Collaboratively Building the Customer Experience Web: The Example of Wikipedia
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Collaboratively Building the Customer Experience Web: The Example of Wikipedia

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Since the invention of the Internet, search engines have evolved to be not more than global web address books. In essence, Google Search is a high quality, fast, and digital "Yellow Pages" directory ...

Since the invention of the Internet, search engines have evolved to be not more than global web address books. In essence, Google Search is a high quality, fast, and digital "Yellow Pages" directory of web addresses. Search engines including those of Google, Yahoo, and Microsoft hardly help people to make better and faster decisions especially when buying items or faced with alternatives. The Customer Experience Web (CEW) could change all that.

The CEW is conceived to be an online repository of customer experiences on everything: products, services, businesses, places, people, and tools. The ultimate goal is that every object in the world will have customer experience maps in the CEW. These customer experience maps will be co-created by people in all parts of the world and in their own time and for their own items of passion.

This presentation shows a sample of co-created customer experience maps for the item of "Wikipedia." The presented maps summarize the results of a recent Wisdomsourcing Survey in a community of over 200 professionals from 33 countries all over the world. In other words, the customer experience maps were co-created or 'crowdsourced' by the Wisdomsourcing community. This Wisdomsourcing Project marks the start of the Customer Experience Web.

Welcome to the age of the "decision-making engine."

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Collaboratively Building the Customer Experience Web: The Example of Wikipedia Collaboratively Building the Customer Experience Web: The Example of Wikipedia Presentation Transcript

  • W I S D O M S O U R C I N G
    A Global CUSTOMER EXPERIENCE DIRECTORY
    Customer Experience Maps for WIKIPEDIADr. Rod King&Online Wisdomsourcing Community(In LinkedIn and Ning Networks)
  • Overview of WisdomsourcingA Systematic Collaboration Project on the Internet
    WISDOMSOURCING
    • A global Think Tank for systematically and collaboratively harnessing ideas for answer-ing challenging questions in business & life
    • A systematic and collaborative Goal Achievement Methodology for Everything (G.A.M.E.): co-achieving challenging goals for products; services; businesses; places
    • A tool for systematically and collaboratively creating the Customer Experience Web
    Locations: Membership is FREE!
    • http://wisdomsourcing.ning.com
    • LinkedIn Group: “Wisdomsourcing”
    Contact
    • rodkuhnking@sbcglobal.net
    • http://twitter.com/RodKuhnKing
    MAIN GOALS
    • To illustrate use of the Wisdomsourcing methodology in systematically and collaboratively improving the customer experience of products and services
    • To apply the Wisdomsourcing methodology in co-creating a Customer Experience Directory (Web).
    Project No. 1 focuses on creating a directory of Customer Experience Maps for selected crowdsourcing websites
    START DATE OF PROJECT NO. 1
    • November 2009
    PROJECT INITIATOR/COORDINATOR
    • Dr. Rod King, developer of the Wisdomsourcing methodology and templates
    CO-CREATORS ON THE INTERNET
    • Over 200 Professionals from 33 Countries
    (all over the World)
  • The Evolution of WISDOMSOURCING
    1.
    BRAINSTORMING
    • Alex Osborne (1953)
    • Rules for Brainstorming – No criticism during idea generation
    • ‘Blue Sky’ Thinking and Ideas
    • Myriad Generated Ideas
    • Offline
    • 1 Physical Location
    • Formal Group
    • Organic Process
    • Online Collaboration
    • Collaborative Idea Generation
    • 1D-Evaluation; Voting
    • Rod King (2009)
    • Systematic Collaboration
    • Customer Experience Pain
    • Trade-off Problems & Strategies
    • Roadmap for Wisdomsourcing
    • Customer Experience Map
    • 2D-Evaluation: Trade-off Map
    • Strategy Profile; Plan; Dashboard
    • Customer Experience Directory (Web)
    • Think Tank; Movement; Experience
    • Jeff Howe (2006)
    • Crowdsourced Goods and Information Products
    • Off-site Tools for Strategic Analysis and Problem
    Solving
    • ‘Ad hoc’ Group
    • Unlimited Number of Volunteers
    • Peer Production; Documentation
    • Open Innovation and Value Chain
    • Prosumers: Consumers who participate like employees/producer in a business
    • Competitions; Contests; Prizes
    • Recognition; Reputation
    WISDOMSOURCING
    3.
