After purchasing and relaunching the highly successful SlingshotSEO brand name, Interact parent Ecommerge, Inc. has announced that it will strategically spin off the division later this year.

Following the acquisition of SlingshotSEO in 2017, Interact Marketing parent company Ecommerge, Inc. has announced they will spin off the brand as a separate company later in 2019. Interact Marketing acquired the search engine optimization (SEO) brand and website in December of 2017 and has been developing updated service offerings and brand positioning in the interim.

SlingshotSEO initially gained notoriety during the inception of the SEO industry and became known for its exponential growth during the market boom. By developing cutting edge technologies, closely following search engine algorithmic patterns and establishing a core set of processes, the company thrived. When SEO was just getting popular, their clients were benefiting from higher rankings, increases in organic traffic, and in turn, an improved bottom line.

SlingshotSEO was included on the Inc. 500 fastest growing companies list three times between 2011-2013 when it was hitting record annual revenue of approximately $11mm. The company was also recognized in the industry numerous times, winning over a dozen awards including a Red Herring, Tech 200, PR Daily, Search Engine Journal, Top SEOs, and best places to work in Indiana.

SlingshotSEO attempted to address the shifting digital landscape by diversifying their SEO service offerings to provide content marketing and social media, eventually selling brand assets, content, and methodologies of SlingshotSEO and their new marketing publication, Relevance.com to Creative Lipi Webtech, Inc.. Ecommerge, Inc. went on to acquire SlingshotSEO brand assets from Creative Lipi Webtech, with CEO Joe Beccalori also becoming an expert contributor and editor on Relevance.com.

Interact Marketing will honor SlingshotSEO’s roots in SEO to provide search optimization and marketing services to small businesses, startups, and entrepreneurs at a lower price point to meet growing market demand. In addition to helping clients rank on Google, Yahoo! and Bing, the spin-off company will also have services for YouTube video search optimization and product ranking optimization for Amazon’s A9 algorithm.

On the decision to spin-off SlingshotSEO, Interact Marketing CEO Joe Beccalori says, “Our core agency has grown into a middle market full-service digital marketing offering. This move will allow SlingshotSEO to continue to grow freely to deliver more affordable programs for small businesses and start-ups, and also have a search-specific offering for agency partners.”

A new “demographic inference” tool developed by academics can make predictions based solely on the information in a person’s social media profile (i.e. screen name, biography, profile photo, and name)

The tool—which works in 32 languages—could pave the way for views expressed on social media to be factored in to popular survey methods.

Researchers at the University of Oxford, University of Michigan, University of Massachusetts, GESIS – Leibniz Institute for the Social Sciences, the Max Planck Institute, and Stanford University have developed a method to infer information about a social media account owner based on the information disclosed in their Twitter profile information.

A new machine learning system —unveiled at the Web Conference in San Francisco this week—learned the patterns associated with different ages, genders, and between organizations and individuals from a dataset of over four million Twitter accounts in 32 languages. This information was then combined with estimated locations and re-weighted against census data to produce more accurate estimates of population in 1,101 statistical regions across the EU.

This could pave the way for a more representative understanding of people’s views on key societal issues and topics, based on what they post on social media and attributed to specific geographical locations and demographic groups.

Dr Scott Hale, Senior Research Fellow, Oxford Internet Institute, University of Oxford said: “Despite providing lots of data points, social media has long been an unreliable tool for understanding what issues are most important to a wider population given how people self-select into using any one platform.

“This first study of its kind performs demographic predictions about a social media account’s owner based purely on the account’s profile information in 32 languages and then re-weights the online sample to be more similar to an offline population.

“We see this as a significant step towards using social media to get a more accurate picture on the issues and topics that most interest the public and understanding which groups’ views are over- or under-represented.”

Values-Centric Brands Convert Consumers into Advocates

Fashion is the world’s local language. It is one of the most cross-border cultures and, indeed, industries of our time. As diverse as it is dynamic, the fashion market is undergoing palpable change, at a pace driven by accelerating digital developments.

The multitude of digital media that influences consumers plays a crucial role in the way brands are perceived. Today, those perceptions are being shaped by the potent relationship between value and values in the world of vogue.

