Friday, March 19, 2010

The New Idealist Social Network - Chris Hughes Starts Jumo to Connect Volunteers to non-profits

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Article - Goldstein Chris Hughes Facebook co-founder Chris Hughes talks to Dana Goldstein about his new venture for connecting volunteers to non-profits, Jumo, which goes up today, and why Obama’s Organizing for America fell short.

Among Facebook’s tight-knit group of co-founders, Chris Hughes has always been the idealistic one.

When the social networking site first took off in 2004 and his roommates Mark Zuckerberg and Dustin Moskovitz dropped out of Harvard to make a killing, Hughes—a middle class kid from North Carolina—returned to college and graduated, writing a thesis about Algiers. When candidate Barack Obama intrigued Hughes, he shocked Facebook CEO Zuckerberg by quitting the company to work in the unprofitable world of campaign organizing, where Hughes helped to build and run MyBarackObama.com, the candidate’s groundbreaking online organizing tool. When the presidential race ended and Hughes needed to chart his next move, he tried venture capital, doing a stint as “entrepreneur-in-residence” at General Capital Partners in Cambridge. But he kept asking himself what he could do to contribute to the greater good.

“We have a real problem when it comes to giving,” Hughes said. “People tend to give around moments of crisis, at the end of the year, maybe when they see a really dramatic photo or video.”

So Hughes traveled to Africa, India, and Latin America. He spoke to development gurus like Jacqueline Novogratz of the non-profit Acumen Fund and Jeffrey Sachs, the Columbia University economist famous for his proposals on how to eradicate global poverty by 2025.

“I was constantly thinking, ‘What do I know and how can I use what I know to help these people?’” Hughes said of the social welfare thinkers and activists he met during his travels. “I took some serious time trying to think through that question.”

Where he ended up was Jumo.com—a new networking site to connect non-profits to the public and to one another, which soft launches Thursday morning. By fall, members will be able to use Jumo to learn more about social justice causes, donate money, and find out about opportunities to volunteer time and skills. The name means “together in concert” in Yoruba, a language spoken in Eastern Senegal, which Hughes visited last April and fell in love with.

On Jumo, Hughes says, a college student looking to volunteer during spring break will be able to type in the dates of her vacation, the regions to which she’d like to travel, and see a comprehensive list of volunteer opportunities. A lawyer fluent in Spanish might be able to help Latin American governments rewrite building codes to better protect against earthquake damage. A Washington, D.C. woman who gives regularly to Planned Parenthood could learn about related, smaller organizations that need support, such as Hughes favorite One by One, which funds the $420 surgery that repairs obstetric fistulas, a preventable condition caused during childbirth that can lead to a lifetime of stigma for affected women, who often leak urine and feces out of their vaginas.

Hughes recently relocated from Brooklyn’s Prospect Heights neighborhood to the Village to be closer to friends, he says, yet—perhaps a sign of his desire for do-gooder, bohemian cred—“I felt sort of bad about leaving Brooklyn.” Jumo, a non-profit, is now his full-time job, and since he decided to move forward with the idea in January, he has been able to raise about $500,000 from individual donors, hire two full-time staffers, and rent office-space in SoHo.

Whether the non-profit sector is ready to embrace a new social networking platform remains to be seen, especially given these organizations’ often-limited staff time and lack of familiarity with cutting edge technology. And there’s competition—Ning, for instance, allows non-profits to build their own branded social networking websites using pre-fabricated tools. But the most formidable rivals are Hughes’ old friends at Facebook, which already offers the application Causes, on which users can donate money and promote non-profits to friends. Hundreds of thousands of non-profits are members of Causes, and in the application’s first two years, 25 million Facebook users “joined” at least one of the causes. But according to a Washington Post report, the majority of Causes non-profits have never received a single donation through the application.

Good for Chris Hughes. There have been a number of small companies, mostly not for profits, trying to create a better, easier way for people to get involved in volunteer activities. Looks like Jumo may eat them all.

Posted via web from Bill's posterous

Monday, March 1, 2010

Fotobabble: Add Audio to Your Pics

This seems like a cool app. Not essential to living and breathing....but cool nonetheless. Could be a really cool way to provide more living memory to kids pictures. (Yes, I have three kids and take lots of pictures. Some of which have very funny stories about when or where they were taken.)

Posted via web from Bill's posterous

Tuesday, February 16, 2010

The Most Influential Cause Marketing Campaigns - GoodWorks - Advertising Age

The Most Influential Cause Marketing Campaigns

Cause Marketing Forum Founder Offers His List of Top Efforts

Posted by David Hessekiel on 02.10.10 @ 02:10 PM

David Hessekiel

David Hessekiel
Thousands of programs designed to do well by doing good have been launched by businesses and nonprofits over the last 30 years. Many have been short-term and pedestrian, while others have been inspiring and impactful.

