The leading Crowdfunding consultancy

An interview with Marketlend CEO – Leo Tyndall

Marketlend is a new Australian lending platform founded and led by Leo Tyndall.

Launched in the same week that the Financial System Inquiry (FSI) of Australia released its “blueprint” for the Australian financial system for the next ten years, this new platform shows how innovation in financial products is  global.

We were lucky enough to get a chance to speak to Leo in the week of his launch.

Leo provides us with an interesting insight as to how Marketlend is a necessary addition to the Australian business finance marketplace and what makes its offer so distinctive.

The FSI report is generally encouraging towards crowdfunding and new and novel approaches to finance and we can be sure that where Leo’s team lead others will certainly follow.

You can stream the interview from here, our Podbean account or download it for later listening

 

 

More information on Marketlend can be found here

Components of a Good Crowdfunding Campaign 1- Run Your Own Campaign

graphAlmost every day we are asked what is the best way to run a crowdfunding campaign, or how to resurrect a failing one. Truth is there is no secret sauce or universally successful approach to running a crowdfunding campaign but there are some good principles that are found in most successful campaigns that you would do well to follow .  Starting today we will begin to publish a series of blogs called “Components of a Good Crowdfunding Campaign”. Each will look at a key aspects of running a good crowdfunding campaign.

Whilst none of these in isolation will guarantee success  they will be good for your campaign and we recommend that  you follow them.

1. Run Your Own Campaign
Don’t let anyone else run your campaign. You will find that there are people who will offer to run your campaign for you – generally marketeers who will pretend that a professionally run marketing campaign is the solution to a successful crowdfunding campaign. Don’t be fooled. Of course marketing your campaign effectively, choosing channels and having the right messaging and copy are certainly key, and a good marketing consultant can help you put that together.

But you must have very direct management and engagement with your campaign. In crowdfunding one of your strongest assets and most potent currency is authenticity. People on the whole invest in people. If your campaign is run by a third party then inevitably an element of that authenticity is lost. Your ability to respond with transparency, clarity and honesty will be slowed and compromised by the mediation of a third party.

But perhaps the most important reason for not using a third party is that if the campaign is managed thoroughly and properly such a service would simply cost too much!

Crowdfunding is incredibly intensive and demanding. It usually requires the full time commitment of at the least one person and probably more depending on the dynamics and scale of the campaign. A full time professional is expensive and would eat up a good deal of your budget or target funding. So, if you are offered these type of services on the basis of a tiny quote or a small success fee percentage of your target then you calculate just how long you will get of that third parties time. The answer is – not enough. If you are offered 24/7 cover for the duration of the campaign you can guarantee that you are not getting a professional – maybe an intern!
So – be hands on. Ask for help? Most certainly. Employ specialist services where you need them to provide expertise that you don’t have? An emphatic yes.

But, if its your campaign, your project, and your company so lead it yourself.

If you would like to attend one of our Preparing to Crowdfund workshops or some individual advice on your campaign then get in touch

Watch out for our next post in this series. Why not sign up for our newsletter or follow us on twitter to ensure you dont miss a post.

 

Advocating Crowdsourcing – Accenture and Deloitte join the drive

Crowdassets are becoming the key source of competitive advantage. We have said this for a long time now and it seems some of the bigger consultancies are catching on – at last. But do they really get it?

We have endeavoured to share the breadth and diversity of opportunity available in the crowdasset model and assist organisations to move to a more crowd enabled strategy. For example our Presentation “Social Media at Work” at the Think Digital event, back in 2012, offered a quick fire introduction to it. But it’s not been an easy path. These ideas have often been considered unconventional at best and positively crazy at worst.

But founded in the thinking of people like Yochai Benkler’s Wealth of Networks, Henry Chesbrough’s Open Innovation and the Erik Von Hippel’s work on Sources of Innovation these “Open For Business” models are now being shown to be both academically, practically, socially, technically and, increasingly, commercially valid.

We have progressively developed the crowdasset model and the techniques associated with helping organisations to identify where these opportunities exist and how they can work to tap into them and integrate them strategically. The robustness of our models have allowed us to place all the emerging trends into the horizon of the crowdasset model. So crowdsourcing, crowdfunding, collaborative economy, prediction markets, viral communication, open sourcing, open innovation and many other potential crowdempowered approaches for commercial and civic application.

