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Since the invention of the Internet, search engines have evolved to be not more than global web address books. In essence, Google Search is a high quality, fast, and digital "Yellow Pages" directory of web addresses. Search engines including those of Google, Yahoo, and Microsoft hardly help people to make better and faster decisions especially when buying items or faced with alternatives. The Customer Experience Web (CEW) could change all that. The CEW is conceived to be an online repository of customer experiences on everything: products, services, businesses, places, people, and tools. The ultimate goal is that every object in the world will have customer experience maps in the CEW. These customer experience maps will be co-created by people in all parts of the world and in their own time and for their own items of passion. This presentation shows a sample of co-created customer experience maps for the item of "Wikipedia." The presented maps summarize the results of a recent Wisdomsourcing Survey in a community of over 200 professionals from 33 countries all over the world. In other words, the customer experience maps were co-created or 'crowdsourced' by the Wisdomsourcing community. This Wisdomsourcing Project marks the start of the Customer Experience Web. Welcome to the age of the "decision-making engine."
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Customer Experience Maps for WIKIPEDIA
Dr. Rod King&
Online Wisdomsourcing Community(In LinkedIn and Ning Networks)
W I S D O M S O U R C I N G
A Global CUSTOMER EXPERIENCE DIRECTORY
Overview of WisdomsourcingA Systematic Collaboration Project on the Internet
MAIN GOALS• To illustrate use of the Wisdomsourcing methodology in systematically and collaboratively improving the customer experience of products and services
• To apply the Wisdomsourcing methodology in co-creating a Customer Experience Directory (Web). Project No. 1 focuses on creating a directory of Customer Experience Maps for selected crowdsourcing websites
START DATE OF PROJECT NO. 1• November 2009
PROJECT INITIATOR/COORDINATOR• Dr. Rod King, developer of the Wisdomsourcing methodology and templates
CO-CREATORS ON THE INTERNET• Over 200 Professionals from 33 Countries (all over the World)
WISDOMSOURCING• A global Think Tank for systematically and collaboratively harnessing ideas for answer-ing challenging questions in business & life
• A systematic and collaborative Goal Achievement Methodology for Everything (G.A.M.E.): co-achieving challenging goals for products; services; businesses; places
• A tool for systematically and collaboratively creating the Customer Experience Web
Locations: Membership is FREE!• http://wisdomsourcing.ning.com• LinkedIn Group: “Wisdomsourcing”
Contact• [email protected]• http://twitter.com/RodKuhnKing
• Rod King (2009)• Systematic Collaboration• Customer Experience Pain• Trade-off Problems & Strategies• Roadmap for Wisdomsourcing• Customer Experience Map• 2D-Evaluation: Trade-off Map• Strategy Profile; Plan; Dashboard• Customer Experience Directory (Web)• Think Tank; Movement; Experience
• Alex Osborne (1953)• Rules for Brainstorming – No criticism during idea generation• ‘Blue Sky’ Thinking and Ideas
• Jeff Howe (2006)• Crowdsourced Goods and Information Products• Off-site Tools for Strategic Analysis and ProblemSolving
• ‘Ad hoc’ Group• Unlimited Number of Volunteers• Peer Production; Documentation• Open Innovation and Value Chain• Prosumers: Consumers who participate like employees/producer in a business• Competitions; Contests; Prizes• Recognition; Reputation
• Organic Process• Online Collaboration• Collaborative Idea Generation• 1D-Evaluation; Voting
• Myriad Generated Ideas
• Offline• 1 Physical Location• Formal Group
WISDOMSOURCING3.
CROWDSOURCING 2.
1.BRAINSTORMING
The Evolution of WISDOMSOURCING
CORE VALUES
GREATER Customer Happiness, Delight; Customer Acquisition, Loyalty, and GROWTH
VISION A GLOBAL THINK TANK For
Collaboratively Identifying And Resolving Customer Experience Pain Everywhere
GOALS & STRATEGIES
• To virally grow the movement, experience, and methodology of WISDOMSOURCING• To collaboratively and systematically develop Disruptive Innovation/Blue Ocean and other strategies for improving CUSTOMER EXPERIENCES• To collaboratively develop a Global Customer Experience Directory (Web)
MISSION
• Harnessing the World’s Collective Genius and Delighting More People in the Customer Experience Web• Radically reducing the failure rate of businesses especially startups• Democratizing business planning, strategic planning, innovation, and competitive intelligence
RESOURCES
• World of Wisdomsourcing (WoW)
• Roadmap for Wisdomsourcing Strategy Projects
• Global Community Resources and Value Network
Delightful Experiences
A Vision of Wisdomsourcing
Collaboration Open Innovation
What Will Be The Next Hit in The Evolution of BUSINESS DIRECTORIES?
