Week 4-Kamilla Flashcards
Titanic exercise we did in class, what was the goal?
- Save titanic passengers
- Keep people out of the water
- Keep people warm and breathing
- Put people on floating devices
Problem-solving with ‘swarm intelligence
- Frame a goal
- Identify resources to accomplish it
- Map things out (all the relationships among all the possibilities, start with goal(s) at top and resources bottom)
- Think and build solution paths
The danger of cognitive bias
‘Fixedness’
What is ‘fixedness’?
- Limits us to seeing something only in the way it is traditionally used (e.g. was the iceberg the cause of the Titanic disaster or maybe the solution?)
- Causes us to overlook solutions hidden in plain sight
- Need to change: how we describe the object or goal; and how we think about its component part of resources
What are crowdsourcing business models characterized by?
- Open business model
- Leveraged technology
- Transfer of value-creating activities to the crowd
What do crowdsourcing business models include?
- Integrator platforms
- Product platforms
- 2-sided platform (ex. Airbnb)
Lego ideas platform
- Users can submit their ideas for new LEGO sets
- Can also vote and offer feedback for ideas submitted
- Any idea that gets over 10k votes is reviewed by LEGO
- If a submitter’s idea is selected, they get to work with the LEGO team to make the idea a reality; also gets 1% royalties on sales
- The platform not only supports new idea generation, but it also enables LEGO to validate demand for such ideas
What do we crowdsource for?
- Money
- Cloud-based labour
- Skill or expertise-based solutions
What is an example of cloud-based labour?
mTurk (Amazon mechanical Turk):
- Allows for companies or entrepreneurs to ask for “human intelligence tasks” 24’7 from around the world
- Made for very simple tasks like answering surveys, commenting on blogs, rewriting, image labelling
Crowdsourcing is focused on design, so:
- Write down what you want
- Get submissions from freelance designers on the platform
- Pick your favourite and pay for that one design
Actual product offer
Waze crowdsources travel-specific information into its product:
- Provides users with more value
- Transforms the product into a community-driven app that keeps their users actively engaged
- Differentiates the offer
Solutions to big problems
Innocentive (now Wazoku):
- Connects freelance solution seekers and collective or individual think tanks
- “Challenge solvers” come from businesses, academic institutions, and non-profit groups
Two paths to the crowd:
- Internal crowdsourcing
- External crowdsourcing
What is internal crowdsourcing?
- Cost savings (you’re already paying your employees)
- Identify rising stars and committed employees
- Reduce/break cognitive bias
- Security
- Leverages the pools of knowledge and expertise across the organization
- Builds on in-house knowledge of what can work
- Helps to identify workarounds (patches) to fix things fast
- Fewer IP issues
- Helps employees take ownership-increases engagement
What is external crowdsourcing?
- Provides direct engagement with your community
- Increases marketability and market potential of offer
- Generates diversity in ideas
- Contributes to a ‘responsible’ persona for the firm
- Pushes for more radical ideas
- Creates buss
- Fills knowledge gaps at lower cost (for R&D)
- Speed things up
Weaknesses of Crowdsourcing?
- It’s a voluntary activity (where the possibility of compensation for work is low since your idea must be selected in order to receive a reward)
- Participants can have different motivations
- Basic “smart crowd” approach has limited opportunity for discussion or clarification, or to gather participant information
- Ideas tend to flow in one direction
- “Grand” ideas (pain points and needs identified BUT problem not solved; and
potential solutions require significant assets and commitment) - Question of IP: who owns the idea?
- Challenges are episodic - not building long-term relationships with participants
Need to:
- Curate the crowd to manage quality (and be transparent about it)
- Focus on value not volume (look for what’s strange or fresh)
- Provide constant crowd recognition (gamification, blogs, awards, event invitations, mentoring to new crowd participants)
- Distribute rewards (value capture in addition to value creation)
Reading: Kohler (Business Models), what are they and what do they do?
