Posts tagged ‘case study’
The video is not new now (2007), but it seems that everyone is only keener now to roll out NFC, we may be just waiting for ticketing providers and venues to support NFC.
PayPal has been trying out mobile to mobile payments via ‘bumping’ in PayPal bringing NFC to Australia in months
Visa and ANZ have been trialling NFC this year as reported in NFC Is Coming To Australia Sooner Than Later
Coming to a turnstile near you … soon
Beth Kanter an influential writer on technology and not for profits, discusses how organisations can evolve to a data driven culture. A data-driven organisation makes use of the wealth of data at its fingertips and as a result is characterised by objective decisions based on constant monitoring and measurement. No surprises, key to the process of successful evolution is leadership.
Beth suggests four evolutionary stages of a Data-Driven Culture:
- Testing and Coordinating
- Scaling and Institutionalizing
A case study of DoSomething.Org provides and example of a not for profit exhibiting the characteristics and work habits of a data-driven organization and moving into the “Empowering Stage”.
To finish there are four tips for an organisation to make the switch to a data-driven culture:
- Start at the top
- Make the case to improve your measurement practice
- Think big, but take baby steps
- Share stories
“I keep saying that the sexy job in the next 10 years will be statisticians,” – Hal Varian, Chief Economist at Google
An entry in the 2011 Australian Mobile Awards in the Online Shoping & Payments category – Ticketing on your mobile with Moshtix.
There are a variety of notable elements in this implementation:
- Mobile optimised site – not an app.
- Ticket delivery via a mobile barcode allowing scanning direct on the phone – no paper ticket or physical fulfillment
- PayPal integration
- After purchase ticket buyers receive an SMS linking to their mobile barcode ticket
- Integration with Google Maps
- Social sharing of events through Facebook and Twitter
- Forwarding of tickets to friends from the same mobile
Intrinsic Impact has been launched by WolfBrown as a free resource for arts managers, board members, students and others who work in the cultural sector. The site aims to change the conversation about the benefits of arts participation, disseminate up-to-date information on emerging practices in impact assessment, and encourage cultural organizations to embrace impact assessment as standard operating practice.
“How are people transformed by arts and cultural experiences? This question cuts to the core of both policy and practice in the cultural sector. Yet, aside from talking to audience members at intermission or watching visitors as they move through an exhibition at a museum, the sector lacks an established means of assessing non-financial outcomes.“
“While much has been written about the economic, social and other instrumental benefits of arts programs (i.e., the arts as an instrument of achieving some other end), the intrinsic benefits of cultural programmes have not been investigated with much regularity. One might argue, however, that without intrinsic impact, other benefits cannot occur. In other words, if the experience itself is unremarkable and does not create meaning, it is quickly forgotten and little benefit accrues.“
“We assume that audiences and visitors are different, somehow, after an arts program than they were when they first walked in the door. But, how are they different? Is it possible to measure what happens to people in their seats in a theatre or concert hall, or as they stroll through a museum or gallery? Do different kinds of cultural experiences create different impacts?“
“The answers to these questions could shed new light on how arts and cultural organizations create public value, and could profoundly influence both policy and practice.“
I received an email today from PayPal that was interesting and I thought it worth sharing with you.
PayPal is madly developing partnerships left right and centre.
They are trying to steer consumers to buy tickets on their mobile, but importantly using PayPal as a payment method as opposed to using credit card companies to facilitate the transaction.
Given the demographic, not surprisingly, cinema and concerts are the first targets, followed by flowers?
Read about it online here>> PayPal Mobile Email
It appears they are attempting to position PayPal as different to credit cards as a method of purchase:
“PayPal offers a series of unique security features that ensure your personal and financial details are protected when you shop online, or on your mobile.
- Your financial details are not shared with online stores and sellers
- State of the art anti-fraud tools help prevent fraud before it occurs
- You could be reimbursed in full for any losses from unauthorised transactions <hmmm COULD BE>
- There is protection for eligible purchases in the case they don’t arrive
- The transaction process is completely encrypted to prevent hacking
- There’s no need to key in 16 digit credit cards numbers, simply use your login and password for faster check-out
- No information related to your PayPal account is ever stored on your mobile device, so even if you lose your phone, your credentials won’t be on there.“
The beauty of data visualization – David McCandless “… let the dataset change your mindset” Hans Rosling
“… let the dataset change your mindset“
“We were put on this earth to make relationships,” “Why should call centres be any different?“
Call centres: can we learn to love them? offers an interesting case study from the award winning British Gas Call Centre. Operators (oops customer service agents) are taught to make judgments regarding callers based on the Myers-Briggs system and adapt their manner accordingly.
“Myers-Briggs dictates there are four personality types: the brisk “controller”, the sensitive “feeler”, the intelligent “thinker”, and the joke-telling “entertainer”. Customers reveal these traits … through their tone or their choice of words, and agents modify their conversation to fit.“
Segmentation of customers at initial service level, gee it makes sense.
Another item of interest is GetHuman that reveals which keys to press to bypass option menus for a majority of major product and service call centres. GetHuman was “started in 2005 by Paul English, now the CTO and Co-founder of Kayak.com Travel Search Engine. It began as a single web page on Paul’s personal web site, and was at first called “The IVR Cheatsheet”.“
You can imagine my surprise to read the following passage in Databases Key to the Revenue-Streams of the Future:
“audience-development professionals need to focus their work on database management. “This is an essential competitive advantage and a barrier to entry … It’s a 3-D inside-and-outside picture of the audience that our marketers want. Whose job is it to build and maintain this? It’s the audience-development person.“”
Was this an enlightened arts organisations or a visonary venue? No, it was Canon Communication (now UBM Canon) a media products company serving the advanced manufacturing sector focussing on medical devices and electronics engineering.
It then suggests the audience development role is “the audience-development function is out in front of both editorial and sales.” I would moot it is also, or should be , an ambassador for customer service as well. Value is delivered to customers by the appropriate offering at the right time.
The scale is large for a company, with revenue of $106 million with 74 separate databases. “All of our audiences were scattered, and it was not a pretty process to try and merge them,” However, that is a problem that many arts organisations will recognise. Reconciling different sources of truth, let alone standardising subsequent information collection.