LOCALBusiness Directory
REGIONALBusiness Directory
ONLINEBusiness Directory
ONLINECustomer Experience
Directory (Web)
Centralized Input(Business addresses) Decentralized Input
(Customer Experiences)
COMPETITORS/ENTREPRENEURS/STARTUPS/INNOVATORS/DESIGNERS• Real-time customer intelligence and feedback on competitors as well as best practices• Monitoring and management of the customer experience of products and services• Faster competitive analysis
MARKETERS/RESEARCHERS• Savings in cost and time when compared to doing traditional market research/surveys• Easier identification of market trends• Faster identification of opportunities especially for disruptive innovation
BUSINESS PLANNERS/STRATEGISTS/ANALYSTS/QUALITY MANAGERS• Faster preparation of business and strategic plans as well as SWOT analysis• Listening to the Voice of the Customer• Seeing the business through the Eyes of the Customer: Observers; Early adopters; Regular users; Upgraders; Retirees
CUSTOMERS/ PROSPECTS/INVESTORS• Better and faster decisions when buying or investing in a product/business• Reduction in the failure of products and services as well as businesses and places• The almost instant generation of Customer Experience Maps for the toughest challenges in business & life
USERS & BENEFITS OF A GLOBAL
CUSTOMER EXPERIENCE DIRECTORY
Users & Benefits of a Global Customer Experience Directory
GRAPHIC DESIGN/MARKETING/PR
IDEA GENERATION/PROBLEM SOLVING/INNOVATION CHALLENGES
EDUCATION/NEWS/TIPS
SOFTWARE DEVELOPMENT
MISCELLANEOUS
JOBS/CUSTOMER SERVICE
CUSTOMER EXPERIENCE DIRECTORY
FOR CROWDSOURCING
(Selected Websites)
MANUFACTURING/SERVICE BUSINESS
MEDIA/GAMES/ENTERTAINMENT
Wisdomsourcing Project No. 1 Collaboratively Building a Customer Experience Directory
EXISTING PAIN
• Traditional business directories are bulky and not readily accessible• Online directories are not orientat-ed towards providing information that facilitates decision-making
DESIRED RESULTS
• Customer Experience Directory that is co-created by customers• Customer Experience (Wisdom-sourcing) Map for businesses• Zoomable Wisdomsourcing Maps
SITUATION/CHALLENGE/QUESTION
• Business directories are basically address books of businesses. This project aims to answer the question: How best to redefine, document, and improve the customer experience of directories?
EXISTING DELIGHT
• Business directories contain information on businesses that are locally available• Business directories are generally provided free of charge to consumers
PROJECT TEAM
• Wisdomsourcers in LinkedIn business network• Wisdomsourcers in Ning social network (http://wisdomsourcing.ning.com)
SCOPE
• Do pilot project on collaboratively building a customer experience di-rectory for crowdsourcing websites• Review crowdsourcing websites• Develop scenarios for disruptive innovation & Blue Ocean strategies
PROJECT CHARTERFOR
CUSTOMER EXPERIENCE DIRECTORY
OPPORTUNITIES
• Participation in the first ever Customer Experience Directory that is co-created by global customers• Sharing/development of expertise in crowdsourcing & wisdomsourcing
GOALS & OBJECTIVES
• To radically improve the customer experience of business directories• To carry out a pilot project for collaboratively building a global customer experience directory (web)• To illustrate “Wisdomsourcing”
Charter for Project No. 1Customer Experience Directory
CUSTOMER TRADE-OFF
BUSINESS STRATEGIES/CUSTOMER SUGGESTIONS
CUSTOMER SEGMENTATION
CUSTOMER PREFERENCES
COMPETITORS
CUSTOMER DELIGHT
WISDOMSOURCING MAP
(For a Product; Service; Business; Place; Tool)
VALUE CHAIN (Business Model)/ DASHBOARD
CUSTOMER PAIN
The Wisdomsourcing Map and its 8 Customer Experience Maps
CUSTOMER TRADE-OFF
• What is the existing/desired customer trade-off in employing X?
