Is the IAB Doing Enough?

 

http://adage.com/article/digitalnext/iab/244973/

Is the IAB Doing Enough?

Metrics, Fraud and Piracy Remain Concerns in the Marketplace

By:

Ari Bluman

Published: October 29, 2013

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ARI BLUMAN

Digital-media consumption is growing, and the marketplace has made remarkable strides in recent years, but concerns remain about metrics, fraudulent traffic and the risk of supporting piracy. In TV, where the biggest advertising money is spent, marketers wouldn't pay for ads that won't be seen, are "viewed" by robots instead of people, or show up around pirated content. Digital media promotes real-time data and real-time action, but our industry must do better to maintain and bolster our credibility and viability in this area.

The responsibility must start with the online ad sellers, and this is the territory of the Interactive Advertising Bureau, which represents media and technology companies that it says are responsible for selling 86% of online advertising in the United States. The IAB may be the only organzation able to direct action and correction across the entire sell side.

Is it doing a good job of this? Sometimes, yes, sometimes no. Here are some questions (and answers) for all of us to ponder:

Is IAB doing enough to support better metrics? Yes. Through its Making Measurement Make Sense initiative, the IAB, the Association of National Advertisers, the American Association of Advertising Agencies and the Media Rating Council have driven the industry toward making digital measurement more directly comparable with traditional measurement -- a pivotal advancement. Soon, the viewable impression will be ready for wide-scale adoption. With this measurement, advertisers will be able to pay only for ads that can be seen, and buyers can make meaningful comparisons between the performance of digital and all other media. It's the gateway to new measures and models that will elevate the entire sector.

Is IAB doing enough to fight fraudulent traffic? Not yet, but it will. Not long ago, IAB established the Traffic of Good Intent Task Force, more than 30 member companies dedicated to finding solutions to this problem. The plan is to incorporate the group's future recommendations into the IAB Quality Assurance Guidelines, an adoptable framework that the industry can (and should) use to address many critical issues around brand and advertiser safety.

Is IAB doing enough to fight the advertising support of pirated content? No, though it does show signs of beginning to engage. The most recent update to the Quality Assurance Guidelines added a clause prohibiting the sale of ad inventory on sites promoting and providing pirated materials. IAB has also invited content owners to take leadership positions on the Quality Assurance Guidelines Steering Committee, to assert more publisher-friendly, anti-piracy change. These are positive moves.

Overall, is IAB doing enough? Progress could be faster, but it's doing better than anyone else.

None of what IAB and its members are doing will satisfy marketers if the recommendations aren't quickly put into practice. If sellers don't adopt the viewable impression and the Quality Assurance Guidelines as soon as possible, the whole industry will be held down.

The responsibility, however dependent on the sell side, isn't theirs alone. Agencies and marketers must also step up to work toward industry-wide consensus. The Digital Advertising Alliance's consumer privacy self-regulatory program and Making Measurement Make Sense demonstrate how the entire industry can work together to impel positive change.

There's also the money. Brands and buyers need to vote with their dollars, increasing budgets for good players. The demand is there. Marketers would invest more with interactive media, if only they were comfortable doing so. And really, everyone profits when powerful interactive consumer experiences make it to the surface.

DASH Takeaways

 

By FRED JACOBS, JACOBS MEDIA on October 28, 2013 1:38 pm

DASH panelists

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The automakers are working hard to create and refine their systems — and there is no standard.

I have to tell you that of all the things I’ve been involved with in my professional life, especially since forming Jacobs Media 30 years ago, DASH ranks right up there.  We hit a “responsive chord” (as Tony Schwartz called it) as evidenced by the nearly 300 engaged professionals who showed up in Detroit last week.

Representing companies as diverse as Ford, General Motors, Toyota, Chrysler, Panasonic, Pioneer, Mindshare,Initiative +, Nielsen, ESPN, NPR, Pandora, Slacker, Stitcher, iHeartRadio, TuneIn, Aha, and of course, leaders and managers from dozens of radio companies (who are now a few steps ahead of the game), I can tell you there was a lot of IQ and brain power in that room, constructively discussing today’s challenges and tomorrow’s possibilities.

(Above, WWJ/Detroit’s Jeff Gilbert, GM’s Greg Ross, Pioneer’s Ted Cardenas, Panasonic’s Hakan Kostepen, and Toyota’s Wayne Powell.)

