Mobile, gaming, education, and augmented reality!

I have been away to Singapore and thinking, talking and meeting people and organizations in there about mobile augmented reality. So interesting to find out that whilst I was there that researchers from the National University of Singapore (NUS) say some students taking part in a trial have shown an improvement in retaining information after playing an iPad-based game.

So mobile, gaming and augmented reality - all my favourite things :)

According to the University, a group of 36 Secondary One students from Outram Secondary School showed a 22 per cent improvement in learning outcomes after the game. Which could be great news for a couple of companies I spoke to last year who wanted to bring in augmented reality to education - where I think it would work as well!

The game, based on a chapter in the Secondary One History syllabus, makes use of augmented reality (AR) to bring history to life for students.

The game, "The Jackson Plan", is named after Sir Stamford Raffles's town planner Lieutenant Philip Jackson.

His plan of the Singapore River in 1822 forms the game's storyline.

Raymond Koh, research designer at Keio-NUS Connective Ubiquitous Technology and Embodiments (CUTE) Center said: "Lieutenant Jackson actually designed a segregation plan for the population of immigrants. And we looked at the sort of activities that these people did at the time to motivate narrative and game structure."

Under the trial, students were shown a fragment of the map of old Boat Quay.

Their task was to find the missing pieces of the map.

"They have to learn to analyse, to organise all the information so that they can find out who is the one who stole the map," said Deidra Wong, social science researcher (education) at NUS.

Along the way, students learn more about history with the help of AR.

"AR is basically representing virtual content in physical spaces. So you can interact with these sort of information in real time," said Mr Koh.

Talks are already underway for a licensing agreement to use "The Jackson Plan" as a supplement for students.

Dr Henry Duh, co-director of Keio-NUS CUTE Center said: "Since the project is quite successful and it proves to be quite effective, we hope we can work with other schools to roll out and deploy such mobile AR education tools and to help the students to learn about their neighbourhoods and engage them in their community."

Designers and researchers at the Keio-NUS CUTE Center took three-and-a-half months to come up with the game. Which doesnt seem like tooo long. Perhaps worth looking into for Great Marketing Works as well as some of our clients as well.

I just returned from SAScon. And met with some very cool and clever people.

I just returned from SAScon. And met with some very cool and clever people (and some fools too)

The below are comments from a former rather than latter i.e. a clever person - called Barry Adams who is the senior internet marketer for search at Pierce Communications in Belfast.

When he’s not helping his clients achieve online world domination, he writes blogs for State of Search and Search News Central as well as the occassional rant on his own blog www.BarryAdams.co.uk

Here are his SAScon Six…

Don’t follow hypes

Whenever you read about the latest app, new social website, or exciting new technology to hit the internet, always put things in perspective before you eagerly jump on the bandwagon.

Put your client first

The first thing you should be contemplating whenever you want to use a new channel or tactic is ‘what’s in it for the client’? Never do something just for the sake of doing it, even if it’s the hip & trendy thing to do.

Distrust industry ‘thought leaders’

The people who are most famous in any industry – especially SEO and social – are usually the ones that have a vested interest in being and staying famous. That means they usually have something to sell. Keep their commercial interests in mind whenever you read expert advice, and you’ll soon be able to spot the gaps in their logic.

Try stuff out

Don’t just use tried & tested methods. Don’t stick to ‘best practices’ because someone else told you to. Try stuff out – preferably on test sites rather than client properties – and see for yourself what works and what doesn’t.

Break the mould

Following the rules religiously is rarely the most effective method for achieving success. The biggest winners are those that are willing to do things differently.

Get drunk

Or, more specifically, get industry veterans drunk. Catch them at a post-conference social event and buy them a few beers. Chances are they’ll share interesting tidbits with you that would otherwise never be shared. ;)

"I hear and I forget. I see and I remember. I do and I understand."

You know the drill. I see it, I like it, it appears here.

Just thinking about starting something new. It's been over three years for Great Marketing Works - and the old model for training people face to face paid for by the public purse is dying (or dead.)

Someone a lot wiser than I told me this last year - but as ever I didn't listen.

So in an attempt to not make the same mistake several times I re read the below blog with more interest.

It's taken from http://brandorienteering.com/2011/10/11/value-driven-brands/

As recent events at News Corp have shown values, or the lack of them, play an important role in how a company is run. By values I am not referring to those that have been manufactured in order to provide a solution to a problem or rolled out because the research shows that they will improve the brand image.

