Tag Archives: Crowdsourcing

Would you mind filling out this survey?


Many of us have struggled to find participants to fill out our bachelor’s thesis/dissertation survey. I remember logging in into Facebook and finding 5 to 6 “PM’s” (private messages) A DAY from classmates that have been abusing of the CTRL+C and CTRL+V command:

Hey “name”, how are you doing?
Could you please fill out my thesis survey? It’s about 5 minutes long and it’s completely anonymous. I can fill out yours if you want 😉

Good old days…

As bizarre as it sounds, I did not ask them to fill out my thesis survey back, but this is just because the sample of my thesis was ‘manufacturing companies‘, not students, not regular people.

However, if the respondents of my thesis were regular individuals, then I would consider spamming all the contacts of my Facebook friends list. However, this comes with some cons, first and mostly, annoying your friends… But I have good news for you!

Let me introduce you to the award winning start-up project “Survey Exchange”. Even though there have been identical platforms in the past, such as http://www.survey-x-change.com, these are either shut down or do not have very good Google SEO positioning because these type of pages are usually labeled as spam. As a mater of fact, when you try to log in via Facebook, even our beloved start-up has been denied from using Zuckerberg’s APIs or the developers have messed up somewhere in the Login code.

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Our start-up has been operating since 2016 and has won multiple student entrepreneurship awards in the UK (Linkedin.com, 2018). As of February 16th 2018, Survey Exchange is the first result to show up when googling the search words “survey exchange” and according to its founders it has a potential market share of half million users in the UK alone (Survey Exchange, 2018), which I honestly think is a long shot, because it’s delusional to think that 100% of British students will adopt their platform before it gets shut down or labeled as spam website and get lost in Google rankings.

The dynamics of this business model are very simple yet very effective. This start-up relies on crowd-sourcing the filling of the surveys to the users of the platform in a #like4like fashion.

Like4Like is a popular hashtag on Instagram whereby users indicate their willingness to receive likes on their posts in exchange of liking other users posts back (hasthagdictionary.com, 2015). It has the same dynamics as Follow for Follow in Twitter and Sub for Sub (subscribe) in Youtube.

In this case, users of the platform have to create a free account in surveyexchange.co.uk and as the users fill out the questionnaires they will earn “Q points” based on the length of the surveys. The more surveys a user answers, the more Q points it will earn, which can be used later to request more responses for their own surveys.

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The revenue model of the start-up is quite simple, it generates traffic by facilitating a crowd-sourcing platform for students that need to get their surveys filled in and shows them targeted GoogleAds advertisements in its website. In addition, as it can be be inferred from their privacy agreement, the crowd-sourcing platform is also planning to sell premium services and products that will require personal information (Survey Exchange, 2018). Such products and services are likely to be purchased “Q points” so that the users will get their crowd-sourced responses without having to fill out additional surveys.

The beauty of this business model is in its simplicity. Just setting up a platform where its users generate value by crowd-sourcing their own surveys in exchange of an equal amount of commitment. This is therefore a one-way platform where the value of the network grows in a Metcalfe’s law fashion as the number of the users increases.

Metcalfe’s law states that the value of a network is proportional to the square of the users connected to the system (Wikipedia, 2018). This is related to the fact that the number of total possible survey responses ‘n’ (assuming that each user has only 1 bachelor survey) can be calculated by n(n-1), which is asymptotically proportional to n^2.

total amount of responses

If there are 2 users, that means that each user will get 1 response for their survey (you can’t answer your own survey),  totaling 2 responses [2(2-1)=2]. If there are 4 users there will be 12 responses, if there are 8 users there will be 56 responses…

However, there are some limitations with the valuation of this platform. Not all users will be willing to respond to all surveys, and some users may even have more than one survey.

Users are not expected to stay in the platform for any time longer than their thesis/dissertation data collection process and therefore the traffic of the website is not expected to grow in such exponential fashion.

There are also obvious limitations when it comes to the quality of the answers of the survey, both in terms of reliability of the answers and in terms of validity of the sample.

Users that need large amount of responses are likely to give low quality answers without actually reading the questions in order to get as many Q points as possible within the shortest amount of time.

Another concern is that the owner of the survey has 0 control about the type of person that is filling the survey as at this point the platform does not offer the possibility to filter the responses by demographics nor by other type of variable. This could lead to a very heterogeneous convenience sample that may have nothing to do with the actual focal unit of the thesis/dissertation.

Additionally, due to the nature of this platform, users may abuse of the Social Media function, which allows a user to collect Q points via responses from friends, and get the site black-listed from important websites such as Facebook or Reddit because of the amount of unsolicited requests to visit a link.

Despite all those limitations, the crowd-sourced platform seems to be doing fine as the interface of the website has improved overtime and students do not generally care about the quality of their data as long as they can get it quickly and cheap.

At the end of the day, it is better to ask the crowd to fill out your survey in a negligent way rather than faking the responses yourself and risk to get caught of committing fraud.

Let me know in the comment sections what do you think about this business model. Is it sustainable? Do you think they will shut down their website like it happened to survey-x-change.com? Do you think it will get lost in Google’s search rankings due to being labeled as a spam website? Would you use it for your own thesis?

If the answer to the last question is yes, I encourage you to not make a comment 😉

Thank you for reading!

List of References:

Linkedin.com, (2018). [online] Available at: https://www.linkedin.com/in/jakub-zimola-706b01104 [Accessed 16 Feb. 2018].

Survey exchange. (2018). Survey exchange | Exchange your survey and get the right respondents. [online] Available at: http://www.surveyexchange.co.uk/ [Accessed 16 Feb. 2018].

Hashtagdictionary.com. (2018). #like4like | HashTag Dictionary. [online] Available at: http://hashtagdictionary.com/like4like/ [Accessed 16 Feb. 2018].

Surveyexchange.co.uk. (2018). Privacy Policy. [online] Available at: http://www.surveyexchange.co.uk/pdf/Privacy_policy.pdf [Accessed 16 Feb. 2018].

GE crowdsourcing platform – Let’s set the collective brain on fire!


We live in a fast-paced digital world and it can be challenging for companies to keep up with the speed of today’s ever changing digital era. However, new information technologies have also empowered more technologically savvy businesses by giving them new means to operate, promote their products and services, and engage with customers. One company that is constantly taking advantage of these new tools is General Electric (GE), an enterprise who has succeeded in part because of its willingness to take risks and embrace innovative technologies. The most recent example of this mindset is Fuse, their new open innovation platform that launched in late 2016. It is basically an open crowdsourcing platform, which allows users from all around the world to collaborate with each other and work with GE engineers to solve meaningful technical challenges.

