Game-changing Business Models, Strategies, and Digital Infrastructures
Welcome to our Website.
We [about] know that digital technologies can save lots of time and money, free up key personnel, and speed core business processes. This “conversational microsite” introduces the next-generation advertising and marketing services agency: the customer engagement agency. As you read, you will discover that we rely on edited and heavily tagged transcripts of interviews and roundtables—“conversations.” The journey of transformation will unfold as a series of conversations for what’s possible, attainable, and imperative—“thought starters.”
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Sign up for our free newsletter update, Agency Transformations: Thought-starting ideas and next-action steps for Innovation LeadersFeatured Downloads
Snapshot Story
- Value in the form of market capitalization migrates to the most efficient business model. Example: Apple versus Dell.
An epic migration of value will accelerate in the ad agency business.
Question: What’s your business model for the Web 3.0 reality?
Central Propositions
- Earning and keeping the trust of customers constitutes the primary aim of all businesses.
- A new breed of customers have internalized the Web and mobile services, growing all-digital “third hand” as an extension of their core social identities.
- These self-directed all-digital consumers reject traditional brand marketing and advertising as irrelevant and intrusive. They live different.
- They seek a growing array of on-demand services and ingenious ways of personalizing content and services for themselves and their friends—how word-of-mouth marketing works in our always-on era.
- The fulfillment of these digital third-handed customers requires that businesses use the following capabilities:
- Digital-service business models defining what new digital applications to build or secure from partners that will augment how client attract and keep customers for life.
- CIO blueprints depicting the current Web service-delivery capabilities of both the agency and client as well as a modular roadmap of future capabilities—that agencies and clients will decide which to build, buy, or rent.
- Innovation leadership processes for speeding the development game-changing business concepts and new services, the validation of operational and user requirements, and the socialization of “future proofs” for new digital services.
- Trust networks comprising business thought-leaders, visionary technologists, master practitioners of digital-service development, and process-oriented solutioneers (subject matter experts in technical applications).
- The rapid, future-proofed specification of a transformational digital business strategy and companion development roadmap defines the role and function of an innovation leadership academy. See Proposal.