The values I’m referring to are neither transitory nor disposable. They are authentic, ingrained, part of the woodwork, for the most part invisible, the very air we breathe. The driving force behind the brand, these are the values that provide a sense of direction and overarching purpose which helps further differentiate the brand from its competitors.

The outdoor clothing company Howies, and Lush cosmetics, have each used their core values to create two very distinctive brand strategies based around their common stance of providing ‘eco’ friendly products. Howies make clothes from natural materials that are designed to last. Lush cosmetics are made from natural ingredients and come with little or no wrapping. The expression of these values, Howies hand me down campaign and for Lush retail outlets that look like grocery stores differentiates both brands from their competitors.

Brands that do not have a ‘values driven’ agenda or are happy to go along with the flavour of the month struggle to develop their own distinctive voice. Adopting a ‘me too’ approach and with it a certain blandness customers are far more likely to find these brands difficult to distinguish from the competition.

In a market place that is overcrowded and where price and quality are no longer guaranteed to distinguish one product or service from another customers are increasingly looking for brands whose values and social outlook is in line with their own – aspired or otherwise.

An increasingly important part of the purchasing mix values provide sticky brands with a social status and with that status a language, which further defines and differentiates the brand.

Ben and Jerry’s ice-cream with ‘its gobs of chocolate chip cookie dough’ is in keeping with the company’s status as a ‘brand of the people.’ This language, which is quite different from that used by Haagen-Dazs, is underpinned by the founders commitment to social justice for everyone. Ben and Jerry’s ‘it’s not fair’ campaign is simply one more expression of this core value. As with all sticky brands Ben and Jerry’s communication never deviates from delivering its core values.

As well as being able to project a single well focused message which has provenance value driven brands have one other distinct advantage over those companies who are content to lead purely on product or service benefits.

While the latter look for people who are qualified, value driven brands look for those who share their values. Having a natural affinity with the product, service or/and underlying ethos of the company they are far more likely to represent the brand in a good light. By insisting that all their employees have a strong sporting background Oakley are ensuring that every department is the sales department.

Walking into a bookstore where the staff are interested in books and walking into one where they are not lends itself to two quite different shopping experiences. In the first the experience is friendly and embracing in the other you are likely to get the impression that they couldn’t care less not just about books; but about you. Not the sort of experience that lends itself to creating a sticky brand.

And I think it is this bit which I will take home the most.

Love what you do. And this will shine through.

I love marketing. So hopefully this will shine through.

But do all the development team at goAugmented love making AR applications for mobile phones. I think this is worth a chat this afternoon.

Should I stay or will I go? What kind of talk is that for a leader?

Leadership has around these parts become a bit of a dirty word as of late.

But as Eleanor Roosevelt once said, “A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves.”

So with that in mind I read the following article from http://www.entrepreneur.com/leadersecrets with great interest.

Especially as I may have to forgo being the leader of one ship - for another.

But, as the article rightly points out becoming a great leader isn’t easy. And so deciding to move course mid adventure isn't either.

Successfully maneuvering a team through the ups and downs of starting a new business can be one of the greatest challenges a small-business owner faces. And one I feel might be done better by someone who knows more about the technical side of the business.

Leadership is one of the areas that many entrepreneurs tend to overlook, according leadership coach John C. Maxwell, whose books include The 21 Irrefutable Laws of Leadership (Thomas Nelson, 1998) and Developing the Leader Within You (Thomas Nelson, 1993).

“You work hard to develop your product or service. You fight to solve your financial issues. You go out and promote your business and sell your product. But you don't think enough about leading your own people and finding the best staff,” Maxwell says.

It turns out, the skills and talents necessary to guide your team in the right direction can be simple, and anyone with the determination can develop them. Here’s a list of 10 tips drawn from the secrets of successful leaders.

1. Assemble a dedicated team.
Your team needs to be committed to you and the business. Successful entrepreneurs have not only social and selling smarts, but also the know-how to hire effectively, says leadership trainer Harvey Mackay, who wrote Swim with the Sharks Without Being Eaten Alive (Ivy Books, 1995). “A colossal business idea simply isn't enough. You have to be able to identify, attract and retain talent who can turn your concept into a register-ringing success,” he says. When putting your team together, look for people whose values are aligned with the purpose and mission of your company. Suzanne Bates, a Wellesley, Mass.-based leadership consultant and author of Speak Like a CEO (McGraw Hill, 2005), says her team members rallied around each other during the worst part of the recession because they all believed in what they were doing. “Having people on your team who have tenacity and a candid spirit is really important," she says. It is this team spirit that I need to find again.