DASH wasn’t just a conference about new technology.  Attendees heard some common themes from the auto experts that apply very much to radio’s challenges: differentiation, innovation, listening to consumers, and building a great experience.   Believe me when I tell you that every radio person in that room was taking notes.

They weren’t chasing a myth or the next bright shiny object. For both automotive and radio broadcasting, it doesn’t get any more real than the “connected car.”

There have already been some thoughtful reviews and analyses written about DASH.  Eric Rhoads – our partner for the conference – put together a great post and you can access it here.

And Canadian journalist, music geek, and analyst Alan Cross was also in the house, and wrote a thoughtful, smart and savvy Top 10 list of his own.  Read it here.

I have my own set of takeaways as the resident Detroiter on the DASH partner team, so here’s my are my key takeaways from the conference:

1. The next big thing is your dashboard – Consumers are excited by these  systems, and they’re driving dealership traffic.  Larry Rosin presented videotaped interviews with owners of “connected cars” and you could clearly see the impact these systems are having on content choices.  They need to be simpler and more intuitive, but the reality is that they’re here.  New car sales in the U.S. will easily top the 15 million mark this year, and according to GM’s Greg Ross and Toyota’s Wayne Powell – both of whom participated in a key DASH panel – most of those vehicles will be “connected” in some way.  As one panelist humorously noted, the new dashboard is “the most expensive iPhone accessory ever built.”
2. What’s the difference? – The automakers are working hard to create and refine their systems – and there is no standard.  For the foreseeable future, it’s every OEM for themselves, and that doesn’t count companies like Pioneer and Panasonic, both of whom were represented at DASH.  And that urge to be different and compelling needs to permeate over to the content creation side of the street.  What’s different and unique about your brand, and why should “connected car” owners take the trouble to find your content?
3. Personality matters – Our local Detroit DJ panel made a compelling – and entertaining – case for the power of “live and local.”  But they also urged the broadcasters in the room to take risks and try new things.  Great advice from the air studio, and something that every broadcaster should hear loud and clear.  We have said this many times in this blog, but broadcast radio is no longer just going at it with in-market stations for ratings – the larger competitive landscape now covers an almost infinite array of choice.  Defining the “why” of your station brand is at the heart of the challenge.
4. What’s new? – From the automotive companies to digital channels, everyone’s working hard to create new and different offerings to charm and captivate consumers.  As Larry Rosin noted about the new dashboards, they offer “a barrage of new.”  This is an area where radio lags behind.  Familiar, dependable, and consistent radio brands have their value, but in this environment, broadcasters need to address the question of “what’s new?” and get serious about innovation, R&D, and investment.
5. It’s not easy – A number of DASH sessions made the point that getting your content in the dashboard is no simple task.  Our very last session featured Ford’s Scott Burnell interviewing NPR’s Sarah Lumbard and iHeartRadio’s Brian Lakamp.  They thoughtfully addressed the high degree of difficulty of approaching OEMs with cogent, compelling proposals of partnership.  Both Lumbard and Lakamp were articulate and passionate in their descriptions of this arduous task.  Broadcast radio is not simply going to swoop into this space, talk about how great it is, and create new partnerships.  It requires a lot of work.
6. The Gen Y conundrum – Several of the auto executives at DASH acknowledged the challenge they face with Millennials, some of whom are putting off buying vehicles in favor of public transportation.  Panasonic’s Hakan Kostepen noted that no company has the ability to change a generational mindset.  But there is also confidence the automakers are working hard to research and create products that will appeal to Millennials.  And let’s get real about the numbers: while more than half of New York City residents take mass transit to work every day, only one in ten Los Angelinos takes a subway or bus to work.  And in metros like Cleveland, Cincinnati, Milwaukee, New Orleans, and Miami, it’s less than that.  Maybe some Gen Yers would like to ride a bus to work, but in most markets in the U.S., it’s not possible or desirable.  On the radio side of the street, a more proactive, realistic approach to understanding and targeting Millennials would be smart.  In this case, radio’s leaders could benefit from the approach the automakers are taking in addressing this challenge head on.
7. Sales challenges – One key aspect of DASH was showcasing car dealers who are the true contact points with consumers and their “connected cars.”  As we saw, their sales and marketing priorities have changed, and radio may have missed a memo or two.  While some are focusing on that dealer from Grand Ledge who has totally moved away from radio as an advertising vehicle, they may be missing the larger point – this is a time for the radio industry to decide to go all-in on the “connected car” and to redefine its relationships with OEMs and the people on the front lines selling and servicing cars – the dealers.  Radio sellers need to take a step back and actually listen to what moves the needle at dealerships, and then determine how they can uniquely meet those needs.
8. Intersection spawns innovation – Dozens of leaders from the automotive industry came to DASH for one reason – they are interested in the radio business.  They wanted to see first-hand what radio is thinking and creating because they simply don’t know us.  Valerie Shuman’s roundtables introduced attendees to the concept of collaboration.  I think most of them would tell you they enjoyed hanging out with professionals from different industries.  So now what?  Will radio go back to business as usual or are we going to commit to working together as two storied industries with a deep history?  Are we going to take the business cards that were exchanged at DASH, pick up the phone, and start the process?  Is the radio industry serious about engaging with automakers once this conference’s glow begins to fade?  And that leads us to…
9. A consortium? – It was first floated at the Arbitron sponsored “Radio & The Connected Car” session at The Radio Show in Orlando last month, featuring Strategy Analytics’ Roger Lanctot (a big presence at DASH) and me.  Greater Media’s Peter Smyth suggested it at DASH.   But it will require more than the formation of a group and a logo, as evidenced by the HD Radio Alliance’s checkered path.  We frankly needed more participation at DASH from the heads of radio companies, and if a consortium is to be successful, it will require more than lip service. Radio broadcasting CEOs need to show up, invest, and make this a priority.  Otherwise, the results are predictable, leading to yet another missed opportunity.
10. Take a drive – It is stunning to realize how few radio broadcasters own or have ever driven a “connected car,” experiencing precisely what consumers are seeing, thinking, and feeling when they get behind the wheel of a vehicle equipped with SYNC, Entune, CUE, or UConnect.  Before the end of 2013, I strongly advise you to buy, lease, rent, or test drive a “connected car” and see for yourself just how this technology is rocking our world.
11. You need to be there – Will there be another DASH?  We’ll see.  If you’re just reading various summaries from DASH (like this one) or tweets from #DASHaudio, I can tell you that being in that room was an entirely different experience.  We hope our efforts in the “connected car” space stimulate radio broadcasters to show up for events like the Consumer Electronics Show and automotive conferences.  As we have pointed out the past, they are typically devoid of radio executives, and that’s a missed opportunity.