    CROWDSOURCING
    2.
  • A Vision of Wisdomsourcing
    GREATER Customer Happiness, Delight; Customer Acquisition, Loyalty, and GROWTH
    VISION
    A GLOBAL THINK TANK For
    Collaboratively Identifying And Resolving Customer Experience Pain Everywhere
    GOALS & STRATEGIES
    • To virally grow the movement, experience, and methodology of WISDOMSOURCING
    • To collaboratively and systematically develop Disruptive Innovation/Blue Ocean and other strategies for improving CUSTOMER EXPERIENCES
    • To collaboratively develop a Global Customer Experience Directory (Web)
    MISSION
    • Harnessing the World’s Collective Genius and Delighting More People in the Customer Experience Web
    • Radically reducing the failure rate of businesses especially startups
    • Democratizing business planning, strategic planning, innovation, and competitive intelligence
    RESOURCES
    • World of Wisdomsourcing (WoW)
    • Roadmap for Wisdomsourcing Strategy Projects
    • Global Community Resources and Value Network
    CORE VALUES
    Delightful Experiences
    Collaboration
    Open Innovation
  • What Will Be The Next Hit in The Evolution of BUSINESS DIRECTORIES?
    LOCAL
    Business Directory
    REGIONAL
    Business Directory
    ONLINE
    Business Directory
    ONLINE
    Customer Experience Directory (Web)
    Centralized Input
    (Business addresses)
    Decentralized Input
    (Customer Experiences)
  • Users & Benefits of a Global Customer Experience Directory
    COMPETITORS/ENTREPRENEURS/
    STARTUPS/INNOVATORS/DESIGNERS
    • Real-time customer intelligence and feedbackon competitors as well as best practices
    • Monitoring and management of the customer experience of products and services
    • Faster competitive analysis
    BUSINESS PLANNERS/STRATEGISTS/
    ANALYSTS/QUALITY MANAGERS
    • Faster preparation of business and strategic plans as well as SWOT analysis
    • Listening to the Voice of the Customer
    • Seeing the business through the Eyes of
    the Customer: Observers;
    Early adopters; Regular
    users; Upgraders; Retirees
    USERS & BENEFITS OF
    A GLOBAL
    CUSTOMER EXPERIENCE DIRECTORY
    MARKETERS/
    RESEARCHERS
    • Savings in cost and time when compared to doing traditional market research/surveys
    • Easier identification of market trends
    • Faster identification of opportunities especially for disruptive innovation
    CUSTOMERS/
    PROSPECTS/INVESTORS
    • Better and faster decisions when buying or investing in a product/business
    • Reduction in the failure of products and services as well as businesses and places
    • The almost instant generation of Customer Experience Maps for the toughest challenges in business & life
  • Wisdomsourcing Project No. 1 Collaboratively Building a Customer Experience Directory
    EDUCATION/NEWS/TIPS
    JOBS/CUSTOMER SERVICE
    MEDIA/GAMES/ENTERTAINMENT
    GRAPHIC DESIGN/MARKETING/PR
    SOFTWARE DEVELOPMENT
    CUSTOMER EXPERIENCE DIRECTORY
    FOR
    CROWDSOURCING
    (Selected Websites)
    IDEA GENERATION/PROBLEM SOLVING/INNOVATION CHALLENGES
    MISCELLANEOUS
    MANUFACTURING/SERVICE BUSINESS
  • Charter for Project No. 1Customer Experience Directory
    SITUATION/CHALLENGE/QUESTION
    • Business directories are basically address books of businesses. This project aims to answer the question: How best to redefine, document, and improve the customer experience of directories?
