Today we unveiled a new corporate intelligence model and index measuring “Relevance” of leading organizations and corporate brands. The W2O Group Relevance Model and Index provides a decision-making protocol to marketers and communicators looking to connect consistently and authentically on multiple levels with key audiences.

What it Means

The W2O Group Relevance Model begins with a comprehensive understanding of an organization’s audience reality or what the firm calls Audience Architecture.  Dissecting interests, networks, communities, topics – the entire ecosystem of belief – into a relatable data set that can be assimilated and acted upon in real time.

From there, it’s about truly grasping your Narrative or how your description of the organization melds with the marketplace.  Your Narrative is the foundational platform from which to dimensionalize the myriad stories that comprise your organization and provide the connection to Relevance.  Segmenting your content into different story lines (aka Narrative Cubes) so you can target those who lead the conversation (influencers) in your category, those who share content (advocates), and those who prefer to “lurk and learn” (the market).   The result provides audiences with the fuel to discover the organization for themselves, where and when they want it, the full picture of a company, brand, product, service, policy, subject or issue.

Relevance is the measure that any organization regardless of size, scope, and category can employ to truly understand and address the reality facing their audiences in a manner that provides mutual benefit.

For a company or corporate brand this is based on audience interest and engagement at the intersection of a company’s business objectives (e.g. based on capabilities, lines of business, and areas of future growth) and societal priorities (e.g. including politics, regulation, community interests, generational trends, and cultural preferences).

Core Framework

W2O’s core Relevance framework provides a unique approach for connecting the dots between social/ digital analytics and traditional stakeholder market research to identify unique integrated insights, as well as key risks and opportunities.

It is built on Interest (organic search) Engagement (content and social media) as well as a company’s custom stakeholder ecosystem (including but not limited to customers, prospects, policy makers, employees, and consumers at large)

Relevance Index: Most Relevant Companies in America

As a mechanism for leading companies to understand and benchmark relevance, W2O has also used components of the core framework to create a first of its kind index. Based on Interest (organic search), engagement (content and social), and Insider Signal (based on Employees and Financial Analysts) W2O has benchmarked over 225 of the largest (by revenue and market cap) and most disruptive (based on private valuations of $1B or more – aka “Unicorns”) companies operating in the US.

Impact of Relevance

The top tier of most relevance companies – those with Strong (>75) or Resilient (>85) scores – are a unique group. Many of them are familiar, but they rarely all appear in one place. Rather than leading on any one impact measure, these companies lead on multiple – market share, brand value[1], employment desirability[2], reputation[3], and innovation[4]

Relevance Stand-Outs: Facebook, Google, and… Delta?

It is not surprising that in today’s social/ digital age the two major Relevance standouts are Facebook and Google. Beyond being highly relevant themselves, they are also the leading platforms for other organizations to be relevant. Although many of the most relevant companies are tech-related a number of more traditional players are also represented, including The Walt Disney Company, Starbucks, Nike, and Delta Airlines. Delta Airlines was also one of the more unique standouts, being based primarily on Insider Signal (Employees & Financial Analysts), vs. interest & engagement.

[1] Source: Brand Finance
[2] Source: LinkedIn Most Desirable Employers
[3] Source: Fortune’s Most Admired Companies
[4] Source: Most Innovative Company Rankings (Fast Company, BCG)

This blog post was co-authored by Rob Jekielek, Managing Director at W2O Group. He is the lead architect of W2O’s Corporate Relevance Framework and brings deep expertise building and leading Fortune 100 corporate brand and reputation programs – Fueled by cutting-edge research & social/ digital analytics and activated across channels & touchpoints (i.e. PESO – Paid, Earned, Shared, and Owned).

While you’d be correct to point out that the headline makes complete sense, you would be incorrect in assuming that it is a practice followed in very many places. The reasons for why insights are not integrated are many and vary by the organization, but some of the biggest reasons why include:

  1. The marketing team is organized by channel, which promotes execution in a silo
  2. The data isn’t organized in such a way to be able to draw insights across channels
  3. The analytics team isn’t integrated and part of one organization
  4. A breakdown in communication between the marketing and analytics teams to ensure complete understanding of the campaign background and what’s possible from the analytics standpoint
  5. A measurement approach that features a single KPI to rule them all, or even channel-specific KPIs.