On the first day of DASH, Toyota’s Wayne Powell said it best when thinking about how the automobile industry succeeds:

“Our business is all about partnerships. We are a car company. We are not necessarily experts in media or the internet. We have to have good partners.”

The time is now for radio to step up and answer the bell.  Thanks to those of you who supported DASH.

- See more at: http://www.c2meworld.com/management/dash-takeaways/#sthash.HX7bhDk7.dpuf

8 Effective Scenario Ideas for Instructional Designers

 

8 Effective Scenario Ideas for Instructional Designers

Posted by Bro. Andrew on Oct 16, 2013 in eLearning, Instructional Design, Our Favorites, Resources,Slider | 3 comments

Scenarios are a great way to make online training more engaging. They help participants learn at a deeper level. Instead of just reading, learners must read with the intent to understand and at times place themselves into the particular situation, giving participants information to make decisions.  Basically, scenarios turn information into practical application.

Why Use Scenarios?

Scenarios provide learners the opportunity to:

• apply knowledge and practice skills relevant to the situation they face
• analyze, identify issues, solve problems and formulate strategies
• learn by completing structured learning activities which resemble the challenges they are likely to face in the real world

Elements of Effective Scenarios

Here are some elements that designers should consider when creating effective scenarios:

• involves mentally processing and connecting the content presented to the question/task
• models “real-life” thinking processes that the learner has to be able to perform
• presents issue(s) related to the learning outcomes
• is sufficiently complete, complex and focused
• presents a situation, problem, or issue
• appears to be realistic
• events are in a logical order
• content is accurate, relevant, and appropriate

(Here is more research done about the effectiveness of scenarios.)

Scenario Ideas for Instructional Designers

Here are some types of scenarios that you could build upon. Make them your own. Feel free change them to fit your eLearning needs.