As we enter a new decade, I've tried to identify the most influential cause marketing campaigns. My hope is to educate and be educated by inspiring a dialogue on the most outstanding work in this field.

1. American Express Statue of Liberty Restoration (1983): During a three-month period, American Express offered to contribute 1 cent for each card transaction and $1 for each new card issued and backed the offer with a substantial media campaign. The effort raised $1.7 million to restore the statue and Ellis Island, moved the needle for Amex's business and gave birth to the field of cause marketing.

2. Yoplait Save Lids to Save Lives (1999 to present): This has become one of America's best-known breast cancer campaigns. The fact that consumers save and mail in millions of sticky lids to raise 10 cents each to support Susan G. Komen for the Cure is testimony to cause marketing's motivational power. Yoplait does a masterful job of integrating this transactional program with its sponsorship of Komen's Race for the Cure, continually refines the initiative and supports it with paid and earned media. To date it has raised more than $26 million.

3. Dove Campaign for Real Beauty (2004 to present): Unilever didn't adopt a cause; it created one with breakthrough creative that sparked an international discussion of beauty stereotypes. It developed the Dove Self-Esteem Fund and hopes to reach 5 million young women with information on positive body image by the end of 2010.

4. 1,000 Playgrounds in 1,000 Days (2005 to 2008): The Home Depot and KaBOOM took employee volunteerism to new heights with this national three-year program to build great places for kids to play within walking distance of their homes.

5. The Members Project (2007 to 2008): Promotions that ask consumers to direct corporate giving are growing common, but American Express pioneered the use of social media and buttressed brand appreciation with this effort. Over two years it gave away $4.5 million, including top winners the Alzheimer's Association and U.S. Fund for UNICEF.

6. Whirlpool and Habitat for Humanity (2004 to 2007): The appliance maker transformed its previously little-known commitment to provide a range and refrigerator for each Habitat home built in the U.S. into a major driver of brand loyalty with a multimedia campaign featuring Reba McEntire. What's more, they did all cause marketers a favor by measuring and sharing the impressive results.

7. Lee National Denim Day (1996 to the present): A traditionally male brand, Lee made huge inroads with women by embracing the breast cancer cause in a unique way: It empowered consumers to organize workplace drives at which employees contributed $5 for the right to wear jeans to work on the first Friday in October. Over 13 years, the program has raised nearly $75 million for breast cancer research and advocacy.

8. Product (Red) (2006 to the present): Founders Bono and Bobby Shriver boldly threw out the cause-marketing rule book to create (Red). Their privately held company created and licensed a hot brand to The Gap, Apple, Armani and other marketers and staged an unprecedented launch. Although often criticized for a lack of transparency, (Red) has raised more than $140 million for the Global Fund to Fight AIDS, Tuberculosis and Malaria and continues to attract new corporate licensees such as Nike and Starbucks.

9. Live Strong Bracelet (2004 to present): When the Nike and Lance Armstrong Foundation came up with this idea to raise funds and awareness for the supercyclist's cancer charity, no one dreamed it would become a worldwide fashion item worn by presidential candidates, movie stars, kids and grandmothers. To date, more than 70 million of the glorified yellow rubber bands have been sold for $1 each.

10. What did I miss? What do you think are the most influential cause marketing campaigns of all time? Either comment here or go to www.BestCM.posterous.com to critique this list and nominate great attempts at doing well by doing good.

ABOUT THE AUTHOR
David Hessekiel is the founder and president of the Cause Marketing Forum, a business dedicated to helping companies and causes succeed together. Its eighth annual conference will be held in Chicago on June 2-3.

Cause marketing is not easy to do....there needs to be a real cause. Sometimes marketers can create one by tapping into real consumer values....sometimes consumers create their own and adopt brands or anoint brands to the cause. This was a good article about some of the most important cause marketing campaigns. I think what is missing however are the public health campaigns which in many ways have been the most effective and visible of these types of campaigns.

Posted via web from Bill's posterous

Wednesday, January 20, 2010

2010 Massachusetts US Senate Special Election Results - Map

Wow. The map of results is telling. He won nearly the entire eastern half of the state. Tells me that no one understands how health care reform benefits them.

Posted via web from Bill's posterous

Monday, January 11, 2010

Video - Video Central - FOX Sports on MSN

Geeks Gone Wild! Fox Sports has a great sense of humor. How many of these guys are we going to be working for in 15 years?