2. Overcommunicate.
This one’s a biggie. Even with a staff of only five or 10, it can be tough to know what’s going on with everyone. In an effort to overcommunicate, Bates compiles a weekly news update she calls a Friday Forecast, and emails it to her staff. “My team is always surprised at all the good news I send out each week,” Bates says. “It makes everyone feel like you really have a lot of momentum, even in difficult times.”

3. Don’t assume.
When you run a small business, you might assume your team understands your goals and mission -- and they may. But, everybody needs to be reminded of where the company’s going and what things will look like when you get there. Your employees may ask, “What’s in it for me?” It’s important to paint that picture for your team. Take the time to really understand the people who are helping you build your business. “Entrepreneurs have the vision, the energy, and they’re out there trying to make it happen. But, so often with their staff, they are assuming too much,” says Beverly Flaxington, founder of The Collaborative, a business-advising company in Medfield, Mass. “It’s almost like they think their enthusiasm by extension will be infectious -- but it’s not. You have to bring people into your world and communicate really proactively.” Something I can fail to do.

4. Be authentic.
Good leaders instill their personality and beliefs into the fabric of their organization, Flaxington says. If you be yourself, and not try to act like someone else, and surround yourself with people who are aligned with your values, your business is more likely to succeed, she says. “Every business is different and every entrepreneur has her own personality,” Flaxington says. “If you’re authentic, you attract the right people to your organization -- employees and customers.”

5. Know your obstacles.
Most entrepreneurs are optimistic and certain that they’re driving toward their goals. But, Flaxington says, it’s a short-sighted leader who doesn’t take the time to understand his obstacles. “You need to know what you’re up against and be able to plan around those things,” she says. “It’s folly to think that just because you’ve got this energy and enthusiasm that you’re going to be able to conquer all. It’s much smarter to take a step back and figure out what your obstacles are, so the plan that you’re putting into place takes that into account.”

6. Create a 'team charter.'
Too many new teams race down the road before they even figure out who they are, where they’re going, and what will guide their journey, says Ken Blanchard, co-author of The One-Minute Manager (William Morrow & Co., 1982) and founder of The Ken Blanchard Cos., a workplace- and leadership-training firm. Just calling together a team and giving them a clear charge does not mean the team will succeed.
“It’s important to create a set of agreements that clearly states what the team is to accomplish, why it is important and how the team will work together to achieve the desired results,” says Blanchard, who is based in Escondido, Calif. “The charter provides a record of common agreements and can be modified as the business grows and the team’s needs change.”

7. Believe in your people.
Entrepreneurial leaders must help their people develop confidence, especially during tough times. As Napoleon Bonaparte said, "Leaders are dealers in hope." That confidence comes in part from believing in your team, says Maxwell, who is based in West Palm Beach, Fla. “I think of my people as 10s, I treat them like 10s, and as a result, they try to perform like 10s,” he says. “But believing in people alone isn't enough. You have to help them win.”

8. Dole out credit.
Mackay says a good salesperson knows what the sweetest sound in the world is: The sound of their name on someone else's lips. But too many entrepreneurs think it's either the crinkle of freshly minted currency, or the dull thud of a competitor's body hitting the pavement. “Many entrepreneurs are too in love with their own ideas and don't know how to distribute credit,” Mackay says. “A good quarterback always gives props to his offensive line.”

9. Keep your team engaged.
Great leaders give their teams challenges and get them excited about them, says leadership expert Stephen Covey, author of The Seven Habits of Highly Effective People (Free Press, 1989). He pointed to the example of a small pizza shop in a moderate-sized town that was killing a big fast-food chain in sales. The big difference between the chain and the small pizza joint was the leader, he says. Every week he gathered his teenage employees in a huddle and excitedly asked them: “What can we do this week that we’ve never done before?” The kids loved the challenge. They started texting all their friends whenever a pizza special was on. They took the credit-card machine to the curb so passing motorists could buy pizza right off the street. They loaded up a truck with hot pizzas and sold them at high-school games. The money poured in and the store owner never had problems with employee turnover, says Covey, who is based in Salt Lake City, Utah.