    SCOPE
    • Do pilot project on collaboratively building a customer experience di-rectory for crowdsourcing websites
    • Review crowdsourcing websites
    • Develop scenarios for disruptive innovation & Blue Ocean strategies
    GOALS & OBJECTIVES
    • To radically improve the customer experience of business directories
    • To carry out a pilot project for collaboratively building a global customer experience directory (web)
    • To illustrate “Wisdomsourcing”
    EXISTING PAIN
    • Traditional business directories are bulky and not readily accessible
    • Online directories are not orientat-ed towards providing information that facilitates decision-making
    EXISTING DELIGHT
    • Business directories contain information on businesses that are locally available
    • Business directories are generally provided free of charge to consumers
    PROJECT CHARTER
    FOR
    CUSTOMER EXPERIENCE DIRECTORY
    DESIRED RESULTS
    • Customer Experience Directory that is co-created by customers
    • Customer Experience (Wisdom-sourcing) Map for businesses
    • ZoomableWisdomsourcing Maps
    PROJECT TEAM
    • Wisdomsourcers in LinkedIn business network
    • Wisdomsourcers in Ning social network (http://wisdomsourcing.ning.com)
    OPPORTUNITIES
    • Participation in the first ever Customer Experience Directory that is co-created by global customers
    • Sharing/development of expertise in crowdsourcing & wisdomsourcing
  • The Wisdomsourcing Map and its 8 Customer Experience Maps
    CUSTOMER SEGMENTATION
    CUSTOMER DELIGHT
    CUSTOMER PAIN
    CUSTOMER TRADE-OFF
    CUSTOMER PREFERENCES
    WISDOMSOURCING MAP
    (For a Product; Service; Business; Place; Tool)
    BUSINESS STRATEGIES/
    CUSTOMER SUGGESTIONS
    COMPETITORS
    VALUE CHAIN (Business Model)/ DASHBOARD
  • Questions for a Wisdomsourcing Map
    CUSTOMER SEGMENTATION
    • Who are the customers of X?
    CUSTOMER DELIGHT
    • What is the customer delight in employing X?
    CUSTOMER PAIN
    • What is the customer pain in employing X?
    CUSTOMER TRADE-OFF
    • What is the existing/desired customer trade-off in employing X?
    CUSTOMER PREFERENCES
    • What are customer preferences in the sector or area of X?
    QUESTIONS FOR A
    WISDOMSOURCING MAP
    For X
    (X= Product; Service;
    Business; Place; Tool)
    BUSINESS STRATEGIES/
    CUSTOMER SUGGESTIONS
    • What are suggestions, ideas, strate-gies, and/or scenarios for radically improving the experience of X?
    • What are the strategy profile and strategic plan for X?
    COMPETITORS
    • Who/What are the direct and indirect competitors of X?
    VALUE CHAIN (Business Model)/ DASHBOARD
    • What is the existing value chain (business model/dashboard) for X?
    • What is the desired value chain (business model/dashboard) for X?
  • Customer Experience Directory: Crowdsourcing Section WIKIPEDIA
    WHAT?
    • Online encyclopedia where volunteers collaboratively create, contribute, and edit content
    • Users access content of online encyclopedia for free
    WHY?
    • Information should be freely accessible and available
    • Harnessing collective wisdom
    WIKIPEDIA
    WHO?
    • Founders: Jimmy Wales
    and Larry Sanger
    • Users of the Internet: Researchers/
    Subject experts/Reviewers
    • Donors; no advertisers
    WHEN/WHERE?
    • Established in 2001
    • www.wikipedia.org
    • Online; 24x7
  • Visual Summary of Results for the Wisdomsourcing Survey
    Project No. 1
    Wisdomsourcing Map for WIKIPEDIAAn Aggregation of Personal Customer Experience Maps
  • Global Customer Experience DirectoryHarnessing the World’s Collective Genius
    Pain
    Customers
    Delight
    Trade-off
    Strategies
    Preferences
    Value Chain
    Competitors
    Personal
    Go
    Wisdomsourcing Map for
    WIKIPEDIA
    Social
    Global
  • Wisdomsourcing MapAn Aggregation of Customer Experience Maps
    Wikipedia
    CUSTOMER SEGMENTATION
    CUSTOMER DELIGHT
    CUSTOMER PAIN