Posted via web from Bill's posterous

Sunday, January 10, 2010

Ford's Turnaround Can Provide Important Management Lessons -- NYTs article "Ford's Bet: It's a Small World After All"

Alan Mulally has played his hand very well. Ford has had no choice but to change and he has set out a strategy that just might work.

Mulally has developed a simple strategy that requires all parts of the company to work together to achieve. The goals are clear and the company has been reoriented to achieve the goal. This is true leadership.

By focusing on building cars that people want to drive, Ford is becoming a car company again after morphing into a finance company where cars were a by product of the production capacity that the company possessed.

Have you seen the new Taurus? Mustang? Edge? They are actually good looking cars and solidly built. Time will tell, but Mulally's strategy seems as good a chance that Ford has.

Ford’s Bet: It’s a Small World After All

Published: January 9, 2010

DEARBORN, Mich.

Fabrizio Costantini for The New York Times

At what was called the Michigan Truck Plant, Jon Topping, left, and Sharath Veldanda prepare to modify an assembly line to produce the new Focus.

Fabrizio Costantini for The New York Times

Alan Mulally, Ford’s chief, with clay models of various Ford cars. He says buyers worldwide look for the same qualities.

"HE blew into the Ford Motor Company in 2006 as an outsider from a different industry, and he was hailed as the latest in a long line of purported saviors of a faltering, century-old automotive icon.

At the time, skeptics in the clubby world of auto executives whispered that the newcomer, Alan R. Mulally, would be swallowed up by the complexities of the car business, his ebullient personality smothered by the feudal infighting for which Ford had long been famous.

Yet three years into his tenure as chief executive — and with a host of still nettlesome challenges awaiting him — Mr. Mulally has thus far proved to be the unifying figure that Ford has needed for decades.

His vision is distilled in the laminated, wallet-size cards carried by tens of thousands of Ford employees that spell out his management principles beneath a simple heading: “One Ford ... One Team ... One Plan ... One Goal.” And on Monday, at the opening press conference of the 2010 Detroit auto show, Mr. Mulally will unveil the car that embodies his strategy for returning Ford to its status as a leader in the global auto industry.

That car, the new Ford Focus, is arguably as important to Mr. Mulally as the Model T was to Henry Ford, the founder. Despite some previous efforts, the Focus is Ford’s first truly global car — a single vehicle designed and engineered for customers in every region of the world and sold under one name. It is small, fuel-efficient and packed with technology and safety features that, Mr. Mulally believes, will appeal to consumers in Europe, Asia and the Americas.

The car also represents what Mr. Mulally calls the “proof point” of everything he has done since joining Ford after a 37-year career with Boeing: he hopes that the vehicle will provide a rolling blueprint for generations of Ford cars to come.

“If we were going to be world-class, we needed to pull together and leverage and use our global assets around the world to create a powerhouse ‘One Ford,’ ” he said in an interview in his office at Ford’s headquarters. “It’s exactly why we are here.”

In an industry populated by naysayers and familiar with wrenching disappointment, Mr. Mulally’s doubters have largely disappeared because he has already delivered more than what was expected of him when he replaced Ford’s chairman, William C. Ford Jr., as chief executive.

One of Mr. Mulally’s first, prescient acts in 2006 was to borrow $24 billion, which later gave Ford the cash it needed to stave off the government-sponsored bankruptcies of its crosstown rivals General Motors and Chrysler. He has also shifted Ford’s emphasis away from trucks and sport utility vehicles to cars and crossover vehicles, and dumped luxury brands like Land Rover, Jaguar and Aston-Martin that were consuming Ford’s resources and distracting management.

Perhaps most important, Ford has shrunk drastically, shedding jobs and factories to better align its production with demand. For decades, Ford executives and workers labored inside a bureaucracy that made decision-making cumbersome and often undermined dexterous responses to market shifts. It was a system that also withstood repeated efforts by others to streamline it.

But under Mr. Mulally’s hand — and in response to a downturn that threatened the very existence of Detroit’s Big Three — Ford has finally started to run a tighter ship.

All of this is beginning to show up in Ford’s bottom line. It reported $1 billion in earnings in the third quarter of 2009, its first profitable quarter in nearly two years. Mr. Mulally, however, says he doesn’t expect Ford to become “consistently” profitable until 2011. (Coincidentally, that’s when the new Focus will begin appearing in sizable volumes in the United States and Europe.)

While the Focus is only one of several new products on the way, it is the centerpiece of Ford’s transformation from a truck-heavy manufacturer to a producer of smaller, lighter and more environmentally friendly passenger cars.