How does Fuse work?

The first step is for the Fuse team to translate GE customers’ needs and “pain points” into projects on the Fuse platform. Whereas most projects are straightforward and thus directly released in the form of challenges, some appear to be less clear and hence are uploaded on the “Brainstorming Section” of the Fuse platform as “potential challenges”. These potential challenges include a (rather extensive) description of the problem to be tackled as well as precise requirements for the solution, and contributors are asked (1) whether they would be interested in such a challenge, and (2) what additional questions the Fuse team should answer before launching the challenge. Based on the feedback received, the Fuse team might decide on further actions. When released, each individual challenge comes with a description of the problem, clear requirements for solution submissions, judging criteria, a timeline, a description of the prizes for the winners, and the official rules of the competition (including property right issues).

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Example of a Fuse challenge

In a second step, contributors from all around the world are invited to submit innovative contributions. Note that even though anyone can sign up and take part in challenges, the very technical nature of the challenges serves as a skills-based filtering mechanism as only people with a certain degree of knowledge in engineering would be able to understand the challenges. Once on the Fuse platform, anyone can have access to all the relevant information related to the challenges, however only registered users are allowed to submit entries. During the whole duration of the challenge, contributors can use the discussion board to brainstorm together or ask the competition holders questions. Not only does the Fuse team rapidly answer these questions and provide regular feedback/input, but they also organize “live Q&A sessions”, during which the participants can submit questions that are answered live in a video feed.

 The final step is for the Fuse team to evaluate the submissions, select the winners (generally the three best entries) and allocate the money prizes. The interesting entries are also forwarded to GE’s technical team, where they are further developed into implementable solutions.

Efficiency Criteria

In less than two years, GE succeeded in creating an innovative community and successful products from their contributions (Picklett, 2017). This was made possible for the following reasons: combination of extrinsic and intrinsic incentives, good management, and well-structured governance including the mechanisms recommended by Blohm et al. (2018).

From a contributor’s perspective, the Fuse platform and its challenges are interesting not only because of the cash prizes, but also because it is designed towards building long-term relationships with its contributors. For instance, competition winners actually have an opportunity to further work with GE engineers on implementing their designs (Kloberdanz, 2017). In addition, there is also an attractive physical part to Fuse projects, which consists in a micro-factory in Chicago designed for rapid prototyping, small-batch manufacturing, and modular experimentation (Davis, 2017). This faculty will be open to contributors and can constitute an incentive for them to become part of the Fuse community as it is a good opportunity to bring their ideas to life, work with GE professionals, and meet like-minded innovators. Finally, the Fuse challenges are also a good opportunity for contributors to collaborate with other brilliant mind, expand their business network, build their professional reputation, and gain recognition from their peers.

From GE’s perspective, the Fuse platform is a new source of innovative and ideas, which can speed up content creation, cut R&D costs for the company, and provide GE with an opportunity to spot talents who might be valuable additions to their team. But how is GE able to overcome the challenges inherent to crowdsourcing (e.g. huge quantity, low quality, free-riding behaviour, risks of sharing information)? First, due to the technical nature of the Fuse challenges, the clearly defined guidelines provided to the participants, and the rapid feedback/additional inputs provided during the competition, GE ensures that only a manageable number entries of a certain quality are submitted, thus facilitating the evaluation process. The platform is also clear about the transfer of PI rights, which avoids troubles along the way. Second, for most challenges, challenge, entries are private and only viewable by the creator, admins, and judging panel. As a result, GE is able to avoid free-riding behaviours. However, contributors are still able to communicate with (and help) each-other via the discussion board, and the Fuse team makes sure to encourage the discussion with feedback and additional information, hence allowing contributors to still learn from each other. Finally, even though opening up GE’s internal workings/information of some products in order to run these challenges can be risky, the company acknowledges that “there are certain risks you just have to roll with if you want to make progress and that willingness to take those risks is what makes this exciting.” (Davis, 2017). This quotes shows that GE understands the need to willingly take risks in order to continuously transform the company and, so far, Fuse seems to be worth it as GE reunited more than 8000 contributor successfully implemented several ideas generated by the platform in less than a year (Davis, 2017).

In summary, the joint profitability criterion is met as the Fuse platform creates value for both GE and its contributors. Furthermore, the costs linked to this innovative business model are relatively low as the Fuse team only consists of 4 employees based in Chicago (Pickett, 2017). However, as the platform matures, hosts more challenges, and attracts more contributors one can assume that the number of employees will have to increase. Still, the costs-benefits ratio should remain interesting compared to doing everything in-house. Finally, the legal concerns are taken care of thanks to inclusion of PI agreements in the official rules of the Fuse challenges, and the social norm dimension is met as GE is a well-known, reputable brand, hence building trust with contributors.

References

Blohm, I., Zogaj, S., Bretschneider, U., & Leimeister, J. M. (2018). How to Manage Crowdsourcing Platforms Effectively?. California Management Review, 60(2), 122-149.

Davis, B. (2017). How GE is using co-creation as part of its digital transformation. Retrieved from https://econsultancy.com/blog/68902-how-ge-is-using-co-creation-as-part-of-its-digital-transformation

Fuse. (2018). Fuse Platform. Retrieved from https://www.fuse.ge.com

Kloberdanz, K. (2017). Working The Crowd: This Fuse Will Set The Collective Brain On Fire. Retrieved from: https://www.ge.com/reports/working-crowd-fuse-will-set-collective-brain-fire/

Pickett, L. (2017). GE Fuse’s open innovation platform invites NDT professionals to co-create solutions. Retrieved from https://www.qualitymag.com/articles/94304-ge-fuses-open-innovation-platform-invites-ndt-professionals-to-co-create-solutions

Skillshare: The Future Belongs to the Curious


“This start-up built an alternative education system that’s poised to have a major impact on the learning landscape” (Tracy, 2017).

Skillshare, launched in April 2011 by Michael Karnjanaprakorn (Joyner, 2017), is an online learning platform where the world’s best experts teach world’s best skills. With Skillshare it is possible to learn and practice a skill by doing. You can learn a skill together with their community of over 2 million students and teachers and network with them. Classes and skills are taught by expert practitioners, which makes it possible for everybody to get unlimited access to over 14,000 classes in different categories, such as design, technology, entrepreneurship and many more (Skillshare, 2017). This start-up  uses the benefits from crowdsourcing. The crowd is used to teach other interested individuals a new skill, that are traditionally performed by a designated agent (Howe, 2006)

how-it-works

Learning should be as easy as listening to music at Spotify or watching your favorite movie on Netflix. Skillshare is really about learning by doing and every class is project-based as well. Students can create projects, alter them to the website and can get feedback from students all around the world (Skillshare, 2017). Thus, unlike other educational online platforms, you don’t need to have a Ph.D. to teach something valuable. And on the other hand, learning skills is for everyone universal accessible and relatively inexpensive. It is for everyone easy to become a lifelong learner.The mission of Skillshare is to close the professional skill gap and provide universal access to high-quality learning (Skillshare, 2017). They believe that there is a huge difference between education and learning. Skillshare empowers people to take a leap in their careers, improve their lives and pursue the work they love, by teaching skills online that are needed in tomorrow’s world. This mission directly shows the major strength of Skillshare and how they differentiate themselves from competitive education platforms. Skillshare allows everyone to sign up and teach a class. By doing this they want to provide universal access to high-quality learning.

