Sunday, April 28, 2013

Project Reflections



The main concept that I better understand as a result of working on our group project is that of creating a persona.  Our group was given the task of recreating the Samsung Galaxy Note for a couple who lived together, without children.  They could be married or not.  Having never lived with a partner I had the opportunity to learn much more about this persona and how it could be used to redesign the Note.  It is always easiest to look at a project from your own point of view.  Given a specific persona to dig into, get to know and create recommendations based on their specific pain points, preferences and needs is a much different task.  Our group entrenched ourselves in getting to know our couple, who we fondly named Zack and Zoe.  We considered couples that we knew, cultural knowledge that we had, and several group members’ own experience living with a significant other.  We acknowledged every assumption that we had made by evaluating actual couples in this position via focus groups.  Many of our assumptions were validated while many were not.  But, the product that we created in the end was created around the personas of Zack and Zoe and what would be most useful for their lives.

A second main concept that related to the personas that we created was that of creating a problem statement.  Once we got a good handle on the personas that we were working with, we had to fully understand their main issues, specifically issues that the Samsung Galaxy Note could evolve to solve.  One way that we did this within our group was to originally concentrate on what created the most conflict in their lives.  After our focus group we had one major thing that stood out as a pain point: organizing and coordinating their schedules.  While at business school most of us are forced out of necessity and habit to keep our Outlook calendars extremely up to date, this is not the case with the average person.  Every 15 minute meeting, week long trips and even due dates are all updated on a daily basis on our phones and computers.  While many couples try to duplicate this process and specifically share a calendar to organize their lives as a cohesive unit, the reality is that the attempts often are not successful.  Not only that, but the individuals often have different ways that they stay organized.  Some use written calendars, some do notes in their phone, and some just use their memories (much to the terror of their significant other).  Utilizing these insights we were able to create a problem statement that took these major problems into account.  An all-encompassing problem statement provided details of the issue at hand, and was extremely useful when defining how we were looking to find a solution. 

The part of the project that was least useful for our group was creating a rough prototype.  This was specifically difficult for us and I am assuming the rest of the class, because our product was based on technology.  As we are not computer scientists or engineers, it was difficult to create an actually rough prototype.  While we wrote out specifics of how we planned to create our product (if possible), we only created a general visual of how we believed it should look.  We were asked to create more visuals in our feedback, but this was extremely difficult considering our lack of design ability.  In addition, we were tasked with thinking about technology years out when creating our product, yet we have no way to know if what we have created is at all possible.  Lastly, this part of the project was mostly duplicated in our final video presentation.  Cutting out this part of the project would allow us to focus more energy on the videos that we were creating and build out more of the features that we wanted to invest further in in the video.

From the first part of the project, a majority of our group clicked.  We were lucky enough to be handed a fifth player in our group, someone who was not taking the class for credit, yet was fully committed and very capable.  With two first years and two second years (besides our 5th member) my initial assumption was that the first years would take over the project and the second years would step up just as needed.  This was not the case.  One particular second year that I worked with surprised me completely by being an incredible group member.  The witty banter between him and one of the first years contributed not only to the demeanor of the group, but also to the creativity that abounded us.  Like all groups, the work put in by each member was not completely equal.  As this is a public blog, I will not be specific, but the reality is that four out of five of the members were excellent group members, with a great report who were efficient and did top of the line work.  I feel like our efficiency was only trumped by the quality of our work.  These are my two biggest priorities when working in a group, especially with the number of assignments that we had to do with our group and the workload of the semester.  I was not the only one in my group who had high expectations for the quality of their work.  This was evident with the two in-class prototypes that we created—winning the first challenge of creating a child’s toy that helped them go to sleep, and deserving to win the second challenge when we created the localization aggregator LoCool.  We did not stop working on the project once we left class, and created better products because of our high standards.  One of the main things that I learned from this project was to focus on those who worked best together instead of being upset with those that do not live up to our expectations.  When I did that, and focused on the work of our more committed members, I can honestly say that this is one of the better groups that I have worked with during my MBA career.  And Zack and Zoe are definitely the most entertaining personas that I have worked with as well.