Hopefully you’ll notice a pattern with some of the biggest reasons why insights aren’t integrated. First and foremost, it isn’t only the fault of the marketer. My analytics brethren play a significant role in promoting insights in a silo. Second, you’ll notice (I hope) I’m not qualifying these challenges by a specific company’s industry. The challenge of integrating insights applies whether you are in a small or large company, or in health care or technology. Third, there are some significant organizational barriers to overcome even if the marketing and analytics teams are willing to come together. Herein lies what I am hoping you take away from the rest of this post.

When I joined Intel in 2014 to lead up the global paid media and digital analytics function, one of the most exciting challenges we were attempting to solve was just this: How do we bring together our paid media data, with our owned data, with our social data to tell a complete story about the performance of our campaign? We started the journey using a framework that my colleague (at Intel and now again at W2O) Dan Linton visualizes as siloed, collated, correlated and causated. During our respective three+ years at Intel I think we made tremendous progress toward correlated and causated insights that helped build better campaigns, optimize programs in-flight and properly measure performance. Even though both of us are now gone from the company I know that the team is continuing the journey to the nirvana state or causated insights.

So why not continue the journey at Intel? Why come back to W2O to establish the PESO (paid, earned, shared and owned) analytics offering? Aside from the fact that I’ve never encountered executives in my 15 year career who value analytics as much as Jim Weiss, Bob Pearson and Jenn Gottlieb, I would point back to the organizational challenges I cited above:

  1. Our activation teams that put together paid media, digital, social, or public relations programs aren’t in a silo. They sit within one organization, which immediately breaks down barriers to consuming cross-channel insights.
  2. Our data is well organized thanks to some incredible work by my colleague, Jonathan Isernhagen. More on this coming in future blog posts.
  3. Our analytics team is well integrated and in one organization. We’re bringing paid and owned analytics to an incredibly strong earned and shared offering that already exists for clients.
  4. We have a long history of proactive and positive communication between our activation and analytics teams.
  5. We have a significant number of people who have experience building measurement frameworks for clients of all sizes and industries that are not channel-specific.

The promise of PESO insights is tremendous for companies. It’s why I’m back at W2O, and it’s what we’re laser-focused on building out for clients. Over the coming weeks you are going to be hearing from some of my colleagues who are going to be expanding on this topic in greater detail. Everything from the owned analytics angle, to mobile learnings, to broad digital to even how an integrated data warehouse provides the foundation by which we execute PESO insights.

In the meantime, and in the words of our founder Jim Weiss, #integreatness.

We agree. Simplification is required in these complex times.

An article in today’s Wall Street Journal by Alexandra Bruell titled “Ad Groups Try to Simplify in Complex Times” discussed the difficulties of transforming from the traditional ad agency model to one driven by data science, technology and the mashup of services that were siloed for far too long.

The article and the industry angst resonates deeply for us at W2O Group since we have been transforming our firm this way since 2009.  Of course, back then, it didn’t seem all that cool to add in data science, fully embrace technology and start reinventing traditional communications and marketing models.  Now, it’s a no-brainer and a race to evolve quicker than market needs.

Here is what our clients are asking for that was emphasized via this article’s focus.

#1 – Clients Want Real Integration – They want analytics, planning, creative and the resulting campaigns to reflect intellectual, not physical integration. We like to say that if insights are driving our decisions, we are in the right mindset.  Gone are the days when we just “had an idea.”  Now, every aspect of our offering is driven by insights.

#2 – Work for Clients Like You Are the Client – Sir Martin Sorrell said “ensuring our people work seamlessly together through client teams and country and sub-regional managers to provide integrated benefits for clients is absolutely essential.”  We agree and we have found that actions matter far more than words, which is why we have always operated with one P&L for our five operating companies.  Our teams know that the only thing that matters is building the right team that brings the requisite solutions to our clients’ business problems.  We believe P&L infighting is the scourge of our industry and we want no part of it. Neither do our clients.

#3 – We Are ALL digital – Many of the larger agencies are struggling with “who owns” digital? For us, it is easy. Everyone. We ask 100% of our team members to understand digital, understand analytics and know how to solve problems and spot opportunities.  If everyone is digital, we are also media-neutral in how we approach a client’s need and that also improves how we integrate and build the right teams.