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How it works

For the lifelong learner, Skillshare makes it possible to get universal access to high-quality learning and to learn anything they want to. They offer the possibility to watch classes, online and offline, on your own schedule, anytime and anywhere. Thus they make it possible to learn at your own pace. Furthermore, the classes are taught by an expert with experience in the field. These classes include video lessons that are relatively short with most lessons under one hour, written text. And with the project-based environment you really learn by doing and are able to share your project in the class to get feedback and collaborate with a large community (Skillshare Help, 2017). They offer their members the possibility to create projects and build a portfolio of their work. On the other hand, Skillshare makes it possible for everyone to share their knowledge in a particular field, as long as the class follows certain guidelines. The company has proven adept at acquiring experts to teach on their website (Bromwich, 2015).

Skillshare has a freemium model which allows users to access free classes, create projects and discussions within them. However, this model includes videos with advertisements. A premium model offers their users to get unlimited access to over 14,000 classes, watch them offline and ad-free (Skillshare Premium, 2017).

Efficiency criteria:

Skillshare is one of the leading educational platforms that offers everyone universal access to learn a new skill at an affordable price. The platform maximizes the joint profitability of both of the players involved (Carson et al., 1999). On one side, it is for individuals easy to reach a large audience and teach them a skill of their experience. They are not bounded by a physical location anymore and therefore can have a more efficient personal schedule. Additionally, they can earn a little to a lot.

On the other side, many individuals can learn and practice a new skill at an affordable price. At the same time, they can collaborate with a large community and get feedback from them, so that the wisdom of the crowd can be used.

Evaluating the institutional environment, the largest threat for Skillshare is that there are too many new teachers who don’t add value to the platform. However, because there are guidelines and requirements that should be met before a class can be created, this threat is limited.

Concluded, Skillshare is an online platform that offers universal access to high-quality learning at an affordable price.

References:

Bromwich, J. (2015) ‘Anyone Can Be a Teacher at Skillshare, an Online School, The New York Times, available online from: https://www.nytimes.com/2015/03/20/education/anyone-can-be-a-teacher-in-this-online-school.html?_r=0 [28 February 2017].

Carson, S. J., Devinney, T. M., Dowling, G. R., & John, G. (1999) ‘Understanding institutional designs within marketing value systems’, Journal of Marketing, 115-130.

Howe, J. (2006) ‘The rise of crowdsourcing’, Wired, 14 (6).

Joyner, A. (2017) Skillshare Takes On the Education Gap, available online from: http://www.inc.com/best-industries-2013/april-joyner/skillshare-education-gap.html [28 February 2017].

Tracy, A. (2017) Skillshare: Redesigning  Education for the Masses, available online from: http://www.inc.com/abigail-tracy/35-under-35-skillshare-online-education-platform.html [28 February 2017].

Skillshare (2017) Unlimited access to over 14,000 classes, available online from: https://www.skillshare.com/ [28 February 2017].

Skillshare Help (2017) How does Skillshare work?, available online from: https://help.skillshare.com/hc/en-us/articles/205208147-How-does-Skillshare-work- [28 February 2017].

Skillshare Premium (2017) Why Premium?, available online from: https://www.skillshare.com/premium [28 February 2017].

Mapping the Impact of Social Media for Innovation


Facebook, YouTube, Instagram, Wikis, Twitter – Social media (SM) are everywhere. Those websites and applications allow the creation and exchange of user-generated content in a community setting (Kaplan & Haenlein, 2010). The users are not only private people, but also companies are exploring SM as a tool for commercial success. Next to outbound marketing, SM are also applied to enhance business interactions as part of the innovation and product development process (Kenly & Poston, 2011). However, so far new product development (NPD) through social media channels can only be observed anecdotally. Specialized consultancies also jump on the train and offer their services to get a piece of the pie (Accenture Interactive, 2017). But how nourishing is this pie?

The impact of SM on innovation performance was investigated in a study by Roberts, Piller and LĂŒttgens (2016). The analysis of 186 companies contributed to a better understanding of the dynamics between SM activities and NPD performance. The idea to use SM for innovation and NPD purposes is not novel. However, their study reveals some surprising results:

  • Gathering information from SM channels can lead to higher performance, but only when embedded in complementary, formalized processes. A defined structure and sequence for the flow of activities provides control, helps to reduce uncertainty and mitigates risk.
  • The relationship between SM usage and innovation performance is not entirely positive. An extremely broad application of SM results in a negative performance effect for all kind of innovation projects.
  • The relationship between seeking market-related and technology-related information in the open innovation context is complementary. Leveraging this dependency has a significant positive effect on NPD performance.
  • SM is better suited for gathering need information than for accessing solution information. Depending on the information needed, the explicit SM channels (forums, social networks, blogs, wikis etc.) differ.

These findings imply the positivity of SM for a firm’s innovation performance. But I personally doubt its large-scale effectiveness. After having screened the literature for mentioned best-practice examples, there are enormous differences between companies in how they leverage and exploit benefits of SM usage for innovative efforts. The involvement of customers into new product creations for consumer goods rather resembles the characteristics of a marketing or market research tools. Haribo asked its fan base to vote on new flavors for a special edition during the 2014 soccer world cup. Home-appliances manufacturer Liebherr invited its customers to participate in a fridge-design competition. In contrast to that, I found technology-oriented companies, like NASA, or IBM in collaboration with Topcoder, to give their followers far more influential power by posting demanding challenges. This is surprising, because the study stated SM to be more suitable for gathering needs than (technical) solutions. So, is there a difference between industries concerning the successful integration of SM in NPD? Are technology companies simply more knowledgeable in utilizing SM? Or are their users simply identifying more with the product and thus engaging in NPD processes? The multitude of questions call for a further investigation of the results in relation to different industries and specific firm capabilities in dealing with SM. Hence, up to now how nourishing and likely this cake for businesses and consultancies is, might still be questionable and has to be answered for individual initiatives specifically.