10. Stay calm.
An entrepreneur has to backstop the team from overreacting to short-term situations, says Mackay, who is based in Minneapolis. This is particularly important now, when news of the sour economic environment is everywhere. “The media has been hanging black crepe paper since 2008,” he says. “But look at all the phenomenal companies and brands that were born in downturns, names like iPod, GE and Federal Express.”

And it is this LAST point which is the most important for me - and the take home moment. Perhaps I will lead the lads @goaugmented after all. It was just with so many people entering the Augmented Reality Mobile Applications market I was starting to lose sight of the end goal.

We have a great team and a great chance.

Now it is time for me to be a great leader.

What we can learn from Salesforce's scruffy looking leader :)

Read this today - and made me think about our own leader in the advertising revolution i.e. me. We need a leader for augmented reality to become a house hold moment!

I think we can all learn a lot from Benioff, and not just from his business model and technology. Here are a few lessons we can all learn in terms of vision and leadership:

1. Be inclusive. At Dreamforce, I think I heard the term “you” (spoken to the audience) at least a hundred times. “You created the social enterprise.” “You told us you need mobility.” Every presentation involved customer case studies. Salesforce even featured a video from KLM, the airline, that wasn’t related to Salesforce.com at all, but just illustrated a creative use of social media. Benioff clearly wants Salesforce.com to be a community, not just a company. And a community is much harder to stop.

2. Be confrontational. Benioff is not afraid to pick a fight. In fact, he seems to enjoy it. You can’t listen to him give a presentation without hearing a swipe atOracle and a jab at Bill Gates. He wants to create a narrative about the Salesforce.com community being a revolution against the old guard. Indeed, he even referred to the Arab Spring and a revolution happening in corporate America, in which old guard CEOs, who don’t get the social enterprise, are falling like Qaddafi. He’s calling out his own customers. Many of us in the CEO role are afraid to be provocative. We want to make friends and avoid enemies. And this is good. But playing nice to a fault doesn’t make headlines. And, more important, it doesn’t inspire people—whether they are employees or customers.

3. Be evolving. The term pivot has become almost cliché in the startup world. But while changing directions is impressive and imperative, it’s relatively easy for five people in a garage and much harder forbig enterprises. Although Salesforce isn’t Hewlett-Packard yet, it’s not easy to get 5,000 employees to do a 180. Salesforce.com had a good thing going, crushing Siebel with software-as-a-service for CRM (customer relation management). But Benioff saw the arrival of cloud computing, and software-as-a-service was suddenly a thing of the past. Then, just as cloud computing became hot, he perceived the next trend in social media, and shifted his focus to redefining the “social enterprise.” Each time he pivots, he makes the previous phase (for instance, cloud computing) seem obvious and de facto, further cementing his company’s position. And none of his competitors can keep up.

4. Be imitating. For all the flak Benioff gives Microsoft for copying innovations from Apple and others, he’s absolutely willing to imitate where appropriate. Check out Chatter. Benioff openly admits that it’s designed to look like a Facebook inside Salesforce.com. He realized that people understood Facebook, and that enterprises needed a corporate equivalent. He didn’t try to reinvent the wheel and devise a user interface to be more “enterprise-friendly” than Facebook. He almost literally copied the look and feel we all know, down to the latest Chatter Now instant messaging feature, which is a doppelganger of Facebook Chat. The UI may not be innovative, but for corporate users who’ve gone blind after years of looking at 1980s-designed SAP user interfaces, Facebook at work is refreshing and exciting.

5. Be infectious. If you’ve ever been to an IT conference, you realize that if there is a hell it probably includes the typical IT trade show. Bored customers race past booths seeking out free T-shirts, watered down drinks, and scantily clad booth babes. If customers do stop at your booth, they are most likely just eyeing your giveaways, your staff, or both. Yet my company exhibited at Dreamforce this year and we were mobbed. And, no, it wasn’t because our cheesy giveaways were any better than our neighbor’s. Every booth was mobbed. Customers actually wanted to talk and learn. They were excited. In many ways, Salesforce.com has done the unthinkable and made customers feel that they aren’t fighting with vendors, that they and vendors are shoulder-to-shoulder together on the right side of history in an epic battle.

What I first saw as cheesy in Benioff, I now respect as genuine passion. He really believes there is a revolution. Or at least that’s what it feels like. And then you start believing it too.