The impact of the Focus on Ford’s global operations is even more significant. While Ford has been an international company since early in the 20th century, its overseas divisions have long operated as semiautonomous units geared to individual markets.

In the 1990s, Alexander Trotman, then its chief executive, developed a plan called Ford 2000 to standardize some vehicles around the world. The new system saved money, but the products it yielded were successes in some markets and flops in others. The initiative was summarily dropped by Mr. Trotman’s successor, Jacques A. Nasser.

Upon his arrival, Mr. Mulally took his own shot at knitting together Ford’s far-flung operations, seeking the economies of scale that a “world car” could bring.

“Why are we doing it this way?” he asks. “Because we believe the customer requirements are going to be more the same around the world than they are different.”

INDUSTRY analysts have long derided Detroit automakers as being overly fixated on the United States market and unable to see how vehicles designed for Europeans and Asians could appeal to American consumers.

“There’s nothing revolutionary about selling the same car around the world,” says John Casesa, an industry consultant. “Toyota does it. BMW does it. But the Detroit companies were always disproportionately run around their North American strategy.”

In that regard, the Focus is Ford’s first big bet that it can effectively sell a single, largely uniform car — with variations to come later — in several global markets. Currently, the company has three engineering “platforms” serving what the industry calls the C-car segment — essentially, compact vehicles the size of a Toyota Corolla or a Honda Civic. The three platforms account for annual sales of about 1.1 million vehicles, although the various models are substantially different inside and out.

The new Focus is built on one platform for all markets, from Shanghai to Seville to Seattle. The platform is also flexible enough that it can be adapted for different body styles, whether hatchbacks or small crossover vehicles.

Within a few years, Ford expects to sell as many as two million vehicles a year off the new C-car platform and to save billions of dollars in costs by avoiding multiple platforms.

“The Focus represents the first tangible evidence of a global strategy,” says Mr. Casesa. “For the first time, Ford is executing it and not just talking about it.”

A YOUTHFUL-LOOKING 64-year-old with close-cropped red hair and a toothy smile, Mr. Mulally is relentlessly optimistic and perpetually in motion. Educated in engineering at the University of Kansas, a father of five and married for nearly 40 years, he can be so exuberant that he’ll sometimes hug people the first time he meets them.

But Ford executives quickly learned that beneath that sunny disposition was a demanding and competitive executive."

Sign in to Recommend Next Article in Business (3 of 26) » A version of this article appeared in print on January 10, 2010, on page BU1 of the New York edition.

Posted via web from Bill's posterous

Friday, January 8, 2010

Top 10 Viral Videos - December 2009

Internet videos created to raise awareness of breast cancer and global warming, and to promote video games, sports drinks and lingerie are high on the list of the top-10 viral and up-and-coming-viral campaigns selected by video-content distributor Goviral as the most interesting and innovative in December 2009. 

The latest crop of videos on the list continues to demonstrate online video’s potential to engage a wide range of audiences. Though they appear to be more focused on environmental and health-related causes than in the past, they continue to employ a variety of approaches to grab and hold viewers’ attention - including a the shocking display of polar bears falling from the sky, dancing hospital employees wearing pink gloves, a rapping “sexy pilgrim” at the first US Thanksgiving, and the appearance of skateboarding dogs and human cannonballs.

As was also case with the top viral videos in November 2009, the videos, which span the globe, continue to highlight the international nature and potential of viral video and illustrate how various companies are using these vehicles to build global brand and issue awareness that attempts to span cultures and ethnicities.

The top 10 picks for December, with links to view on YouTube:

  1. Activision - Skateboard Dog, agency: Droga 5; Sharethrough
  2. National Geographic - Deadly Predator
  3. New Zealand Book Council - Going West, agency: Colenso BBDO
  4. Victoria’s Secret – One Gift
  5. Plane Stupid - Polar Bears
  6. Intel - Cannonbells, agency: MRM London
  7. Breast Cancer Awareness - Pink Glove Dance
  8. Orbit - Clean it up, agency: Evolution Bureau,  Sharethrough
  9. Epson - Extreme Gamer, agency: twentysix
  10. Muscle Milk - Sexy Pilgrim, agency: Pereira & O’Dell, Sharethrough

About the rankings: Goviral issues a monthly top-10 list of viral video rankings on its site, including additional commentary about the videos, their approaches and why the firm thinks they are viral or likely to become viral in the future.

Jan 6-10

So a couple of things for this post:

First, if you are a marketer, the Marketing Charts website is a fantastic resource for the latest research, data and charts.

Second, as this article shows, viral videos work across categories, demographics and geography. So what is your viral video strategy?

Posted via web from Bill's posterous