 


References

Accenture Interactive (2017). Social Media: Optimization to Harness Innovation. Retrieved February 15, 2017, from https://www.accenture.com/us-en/insight-social-media-optimization-harness-innovation-summary

Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social Media. Business horizons, 53(1), 59-68.

Kenly, A., & Poston, B. (2011). Social Media and Product Innovation: Early Adopters Reaping Benefits amidst Challenge and Uncertainty. In A Kalypso White Paper. Kalypso.

Roberts, D. L., Piller, F. T., & LĂŒttgens, D. (2016). Mapping the Impact of Social Media for Innovation: The Role of Social Media in Explaining Innovation Performance in the PDMA Comparative Performance Assessment Study. Journal of Product Innovation Management, 33(S1), 117-135.

MADE.com; shifting the power of creativity to consumers


“The 3 Cs of modern creativity are Community, Crowdsourcing and Co-creation”- Jon Wilkins

MADE.com , what is it?
MADE.com, located in London and launched in 2010, is a brand that designs and retails furniture online and via several showrooms across Europe. MADE.com is known by its high frequency of two releases of new collections per week and not owing their own factories. Instead, they give factories instructed to meet orders. More importantly, the most fascinating thing about MADE.com is the way they actively involve customers. (MADE.com, 2017)

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Business model – How it works
MADE.com shifts the power of creative innovation to stakeholders in two remarkable ways, so customers and designers create most of the value. First, customers decide which designs go into production by voting on them (key resource and process). The most popular designs make it to the production facility. By using crowdsourcing for physical design purposes, MADE.com applies a co-creator model (Chui et al., 2016). Second, MADE.com created a service called “Made Unboxed”. The idea behind MADE Unboxed is that customers upload photos of their interior designed by MADE.com, with the purpose to inspire other customers (key resource and process). Consumers can now look at items in a real environment, without going to a showroom. Moreover, the online community nominates some home designs to serve as a showroom. Everyone who is interested can visit designs at the “interior designers” homes. This adds the extra service of touching and feeling the items, instead of only viewing the items (Customer Value Proposition). This short video, which serves as an overview of the services offered by MADE Unboxed, shows that cities are covered with multiple mini MADE.com showrooms. (MADE.com, 2017; Myndset, 2015; Johnson et al.,2008)

Moreover, their crowdsource initiatives go even further. MADE.com also organizes an annual online contest that is similar to LEGO ideas (Mladenow et al., 2015). The Made Emerging Talent Award is a contest in which promising upcoming designers are able to submit their ideas (Customer Value Proposition). The ideas will be judged based on the number of votes given by other designers and customers. Obviously, the designs with the most votes wins the contest.  After the contest, MADE.com takes the winning design ideas into production and adds them to their product line for the next 12 months (Profit formula).

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Efficiency criteria; Win-win-win situation
With the current structure of the contest and MADE Unboxed, designers, customers as well as Made.com benefit from it in distinctive ways. The designers get exposure and maybe even a career boost if they win (see video  for further explanation). Customers vote and can thereby give direction to which designs they would like to see for sale (i.e. efficiency benefit). Finally yet importantly, Made.com benefits from all the votes and uploaded ideas because it gives them certainty that they produce the most desired furniture. In addition, because of all the mini showrooms, MADE.com does not need to have many showrooms themselves, resulting in lower asset costs. It clear that this business model results in joint profitability for all parties.

MADE.com also satisfies the feasibility of required reallocations criteria. Het polity is not invloved and terms regarding what is allows and what not need to be accepted by stakeholders.

 

 

Sources:

Chui, C., Liang, T. & Turban, E. (2016) What can crowsourcing do for decision support?. Journal of Decision Support Systems, 65: 40-49

Johnson, M.W., Christensen, C.M. & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12): 50-59

MADE.com (2017) MADE.com. Available at: http://www.made.com/about-us. Accessed on 14/02/2017

Mladenow, A., Bauer, C., Straus, C. & Gregus, M. (2015) Collaboration and Loyalty in Crowdsourcing. International Conference on Intelligent Networking and Collaborative Systems.

Myndset (2015) Available at: http://myndset.com/2015/04/digitail-experience-made/. Accessed on 14/02/2017

Social media is just like high school… How popular are you?


Were you popular in high school? If yes, do you still experience the perks you had back then? Can you still sit at the best table, and receive higher grades because you’re the teacher’s pet?

Probably not, because as you’re thinking, we’re living in the real world now. However, in the digital world the high school popularity contest is still relevant. A social media analytics company called Klout tells you exactly how popular you are based on a score ranging from one to a hundred. I thought it would be fun to check my Klout score but the ‘fun’ ended soon – I’m down to a score of 10. Of course I only have myself to blame, as I haven’t tweeted anything in four years and my Facebook profile only exists out of tags and a couple birthday congratulatory posts. Linking my WordPress account surprisingly also didn’t do the trick for at least moving my score more to the average.

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A Win-Win Business Model


In 2009 Vitaminwater launched flavorcreator, an application on Facebook. Flavorcreator consisted out of three phases and per phase users could play different games and participate in contests. The most important contest was to create your own flavor. This can be seen as an action of Vitaminwater to crowdsource symmetrically skilled, young users. As reward for participation the winning idea received $5.000. But I have to note that besides crowdsourcing, flavorcreator was also a clever way to do market research…

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“Brilliant creative, from creative people everywhere”


Introduction

The labour market is rapidly changing as it was first known by long term employment and now more and more by ‘contingent’ workers (Eamonn, 2015). Especially contracting talent is done in a more flexible way. Reports even state that by 2020 about 60 million US people will be ‘contingent’ workers (Eamonn, 2015). Crowdsourcing platforms provide the opportunity for brands/companies to manage talent in a flexible way. Tongal is such a crowdsourcing platform, but what does Tongal actually do?

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Dell’s IdeaStorm: still co-creation?


Nowadays, the strategy called co-creation has taken the business world by storm and many firms try to hop on board. Co-creation allows companies and customers to interact with each other by  creating a customer experience that is valuable for both parties. On one hand firms get a better grasp of the wants and needs of their customers, while customers on the other hand feel that their ideas are valued and their needs get fulfilled.

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Crowd contesting for innovation in transportation


There are number of ways how to induce innovation in the different fields. One of the interesting methods for generating new innovative ideas and approaches is crow contesting. Crowd contesting is an open contest that allows anyone to participate with his/her idea. To guarantee the outcome quality, a strict contest requirements and schedules has to be followed by every participating individual or team. To motivate participants for joining and actively devoting their effort, different types of incentives are used, such as monetary rewards, public recognition, and sponsorship funding offers. Furthermore, often times a passion in the particular field of contest is the main driver for participants. Crow contest is an efficient way of leveraging a power of competition to generate new ideas and approaches based on the theme of the contest.