BUSINESS STRATEGIES/CUSTOMER SUGGESTIONS
• What are suggestions, ideas, strate-gies, and/or scenarios for radically improving the experience of X?• What are the strategy profile and strategic plan for X?
CUSTOMER SEGMENTATION
• Who are the customers of X?
CUSTOMER PREFERENCES
• What are customer preferences in the sector or area of X?
COMPETITORS
• Who/What are the direct and indirect competitors of X?
CUSTOMER DELIGHT
• What is the customer delight in employing X?
QUESTIONS FOR AWISDOMSOURCING MAP
For X
(X= Product; Service;Business; Place; Tool)
VALUE CHAIN (Business Model)/ DASHBOARD
• What is the existing value chain (business model/dashboard) for X?• What is the desired value chain (business model/dashboard) for X?
CUSTOMER PAIN
• What is the customer pain in employing X?
Questions for a Wisdomsourcing Map
Customer Experience Directory: Crowdsourcing Section
WIKIPEDIA
WHAT?• Online encyclopedia where volunteers collaboratively create, contribute, and edit content
• Users access content of online encyclopedia for free
WHO?• Founders: Jimmy Walesand Larry Sanger
• Users of the Internet: Researchers/Subject experts/Reviewers
• Donors; no advertisers
WHY?• Information should be freely accessible and available
• Harnessing collective wisdom
WHEN/WHERE?
• Established in 2001
• www.wikipedia.org
• Online; 24x7
WIKIPEDIA
Wisdomsourcing Map for WIKIPEDIAAn Aggregation of Personal Customer Experience Maps
Visual Summary of Results for the Wisdomsourcing Survey
Project No. 1
Global Customer Experience DirectoryHarnessing the World’s Collective Genius
GoWisdomsourcing Map for
PainCustomers Delight Trade-off StrategiesPreferences Value Chain Competitors
WIKIPEDIAGlobal
Personal
Social
CUSTOMER TRADE-OFF
BUSINESS STRATEGIES/CUSTOMER SUGGESTIONS/
CUSTOMER SEGMENTATION
CUSTOMER PREFERENCES
COMPETITORS
CUSTOMER DELIGHT
WISDOMSOURCING MAPFOR
WIKIPEDIA
VALUE CHAIN (Business Model)
CUSTOMER PAIN
Wisdomsourcing Map An Aggregation of Customer Experience Maps
Wikipedia
CUSTOMER SEGMENTATIONCrowdsourcing MarketWikipedia
WORLD/SOCIETY/ECONOMY/WEB
REMOTE CUSTOMERS
INDIRECT CUSTOMERS
DIRECT CUSTOMERS
Freelancers
Politicians
Non-Internet Users
DevelopersNetworkers
Planners
Schools/UniversitiesKnowledge Workers
ResearchersTrendspotters
Automotive TrendsettersBig Brand Companies
Graphic ArtistsOpen Innovators
Job Seekers
Citizen Journalists
MarketersBrainstormers
Strategists
Analysts
Industrial Designers
Utility Companies
Engineers
Organizations that are strapped for cash
Service Organizations
Webinar Participants
Authors
Students
Housewives
Faith-based Professionals
Generation X (Baby Boomers)
People who don’t understand the concept or value of crowdsourcing
Non-educated People
Observers
Pollsters
EntrepreneursInvestors
Professional Businesses B2B
Potentially Unsatisfied Customers
The Unaware The UninterestedThe Refusers
Families
Seniors
INDIRECT COMPETITORS
REMOTE COMPETITORS
DIRECT COMPETITORS
INDIRECT COMPETITORS
• Webster Dictionary• Search Engines (Horizontal/ Vertical)• Personal Network on Ning and Twitter
REMOTE COMPETITORS
DIRECT COMPETITORS
• Books• Bookshelves• Personal Networks
COMPETITORS OFWIKIPEDIA
REMOTE COMPETITORS
DIRECT COMPETITORS
• Printed encyclopedias• Dictionaries
COMPETITOR SEGMENTATIONWikipedia
(-): PAIN -> Competition
(+): DELIGHT-> Revenue
Disruption Spot
Luxury Spot
Strategic Choice
HighRevenue
LowRevenue
MARKET (CUSTOMER JOB): Obtaining/Sharing informationPeriod/Year: November/December 2009
Zero Trade-off
COMPETITOR TRADE-OFF MAPHit Zone vs. Struggling ZoneWikipedia
Remote Competitors Indirect Competitors Direct Competitors
KeyHit Zone:
Struggling Zone:
CUSTOMER WORD OF MOUTHRespondents of SurveyWikipedia
4. World/ Society/
Economy/Web
3. Remote Prospects
2. Indirect Customers
1. Direct Customers
DIRECT CUSTOMERSWord of Mouth (Virality)
Hit Zone = 100%• Delighters = 70%• Satisfiers = 30%
