SXSW 2013 Sampler

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FIRST, SOME CONTEXT 11 may not require domain expertise, but require human judgment—like determining whether content is pornographic or what words appear in an image. Neither of these models is our main concern, though. We are interested in a particular type of work—the generation and evaluation of ideas. In the cases we will explore, ideas take many forms— from short text descriptions like the ones you might find in a suggestion box, to complex prototypes (from prediction algorithms to robot cars). Ideas can be business plans or proposals for new business strategies. They can be beautifully rendered homes barely distinguishable from real photos or flowcharts illustrating how a proposed software application might work. And, just as important, we are interested in the reactions to these ideas. We want to understand the conversations that are inspired by the ideas that can help to improve and evaluate the ideas. In the end, all the ideas require some level of investment, and we want to know which ideas we should expend time and effort to develop. STARBUCKS BETACUP CHALLENGE—NEW SOURCES OF SUSTAINABLE INNOVATION When Starbucks decided to sponsor the complex problem of reducing waste generated by coffee cups in 2010, it was already well on its way to finding solutions to the problem. 14 But they recognized that they could use additional help. Director of Environmental Impact Jim Hanna put it this way: “Given the complexity of the disposable cup waste issue, we need a broad range of stakeholders to become involved in finding solutions. In addition to working with local municipal governments, materials suppliers, and cup manufacturers to improve recycling infrastructures, we believe in harnessing the creativity of environmentally conscious individuals to identify new alternatives.” To do this, Starbucks sponsored an outside group of partners who had initiated the Betacup Project to address the global problem of disposable cups. While Starbucks sponsored the contest initiative, the Betacup team managed the challenge. It was led by Toby Daniels, social crowdsourcing agency Mutopo, and run as an online contest on jovoto, a platform designed to cultivate creators and innovators to work
12 CROWDSTORM together collaboratively on challenges and which had its own creative community. Notably, Starbucks, along with the Betacup team, reached out to include additional partners including Core77, Denuo, Good Day Monsters, Instructables, and Threadless—all of whom brought their own community of professional designers, design students, and enthusiasts, as well as media outreach and ongoing exposure for the contest. The contest provided a brief that outlined the problem, as well as a cash incentive of $20,000 for the winners, which would be divided among those whom the creative community—as well as an expert panel—judged to have the best solution. The challenge was open to all and encouraged public discussion and feedback that allowed for ongoing refinement and updates on submissions. Evaluation and curatorial input by the creative community encouraged networking and teaming. The low barrier of entry—along with the collaborationenabling infrastructure—allowed the Betacup organizers to tap into a new audience of creators: a community that not only provided new ideas, but could also validate ideas that were submitted, as well as validating Starbucks’ three-pronged approach to addressing the paper cup waste issue. We can measure the results of the Betacup challenge in two ways that shed light on important aspects of crowdstorming. First, Starbucks received a lot of good ideas. The Betacup contest ran for two months, received 430 idea submissions, and 1,500 idea revisions from all over the world. The contest logged over 5,000 comments and 13,000 ratings. The winning idea was not even a product. It was a low-tech solution called the Karma Cup whoseeleganceisinitssimplicity.Every Starbucks store captures reusable cup usage and posts it on a chalkboard; when the tenth beverage is sold to a person using a reusable cup, that beverage is free. The solution resulted not only in a cool new initiative, but in a behavioral change among customers as well. It was designed to change the global conversation that had begun the platform into a local conversation in each Starbucks and bring customer awareness to the local level, stimulating conversation as customers discussed reusable cup activity in their local store. The idea was eventually prototyped and in-store trials showed that it worked as proposed—it was possible to inspire more reuse.
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SXSW ® 2013 Sampler Foreword by Je
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Contents Acknowledgements ix Introd
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4 Twitter 53
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56 Channels Percentage of Tweets Th
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58 Channels tweeted around 22 times
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60 Channels Average # of Followers
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62 Channels Percentage of Tweets Re
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64 Channels 6 5 4 3 2 1 0 12:00 am
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66 Channels life, feel free to talk
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68 Channels 1. game 2. going 3. hah
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70 Channels CTR 18% 16% 14% 12% 10%
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72 Channels If you ’re sharing co
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74 Channels 0.2% 0% -0.2% -0.4% -0.
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Chapter 1 Great Britain ‘‘In a
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Great Britain 29 programs. This aus
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Great Britain 31 that made WhipCar
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Great Britain 33 younger drivers, s
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Great Britain 35 On the night we me
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Great Britain 37 she recalled, ‘
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Great Britain 39 things as basic as
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Great Britain 41 system and from so
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Great Britain 43 proposals to suppo
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Great Britain 45 motivate others to
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Great Britain 47 The average return
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Great Britain 49 The consumers are
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Great Britain 51 well-known local o
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Great Britain 53 Remarkably, Cherie
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11 IMPROVING THE UMOT TO OPTIMIZE T
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TOTAL RECALL
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How do we ensure that our customers
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Yet even with the pervasiveness of
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looking for the experience. Busines
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Page 91 and 92: Contents Foreword: The Benchmark of
Page 93 and 94: Introduction In my last corporate j
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Page 111 and 112: In 2000, Goldcorp CEO Rob McEwen wa
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Page 133 and 134: viii CONTENTS Chapter 3 Take Stock
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Page 145 and 146: Why a Guide? 5 If it were as simple
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Page 149 and 150: How to Be a Passion Hit 33 Those wh
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x SIX The Ladder of Engagement: How
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The Secret Sauce for Nonprofi ts Ne
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United States (HSUS), the nation
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without a measurement plan is a was
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An important part of MomsRising ’
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Theme 9: Measurement Is Valuable at
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I N T R O I INTRODUCTION A BRIEF HI
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C H A P T E R 04 EDITORIAL INFOGRAP
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C H A P T E R 08 WHAT MAKES A GOOD
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fig. 1.1-1.17 01 02 03 08 09 10 IMP
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I M P O R TA N C E A N D E F F I C
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vi Contents 13 How to Apologize to
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1 How One Man Changed a Billion-Dol
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How One Man Changed a Billion-Dolla
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Marketing Is a Verb 5 haven’t eve
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3 Companies Aren’t Awesome; Peopl
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Companies Aren’t Awesome; People
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Contents 1 Usually High Call Volume
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Contents vii 33 Hall of Shame 103 3
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2 The Book of Business UnAwesome do
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4 The Book of Business UnAwesome If
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3 Customers Don’t See Silos Being
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4 How to Flip Off Your Customers It
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10 The Book of Business UnAwesome T
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xii Contents The Toilet Business 31
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xiv Contents Hypnotizing Chickens 1
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xxviii Introduction: Likeability, R
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CONTENTS Foreword vii by Jeff Dachi
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FOREWORD Everything that can be soc
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Foreword ix commit to the path of s
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2 SOCIAL BUSINESS BY DESIGN future
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4 SOCIAL BUSINESS BY DESIGN moving
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viii Contents 9 Connected TVs: Blen
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x Preface screen” companion conte
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2 Introduction see Granny chase a k
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4 Introduction us to watch and expe
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Contents Introduction 1 1 The Art o
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Introduction Though I’ve run a sm
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Introduction 3 Small businesspeople
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Introduction 5 the ads that refl ec
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Introduction 7 Consider any job or
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Introduction 9 You might say that,
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Introduction 11 of your customers c
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Contents Foreword by David Meerman
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Contents ix Off-Page SEO: The Power
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Contents xi Chapter 13. Picking and
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4 Inbound Marketing well. More rece
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6 Inbound Marketing Ten years ago,
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8 Inbound Marketing co-founder of F
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