    CUSTOMER TRADE-OFF
    CUSTOMER PREFERENCES
    WISDOMSOURCING MAP
    FOR
    WIKIPEDIA
    BUSINESS STRATEGIES/
    CUSTOMER SUGGESTIONS/
    COMPETITORS
    VALUE CHAIN (Business Model)
  • CUSTOMER SEGMENTATIONCrowdsourcing Market
    Wikipedia
    WORLD/SOCIETY/ECONOMY/WEB
    The Uninterested
    The Unaware
    The Refusers
    Seniors
    Non-Internet Users
    Observers
    REMOTE CUSTOMERS
    Housewives
    Professional Businesses B2B
    Authors
    Faith-based Professionals
    INDIRECT CUSTOMERS
    Politicians
    Potentially Unsatisfied Customers
    Industrial Designers
    DIRECT CUSTOMERS
    Generation X (Baby Boomers)
    Engineers
    Strategists
    Entrepreneurs
    Students
    Job Seekers
    Freelancers
    Investors
    Graphic Artists
    Families
    Planners
    Open Innovators
    Brainstormers
    Utility Companies
    Non-educated People
    Marketers
    Analysts
    Networkers
    Organizations that are strapped for cash
    Developers
    Researchers
    Schools/Universities
    Trendspotters
    People who don’t understand the concept or value of crowdsourcing
    Knowledge Workers
    Service Organizations
    Citizen Journalists
    Automotive Trendsetters
    Webinar Participants
    Big Brand Companies
    Pollsters
  • COMPETITOR SEGMENTATION
    Wikipedia
    DIRECT COMPETITORS
    DIRECT COMPETITORS
    • Books
    • Bookshelves
    • Personal Networks
    DIRECT COMPETITORS
    • Printed encyclopedias
    • Dictionaries
    INDIRECT COMPETITORS
    INDIRECT COMPETITORS
    • Webster Dictionary
    • Search Engines (Horizontal/ Vertical)
    • Personal Network on Ning and Twitter
    COMPETITORS OF
    WIKIPEDIA
    REMOTE COMPETITORS
    REMOTE COMPETITORS
    REMOTE COMPETITORS
  • COMPETITOR TRADE-OFF MAPHit Zone vs. Struggling Zone
    Wikipedia
    Zero Trade-off
    MARKET (CUSTOMER JOB): Obtaining/Sharing information
    Period/Year: November/December 2009
    High
    Revenue
    Luxury Spot
    Disruption Spot
    (+): DELIGHT
    -> Revenue
    Low
    Revenue
    Strategic Choice
    Key
    Hit Zone:
    Struggling Zone:
    (-): PAIN -> Competition
    Remote Competitors
    Indirect Competitors
    Direct Competitors
  • CUSTOMER WORD OF MOUTHRespondents of Survey
    Wikipedia
    DIRECT CUSTOMERS
    Word of Mouth (Virality)
    Hit Zone = 100%
    • Delighters = 70%
    • Satisfiers = 30%
    Struggling Zone
    • Dissatisfiers = 0%
    Word-of-mouth Chance =
    Hit Zone – Struggling Zone =
    100 – 0 = 100%
    Key: Flow of information/people/material/multi-media
  • CUSTOMER EXPERIENCE JOURNEY
    Wikipedia
    Fault line
    Chasm
  • CUSTOMER HIERARCHY OF GOALS
    Wikipedia
    MAIN GOAL
    Quickly obtain an end result, share information, or increase expertise on a topic
    CORE PURPOSE
    • General and comprehensive knowledge-base
    • Sharing of information and knowledge
    FUNCTION
    • Comprehensive and collaborative online encyclopedia
    OUTCOME
    • Reliable information on everything
    • Free access to information and knowledge
  • CUSTOMER EXPERIENCE PROPOSITIONS
    Wikipedia
    Customer Experience Propositions
    • Luxury Spot-Proposition
    High-end
    (Short Head)
    • Sweet Spot-Proposition
    • Disruption Spot-Proposition
    • SuperHitSpot-Proposition
    Mass Market (Long Tail)
    “The free encyclopedia
    that anyone can edit”
    • Blue Ocean-Proposition
  • CUSTOMER PAINWhy People Become Dissatisfiers
    Wikipedia
    • Lack of reliability
    • Variation in quality of information
    • Reported inaccuracies in some articles
    • Sometimes, US-centric
    • Information overload
    • Difficulty in scrolling through a long list of information
    • Inadequate personalization/ customization
    • Inadequate interaction/follow-up
    WIKIPEDIA’S
    CUSTOMERPAIN
    • Gaps in information
    • Lack of depth in some areas
    • Sparsely populated entries on some topics
    • Some moderators become lecturers
