iyer’s redesign of the company’s website, which includes a fresh behold and feel and more streamlined fulfillment options, including curbside pickup, as well as a partnership with Instacart that supports same-day delivery of online orders across the chain’s 1,800 stores.
Iyer’s team is moreover amenable for Albertsons’ automated micro-fulfillment heart concept, which will subsist tested at a store in early 2019. Designed to leverage Albertsons’ existing supply chain and store footprint, it will disburse simulated intelligence-enabled robots and a system of totes and conveyors to collect items for online grocery orders with the product and deliver to an Albertsons employee, who prepares the order for the customer. The process is expected to recall minutes — a fraction of the quicken and cost of manual-picking processes.
“At the terminate of the day, they requisite to multiply service for customers and simplify the shopping experience,” she said.
Simplicity will subsist a theme in 2019, as Iyer continues looking for ways to recall friction out of the shopping experience — especially at checkout. The retailer is currently piloting mobile checkout in one store and plans to roll it out in 2019.
“The key is to transition the shopping from a chore to a fun experience,” Iyer said. “That’s their focus for the original year.”
Heather MarshVP, e-commerceJohnston & Murphy
Heather Marsh always has one person uppermost in her irony when it comes to improving Johnston & Murphy’s digital shopping experiences — the customer.
“The consumer is always number one,” she said. “I always account how they will feel when they change an experience. At the terminate of the day, they requisite to deliver value to their consumers.”
Marsh adopted this philosophy while interning at RJ Reynolds in 2004. She recalled that she was struck by how disconnected consumer product goods companies are from the consumer.
“They sell to supermarkets, but really don’t know who is buying the merchandise, or how frequently,” Marsh said. “But retailers control the experience from start to finish.”
Armed with an MBA from Vanderbilt University, Owen Graduate School of Management, Marsh joined footwear company Johnston & Murphy in 2005 as director of customer relationship management. She was tasked to structure a database and manage marketing analytics.
Marsh’s fire for IT — and consumer data — helped her surge through the ranks. Not outright that long after joining, she was tapped as Johnston & Murphy’s director of e-commerce. The transition revealed to her how “tightly connected” purchase history and CRM data was to the company’s e-commerce operation and, ultimately, the customer’s shopping experience.
In 2013, Marsh was named VP, e-commerce, a role in which she manages outright facets of Johnston & Murphy’s online site, including digital marketing, direct mail, consumer analytics and enhancements to the website. She moreover is amenable for mobile.
Initially, Marsh organize it “difficult to command their record on a tiny device, acquire customers and gain conversions.” But the brand’s mobile strategy as been a hit. The company is seeing a 1% conversion rate on mobile devices. Across outright digital devices, conversion is just over 2%, according to Marsh.
“To subsist successful, you requisite to sojourn on top of what is new, how it could capitalize the customer and associates, as well as can it redeem the company money and drive sales.”
Anu PenmetchaVP digital merchandising and operationsHudson’s Bay Co.
Anu Penmetcha is using her fire for elevating the customer experience to boost the omnichannel game of department store giant Hudson’s Bay Co., parent company of such retailers as Saks Fifth Avenue and Lord & Taylor.
Penmetcha started her career as an engineer in 2003, and quickly be-came attracted to the province of IT. She made the spin to consulting in 2005, when she joined Deloitte Monitor. Looking to expand her horizons, she enrolled at the Kellogg School of Management, where had the chance to intern at Amazon.
“Amazon was my first introduction into retail,” Penmetcha recalled. “I loved the online digital experience, and access to real-time data and its impact on the business. It was lively to see how data can define a specific email campaign, who it is targeted to, and then see the impact in near real-time.”
Upon earning her MBA in marketing and generic management in 2008, she rejoined Deloitte, where she took on some of the largest digital retail transformations in United States and the UK. Ultimately, however, Penmetcha wanted a more hands-on experience. In 2014, she joined HBC, as chief of staff for HBC digital. She took on the role of VP of omnichannel in 2016.
“A astronomical piece of this position was finding original ways to behold at data experience and drive traffic decisions, but moreover to maintain a finger on the pulse of innovation, and learn original ways to apply it to their thinking,” she explained.
Most recently, Penmetcha was named VP digital merchandising and operations, tasked with overseeing the retailer’s digital merchandise team and drop ship team.
One of the projects Penmetcha is most haughty of is her labor on the digital stylist implement available to customers across Saks, Lord & Taylor and Hudson’s Bay. It enables online customers to digitally connect with an in-store associate who can provide personalized, curated assortments to customers through digital tools.
“Our highest converting channel is their associates,” she said. “We depend on this technology to bridge the gap between their physical and digital channels, and gain digital tools into the hand of their store associates.”
What if instead of going to a city meeting, you could travel on Twitter, tweet your opinion, and soundless subsist heard by those in government? original research suggests this is a possibility.
The Urban Attitudes Lab at Tufts University has conducted research on accessing "big data" on social networking sites for civic purposes, according to Justin Hollander, associate professor in the Department of Urban and Environmental Policy and Planning at Tufts.