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Personalized Task Recommendation in Crowdsourcing Information Systems


Crowdsourcing information systems aims at delivering informational products and services by harnessing a large group of online users. Individuals motivated intrinsically (e.g., enjoyment) or extrinsically (e.g., reward) can contribute to the system through picking among a variety of open tasks on crowdsourcing platforms. As the huge amount of tasks posted ever day, matching individual with an appropriate task that meet up individual’s personal preference and skill is crucial to the success.  However, in reality, the ever-increasing amount of opportunities engaging individuals on crowdsourcing platforms lead to an information overload situation. Therefore, how to assist contributors in finding a suitable task in line with self-identification principle has attracted scholars and practitioners’ attentions. Geiger and Schader (2014) review and analyze the current state of personalized task recommendation in crowdsourcing context which shed a light on designing the relevant mechanisms on crowdsourcing platforms.

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Shopping your Instagram feed has never been easier: Wheretoget.it


Have you ever been in the situation where you were scrolling through your Tumblr or Instagram feed and you suddenly came across a photo of someone wearing a clothing item you would really like to buy, but have no clue where the item is from? And you are not in the mood to spend the rest of your day hunting this item down or directly asking the person wearing it does not work? Well, forget the wasted time and awkward comments, because Wheretoget.it lets other consumers do the work for you!

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Combining Crowdsourcing and 3D Printing


Haarlem is a city located in the Netherlands and the capital of the province of North Holland. With a population of 155,000 it belongs to one of the bigger cities in the Netherlands and should have enough possibilities/resources for crowdsourcing a 3D Printing project, at least that’s what Max van Aerschot should have thought when he lauched his “Haarlem” cityprinting project.

Max van Aerschot, appointed to be city architect of Haarlem after fulfilling different projects, advised the town councils to focus on the east parts of the city. In his opinion, this part of the city has been forgotten since the late 60’s and citizens should be involved during initiatives for town planning. With co-building a city model, in the form of a 3Dprinting project, allows Max van Aerschot to show citizens what’s going on and how the future town planning of Haarlem looks like.

Visualizing, using city models, is an important tool for communication with citizens and additionally should result in more involvement in town planning. GabriĂ«l Verheggen – Architect

Haarlem cityprinting project

After six years of walking around with his initial idea, Max van Aerschot launched the 3D printing project in collaboration with a few specialized companies and a lot of cizitens. The model would be built at a scale of 1:1000 and devided in 600 “puzzle pieces”. Making use of the crowd to create a city model is a wordwilde unique concept. Upon that, using the 3D printing technique makes it an extremely innovative crowdsourced 3D Puzzle project.

Crowdsourcing project.

Crowdsourcing is the process of getting work or funding, usually online, from a crowd of people. The word is a combination of the words ‘crowd’ and ‘outsourcing’. The idea is to take work and outsource it to a crowd of workers.

The choice for outsourcing the development of a cityprinted model of Haarlem to the crowd has several reasons. As told earlier it is a tool for communication and creating citizins involvement in town planning initiatives. Secondly, and probably one of the main reasons : 3D printing technique is a relative promising new technique however it allows Max van Aerschot “in collaboration with the crowd” to build the city model as it is nowadays at a scale of 1:1000. This project couldn’t have been done with old techniques due to a lack of time and financial resources. Besides the financial plusses, a lack of time is still a main reasons for crowdsourcing. The project couldn’t be a success without the crowd because of the lack of speed at which 3D printers work.

Using open-source data from the kadaster,  allows the initiatiors to devide the city plan in +- 600 pieces. This digital ‘puzzle’ is created in a way that every piece (18cm x 18cm) of the puzzle can be 3D printed with a (normal) 3D printer. This allows everyone who is owner of a 3D printer to participate in the co-creation process.

City printing

As pictured above, everyone who want’s to participate in the crowdsourcing project, can assign on a specific piece for creation. On the map : Blue = Free, Orange = Assigned but still needs to be print, Green= Printed.  After assigning on a specific “piece” participants will be provided with PLA (source for 3D printing) to print their assigned piece. The 3D printed part of Haarlem needs to be handed in at 3DMM (project – partner) to complete your role as a co-creator. After fulfilling the whole process, participants are rewarded with a place in the wall of fame and will obtain eternal fame on the first crowdsourced 3D printed city model.

 

Created by : Luut Willen

Sources:

http://www.3dmakersmagic.com/cityprinting

https://www.haarlem.nl/nieuws-schalkwijk/haarlemmers-3d-printen-eigen-stad/

http://novacollege.nl/actueel/nieuws/haarlem-gaat-3d-en-nova-college-print-mee

http://www.cityprintingproject.com/

http://www.cityprintingproject.com/pdf/artikel.pdf

http://www.haarlemsdagblad.nl/regionaal/haarlemeo/article23331693.ece/Stadsbouwmeester-wil-Haarlem-Oost-in-3D-printen_

Why should companies use crowdweaving?


Crowdweaving is a product from KLCommunications

First of all, it simply recognizes the fact your passionate customers remain a talented untapped resource for improving your ideation success rate. By allowing customers to help drive the process, companies will make better decisions. These decisions will both save and make more money for the company.

Continue reading Why should companies use crowdweaving?

Fan Funding – Let’s retake charge!