#4 – Earned & Shared Media Are Redefining PESO, Particularly Paid – In the article, Ms. Bruell writes “the holding companies’ complex structures have also impeded their ability to move quickly at a time when clients are demanding more real-time digital marketing responses to daily events, particularly on social media.”  We agree and see the emergence of audience architecture, social graphics and agile media planning reinventing how we build campaigns.  In today’s world, via our algorithms, we can identify and track our exact audience.  We can determine what content they desire about a brand or related to it and we can adjust to their needs by the hour, day or week. The headline is simple. Our customers are driving earned and shared media, so if we listen closely to their exact needs, they show us the game plan. If we are tracking paid media primarily, we only know how successful our campaign was, but we learn very little about what our customers actually want. Combining earned, shared, owned and paid will change how we plan, think and act.

#5 – The shift from video to visual experience – Everyone is pushing hard to provide more videos for social media platforms. We’re continuing to explore how our brains process visual experiences, so we can provide the right visual content at the right time, whether it is the right image, video, website or other visual educational content on the journey to form a view on a brand.  You need powerful analytics and a heavy dose of the right machine learning models to see how significant it is to know what will resonate inside our brains. In general, about 2/3 of us prefer to learn visually. It feels like the very beginning of a new way to reach our customers is starting to happen.

#6 – Clients Don’t Want to Pay for Overlapping Services – The article states that “what they want is a single business relationship that gives them access to creative, technology and media expertise without having to potentially pay for overlapping services.” This is exactly why we are continually building a shared services team that takes us from insights to content to planning. One powerful engine of expertise can be shaped for each client, based on what they need. While always a work in progress, we’re well on our way to meeting the needs of all sizes of companies. It is too painful and leads to less innovation if we try to do this in each operating company. Areas like analytics and how we embrace technology require that we go deep and get it right and keep evolving.

#7 – The Expanded Version of “Creative” – We have the highest respect for our creative teams who come up with ideas, based on insights, that we would never think about. This same spatial knowledge, which is a real gift, exists with our analysts and increasingly in general management leaders who have absorbed the principles of analytics and creative and happen to have this type of mind. It’s leading to an entirely new way to think of what “creative” really is if it is truly maximized for our clients.

We’re excited about the future and we look forward to continuously improving our offering to match and stay slightly ahead of the needs of our clients.  We also know how talented the leaders are within holding companies and remain confident that they will figure out how to overcome their legacy structure and systems to find new ways to innovate for their clients.  We have been relatively unencumbered from a restrictive structure since Jim Weiss founded the company in 2001 so we believe this has allowed us to evolve and scale based solely on client needs in this changing environment. And that’s not going to change.

The result is that we’ll all benefit. Our collective efforts will represent the next generation of our industry. It will be part communications, part marketing, part data science and part things we don’t know yet. Who knows what the era will be called. All we know is it will have a lot of “mad women and men” who can’t change fast enough.

This blog was co-authored by Chief Client Service Officer Jennifer Gottlieb. Fully committed to customizing every client engagement, Jennifer develops integrated teams that deliver the best work and drive business outcomes and success. She has been with W2O Group for a decade and has partnered with global companies big and small in the areas of pharmaceuticals, technology and consumer.

This is the fifth edition of The Social Oncology Project, our annual examination of the role that social media plays in the discussion of cancer. Past efforts have focused largely on the question of “what”: what topics capture the attention of the public? What kinds of cancers generate the most traffic from oncologists? What kind of connections characterize the online ecosystem in oncology?

This year, however, we sought to answer an even more basic question: “who?” There has never been an in-depth effort to understand and describe the doctors who are discussing oncology online, a sense of what sets that minority of physicians apart from their offline peers (and what connects them). This was in part about describing the demographics, elements such as age, location, and sex. But it was also about trying to divine offline behaviors, too. Are wired docs publishing more? Developing deeper relationships with industry?

This isn’t an academic exercise; understanding who is speaking about oncology topics is crucial to our ability to arrive at conclusions about what social chatter means and what it doesn’t, and who exactly this cohort speaks for.