1. Let Me Dig Around

This could also be structured like a scavenger hunt. Allow the user to explore lots of different information. Give them a bunch of possible options and let them “dig around” to find the answer.

Example in Action: Show a customer that wants to do a bank transaction at the teller window. Below you have a driver’s license, bank system screenshot with account information, deposit tickets, and an image of the check. Ask the user to review the customer deposit and determine if the transaction should be processed or not.

2. Who Dun It?

Present the setup information and then show a list of characters. Let the user click on characters to learn about them. The user then selects their answer.

Example in Action: This could work great for a policy/regulatory type course. You could present an example of someone applying for a loan. Then click on each person to see how they would present the loan information and quote the rate. The user would choose the option that followed all of the regulations and policies.

3. Can’t We Just Talk About This?

Show two people talking back and forth. Although this might be very simple, it’s a nice way to break up a page. Instead of having a bunch of text from a conversation on the screen at the same time, go ahead and turn it into a progression. Just show one part of the conversation as a time and let it build.

Example in Action: Use this to show how a conversation might play out. You could present a situation such as an angry customer. Let’s say that a customer is calling about a billing error. Let the user choose option A, B, and C to identify different ways to handle this conversation.

4. Will I save the world?

Have a series of questions that take the user down various paths to different endings. Just think about the old choose your own adventure books.

Example in Action: This could work great for sales teams. Present a customer bio with their needs. Bob is 35, married, works in a warehouse, and rents a house. How could you start a conversation to help him see the benefits of life insurance? List a series of conversation starters and let the sales rep choose one. Then put him/her down different paths to a final outcome.

5. Line Em’ Up!

The user must go through the scenario in a certain order. If they get things out of order they fail the task.

Example in Action: Changing a tire isn’t too hard if you following a certain task order. Have a picture with various items that are used to change a tire. Make the user click the items in order that they are used. If the user clicks on the new tire before clicking on the jack then the images reset and they start over.

6. Ain’t Nobody Got Time for Dat!

Add a bit of stress to the scenario by adding a timer to the situation. The user must learn to make informed decisions within the allotted time.

Example in Action: It’s time to make some burgers. Have customer orders appear on top and make the user assemble the hamburgers correctly within a defined time limit. If they make too many mistakes and/or don’t do it in the allotted time then the customers get angry and leave. If the user looses too many customers then they need to find a new job.

7. Resistance is Futile

At some point the Borg will assimilate us all. (If you’re not a Treky then you can learn more about the Borg.) This type of scenario will force the user to get the correct answer as some point. They can’t continue until that happens.

Example in Action: Use this scenario type when teach concepts that are high risk and must be done correctly. Training CPR would fall into this category. Present an emergency situation and have the user click on the steps to do CPR. If they get a step incorrect then they must correct it before moving on. It is vital that this skill is learned properly.

8. Don’t Hide Behind Momma’s Skirt!

So, I’ll show you how to do it but after that you’re on your own. The user can see examples but then must go into the “real world” and prove themselves.

Example in Action: This could be good for system training. Show the user how to setup new accounts on the software and then let them do it on their own. Another good use would be for math. Let’s say a teacher wants to build a scenario on the Order of Operations. Show an example equation and describe what parts of the equation get calculated first. Then show another equation and let the student do it on their own.

Extra Bonus Scenarios

Thanks for reading this far faithful eLearning reader! Since you’ve read this far (or scanned this far) I’m going to give you an extra bonus scenario ideas!

Survival – This Survival scenario puts you into the scenario of an airplane crash landing in the mountains. You must make decisions to see if you can survive. See the Smart Builder example.

Quarantine – A branching scenario where you make decisions on how to run a military base for aliens. See more of the Quarantine example in the Adobe Blog.

Connect with Haji Kamal – Built for the US Army on how to create rapport across cultures. See Connect with Haji Kamal.

Additional Scenarios Resources

Cathy Moore’s — Tips on How to Write Good Scenarios

Cathy Moore’s — When you need a branching scenario

SHRM — 10 Scenarios to Address How to Have Difficult conversations with employees (classroom based material that could be built as an online course)

Kineo — 3 Ways to Use Scenarios

Gfk

Gfk define data para iniciar operação no País

Instituto alemão de pesquisas deve começar a medir audiência em janeiro de 2014

23 de Outubro de 2013 • 10:33

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Luiz Claudio Costa, presidente da Record; José Roberto Maciel, vice-presidente do SBT; Fabio Wajngarten, sócio e fundador do Controle da Concorrência e Dominique Vancraeynest, head mundial de negócios da GFKCrédito: Divulgação/Andressa Anholete

Gfk já tem data para iniciar operação no Brasil. O instituto de pesquisas alemão, que fez acordo com as emissoras Bandeirantes, Record, SBT e RedeTV, deve começar a medir audiência em janeiro de 2014, ainda em fase beta.