Struggling Zone• Dissatisfiers = 0%
Word-of-mouth Chance = Hit Zone – Struggling Zone =100 – 0 = 100%
Key: Flow of information/people/material/multi-media
CUSTOMER EXPERIENCE JOURNEY
Observers(12.5%)
Early Adopters(25%)
Regular Users(62.5%)
Upgraders(0%)
Retirees(0%)
Wikipedia
Chasm
Fault line
CUSTOMER HIERARCHY OF GOALSWikipedia
OUTCOME• Reliable information on everything• Free access to information and knowledge
MAIN GOALQuickly obtain an end result, share information, or increase expertise on a topic
CORE PURPOSE• General and comprehensive knowledge-base• Sharing of information and knowledge
FUNCTION• Comprehensive and collaborative online encyclopedia
CUSTOMER EXPERIENCE PROPOSITIONSWikipedia
Direct Customers
Indirect Customers
Remote Customers
World/Society/Economy/Web
• SuperHit Spot-Proposition
• Luxury Spot-Proposition
• Sweet Spot-Proposition
• Disruption Spot-Proposition
• Blue Ocean-Proposition
High-end(Short Head)
Mass Market (Long Tail)
Customer Experience Propositions
“The free encyclopedia that anyone can edit”
CUSTOMER PAINWhy People Become DissatisfiersWikipedia
• Inadequate personalization/ customization
• Gaps in information• Lack of depth in some areas• Sparsely populated entries on some topics
• Lack of reliability• Variation in quality of information• Reported inaccuracies in some articles
• Inadequate interaction/follow-up
• Some moderators become lecturers
• Sometimes, US-centric
WIKIPEDIA’SCUSTOMER PAIN
• Sometimes, quirky indexing
• Information overload• Difficulty in scrolling through a long list of information
CUSTOMER DELIGHTWhy People Become DelightersWikipedia
• Surprising and delightful information
• Democratic• Neutral• No editorial board
• Free• No ads
• Good mechanism for learning• Ability to add insights
• Good cross-referencing
• Easy navigation/browsability• Easy to locate information• Ease of use• Ability to drill down
WIKIPEDIA’SCUSTOMER DELIGHT
• Clear policies and rules
• Freely accessible information• Comprehensiveness• Wide coverage• Available in many languages
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
High
Low
Low High
Zero Trade-off(“What customers ultimately want:Free, Perfect, Now”)
CUSTOMER TRADE-OFF MAPCustomer Pain vs. Customer DelightWikipedia
70%
30%
No. of respondents = 8 Word-of-mouth Chance (Virality) = Hit Zone – Struggling Zone = (70% + 30%) – 0% = 100%
MARKET (CUSTOMER JOB): Obtaining/Sharing informationPeriod/Year: November/December 2009
CUSTOMER PREFERENCESPain FactorsWikipedia
CUSTOMER PREFERENCESDelight FactorsWikipedia
ITEM CUSTOMER EXPERIENCE: December 2009
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Trade-off Criteria/ Preferences TOOL
Function/Content/Elements/Theme
Quality/ Performance/ Accuracy
Social Aura/Cachet/Prestige
Personalization/Customization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction
Complexity/ Difficulty/Support/Range/Risk
Processing Time/Delay/Age
WEIGHT (IMPORTANCE)
29.3% 33.0% 16.4% 21.3% 21.0% 27.5% 26.6% 24.9%
Wikipedia 8.31 7.09 7.75 5.59 1.14 3.67 3.14 2.43
CUSTOMER EXPERIENCECURVES
Key -> 1: Low level; 10: Extraordinary level of experience
: Weak (Vulnerable) spot
Customer Experience Quotient (CEQ) = Weighted Pain/Weighted Delight = 2.73/7.24 = 0.38
CUSTOMER EXPERIENCE CURVESWikipedia
10
8
6
4
2
0
Market Segment/Location: CrowdsourcingMission/Vision: “Free and open sharing of knowledge”
ITEM CUSTOMER EXPERIENCE: December 2009
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Trade-off Criteria/Preferences TOOL
Function/Content/Elements/Theme
Quality/ Performance/ Accuracy
Social Aura/Cachet/Prestige
Personalization/Customization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction
Complexity/ Difficulty/Support/Range/Risk
Processing Time/Delay/Age
WEIGHT (IMPORTANCE)
29.3% 33.0% 16.4% 21.3% 21.0% 27.5% 26.6% 24.9%
Wikipedia 8.31 7.09 7.75 5.59 1.14 3.67 3.14 2.43
Competitor ….
