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anonymous

2011 Wisconsin Crash Calendar & Interview - 0 views

www.coolinfographics.com/...-crash-calendar-interview.html

shared by anonymous on 12 Sep 12 - Cached
  • I love this infographic design!  Designed by Joni Graves, a Program Director at the University of Wisconsin-Madison Department of Engineering Professional Development (that’s a mouthful!).  I highly recommend downloading the PDF version and taking a closer look on your own.
  • anonymous on 12 Sep 12
     
    The Wisconsin Bureau of Transportation Safety (BOTS) uses printed copies of the infographic calendar at meetings around the state with various groups to generate discussions about what causes crashes and how to interpret what the data shows.
anonymous

Reddit's Guide to Fitness [Infographic] - 1 views

www.greatist.com/...reddits-guide-to-fitness

shared by anonymous on 31 Dec 11 - No Cached
  • anonymous on 31 Dec 11
     
    Here's the link. I thought it would be interesting to post it since it takes much of what has been posted in the fittit subreddit and credits it when needed. Plus, the infographic layout is pretty. Probably a really good source to pass around like a pamphlet to those with New Years Resolutions.
anonymous

17 Things You Should Know About DNA - 0 views

www.geeksaresexy.net/...uld-know-about-dna-infographic

layscience

shared by anonymous on 22 Jul 10 - Cached
  • Are you a living creature? Then, congratulations! You have DNA! That microscopic little building block of life that makes us all the same, but grants us with distinct differences. But for as common as DNA is, it can be a though subject to understand. Below are some of the facts to help you better understand the little bit of genetic coding that makes you, you!
  • anonymous on 22 Jul 10
     
    A terrific infographic at Geeks are Sexy on July 22, 2010.
anonymous

Animals & Humans: What's the Difference Infographic - 0 views

www.infographicsshowcase.com/ls-humans-whats-the-difference

visualizations

shared by anonymous on 01 Oct 10 - Cached
  • anonymous on 01 Oct 10
     
    "Humans rule the world. There is no debate about that, but we certainly shouldn't think we are distinct in many area when comparing us with animals. Think we are the only creatures on the planet with a sense of humor, or have a culture, or show emotions such as love? Think again." | The Infographics Showcase
anonymous

Eight Silly Data Things Marketing People Believe That Get Them Fired. - 1 views

www.kaushik.net/...data-strategy-metrics-mistakes

analytics google analytics marketing

shared by anonymous on 01 May 13 - No Cached
  • It turns out that Marketers, especially Digital Marketers, make really silly mistakes when it comes to data. Big data. Small data. Any data.
  • two common themes
  • 1. Some absolutely did not use data to do their digital jobs.
  • ...74 more annotations...
  • 2. Many used some data, but they unfortunately used silly data strategies/metrics.
  • Silly not in their eyes, silly in my eyes.
  • A silly metric, I better define it :), is one that distracts you for focusing on business investments that lead to bottom-line impact.
    • anonymous
      anonymous on 01 May 13
       
      Within the context of my current project, the bottom-line impact would be increased engagement (in the form of donations, clinical study participation, and blood/fluid donation to scientific research).
  • Eight data things that marketing people believe that get them fired…. 1. Real-time data is life changing. 2. All you need to do is fix the bounce rate. 3. Number of Likes represents social awesomeness. 4. # 1 Search Results Ranking = SEO Success. 5. REDUCE MY CPC! REDUCE MY CPC NOW!! 6. Page views. Give me more page views, more and more and more! 7. Impressions. Go, get me some impressions stat! 8. Demographics and psychographics. That is all I need! Don't care for intent!
  • 1. Real-time data is life changing.
  • A lot of people get fired for this. Sadly not right away, because it takes time to realize how spectacular of a waste of money getting to real-time data was.
    • anonymous
      anonymous on 01 May 13
       
      This is some REALLY FUNNY SHIT to me. But I'm a nerd.
  • I want you to say: "I don't want real-time data, I want right-time data. Let's understand the speed of decision making in our company. If we make real-time decisions, let's get real time data. If we make decisions over two days, let's go with that data cycle. If it take ten days to make a decision to change bids on our PPC campaigns, let's go with that data cycle." Right-time.
  • Real-time data is very expensive.
  • It is also very expensive from a decision-making perspective
  • even in the best case scenario of the proverbial pigs flying, they'll obsess about tactical things.
    • anonymous
      anonymous on 01 May 13
       