Through crowdsourcing of many kinds, people can support causes they are passionate about and, in the case of equity crowdfunding, even buy shares with voting shares, such that they gain a say in the operations of the organization or project they support. However, can people really fund and take charge of the things they are most passionate about?
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“Amongst all unimportant subjects, football is by far the most important.”  – Pope John Paul II
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The amount to which a large share of habitants of European countries, and many more worldwide, care about their favorite football club can hardly be overestimated. Though how often do we read about mismanaged clubs in severe financial problems? Opportunistic behavior of the top management of clubs unfortunately is rather rule than exception in the industry of football, often resulting in a short term focus, immense amount of debts and, in turn, the decay or even the liquidation of a club. Whereas the often very rich board members and owners are simply replaced after such disasters and move on with their comfortable lives, the fans are left in grief over the loss of their great pride and passion.
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There is hope. In the last years, some highly interesting and promising initiatives have taken place to redistribute a part of the control of a club to its fans. Due to financial mismanagement, from the 2009/2010 season onwards, the former British Premier League side Portsmouth Football Club was relegated three times in a row and the club found itself on the brink of extinction. But, in 2013, the fans injected 2.5 million pounds in their club, through a community share issue with partial ownership rights for each shareholder. The fans, essentially a club’s customers as they buy tickets and merchandise, saved Portsmouth and made ‘Pompey’ the largest fan-owned football club in the UK. The investing fans are united in the Portsmouth Supporter Trust (PST), which has to approve any major decision of the club’s board, such as the issuing of loan capital or venturing in acquisitions. While this yet is a beautiful example of what consumer involvement can do, last year a crowdfunding campaign backed by Portsmouth fans went a step further even. On Tifosy.com, a newly established platform with the aim to stimulate active supporter backings and decision rights, raised 270,000 pounds for Portsmouth to construct its first-ever club-owned academy, right in the heart of the city of Portsmouth.
tifosy
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The video below tells the great story of the Portsmouth fans’ actions.
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Two fans of 3rd Bundesliga side FC Fortuna Köln had an even greater ambition. The plan they launched last year proposed that any Fortuna supporter could fund its beloved club and, in turn, gained a vote on a wide array of possible decisions, including whether or not to buy a particular player, realize an investment to the clubs premises or even to sack the first squad’s manager. Every pound invested represents one vote, and the fan opinions alltogether would decide which actions the club had to take. Unfortunately, this highly democratic, wisdom-of-the-crowd enabling, crowdfunding campaign did not reach its funding goal, but the idea might very well turn out an industry changing one in the long run.
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The organization Supporters Direct promotes and researches the cause of the so-called Supporters Share Ownership. In their extensive 2013 report on this topic, the authors identify a rapidly increasing interest of both fans and politicians, whereas club owners and board members, the incumbent agents in this industry, display a fierce reluctance to venture in this kind of acquiring funds. To overcome this deadlock, the authors recommend policy makers to establish a Community Football Fund which would be created as a social investment intermediary capable of securing various forms of social investment to assist supporter ownership. Supporters Direct is paving the way for widespread supported ownership of football clubs, giving hopes to all those fans opposing the modern reality of football, where clubs are subject to the dangers of the few elite owners spending billions, those of the short term oriented, opportunistic board members and the investors who view players and clubs as mere investment vehicles.
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Sooner than expected, we might witness crowdfunding radically transform yet another industry; the highly conservative, but yet so deeply cherished industry of football. Let’s make it happen!
– Niek A. van der Horst
Crawley Town v Portsmouth - npower Football League One

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Resources

Buy this team, April 2012, The Economist, accessible at: http://www.economist.com/node/21553493

Crowdfunding: Football’s 12th Man!, April 3rd 2014, FC Business, accessible at: http://fcbusiness.co.uk/news/article/newsitem=3057/title=crowdfunding%3A+football%26%23039%3Bs+12th+man!

Is fan ownership the answer to struggling football clubs?, November 27th 2013, The Guardian, accessible at: http://www.theguardian.com/social-enterprise-network/2013/nov/27/fan-ownership-football-premier-league

Portsmouth FC Academy campaign successfully raised £270,000, August 16th, Tifosy, accessible at: https://www.tifosy.com/en/campaigns/pompey-academy

Start-up-Netzwerk fĂŒr Fortuna Köln, April 8th 2014, Kölner Stadt Anseiger, accessible at: www.ksta.de/koeln/crowdfunding-start-up-netzwerk-fuer-fortuna-koeln,15187530,28071496.html

Supporter Share Ownership, 2013, Supporters Direct, accessible at: http://www.supporters-direct.org/wp-content/uploads/2013/11/Supporter_Share_Ownership.pdf

“Style your Smart”: How a not so successful car brand learned us how to successfully generate ideas.


Five years ago, when consumer co-creation was not yet the hot topic it is today, Smart launched a very successful co-creation contest. Do you still remember Smart? The little city-cars, which eventually were not the success that the company had hoped for. In 2010 they launched a co-creation contest in which consumers could participate and make a design for the Smart car. They did not only engage their consumers in making the best design, but also engaged their consumers in a little game so they could help decide which design was the best. This approach of gamification did not only help Smart to engage more customers in this co-creation process, but also led to high quality designs and have strengthen the bond between consumers and the brand Smart.

Schermafbeelding 2015-05-03 om 13.21.27

For companies co-creation has a lot of advantages.  Consumers create value for companies and products. Consumers express their needs, they help the company with (creative) ideas and companies can engage their consumers in deciding which product to launch next.  In February 2010, Smart launched the co-creation contest in which consumers could upload their design for the Smart car. The winner could win a monetary reward of $5000. They made an internet platform with a design tool so that even consumers with no experience in designing cars could participate. Besides that, they directly involved customers with the platform by allowing participants to comment on designs and rate different designs.  In only a few months, 10.000 members uploaded 50.000 designs to the website. There were 600.000 design evaluations and 27.000 comments.

Schermafbeelding 2015-05-03 om 13.23.46

Smart did not only engage their consumers in designing the Smart, but they also thought: Why not let our consumers choose which design they like the most? Unfortunately, these decision-making processes are often perceived as boring by the public. Therefore Smart decided to gamify this contest. Gamification is a way to make things like an idea generating contest more appealing for the public. Games are often perceived as fun so they are a good way to get more engagement from consumers.

After the expert jury filtered out most of the designs, Smart opened the Matching game. If a participant entered the matching game he/she was connected to a different participant. When the game started they were both shown a few designs. The players were then asked to click on the design of which they thought that their co-player would consider it as the best design. If they both choose the same design, they had a Match and they received points. Despite the fact that Smart never promised any reward for the amount of points a player received, in total 2000 games have been played. This led to the following winning design:

Schermafbeelding 2015-05-03 om 13.27.57

If we look at the statistics we can conclude that Smart launched a very successful co-creation contest which had a monetary reward of only $5000. Is the only trick they used to include gamification of the process? Or do you think that gamification is absolutely not a guarantee for succes?

References:
http://mercedes-benz-blog.blogspot.nl/2010/01/open-innovation-smart-launches-design.html
http://media.daimler.com/dcmedia/0-921-658944-1-1278743-1-0-1-0-0-0-0-0-0-1-0-0-0-0-0.html
http://www.smart-design-contest.com
http://www.autoblog.com/2010/01/06/daimler-encourages-you-to-design-your-own-smart-results-vary/

Be My Eyes – A whole cornucopia of crowdsourcing mechanisms


In my last blog post, I already wrote about a new application that smartly makes use of crowdsourcing to benefit all participating users creating a win-win situation combined with a nice touch of gamification. Nevertheless, in that previously described model, the main motivation for users is to convert spare time they have into cash – thus, the motivation behind using the app is clearly extrinsic.