Tuesday, April 16, 2013

Social Media Experiences



In December of 2012, Adobe acquired social portfolio platform Behance.  Behance was purchased to empower and power the Adobe Creative Crowd, and most specifically its community features (Lardinois, 2012).  Behance is both a platform for creative professionals to showcase their work, and for business professionals to find specific creative pieces and overall creative talent.  While the site currently has around one million members and over 3 million projects posted, with the integration into Adobe’s Creative Cloud, the progression of this site will soon be booming—which is not surprising considering the growth of many other creative sourcing solutions.  With the integration of Behance into the Creative Cloud, Adobe hopes to allow “members to seamlessly create content, seek feedback, showcase their work and distribute it across devices.”  Behance is not the first move by Adobe to strengthen the community and social movement within their products.  The Creative Crowd had always planned to focus on community functionality.  In fact, Adobe was in the process of creating their own community features prior to purchasing Behance. 
                
                 Adobe may be a major new comer to the social creative sourcing market, they are in no way the first, and by purchasing Behance, they are admitting to not re-creating the business model either.  Social creative sourcing, or crowdsourcing design services have been growing since 2008, with popular sites including 99Designs, CrowdSpring, Freelancer.com, Design Crowd and many more. 

It was only a matter of time before this sort of social sourcing would come into play.  The pain points for both the creatives and the businesses have been fierce for an extended period of time.  The main market pain is that Business Customers need design products and have limited access to design firms.  Additionally, there is the complication of measuring the opportunity cost of deciding for one design rather than another.  For the designers, the main market pain is that most designers do not have a customer base that keeps their design pipeline full.

If you have not used a crowdsourcing site before, here one way that they work:

1.     The Business Customer posts a contest on the platform
a.       There is a cost associated with posting the contest
b.      The amount offered per prize is paid when the contest is created. This payment remains in possession of the platform until it is awarded to the winner
2.     The Creative submits a design to the contest
a.       As a member of the site/platform, there is no charge assigned to the submission
b.      The Creative uses specs and briefs provided by the Business Customer
3.     The Business Customer receives all the design submissions
a.       Dependent on the client, prize money and prompt, different amounts of submissions will be made
4.     The Business Customer decides the winning design
a.       Regularly, the site retains 15% of the prize money
b.      The winning Creative will be granted 85% of the prize
c.       In case there is not a winner, because the creative content is not up to par, a portion of the prize money will be reallocated to the Business Customer
5.     The Business Customer has the opportunity to review the different designers and recommend them, even if their designs were not the winner
a.       The best designers will have the opportunity to increase their awareness by receiving good reviews for the quality of their service and work

There are several elements crucial to the success of these social crowdsourcing platforms:
1.       Securing a high-quality base of designers
       Recognition for artist submissions (regardless of being awarded a prize): 
       As part of a creative’s profile, the opportunity to showcase their work and past submissions, quantify their engagement levels participating on the platform, and displaying past rankings when possible
       Providing an artist with added credibility and an area to showcase their work within the platform’s social interface is a meaningful part of the community.  
2.       Creating enough offers to drive a competitive environment
3.       Allowing the Business Customer to give feedback that will affect the Designers future performance
4.       Finally, specifically for Adobe and Behance, leveraging other Adobe solutions (Photoshop, etc.) to expand their crowdsourcing marketplace

So, who is using these sites?  Creatives looking to sell, develop and get feedback on their designs, specifically graphic designers, video professionals, cross-media designers, web designers, interactive designers, photographers, print designers, and artistic students.  The primary business customer for social crowdsourcing sites are secondarily large businesses, and primarily small and medium sized businesses as well as entrepreneurs.  These companies rarely have in house creatives and are looking to outsource their graphic and artistic needs on a project by project basis.  These businesses often get recommendations for designers or know quality designers that they use regularly, but often times these businesses look online.  They Google online portfolios or ask their Facebook or Twitter friends for suggestions.  Many of these people are already using crowd sourcing products like 99designs and Crowd Spring.  Additionally, successful social crowdsourcing sites should target large companies as well, seeing as if they want to attract high level designers, they need to have level customers.

While not all crowdsourcing sites work this way yet, it would be recommended that they guarantee the work selected, and like an e-bay, expects the customer to rate the sellers on the site.  For example, if you are working with a designer, and they fail to send the appropriate files, the customer can dock them, or rate them positively if they do a great job. 

The primary consideration of business customers in selecting a crowd-source site is access to a large and talented user community of artists.  With Adobe Photoshop on the desktops on 90% of artists worldwide, and 8000 users migrating from software to Cloud subscription model each day, the Adobe subscription community is growing and becoming ever more appealing. Behance/Adobe have a chance to really take advantage of the high level of their creative to bring business customers to their specific crowdsourcing site. Adobe has a great opportunity to succeed in creating a vibrant and successful crowdsourcing community with Behance by leveraging their other products and finding best practices from other sites to bring their platform to the forefront.

