Getting Results Driving Business Outcomes in Java

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Getting Results Driving Business Outcomes
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Creates public awareness, understanding, and support for legislation, regulation, and political candidates. Affects voter behavior. Helps pass legislation, regulation, and initiatives. Affects speci c companies and industries through appropriations, tax impacts, and regulatory changes that can affect any and all aspects of a business. Instigates and perpetuates grassroots or grasstops campaigns.
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Use available public tracking services at national (e.g., major network polls) or local (e.g., university polling centers) to track changes in awareness, understanding, support, and voter intent. Also where possible link to level of PR activity. Conduct tracking survey of key politicians or regulators. Can often use In uentials awareness as a proxy for elected of cials, as well as to measure the edge of a trend. Post-election surveys can isolate speci c effects of PR by determining actual voting behavior, as well as levels of exposure to different communication media. Actual public or legislator voting behavior.
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The customer is always right. The customer is king. The customer comes rst. Find a need and ll it. Find out what they want and sell it to them. All of the above is true and good as far as it goes. It only goes as far as The iPod Conundrum. The iPod conundrum is simply this: Your customers are never going to help you invent the Next Big Thing. As Henry Ford liked to say, if he had asked people what they wanted, they would have said, Faster horses. But that time-honored piece of wisdom has another twist to it in these days of crowdsourcing. Just as it sounds, this is the art of asking enough people for their input that somebody, somewhere does invent an iPod. Or at least leads your team in that direction. For Vida Killian at Dell s IdeaStorm, measuring the number of people, comments, and votes is a way to tell if the system is working. But measuring great ideas, actionable ideas, breakthrough ideas that s where the payoff is. No one needs to convince you of the value that mass incentives can have in spurring innovation in science and technology (www.theglobeandmail.com/news/ technology/article754494.ece). Almost 10 years ago, a Canadian mining company unlocked their data vault and let anybody and everybody plunder 45 years of proprietary information about one of their less-than-stellar mines and geological data about the nearby area. This mine had a lowly annual gold production of 50,000 ounces at a relatively high cost of $360 per ounce. So they asked the world s geologists to take a crack at it. The
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idea was open source mining analysis and a half a million dollars was put on the table for the winner. The challenge was to nd the best way to nd 6 million ounces of gold in an area a little under 80 square miles. More than a thousand geologists submitted plans and the top three took the prizes. But the winner was US Gold Corp. and Lexam Explorations Inc. They are now unearthing 500,000 ounces of gold a year at a cost of $60 per ounce. Crowdsourcing worked well for them. You can use crowdsourcing for product ideas, customer service, television ads, usability studies, it doesn t matter. Just be sure you have a standard method to measure the response and the outcome. If it goes viral, that s great but if it produces no results then it was just a PR stunt and even then it may not have improved your company s image. Measuring the value of ideas is a very long-term prospect, even longer than customer lifetime value. So where do we stand You ve got goals. You ve got a way to measure your audience reach. You ve got a way to identify and measure in uence. You ve got a way to recognize and measure sentiment. You ve got a way to listen and measure what you hear. You ve got a way to measure response and business outcomes. All you need to do now is convince the people with their hands on the budget that this is a good idea.
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