Several scholars have investigated the different kinds of motivation behind participating in crowdsourcing communities. Rogstadius et al. (2011) find that increasing extrinsic motivation such as pay leads to a higher speed of responding and willingness to respond but not to a higher quality of the output while increasing the intrinsic motivation of doing a task (e.g. by framing it as a task where you can help others) can succeed in improving the response quality. Similarly, Pilz and Gewald (2013) compare motivating factors to join for-profit or non-profit (for-fun) crowdsourcing communities and find that extrinsic motivations are much more important to incentivize the contribution to for-profit communities.

One particularly recent example of a new business model that – in my opinion – masters the art of framing to intrinsically motivate users as well as the art of combining different crowdsourcing mechanisms to fully exploit the potential of the crowd to help, design, fix codes and fund an idea, is BeMyEyes.

BeMyEyes is a Copenhagen-based, non-profit start-up and the respective mobile application has just been launched on 15th January 2015. The idea is simple, yet powerful and simply described by the slogan: “Lend your eyes to the blind” (1). More specifically, on the two-sided platform, there are blind or visually impaired people on the one hand who need help to cope with small everyday tasks, and people who can see on the other hand who want to help.

The situation of use for the application is any everyday situation where the remaining four senses that are left to blind people are not enough to master small challenges. Popular examples are reading the expiry date on grocery items, baking a cake, or choosing the right item in the store when the form of the packages is identical. Whenever a blind person faces such a challenge where “a pair of eyes” would come in handy (2), he/ she can easily request help through the application and is connected with one of the over 200,000 helpers registered (1). The technology used is simple as well – the two users described are connected via normal video chat where the blind person directs his/ her camera towards the item in question so that the helper can describe what he/ she sees. That this idea works can be seen in a lot of praise as well as a prize the founding team has won for the most innovative idea (3,4).

What I find particularly interesting about this business model – except that it purely aims to motivate people intrinsically, which seems to work as there are considerably more helpers registered than help-seeking people at the moment (5) – is that it seems to be a toolbox of crowdsourcing mechanisms, leaving me with the impression that the founder of BeMyEyes must have taken this course (Customer-Centric Digital Commerce) at RSM before.

First of all, crowdsourcing is not only used to actually fulfill the business need of helping blind people. Instead, two other instances can be found where crowdsourcing is used at BeMyEyes: (a) the application is based on open source code and programmers around the world are kindly asked to help fixing bugs and improving the code, and (b) the app aims at helping blind people globally, thus it is possible for volunteering people around the world to help translating the app to other languages (2).

Second, looking at the initial funding of the application, we see another aspect of using the crowd – next to official funding by the Velux Foundation and the Blind Foundation in Denmark, BeMyEyes obtained additional funding through crowdfunding on IndiGoGo. As mentioned by Argawal et al. (2013), similar to crowdsourcing as explained above, funders in crowdfunding are motivated by a community feeling and by supporting ideas that they think are good and have a potential to help others. Thus, BeMyEyes not only manages to intrinsically motivate people to use the platform but also to fund it so that the idea could be transformed into a working and helping application.

Since the money of the initial funding will only last until September 2015 (2), BeMyEyes is currently thinking about a future business/ revenue model that will help to sustain the application. Currently, options under discussion are to implement a subscription-based model or to base the app on donations, which would essentially make BeMyEyes an implementer of Pay-What-You-Want (Schröder, LĂŒer and Sadrieh, 2015).

A final aspect that I found striking because it seems like it has been taken out of a university textbook is how BeMyEyes has also implemented a point system, where users get points for using the platform and helping others to gain reputation. Additional points can be obtained by sharing the application on different media (2), thus creating electronic Word-of-Mouth, which has the potential to reach a high number of people and thus can help the application to grow (King, Racherla and Bush, 2014).

All in all, I really like this business idea because it is exclusively non-profit and has the candid intention to help people and to make their lives easier on a daily basis. For helpers, this application offers the opportunity to help and feel useful without needing to invest a lot of effort. This way, a win-win situation is created without the need to pay anyone for it. What do you think about this business model? Would you like to be a part of this community and help others or if not, why not?

Academic References:

Agrawal, A.K., Catalini, C., & Goldfarb, A. (2013). Some simple economics of crowdfunding (No. w19133). National Bureau of Economic Research.

King, R.A., Racherla, P., & Bush, V.D. (2014). What We Know and Don’t Know About Online Word-of-Mouth: A Review and Synthesis of the Literature. Journal of Interactive Marketing, 28(3), 167-183.

Pilz, D., & Gewald, H. (2013). Does Money Matter? Motivational Factors for Participation in Paid-and Non-Profit-Crowdsourcing Communities. In Wirtschaftsinformatik (p. 37).

Rogstadius, J., Kostakos, V., Kittur, A., Smus, B., Laredo, J., & Vukovic, M. (2011). An Assessment of Intrinsic and Extrinsic Motivation on Task Performance in Crowdsourcing Markets. In ICWSM.

Schröder, M., LĂŒer, A., & Sadrieh, A. (2015). Pay-what-you-want or mark-off-your-own-price–A framing effect in customer-selected pricing. Journal of Behavioral and Experimental Economics.

Online References:

  1. BeMyEyes Homepage
  2. BeMyEyes FAQ
  3. Article Today.com
  4. BeMyEyes Press
  5. Article TechCrunch

Featured Image:

Screenshot from http://bemyeyes.org/

Complaining About Your City? Do Something About It


Changify: A New Way for People to Improve Their Cities

Most people are never satisfied, and complaining is a way to express it. We keep complaining about our job, study, city, country, and the list goes on. While some might take action upon their dissatisfactions and make changes, some don’t even know where to begin with. Have something you don’t like about your city or neighbourhood? Well, there is a platform for you to share it and actually do something about it, called Changify. An article in Network World by McNamara (2014) discussed the fact that there had been a trend of using the –ify suffix in company names for several years, including Changify. This trend was thought as the result of Spotify’s success which some startups wanted to follow. According to its Facebook page, Changify was created in November 2012 by a social impact business called D4SC (Design for Social Change). It’s a place to share things you would like to change or love in your cities. These shared posts are called reports and users are able to rate others’ reports. It’s not just about sharing, it’s also about bringing people together to solve the issues. Once people have an idea to make a change, they will pitch it to local business to get the funding. Hence, it allows people to be actively involved in making a difference, starting from where they live. This platform is currently available in Zurich, Barcelona, Hamburg, and London. So, how do you Changify? Here’s an example of a few steps to do it:

Source: www.vimeo.com

Changify is Business + Crowdpower + Fun = Better Cities

Based on the example steps in the video, Changify adopts crowdsourcing in identifying issues in the cities as well as in creating a solution for it. The term crowdsourcing itself is quite a recent concept, thus it has various definitions. Estellés-Arolas and Gonzalez-Ladron-de-Guerva (2012) analysed the existing definitions and defined it as a type of participative online activity in which an individual, an institution, a non-profit organization, or company proposes to a group of individuals of varying knowledge, heterogeneity, and number, via a flexible open call, the voluntary undertaking of a task which always entails mutual benefit. The paper also provides more details definition of this concept.