      I get this completely. We get hung up on the tactical and lose sight of the strategic.
  • So shoot for right-time data.
  • That is a cheaper systems/platform/data strategy.
  • (And remember even the most idiotic system in the world now gives you data that is a couple hours old with zero extra investment from you. So when you say real time you are really saying "Nope, two hours is not enough for me!").
    • anonymous
      anonymous on 01 May 13
       
      THIS is probably the best argument for our using Google Analytics and Google Search to collect data instead of paying large costs to firms that will offer questionable results.
  • That is also a way to get people to sync the data analysis (not data puking, sorry I meant data reporting) with the speed at which the company actually makes decisions (data > analyst > manager > director > VP > question back to manager > yells at the analyst > back to director> VP = 6 days).
  • The phrase "real-time data analysis" is an oxymoron.
  • 2. All you need to do is fix the bounce rate.
  • The difference between a KPI and a metric is that the former has a direct line of sight to your bottom-line, while the latter is helpful in diagnosing tactical challenges.
  • Bounce rate is really useful for finding things you suck at.
  • Along the way you also learn how not to stink. Bounce rate goes from 70% to a manageable 30%. Takes three months.
  • Stop obsessing about bounce rate.
  • From the time people land on your site it might take another 12 – 25 pages for them to buy or submit a lead. Focus on all that stuff. The tough stuff. Then you'll make money.
  • Focus on the actual game. Focus on incredible behavior metrics like Pages/Visit, focus on the Visitor Flow report, obsess about Checkout Abandonment Rate, make love to Average Order Size.
  • 3. Number of Likes represents social awesomeness.
  • it does not take a very long time for your Senior Management to figure out how lame the Likes metric is and that it drives 1. Zero value on Facebook and 2. Zero squared economic value or cost savings to the business.
  • many spectacular reasons
  • Here's one… We are looking at two consumer product brands, the tiny company Innocent Drinks and the Goliath called Tide Detergent.
  • Even with 10x the number of Likes on Facebook the giant called Tide has 4x fewer people talking about their brand when compared to the David called Innocent.
  • As no less than three comments mention below, Innocent is 90% owned by Coca Cola. Fooled me!
  • In a massively large company they've carved out an identity uniquely their own. They refuse to be corrupted by Coca Cola's own Facebook strategy of constant self-pimping and product ads masquerading as "updates." As a result pound for pound Innocent's fan engagement on its page is multiple time better than Coca Cola's - even if the latter has many more likes.
  • 4. # 1 Search Results Ranking = SEO Success.
  • Not going to happen.
  • as all decent SEOs will tell you, is that search results are no longer standardized. Rather they are personalized. I might even say, hyper-personalized. Regardless of if you are logged in or not.
  • When I search for "avinash" on Google I might rank #1 in the search results because I'm logged into my Google account, the engine has my search history, my computer IP address, it also has searches by others in my vicinity, local stories right now, and so many other signals. But when you search for "avinash" your first search result might be a unicorn. Because the search engine has determined that the perfect search result for you for the keyword avinash is a unicorn.
    • anonymous
      anonymous on 01 May 13
       
      This is crucial to understand. I will be sharing this, at length, with my boss. :)
  • Universal search for example means that personalized results will not only look for information from web pages, they also look for YouTube/Vimoe videos, social listings, images of course, and so on and so forth.
  • Then let's not forget that proportionaly there are very few head searches, your long tail searches will be huge.
  • Oh and remember that no one types a word or two, people use long phrases.
  • There are a ton more reasons obsessing about the rank of a handful of words on the search engine results page (SERP) is a very poor decision.
  • So check your keyword ranking if it pleases you.
  • But don't make it your KPI.
  • For purely SEO, you can use Crawl Rate/Depth, Inbound Links (just good ones) and growth (or lack there of) in your target key phrases as decent starting points.
  • You can graduate to looking at search traffic by site content or types of content you have (it's a great signal your SEO is working).
  • Measuring Visits and Conversions in aggregate first and segmented by keywords (or even key word clusters) will get you on the path to showing real impact.
  • That gives you short term acquisition quality, you can then move to long term quality by focusing on metrics like lifetime value.
  • 5. REDUCE MY CPC! REDUCE MY CPC NOW!!
  • You should judge the success of that showing up by measure if you made money! Did you earn any profit?
  • Friends don't let friends use CPC as a KPI. Unless said friends want the friend fired.
  • 6. Page views. Give me more page views, more and more and more!
  • Content consumption is a horrible metric. It incentivises sub optimal behavior in your employees/agencies.
  • If you are a news site, you can get millions of page views
  • And it will probably get you transient traffic.
  • And what about business impact from all these one night stands ?
  • If you are in the content only business (say my beloved New York Times) a better metric to focus on is Visitor Loyalty
  • If your are in the lead generation business and do the "OMG let's publish a infographic on dancing monkey tricks which will get us a billion page views, even though we have nothing to do with dancing or monkeys or tricks" thing, measure success on the number of leads received and not how "viral" the infographic went and how many reshares it got on Twitter.
    • anonymous
      anonymous on 01 May 13
       
