In ornithology[ edit ] Another early example of crowdsourcing occurred in the field of ornithology. The project called birders from across North America to count and record the number of birds in each species they witnessed on Christmas Day. The project was successful, and the records from 27 different contributors were compiled into one bird census, which tallied around 90 species of birds. In the census, more than 70, individuals participated across 2, bird count circles.
The concept of customer value is central to both of them. And perhaps just as importantly, collaboration and co-creation are increasingly central to creating customer value. Open innovation thinking, where companies collaborate with suppliers, distributors, and customers to co-create unique value, is fast replacing traditional thinking that viewed innovation as a proprietary activity and marketing as a static, one-way broadcast.
However, while there is significant advocacy and buy-in for collaborating with customers, there is little guidance for companies on how to undertake the journey from applause and appreciation to execution.
Companies engage in co-creation projects because they want to them to foster the discovery of customer interest and value, which they can turn into innovation and competitive advantage. The process starts with setting objectives and proceeds through four additional steps: Examples illustrating these three categories of co-creation are: According to its corporate website, the company bases its innovations on extensive consumer insight and designs them thoughtfully to meet the real needs of consumers and professionals.
One of the sources for these innovations is the Electrolux Design Laba forum for generating ideas for new products and services. Established inElectrolux Design Lab is an annual global design competition open to undergraduate and graduate industrial design students who are Topcoder a developing software through crowdsourcing to present innovative ideas for household appliances of the future.
The Super Bowl is really two contests. Using co-creation, Frito-Lay managed to crash the Super Bowl party starting in An early adopter of social media, Frito-Lay was very impressed by the talent and creativity of consumers. Arenas for co-creation Co-creation can occur in physical or in digital arenas.
Given the ubiquitous reach of the internet, and our ever-increasing use of digital technologies ranging from smartphones to the dashboard displays in our automobiles, it would be tempting to conclude that all co-creation takes place in digital arenas. However, the world of bricks and mortar also offers excellent opportunities for shaping co-creation.
While it is true that physical environments cannot compete with digital spaces on dimensions such as reach, interactivity, connectivity and scale, there are times when the ability to actually witness customers in action is not a luxury, but a non-negotiable necessity.
Consider the following cases, for example: Managers trying to simplify customer-facing tasks to minimize the incidence of service failures. Where the ability to watch context-bound behavior and judge the potential value of product innovations is at a premium, the opportunity to be present as a participant is vital, making physical spaces more relevant for collaboration and co-creation.
Collaborators In the context of collaboration and co-creation, the most-prized customers are creative and eager to collaborate with companies. So which customers, or types of customers, should a company recruit for its collaboration and co-creation programs? Companies essentially have two options.
The second option is to collaborate with professionals and specialists, people who are formally trained, like scientists, engineers and computer specialists. Such customers are usually self-selecting. For Hallmark the preferred demographic group is moms, for Mercedes Benz it is Gen Y customers and for Electrolux it is undergraduate and graduate industrial design students.
Lately, experts have recommended that companies also consider the innovation behavior of customers and select only those customers that exhibit a high co-creation potential.
In all product categories, there exist a group of individuals who are far ahead of the rest of the rest of the population in terms of their early adoption of innovations and their desire to develop and create solutions where none exist.
These individuals are perceived to have high co-creation potential.
Arguably, by collaborating with high co-creation potential customers companies can improve the overall effectiveness and productivity of their collaborative innovation activities. By relying more heavily on their inputs in the value creation stage, companies hope to generate an adoption momentum in their innovations, thereby aiming to accelerate post-launch performance in terms of sales and market share.
Lead users — Eric von Hippel is credited with pioneering the concept of lead users. Lead users are a highly attractive co-creation resource.
Viewed from the perspective of innovation adoption, information on the needs and behavior of these product mavens is invaluable, as it lowers the probability of market failure. Two corporate examples are: Recaro is a top-notch aircraft-seating manufacturer that has won several awards for its quality and innovative designs.
The company and its staff of engineers and designers are formally trained in disciplines that drive effective and aesthetic design, such as material selection, structural integrity and ergonomics.
A group of customers or professionals — their passions, interests and energy notwithstanding — are at best mere potential for value creation. In order for this potential to materialize, collaborators need resources and processes to convert their creativity into tangible value.
In certain cases, resources such as software applications may be easily available. But when working with nonprofessional stakeholders, providing collaborative tools may take priority, because without them the hoped-for co-creation event would remain grounded.
Co-creation processes Innovation Jams Pioneered and made popular by IBM, Innovation Jams are large-scale internet-enabled brainstorming events that focus the creative energy of participants on complex issues, such as: Identifying business opportunities for placing future strategic bets.TopCoder's crowdsourcing-based business model, in which software is developed through online tournaments, is presented.
The business model based on crowdsourcing, TopCoder, in which software is developed through the online tournaments is presented.
The case highlights how TopCoder has created a unique platform for innovation duplex composed of a global community of more than , participating developers to write software modules for its 40 clients.
TopCoders build software through CrowdSourcing What is CrowdSourcing? Competition is the Key For customers, TopCoder can deliver solutions developed through competitions, in time frames and quality levels that are simply impossible using a traditional approach.
NEW YORK, May 18, /PRNewswire/ -- Deloitte, the global professional services organization, today announced the launch of Deloitte Pixel ™, a worldwide enterprise crowdsourcing srmvision.com Topcoder (formerly TopCoder) is a crowdsourcing company with an open global community of designers, developers, data scientists, and competitive srmvision.comer pays community members for their work on the projects and sells community services .
In the foreword to my last book, Paul Polman, the CEO of Unilever, states that “marketing and innovation have and will continue to be two of the strongest drivers of margin and revenue srmvision.com concept of customer value is central to both of them.” This is true.
And perhaps just as importantly, collaboration and co-creation are increasingly central to creating customer value.