    • Sometimes, quirky indexing
  • CUSTOMER DELIGHTWhy People Become Delighters
    Wikipedia
    • Free
    • No ads
    • Easy navigation/browsability
    • Easy to locate information
    • Ease of use
    • Ability to drill down
    • Freely accessible information
    • Comprehensiveness
    • Wide coverage
    • Available in many languages
    • Surprising and delightful information
    • Good mechanism for learning
    • Ability to add insights
    WIKIPEDIA’S
    CUSTOMERDELIGHT
    • Democratic
    • Neutral
    • No editorial board
    • Good cross-referencing
    • Clear policies and rules
  • CUSTOMER TRADE-OFF MAPCustomer Pain vs. Customer Delight
    Wikipedia
    Zero Trade-off
    (“What customers ultimately want:
    Free, Perfect, Now”)
    MARKET (CUSTOMER JOB): Obtaining/Sharing information
    Period/Year: November/December 2009
    High
    Luxury Spot
    70%
    30%
    Disruption Spot
    (+): DELIGHT
    Low
    Strategic Choice
    Low
    High
    (-): PAIN
    No. of respondents = 8
    Word-of-mouth Chance (Virality) = Hit Zone – Struggling Zone = (70% + 30%) – 0% = 100%
  • CUSTOMER PREFERENCESPainFactors
    Wikipedia
  • CUSTOMER PREFERENCESDelight Factors
    Wikipedia
  • CUSTOMER EXPERIENCE CURVES
    Wikipedia
    Market Segment/Location: Crowdsourcing
    Mission/Vision: “Free and open sharing of knowledge”
    10
    8
    6
    4
    2
    0
    Key -> 1: Low level; 10: Extraordinary level of experience
    : Weak (Vulnerable) spot
    Customer Experience Quotient (CEQ)
    = Weighted Pain/Weighted Delight = 2.73/7.24 = 0.38
  • CUSTOMER EXPERIENCE TACTICS
    Wikipedia
    Market Segment/Location: Crowdsourcing
    Mission/Vision: “Free and open sharing of knowledge”
    Key -> 1: Low level; 10: Extraordinary level of experience
    Customer Experience Quotient (CEQ)
    = Weighted Pain/Weighted Delight = 2.73/7.24 = 0.38
  • STRATEGY ARCHETYPE FOR LUXURY INNOVATION
    Wikipedia
    ELEMENTS OF LUXURY INNOVATION STRATEGY FOR WIKIPEDIA:
    DELIGHT TACTICS:
    • Eliminate ……………………………………………
    - Reduce ……………………………..…..……………
    - Increase ……………………….……….……………
    - Create/Procure ……………….…….……………
    • PAIN TACTICS:
    • Eliminate ……………………………………………
    - Reduce ……………………………..…..……………
    - Increase ……………………….……….……………
    • Create/Procure ……………….…….……………
    Customer Value Proposition
    High performance (brand) at exclusive price
    Targeted Customer Segment(Interviewees)
    Well-to-do customers in the ‘short head’
    Customer Value Proposition/Core Purpose: ……………………………………………………………………….…………………
  • STRATEGY ARCHETYPE FOR DISRUPTIVE INNOVATION
    ELEMENTS OF DISRUPTIVE INNOVATION STRATEGY FOR WIKIPEDIA
    • DELIGHT TACTICS:
    • Eliminate ……………………………………………
    - Reduce ……………………………..…..……………
    - Increase ……………………….……….……………
    • Create/Procure ……………….…….……………
    • PAIN TACTICS:
    • Eliminate ……………………………………………
    - Reduce ……………………………..…..……………
    - Increase ……………………….……….……………
    • Create/Procure ……………….…….……………
    Customer Value Proposition
    Good enough-performance (quality) at a low price
    Targeted Customer Segment(Interviewees)
    The masses/customers in ‘long tail’
    Customer Value Proposition/Core Purpose: ……………………………………………………………………….…………………
  • STRATEGY ARCHETYPE FOR BLUE OCEAN INNOVATION
    Wikipedia
    ELEMENTS OF BLUE OCEAN STRATEGYFOR WIKIPEDIA
    • DELIGHT TACTICS:
    • Eliminate ……………………………………………
    - Reduce ……………………………..…..……………
    - Increase ……………………….……….……………
    • Create/Procure ……………….…….……………
    • PAIN TACTICS:
    • Eliminate ……………………………………………
    - Reduce ……………………………..…..……………
    - Increase ……………………….……….……………
    • Create/Procure ……………….…….……………
    Customer Value Proposition
    High performance (quality) at a low price
    Targeted Customer Segment(Interviewees)
    The masses/customers in ‘long tail’
    Customer Value Proposition/Core Purpose: ……………………………………………………………………….…………………
  • CUSTOMER SUGGESTIONSScenarios & Evolutionary Patterns for Crowdsourcing Market