According to the latest Kantar Connected Life study, nearly 40 percent of global internet users indicate a positive response to reading or watching content from brands on social media. On Facebook alone, 79 percent of users read brand posts. So, clearly, brand awareness and dissemination are at an all-time high, even when consumers are not actively shopping. This is particularly true of high profile brands in the luxury space like Gucci, Louis Vuitton and Prada, all of which have invested heavily in digital marketing over the last year, helping to boost awareness and engagement.

However, this brand awareness of luxury labels can be deceptive, convincing us that high-end fashion is more accessible than it truly is. A volatile global market, and the clampdown on consumer spending that comes with it, has put the dream of owning a walk-in wardrobe worthy of Carrie Bradshaw firmly on the backburner for most fashion enthusiasts. In response, many highend houses have resorted to creating cheaper sub-labels to lure in buyers on a budget. It’s a risky approach which, for some, has resulted in regrettable brand dilution. Despite this, it is a risk these businesses have been willing to take. Consequently, in recent years, we’ve seen an explosion of cosmetics and accessories ranges carrying the namesakes of some of the most exclusive couturiers in history.

Conversely, the last year has witnessed an inversion of trends between the luxury and the lower end of the market, with companies like Armani and Hugo Boss contracting their portfolio of brands as fast fashion players like H&M and Inditex (Zara’s corporate parent) expand them. By broadening their portfolios, fast fashion players are stretching their reach, both within the fashion sphere to more affluent segments of the market, and beyond the fashion space, into other lifestyle categories like homewares. This has resulted in a proliferation of brands that have flooded the market. Meanwhile, luxury labels that have suffered from over-exposure are refocusing on their brand DNA, revisiting their archives for inspiration to guarantee authenticity and reclaiming ownership over their premium positioning in the face of rising competition.

Race to market

The competitive nature of this highly saturated space, propelled by demand for instant gratification and online availability, has resulted in a race to market, particularly as the adoption of “See Now, Buy Now” strategies accelerates. This sees upmarket fashion players, historically adhering to a bi-annual fashion calendar, producing collections much closer to the season, making them available for immediate release the second they are showcased. For some premium players, this has solved a critical problem, enabling them to protect their design IP and get them to market before fast fashion rivals have a chance to groom the catwalks and appropriate the best ideas ahead of the new season. Others, like Moncler, are shirking the “season” altogether, taking the innovative approach of launching smaller capsule collections throughout the year that regularly introduce newness.

That noted, innovation is not the only fuel for growth. Consumers are increasingly prioritizing their own values and experiences when it comes to brand selection. What this means is that “new” and “fresh” is no longer the primary indicator of what’s fashionable. Instead, the most important question brands need to ask is: “What’s relevant?” More and more, fashionable lifestyles are being determined by the values that consumers buy into and this is transforming the way people shop.

The capacity for a brand to capture those lifestyle values now draws a direct correlation with spend value; in fact, Kantar’s most recent ShopperScape® data from the US indicates that 56 percent of shoppers would spend more on a product that reflects their values. Looking at fashion alone, 40 percent of apparel shoppers are willing to spend more on a brand that is ethically sourced. Far from being fluffy consumer sentiments, these behaviors signify a sea-change in attitudes across the fashion industry, with the likes of Gucci—one of the most successful luxury labels of our day—going furfree as part of its 10-year sustainability plan, while simultaneously embracing diversity by introducing the hijab to its ranges. Brand success can therefore be measured by how well a brand empowers its shoppers to make statements about their personal values. Providing an engine to communicate the passions and principles of the wearer is the number one way to convert a fashion consumer into a brand advocate—by becoming a part of their life story.

1. Craft authenticity with conviction

Use meaningful marketing messages to educate the customer on the story of the brand. Always develop signature lines with reference to the blueprints of that brand DNA.

2. Collaborate to win

Ensure that partners and suppliers are also on board with brand initiatives to achieve shared ownership over success.

3. Cater to an audience of one

Take everything the customer tells you personally and embed their lifestyle values into your offer. Empower the shopper to make personal statements by buying your brand.

Written by Anusha Couttigane,Senior Fashion Analyst,Retail & Shopper Practice at Kantar

Providing emotion, stories and useful information will help.

“Sir… you are asking me so many questions sitting right in my house. If I would not have trusted you, why would I have allowed you to spend so much time in my house. But if you were asking me so many personal questions over phone, I would have felt uncomfortable to share so many personal details.”