- Integrator platform model: the platform takes contributions from the crowd and sells them to consumers, platform owner has high degree of control.
- Product platform model: creators build on top of a technology or a basic product and then sell the resulting products to customers. The creators directly transact with end customers.
- Two-sided platforms: creators and customers interact directly. The two sides can overlap when the producers are also consumers
Kohler: Challenges of designing crowdsourcing-based business models
- Role of the customers: from passive consumers to empowered co-creators
- Role of the company: from selling products to enabling interactions
- Value creation: from linear to networked
- Value capture: from centralized to distributed
Kohler: Creating value with the crowd
- Customer segments: know the platform actors
- Value propositions: clarify the core value unit
- Key activities: enable interactions
- Customer relationships: attract and engage the crowd
- Channels: optimize interaction points
- Key resources: recognize the community as the most valuable resource
- Key partners: strengthen the platform through partnerships
Kohler: Capturing the value with the crowd (Part 2)
- Cost structure: reduce costs for the company and the crowd
- Revenue streams for companies: devise new ways to capture value
- Rewards for the crowd: cater to creators’ motives
Reading: Malhotra (removing roadblocks) for crowdsourcing
- Keep the focus on innovation
- Give internal crowdsourcing participants slack time
- Allow for anonymous participation
- Take steps to ensure that company experts don’t exert their influence too heavily
- Use a collaborative process for internal crowdsourcing
- Design platforms that facilitate shared development and evolution of solutions
- Be transparent about plans for follow-up post-crowdsourcing
Reading: Agius (What is a customer journey?)
The series of interactions a customer has with a brand, product, or business as they become aware of a pain point and make a purchase decision. The customer journey refers to a buyer’s purchasing experience with a specific company or service.
Reading: Agius (Customer Journey Stages)
- Awareness stage: customers realize they have a problem and a pain point to solve for. They will begin doing research.
- Consideration: customers have done enough research to realize that they need a product or service, they begin to compare brands and their offerings.
- Decision stage: customers have chosen a solution and are ready to buy
- Retention stage: during this stage, brand provide an excellent onboarding experience and ongoing customer service
- Loyalty stage: customers not only choose to stay with a company, they actively promote it to their family, friends, and colleagues.
Reading: Agius (What is a customer journey map?)
A visual representation of the customer’s experience with a company. It also provides insight into the needs of potential customers at every stage of this journey.
Reading: Agius (What is the customer journey mapping process)
the process of creating a customer journey map - the visual representation of a company’s customer experience. Combines the information into a visual map.
Reading: Agius (What’s included in a customer journey map?)
- They buying process
- Emotions
- User actions
- User research
- Solutions
Reading: Agius (what are the steps for creating a customer journey map)
- Use customer journey map templates
- Set clear objectives for the map
- Profile your personas and define their goals
- Highlight your target customer personas
- List out all touchpoints
- Determine the resources you have and the ones you’ll need
- Take the customer journey yourself
- Make the necessary changes
Reading: Agius (Types of customer journey maps)
- Current state
- Day in the life
- Future state
- Service blueprint (They are best used to identify the root causes of current customer journeys or the steps needed to attain desired future customer journeys.)
Reading: Agius (Customer journey map best practices)
- Set a goal for the journey map
- Survey customers to understand their buying journey
- Ask customer service reps about the questions they receive most frequently
- Consider UX journey mapping for each buyer persona
- Review and update each journey map after every major product release
- Make the customer journey map accessible to cross-functional teams
Reading: Agius (Benefits of customer journey mapping)
- You can refocus your company with an inbound perspective
- You can create a new target customer base
- You can implement proactive customer service
- You can improve your customer retention rate
- You can create a customer-focused mentality throughout the company
Reading: Agius (Customer journey map examples)
- HubSpot’s customer journey map templates
- B2B customer journey map example
- E-commerce customer journey map example
- Future B2C customer journey map example
- Retail customer journey map example