Os primeiros relatórios, considerados válidos, devem ser divulgados no segundo semestre do próximo ano, de acordo com informações do Notícias da TV.

Em agosto, os contratos com as emissoras estavam em fase jurídica. O Gfk terá um painel nacional e outros regionais em 15 metrópoles. Como diferencial ao concorrente Ibope, o instituto assegura mediação mais barata, robusta e tecnologicamente mais moderna.

Leia Mais: http://www.meioemensagem.com.br/home/midia/noticias/2013/10/23/Gfk-define-data-para-iniciar-operacao-no-Pais.html?utm_source=newsletter&utm_medium=email&utm_campaign=mmbymail-geral&utm_content=Gfk+define+data+para+iniciar+opera%E7%E3o+no+Pa%EDs#ixzz2il8o2lCO 
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In Brazil, Mobile Usage Cuts Across Income and Age Groups

 

Oct 24, 2013

 

Middle-class consumers in Brazil have caught up with mobile usage among those with higher incomes

eMarketer estimates there will be nearly 30 million smartphone users in Brazil by the end of this year—20.8% of the country’s mobile phone users. Data from the Interactive Advertising Bureau (IAB Brasil) and comScore showed tablets as the fourth most common device to access the internet in Brazil, with a 39% penetration rate among internet users.

In this expanding market, mobile devices with increasingly varied capabilities are making it harder for marketers to keep tabs on user behavior. Interestingly, despite the many mobile activities now available to consumers in Brazil, most usage patterns are similar across demographics.

June 2013 data from Pagtel, a mobile payments company, and E.Life showed that apps for social networks and messaging were used by more than 96% of tablet and smartphone users in Brazil, with no significant variation between users of different socioeconomic levels (SELs) or age groups. Similarly, apps for maps and navigation were used by 93.4% of wealthier A/B SELs, and 94.1% of those in the C group. The trend continued with apps used for banking, gaming, health, music and video.

When it comes to ecommerce, however, there is a clear distinction in app usage by income. In the study, while 61.5% of smartphone and tablet users in the A/B class used travel apps on their devices, that share dropped to 47% for middle-income C-class consumers. The gap is similarly significant for shopping and buying apps, as well. This is likely due to higher-income consumers—also likely to be early ecommerce adpaters—being more comfortable with the prospect of spending money via mobile devices.

Looking into content consumption on mobile devices, Pagtel and E.Life found narrow margins separating usage across income levels. Age, however, was a more marked divider. While older mobile users were more prone to read newspapers, magazines and books on smartphones and tablets, younger users viewed films and TV series more heavily on these devices.

Although consumer behavior is invariably tied to age and income to some extent, the easier access to various media via multiple devices seems to be blurring those lines. According to Felipe Lessa, marketing director at Pagtel, “The boom in Brazil’s digital inclusion over the last few years has meant that the middle-class consumer is exposed to essentially the same type of content and intensity as those in the wealthier class. So it is increasingly difficult to tell usage apart based purely on traditional age, gender and income metrics. But when spending is a factor, the difference is indeed more clearly there.”

 

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©2013 eMarketer Inc. All rights reserved. www.emarketer.com

 

Kantar Launching TV Measurement Service

 