Lardinois, F. (2012, December 20). Adobe Acquires Social Portfolio Platform Behance To Power Its Creative Cloud Community Features. Retrieved December 20, 2012, from TechCrunch: http://techcrunch.com/2012/12/20/adobe-acquires-social-media-platform-behance-to-power-its-creative-cloud-community-features/

Friday, February 22, 2013

Is Law Simply a Short-term Setback for the Share Economy?



Effects of Stifling the Share Economy Like the Downfall of the Music Industry?

Let’s talk the music industry…

In the 1990s Shawn Fanning and Sean Parker were credited with “breaking the recording industry.”  In retrospect many people, including myself, believe that the industry was broken long before Napster introduced file sharing to the masses.  The music industry was fully dependent on record sales for their income at the time. Without diversity within their revenue model, they became angry, confused and sought retribution when they were forced to leave their comfort zone.  In the aftermath of Napster the record labels did what they considered to be “fighting back.”  Instead of restructuring their business model to find new revenue they focused their energy on legal battles with Napster, other file sharing platforms and those who used the platforms to download music for free.  These legal battles continue today, and while the labels may be monetarily winning, they lost valuable time and energy that should have been used on innovation within the industry as a whole. 

The question that the recording industry should have been asking themselves during this time, instead of fighting the file sharing networks was: why do the customers prefer the digital download to purchasing music?  What does this say about the user experience, and how can they restructure the industry to follow these trends?  Instead of doing this, the industry has watched as their revenue dropped from $14.6 billion in 1999 to $6.3 billion in 2009.

All the while, digital downloading has continued and those who have thought outside of the box have thrived.  Imagine what could have been if the recording industry had embraced file sharing from the get go instead of fighting to stop it.  They could be years of innovation ahead of where they are now.

The Share Economy: Who is Screwing Themselves Now?

Just like Napster and other file sharing platforms, the share-economy has come about because of a need and preference by consumers.  Mintel research has found that websites like Airbnb offer travelers a more cost-effective way to travel.  Along that same line, Mintel’s research notes that young people are less interested in traveling because of high prices of accommodations, and alternatives to hotels that are more personal and lower costs promote additional traveling. 

But Airbnb is having many setbacks comparable to those of the music industry.  Airbnb has continually been fought against by city laws—which are promoted by hotels that are not happy with the business that they are losing to Airbnb.  The main fight against Airbnb is that they are not paying taxes to the city on their stays.  "Laws like San Francisco's hotel tax, adopted in 1961, "were written long before the Internet or any of these activities were conceived," said Kim Rubey, an Airbnb spokeswoman. “Innovative new models that allow San Franciscans to generate additional income should be addressed by innovative laws and policies—not stifled by 40-year-old regulations."  Like in the music industry, if the city focused on working with Airbnb to create additional revenue for the city in a more innovative way instead of waging war on the company, everyone would be better off. 

In addition to being price sensitive, the user experience provided by Airbnb is different and often better than that of regular hotels.  As part of the share economy, there is a two way street in terms of the buying and selling of lodging.  There is an initial issue of trust when utilizing the peer to peer network.  How does someone locking in the stay know that the accommodation is up to par, that the owner of the home is safe to send money to, and how will they go about securing the stay.  For those renting out their homes, can they trust that the person staying at their home is safe, will leave the accommodation in proper conditions, and will pay.  A mutual review opportunity is the first part of the answer to these issues.  People who use Airbnb rate those staying and the places they are staying to help future utilizers decide if they are the proper people to do business with.  In addition to this, utilizing social media within Airbnb allows you to see if you have connections with the people they are doing business with, and contributes to communication between them. Airbnb also enables safe payment which is truly important in the share economy.  These are all things that the consumers want, and when legal issues come up, they are often fought against by these exact consumers.  Because of the popularity of the home sharing process, Airbnb is not alone; HomeAway and VRBO are also extremely popular, specifically with an older set of consumers.

