SXSW 2013 Sampler

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An important part of MomsRising ’s decision making is the use of member feedback in the form of stories or comments on social channels or e-mail and in more structured ways such as surveys. Says Rowe-Finkbeiner, “We are in constant dialogue with our members to fi gure out what works and what doesn ’t. Th e data keeps us focused on our mission of building a movement for family economic security, while listening and engaging with our members breathes life into our movement.” Theme 3: Measurement Means Data for Decisions, Not for Data ’s Sake Unfortunately, many organizations see measurement as collecting data to dump on the boardroom table or the executive director ’s desk. But measurement isn ’t about justifying one ’s existence or budget, and it isn’t about it fi lling spreadsheets with lots of “just-in-case” data to throw over the fence. Measurement is about using data to learn to become more eff ective and more effi cient. It’s about doing your job better, and helping your organization achieve its mission with fewer resources. It’s about reaching more people, and becoming better at saving the world. Theme 4: Measurement Makes You Plan for Success More and more nonprofi ts are making larger investments in social media: hiring dedicated staff , upgrading Web sites to incorporate social features, and using more powerful professional tools to do the work. Measurement helps you make smarter investments and helps you use those investments in a smarter way. Having a social media measurement plan and approach is no longer an aft erthought. It ’s the smart way to run an organization. Theme 5: Good Measurement Is Good Governance As networked nonprofi ts become more skilled in their social media practice, their boards and senior management are becoming more knowledgeable about this area. Th ey expect reports showing social media results, and they expect results expressed in the kind of language that measurement provides. In addition, foundations and other funders want credible evaluation reports and demonstrations of impact. Today boards and foundations increasingly include executives from the for-profi t world who have come to expect actionable data and standardized measurement systems. The Secret Sauce for Nonprofi ts 9
10 Theme 6: Data Without Insight Is Just Trivia Th e key to MomsRising ’s success is that it uses data to refi ne its strategies and tactics. It has achieved its success not by luck or gut instinct but by using measurement to make decisions. MomsRising holds a weekly staff meeting, nicknamed “Metrics Monday.” Prior to this meeting each program and campaign staff person reviews his or her results as part of an explicit process of preparation. Th e meeting is actually a group conversation about what actions to reinforce, how to refi ne messages, and what other improvements need to be made. Says Rowe-Finkbeiner, “Our dashboards have multiple views: a high-level view and the ability to drill down into specifi c campaigns. Th is informs our discussion.” Theme 7: Measuring Failure Is Part of the Path to Success Some experiments bomb. Some projects or ideas seem brilliant at fi rst, but when the results come in the data shows that they simply didn ’t work. Th e staff at MomsRising give themselves permission to kill these. To remove the stigma of failure, they do this with humor, calling it a “joyful funeral.” To learn from the experience, they refl ect on why it didn ’t work. Theme 8: Incremental Success Is Not Failure Many organizations experiment with social media. Networked nonprofi ts are expert at setting up and measuring low-risk experiments and pilots. What sets MomsRising apart is that the staff don ’t do aimless experiments; they set realistic expectations for success and measure along the way. What they have learned is that many times victories happen in baby steps. Th ey know from experience that many of their campaigns that incorporate social media lead to incremental successes. Yet some experiments, actions, or issues provide dramatic results. For example, a MomsRising interactive educational video garnered over 12 million views, hundreds of comments, and thousands of new members who signed up or took action. Rowe-Finkbeiner says, “Th at type of success does not happen every day, but we need to try for that kind of success every day. We can do it only if we decide not to pursue things that don ’t work.” Th ey analyze these game- changing successes to understand how they can be replicated and to make sure they weren ’t accidents. Measuring the Networked Nonprofi t
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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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Case Study: What’s the Worst That
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world—faster, more competitive, a
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No one can pinpoint where we exist
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xx INTRODUCTION
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To that end, we’ve engaged a tale
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Contents Foreword: The Benchmark of
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Introduction In my last corporate j
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Introduction xxvii day, I gain insi
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Introduction xxix from studying bas
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Introduction xxxi is happening in r
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Introduction xxxiii Part Three allo
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INTRODUCTION Properly organized and
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● Fortune 500 companies that are
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● How to evaluate results ● The
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In 2000, Goldcorp CEO Rob McEwen wa
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4 CROWDSTORM What LEGO discovered w
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6 CROWDSTORM While Coase is focused
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8 CROWDSTORM Finally, in business a
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10 CROWDSTORM then-candidate Barack
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12 CROWDSTORM together collaborativ
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14 CROWDSTORM In 2010, what was uni
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16 CROWDSTORM We have focused so fa
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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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xxxviii Introduction: Likeability,
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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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