I was trying to understand barriers of online shopping. That sultry afternoon in a small one-bedroom apartment in Meerut taught me something important about human sentiment— Trust needs a face, just like most of other human sentiments do. My respondent, Sampat, is a 35-year-old man. In e-commerce language, he’s a “transactor”. Sampat books his train tickets online, but when it comes to online shopping, he is apprehensive.

The e-commerce industry is grappling with a trust deficit among Indian consumers. Brands can build trust in several ways: by being more human, telling meaningful stories about the brands, acting as a useful information provider, and offering positive reinforcement. Ultimately, e-commerce brands are on a journey to create an environment where customer feels comfortable and the brand becomes a hero in their lives. In Sampat’s words…

“It’s not about money alone. I don’t know what will be delivered. If it’s not the right product, who will get into the hassle of changing things? They just give a phone number. I don’t know when I shall get my money back. Do you know how many people have just got bricks when ordering mobile phones? I can’t trust online shopping. It’s easy to just go to the neighborhood store. At least I know who to get hold of if anything goes wrong.”

Sampat is the same guy who lines up for the first day, first show tickets for Salman Khan movies in one of the single-screen theatres that still survive in Meerut. Sampat “trusts” Khan completely when he single-handedly destroys an army of villains or gives away the last penny he has when his mother is on death-bed and needs urgent surgery. What makes Sampat believe all that?

“Khan is a hero. He never does any wrong. There are so many reports of him doing good for others. Yes, I know there would be some exaggeration in movies. But when everyone cheers for him, I feel I belong there… I am him.”

Ground rules for trust

The advent of technology has made everything available at our fingertips. But trust still seems to be available at a premium for most of the e-commerce players. The industry is at a threshold where it needs to devise newer ways to build trust, to grow the headroom with a large section of population who are yet to be tapped. So, are there any ground rules that can help them to address the trust deficit? Neelakshi, a college student from Madurai explained to me…

“When I wanted to buy a portable charger online, none of the sites gave me information beyond technical specs that were difficult to understand. But when I spoke to an electronics shopkeeper, I learned how could I chose the right product for my exact requirements. Wouldn’t it be easier if online sites could provide the same kind of useful information?”

Well, the online environment would always tend to work differently from offline channels. But there seem to be certain ways where technology and trust can be brought together by e-commerce brands:

1. Be a hero

Heroes don’t think about themselves, they think about others. Brands need to empower consumers in their decision making. We don’t necessarily need to be seen as experts, but we do need to facilitate expert decisions

2. Be useful

Everyone loves to make an informed decision. However, providing just the right amount of information is critical. Information overload is chaotic.

3. Be human

Brands need to build a human image with the help of multiple touch points. Can the delivery executives become solution partners, taking the role of human touch point? Some online furniture stores have effectively trained their installers to deliver excellent customer service along with products.

4. Be positive

Bad news spreads quickly. Online retailers need to build positive reinforcement to counter the widespread apprehension around delivery. Customers can help upbeat “opening the box” experience videos go viral.

Written by Arnab.Bhowmik, Vice President Kantar, Firefly Practice

WPP is to create a modern, new campus for its agencies in Paris, due to open in 2021.

The latest in WPP’s ambitious programme of investments bringing agencies together under one roof will be located at 145-149 rue Anatole France in Levallois-Perret. The land was once the home of the Clément-Bayard factory, bought by Citroën in the early 1920s to manufacture the 2CV.

Split over eight floors, the world-class workspace will be designed to encourage greater creativity and closer collaboration and give clients easier access to WPP’s talent and expertise. The campus will include a double-height auditorium, co-working areas, restaurants, two gardens and a rooftop terrace with 360° views of the city.

WPP has agreed a 12-year lease with owners Ardian and LaSalle Investment Management. The 28,000m2 building is currently undergoing a significant restructuring programme led by Baumschlager Eberle Architecture, in partnership with BDG architecture + design, a WPP company, who will also be designing the interior office space.

In common with all new WPP campus buildings, sustainability will be a key focus and the building is targeting a BREEAM rating of Excellent.

Paris is the latest major WPP co-location in Europe. It recently opened its Amsteldok campus in Amsterdam, while Madrid and Milan are due to open later in 2019.

