SXSW 2013 Sampler

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FIRST, SOME CONTEXT 19 more efficiently locate gold. Understanding where to expend effort to look for gold is at the heart of their business, and this is where crowdstorming helped. For LEGO, they did not lack innovation, but they lacked the ability to understand where they might invest. Like Goldcorp, they did not know where to focus and their crowd helped them ignore the less promising new products and focus on areas they knew LEGO customers would love. In the process, they also transformed their Customer Relationships, bringing them closer and giving them a stake in shaping the products they love. For Starbucks, the impact is less clear. The crowd did not save the business, and it is not clear how the crowdstorming will impact how they deliver value. However, in the short term, the discussion around the ideas had a positive impact on communication about the company. It impacted their communication “Channels,” generating awareness of Starbucks’ commitment and efforts to operate a more sustainable business. Finally, for GE Ecomagination, the crowdstorm process provided access to new Partners, which in turn offered GE a new Value Proposition and Channels. As exciting as these stories are, they are just the start. These organizations are tapping into crowdstorm processes selectively, as a complement to existing business processes. But what happens when we create organizations that place crowdstorm processes at the core of their business model? We’re going to introduce you to a few organizations that are doing just that—like Giffgaff, Quirky, LocalMotors, and Threadlesss. The oldest is just over a decade, while the youngest have been around for only a few years. And yet they reveal what might be possible when we engineer organizations around outside talent, to take advantage of the massively reduced transaction costs that defined the shape of organizations created before the Internet. We’re excited about the potential. But we are even more excited that we are starting to understand how you can make crowdstorming work. We know from experience that when you have the capacity to transform organizations at this scale, you are going to meet resistance. You will encounter resistance simply because of the scale of the proposed changes. And you will encounter resistance because of the risks associated with change. For all the insights we will share, we know that
20 CROWDSTORM few of the success stories could have happened without substantial support from the most senior people in the organization—and the combined efforts across multiple groups within each organization from IT and legal to marketing and R&D. To address this issue head on, the next chapter lays out a framework for thinking through ways to balance the business benefit of using crowdstorming while assessing and managing the risks related to intellectual property, confidentiality, and the brand.
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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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SORRY, WE’RE CLOSED How to Surviv
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The customer journey is still evolv
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[ ] DISRUPTIVE TECHNOLOGY IS A CATA
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They include: Blockbuster Borders C
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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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xii Contents The Toilet Business 31
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xiv Contents Hypnotizing Chickens 1
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xl Introduction: Likeability, Rogue
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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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6 Introduction share the programmin
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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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