Recently we have seen Accenture and Deloitte, in their respective 2014 Technology Trends publications, highlighted crowdsourcing as a major emerging trend and point to some good examples of how firms like GE, BMW and Mastercard are entering this sector.

This is good to see and we welcome their adoption and championing of the vision and recommend a read of both of the reports.

But it’s worth looking a little deeper to see if they truly do “get it”.

The reports are, perhaps understandably, approaching these opportunities from a technology led stand point. This after all is the stock in trade of both firms and the thread for the reports. But in crowd driven approaches it is a mistake to focus on the technology. Technology is merely the enabler, the value and the asset itself is based in the crowd and it is from the perspective of where the value lies that any strategic approach to utilising it must be approached. Of course it is necessary to have a technical understanding but many, indeed most, firms will have sufficient technical infrastructure in place to profit from the crowdasset economy, but what they might lack is the knowledge of how to unlock that, the mindset to consider it, or the culture to embrace it, and this is where we come in to help.

We would assert that the solution is much more behavioural and culturally led and, if there is a need for additional technology, and there probably isn’t, this will follow after the strategic approach has been established.

One of the features of the crowdasset framework we use to help both explain and explore the crowd empowered business opportunity is an expression of the degree to which the power relationships change as an organisation becomes “open for business”, and how much trust is a key feature. To operate effectively in a trust based environment behaviours and approaches that might challenge many strongly held management assumptions and principles need to be adopted.

So in reviewing the two reports from these major consultancies it’s a little troubling to find Paul Daugherty – Chief Technology Officer at Accenture – using such un-reconstructed and un-open language to describe the crowd as a “work force” as opposed to partners and collaborators, and seems to focus on the value of using this asset being primarily in the notion that the crowd might “do it for free”. This is not the primary value of the vast majority of crowd based transactions. In most crowdsourcing it is the unique, novel and wide insight and expertise that is the value to be found in the crowd and not that you might get it “for free”.

We also read that to Accenture “Channeling these efforts to drive business goals is a challenge”. We would say that in many crowd based circumstances you don’t “channel”. You might nudge, nurture, influence and encourage but channeling sounds far too direct and controlling to work well in the crowd.

The use of such language and to not grasp the real asset value is to suggest that perhaps the level of sophistication in how to develop a sustainable strategic advantage from taping into crowd assets is not quite there yet in Accenture.

For Deloitte there are some more positive indications. For them the application of crowdsourcing may not be intuitive” – this is most certainly the case.

They recognize some of the cultural challenges in adopting crowd based approaches suggesting that  “Incentive structures, performance management, operating models, and delivery models may, in some cases, need to be redrawn” and they see it is apart of a broader shift in the way the business is run by suggesting that we should “ use crowdsourcing as a tangible example of the shift to social  business.” This is entirely correct and to properly create value from the crowd and to truly create value from its disruptive power requires significant readjustment and a more holistic and encompassing approach.

They show understanding of how this can be challenging for all involved by asserting that “Employees may feel threatened by crowdsourcing” – quite so, and it is important to manage that process effectively to reduce resistance to the activity.

Some of the practical changes are also acknowledged  “Leaders should foster a culture where appropriate crowd experiments are encouraged while minimizing security, privacy, and compliance risks.” Indeed so, a process we would refer to as adopting “safe fail” as opposed to “fail safe” projects.

In a clarion call they evangelise the new initiative with the words “Leading companies are blasting through corporate walls with industrialized solutions to reach broader crowds capable of generating answers and executing tasks faster and more cost effectively than employees.” All encouraging and correct albeit with still a narrow focus on cost advantage and couched in a bit of hyperbole laden corporate speak.

They round off with “The crowd is waiting and willing. How will you put it to work?” a sentiment we would wholeheartedly endorse, and have done for some years.

So all in all of the two I am more minded to the Deloitte offering but as you might expect I would suggest twintangibles have a better handle on it than either of them!

 

Keeping the Crowd – UKCFA Conference

On Wednesday 25th September the Autumn conference of the UK Crowdfunding Association (UKCFA) took place at the London Offices of Ernst and Young or E&Y as I suppose I should call them.

A substantial crowd turned up for the event which was opened by Julia Groves of UKCFA and keynoted by Barry Sheerman MP who has taken a close interest in the development of crowdfunding and championed its presence at Westminster.