    Wikipedia
    • Get more intuitive user interface
    • Intuitive navigation
    • Provide easy to use interface
    • Introduce tools that provide faster analysis/response
    • Provide overarching disciplines: Brainstorming, Crowdsourcing, and Wisdomsourcing
    • Arrange for people to anonymously participate in surveys
    • See example at quirky.com
    • Become more accessible
    • Make crowdsourcing website accessible anywhere (mobile/ desktop/phone)
    • SMS/MMS responses may be more effective for surveys
    • Employ creative activities
    • Use innovative strategies
    • Clarify problem to be solved and its relevance
    • Facilitate solution of complex problems
    • Provide mechanism that secures IP of owner to prevent stealing & abuse
    • Crowdsourcing should be project-based rather than generic
    • Learn from TV talent contests that depend on a public vote
    • Encourage people to contribute their part
    • Make it easier for participants to find people with similar interests
    CUSTOMER SUGGESTIONS
    (Crowdsourcing Market)
    • Streamline to manage information overload
    • Carefully choose topic so that it is not too broad
    • Categorize inputs
    • Give feedback to every contributor
    • Close the loop of information and provide feedback
    • Provide incentive for people to build on existing ideas and make them robust
    • Give rewards for community interaction
    • Provide incentive mechanism that stimulates cooperation
    • Let voters pay for their input as in ‘X Factor’ program
  • VALUE CHAIN MAP
    (Business Model)
    Wikipedia
    E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE
    • CEO
    • Regular employees
    • Board of Directors
    S: SUPPLIERS/MATERIALS
    • Volunteer-creators/editors/reviewers
    • Office equipment and materials
    M: MACHINERY/EQUIPMENT/ FACILITY
    • Computers/servers
    • Software (Wiki) applications
    • Collaboration technology
    E: ENVIRONMENT
    • Competitors: Google etc.
    • Non-customers/Non-consumers
    • Partners
    • Investors : Donors
    • Gov./Community/Society/Environment
    VALUE CHAIN (Business Model)
    FOR
    WIKIPEDIA
    2009
    P: PROCESSES/COMPETENCIES
    • Strategic management
    • Operational management
    • Software development & management
    • Open innovation/crowdsourcing
    • Creating/reviewing/editing content
    R: RETAILERS/DISTRIBUTORS/ CHANNELS/INTERFACE
    www.wikipedia.org
    C: CUSTOMERS/CONSUMERS
    • Internet users (Short head/Long tail)
    • Researchers/Subject experts
    • Knowledge seekers/reviewers
    • Collaborators/Volunteers/Prosumers
    O: OUTPUTS/PRODUCT/SERVICE
    • Wikipedia: A high quality, online, and
    collaborative encyclopedia that is
    freely available and without advertise-
    ments
    KEY
    Existing Revenue (Donations/Information flow) Potential Revenue (Information flow)
    Existing Cost (Information Flow) Potential Cost (Information Flow)
  • VALUE CHAIN DASHBOARDDecember 2009
    Wikipedia
    Market Segment/Location: Crowdsourcing
    Mission/Vision: “Free and open sharing of knowledge”
  • COMPETITORS
    Wikipedia
    DIRECT COMPETITORS
    DIRECT COMPETITORS
    • Books
    • Bookshelves
    • Personal Networks
    DIRECT COMPETITORS
    • Printed encyclopedias
    • Dictionaries
    INDIRECT COMPETITORS
    INDIRECT COMPETITORS
    • Webster Dictionary
    • Search Engines (Horizontal/ Vertical)
    • Personal Network on Ning and Twitter
    COMPETITORS OF
    WIKIPEDIA
    REMOTE COMPETITORS
    REMOTE COMPETITORS
    REMOTE COMPETITORS
  • THE CUSTOMER EXPERIENCE WEBCo-creating Personal, Social/Local, and Global Customer Experience Maps in Real Time
    GLOBAL Customer Experience Web
    SOCIAL/LOCAL Customer Experience Directory
    PERSONAL Customer Experience Map
    Products
    Services
    Businesses
    Places
    Tools
  • Frequently Asked Questions (FAQ)Crowdsourcing
    • Why do people participate in crowdsourcing?
