{"title":"内窥镜研究公司","authors":"T. Gill","doi":"10.28945/1705","DOIUrl":null,"url":null,"abstract":"Geoffrey K. Gill, Chief Financial Officer/Vice President, Strategy for Innerscope Research Inc. (ISR), addressed the question “What should be our next step?” daily while sitting in his office, not far from Boston's North Station. During the three years he had been with the company, ISR had established itself as a leading competitor in the emerging efforts to apply biometrics to predict consumer behavior. Using algorithms and techniques developed by its founders—Dr. Carl Marci, Director of Social Neuroscience for the Psychotherapy Research Program at the Massachusetts General Hospital, and Brian Levine, whose project involving the use of multiplatform sensing technology at the MIT Media Lab was a major source of inspiration for ISR’s products—the company had demonstrated how biometric signals (e.g., pulse, respiration, galvanic skin response) could be combined to produce important insights into individual reactions to advertisements, web pages, new products, and print media. Its client list looked like a “who’s who” of major advertisers (see Exhibit 1 for some examples). The company had recently established a strategic relationship with Ipsos, one of the largest market research firms in the world (and the market leader in TV advertisement research). Leveraging that relationship, the ISR’s proprietary technologies could potentially be employed in the evaluation of tens of thousands of TV advertisements each year. It was hard to imagine how a small business, with fewer than 40 employees and less than 5 years old, could have experienced a more promising start.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"57 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Innerscope Research Inc\",\"authors\":\"T. Gill\",\"doi\":\"10.28945/1705\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Geoffrey K. Gill, Chief Financial Officer/Vice President, Strategy for Innerscope Research Inc. (ISR), addressed the question “What should be our next step?” daily while sitting in his office, not far from Boston's North Station. During the three years he had been with the company, ISR had established itself as a leading competitor in the emerging efforts to apply biometrics to predict consumer behavior. Using algorithms and techniques developed by its founders—Dr. Carl Marci, Director of Social Neuroscience for the Psychotherapy Research Program at the Massachusetts General Hospital, and Brian Levine, whose project involving the use of multiplatform sensing technology at the MIT Media Lab was a major source of inspiration for ISR’s products—the company had demonstrated how biometric signals (e.g., pulse, respiration, galvanic skin response) could be combined to produce important insights into individual reactions to advertisements, web pages, new products, and print media. Its client list looked like a “who’s who” of major advertisers (see Exhibit 1 for some examples). The company had recently established a strategic relationship with Ipsos, one of the largest market research firms in the world (and the market leader in TV advertisement research). Leveraging that relationship, the ISR’s proprietary technologies could potentially be employed in the evaluation of tens of thousands of TV advertisements each year. It was hard to imagine how a small business, with fewer than 40 employees and less than 5 years old, could have experienced a more promising start.\",\"PeriodicalId\":202502,\"journal\":{\"name\":\"J. Inf. Technol. Educ. Discuss. Cases\",\"volume\":\"57 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1900-01-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"J. Inf. Technol. Educ. Discuss. Cases\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.28945/1705\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"J. Inf. Technol. Educ. Discuss. Cases","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.28945/1705","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 0
摘要
内窥镜研究公司(ISR)首席财务官兼战略副总裁Geoffrey K. Gill回答了“我们下一步应该做什么?”,他坐在离波士顿北站不远的办公室里。在他任职的三年里,ISR在应用生物识别技术预测消费者行为的新兴领域已经确立了自己的领先地位。利用其创始人开发的算法和技术。麻省总医院心理治疗研究项目的社会神经科学主任Carl Marci和Brian Levine,他们的项目涉及在麻省理工学院媒体实验室使用多平台传感技术,这是ISR产品的主要灵感来源——该公司展示了如何将生物特征信号(如脉搏、呼吸、皮肤电反应)结合起来,产生对个人对广告、网页、新产品,印刷媒体。它的客户名单看起来像一个主要广告商的“名人录”(见图1中的一些例子)。该公司最近与世界上最大的市场研究公司之一(也是电视广告研究的市场领导者)Ipsos建立了战略关系。利用这种关系,ISR的专有技术可能会被用于评估每年数以万计的电视广告。很难想象,一个不到40名员工、成立不到5年的小企业,会有一个更有希望的开端。
Geoffrey K. Gill, Chief Financial Officer/Vice President, Strategy for Innerscope Research Inc. (ISR), addressed the question “What should be our next step?” daily while sitting in his office, not far from Boston's North Station. During the three years he had been with the company, ISR had established itself as a leading competitor in the emerging efforts to apply biometrics to predict consumer behavior. Using algorithms and techniques developed by its founders—Dr. Carl Marci, Director of Social Neuroscience for the Psychotherapy Research Program at the Massachusetts General Hospital, and Brian Levine, whose project involving the use of multiplatform sensing technology at the MIT Media Lab was a major source of inspiration for ISR’s products—the company had demonstrated how biometric signals (e.g., pulse, respiration, galvanic skin response) could be combined to produce important insights into individual reactions to advertisements, web pages, new products, and print media. Its client list looked like a “who’s who” of major advertisers (see Exhibit 1 for some examples). The company had recently established a strategic relationship with Ipsos, one of the largest market research firms in the world (and the market leader in TV advertisement research). Leveraging that relationship, the ISR’s proprietary technologies could potentially be employed in the evaluation of tens of thousands of TV advertisements each year. It was hard to imagine how a small business, with fewer than 40 employees and less than 5 years old, could have experienced a more promising start.