Competitor ….
E: Eliminate
R: Reduce
I: Increase
C: Create
Key -> 1: Low level; 10: Extraordinary level of experience Customer Experience Quotient (CEQ) = Weighted Pain/Weighted Delight = 2.73/7.24 = 0.38
CUSTOMER EXPERIENCE TACTICSWikipedia
Market Segment/Location: CrowdsourcingMission/Vision: “Free and open sharing of knowledge”
Quality/ Performance
Accessibility/ Availability
Cost (Price)
Social Aura/Cachet
Personalization/ Customization
Simplicity
Love (Loyalty/Fun)
Basic Need
0
5
10
Strategy Profile for “Luxury” Wikipedia
Zero Trade-off Luxury Spot
ELEMENTS OF LUXURY INNOVATION STRATEGY FOR WIKIPEDIA:
DELIGHT TACTICS:- Eliminate ……………………………………………- Reduce ……………………………..…..……………- Increase ……………………….……….……………- Create/Procure ……………….…….……………
• PAIN TACTICS:- Eliminate ……………………………………………- Reduce ……………………………..…..……………- Increase ……………………….……….……………-Create/Procure ……………….…….……………
Customer Value PropositionHigh performance (brand) at exclusive price
Targeted Customer Segment (Interviewees)Well-to-do customers in the ‘short head’
STRATEGY ARCHETYPE FOR LUXURY INNOVATIONWikipedia
Customer Value Proposition/Core Purpose: ……………………………………………………………………….…………………
Quality/ Performance
Accessibility/ Availability
Cost (Price)
Social Aura/Cachet
Personalization/ Customization
Simplicity
Love (Loyalty/Fun)
Basic Need
0
5
10
Strategy Profile for “Good Enough (Disruption)” Wikipedia
Zero Trade-off Luxury Spot
ELEMENTS OF DISRUPTIVE INNOVATION STRATEGY FOR WIKIPEDIA
• DELIGHT TACTICS:- Eliminate ……………………………………………- Reduce ……………………………..…..……………- Increase ……………………….……….……………- Create/Procure ……………….…….……………
• PAIN TACTICS:- Eliminate ……………………………………………- Reduce ……………………………..…..……………- Increase ……………………….……….……………- Create/Procure ……………….…….……………
Customer Value PropositionGood enough-performance (quality) at a low price
Targeted Customer Segment (Interviewees)The masses/customers in ‘long tail’
STRATEGY ARCHETYPE FOR DISRUPTIVE INNOVATION
Customer Value Proposition/Core Purpose: ……………………………………………………………………….…………………
Quality/ Performance
Accessibility/ Availability
Cost (Price)
Social Aura/Cachet
Personalization/ Customization
Simplicity
Love (Loyalty/Fun)
Basic Need
0
5
10
Strategy Profile for “Blue Ocean” Wikipedia
Zero Trade-off Blue Ocean
ELEMENTS OF BLUE OCEAN STRATEGY FOR WIKIPEDIA
• DELIGHT TACTICS:- Eliminate ……………………………………………- Reduce ……………………………..…..……………- Increase ……………………….……….……………- Create/Procure ……………….…….……………
• PAIN TACTICS:- Eliminate ……………………………………………- Reduce ……………………………..…..……………- Increase ……………………….……….……………- Create/Procure ……………….…….……………
Customer Value PropositionHigh performance (quality) at a low price
Targeted Customer Segment (Interviewees)The masses/customers in ‘long tail’
Customer Value Proposition/Core Purpose: ……………………………………………………………………….…………………
STRATEGY ARCHETYPE FOR BLUE OCEAN INNOVATIONWikipedia
• Employ creative activities• Use innovative strategies• Clarify problem to be solved and its relevance• Facilitate solution of complex problems• Provide mechanism that secures IP of owner to prevent stealing & abuse