It was particularly good to see two Scottish platforms represented in Jude Cook of ShareIn and Derek Bond of Squareknot and I was pleased to catch up with a number of people like Luke Lang of Crowdcube who will be coming to Rome in October to speak at the Crowdfuture conference.

For those of us engaged in the day to day research and consulting on crowdfunding it can be easy to forget that what we take as common knowledge is often not so for the wider business world. Barry Sheerman recounted that when he first asked the House of Commons Library for information on crowdsourcing and crowdfunding they admitted to knowing and finding nothing about it, the first time that had happened in his long parliamentary career. Things may well have improved since then but it is a useful reminder to us all that there is still a pretty low level of understanding of crowdfunding even if more people have heard of it.

The event had two panel sessions each of which was interesting. It was particularly good to hear Nicola Horlick, with such a strong career in the established financial markets, relate her conversion to and excitement about the possibilities of crowdfunding. I was particularly pleased to hear her tacitly endorse two ideas we have put forward by raising the possibilities of institutional investors creating financial products that wrap up a portfolio of P2P debt investments. She was also suggesting that a secondary market for un-tradeable equities and securities from equity platforms might be a good idea to increase liquidity, an idea we suggested at a conference in Vienna some months back.

The second session focused more on regulation and David Blair of Osborne Clarke – another participant at Crowdfuture in October, presents a sound and balanced legal take on things and David Geale of the FCA gave the regulators view, and Ian Livingston was simply entertaining. As you might expect this was a more feisty set of exchanges and my concern continues that a set of regulations specifically for crowdfunding will constrain and decrease innovation in the sector to its detriment. By having a common law structure that does not currently specifically legislate for crowdfunding it permits novel approaches to satisfying the regulatory requirements. As soon as those parameters are specifically laid out for, crowdfunding innovation will, I believe, be constrained, and the art of the possible will be determined by the vision of the regulators which, I fear, is much too limited and informed by “traditional” thinking.

Nevertheless one of the abiding impressions of the event was the general air of collaboration and support from the participants, and the openness of the conversations at the networking was a reminder, if any were, needed as to how collaborative, innovative and open this sector is, and long may it remain so.

The Web, The future of Business and Being Prepared

On Wednesday FutureLearn was launched in the UK. An ambitious initiative which sees a group of Universities entering the MOOC (massive open online courses) learning space offering a range of free courses in flexible formats through a variety of devices.

It’s an extraordinary development and is the logical extension of initiatives like the Open University which tapped into the technical innovations of its time with TV led teaching, distance learning and videotapes.

A fascinating range of courses are on offer, on subjects as diverse as Richard III, Game programming, Branding, Higgs Boson to teeth photography – yes, there is one on teeth photography, I didn’t make it up.

But one that caught my eye is perhaps oddly a nod towards the FutureLearn initiative itself. Called “Web science: how the web is changing the world” it is offered by the University of Southampton and describes the course as being about “how the web has changed our world in the past 25 years and what might happen next.”

That could be fascinating and I hope it looks at the extraordinary impact and possibilities that the web has had on the world of business.

In much the same way as some of us can look back over a period of development in innovation in the delivery of education, we can also reflect on the transformation in our business lives brought about by social and collaborative technology. In my first role in business, at a 50 seat firm more that 30 years ago, we had two phone lines into the building and a manual switch board who might place a call for you if you asked nicely. Manual typewriters, routine casual sexism, bad ties and rigid hierarchy were all de rigueur. Suggesting that everyone in the firm might have had a phone on their desk would have been quickly dismissed as the ravings of a lunatic, had we had the opportunity to speak up about anything. What would my old boss have made of smartphones, social media and wikis? Doesn’t bear thinking about.

But the developments are never ending. Crowdsourcing, crowdfunding, open innovation, social business, collaborative consumption, the makers movement and social knowledge are all founded in the possibilities for interaction and collaboration that technology provides. They force us to rethink many of our most soundly held thinking about how business is done, and consider how the previously uneconomic becomes suddenly economic, the impossible possible and the unthinkable thinkable. This constantly innovates new threats and opportunities for all business on all sector and all locations.

In such a fast moving and disruptive environment it can be hard to keep up. And that is where we come in. We are constantly investigating the emerging waves of the digital business world and love to help our clients understand, innovate and thrive in a world changed and enhanced through the advent of social and collaborative technologies and the cultures that underpin them.

We don’t predict the future, we just help guide people through it.

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