Mark Read, CEO of WPP, said: “Our campus strategy is about creating fantastic, dynamic workspaces and social areas which inspire our people to do their best, most creative work. Providing world-class working environments encourages innovation, makes it easier for people to work together, and delivers the best integrated offer to our clients.”

Mathieu Morgensztern, WPP’s France Country Manager, said: “This new campus embodies our ambition for WPP in France: to create the future of collaboration between our agencies and our clients. Open, fluid, inspiring, this new venue will be dedicated to the creativity and well-being of WPP's talent.”

Stéphanie Bensimon, Managing Director of Ardian Real Estate, added: “We are pleased to welcome WPP into this building, the first investment in France from our Real Estate fund. Sustainability is at the heart of every part of the redevelopment project and we are confident that this new office will provide WPP with an inspiring space to work, meet and collaborate.”

Beverley Shadbolt, Country Manager for France at LaSalle, says: “This is an outstanding office space, redeveloped to the highest quality. Its strategic location and size are perfectly suited to large occupiers and as such I am delighted that WPP has chosen this as its new campus.”

Five fully-electric models in 2021

Further expansion of plug-in hybrid fleet

Goal: 100% renewable energy for all sites from 2020

Krüger: “Ensure a world worth living in for our children

The BMW Group, a pioneer in electromobility, is rapidly expanding its range of electrified vehicles. Within two years, the company will offer five fully-electric series-production vehicles: Alongside the BMW i3, with more than 150,000 units built to date, this year will see the start of production of the fully electric MINI at Plant Oxford (UK). This will be followed in 2020 by the fully-electric BMW iX3 from Shenyang (China) and in 2021 by the BMW iNEXT, which will be produced in Dingolfing (Germany), and the BMW i4 from Plant Munich (Germany).

Including its extensive fleet of plug-in hybrids, the BMW Group has the widest range of electrified vehicles on the market. Updated, extended electric-range plug-in-hybrid versions of the BMW 3 Series, BMW 7 Series and BMW X5 alongside the new BMW X3 plug-in hybrid were presented at this year’s Geneva Motor Show. A few weeks later, the updated plug-in hybrid variant of the BMW X1 Long Wheelbase Version, which is produced locally for the Chinese market, was shown at the Shanghai Auto Show. This diversity of electrified drive concepts underlines the importance of technology openness on the road to sustainable mobility.

“Our market is global. We don’t want to tell people what to do; we want our products to inspire people all over the world. Our flexible electrification strategy underlines this approach and enables us to serve very different regions of the world, as the introduction of alternative drive trains is proceeding at a different pace in different markets,” emphasised Harald Krüger, Chairman of the Board of Management of BMW AG, at the company’s Annual General Meeting in Munich on Thursday. “Technological openness is key to being prepared for the regulatory requirements and customer wishes in different markets,” he added.

The BMW Group will launch more than ten fully-electric and plug-in hybrid models onto the market by the end of next year – either completely new or updated models with the fourth-generation (“Gen 4”) of the company’s electrified drive train technology. By 2025, the BMW Group will offer at least 25 electrified models – half of them fully-electric.

“Technology openness also means continuing to improve our already efficient combustion engines. We are systematically driving e-mobility with both fully-electric vehicles and plug-in hybrids, and investing in new technologies such as fuel cells. We believe it would be a mistake to rely on just one technology, as that could jeopardise prosperity in Germany,” said Krüger.

The BMW Group has always promoted emission-free mobility and advocated for its effective support. However the demands of future mobility will be multifaceted. There will not be just one single solution that meets the mobility needs of all customers around the world. People living in rural areas, for instance, need different technological solutions for mobility than those in cities.

The effective role plug-in hybrids can play in achieving emission-free mobility in cities is demonstrated by the example from the Netherlands: In conjunction with the City of Rotterdam, the BMW Group has implemented a pilot project to increase the use of electric power by plug-in hybrids in the city. Preliminary results indicate that participating customers drove over 90% in electric mode in a specially defined “e-zone” within Rotterdam.

This underlines the fact that plug-in hybrids are both an important building block in ramping up e-mobility and a long-term requirement for customers who depend on flexibility. For this reason, the BMW Group has a strong interest in influencing user behaviour to increase the percentage of miles driven with electric power.