Kantar Launching TV Measurement Service

Set-top box data used to deliver commercial ratings

By Jon Lafayette -- Broadcasting & Cable, 10/7/2013 10:29:46 AM

Kantar Media says it is launching a new television audience measurement service based on data from more than one million set-top boxes.
The syndicated service, Kantar Media Audience Advisor is designed to provide deep insights into consumer viewing behavior, including program engagement and commercial ratings.
Kantar would be competing with Nielsen, which is the leader in the TV audience space, and other data companies including Rentrak, which also uses set top box data for TV research.
By integrating purchase and demographic data from third party partners, Kantar plans to be able to offer information based on demographics and shopping behavior.
Clients planning to use Audience Advisor include GroupM and Saatchi & Saatchi.
"Kantar Media Audience Advisor will provide us with new and valuable insight across a broad national footprint of television households," Rino Scanzoni, Chief Investment Officer for GroupM, said in a statement. "Its combination of second-by-second viewing behavior and robust purchasing data offers the kind of consumer understanding we need to help us make our clients' advertising campaigns as effective as possible."
Kantar says it will bring the necessary quality and research expertise that is standard in currency measurement to Audience Advisor through ongoing data acuity initiatives conducted in the company's exclusive set-top box return path data (RPD) lab facility.
"Audience Advisor is a natural evolution of the audience measurement work that Kantar Media began when it pioneered RPD for analysis of television viewing behavior," said George Shababb, president of Kantar Media Audiences.  "The complexity of the marketplace has increased the need for broader, more comprehensive insights but only if they are based on quality data.  As a well-established research company with a focused mission, Kantar Media is uniquely positioned to deliver on the need for advanced audience measurement systems that can deliver the power of Big Data along with a high level of data acuity and powerful analytics."

KPMG: Businesses Are Turning Crowdsourcing Communities Into “Assets” To Build Value

 

BY PRITI AMBANI / TUESDAY, 01 OCTOBER 2013 / PUBLISHED IN BUSINESS MODELS, CROWDSOURCING, ENTERPRISE, EUROPE, EVENT, EXPERT INTERVIEWS, INNOVATION, OPEN INNOVATION, STAKEHOLDER ENGAGEMENT

Priti Ambani is the Global Media Director at CrowdSourcing Week, a thought leader and prominent writer on social and environmental enterprises, start-ups and Web 2.0 businesses. As the Director and Managing Editor of Ecopreneurist, Priti has been instrumental in growing the site into a notable social business resource. Specializing in her ability to work with impact organizations from the ground up, Priti has developed successful business and communications strategies for fledgling start-ups, social and environmental enterprises. She also serves as a sustainability consultant at GreenDen consultancy and advises on CSR and the triple bottom line. Priti is a Professional Engineer and holds a Master’s degree in Biological Resources Engineering from the University of Maryland, College Park.

inShare1

KPMG’s global crowdsourcing tool, Crowd Connection®, powered by the Chaordix Crowd Intelligence™ offers organisations insights from a customisable online community to provide employee engagement, market intelligence, brand feedback and product co-creation and innovation.

Crowdsourcing can tap into key customer and employee segments to help organisations understand what they want them to do and, most importantly, why , before implementing change within their business. It can also be utilised to gain feedback on changes organisations have already made.

Matt Sevenoaks leads the KPMG global crowdsourcing service line “Crowd Connection” and manages KPMG’s alliance with the crowd intelligence company, Chaordix. On the eve of Crowdsourcing Week’s Summit in London (at which KPMG is a premier partner) aimed at crowd business solutions, Matt talks to us about how crowdsourcing is being harnessed to deliver business value at the enterprise level.

1) Please tell us about the big enterprise challenges your clients in the UK face.

Generational change, technology change, regulatory change and the increasing global reach of organisations, means our clients are acting in a much more complex, diverse and fast-paced environment than ever before.
This means that most large organisations not only need to innovate and change faster and more fundamentally than ever before, they also need to do so with a multi-generational, multi-demographic workforce and customer base.
We can see that more and more organisations are coming to the realisation that the “traditional” means of change and innovation just don’t deliver the results in this environment anymore. And they start to look at new ways to achieve this through participation of stakeholders, i.e. employees, customers and the public.
I have been a management consultant for quite some time now, and I have never seen so much change happening on such fundamental level, not even in the early 2000s when the first “New Economy” emerged.

2) Crowdfunding is huge everywhere now. Are other aspects of crowd powered solutions – like open innovation, crowd labor or crowd creativity catching on in the UK, at the enterprise level?

Crowd powered solutions are happening across the spectrum of collective intelligence. Different from crowd labour and crowd funding, “Crowd Intelligence”™ (as coined by our strategic partner, Charodix Inc) involves accessing the wisdom of a stakeholder collective whether internal or external to conduct Market Insights, Brand development and Innovation.