• Streamline to manage information overload• Carefully choose topic so that it is not too broad• Categorize inputs
• Get more intuitive user interface • Intuitive navigation• Provide easy to use interface• Introduce tools that provide faster analysis/response
• Crowdsourcing should be project-based rather than generic• Learn from TV talent contests that depend on a public vote• Encourage people to contribute their part• Make it easier for participants to find people with similar interests
• Give feedback to every contributor• Close the loop of information and provide feedback• Provide incentive for people to build on existing ideas and make them robust
• Provide overarching disciplines: Brainstorming, Crowdsourcing, and Wisdomsourcing• Arrange for people to anonymously participate in surveys• See example at quirky.com
CUSTOMER SUGGESTIONS(Crowdsourcing Market)
• Give rewards for community interaction• Provide incentive mechanism that stimulates cooperation• Let voters pay for their input as in ‘X Factor’ program
• Become more accessible• Make crowdsourcing website accessible anywhere (mobile/ desktop/phone)• SMS/MMS responses may be more effective for surveys
CUSTOMER SUGGESTIONSScenarios & Evolutionary Patterns for Crowdsourcing Market
Wikipedia
E: ENVIRONMENT
• Competitors: Google etc.• Non-customers/Non-consumers• Partners• Investors : Donors• Gov./Community/Society/Environment
VALUE CHAIN (Business Model)
FORWIKIPEDIA
2009
P: PROCESSES/COMPETENCIES
• Strategic management• Operational management• Software development & management• Open innovation/crowdsourcing• Creating/reviewing/editing content
R: RETAILERS/DISTRIBUTORS/ CHANNELS/INTERFACE
www.wikipedia.org
E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE
• CEO• Regular employees
• Board of Directors
C: CUSTOMERS/CONSUMERS
• Internet users (Short head/Long tail)• Researchers/Subject experts• Knowledge seekers/reviewers• Collaborators/Volunteers/Prosumers
O: OUTPUTS/PRODUCT/SERVICE
• Wikipedia: A high quality, online, and collaborative encyclopedia that is freely available and without advertise- ments
S: SUPPLIERS/MATERIALS
• Volunteer-creators/editors/reviewers• Office equipment and materials
M: MACHINERY/EQUIPMENT/ FACILITY
• Computers/servers• Software (Wiki) applications• Collaboration technology
KEY Existing Revenue (Donations/Information flow) Potential Revenue (Information flow)
Existing Cost (Information Flow) Potential Cost (Information Flow)
VALUE CHAIN MAP (Business Model)
Wikipedia
Market Segment/Location: Crowdsourcing
VALUE CHAIN DASHBOARDDecember 2009
Wikipedia
ITEM Goals/Objectives/Strategies/Tactics/ Behaviors/Projects
Key Metrics/ Performance Indicators
Targets Experiences (Impacts)
Elements of VALUE CHAIN Delight(Revenue)
Pain(Cost)
S: Suppliers Volunteer-creators/ editors/reviewers
E: Employees/ Knowledge Assets
CEO/EmployeesBoard of Directors
Core valuesCulture
M: Machinery/ Infrastructure
Computers/Servers Collaboration tech.