Legal issues are not only running rampant for Airbnb.  Car sharing companies are also getting beaten up by the law, yet are continuing on because of their popularity and practicality of their products.  In November of 2012, California Public Utilities Commission fined Uber, Lyft and SideCar each with $20,000 fines, claiming that they were operating without proper permits.  Their violations included operating as passenger carriers without evidence of public liability and property damage insurance coverage and failing to enroll drivers in controlled substance and alcohol testing programs.  Uber offers on-demand black car service, SideCar and Lyft are donation based ridesharing programs with regular drivers.  These fines are from the law, but really come from the taxi drivers that these programs are taking away their potential customers.  The taxi companies, like the music industry are fighting against innovation based on customer needs and preferences instead of finding a way to work with them to create additional revenues for everyone involved.  Cease and desist letters have been sent to all of these companies in many cities.  Uber was shut down for a time in Washington DC, NYC and more because of legal issues supported by the taxi companies.  After these letters, the internet went wild—supporters of Uber flooded the inboxes of the legal system as well as spreading their support across social networks.  With this support it is obvious that there is a customer need that is not being covered, and these ride sharing programs are necessary.  Unlike those who held the music industry back, people like NYC’s Mayor Bloomberg have fought for “taxi disruption.”  He has approved a pilot project to test these ride sharing programs for at least a year, and in turn Uber has re-entered NYC. 

What have we learned…

The fight that the music industry enacted against innovation and their customer needs proved just what a poor decision that fight is.  Classic industries like hotels and taxis need to consider and learn from the music industry in order to keep themselves from cutting their own revenues.  The legal issues facing the share economy are similar to those that faced file-sharing.  My belief is that legal issues will continue to face the share economy, and the share economy will continue to thrive because of their customer insights.  The industries fighting against their disruption are the ones that need to learn from the past and instead of fighting innovation, embrace it and learn how that they can innovate themselves.

Thursday, February 14, 2013

Generative Research Design






Family and Friends:  Obviously these two things are very important for me.

Sleep: When I don’t get enough sleep I am cranky and often can’t get anything else done in my life.  I tend to need more sleep than the normal person, approximately 8 to 10 hours a night.  On weekends I don’t feel bad sleeping past noon, and every morning that I wake up for my 9:30am classes is a struggle.

iPhone: My iPhone is my connection to the world.  This includes keeping in touch with family and friends via text and phone calls, as well as having a mobile device to keep me up to date on news, gossip, shopping, jobs and social networks.  I use my iPhone constantly, and when I do not have it with me I feel naked.

Computer: In addition to my iPhone, my computer is necessary to perform more intensive activities.  I use the computer for regular school activities, as well as to perform online duties and errands.  It is also useful for video chatting with my family and friends.



Dresses: I love dresses.  I own more than 100 dresses and love every single one of them.  My style is differentiated by my affinity for dresses, and my distaste for pants.  I believe that I look better in dresses, they are more comfortable and easy to throw on quickly while still looking well put together.

Beach: While I grew up thirty minutes from the California beaches, beaches became a major part of my life later on.  My family has owned a home in Santa Barbara since I was 15, and my parents have lived there permanently since I went to college in Los Angeles.  They live directly across the beach and have incredible views in which I could never get sick of.  The atmosphere around the beach is always laid back yet exciting, and my fondness for this atmosphere took me to Venice Beach after school.  I lived half a block from the beach and made sure to spend as much time as possible in the sand.  The beach invigorates me, and I currently miss it every day.
Television:  I didn’t have TV for a year and I missed it terribly.  I enjoy TV as a way to turn my brain off at the end of the day and enjoy mindless entertainment.  In addition I enjoy top quality shows that are well made and take me on an adventure straight from my coach.



I use web search and social networks more than any other digital sources.  I am constantly googling anything I have questions about because with my iPhone I am able to have constant availability of information, and I do not have to wait to find answers that I am looking for.  I use social media for both information regarding friends and collegues as well as pure entertainment.  So much communication is done through social networks, as well as announcements and sharing.



During the time that I am prepping for school I use my iPhone to gain insight into my day.  I check the weather, local/national news, celebrity gossip and more. 
Lunch time is utilized to socialize as well as keep myself nurished for the rest of the day.  I spend time catching up with friends as well as checking out new restaurants.

I usually have meetings after my classes are over to take care of group projects, clubs and community activities.

I have recently put more of an effort into making time for me to work out.  It is important for my health as well as my confidence.

I end my evenings with dinner, TV and homework.  I will either cook, microwave a meal or go out with friends.  In addition, once I finish my homework for the day I like to turn my brain off and watch TV that is either thrilling or mindless—both do the job.