Big Space Ship (HBR Case study)


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  • there is the risk that online advertising may be viewed increasingly by advertisers as a “performance” medium opposed to a brand-building medium.Digital Marketing Industry:<>Cross functional management<>Next, the case examines the firm's internal dynamics. Here, in addition to describing the culture of Big Spaceship, the case puts special emphasis on the firm's recent shift from a functional structure to a team-based structure. Finally, the case provides an overview of key issues that Lebowitz and his team must consider as they plan for the firm's growth--how to raise capital, how to gauge the optimal size for the company, how to manage an expanding staff. A major highlight of the case is the inclusion of more than a dozen graphically compelling exhibits, which help to illustrate the firm's value proposition, its innovation-oriented culture, and its evolving organizational design.
  • Think about how to adapt. Plan to adapt and ask good questions. The internet is a platform for some amazing entertainment so find the best way to break through thatFocus on culture. Acknowledge that everyone has a role. That will allow ways to creatively adapt to the newest ideas. Its okay to have fun in the workplace. Fun can lead to passion which begets quality. People should feel comfortable in their space so drawing on the fact that each person is creative is importantBuild things, don’t outsource craft. It can be to slow and take too much time Stay flat, embrace chaos. Everyone contributesExperiment constantly not just for clientsDon’t hire jerks no matter how talented they are. Work happens better when people trust eachotherNever waste a good crisis Now is the time, get excited and make things
  • the firm's value proposition, which focused on providing start-to-finish, strategy-driven digital marketing solutions; its interaction with clients; and its relationship with established players in the advertising industry. Low entry barrierphp, flash (not very hard to learn)Freelancers
  • Promotion is crucial for any agency. ML: I think the approach we take to “promoting” ourselves goes hand-in-hand with the direction marketing is going. Because digital communication is both constant and, by nature, interactive, there’s no distinct line between performance and communications – or actions and words. The way we position ourselves grows out of our behaviour. Our efforts to self-brand and develop as a digital agency are evolving. We’ve become more active with our two blogs this year: Think (our strategy blog) and Labs (our design and dev blog). We use them as platforms to share some of our thinking and experimenting. We pride ourselves on starting conversations and telling stories.
  • Big Space Ship (HBR Case study)

    1. 1. Tea Tree Systems <br />Michael Chamberlin <br />Bill Wenrich <br />Daniel Zhao<br />Drew Kessler <br />Intro to Management<br />1<br />by Michael Chamberlin April 15th, 2010<br />
    2. 2. Agenda<br />Our Strategy<br />Client selection<br />Unique solutions<br />Dynamic teams<br />Our Culture<br />Adaptations<br />Partnerships<br />Brand Recognition<br />Future Expansion<br />Conclusion<br />Questions<br />Intro to Management<br />2<br />
    3. 3. Intro to Management<br />3<br />Our Strategy<br />Strategy<br />Production<br />Design<br />Development<br />Client Selection<br /><ul><li>Look for the best fit, not the most money
    4. 4. Do not offer bids
    5. 5. Extensive interview process</li></ul>Unique Solutions<br /><ul><li>Innovative, custom productions
    6. 6. All work in-house</li></li></ul><li>Our Strategy<br />Dynamic teams<br />Cross-disciplinary collaboration<br />Consistency and experience<br />Constant communications<br />Intro to Management<br />4<br />Designer<br />Producer<br />Developer<br />Designer<br />Art Director<br />Developer<br />Producer<br />
    7. 7. Our Culture<br />Intro to Management<br />5<br />Small teams encourage collaboration<br />No middle management<br />Flexible and adaptable<br />Encouraged to push limits<br />Mix work and fun<br /> Get things done, but<br /> don’t get burned out<br />
    8. 8. NEXT<br />What we should change?<br />Intro to Management<br />6<br />
    9. 9. Adaptations<br />Intro to Management<br />7<br />End partnerships with traditional advertising firms<br />Don’t need larger firms to provide clients<br />Third parties distance our brand from the customers<br />Loss of creative ownership via outside firms<br />Exit this market segment gradually<br />Accept increasingly fewer new contracts<br />Complete existing contracts<br />
    10. 10. Adaptations<br />Intro to Management<br />8<br />Increase brand recognition through minor corporate advertising<br />Focus on unobtrusive methods<br />Differentiate services<br />Associate the company with its digital productions<br />Consider adding a hidden computer Easter egg to Internet media<br />Include taglines on other media<br />
    11. 11. Adaptations<br />Prepare for future expansion<br />Seek another location in New York City<br />Maintain corporate culture by running two small offices<br />Intro to Management<br />9<br /><ul><li>Reduce micromanaging by reducing CEO involvement in day-to-day operations</li></li></ul><li>Conclusion<br />Continue using small, diverse teams<br />Stop accepting third-party contracts<br />Reinforce brand ownership of digital media<br />Focus on maintaining creative performance and corporate culture<br />Investigate future expansion within New York<br />Intro to Management<br />10<br />
    12. 12. Questions?<br />Intro to Management<br />11<br />
    13. 13. References<br />Intro to Management<br />12<br /><br /><br /><br /><br /><br /><br />
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