P: Processes/ Competencies
Open innovationWiki platform
O: Outputs(Product/Service)
Wikipedia: Free, web-based, collaborative encyclopedia
Blue Ocean Innovation
Multi-lingual encyclopedia
Trade-off criteria
Attributes of Product/Service
Free service (no ads):
$0 in Revenue
R: Retailers/ Channels/ Distributors
www.wikipedia.org
C: Customers/Consumers
ResearchersKnowledge seekersCollaborators
Reliable information on everything/Free access to info & knowledge
Customer needs/ preferences/ trade-offs
E: Environment Investors/DonorsPartners/Competitors
Solicit funding from donors
Amount of donation ($)
S6 Million
VALUE CHAIN(“SEMPORCE”)
WIKIPEDIA’s Ecosystem
Customer Value Proposition/Core Purpose/Job: No ads/General and comprehensive knowledge-base
TRADE-OFFS(PROFITABILITY)
Mission/Vision: “Free and open sharing of knowledge”
INDIRECT COMPETITORS
REMOTE COMPETITORS
DIRECT COMPETITORS
INDIRECT COMPETITORS
• Webster Dictionary• Search Engines (Horizontal/ Vertical)• Personal Network on Ning and Twitter
REMOTE COMPETITORS
DIRECT COMPETITORS
• Books• Bookshelves• Personal Networks
COMPETITORS OFWIKIPEDIA
REMOTE COMPETITORS
DIRECT COMPETITORS
• Printed encyclopedias• Dictionaries
COMPETITORSWikipedia
THE CUSTOMER EXPERIENCE WEBCo-creating Personal, Social/Local, and Global Customer Experience Maps in Real Time
GLOBAL Customer Experience Web
SOCIAL/LOCAL Customer Experience Directory
PERSONAL Customer Experience Map
Businesses
Places
ProductsServices
Tools
• How easy can one use a crowdsourcing website?• How do you simplify the user interface?
• What are the focus and business model of the crowdsourcing website?• What is the definition of the crowd (niche/specialty websites)?• What rubrics are needed to identify my crowd?
• Why do people participate in crowdsourcing?• What are the top motivating factors for participating in crowdsourcing websites, e.g., money, exposure, reputation, fun?
• Is the crowdsourcing website localized: English/German/French/ Spanish? • Does a platform exist for crowdsourcing websites?
• How can crowdsourcing help make the competition irrelevant?• Who is successfully using the crowdsourcing website?• What are success stories from the use of crowdsourcing websites?
• How can I trust the validity (integrity) of information in a crowdsourcing website? • How can I save time?
Frequently Asked Questions (FAQ)for
CROWDSOURCING
• Do small-medium businesses consider crowdsourcing websites to be a viable alternative to crafting solutions?• How to create a crowdsourcing website?
• What specific outcomes can crowdsourcing websites offer/• What is the niche of the crowdsourcing website?• How easily can I reach the niche I desire?
Frequently Asked Questions (FAQ)Crowdsourcing
Wisdomsourcing Community
• Bolden, Michael C.• Bonner, Francesca• Boyer, David• Brahma, Debashish• Brancato, Fabio• Brennan, Matthieu
• Capron-Maquaire, Sarah• Carrillo, Félix• Carty, Kevin• Cernohorsky, Petr• Chalk, Mary Beth
• Abbey, Rob • Adeel, Naved• Ageda, Daniel• Agrawal, Deepak• Agrawal, Saurabh• Akmal, Shiraz
• Brett, Alistair• Bridges, Beth• Bronsema, Ludy• Brouillette, Tom• Brown, Ray• Burns, Scott
• Davis, Karen• de Avila Amaral, Ricardo• De Bruyn, Robert• de Valk, Wessel• Delmar, Dan
• Barrett, Sue• Barry, Pam• Bayus, Barry• Bentley, Ian• Bhattacharyya, Nilanjana• Blomqvist, Ulf
GLOBAL WISDOMSOURCERSFOR
PROJECT NO. 1(December 2009)
• Chalmers, Thomas • Chandra, Satish• Chow, Tony• Christian, Pete• Clementi, Carlo
• Andersson, Per O.• Andrade, Susie• Araluce, Jorge• Arbuckle, PMP, Warren• Autrique, Luis• Babaii Kochekseraii, Dr. Sadegh
