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:<http://www.dmconfidential.com/blogs/column/Trends/606/>Cross functional management<http://hbr.org/2004/09/perfecting-cross-pollination/ar/1>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.
  • http://farm3.static.flickr.com/2175/3853897605_73f394e115.jpg

Transcript

  • 1. Tea Tree Systems
    Michael Chamberlin
    Bill Wenrich
    Daniel Zhao
    Drew Kessler
    Intro to Management
    1
    by Michael Chamberlin April 15th, 2010
  • 2. Agenda
    Our Strategy
    Client selection
    Unique solutions
    Dynamic teams
    Our Culture
    Adaptations
    Partnerships
    Brand Recognition
    Future Expansion
    Conclusion
    Questions
    Intro to Management
    2
  • 3. Intro to Management
    3
    Our Strategy
    Strategy
    Production
    Design
    Development
    Client Selection
    • Look for the best fit, not the most money
    • 4. Do not offer bids
    • 5. Extensive interview process
    Unique Solutions
    • Innovative, custom productions
    • 6. All work in-house
  • Our Strategy
    Dynamic teams
    Cross-disciplinary collaboration
    Consistency and experience
    Constant communications
    Intro to Management
    4
    Designer
    Producer
    Developer
    Designer
    Art Director
    Developer
    Producer
  • 7. Our Culture
    Intro to Management
    5
    Small teams encourage collaboration
    No middle management
    Flexible and adaptable
    Encouraged to push limits
    Mix work and fun
    Get things done, but
    don’t get burned out
  • 8. NEXT
    What we should change?
    Intro to Management
    6
  • 9. Adaptations
    Intro to Management
    7
    End partnerships with traditional advertising firms
    Don’t need larger firms to provide clients
    Third parties distance our brand from the customers
    Loss of creative ownership via outside firms
    Exit this market segment gradually
    Accept increasingly fewer new contracts
    Complete existing contracts
  • 10. Adaptations
    Intro to Management
    8
    Increase brand recognition through minor corporate advertising
    Focus on unobtrusive methods
    Differentiate services
    Associate the company with its digital productions
    Consider adding a hidden computer Easter egg to Internet media
    Include taglines on other media
  • 11. Adaptations
    Prepare for future expansion
    Seek another location in New York City
    Maintain corporate culture by running two small offices
    Intro to Management
    9
    • Reduce micromanaging by reducing CEO involvement in day-to-day operations
  • Conclusion
    Continue using small, diverse teams
    Stop accepting third-party contracts
    Reinforce brand ownership of digital media
    Focus on maintaining creative performance and corporate culture
    Investigate future expansion within New York
    Intro to Management
    10
  • 12. Questions?
    Intro to Management
    11
  • 13. References
    Intro to Management
    12
    http://www.dmconfidential.com/blogs/column/Trends/606/
    http://hbr.org/2004/09/perfecting-cross-pollination/ar/1
    http://www.mindtools.com/pages/article/newTMM_90.htm
    http://queue.acm.org/detail.cfm?id=1180188
    http://www.entrepreneur.com/humanresources/employeemanagementcolumnistdavidjavitch/article204890.html
    http://farm3.static.flickr.com/2175/3853897605_73f394e115.jpg