About six months ago, Hollander began researching original ways of accessing how people judge about the places they live, labor and play. "We're looking to see how tapping into social media data to understand attitudes and opinions can capitalize both urban planning and public policy," he said.
Harnessing natural comments -- there are about one billion tweets per day -- could assist governments learn what people are aphorism and feeling, said Hollander. And while formal types of data can subsist used as proxies for how blissful people are, people openly share their sentiments on social networking sites.
Twitter and other social media sites can moreover provide information in an unobtrusive way. "The scheme is that they can capture a potentially more valid and dependable view [of people's] opinions about the world," he said. As an inexact science, social science relies on a wide scope of data sources to inform research, including surveys, interviews and focus groups; but people respond to being the matter of study, possibly affecting outcomes, Hollander said.
Hollander is moreover interested in extracting data from social sites because it can subsist done on a 24/7 basis, which means not having to wait for government to administer surveys, like the Decennial Census. Information from Twitter can moreover subsist connected to place; Hollander has approximated that about 10 percent of outright tweets are geotagged to location.
In its first study earlier this year, the lab looked at using astronomical data to learn about people's sentiments and civic interests in original Bedford, Mass., comparing Twitter messages with the city's published meeting minutes.
To extract tweets over a six-week epoch from February to April, researchers used the lab's own software to capture 122,186 tweets geotagged within the city that moreover had words pertaining to the original Bedford area. Hollander said anyone can gain API information from Twitter to moreover mine data from an district as tiny as a neighborhood containing a couple hundred houses.
For its first study, the Urban Attitudes lab at Tufts University created its own software to sequester and dissect tweets geotagged in the district of original Bedford, Mass.
Researchers used IBM's SPSS Modeler software, comparing this to custom-designed software, to leverage a sentiment dictionary of nearly 3,000 words, assigning a sentiment score to each phrase -- ranging from -5 for abominable feelings to +5 for feelings of elation. The lab did this for the Twitter messages, and organize that about 7 percent were positive versus 5.5 percent negative, and correspondingly in the minutes, 1.7 percent were positive and .7 percent negative. In total, about 11,000 messages contained sentiments.
The lab moreover used NVivo qualitative software to dissect 24 key words in a one-year sample of the city's meeting minutes. By searching for the very words in Twitter posts, the researchers organize that "school," "health," "safety," "parks," "field" and "children" were used frequently across both mediums.
Comparing tweets with the minutes, the lab's introductory findings presented at a Chicago conference on astronomical data imply that slightly more sentiment was expressed in the Twitter realm, and that people in both the formal and informal contexts had expressed similar interests.
Hollander said other researchers or applications could expand the timeline for extracting data from social media sites, to cast a wider net. There is moreover the possibility of analyzing the data for discussions, retweets, and people's positions on issues, although working with big datasets can subsist challenging, he said.
Maria Pina-Rocha, director of Management Information Systems for original Bedford, said there's a municipal disburse for the study's sentiment-combing software, especially for original Bedford's tourism business. Yet Pina-Rocha said she has reservations about whether Twitter is the right forum to assess opinions on city-related issues, and to what extent opinions shared there are done so for other reasons, such as a route to blow off steam.
"I would behold at the data and it would play a role, but I'm not positive what weight I would give it," Pina-Rocha said. "I judge it is worthwhile to consider."
Still, Pina-Rocha said, social networking sites are the future public forums. "That's the route we're going these days -- people absorb their opinions and they are putting it out there."
Using the study's route of categorizing sentiments on Twitter, Hollander said governments can mine the data to respond specific questions, such as: What is the overall feeling of a proposed municipal bike path? In this way, supplementing traditional information-gathering methods, he said, a city could gain a sense of people's feelings about a project.
Still, there are limits to this nature of data, Hollander said, because the sample is not representative of the wider population. For instance, younger users are more active on these sites, according to Philip Chester, who serves as town planner for Lebanon, Conn., who sticks mainly to e-mail. Even so, he acknowledged that a public hearing, which is one route he gleans public opinion, is moreover not a valid statistical representation of the population, and that there might subsist some capitalize to the technology.
"It would organize what people are aphorism and it might subsist a implement for planners and other government officials to gain some of the pulse of what's out there," said Chester, who studied alongside Hollander in graduate school.
Next up for the lab is a original study contrasting Twitter posts from four Massachusetts cities with the recent election results.
As for using the technology to assist government, Hollander said that is section of the lab's mission. Hollander is now engaging in discussions with feasible government partners, and he is moreover looking at opportunities with Foursquare, a location-based social media platform. He said is interested in studying other social platforms, including Facebook, Tumblr, Wanelo and Yik Yak.
"The scheme of really mining the attitudes and opinions of people using the Internet, using social media, is really the future," Hollander said. "As government professionals, they really absorb to find ways to tap into this erudition basis and not just depend on the feeble vogue ways to understand how things are going."