After sifting through a mountain of data – much of which is presented in the full report – we’ve come to five initial conclusions about what it means to be an online oncologist:

  1. Tweet or perish. Being an oncologist with a public Twitter profile is correlated with more publications in two ASCO journals. Clearly, it’s important not to confuse causation with correlation, but there is clearly a nexus between old measures of “opinion leadership” and new concepts about digital influence.
  2. Age is just a number. Yes, online doctors trend younger, but the dividing line is blurry, with 76 percent of the online group on the wrong side of 40. That’s a sign that while much of what is posted online can be seen as a reflection of early-career doctors, the technology has penetrated far more deeply than just those physicians who grew up in a social-media world.
  3. Online Oncologists Take More Sunshine Payments. Though the differences aren’t huge, online oncologists appear to receive more money from industry, a phenomenon driven in part by a well-represented minority. There has been increasing attention to what these kinds of connections mean, and how to manage them, and our work confirms that this remains a fruitful area of analysis.
  4. Twitter Use is Correlated with Bad Winters. Or, at least, with being a resident of Minnesota and Wisconsin, which have the highest rate of oncologists online. Understanding the environmental factors that make social media engagement will be important in understanding how to make social media more useful for a larger group.
  5. There’s a Lot We Still Don’t Know. The next questions we hope to answer: what can online relationships teach us about referral and prescription patterns? Teasing out these more subtle relationships will help us better calibrate the way that a social profile may predict or explain critical offline behaviors.

The key element of social oncology, and, indeed, the driving force of The Social Oncology Project, is driving dialogue. We have done our best to present the data we’ve gathered in a straightforward way, without generating hypotheses on the important “why” questions.

But the “why” discussion is critically important, and one that is best undertaken with as broad a group as possible. So we hope you’ll take a look at the report, hop online, and join us in parsing what it means to be a social oncologist and where the conversation goes next.







Follow Brian Reid on twitter @brianreid; Follow MDigitalLife on twitter @MDigitalLifeLike MDigitalLife on Facebook 

To learn more about how the MDigitalLife Online Health Ecosystem database can reshape the way you interact with doctors, patients, the media & all the important stakeholders of your healthcare company, learn more about us here.

Did you know that SENTIENT is a GOOGLE Premier Partner for Search Advertising? As a member of this elite group, our capabilities and experience certainly speak for themselves. Learn about what this means…

How do our clients know which agency can elevate their business? How do they identify the cream of the crop when it comes to campaign managers and performance trackers? Who will continually make them money?

The most capable agencies are identified by an elite group known as Google Premier Partners. This is the highest level of partnership an agency can achieve within the GOOGLE tiers and is earned by a small fraction of top digital marketing companies.

Only the strongest AdWords service providers achieve this and we’re proud to announce that Sentient is one of them! In fact, we have been since 2016!

In order to qualify for this level, we were able to continuously meet these 3 areas of requirements:

  1. GOOGLE certifications – We passed several rigorous GOOGLE tests with at least an 80% score
  2. Ad spend – We continuously met GOOGLE’s minimum ad spend. And although there isn’t a set number (requirements are set based on location and market) every ad spend is reviewed and approved by GOOGLE
  3. Conversion performance – We make more money for our clients by producing AdWords campaigns that convert at a high rate. Not only this, but the quality of our campaigns remain at a high level and our clientele is constantly growing

So, what does this really mean?
That our team is consistently delivering real search marketing experts who are trustworthy, knowledgable of GOOGLE AdWords (inside and out), and consistently managing successful campaign…after successful campaign. We’ve also been distinguished as invited users of Beta testing for new GOOGLE Adwords features for our clients’ campaigns. Our search and account professionals participate in regular training and knowledge-sharing sessions with GOOGLE throughout the year.

As a GOOGLE Premier Partner, it’s evident that we live and breathe through the understanding and workings of the AdWords interface…and turns out we are pretty good at it!

On April 20, hundreds of thousands of scientists and science-enthusiasts turned out around the country to march in celebration of science and to demonstrate support for science-based policies in our government. I proudly was one of those who marched.

I left the lab over six years ago to become a communicator of science rather than a doer of science but I still consider myself a scientist at heart. Which is why marching while being surrounded by people who feel the same love of science was a joy but also raised the question that so many are asking – why are we marching?

Science surrounds each day.  Why do we not appreciate the nature around us or the scientific advances we use daily?  From the wi-fi that lets us listen to Spotify, to the blood pressure medication you took this morning, or the car you drove to work in (electric, hybrid or combustible engine – all scientific breakthroughs) – we forget their impact We put a man on the moon. We walk around with super computers in our pockets that we use to tell time and answer trivia questions.

What makes science suspect to so many?  It’s technical and complex, and can take years to master. Perhaps it is inaccessible and mysterious for those who haven’t been exposed to it.

