Google prueba programa para rastrear compradores – @conysturm


La compañía sería capaz de detectar si una persona que vio un aviso en Google después fue a la tienda promocionada – @conysturm 

Por CONY STURM

Periodista con alma nerd. Vive en Chile, en Twitter.

Google sería capaz de relacionar visitas a una tienda con búsquedas en sus sistemas rastreando móviles, para demostrar que su publicidad móvil es efectiva, según publica Digiday.

Por ejemplo, si una persona busca «zapatos» en el smartphone y en los resultados le aparece una zapatería, Google puede usar la información de ubicación del teléfono con su base de datos de tiendas para averiguar si la persona que vio el aviso de la zapatería después fue a esa tienda.

Según Digiday, esto funciona con los usuarios que tienen activados los servicios de ubicación en su smartphone, aunque es probable que muchos usuarios no estén conscientes de que esto significa que serán rastreados constantemente. Para Google sería más fácil rastrear a los usuarios que usan Android, aunque también podría seguir a los usuarios de iPhone a través de aplicaciones como búsqueda, Gmail, Chrome o Google Maps.

Esta iniciativa apareció sugerida en un artículo publicado en el blog de AdWords, donde Google detalla una iniciativa de «conversiones totales estimadas». La «conversión» sería una compra, y Google está desarrollando formas de rastrear a los usuarios desde equipos de escritorio, a tablets o smartphones. Así, si buscas algo en tu equipo de escritorio, Google podría saber cuál es tu teléfono para seguirte luego cuando estés en la calle.

Según un estudio hecho por Nielsen, las personas pasan unas 15 horas a la semana investigando en sitios web móviles y aplicaciones. 55% de las personas compran dentro de una hora y 69% recurren a tiendas que están en las cercanías.

Link: Digiday

Revisiting the Idea of a Fully Formed Idea | innovationmanagement.se


What elements comprise a fully formed idea? How might originators capture the evolution in their thinking about their ideas over time? Innovation architect Doug Collins—older and, debatably, wiser—revisits his thinking on this subject.

Many groups coin abbreviations and acronyms as ways to help them decide what to do. Project managers use the SMART mnemonic to set program goals: Specific, Measurable, Attainable, Realistic and Time-sensitive. Pediatricians use the Apgar score to help them assess the health of newborns: Appearance, Pulse, Grimace, Activity, and Respiration.

People who practice collaborative innovation have their own shorthand, as well. For idea capture they use OIA: observation, implication, and application. Chris Miller, who founded innovation consultancy Innovation Focus, developed this approach as part of his Hunting for Hunting grounds method, through which participants identify new opportunities for growth. I explored the OIA approach’s use in collaborative innovation in an earlier article. An example of OIA follows (figure 1).

Figure 1: example of OIA

Click to enlarge

Click to enlarge

OIA enables originators to capture and share fully formed ideas such that their fellow community members and stakeholders have enough information to comment, assess, and decide next steps. I have found, too, in working with clients that OIA offers further benefits beyond enabling people to capture their ideas in full… Continuar leyendo «Revisiting the Idea of a Fully Formed Idea | innovationmanagement.se»


A 2007 McKinsey innovation report, based on a survey of nearly 1400 executives from around the world showed that the executives unanimously agreed (94%) that people and corporate culture were the most important drivers of innovation. In another major study of 759 firms across 17 major economies, “Corporate Culture” was found to be the primary driver of radical innovation (Radical Innovation Across Nations: The Preeminence of Corporate Culture, Journal of Marketing, Jan. 2009). Booz Allen has been surveying the Global 1000 firms and reporting on them since 2005. In their latest report (The Global Innovation 1000, Why Culture is Key, Issue 65, Winter 2011), they concluded:

 

“The elements that make up a truly innovative company are many: a focused innovation strategy, a winning overall business strategy, deep customer insight, great talent, and the right set of capabilities to achieve successful execution. More important than any of the individual elements, however, is the role played by corporate culture — the organization’s self-sustaining patterns of behaving, feeling, thinking, and believing — in tying them all together.”

 

Unfortunately, enterprise culture is a slippery concept. Scholars define it as the bundle of attitudes, experiences, values, norms, assumptions and beliefs embraced by managers and employees; these, in turn, guide behavior. Regrettably, these elements of the definition of culture are equally slippery, with the result that any executive who wants to create a culture of innovation will have no way to measure the current culture; and without measurement, he or she will find it difficult, if not impossible, to identify a clear point at which to intervene and create positive change.

 

Recognizing this problem, in this book, I offer a model for capturing an innovative culture. I scoured the fields of organizational dynamics, leadership, behavioral science, corporate entrepreneurship and innovation to find theoretical frameworks and models that described organizational culture and culture of innovation. Specifically, I looked for instruments and assessment tools that were actionable; a primary need for all executives hoping to bring about change. In doing so, I found extensive research and models from academia, consulting firms and enterprises themselves, spanning over 30 years.

Innovation at Work

The Culture of Innovation

Hope you all had a great summer (in the northern hemisphere) and peaceful winter down below! Can’t believe that it is already October!

Before I took off for summer, I was hoping to finish off a task I had started in March – summarizing and giving you snippets from my recent book in Spanish. Unfortunately, that didn’t happen. Anyway, for first time readers, the book is titled (translated from Spanish), “Innovation 2.0: Why do we forget about the people when we talk about innovation? A practical way to create a culture of innovation.” Available from: (U.S. Amazon website, Spain Amazon website, Profit Editorial website, In e-book format from todoebook.com).

To help first time readers navigate and regular readers recall what we have covered thus far, I will quickly summarize my previous 5 blogs.

 March 2012 blog: My New Book

Ver la entrada original 1.474 palabras más

BY STEFAN LINDEGAAR: Open innovation is like dating!


While he was the head of Connect+Develop at P&G, Chris Thoen, said that open innovation is very much like dating. You need to look good so that you can become the preferred partner of choice among your suitors.I like stories, analogies and metaphors on open innovation as they can help better communicate the benefits as well as the challenges of open innovation. Here you get some of my favorites. Let me know what you think and please add your own. It would be great to have a collection of this.

Playgrounds and sandboxes: I often liken open innovation – and even more relevant today the use of social media for innovation efforts – to a playground or…

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