Sheet 1 of 5
Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
• Goldsmid, Ian • Grassi, Nicolas • Greene, Lionel • Grueber, Dorit
• Hilario, Crisanto • Hills, Martin • Ho, Karina • Holdren, Richard • Honée, Caspar
• Dinner, Alec• Domínguez Laperal, Julián• Don, Sharon• Dzialowski, Ted
• Eker, Ersin
• Hall, Dennis • Hall, Paige • Hamburger, Onno • hassan, sherfudeen • Hawke, Kyle • Hensley, David
• Johnson, George • Johnstone, Simon • Jones, Judy • Jones, Steven • Joshi, Gaurav • Judkiewicz, D. Michel
• García Aragón, Luis Miguel • Garland, Loan • Gasperini, Nicola • Gaviria, Carlos • Geerts, Simone • Gezen, Gurkan
GLOBAL WISDOMSOURCERSFOR
PROJECT NO. 1(December 2009)
• Ibarra, Rafael • Ivano Franco, Colombo
• Jacknis, Norm • Jamerson, Gary L. • Jariwala, Krunal
• Fazi, Flaminia • Ferreira, Mario Luis Tavares • Fish, David • Foster, Simin
Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World) Sheet 2 of 5
• LaRue, William • Lazin, Lorant • Lendzion, Michelle • Lloyd, Bruce • Lovejoy, Susan
• Machado, Tiago • Magariños, Marina • Maier, Kenneth • Marchant, Pierre • Markham, Roisin • Mascheri, Fabiano
• Kalfoglou, Yannis • Karani, Sanjiv • KC, Guru Anand • Kenner, Pat • Khan, Sourabh
• Lucarelli, Giovanni • Lundsten, Frode
• Modali, Chandra • Moreham, Richard • Morgan, Rhidian • Movva, Siva Ganesh • Murphy, Kevin
• Kumar, Vijay • Kuzma, Claudia J.
GLOBAL WISDOMSOURCERSFOR
PROJECT NO. 1(December 2009)
• McCann, Bailey • Medrano, Deborah • Menefee, Denise • Micenko, Miroslav • Michaels, Alan S. • Mizer, Melissa (Mel)
• King, Rod (Coordinator)• Kinsella, Bret • Klein, Mark • Kondili, Alma • Kuij, van der, Albert • Kulzak, Thomas
Sheet 3 of 5
Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
• Plishka, Mike • Poterman, Willem • Poul, Mary
• Roman Corle, Kim • Rossard, Jacques • Roussat, Damien • Rueda López, Gustavo • Ryan, Tom
• Narayanan, Srinivasan • Neijzen, Hans • Norte, Pedro • Nürnberger, Bernd • Nyo, Winston
• Rafiq, Ahmed • Raman, Venkat • Rao, Ramachandra • Reed, Brady • Reinbolt, Gary • Robinson, Carter
• Savage, Edward • Sayir, Beril • Scaman, Melissa • Schadee, Pieter • Schulenburg, Marta • Settles, Clint
• Parker, Mark • Parker, Mike • Pearce, Lynn • Philabaum, Don • Pickering, Sandra
GLOBAL WISDOMSOURCERSFOR
PROJECT NO. 1(December 2009)
• Saif, Mohammed • Salvachúa, Joaquín • Sanchez, Miriam • Sandoval, Ismael • Sarkar, Soumen • Sarkissova, Marianna
• Oksendahl, Eric • Ortmann, Peter
Sheet 4 of 5
Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
• Ucar, Ferhan • Urban, Chris
• Vaculisteanu, Andreea • van der Erve, Marc • van der Meij, Jasper • van der Stelt, Remco
• Wanchoo, Chander • Warkentine, Blaine • Wendell, Bart • White, Steven • Whitlock, Warren • Williams, Doug
• Shekar, L. • Simangunsong, Edward • Simon, Andrea • Singaravelan, A.• Sloper, Phillip • Smith, Vidal • Souza, Rodrigo
• Vann, Michael • Varela, Ana José • Vavere, Raimonds • Verbeeren, Bart • Virmani, Ravi • Vissonova, Karina
• Yaakubovich, Yaniv • Yarhi, Adolfo • Young, Peter
• Zheng, Boyang
• Taylor, Brian • Thompson, Maria • Thurlbeck, Shelagh • Tomasulo, Antonietta • Turner, Don
GLOBAL WISDOMSOURCERSFOR
PROJECT NO. 1(December 2009)
• Williams, Tim • Wittenberg, David • Woodard, Alonzo L.
• Spector, Jason • Stam, Bob • Stavropoulos, Leonidas • Stein, Colin • Stromberg, Gregory • Suri, Deepak • Sutherland, Ian
Sheet 5 of 5
Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
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