I walked through downtown Austin – the capital of live music — on the way to the March for Science and passed by several of our signature guitar statues.  These statues made me think, why is music, which is also technical, complex and can take years to master, such an integral and appreciated part of society while science is too often disdained? There are few, if any, who can play the cello like Yo-Yo Ma, yet millions attend his concerts and buy his records. Discuss the theories Einstein? No, thank you.

We put famous musicians on a pedestal but we lock scientists in an ivory tower. We’ve spent so long talking about how hard science is that we’ve convinced a huge portion of the population to avoid it as an impossible task.

It’s our job as science communicators to break down those ivory walls and help bring science into the everyday. I can’t play Beethoven, I can’t paint the Mona Lisa and if I tried to pirouette, I’d tip right over. But I can appreciate music, painting and dance. Likewise, I don’t expect most people to be able calculate the wavelength of electromagnetic radiation, but there is value in them appreciating the hard scientific work that went into letting them stream Netflix on their phone.

In the end, I didn’t march for policy change. I marched for the little boy playing with waves in the pool, or the teenage girl flying a drone in the park who is learning about aerodynamics without even realizing it. Science should be part of our everyday. It should be as accessible as flipping on the radio to hear a Beyoncé song or knowing that washing our hands can keep us from getting sick. I didn’t march to make science special. I marched to make it normal.

It’s time for another episode of the “What 2 Know“ podcast, where we speak to experts about best practices, innovation and latest trends to stay ahead of the ever-changing marketing and communications landscape.

This week I chatted with the brilliant and incredibly talented, Jesse Draper. As the creator and host of The Valley Girl Show and founding partner at Halogen Ventures I cannot think  of better suited guest to discuss investing in female entrepreneurs. From the power of curiosity to platforms for thought leadership we covered it all, plus we discuss one of the greatest rock bands of all time. Take a listen below.

Gay Pride is quickly approaching which means clients should start thinking about how they can get involved to show their customers, their employees and their shareholders that they support the community.

As a leader in audience architecture, W2O Group has developed a cost-effective approach that will allow brands and companies to more effectively engage with the LGBT community.

To highlight our approach in how we are helping companies unlock the value of the LGBT community, I sat down with Allan Dib, our Managing Director of Strategy and Insights, to discuss W2O Group’s offering and approach:

Aaron: Allan, this is a little bit of a rhetorical question, but tell us how 2017 Gay Pride is going to be different than it was in previous years?

Allan: This year, Gay Pride celebrations around the country, from LA to NYC and all in between, are shifting focus to resistance – moving from parades to marches.  Borrowing from the Women’s March early in the year, the community has organized a national march, The Equality March for Unity and Pride, in DC on June 11th.  We expect to see thousands of people attending from all over the country.  Brands and companies are going to need to balance their celebratory messaging with support.

Aaron: You and I have discussed that some companies fall into the trap of treating the LGBT community as a homogenous segment. Why is this a bad idea?

Allan: The biggest criticism of brands targeting the LGBT community is that their approach is not authentic and genuine.  Brands and companies tend to target the entire community as one segment.  The LGBT community is certainly not homogenous and activating to create receptivity within certain audience segments requires nuanced insights.  Not only do you need to know which segment of the community is going to be right for you but you need to know as much about them as possible to engage in authentic and compelling way.  It is critical to build out your marketing strategy based on the segment most receptive to your message.

Aaron: What are some of the most effective ways to reach the LGBT Community?

Allan: While using LGBT media is definitely an effective way of reaching the LGBT community, it is not the only way.  Actually, if you focus only on LGBT media you are missing a large portion of the community that does not consume LGBT media and another important segment – allies.   LGBT allies should be part of your strategy; they have proven to be very vocal for the community and very receptive towards brands that are engaging with the LGBT community.  Allied influencers amplify your message.  An effective way to do this is to work with those who already influence (whomever they may be) your target to tell your story.

Aaron: Talk about how a company’s position on LGBT issues can impact how its employees (both current and prospective) view it.

Allan: Employees, especially millennials, are increasingly taking into consideration a company’s position on social issues.  They turn to the media, influencers and third-party associations to learn about a company’s position on key issues.  Many feel that LGBT rights are being attacked and rolled back by lawmakers across the country, making it even more important for companies to be vocal in supporting their employees.  We have seen many companies rise to this challenge and publicly support campaigns to fight for these rights. For these reasons, it’s important to let the LGBT community and their allies know your corporate story.