    • What are the top motivating factors for participating in crowdsourcing websites, e.g., money, exposure, reputation, fun?
    • How can I trust the validity (integrity) of information in a crowdsourcing website?
    • How can I save time?
    • What specific outcomes can crowdsourcing websites offer/
    • What is the niche of the crowdsourcing website?
    • How easily can I reach the niche I desire?
    • How easy can one use a crowdsourcing website?
    • How do you simplify the user interface?
    • Is the crowdsourcing website localized: English/German/French/ Spanish?
    • Does a platform exist for crowdsourcing websites?
    Frequently Asked Questions (FAQ)
    for
    CROWDSOURCING
    • What are the focus and business model of the crowdsourcing website?
    • What is the definition of the crowd (niche/specialty websites)?
    • What rubrics are needed to identify my crowd?
    • How can crowdsourcing help make the competition irrelevant?
    • Who is successfully using the crowdsourcing website?
    • What are success stories from the use of crowdsourcing websites?
    • Do small-medium businesses consider crowdsourcing websites to be a viable alternative to crafting solutions?
    • How to create a crowdsourcing website?
  • Wisdomsourcing Community
  • Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
    Sheet 1 of 5
    • Abbey, Rob
    • Adeel, Naved
    • Ageda, Daniel
    • Agrawal, Deepak
    • Agrawal, Saurabh
    • Akmal, Shiraz
    • Barrett, Sue
    • Barry, Pam
    • Bayus, Barry
    • Bentley, Ian
    • Bhattacharyya, Nilanjana
    • Blomqvist, Ulf
    • Andersson, Per O.
    • Andrade, Susie
    • Araluce, Jorge
    • Arbuckle, PMP, Warren
    • Autrique, Luis
    • BabaiiKochekseraii, Dr. Sadegh
    • Bolden, Michael C.
    • Bonner, Francesca
    • Boyer, David
    • Brahma, Debashish
    • Brancato, Fabio
    • Brennan, Matthieu
    • Brett, Alistair
    • Bridges, Beth
    • Bronsema, Ludy
    • Brouillette, Tom
    • Brown, Ray
    • Burns, Scott
    GLOBAL WISDOMSOURCERS
    FOR
    PROJECT NO. 1
    (December 2009)
    • Capron-Maquaire, Sarah
    • Carrillo, Félix
    • Carty, Kevin
    • Cernohorsky, Petr
    • Chalk, Mary Beth
    • Davis, Karen
    • de Avila Amaral, Ricardo
    • De Bruyn, Robert
    • de Valk, Wessel
    • Delmar, Dan
    • Chalmers, Thomas
    • Chandra, Satish
    • Chow, Tony
    • Christian, Pete
    • Clementi, Carlo
  • Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
    Sheet 2 of 5
    • Dinner, Alec
    • Domínguez Laperal, Julián
    • Don, Sharon
    • Dzialowski, Ted
    • Eker, Ersin
    • García Aragón, Luis Miguel
    • Garland, Loan
    • Gasperini, Nicola
    • Gaviria, Carlos
    • Geerts, Simone
    • Gezen, Gurkan
    • Fazi, Flaminia
    • Ferreira, Mario Luis Tavares
    • Fish, David
    • Foster, Simin
    • Goldsmid, Ian
    • Grassi, Nicolas
    • Greene, Lionel
    • Grueber, Dorit
    • Hall, Dennis
    • Hall, Paige
    • Hamburger, Onno
    • hassan, sherfudeen
    • Hawke, Kyle
    • Hensley, David
    GLOBAL WISDOMSOURCERS
    FOR
    PROJECT NO. 1
    (December 2009)
    • Hilario, Crisanto
    • Hills, Martin
    • Ho, Karina
    • Holdren, Richard
    • Honée, Caspar
    • Johnson, George
    • Johnstone, Simon
    • Jones, Judy
    • Jones, Steven
    • Joshi, Gaurav
    • Judkiewicz, D. Michel
    • Ibarra, Rafael
    • Ivano Franco, Colombo
    • Jacknis, Norm
    • Jamerson, Gary L.