      In other words, use that odd-one-off to redirect attention to the source of that one-off. I'll have to ponder that given our different KPI needs (nonprofit, we don't sell anything).
  • Don't obsess about page views.
  • Then measure the metric closest to that. Hopefully some ideas above will help get you promoted.
  • 7. Impressions. Go, get me some impressions stat!
  • My hypothesis is that TV/Radio/Magazines have created this bad habit. We can measure so little, almost next to nothing, that we've brought our immensely shaky GRP metric from TV to digital. Here it's called impressions. Don't buy impressions.
  • Buy engagement. Define what it means first of course .
  • If you are willing to go to clicks, do one better and measure Visits. At least they showed up on your mobile/desktop site.
  • Now if you are a newbie, measure bounce rate. If you have a tiny amount of experience measure Visit Duration. If you are a pro, measure Revenue. If you are an Analysis Ninja, measure Profit.
  • Impressions suck. Profit rocks.
  • If the simple A/B (test/control) experiment demonstrates that delivering display banner ad impressions to the test group delivers increased revenue, buy impressions to your heart's content. I'll only recommend that you repeat the experiment once a quarter.
  • You can buy impressions if you can prove via a simple controlled experiment that when we show impressions we got more engagement/sales and when we don't show impressions we did not get more engagement/sales.
  • But if you won't do the experiment and you use the # of impressions as a measure of success
  • 8. Demographics and psychographics. That is all I need! Don't care for intent!
  • This is not a metric, this is more of a what data you'll use to target your advertising issue.
  • Our primary method of buying advertising and marketing is: "I would like to reach 90 year old grandmas that love knitting, what tv channel should I advertise on." Or they might say: "I would like to reach 18 to 24 year olds with college education who supported Barack Obama for president." And example of demographic and psychographic segments.
  • We use that on very thin ice data, we bought advertising. That was our lot in life.
  • Did you know 50% of of TV viewership is on networks that each have <1% share? Per industry.bnet.com. I dare you to imagine how difficult it is to measure who they are, and how to target them to pimp your shampoo, car, cement.
  • Intent beats demographics and psychographics. Always.
  • if you have advertising money to spend, first spend it all on advertising that provides you intent data.
  • Search has a ton of strong intent. It does not matter if you are a grandma or a 18 year old. If you are on Baidu and you search for the HTC One, you are expressing strong intent. Second, content consumption has intent built in. If I'm reading lots of articles about how to get pregnant, you could show me an ad related to that
  • The first intent is strong, the second one is weaker.
  • There is a lot of intent data on the web. That is our key strength.
  • anonymous on 01 May 13
     
    This is a really great read by Avinash Kaushik at Occam's Razor. Volunmuous highlights follow.
anonymous