Krüger added: “We all have a responsibility to ensure a world worth living in for our children. We are bringing the right products to achieve this onto the market and have set ourselves the goal of purchasing electricity for our locations worldwide exclusively from renewable sources from 2020 on. By 2020, we also aim to have reduced the CO2 emissions of our new vehicle fleet in Europe by at least 50 percent compared to 1995 levels. By the end of 2018, we had already achieved 42 percent.”

A new addition to its fruitful portfolio 

Promomedia, the leading outdoor suppliers in the MENA region and part of Jgroup has recently recorded the win of the Beirut International Airport as it will be handling all its advertising spaces and billboards.

Promomedia will not only benefit from the provided Ad space at Lebanon's only international air portal, but also the company will be offering LEDs, scrollers, unipoles, rooftops billboards, wall signs and backlit panels at more than 5000 locations in Lebanon, Iraq, Jordan and Palestine.

This win is a further demonstration of the company's keenness on continuously diversifying its portfolio and expanding its services in Lebanon and the region. Established by prominent entrepreneur Imad Jomaa, Promomedia started on a small scale with a limited number of advertisements placed in the city of Beirut. Today, the company is ranked one of the biggest companies offering state-of-the-art services in the Middle East. Also, Promomedia was the first company to provide synchronized billboards in the entire MENA region – Recently, the company installed three consecutive billboards that are 100% synchronized, giving drivers a real-time presentation.

The SS19 campaign aims to appeal to the hearts, heads and wardrobes of both existing and new customers, by driving brand re-appraisal of Superdry to be seen and valued as a ‘cool’ brand.

Campaign manifesto:

• This Spring Summer, don’t just get out….go all out.

• Turn up the colour, ‘Cos things are heating up.

• Go big, go bright; all day, all night. No matter what.

• You’ve got 182 days and counting to make this summer...super. Superdry. Summer or Nothing.

Superdry - an exciting contemporary clothing brand has recently launched its new ad campaign “Summer or Nothing”, establishing a strong connect between the brand and Millennials. More than just a call to arms, the ‘Summer or Nothing’ creative idea is a colourful and vibrant visual feast, encouraging people to get out there and make the most of every second of Summer.

The campaign encapsulates and brings to life the ethos that rings true throughout the (summer) season. From sun-soaked pool parties to surfing, cliff jumping and skateboarding, the campaign is a burst of continuous activity and movement, teasing the potential and anticipation of high summer. Beach balls blown up to giant proportions and ice creams towering high with kaleidoscope colours, Superdry’s call to action is a clear reminder to not just get out, but to go all out.

The Superdry SS19 campaign comes to life through a minute-long stimulating and fast-moving film, depicting the care-free GenY on a journey where limits are limitless, energy levels are sky high and every day is filled with endless possibilities.

To create the campaign, the brand has partnered with world class Director, Radical Friend, who has created commercials for the likes of Lexus, Adidas, Converse, KFC and Bud Light; and renowned photographer, James Pearson-Howes, who has shot for Adidas, Dr Martens, The Independent and Vice.  Both of their distinctive styles have resulted in a range of totally unique and bold creative assets with Superdry’s new season collection taking centre-stage. Showcasing a fresh and innovative product mix enriched with creative influences, Superdry’s SS19 men’s and womenswear captures the energetic and playful spirit of summertime with an array of trend-lead, contemporary styles.

The brand has released this fun, peppy campaign across all the digital platforms, globally, marking the launch of its SS19 collection - Summer or Nothing 

The One Club for Creativity Opens Call for Entries For Global Young Guns 17

Industry’s only global, cross-disciplinary, portfolio-based awards competition celebrating creative professionals age 30 and under;

This year’s YG branding and award design developed by Hey Studio, Barcelona.

The One Club for Creativity, the world's foremost non-profit organization recognizing creative excellence in advertising and design, has opened the call for entries for Young Guns 17, celebrating international creative professionals age 30 or younger.

Young Guns is the industry’s only global, cross-disciplinary, portfolio-based awards competition that identifies and celebrates today’s vanguard of young creatives. 

The renowned competitions regularly attract entries from upwards of 70 countries, with more than half of coming from outside the US.  Winners will be selected by a jury made up of past Young Guns winners and other creative leaders, to be announced shortly.