The idea of encouraging citizens to care more about their cities and taking action to improve it instead of just complaining is quite fascinating. However, only a few reports and ideas are posted on the website. There is a video of making changes in La Boqueria market in Barcelona, but it was not clear whether the changes are going to be implemented or not. And if it was, when it was going to happen was also unclear. In my opinion, the platform might lack of users which made it inactive. That being said, word of mouth would play an important role in bringing this platform to “life”. Changify should expands its users database and encourage them to spread the words about the platform to their friends and family. Would you be a Changifyer?

References

EstellĂ©s-Arolas, E., Gonzalez-Ladron-de-Guerva, F., 2012. ‘Towards an integrated crowdsourcing definition.’ Journal of Information Science, 38 (2), 189–200

McNamara, P. (2012). ‘Namifying has gotten out of controlify’, Network World, 17 October [Online]. Available at: http://www.networkworld.com/article/2835011/data-center/namifying-has-gotten-out-of-controlify.html (Accessed: 2 May 2015).

http://www.changify.org/#

https://www.facebook.com/pages/Changify/371713959591153?sk=timeline

What if you could crowdsource a loan?


Many people, for instance after going through a divorce or getting laid of their job are falling behind on some bills. Those people see their credit score slipping and know they would never be able to do the things they want – buying a new car, moving to another house – if they are not improving it by paying off their bills. To do that, they need money, but of course, with a low credit score, borrowing from a bank is difficult.

Vouch wants to help those disadvantaged Americans build better credit by asking their friends and family for loans. This company believes trust is more important than computer-generated formulas, so they consider your network of friends and family when determining your loan. They can lend to you at a lower rate as you grow your personal Vouch network. The more people vouch to you, the more your network can help you get a better loan. The money comes from Vouch, but the faith and credit really comes from your friends.

How does it work?

  1. Join Vouch – When you join Vouch, they need just enough information about you to understand your starting point from a credit perspective. This won’t affect your credit score.
  2. Build your network – To get a loan offer from Vouch, you will need two people to Vouch for you. The people you invite to vouch receive an email that includes your name, but no other personal information. People vouch for you by choosing an amount of money and agreeing to pay their vouch amount if you do not pay Vouch back. They only pay Vouch if you do not.
  3. Get a better loan – A strong network of people vouching for you can help you get a larger loan, lower your interest rate or both. With Vouch people help each other increase their creditworthiness.

Interest rates for Vouch loans can be as low as 5%, but as high as 30%. The interest rates can be high, but when people improve their network, the rate will be lower. When more friends and family Vouch for you, they help you increasing your creditworthiness, and thus help you getting a lower interest rate.

Will the Vouch concept be the future?

The founder and CEO Yee Lee says, “If there are tens of millions of Americans who are credit underserved, then there is no reason that the Vouch network of the future couldn’t be millions of members strong. The bigger the network, the stronger the proof of concept.”

In my opinion the concept of Vouch could be the future. Although I am considering if people who are in need of money, are willing to ask their friends and family to Vouch for them.

References:

Scoop your best shot


Always felt like a photographer, but never had the time, knowledge or equipment to go professional? With Scoopshot, you can join a community of mobile photographers from all over the world and participate in daily photo contests. The good thing is: you can even earn money with it!

Scoopshot was released at the end of 2011 as a platform for brands and publishers to crowdsource pictures for their magazines, newspapers and other media. Once the company buys a subscription for the application they can upload new contests every day. These contests last for that day only, to keep the content in the application up to date. For 2000 dollars per year, an organisation can upload as many tasks as it wants.  Users can download it for free and earn from around 10-20 euros all up to hundreds of euros for special contests. By now, the application is used by more than 600.000 people in 200 countries.

In the Netherlands the free newspaper Metro uses the application. For certain events, for instance a big autumn storm in 2013 (Metro, 2013), they create crowdsourcing contests (see picture below for example). From then on, users can submit their own photos (‘scoops’) and thereby help to develop the company’s product. which corresponds to phase one of the consumer value creation functions. As pictures are submitted the community comes into play and votes for a daily winner.

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The application does not only leverages extrinsic motivation, it also uses intrinsic motivation. Users can gain reputation when they get more votes and win contests, the so called ‘love and glory’ element of crowdsourcing (Tsekouras, 2015). They can follow the brands that they like, and help to co-brand these firm, making it a small brand community. This corresponds to phase two of the consumer value creation functions ‘compose and co-brand product’. By submitting scoops the user contributes to the brand. We can identify two types of consumer contributions, namely user-generated content observation and contribution of user-generated content (Tsekouras, 2015).

So how big can this application become? I mentioned that it already has quite a lot of users worldwide, but it is not used a lot in the Netherlands yet. In fact, Metro is the only company that is active on the platform. Robert van Brandwijk, Editor in Chief of Metro Netherlands has stated that their goal is to have at least 50% of their photos delivered by Scoopshot (Scoopshot, 2015). Will other companies join in as well? Popularity of the Dutch application ‘Happening’, shows that people like to participate in photo challenges (Tuenter, 2015). Happening allows photo challenges within friend groups, without an extrinsic motivation and is very popular nonetheless. What do you think about Scoopshot? Can it become as popular as Happening and could it be the future of news photography?

References

  • Metronieuws (2013). ‘Scoopshot: Heftige herfststorm’. [Online] Available at: http://www.metronieuws.nl/extra/2013/10/scoopshot-heftige-herfststorm. [Accessed on 01-05-2015].
  • Tuenter, G. (2015). ‘En? Ben jij al Happeningverslaafd?’. [Online] Available at: http://www.nrcq.nl/2015/04/12/en-ben-jij-al-happeningverslaafd. [Accessed on 01-05-2015].
  • Scoopshot (2015). ‘Images and subscriptions for every budget.’ [Online] Available at: https://www.scoopshot.com/. [Accessed on 01-05-2015].
  • Tsekouras, D. (2015). ‘Consumer Centric Digital Commerce session 3’. Business Information Mangement. RSM Erasmus University.
  • Tsekouras, D. (2015). ‘Consumer Centric Digital Commerce session 5’. Business Information Mangement. RSM Erasmus University.