    • Jariwala, Krunal
  • Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
    Sheet 3 of 5
    • Kalfoglou, Yannis
    • Karani, Sanjiv
    • KC, Guru Anand
    • Kenner, Pat
    • Khan, Sourabh
    • Kumar, Vijay
    • Kuzma, Claudia J.
    • King, Rod (Coordinator)
    • Kinsella, Bret
    • Klein, Mark
    • Kondili, Alma
    • Kuij, van der, Albert
    • Kulzak, Thomas
    • LaRue, William
    • Lazin, Lorant
    • Lendzion, Michelle
    • Lloyd, Bruce
    • Lovejoy, Susan
    • Lucarelli, Giovanni
    • Lundsten, Frode
    GLOBAL WISDOMSOURCERS
    FOR
    PROJECT NO. 1
    (December 2009)
    • Machado, Tiago
    • Magariños, Marina
    • Maier, Kenneth
    • Marchant, Pierre
    • Markham, Roisin
    • Mascheri, Fabiano
    • Modali, Chandra
    • Moreham, Richard
    • Morgan, Rhidian
    • Movva, Siva Ganesh
    • Murphy, Kevin
    • McCann, Bailey
    • Medrano, Deborah
    • Menefee, Denise
    • Micenko, Miroslav
    • Michaels, Alan S.
    • Mizer, Melissa (Mel)
  • Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
    Sheet 4 of 5
    • Narayanan, Srinivasan
    • Neijzen, Hans
    • Norte, Pedro
    • Nürnberger, Bernd
    • Nyo, Winston
    • Parker, Mark
    • Parker, Mike
    • Pearce, Lynn
    • Philabaum, Don
    • Pickering, Sandra
    • Oksendahl, Eric
    • Ortmann, Peter
    • Plishka, Mike
    • Poterman, Willem
    • Poul, Mary
    • Rafiq, Ahmed
    • Raman, Venkat
    • Rao, Ramachandra
    • Reed, Brady
    • Reinbolt, Gary
    • Robinson, Carter
    GLOBAL WISDOMSOURCERS
    FOR
    PROJECT NO. 1
    (December 2009)
    • Roman Corle, Kim
    • Rossard, Jacques
    • Roussat, Damien
    • RuedaLópez, Gustavo
    • Ryan, Tom
    • Savage, Edward
    • Sayir, Beril
    • Scaman, Melissa
    • Schadee, Pieter
    • Schulenburg, Marta
    • Settles, Clint
    • Saif, Mohammed
    • Salvachúa, Joaquín
    • Sanchez, Miriam
    • Sandoval, Ismael
    • Sarkar, Soumen
    • Sarkissova, Marianna
  • Global Wisdomsourcers for Project No. 1Over 200 Professionals from 33 Countries (all over the World)
    Sheet 5 of 5
    • Shekar, L.
    • Simangunsong, Edward
    • Simon, Andrea
    • Singaravelan, A.
    • Sloper, Phillip
    • Smith, Vidal
    • Souza, Rodrigo
    • Taylor, Brian
    • Thompson, Maria
    • Thurlbeck, Shelagh
    • Tomasulo, Antonietta
    • Turner, Don
    • Spector, Jason
    • Stam, Bob
    • Stavropoulos, Leonidas
    • Stein, Colin
    • Stromberg, Gregory
    • Suri, Deepak
    • Sutherland, Ian
    • Ucar, Ferhan
    • Urban, Chris
    • Vaculisteanu, Andreea
    • van derErve, Marc
    • van derMeij, Jasper
    • van derStelt, Remco
    • Vann, Michael
    • Varela, Ana José
    • Vavere, Raimonds
    • Verbeeren, Bart
    • Virmani, Ravi
    • Vissonova, Karina
    GLOBAL WISDOMSOURCERS
    FOR
    PROJECT NO. 1
    (December 2009)
    • Wanchoo, Chander
    • Warkentine, Blaine
    • Wendell, Bart
    • White, Steven
    • Whitlock, Warren
    • Williams, Doug
    • Yaakubovich, Yaniv
    • Yarhi, Adolfo
    • Young, Peter
    • Zheng, Boyang
    • Williams, Tim
    • Wittenberg, David
    • Woodard, Alonzo L.
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