We are seeing a major uptake in engagements across this spectrum in all industries. Banks and Financial institutions have reached out looking to embed deep cultural change across their large employee base using change management embedded with confident and deep data from the employee base. Business-to-business communities in this sector are engaging in market insights and co/creation with key participants in their value chain.

Major consumer package goods manufacturers have turned to the crowd to provide deeper qualitative and quantitative insight that is interactive, dynamic and significantly more cost effective than traditional methods.

Perhaps the greatest trend is that potential customers are no longer seeking just “one off” programs to satisfy a single objective for a limited period, butseeing the opportunity to position a crowdsourcing community as an “asset” of the business that is persistent, managed and utilized over an extended period of time.

3) What are some of the crowd solutions offered by KPMG and what results have you seen so far?

With Chaordix, we are embedding their Crowd Intelligence™ platform and managed service methodology within new and existing services from KPMG – both in the People and Change area as well as Customer and Growth. Branded by KPMG as Crowd Connection, these comprehensive services are being delivered within several Financial Institutions as we speak and being proposed in a dozen more within the UK. It is still early days but clients are welcoming the approach as an extremely simple and cost effective way to create a two-way dialogue with their most valued stakeholders.

4) Is there a typical company profile that adapts well to crowd platforms and what are the first steps you take with prospective clients?

Most companies embracing the Crowd Connection offering are keen to innovate and be more open, but are mostly driven by a desire to connect with their customers and employees on a deeper level around strategy and how to improve their business. These companies recognise that connecting with customers and employees in this way will become common place within the next few years, and want to ensure that they learn how to draw value from it as soon as possible to gain advantage over their competitors.
In terms of first steps, there are some key questions that we explore with clients.. Some common ones are listed below:
• What strategic challenges do you have where tapping into a pre-determined stakeholder crowd?
• What are your ultimate goals in terms of what you want from this crowd?
• Why will your goals resonate with that crowd too?
• What crowd segments would be best qualified to address your challenges?
• Which stakeholder(s) within your organisation would need and use the outputs?
• What intrinsic and extrinsic motivations will drive the crowd to participate? (shared knowledge, doing social good, recognition amongst peers or rewards?)

5) Are there any road blocks that companies face when they want to adopt crowd solutions? What are they and how can they be overcome?

Some organisations ask the question “is this just another social media tool?” But Crowdsourcing is not just a conversational tool or discussion board like Twitter or Facebook, but a structured, dynamic, ongoing conversation with an end goal, and a solution in mind. In an employee crowd context, crowdsourcing enables participants co-create the future of their organisation and identify the future leaders and change agents who want to take the insights and ideas of the collective workforce and make it a reality.

Read more: http://crowdsourcingweek.com/businesses-are-turning-crowdsourcing-communities-into-assets/#ixzz2gTwWRcj7

TV Watchers Want Original Content, No Matter the Platform

NETFLIX FOLLOWS CABLE FOR HIGHEST PERCENTAGE WITH SUBSCRIPTIONS

The days of cable companies maintaining a stranglehold on content pipelines are a distant memory. Today, TV viewers have a wealth of options available to them, with some of the most appealing TV content coming though digital channels. But research shows that those who watch TV content place a premium on the ability to watch original programming.

In a June 2013 survey from PricewaterhouseCoopers, 63% of US internet users said that an offer of original content was at least somewhat important in influencing their decision to select a particular subscription service. And the importance of original content offerings was most pronounced among those ages 25 to 34.

Netflix, clearly realizing that studios and other content producers are moving into the digital distribution game, have fired back with their own attempts at content creation. And they've already met with success—the David Fincher-directed online show "House of Cards" recently won an Emmy, marking the first time an online video distributor snagged such an honor.

When it came to assessing the popularity of online sites hosting TV content, Netflix took top honors. More than six in 10 respondents said they relied on Netflix to watch shows. In comparison, just under half visited TV network sites, while just over one-third used Hulu, and almost three in 10 subscribed to Amazon Prime.

But when it came to pay TV packages that respondents subscribed to, cable TV still dominated. Seventy percent of respondents shelled out for cable TV, while only 41% splurged on Netflix. Amazon Prime was the next most popular digital channel users subscribed to, at 18%, followed by iTunes (16%) and Hulu (8%).

Cable was especially popular with those ages 18 to 24, with the data providing a counterargument to the idea that younger consumers are more willing to cut the cable cord.

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