The program is open to creatives age 30 and under who have been working for at least two years, full-time or freelance.  Eligible entrants can submit a combination of professional and personal work in graphic design; advertising art direction and copywriting; architectural, environmental and interior design; industrial and product design; digital (UX/UI, experiential design, interactive, web design, apps, game development): film and animation (motion design, television, video); fashion; typography and lettering; illustration and photography.

This year’s winners will be recognized at the Young Guns 17 celebration and party in  New York this November.

Past Young Guns include rising stars who went on to become leaders in their chosen fields, including graphic designers James Victore (YG1), Stefan Sagmeister (YG1) and Jessica Walsh (YG8); advertising creatives Rei Inamoto (YG4) and Menno Kluin (YG6); illustrators Christoph Niemann (YG2) and Deanne Cheuk (YG4); photographers Ryan McGuinness (YG2) and Jeremy Floto/Cassandra Warner (aka floto+warner, YG5); typographers Alex Trochut (YG6) and Gemma O’Brien (YG13); film and video director Mike Mills, animation artist Todd St. John (YG1) and others.

All Young Guns winners will receive a unique version of the iconic Young Guns Cube, designed exclusively for this year’s incoming class, and have their permanent profile page added to the Young Guns website.  Winners also receive a complimentary one-year One Club for Creativity membership, permanent membership in the Young Guns network, a chance to be featured in Young Guns events and an assortment of career-boosting opportunities from Young Guns sponsors.

“Young Guns has a unique place in the creative world for considering a body of both professional and personal work from an individual, not just a single design or ad,” said Kevin Swanepoel, CEO, The One Club.  “Winning is special because we’re celebrating a creative person’s individuality.”

He added that Young Guns plays an important part in the club’s objective of offering recognition and support for creatives throughout every phase of their careers.

“Young Guns plays a key role in our programming because it celebrates and elevates the next generation of creative leaders, and serves as a lifelong network for winners who often reconnect over the years to refer work, collaborate on projects and help advance each other’s careers,” said Swanepoel.

Kantar, the world’s leading marketing data, insights and consulting company announces the launch of the Kantar Profiles Network.

With simplified, dynamic access to 88 million people in 70 countries, Kantar Profiles Network is the world’s largest single source of permission-based, GDPR compliant research-ready respondents.  

Powered by Kantar’s OnePlatform, a new proprietary, single source access point, the Kantar Profiles Network makes it easier for CMOs and their marketing teams to develop or optimise marketing strategies based on human understanding at scale. This includes the ability to seamlessly and compliantly connect Kantar’s proprietary customer profile data with other information sources, including clients’ own customer information, to create much richer audiences in more automated, agile and addressable ways.

The network launches with exclusive access to Kantar’s proprietary LifePoints panel, alongside 28 integrated permission-based data partners, including Cint and Rakuten Insights. In addition, 25 other partners are already in the process of being integrated.

Today, at launch, the network offers:  

Access to 88 million permission-based respondents

45 Million Enhanced Respondent Profiles: enriched with compliantly matched behavioural data

4,800 Proprietary Profiling Attributes: From demographics to media habits or shopping behaviours, enabling quicker, more accurate survey target and the ability to append datasets without asking extra questions

Access to panels across 70 countries incl:

India has 3,500,000 respondents, including 1,350,000 enhanced consumer profiles

USA & Canada: 23.8m panellists, incl 22.6m enhanced consumer profiles

Europe, Middle East & Africa: 19.5m panellists, incl 8.2m enhanced profiles 

Asia Pacific: 36.4m permission-based panellists, incl 9.2m enhanced profiles

LATAM: 8.3m permission-based panellists, incl 5.1m enhanced consumer profiles

Caroline Frankum, CEO of Kantar’s Profiles Division (formerly Lightspeed) commented: “In a world where data privacy concerns continue to intensify, the need for explicitly permission-based human understanding to inform decision-making is critical. We’ve simplified, streamlined and scaled how brand owners can access consumer profiles in compliant ways. 

“Our new Kantar Profiles Network, together with the pioneering Kantar OnePlatform, provides clients with a single point of access to richer profiles; at scale. Our focus on connecting data makes information work harder and helps our clients to understand the ‘why’ behind ‘buy’ decisions and develop unique and more addressable audiences. This is complimented with our award-winning experts to advise on survey design and sampling. We are already working with some of the world’s fastest growing, most valuable brands; helping them create richer, more real-world profiles of their customers to optimise their strategic decision-making.”