T-Mobile, Wireless Carriers, and the Way to Fight Oligopolies - 1 views

www.newyorker.com/...gopoly-business-practices.html

shared by anonymous on 16 Apr 13 - Cached
  • T-Mobile recently broke with longstanding industry norms and abandoned termination fees, sneaky overage charges, and other unfriendly practices.
  • Although T-Mobile’s decision is welcome news for consumers, it doesn’t change the fact that the old extortions remained in place for about fifteen years, and that they remain in place for the vast majority of Americans still trapped in contracts with Verizon, AT&T, and Sprint.
  • If a monopolist did what the wireless carriers did as a group, neither the public nor government would stand for it. For our scrutiny and regulation of monopolists is well established—just ask Microsoft or the old AT&T. But when three or four firms pursue identical practices, we say that the market is “competitive” and everything is fine.
  • ...18 more annotations...
  • To state the obvious, when companies act in parallel, the consumer is in the same position as if he were dealing with just one big firm. There is, in short, a major blind spot in our nation’s oversight of private power, one that affects both consumers and competition.
  • Barry Lynn’s 2011 book, “Cornered,” which carefully detailed the rising concentration and consolidation of nearly every American industry since the nineteen-eighties.
  • The press confuses oligopoly and monopoly with some regularity. The Atlantic ran a recent infographic titled “The Return of the Monopoly,” describing rising concentration in airlines, grocery sales, music, and other industries.
  • With the exception of Intel in computer chips, none of the industries described, however, was actually a monopoly—all were oligopolies.
  • Back in the mid-century, the Justice Department went after oligopolistic cartels in the tobacco industry and Hollywood with the same vigor it chased Standard Oil, the quintessential monopoly trust.
  • In the late nineteen-seventies, another high point of enforcement, oligopolies were investigated by the Federal Trade Commission, and during that era Richard Posner, then a professor at Stanford Law School, went as far as to argue that when firms maintain the same prices, even without a smoke-filled-room agreement, they ought to be considered members of a price-fixing conspiracy.
  • the United States has nowadays nearly abandoned scrutiny of oligopoly behavior, leaving consumers undefended. That’s a problem, because oligopolies do an awful lot that’s troubling.
  • Consider “parallel exclusion,”
  • efforts by an entire industry to keep out would-be newcomers, a pervasive problem.
  • Over the eighties and nineties, despite “deregulation,” the established airlines like American and United managed to keep their upstart competitors out of important business routes by collectively controlling the “slots” at New York, Chicago, and Washington airports.
  • Visa and MasterCard spent the nineties trying to stop American Express from getting into the credit-card industry, by creating parallel policies (“exclusionary rules”) and blacklisting any bank that might dare deal with AmEx. It was only thanks to the happenstance that both put their exclusions in writing that the Justice Department was able to do anything about the problem
  • Here’s a simple proposal: when members of a concentrated industry act in parallel, their conduct should be treated like that of a hypothetical monopoly.
  • Meanwhile, the idea that an industry is nominally “competitive” should not provide excessive protection from regulatory oversight.
  • Consider, again, the wireless carriers. The Federal Communications Commission is supposed to insure that the carriers, who are leaseholders on public spectrum, use that resource to serve “the public interest, convenience, and necessity.”
    • anonymous
      anonymous on 16 Apr 13
       
      I will continue to raise my hand at this: corporations were originally 'envisioned' (for whatever little worth that is) as protectors of public trust. THAT'S WHAT THEY GOT IN EXCHANGE FOR LEVERAGE FAR OUTSIDE WHAT NON-CORPORATE STRUCTURES COULD GET. That was the price - and the point.
  • , to quote T-Mobile, “[t]his is an industry filled with ridiculously confusing contracts, limits on how much data you can use or when you can upgrade, and monthly bills that make little sense.”
  • The F.C.C. could have done something about this years ago; the fact that it took a member of the industry to call out more than a decade’s abuse of consumers amounts to a serious failure on the part of the F.C.C.
  • Exploitation of concentrated private power is not a problem that will ever go away. In the United States, it has been a concern since the framing: the original Tea Party was actually a protest against a state-sponsored tea monopoly.
  • it’s important not to become fixated on form, but to attend to the realities that face consumers and citizens.
    • anonymous
      anonymous on 16 Apr 13
       
      Dumbed down: If the problem you have with a bunch of things, it's no different than if that bunch was one thing. The effect is the same.
  • anonymous on 16 Apr 13
     
    "If a monopolist did what the wireless carriers did as a group, neither the public nor government would stand for it. For our scrutiny and regulation of monopolists is well established-just ask Microsoft or the old AT&T. But when three or four firms pursue identical practices, we say that the market is "competitive" and everything is fine. To state the obvious, when companies act in parallel, the consumer is in the same position as if he were dealing with just one big firm. There is, in short, a major blind spot in our nation's oversight of private power, one that affects both consumers and competition."
anonymous