Aaron: A little bit of a sales pitch here but tell us how W2O Group’s LGBT Audience and Influencer Architecture can help brands effectively connect.

Allan: As part of our ongoing efforts to stay one-step ahead of the rapidly shifting consumer landscape, W2O Group is pleased to announce its new LGBT Audience & Influencer Architecture offering. We recognize that companies need the right perspective to pivot in today’s landscape and anticipate tomorrow’s environment. And as customer demands and the competitive landscape are changing constantly, we hope to provide insights grounded in real-time analytics to help navigate future opportunities.

Aaron: For those interested in this offering, can you let the them know what they receive?

Allan: Certainly. The current package includes:

  • Segmentation of more than 50,000 LGBTs and allies
  • Deep understanding of audience interests
  • Segmentation of the key influencers talking about LGBT issues
  • A workshop at your office

Aaron: Thank you Allan. What is the best way for clients and prospective clients to learn more about the offering?

Allan: For anyone who is interested in learning more about our LGBT Audience & Influencer Architecture, please let me know, Allan Dib, Managing Director Insights and Strategy. adib@w2ogroup.com

SAN FRANCISCO–(BUSINESS WIRE)–W2O Group, a network of fast-growing, complementary digital, marketing and communications firms, announced today that veteran biopharma executive John H. Johnson and healthcare marketing and communications leader Charlene Prounis have joined its board of directors.

“John and Charlene immediately bring complementary business insights, industry access, network exposure and unmatched expertise that can help us more expeditiously catapult to the next level of client-forward expansion and growth,” said Jim Weiss, founder, CEO and board member of W2O Group. “Both are proven and well-recognized leaders with directly relevant expertise that we can apply to better serve our clients and more precisely tailor and target our offerings and partnerships, particularly in healthcare, which currently makes up 75 percent of our business.”

Johnson has more than three decades of commercial and C-suite experience in the pharma and biotech industries where he has held top executive leadership roles for such industry-leading companies as Johnson & Johnson, Eli Lilly, ImClone, Pfizer and Dendreon. He currently serves on the board of directors of several emerging biopharmaceutical companies and previously served on the board of directors of the Pharmaceutical Research and Manufacturers of America (PhRMA) and as a member of the Health Section Governing Board of the Biotechnology Innovation Organization (BIO).

“You see the way that social media is shifting the landscape of communications and the resulting need for new thinking, models and approaches. W2O continues to lead the way in this new world with great people – real thought leaders,” said Johnson. “Not only will I be able to give back through my experience, but I will be learning at the same time. It’s a very exciting time to be in this business and, at W2O, it’s growing substantially. It’s just an honor to be part of it by joining W2O Group’s board of directors.”

Prounis has been an outstanding leader and entrepreneur in the healthcare communications and marketing services sector over the last 30 years and is a highly engaged advocate for empowering and celebrating women in the healthcare industry. After spending her formative years at Grey Healthcare Group, she successfully launched and led two successive agencies, Accel and Flashpoint Medica, both of which were ultimately acquired by Omnicom. Over two tenures as president of the Healthcare Businesswomen’s Association (HBA), she created the annual HBA Leadership Conference and established the Rising Stars Awards, which celebrate women in the early-to-mid stage of their careers. She has also served as a member of the board of directors of the Medical Advertising Hall of Fame.

“What interested me in joining W2O Group’s board of directors is the fact that this firm is really in front of the trends in the industry,” said Prounis. “If you think about where the agency world is going, it’s going to take a new convergence — of analytics, creative, technology, and media. W2O Group does that really well.”

To learn more about the two new Board members, check out their interviews here.

About W2O Group

Founded and led by CEO Jim Weiss in 2001, W2O Group is an independent, fast-growing network of complementary digitally-oriented marketing and communications firms focused on integrated business solutions to drive change and growth through “pragmatic disruption” for the world’s leading brands and organizations. W2O Group firms employ proprietary analytics models, methodologies and approaches that uncover key insights leading to precise communications and marketing strategies and engagement to deliver business results. W2O Group’s network includes WCGTwist MktgPure, Marketeching and Sentient, with a growing footprint of offices in the United States and Europe. For more information, please visit sentw2ogroup.wpengine.com.

Follow W2O Group on Twitter

Follow W2O Group on LinkedIn

Follow W2O Group on Facebook

Contacts

W2O Group Contact:
Blaire Clause, 512-961-8783

Say “hi.”

Contact Us