StratFor's Methodology - 0 views

www.stratfor.com/...methodology

shared by anonymous on 18 Apr 13 - Cached
  • The Intelligence Process
  • Love of One's Own and the Importance of Place
  • We seek to understand a country and its leaders in their own right, without bias or agenda. We maintain a fresh perspective and continually challenge preconceived notions. Because of this approach, we frequently depart from the conventional wisdom of the Western media. To reinforce this discipline, we have set up deliberate intellectual tensions to maintain a healthy level of interaction and rigorous debate among our entire team, so that no assumption or piece of information goes unchallenged.
  • ...1 more annotation...
    • anonymous
      anonymous on 18 Apr 13
       
      In light of Wikileaks' revelation that many members of stratfor lean pretty hard right, I think it's a great opportunity for them to better describe the "intellectual tensions" and how their process diffuses inherent biases (which, even with the best of intentions, will crawl its way in). This is still something I eagerly await.
  • anonymous on 18 Apr 13
     
    "Stratfor's methodology begins with a framework for understanding the world and applies methods of gathering and analyzing information. The combination allows us to produce dispassionate, accurate and actionable insight for our clients and subscribers."
anonymous

2,000 Years of Continental Climate Changes - 1 views

www.coolinfographics.com/...ntinental-climate-changes.html

climate infographics data visualization long now long game

shared by anonymous on 26 Apr 13 - Cached
  • Thirty-year mean temperatures for the seven PAGES 2k continental-scale regions arranged vertically from north to south. Colors indicate the relative temperature. The most prominent feature of nearly all of the regional temperature reconstructions is the long-term cooling, which ended late in the19th century.
  • North America includes a shorter tree-ring-based and a longer pollen-based reconstruction.
  • Each color band represents a 30-year mean temperature found on each continent.
  • anonymous on 26 Apr 13
     
    "Climate change is a complicated, and sometimes controversial, global topic.  I really like this data visualization of 2,000 Years of Continental Climate Changes that was included as part of the report published by the "2K Network" of the International Geosphere Biosphere Program (IGBP) Past Global Changes (PAGES) project."
anonymous

Methodology | Stratfor - 0 views

www.stratfor.com/...methodology

geopolitics

shared by anonymous on 15 Feb 13 - Cached
  • We study the way in which geography and other forces constrain and shape people and nations. By analyzing the forces that affect world leaders, we can understand and often predict their actions and behaviors, which are far more limited than they might otherwise appear.
  • While the media concentrates on the subjective desires of leaders voiced at press conferences, Stratfor concentrates on the various constraints upon their behavior -- geographical, political, economic -- that are concrete but never admitted to publicly. Geopolitics allows us to place an event or action within a larger framework so that we can determine its potential significance, as well as identify connections among seemingly disparate trends.
  • Reports that showcase our geopolitical framework: Love of One's Own and the Importance of Place
    • anonymous
      anonymous on 15 Feb 13
       
      This is an *invaluable* look at the phenomenon of nationalism.
  • ...7 more annotations...
  • The Intelligence Process
  • Intelligence means three things to us.
  • First, it is our method for gathering and processing information, which includes open-source publications in countries and languages all over the world and a large network of contacts.
  • Second, intelligence is how we critically examine and evaluate the context and predictive value of information, and it is how we connect our higher-level, strategic geopolitical framework to current events and breaking developments.
  • Third, we maintain a disciplined methodology and net assessments oriented toward forecasting -- explaining not only why something has happened but also what will happen next.
  • We seek to understand a country and its leaders in their own right, without bias or agenda. We maintain a fresh perspective and continually challenge preconceived notions. Because of this approach, we frequently depart from the conventional wisdom of the Western media. To reinforce this discipline, we have set up deliberate intellectual tensions to maintain a healthy level of interaction and rigorous debate among our entire team, so that no assumption or piece of information goes unchallenged.
  • Reports that showcase empathetic analysis: Thinking About the Unthinkable: A U.S.-Iranian Deal Germany's Choice Hezbollah, Radical but Rational
  • anonymous on 15 Feb 13
     
    "Stratfor's methodology begins with a framework for understanding the world and applies methods of gathering and analyzing information. The combination allows us to produce dispassionate, accurate and actionable insight for our clients and subscribers."
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